FN ISI Export Format VR 1.0 PT J AU Hiraoka, LS TI Foreign development of China's motor vehicle industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE self-reliant system; state enterprise; people's car; joint ventures; completely knocked down kits; technology licensing; privatization; geopolitics; global economies of scale AB Foreign technology from Western Europe, the USA, and Japan has been instrumental in the development of China's motor vehicle industry but progress has been slowed by bureaucratic inertia and attempts by the state to micromanage the industry and foreign investments/trade. Moves to rationalize and privatize state enterprises have failed to promote competition and innovation and the serious lack of profits is discouraging some corporate investors. The country's success in agriculture and light manufactures has so far not been transferred to heavy industry with China requiring foreign inputs for the development of its passenger car and light truck industries. Enterprise development of First and Second Automotive Works are given as well as the joint ventures between state or municipal firms and foreign multinational corporations to illustrate the contrasting motives, dynamic interaction, and frequent disappointments of the public-private sector efforts. C1 Kean Univ, Dept Management Sci, Union, NJ 07083 USA. RP Hiraoka, LS, Kean Univ, Dept Management Sci, 1000 Morris Ave, Union, NJ 07083 USA. CR JAPANS OFFICIAL DEV, P102 1996, ECONOMIST 0608, P63 1996, MOTOR BUSINESS ASIA, P8 1996, MOTOR BUSINESS INT, P76 1996, NY TIMES 0606, D1 1997, EIU MOTOR BUSINESS A, P69 1998, BUSINESS WEEK 0309, P48 1998, EIU MOTOR BUSINESS A, P48 FAISON S, 1995, NY TIMES 0929, D7 FAISON S, 1997, NY TIMES 0917, A3 FAISON S, 1997, NY TIMES 1114, D2 HARWIT E, 1995, CHINAS AUTOMOBILE IN MARUKAWA T, 1995, DEV ECON, P329 MEYER R, 1992, FINANCIAL WORLD 1208, P50 NASH N, 1995, NY TIMES 0731, D1 REITMAN V, 1998, WALL STREET J 0226, A2 SMITH CS, 1998, WALL STREET J 0211, A8 SMITH JF, 1997, CEO SERIES ISSUE, V12 SMITH JF, 1997, REM GEN MOT CORP ANN TYLER PE, 1994, NY TIMES 0922, D8 YANG X, 1995, GLOBALIZATION AUTOMO, CH4 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 21 IS 5-6 BP 496 EP 512 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 422BP UT ISI:000168098300008 ER PT J AU Sohal, AS TI From privatization to commercialization: a case study from the Australian aerospace industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE privatization; technology adoption; aerospace industry; Australia AB AeroSpace Technologies of Australia (ASTA) is Australia's major player in the international aerospace industry and competes directly with international aerospace companies. Previously known as the 'Government Aircraft Factory', it manufactured aircraft and guided weapons for over 50 years. A strategic push towards privatization during the mid-1980s and the need to achieve international benchmarks of performance highlighted a number of areas for improvement within ASTA. One such area was the chemical milling process that detects flaws and imperfections in aeroplane parts. To achieve the required productivity, the detection process was effectively redesigned and now incorporates computer control of all process variables and automatic transfer of parts within a single building. This was a significant change from the traditional process and resulted in a doubling of productivity within two years, greater quality control and better utilization of employees. The change involved application of unprecedented software and plant technology, liaison with consultants, training and multi-skilling of employees, and changes to traditional job descriptions. This article details these issues and examines the planning and implementation strategy used by ASTA and the limitations and benefits of such a change in process technology. C1 Monash Univ, Fac Business & Econ, Dept Management, Caulfield E, Vic 3145, Australia. RP Sohal, AS, Monash Univ, Fac Business & Econ, Dept Management, POB 197, Caulfield E, Vic 3145, Australia. CR CLOTHIER A, 1997, EUROPEAN BUSINESS J, V9, P37 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 2001 VL 21 IS 5-6 BP 513 EP 522 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 422BP UT ISI:000168098300009 ER PT J AU Baranson, J TI East-West ventures in Belarus SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Belarus case materials; East-West joint ventures; differences in management cultures AB A broad spectrum of Eastern European enterprises are interested in acquiring industrial technology From Western companies through licensed manufacturing or joint ventures. The risk and uncertainties of entering into business partnerships in Eastern European economies pose added problem in terms of operational logistics and financial returns. There are marked differences between the mindsets and practices of managers nurtured under centrally planned economies and business management operating in a market driven environment. Much can be learned from case studies that examine the factors that contributed to the success or failure of East-West business partnerships. Eastern European enterprises seeking these partnerships need to develop a deeper understanding of the business objectives and operational requirements of market-driven Western companies. The paper presents profiles of efforts to form business ventures with Western companies in Belarus. They indicate the type of case materials that should be included in courses dealing with business strategies with Western partners. RP Baranson, J, 1293 Sandhurst Dr, Buffalo Grove, IL 60089 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 523 EP 528 PG 6 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 422BP UT ISI:000168098300010 ER PT J AU Marks, D TI Transition, privatization and economics as a management technology SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE economics; education; management; markets; privatization; technology; transition economy ID INSTITUTIONS AB One of the basic technologies that will determine the direction and extent of privatization is the education of the policymakers designing it and the managers implementing it. It may seem obvious from the intellectual roots of the movement toward privatization that such participants have an understanding of market economics since it explains why they an doing what they are doing. However, participants in the economies where the most extensive privatization is underway have little or no recent experience with markets and virtually no training in market economics, unlike their counterparts in more market-oriented economies who live and work by those principles daily. As an indication of the value that education in the subject (or adoption of that technology) might have, this paper reviews a number of familiar lessons from market economics that not only provide a rationale for privatization itself but also give helpful decision rules for management, especially for those emerging from an era of state-controlled resource allocation. In the process, it considers the value of 'the economic way of thinking'. The paper also presents a number of relatively novel topics in economics that illustrate the breadth of the subject's relevance to both managers and citizens. Finally, it considers the developing field of the new institutional economics which suggests that the economic system most appropriate for a community depends upon its norms, values, and traditions; privatization and market-based allocation need not fit everywhere, and the economic content of management education must allow for that. C1 Univ Wisconsin, Dept Econ, Whitewater, WI 53190 USA. RP Marks, D, Univ Wisconsin, Dept Econ, 800 W Main St, Whitewater, WI 53190 USA. CR AKERLOF GA, 1970, Q J ECON, V84, P488 BOSWORTH B, 1995, REFORMING PLANNED EC BOWLES S, 1998, J ECON LIT, V36, P75 CLAGUE C, 1992, EMERGENCE MARKET EC HODGSON GM, 1998, J ECON LIT, V36, P166 KLAUS V, 1991, MARKET EC CENTRAL E KOZULWRIGHT R, 1996, EC TRANSITION MAURICE SC, 1995, MANAGERIAL EC MISHKIN FS, 1995, EC MONEY BANKING FIN MURRELL P, 1996, J ECON PERSPECT, V10, P25 NORTH DC, 1991, J ECON PERSPECT, V5, P97 POSTLEWAITE A, 1989, NEW PALGRAVE SERIES WILSON JQ, 1974, SOCIAL RESPONSIBILIT 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 5-6 BP 529 EP 539 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 422BP UT ISI:000168098300011 ER PT J AU Clark, WW Jensen, JD TI The role of government in privatization: an economic model from Denmark SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE venture capital; foreign direct investment; equity investment; government; business AB As industrialized countries go through an economic conversion from public sector industries or government managed companies to privately owned companies, leaders and decision makers are seeking new models. There are very few, if any economic models that provide a 'bridge' or transition from the public or government to the private sector, let alone that have been successful. The issue is, nevertheless, very important today as a number of industrialized and developing countries are moving from governmentally controlled industries to the private sector. This paper focuses upon economic models. One good example is taken from Denmark. Other examples are drawn from the USA and especially the deregulation of the energy industry in California, which makes a good region to study. As a 'bell-weather' state for other states in the USA and indeed, internationally, many governments are watching the 'great California experiment' in deregulation of energy/power utilities. The economic model from Denmark, which is described below has also begun to have an impact on California legislative programs being proposed but not yet implemented, for economic development. Further research and analysis will document and analyse such efforts in the future. The issue is clear: global competitiveness does not allow the USA or other countries to wait For the ideal 'open or free' markets conditions to restructure its economy. In fact, an argument could be made that such 'free markets' never existed in the first place and certainly will not in the future. Instead, new economic models for the privatization of historical governmental industries must be sought that are public and private collaboration working together, rather than a choice between one or the other form of business and economic development. Other countries have had a tradition of such partnerships. Among them is Denmark, which is leading the way in many areas of economic development. This paper focuses upon one successful set of programs in Denmark: IO and IFU Funds. A description and some evaluative data provide a perspective and potential application to other industrialized as well as developing countries for the privatization of government industries. C1 Univ Calif Davis, Coll Engn, Davis, CA 95616 USA. Univ Calif Lawrence Livermore Natl Lab, Livermore, CA USA. IO IFU Funds, Copenhagen, Denmark. RP Clark, WW, Univ Calif Davis, Coll Engn, Davis, CA 95616 USA. CR 1993, IFU ANN REPORT, R1 1993, IO ANN REPORT, R1 1993, WORLD COMPETITIVENES *AALB U, 1994, E CENTR EUR C *OECD, 1994, WORLD MAN PRACT *UNDP, 1998, SUST EN ENV PROGR CLARK WW, 1993, TECHNOLOGY TRANSFER CLARK WW, 1994, J BUSINESS IND MARKE CLARK WW, 1995, INT J MARKETING MANA CLARK WW, 1997, UNPUB GREENING IND C CLARK WW, 1998, PUBLICLY FUNDED RES CLARK WW, 2000, INT SCI EC DEMING WE, 1993, NEW EC IND GOVT ED DRUCKER P, 1993, POST CAPITALIST SOC GEDDES D, 1993, EC DEV REV SUM, P71 HAZARD HA, 1994, EVALUATING IND TECHN KAHLER M, 1999, FOREIGN AFF, P8 LLOYDSMITH J, 1998, S CHINA MORNING 0829, P1 REICH R, 1983, NEXT AM FRONTIER PRO REICH R, 1991, WORK NATIONS PREPARI ROSECRANCE R, 1995, DIALOGUE, P2 SORENSEN OJ, 1993, WORKING PAPER SERIES, V3, P1 SORENSEN OJ, 1994, WORKING PAPER SERIES, V9, P1 NR 23 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 21 IS 5-6 BP 540 EP 555 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 422BP UT ISI:000168098300012 ER PT J AU Tesar, G Moini, H Laurent, JK TI Expectations before privatization and market realities after privatization: technology transfer SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology transfer; Central and Eastern Europe; transitional economies; privatization ID EASTERN-EUROPE AB Recently privatized firms in Central and Eastern European (CEE) countries are searching for Western European partners to transfer their technologies to Western countries. The differences in expectations between CEE managers and their Western counterparts increased as privatization efforts intensified. This paper proposes a model which can explain the differences in expectations before privatization and market realities after privatization, between CEE managers and their Western counterparts in terms of technology transfer out and into GEE. C1 Univ Wisconsin, Coll Business & Econ, Whitewater, WI 53190 USA. RP Tesar, G, Univ Wisconsin, Coll Business & Econ, Whitewater, WI 53190 USA. CR 1996, HEADLINE NEWS, V144, P22 FILIP FG, 1997, HUMAN SYSTEMS MANAGE, V16, P223 GASSER W, 1996, EUROMONEY, V327, P120 GLOWACKA A, 1996, COMPETITIVENESS REV, V6, P27 HUGHES D, 1992, AVIATION WEEK SPACE, V137, P59 KOTABE M, 1993, J INT MARKETING, V1, P26 LAYMAN P, 1992, CHEM ENG NEWS, V70, P11 LEPKOWSKI W, 1993, CHEM ENG NEWS, V71, P26 PRYBYLA J, 1994, INT BUSINESS, V7, P118 RUDNICK D, 1994, INVESTORS CHRONICLE, V108, P91 SCALISE D, 1997, INT J TECHNOL MANAGE, V13, P293 SCHULTE K, 1996, GER J OPHTHALMOL, V5, P1 SMITH C, 1990, FAR E EC REV, V147, P73 TESAR G, 1991, R&D MANAGE, V24, P199 TESAR G, 1994, MANAGING EMERGING MA, P202 TOMARCHIO JT, 1991, J EUROPEAN BUSINESS, V2, P42 TOROK A, 1994, INT J TECHNOL MANAGE, V9, P351 WEIMER W, 1992, RES TECHNOL MANAGE, V35, P5 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 2001 VL 21 IS 5-6 BP 556 EP 564 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 422BP UT ISI:000168098300013 ER PT J AU Clark, WW Paolucci, E TI Commercial development of environmental technologies for the automotive industry towards a new model of technological innovation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology commercialization; fuel cells; environmentally sound technologies AB Economic importance of environmental issues is increasing, and new technologies are expected to reduce pollution derived both from productive processes and products, with costs that are still unknown. Until now there is still little knowledge concerning the process of technological innovation in this field. What does exist, is outdated due to rapid change in technology. In this paper we analyse the development of Zinc Air Fuel Cells (ZAFC) and their transfer from research laboratories to large mass production. ZAFC are a new 'environmental technology', proved to have a commercial value, that can be used for building Zero Emission Vehicles (ZEV). Although ZAFC performances are higher than traditional lead-acid batteries ones, difficulties in funding ZAFC engineering and 'moving' them from laboratories to production caused some years delay in their diffusion. On the bases of this 'paradigmatic' case, we argue that existing economic and organizational literature concerning technological innovation is not able to fully explain steps followed in developing environmental technologies. Existing models mainly consider adoption problems as due to market uncertainty, weak appropriability regime, lack of a dominant design, and difficulties in reconfiguring organizational routines. Additionally, the following aspects play a fundamental role in developing environmental technologies, pointing out how technological trajectories depend both on exogenous market conditions and endogenous firm competencies: 1 regulations concerning introduction of ZEV 'create' market demand and business development for new technologies; they impose constraints that can be met only by segmenting transportation market at each stage of technology developmnent; 2 each stage of technology development requires alternative forms of division and coordination of innovative labour; upstream and downstream industries are involved in new forms of inter-firm relationships, causing a reconfiguration of product architecture and reducing effects of path dependency; 3 product differentiation increases firm capabilities to plan at the same time technology introduction and customer selection, while meeting requirements concerning 'network externalities'; 4 it is necessary to find and/or create alternative funding sources for each research, development and design stage of the new technologies. From this discussion we will draw some conclusions and issues for further researches concerning government policy and firms' strategies for sustaining the process of technological innovation and transfer. C1 Univ Calif Davis, Coll Engn, Dept Appl Sci, Davis, CA 95616 USA. Univ Calif Lawrence Livermore Natl Lab, Livermore, CA 94551 USA. Univ Turin, Politecn Turin, Prod & Econ Dept, I-10124 Turin, Italy. RP Clark, WW, Univ Calif Davis, Coll Engn, Dept Appl Sci, Davis, CA 95616 USA. CR 1996, ECONOMIST SEP *WORLD COMP COUNC, 1993, WORLD COMP ANN REP ABERNATHY WJ, 1978, TECHNOL REV, V80, P40 ARORA A, 1994, RES POLICY, V23, P523 ARROW KJ, 1962, RATE DIRECTION INVEN, P609 BARNEY JB, 1986, MANAGE SCI, V32, P1231 CLARK WW, 1996, J TECHNOLOGY TRANSFE, P491 CLARK WW, 1997, UNPUB INTERACTION SC COHEN WM, 1990, ADM SCI Q, V35, P569 DAVID PA, 1992, SCI TECHNOLOGY POLIC DOSI G, 1982, RES POLICY, P11 GORT M, 1982, ECON J, V92, P630 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HOFFMAN AJ, 1996, BUSINESS STRATEGY EN, V5, P1 HOLLANDER JM, 1995, ENERGY EFFICIENCY FA, P1 IANSITI M, 1993, 92083 MIT KLINE SJ, 1985, POSITIVISM STRATEGY, P275 NELSON R, 1959, J POLITICAL EC, V67, P297 PORTER ME, 1995, HARVARD BUS REV, V73, P120 SCHUMPETER J, 1934, THEORY EC DEV SHNAYERSON M, 1996, CAR COULD INSIDE STO STERN S, 1995, SOURCES MED TECHNOLO TEECE D, 1996, IN PRESS J EC BEHAV TEECE DJ, 1986, RES POLICY, V15, P285 TEECE DJ, 1989, MANAGERIAL DECISION, P35 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 TYSON L, 1992, WHOS BASHING WHOM TR VOGEL D, 1995, TRADING CONSUMER ENV VONHIPPEL E, 1993, RES POLICY, V22, P1 VONHIPPEL E, 1994, MANAGE SCI, V40, P429 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 2001 VL 21 IS 5-6 BP 565 EP 585 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 422BP UT ISI:000168098300014 ER PT J AU Motwani, J Babbar, S Prasad, S TI Operations management in transitional countries SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE transitional countries; operations management; research trends and findings ID JOINT-VENTURES; EASTERN-EUROPE; UNITED-STATES; QUALITY; SYSTEM; POLAND; PRODUCTIVITY; ECONOMIES; LOGISTICS; INDUSTRY AB As countries of the former Soviet Block make the transition from state control to market economies, changes in the industrial sector and the management of operations there are imperative. This paper undertakes a comprehensive review of the operations literature on transitional economies and classifies the publications by topical area. It finds the areas of distribution and work measurement to be more important in the case of economies in transition than in other economies. On the other hand, purchasing received lesser attention in the research on transition economies. Findings from the research literature on transitional economies are presented and research methodologies explored. Future research directions are also provided. C1 Grand Valley State Univ, Seidman Sch Business, Grand Rapids, MI 49504 USA. Florida Atlantic Univ, Coll Business, Dept Informat Technol & Operat Management, Boca Raton, FL 33431 USA. Univ Wisconsin, Coll Business & Econ, Dept Management, Whitewater, WI 53190 USA. RP Motwani, J, Grand Valley State Univ, Seidman Sch Business, Grand Rapids, MI 49504 USA. CR AMOAKOGYAMPAH K, 1989, J OPERATIONS MANAGEM, V8, P250 ANANDALINGAM G, 1987, J OPERATIONAL RES SO, V38, P115 ARDISHVILI A, 1993, INT J OPER PROD MAN, V13, P60 AUSTER ER, 1992, MANAGE SCI, V38, P778 BAILLIE AS, 1986, J PURCHASING MAT MAN, V22, P17 BALDWIN R, 1993, PRODUCTION INVENTORY, V34, P26 BARMAN S, 1991, J OPERATIONS MANAGEM, V10, P194 BARTMESS A, 1993, CALIF MANAGE REV, V35, P78 BENSAOU M, 1995, MANAGE SCI, V41, P1471 BILLESBACH TJ, 1991, INT J PURCHASING MAT, V27, P24 BRUTON GD, 1997, ACAD MANAGEMENT EXEC, V11, P68 BRUUN P, 1995, INT J PROD ECON, V41, P109 BUFFA ES, 1989, J OPERATIONS MANAGEM, V1, P1 CAHILL C, 1993, OECD OBSERVER JUN CHASE RB, 1980, J OPERATIONS MANAGEM, V1, P9 CHICKAN A, 1994, INT J PROD ECON, V35, P11 CHIKAN A, 1990, ENG COST PROD ECON, V19, P149 CHIKAN A, 1996, INT J PROD ECON, V46, P489 EWING A, 1993, COLUMBIA J WORLD BUS, V28, P158 FAHY J, 1995, SLOAN MANAGE REV, V36, P49 FILATOTCHEV I, 1996, CALIF MANAGE REV, V38, P87 FLYNN BB, 1992, INTERFACES, V22, P69 FOLSZ F, 1995, EUROPEAN J OPERATION, V87, P500 FORKER LB, 1990, J PURCHASING MAT MAN, V26, P13 HAMOS ZS, 1995, EUROPEAN J OPERATION, V87, P452 HEALEY NM, 1994, COLUMBIA J WORLD BUS, V29, P62 HECHT L, 1993, HARVARD BUS REV, V71, P32 HERTZFELD JM, 1991, HARVARD BUS REV, V69, P80 HITCHENS DMWN, 1996, OMEGA-INT J MANAGE S, V24, P321 HUSON M, 1995, J OPERATIONS MANAGEM, V12, P297 JUNGINGER W, 1986, INTERFACES, V16, P66 KAMATH RR, 1994, HARVARD BUS REV, V72, P154 KANO N, 1993, CALIF MANAGE REV, V35, P12 KRAWCZYK M, 1993, J WORLD BUS, V28, P180 LAWRENCE JJ, 1993, PRODUCTION INVENTORY, V34, P14 LYLES MA, 1996, J INT BUS STUD, V27, P877 MCCARTHY DJ, 1992, COLUMBIA J WORLD BUS, V27, P87 PERSSON G, 1993, LOGIST TRANSPORT REV, V29, P319 PETROVIC R, 1995, EUR J OPER RES, V87, P500 PLENERT G, 1990, INTERFACES, V20, P14 PORTOUGAL VM, 1994, INTERFACES, V24, P59 RADOVILSKY ZD, 1994, INT J OPER PROD MAN, V14, P343 RAMANI KV, 1988, INTERFACES, V18, P56 RAMANI KV, 1992, INTERFACES, V22, P39 RAY PK, 1990, INT J OPER PROD MAN, V10, P25 REBELO I, 1986, J OPERATIONAL RES SO, V37, P145 RICHARDSON J, 1993, STRATEGIC MANAGEMENT, V14, P339 RODNIKOV AN, 1994, INT J PHYS DISTRIB, V24, P23 RONEY J, 1997, J WORLD BUS, V32, P152 RYDZKOWSKI W, 1993, LOGIST TRANSPORT REV, V29, P329 RYDZKOWSKI W, 1994, INT J PHYS DISTRIB, V24, P23 SACKS PM, 1993, COLUMBIA J WORLD BUS, V28, P1888 SCOTT T, 1993, COLUMBIA J WORLD BUS, V28, P168 TAYLOR DH, 1994, INT J PHYS DISTRIB, V24, P15 VANDENBLOOMEN DR, 1994, INT J PHYS DISTRIB, V24, P15 VARGAS VA, 1996, INT J PROD RES, V34, P1429 VASTAG G, 1990, EUROPEAN J OPERATION, V45, P96 VASTAG G, 1991, INT J PROD ECON, V23, P251 VASTAG G, 1994, J OPERATIONS MANAGE, V12, P1 YI Y, 1988, INT J OPER PROD MAN, V8, P60 NR 60 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 586 EP 603 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 422BP UT ISI:000168098300015 ER PT J AU Rustagi, NK TI International technology transfer: a complement to economic restructuring? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology transfer; economic restructuring; structural adjustment; competitiveness; economic policy AB Economic restructuring is considered to be the panacea for problems faced by developing countries and countries in transition from the socialist to the free-market economic structure. Even though there are some success stories, most countries undergoing structural adjustment have faced Lower economic standards for the majority of the population. This has resulted in the slowing down or reversal of some of these reforms. In this paper it is argued that transfer of appropriate technology as a complement to the current reforms is needed for these reforms to be successful. C1 Howard Univ, Sch Business, Dept Informat Syst & Anal, Washington, DC 20059 USA. RP Rustagi, NK, Howard Univ, Sch Business, Dept Informat Syst & Anal, Washington, DC 20059 USA. CR *INT MON FUND, 1996, WORLD EC OUTL MAY 19 *RADOSEVICH, 1993, TECHNOLOGY TRANS SUM *WORLD BANK, 1991, WORLD DEV REP *WORLD BANK, 1994, SEN PRIV SECT ASS *WORLD BANK, 1995, REP SEN PRIV SECT CA ALI AJ, 1995, ADV COMPETITIVENESS, V3, P4 BERGER RE, 1992, TECHNOLOGY TRANSFER CARTER PD, 1995, TECHNOLOGY COMMERCIA CLARK WW, 1995, TECHNOLOGY COMMERCIA DOBEK MM, 1993, POLITICAL LOGIC PRIV ENCARNATION DJ, 1989, DISLODGING MULTINATI FRIEDMAN C, 1995, J AM MED INFORM ASSN, V2, P4 GOODMAN JB, 1991, HARVARD BUSINESS NOV, P26 KEMP RC, 1995, ADV COMPETITIVENESS, V3, P1 MASON J, 1995, TECHNOLOGY COMMERCIA MILIBANK D, 1995, WALL STREET J 1002, R17 NOGUEIRA MPS, 1995, TECHNOLOGY COMMERCIA PALKHIVALA NA, 1995, MAKING IND GLOBALLY PALMINTERA DL, 1995, P 20 ANN M TECHN TRA PARKER R, 1992, 55 WORLD BANK PATODIA DN, 1995, LIBERALIZATION INDIA RUSTAGI NK, 1993, NEWS INDIA TIME 0903, P50 RUSTAGI NK, 1994, INT J COMMERCE MANAG, V4, P5 RUSTAGI NK, 1996, UNPUB EC RESTRUCTURI SHAPIRA P, 1992, TECHNOLOGY TRANS WIN SOON T, 1990, TECHNOLOGY TRANSFER, P335 THACHER M, 1995, FREE ENTERPRISE EC D THUROW LC, FUTURE CAPITALISM TO TYSON LD, 1992, WHOS BASHING WHOM TR 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 2001 VL 21 IS 5-6 BP 604 EP 611 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 422BP UT ISI:000168098300016 ER PT J AU Dziura, MJ TI Innovation: sources and strategies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation strategies; uncertainty; risk; Poland; innovation AB Innovation has long been recognized as the mainspring of economic growth. But only in the last two decades or so has economic theory started to come to grips with the complexity of cause and effect in technological progress. In this paper the author shows a relationship between innovation and its uncertainty; between sources of innovative strategies and typical innovation strategies. It can be a short framework to encompass the basic question of the 'who, what, when, and where' of innovation, combining theoretical discussion with abundant examples. Because of the crucial importance of innovation, this text can be a guidance for those who are looking to understand the value of innovation. C1 Cracow Univ Econ, Dept Econ & Org Enterprises, PL-31510 Krakow, Poland. RP Dziura, MJ, Cracow Univ Econ, Dept Econ & Org Enterprises, PL-31510 Krakow, Poland. CR *EEC STUD GROUP NE, 1979, BLUEPR EUR AFUAH A, 1998, INNOVATION MANAGEMEN ALLEN DH, 1968, OPERATIONAL RES Q ALLEN DH, 1972, LONG RANGE PLANNING, V5 AUDRETSCH DA, 1995, INNOVATION IND EVOLU BEATTIE CJ, 1971, QUANTITATIVE MANAGEM CATALANI MS, 1996, DECISION MAKING STRU COVELLO VT, 1987, UNCERTAINTY RISK ASS DRUCKER P, 1985, INNOVATION ENTREPREN FORD JL, 1983, CHOICE EXPECTATIONS FORTIS M, 1994, INNOVATION RESOURCES FREEMAN C, 1974, EC IND INNOVATION FUBNER HH, 1991, INNOVATION STRATEGIE GOLD B, 1977, RES TECHNOLOGY CHANG GOLDSMITH W, 1985, WINNING STREAK HALL P, 1994, INNOVATION EC EVOLUT HERBIG PA, 1994, INNOVATION MATRIX CU HOLLANDER S, 1965, SOURCES INCREASED EF HUSSEY DE, 1997, INNOVATION CHALLENGE KNIGHT FH, 1965, RISK UNCERTAINTY PRO KUCZMARSKI TD, 1995, INNOVATION LEADERSHI LALLEY EP, 1982, CORPORATE UNCERTAINT MANSFIELD E, 1971, RES INNOVATION MODER METCALFE JS, 1970, MANCHESTER SCH EC SO, V2 MEYERKRAHMER F, 1997, INNOVATION SUSTAINAB MORDEN AR, 1985, Q REV MARKETING, V10 PARENTE SL, 1994, J POLITICAL EC PETERS RJ, 1986, PASSION EXCELLENCE PETERS TJ, 1982, SEARCH EXCELLENCE ROTHSCHILD E, 1979, COMMENT OECD REPORT ROTHWELL R, 1981, IND INNOVATION PUBLI SANDERSON SW, 1996, INNOVATION IMPERATIV SEN S, 1994, RISK UNCERTAINTY EC SHACKLE GLS, 1955, UNCERTAINTY EC OTHER SHACKLE GLS, 1961, DECISION ORDER TIME SPENCE W, 1994, INNOVATION COMMUNICA 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 21 IS 5-6 BP 612 EP 627 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 422BP UT ISI:000168098300017 ER PT J AU Urbaniak, M TI The meaning of technological innovation in business-to-business marketing SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE business-to-business marketing; industrial marketing; product innovation; technological innovation AB Technological innovation is one of the most important part of the business strategy in industrial marketing. The result of well produced technological innovation is new product launch. Economics development cycles have an affect on technological life cycle (TLC), which is one of the most important factors of technology evaluation. As an alternative to the technical modification of existing industrial products, the company sometimes elects to reposition its products by some or all the elements of marketing mix component-communication, distribution and price strategy. C1 Poznan Univ Econ, PL-60967 Poznan, Poland. RP Urbaniak, M, Poznan Univ Econ, Niepodleglosci 10, PL-60967 Poznan, Poland. CR BAAKEN T, 1989, ISPIM C P OCT BARIUS B, 1994, IND MARKET MANAG, V23, P145 BRADLEY F, 1995, MARK MANAG, P551 CAPON N, 1987, J MARKETING JUL, P1 CATEORA PR, 1990, IND MARKETING, P431 CHISNALL PM, 1989, STRATEGIC IND MARKET COLLINGE P, 1990, P RES WORKSH MARK IN COOPER RG, 1988, IND MARKET MANAG, V17, P249 DEVASCONCELLOS JAS, 1991, IND MARKET MANAG, V20, P263 LEVITT T, 1974, MARKETING BUSINESS G MENDRUN JJ, 1991, IND MARKET MANAG, V20, P43 POPPER ET, 1992, REIMER SAMLI AC, 1994, IND MARKET MANAG, V23, P333 SHANKLIN WL, 1984, MARKETING HIGH TECHN URBAN GL, 1980, DESIGN MARKETING NEW 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 21 IS 5-6 BP 628 EP 636 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 422BP UT ISI:000168098300018 ER PT J AU Bramorski, T TI Privatization and technology transfer in Central and Eastern Europe SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Central and Eastern Europe; privatization; technology transfer AB The countries of Central and Eastern Europe have adopted privatization programs aimed at transforming their traditional government-controlled industrial and service monopolies into competitive enterprises. Many of these privatization efforts have succeeded, but many have failed to meet expectations particularly in terms of the intensity and quality of technology transfer to the privatized local business. In this paper we discuss the privatization schemes developed by the countries of the region and analyse the issues underlying technology transfer. C1 Univ Wisconsin, Dept Management, Whitewater, WI 53190 USA. RP Bramorski, T, Univ Wisconsin, Dept Management, Whitewater, WI 53190 USA. CR 1992, PRIVATIZATION POLAND 1993, SUMMARY FOREIGN INVE *USAID, 1998, 98001 RFP USAID KORNAI J, 1992, EC LEIDEN, V140, P53 ROLAND G, 1993, EUR ECON REV, V37, P533 ROLAND G, 1994, J PUBLIC ECON, V54, P161 TESAR G, 1994, R&D MANAGE, V24, P199 TOROK A, 1994, INT J TECHNOL MANAGE, V9, P351 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 637 EP 652 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 422BP UT ISI:000168098300019 ER PT J AU McKay, A de Pennington, A TI Towards an integrated description of product, process and supply chain SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE supply chain; process; product; modelling; integration AB This paper draws upon learning from the aerospace, automotive and retail sectors to provide a framework for the modelling and simulation of supply chains, the processes that occur within them and the products that flow dong them. The framework allows an integrated description of products and processes in a supply chain. Such a description could be used to support analyses and simulations that, take account of the supply chain and its constituent products and processes. The framework itself is based on a data model that uses a single pattern for the representation of structured data. This pattern is used three times: for supply chain, process and product. The descriptive capability of the framework is demonstrated through a case study that is taken from the packaging industry. C1 Univ Leeds, Sch Mech Engn, Leeds LS2 9JT, W Yorkshire, England. RP McKay, A, Univ Leeds, Sch Mech Engn, Leeds LS2 9JT, W Yorkshire, England. CR 1992, ALTR19920057 *ANSI X3 SPARC STU, 1975, ACM SIGMID B, V7 *EUR FDN QUAL MAN, 1998, GUID SELF ASS BUS EX *ICAM ARCH, 1998, AFAWLTR814023 ICAM A *ISO DIS, 1994, 103031 ISODIS *ISO, 1994, 1030311 ISO ANDREWS M, 1996, P 2 ANN INT COMP COM, P1 BESSANT J, 1997, TECHNOVATION, V17, P189 BOARDMAN J, 1997, COMPUTING CONTROL EN, P245 BULBECK JM, 1997, PUBLICATION IEE, V435, P437 FINE CH, 1998, CLOCKSPEED WINNING I GRUNINGER M, 1997, ACM SIGGROUP B, V18 HESS T, 1996, BUSINESS CHANGE REEN, V3, P73 ISO, 1999, 1030341 ISO KIMURA F, 1994, INT C RAP PROD DEV KRAUSE FL, 1994, ANN CIRP, V43, P149 MCKAY A, 1993, 3 ANN EXPRESS US GRO MCKAY A, 1996, RES ENG DES, V2, P63 MCKAY A, 1997, IN PRESS INT J PRODU MENZEL C, 1992, ENTERPRISE INTEGRATI, P131 OWEN J, 1993, STEP INT PIMMLER TU, 1994, ASME DE, V68, P343 POLYAK ST, 1998, PROCESS PLAN REPRESE SHAW NK, 1989, RES ENG DESIGN, V1, P43 SLATS PA, 1995, EUR J OPER RES, V87, P1 SUH NP, 1990, PRINCIPLES DESIGN TICHEM M, 1996, P 2 WDK WORKSH PROD, P1 TOWILL DR, 1992, P I MECH ENG B-J ENG, V206, P233 VANDERHAMER P, 1996, P 2 WDK WORKSH PROD, P83 VIDAL CJ, 1997, EUR J OPER RES, V98, P1 WYNER GM, 1995, MIT CTR COORDINATION YIP DHF, 1997, P IEEE C NEUR NETW, V4, P2121 NR 32 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 21 IS 3-4 BP 203 EP 220 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 408UR UT ISI:000167346300002 ER PT J AU Nee, AYC Ong, SK TI Philosophies for integrated product development SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE integration; concurrency; manufacturing; product development ID CUSTOMER REQUIREMENTS; ARCHITECTURE; SYSTEM AB Integrated product development occurs when the different disciplines in an enterprise. whether real or virtual, collaborate to design and produce parts. This paper presents a concept and architecture for an Integrated Tele-Cooperative Manufacturing (ITCM) environment. The ITCM concept is a new approach to product development, where parallel interactions among the various disciplines in an enterprise, such as marketing, business, design and production, are organized to establish a time-ordered application of people, methods and tools. This would ensure a thorough understanding of the product and process information that can be shared by all members of the product development team. The ITCM architecture is a new infrastructure that handles heterogeneous data, and integrates software applications using web servers, databases, document conferencing software, operating systems and integration utilities. It consists of a resource manager, a supervisory manager and a database manager who work together to enable concurrent multi-user and multi-application interactions. The ITCM concept and architecture will allow cooperation by people, resources and applications who are geographically distributed to work concurrently on a shared database of the design to produce a part successfully. A pilot ITCM scheme is planned in the Singapore context. It is a joint project with industry and a research institute. C1 Natl Univ Singapore, Dept Mech & Prod Engn, Singapore 11926, Singapore. RP Nee, AYC, Natl Univ Singapore, Dept Mech & Prod Engn, 10 Kent Ridge Crescent, Singapore 11926, Singapore. CR 1995, DBMS DATABASE CLIENT, V8, P56 ALTING L, 1995, ANN CIRP, V44, P569 BAILETTI AJ, 1995, J PROD INNOVAT MANAG, V12, P3 BAILEY MJ, 1995, IEEE COMPUT GRAPH, V15, P20 BAJAJ C, 1996, P 5 WORKSH EN TECHN, P207 BJORKE O, 1992, IMPPACT INTEGRATED M BROWN DR, 1991, COMPUTER AIDED COOPE BRYANT RVE, 1994, P 3 WORKSH EN TECHN, P96 CLEETUS KJ, 1992, CONCURRENT ENG TOOLS, P41 COYNE R, 1994, DESIGN THEORY METHOD, V68, P375 CUTKOSKY MR, 1991, INT J SYSEMS AUTOMAT, V1, P239 DEITZ D, 1996, MECH ENG, V118, P68 DESA S, 1991, SAE TECHNICAL PAPER ERKES JW, 1996, COMMUN ACM, V39, P34 FUNG RYK, 1998, INT J PROD RES, V36, P13 GIELINGH WF, 1993, IMPPACT REFERENCE MO GOLDENSE BL, 1994, WORLD CLASS DESIGN M, V1, P21 GONG DC, 1996, INT J COMP INTEG M, V9, P32 HANSEN F, 1994, J MANUF SYST, V12, P269 HARDWICK M, 1996, COMMUN ACM, V39, P46 HETEM V, 1995, J SYST ENG, V5, P48 HOLMES G, 1994, WORLD CLASS DESIGN M, V1, P38 HUSSEIN K, 1996, P 5 WORKSH EN TECHN, P154 JASNOCH U, 1995, P 4 WORKSH EN TECHN, P274 KAHN KB, 1996, J PROD INNOVAT MANAG, V13, P137 KAMBHAMPATI S, 1993, IEEE T SYST MAN CYB, V23, P1503 KIMURA F, 1993, ANN CIRP, V42, P147 KIMURA F, 1996, P 4 INT C AUT TECHN, V1, P1 KLEIN M, 1996, P 5 WORKSH EN TECHN, P189 KRAUSE FL, 1992, P IFIP TC5 WG 5 3 8, P49 KRAUSE FL, 1994, ANN CIRP, V43, P149 KRAUSE FL, 1996, ASME SINGAPORE CHAPT, P65 LANDAUER C, 1995, P 4 WORKSH EN TECHN, P256 LITTLE RA, 1995, J ACCID EMERG MED, V12, P1 MANDEVILLE R, 1995, DATA COMMUNICATIONS, V24, P63 MATHEWS J, 1996, J COMPUTER INTEGRATE, V8, P237 MOLINA A, 1995, RES ENG DES, V7, P38 NEWMAN D, 1995, DATA COMMUNICATIONS, V24, P81 NICHOLS K, 1994, WORLD CLASS DESIGN M, V1, P7 NORRIE MC, 1995, INTEGRATED MANUFACTU PFEIFER T, 1994, MANUFACTURING EXCELL PUTTER J, 1995, J MATER PROCESS TECH, V52, P115 RAO BR, 1995, DATA COMMUNICATIONS, V24, P113 RAO M, 1993, INTEGRATED DISTRIBUT RONDEAU E, 1995, INTEGRATED MANUFACTU SCHMITZ JM, 1994, J MECH DESIGN, V116, P349 SIMONSEN P, 1996, EXE SOFTWARE DEV MAG, V10, P30 SWINK ML, 1996, J PROD INNOVAT MANAG, V13, P229 THARUMARAJAH A, 1996, INT J COMP INTEG M, V9, P217 TSENG SH, 1998, IEEE T VEH TECHNOL, V47, P103 VALCKENAERS P, 1994, IFAC INTELLIGENT MAN, P31 VIRDHAGRISWARAN S, 1996, P 5 WORKSH EN TECHN, P117 VOS RG, 1992, CONCURRENT ENG TOOLS, P111 WOZNY MJ, 1996, COMMUN ACM, V39, P33 YUT G, 1993, P 1993 NSF DES MAN S, V2, P1299 YUT GA, 1994, INT J PROD RES, V32, P545 ZIRGER BJ, 1994, J ENG TECHNOL MANAGE, V11, P229 NR 57 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 3-4 BP 221 EP 239 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 408UR UT ISI:000167346300003 ER PT J AU Hansen, CT Riitahuhta, A TI Issues on the development and application of computer tools to support product structuring and configuring SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE product structure; product configuration; domain theory; computer support; implementation process AB The aim of this article is to strike a balance between the results and challenges of efforts to develop computer tools to support product structuring and configuring in product development projects. The balance will be made in two dimensions, a design science and an industrial dimension. The design science dimension focuses on our understanding of product structure and product configuration. The industrial dimension presents findings from a number of projects regarding the implementation of computer tools to support engineering designers in industrial practice. The article concludes that there are major positive effects to be gained for industrial companies by consciously implementing computer tools based on the results of design science. The positive effects will be measured by e.g. predictable product quality, reduced lead time, and reuse of design solutions. C1 Tech Univ Denmark, Dept Control & Engn Design, DK-2800 Lyngby, Denmark. RP Hansen, CT, Tech Univ Denmark, Dept Control & Engn Design, Bldg 358, DK-2800 Lyngby, Denmark. CR ANDREASEN MM, 1980, THESIS DEP MACHINE D ANDREASEN MM, 1992, THEORY DOMAINS WORKS ANDREASEN MM, 1994, J ENG DESIGN, V5, P103 ANDREASEN MM, 1996, P 2 WDK WORKSH PROD, P15 ANDREASEN MM, 1998, P WORKSH UN DES THEO, P57 ANDREASON MM, 1987, P 1987 INT C ENG DES, V1, P171 BOERSTRA R, 1995, P WDK WORKSH PROD ST, P177 ERENS F, 1996, P 2 WDK WORKSH PROD, P45 GERO JS, 1998, P WORKSH UN DES THEO, P47 GILL H, 1990, J ENG DESIGN, V1, P289 HABERFELLNER R, 1992, SYSTEMS ENG HANSEN CT, 1997, P 11 INT C ENG DES T, V2, P71 IIVONEN H, 1995, P INT C ENG DES ICED KLIR J, 1965, CYBERNETIC MODELLING KONE, 1997, IN HOUSE MAGAZINE, P26 MITTAL S, 1989, P 11 INT JOINT C ART, P1395 MORTENSEN NH, 1997, P INT C IND ENG APPL MORTENSEN NH, 1998, THESIS TU DENMARK PAASIALA P, 1997, THESIS TAMPERE U TEC VANDENHAMER P, 1996, P IEEE, V84, P42 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 2001 VL 21 IS 3-4 BP 240 EP 256 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 408UR UT ISI:000167346300004 ER PT J AU McCabe, B TI Belief networks for engineering applications SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE belief networks; uncertainty in reasoning; decision support; probabilistic modelling; simulation modelling; performance improvement ID BAYESIAN NETWORKS; PRODUCTIVITY; INFORMATION AB A relatively new form of artificial intelligence, namely belief networks, provides flexible modelling structures for capturing and evaluating uncertainty. The belief network consists of nodes to model the variables of the domain, and arcs to represent conditional dependence between variables. The development of a belief network requires four major steps: variable definition, identification of conditional relationships, definition of the states of the variables, and determination of the probabilistic values of the conditional relationships. The evaluation of a singly connected belief network is provided. Two applications for belief networks are discussed. One application involves the integration of a belief network with computer simulation resulting in an automated system for performance improvement. The second application is focused on assessing productivity of construction operations. C1 Univ Toronto, Dept Civil Engn, Toronto, ON M5S 1A4, Canada. RP McCabe, B, Univ Toronto, Dept Civil Engn, Toronto, ON M5S 1A4, Canada. CR ABOURIZK SM, 1995, WINT SIM C P I EL EL, P133 ADRIAN JJ, 1976, J CONSTRUCTION DIVIS, V102, P157 CHARLES HK, 1991, J HOPKINS APL TECH D, V12, P4 CHIN HL, 1989, UNCERTAINTY ARTIFICI, V3, P129 FUNG R, 1995, COMMUN ACM, V38, P42 GEIGER D, 1990, UNCERTAINTY ARTIFICA, V4 GEIGER D, 1990, UNCERTAINTY ARTIFICI, V4 GORRY GA, 1973, METHOD INFORM MED, V12, P45 HECKERMAN D, 1989, UNCERTAINTY ARTIFICI, V3, P149 HECKERMAN D, 1995, COMMUN ACM, V38, P24 HENRION M, 1988, UNCERTAINTY ARTIFICI, V2, P149 HENRION M, 1989, UNCERTAINTY ARTIFICI, V3, P161 HENRION M, 1991, AI MAG, V12, P64 JENSEN FV, 1996, INTRO BAYESIAN NETWO LUGER G, 1989, ARTIF INTELL, P308 MCCABE B, 1997, THESIS U ALBERTA EDM MOSELHI O, 1991, CAN J CIVIL ENG, V18, P484 PEARL J, 1987, ARTIF INTELL, V32, P245 PEARL J, 1998, PROBABILISTIC REASON POOLE DL, 1998, COMPUTATIONAL INTELL SARKAR S, 1996, IEEE T KNOWL DATA EN, V8, P134 SHAFER G, READINGS UNCERTAIN R, P1 THOMAS HR, 1987, J CONSTR ENG M ASCE, V113, P623 THOMAS HR, 1990, 9019 PTI PENNS STAT THOMAS HR, 1990, J CONSTR ENG M ASCE, V116, P705 TVERSKY A, 1990, READINGS UNCERTAIN R, P32 VERMA T, 1990, UNCERTAINTY ARTIFICI, V4, P69 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 21 IS 3-4 BP 257 EP 270 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 408UR UT ISI:000167346300005 ER PT J AU Killander, AJ TI Why design methodologies are difficult to implement SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE design methodology; innovation; design software; creativity; product design; QFD; TRIZ AB The area of Design Theory and Methodology has received much attention in the last ten years. However, research in the area of trying to support engineers to be more productive is quite old. The author will discuss some possible reasons why many of the developed methods fail to get implemented and used. The author will argue that one important factor of success for wider implementation and use of design methodologies is the availability of easy-to-use software tools that support the approach in question. The paper will start with a historical view on the development of some approaches to design methodologies and will finish showing how they end up as useful tools. FEA, Finite Element Analysis, QFD, Quality Function Deployment, and TRIZ, Theory of Inventive Problem Solving will be used as examples of how large scale implementation and use depend on the availability of easy-to-use software. C1 Royal Inst Technol, Dept Mfg Syst, S-10044 Stockholm, Sweden. RP Killander, AJ, Royal Inst Technol, Dept Mfg Syst, S-10044 Stockholm, Sweden. CR P ASI QUAL SYST MILT 1996, UNPUB INFORMATION GA 1997, 11 INT C ENG DES ICE 1998, 4 INT S QUAL FUNCT D *AMDA, 1998, AMDA EUR WHIT GOODS *ID INT INC, INN WORKB SOFTW *INV MACH CORP, TECH SOFTW *INV MACH CORP, 1999, INV MACH US US GROUP *INV MACH EUR, 1998, INV MACH INT US GROU *U LINK, 1997, 3 INT S QUAL FUNCT D *VDI, 2222 VDI ALTSHULLER GS, 1988, CREATIVITY EXACT SCI CLAUSING D, 1988, HARVARD BUSINESS MAY, P63 DREWS R, 1995, P INT C ENG DES ICED, P407 ERICSSON B, 1998, COMMUNICATION APR FREDRIKSSON B, 1994, P CIRP INT WORKSH DE GRANT RM, 1991, SLOAN MANAGEMENT FAL, P43 PAHL G, 1988, ENG DESIGN SYSTEMATI SEKIMOTO S, 1994, DESIGN THEORY MET DE, V68, P71 SUH NP, 1990, PRINCIPLES DESIGN NR 20 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 21 IS 3-4 BP 271 EP 276 PG 6 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 408UR UT ISI:000167346300006 ER PT J AU Andreichicov, A Andreichicova, O TI Software for inventive problem-solving SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE database; decision-making; fuzzy sets; hierarchy analysis; invention; invention software; knowledge base; knowledge systematization; morphological synthesis AB Invention problem-solving is associated with essential expenses of labour and time, which is spent on the procedures of search and ordering of necessary knowledge, on the generation of probable variants of projected systems, on the analysis of offered ideas and decisions and understanding their perspectives. This article outlines the results of the developments in the field of computer supported invention. The majority of attention is paid to the problem of computer-aided designing in the initial stages, where synthesis of new technical systems is carried out. Computer-aided construction of new technical systems is based on using data- and knowledge bases of physical effects and of technical decisions as well as different heuristic systematization procedures. The synthesis of functional principles for technically new systems is carried out by using expert knowledge, which requires the application of Al methods and methods of decision-making theory for the task of invention. The considered approach has been used for synthesis of new technical systems with different functional purposes and has shown high efficiency in computer-aided construction. C1 Volgograd State Tech Univ, Dept Informat Syst Econ, Volgograd 400066, Russia. RP Andreichicov, A, Volgograd State Tech Univ, Dept Informat Syst Econ, Lenin Ave 28, Volgograd 400066, Russia. CR ALEXEYEV A, 1997, INTELLIGENT DECISION ALTSHULLER G, 1996, SUDDENLY INVENTOR AP ANDREASEN MM, 1992, P WORKSH UND FUNCT F ANDREASSI L, 1995, CHRONICA DERMATOL, V1, P11 ANDREICHICOV AV, 1998, COMPUTER SUPPORT INV ANDREICHICOVA ON, 1998, INFORMATION TECHNOLO, P21 BLESSING LTM, 1994, PROCESS BASED APPROA HUBKA W, 1992, ENG DESIGN GEN PROCE HUNDAL MS, 1997, COST BASED MECH DESI KOLLER R, 1994, PRINZIPLOSUNGEN KONS PAHL G, 1996, ENG DESIGN SYSTEMATI SAATY TL, 1990, ANAL HIERARCHY PROCE SANC E, 1997, P 11 INT C ENG DES T, V3, P691 SUH N, 1993, PRINCIPLES DESIGN TOMIYAMA T, 1985, ARTIF INTELL, P83 YAGER R, 1982, FUZZY SETS POSSIBILI ZADEH LA, 1973, CONCEPT LINGUISTIC V 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 3-4 BP 277 EP 297 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 408UR UT ISI:000167346300007 ER PT J AU Keski-Seppala, S TI Managing CFD simulation: reflections around a questionnaire SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE computational fluid dynamics; simulation; engineering design; problem-solving process; competence development AB The topic is Computational Fluid Dynamics (CFD) as a simulation tool within the engineering design process. The engineering design process is considered as a problem-solving process and its focus is on the role of simulation. 'Simulation' is defined and a distinction between simulation and analysis is made. Based on a theoretical model of the CFD simulation process and the results from a questionnaire, several research questions are suggested. The educational level and experience of the average CFD user as well as the role of the CFD user, the project manager and the functional manager motivate a discussion about personal experience versus organizational knowledge. It is argued that plans for (and research on) personal knowledge build-up, organizational knowledge capturing as well as simulation quality assurance and simulation efficiency development are needed for simulation in general and for CFD in particular. C1 FFA Flygtekniska Forsoksnstalten, Aeronaut Res Inst Sweden, SE-16111 Bromma, Sweden. RP Keski-Seppala, S, FFA Flygtekniska Forsoksnstalten, Aeronaut Res Inst Sweden, Box 11021, SE-16111 Bromma, Sweden. CR ANDREASEN MM, 1996, P NORDD 96 HELS U TE, P5 BUSBY JS, 1997, ICED 97, V2, P105 CLAUSING D, 1994, TOTAL QUALITY DEV ST HANSEN C, 1998, P NORDD 98 ROYAL I T, P55 JENSEN T, 1996, P NORDD 96 HELS U TE, P95 KESKISEPPALA S, 1998, P NORDD 98 ROYAL I T, P45 KUTLER P, 1990, NUMERICAL PHYSICAL A, V4, P127 MASSEY BS, 1983, MECH FLUIDS OKEEFE RM, 1987, IEEE EXPERT, V2, P81 PAHL G, 1988, ENG DESIGN SYSTEMATI ROACHE PJ, 1997, ANNU REV FLUID MECH, V29, P123 ROOZENBURG NFM, 1995, PRODUCT DESIGN FUNDA SPUR G, 1997, VIRTUELLE PRODUCT MA WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD 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 21 IS 3-4 BP 298 EP 314 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 408UR UT ISI:000167346300008 ER PT J AU Kletzin, U Micke, D Schorcht, HJ TI FEA design and computation system for springs SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE spring; spring computation; design and computation system; Finite Element Analysis (FEA); Computer Aided Design (CAD); interface; data exchange AB Nowadays new kinds of springs have been applied. Their design is adapted specifically to the construction environment as well as for the fulfilment of several tasks (multifunction springs). For their calculation standard methods of analysis fail. The Finite-Element-Analysis (FEA) offers itself as a computation possibility. But in most cases, design engineers cannot meet the demands connected with the FEA-application on account of their tasks and position in the design process as well as their training. A coupled CAD/ FEA system is adapted to the specifications of the design of springs and spring assemblies and facilitates the application of the FEA essentially by a design engineer. The SPRINGPROCESSOR as the heart of the described system, is completely realized. It uses in an exemplary way the programming possibilities of the FEA system ANSYS(R). Starting with the problem arising in the application of the Finite Element Analysis in spring engineering, solution ideas and the basic architecture of the CADI FEA system are described and, by means of selected examples, the basic procedure and the capability of the program system is illustrated. C1 Tech Univ Ilmenau, D-98684 Ilmenau, Germany. RP Kletzin, U, Tech Univ Ilmenau, POB 100565, D-98684 Ilmenau, Germany. CR 1995, FIRMA CAD FEA ANSYS *COS COMP CONS GMB, PROGR MABAU *HEXAGON IND GMBH, PROGR HEXAGON *RED KEM, 1996, KEM S2, V9, P37 *STEP, 10303 DINISO STEP *TEDATA GMBH BOCH, PROGR ME DESIGN BATHE KJ, 1986, FINITE ELEMENTE METH DULTY M, 1997, KEM, V5, P68 FROHLICH P, 1996, CAD FEA US M BAD AIB GABBERT U, 1994, TECHNISCHE MECH, V14, P51 GABBERT U, 1995, PRODUKTMODELL INTEGR HALLMANN H, 1991, FORTSCHRITTBERICHTE, V42 HELPENSTEIN HJ, 1994, VDI Z, V136, P56 JANZEN H, 1992, 11 CADCEM, V9, P131 LUTZ S, 1995, DRAHT, V46, P364 MEISSNER M, 1993, HDB FEDERN, V2 MEISSNER M, 1997, METALLFEDERN, V41 MICKE D, 1997, THESIS TU ILLMENAU MULLER G, 1993, FEA PRAKTIKER EHNING SCHORCHT HJ, 1995, QUER EIGENFREQUENZEN WECK M, 1996, KONSTRUKTION, V48, P299 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 21 IS 3-4 BP 315 EP 328 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 408UR UT ISI:000167346300009 ER PT J AU Bao, ZJ TI Computer-supported quality safeguards in the product development process SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE product design for manufacture and quality; 3D tolerance zone; evaluating inspection data; correction model; quality cycle and quality assignment AB In this paper a new quality cycle for the product development process is presented. In design, a product element is constructed and described with ideal geometry and tolerance information. A prototype will be manufactured. The inspection data recorded with a measuring machine with tactile or optical sensors can be used to generate a real geometry. Based on an approach of the 3D tolerance zone, the inspection data can be evaluated by a comparison between the real geometry and the tolerance zones. The form errors can be compensated in design by distorting the ideal geometry according to the evaluation of the inspection data. The quality cycle is closed by the feedback of the inspection data to designing or planning. Using the iterative quality process, the product manufacturability and quality can be consistently ensured in the same CAD/CAM process. The methodology is very suitable for the automotive industry in combination with rapid prototyping technology. C1 SDRC Prod Dev Munich, SDRC Software & Serv mbH, D-85540 Haar Bei Munchen, Germany. RP Bao, ZJ, SDRC Prod Dev Munich, SDRC Software & Serv mbH, Richard Reitzner Allee 4, D-85540 Haar Bei Munchen, Germany. CR BAO Z, 1995, P ICED PRAH, P927 BAO Z, 1997, P ICED TAMP FISCHER H, 1987, ANWENDUNG NORMEN FOR GRABOWSKI H, 1994, INNOVATIVE QUALITATS, P53 KUSIAK A, 1993, CONCURRENT ENG AUTOM RIVLIN E, 1995, COMPUT VIS IMAGE UND, V62, P164 WEULE H, 1990, VDI BER, V836, P1 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 2001 VL 21 IS 3-4 BP 329 EP 339 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 408UR UT ISI:000167346300010 ER PT J AU Bochenek, GM Ragusa, JM Malone, LC TI Integrating virtual 3-D display systems into product design reviews: some insights from empirical testing SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE virtual environments; virtual reality; product design reviews; product design and development; 3-D visual displays; empirical testing; stereoscopic displays; cross-functional teams AB The infusion of virtual three-dimensional (3-D) display systems into the product design and development process has intrigued researchers and practitioners in recent years. However, the variety of commercially available devices has complicated system selection and use for this application. This paper presents results of a study designed to determine if virtual display systems contribute to cross-functional team collaboration during product design reviews. The research conducted at a US Army design facility investigates design team use of virtual environments (VEs) for evaluation of a new armoured vehicle-refuelling concept. Study results indicated that teams detect more design errors when using stereoscopic glasses or conventional monoscopic cathode ray tube (CRT) monitor systems, they detect design errors faster using a head mounted display (HMD), and no differences were found for the time to resolve identified design problems. Subjective perceptions and preferences data analyses indicated that HMD and CRT monitor systems were liked best. C1 USA, Natl Automot Ctr, Warren, MI USA. Univ Cent Florida, Coll Engn, Dept Ind Engn & Management Syst, Orlando, FL 32816 USA. RP Bochenek, GM, USA, Natl Automot Ctr, Warren, MI USA. CR ALTER S, 1977, SLOAN MANAGE REV, V19, P39 ALTER S, 1980, DECISION SUPPORT SYS BARFIELD W, 1987, HDB HUMAN FACTORS, P1617 BEECH LR, 1997, PSYCHOL DECISION MAK BURDEA G, 1994, VIRTUAL REATILY TECH CLARK KB, 1991, PRODUCT DEV PERFORMA DHAR V, 1989, TECHNICAL SUPPORT WO, P167 DINER DB, 1993, HUMAN ENG STEROSCOPI ELAM JJ, 1985, INFORMATION MANAGEME, V6, P109 ELLIS G, 1997, IRIS UNIVERSE, V37, P28 FLOYD BD, 1989, TECHNOLOGICAL SUPPOR, P167 GARCIA LAB, 1994, VIRTUAL PROTOTYPING HORTON GI, 1995, J ENG DESIGN, V6, P3 JURAN JM, 1993, QUALITY PLANNING ANA KALAWSKY RS, 1993, SCI VIRTUAL REALITY MA J, 1993, PRESENCE-TELEOP VIRT, V2, P85 MACHOVER C, 1997, DISPLAY SYSTEMS DESI, P3 MITCHELL W, 1994, AUTOMATION CONSTRUCT, V3, P239 NIELSEN J, 1993, USABILITY ENG PUGH S, 1990, TOTAL DESIGN INTEGRA SAUTER V, 1997, DECISION SUPPORT SYS SEKULER R, 1994, PERCEPTION SHU L, 1994, COLLABORATIVE COMPUT, V1, P1 SOL HG, 1987, DECISION SUPPORT SYS, P1 SPRAGUE R, 1986, DECIS SUPPORT SYST, P7 STUART R, 1996, DESIGN VIRTUAL ENG ULRICH KT, 1995, PRODUCT DESIGN DEV WICKENS CD, 1992, ENG PSYCHOL HUMAN PE WILLIAMS PM, 1991, US JGOFS NEWS, V3, P1 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 2001 VL 21 IS 3-4 BP 340 EP 352 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 408UR UT ISI:000167346300011 ER PT J AU Moynihan, GP Ray, PS Batson, RG Nichols, WG TI Application of total quality management techniques to safety analysis in software product development SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE software development; systems analysis; hazard analysis; total quality management ID CRITICAL SYSTEMS; FORMAL METHODS AB The safety level of any system may be defined as the probability that no catastrophic accident is expected to occur during system operation, for a specified period of time. The purpose of software safety analysis is to reduce system risk. due to software malfunctions, to an acceptable level. Conventional software safety analysis techniques are reactive in orientation. They are intended to identify software faults as part of a post-programming evaluation procedure. A more cost-effective approach would be to avoid introducing the faults into the computer code. This paper discusses the ongoing establishment of a development methodology that would incorporate this proactive approach to software safety analysis, by applying the concepts of total quality management. This research provides a linkage of software engineering to such classical industrial engineering activities as safety analysis and quality control. C1 Univ Alabama, Dept Ind Engn, Tuscaloosa, AL 35487 USA. RP Moynihan, GP, Univ Alabama, Dept Ind Engn, Box 870288, Tuscaloosa, AL 35487 USA. CR *US AIR FORC, 1991, SOFTW SYST SAF HDB S *US DEP DEF, 1988, 882B US DEP DEF ALLOCCO M, 1992, PROF SAF, V37, P26 ARTHUR L, 1993, IMPROVING SOFTWARE Q BARROCA LM, 1992, COMPUT J, V35, P579 CHANG AM, 1993, DECIS SUPPORT SYST, V9, P19 CHANG C, 1994, FILM COMMENT, V30, P4 COLSON J, 1992, AT TECHNICAL J, V71, P4855 DEMING W, 1988, OUT CRISIS GERHART S, 1994, IEEE SOFTWARE, V11, P21 GITLOW H, 1987, DEMING GUIDE QUALITY GOWEN LD, 1995, PROF SAF, V40, P20 KNIGHT J, 1994, IEEE SOFTWARE, V11, P16 KROENKE D, 1994, MANAGEMENT INFORMATI LEVERSON N, 1991, IEEE SOFTWARE, V9, P48 NEWPORT J, 1986, FORTUNE, V124, P56 PARNAS DL, 1990, COMMUN ACM, V33, P636 POWERS J, 1993, QUALITY PROGRESS, V38, P79 ROLAND H, 1990, SYSTEM SAFETY ENG MA RUSHBY J, 1994, RELIAB ENG SYST SAFE, V43, P189 STRAUSS SH, 1994, SOFTWARE INSPECTION VANHARANTA H, 1997, P 30 ANN HAW INT C S ZELENY M, 1982, MULTIPLE CRITERIA DE ZULTNER RE, 1993, COMMUN ACM, V36, P79 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 2001 VL 21 IS 3-4 BP 353 EP 361 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 408UR UT ISI:000167346300012 ER PT J AU Tanskanen, K TI Supply project planning in a networked environment SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE product modelling; one-of-a-kind products; preliminary project planning; virtual enterprise AB Multi-organizational technological projects are commonplace today. The means of cooperation between organizations varies. A common basis for interorganizational project planning is needed. Simo-2, developed at the Prosit 9 Virtual delivery project, is just such a tool. It is a distributed business simulation environment, which uses a product model-based approach for power plant deliveries. It brings a unified and concrete representation of the intended project structure. This paper concentrates on the project model structure of Simo-2 and describes how software application can be used in preliminary project planning. C1 Tampere Univ Technol, Lab Machine Design, FIN-33101 Tampere, Finland. RP Tanskanen, K, Tampere Univ Technol, Lab Machine Design, POB 589, FIN-33101 Tampere, Finland. CR CE NET WHITE PAPER C *NAT I STAND TECHN, FIPS183 INT DEF FUNC BAKER WE, 1994, NETWORKING SMART GOOSSENAERTS JBM, P 1 INT WORKSH INT M, P429 JIN Y, 1995, AI EDAM, V9, P145 LAURIKKALA H, 1997, IFIG WG WORK C ORG E NEVALAINEN P, 1997, P 5 INT ARCT WORKSH ORFALI R, 1997, CLIENT SERVER PROGR RUMBAUGH J, 1991, OBJECT ORIENTED MODE SYNTERA H, P 1 INT WORKSH INT M, P225 UUSIRAUVA E, 1997, P 11 INT C ENG DES T VAINIOMATTILA M, 1998, P PROD 10 11 NOV LIN 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 2001 VL 21 IS 3-4 BP 362 EP 372 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 408UR UT ISI:000167346300013 ER PT J AU Pavkovic, N Marjanovic, D TI Considering an object-oriented approach to design process planning SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE mechanical design process; integrated CAD environment; design plans; object-oriented programming; databases ID ARTIFICIAL-INTELLIGENCE; ENGINEERING DESIGN; ENVIRONMENT; FRAMEWORK; SYSTEMS AB The paper describes the structure of an environment for a design system based on a design plan, which represents a design process. The approach presented establishes a flexible structure, which improves and integrates the usage of software tools available in the design process. Possible design plan topologies, the plan generation and exploitation issues are discussed. The structure of the prototype model has been realized in a relational database environment. The potentials of an object-oriented approach to design process planning are analysed, as well as the possible strategies for improving the prototype procedure. Proposals for structuring a design plan with objects and classes are presented. C1 Univ Zagreb, Fac Mech Engn & Naval Architecture, Dept Design Theory, Zagreb 10000, Croatia. RP Pavkovic, N, Univ Zagreb, Fac Mech Engn & Naval Architecture, Dept Design Theory, Ivana Lucica 5, Zagreb 10000, Croatia. CR *POET SOFTW CORP, 1997, COMP REL OBJ OR DAT AKMAN V, 1990, COMPUT AIDED DESIGN, V22, P352 BALL N, 1988, P 5 INT C ART INT DE, P67 BANARESALCANTARA R, 1991, COMPUT AIDED DESIGN, V23, P595 BARDASZ T, 1991, COMPUT AIDED DESIGN, V23, P202 BEI Y, 1997, P INT C ENG DES ICED BLESSING LTM, 1997, P INT C ENG DES ICED BLOUNT GN, 1994, J ENG DESIGN, V5, P299 BOJCETIC N, 1995, P INT C ENG DES ICED, P1563 CAGAN J, 1997, RES ENG DES, V9, P20 CHANDRASEKARAN B, 1989, RES ENG DES, V1, P75 COLTON JS, 1991, ENG COMPUT, V7, P11 EPPINGER SD, 1997, RES ENG DES, V9, P112 FORDE BWR, 1989, ENG COMPUT, V5, P79 GAUSEIMER J, 1995, INT C C ENG DES ICED, P1276 GERO JS, 1998, P 5 INT C ART INT DE, P9 GIAOPULIS A, 1995, P INT C ENG DES ICED, P477 GORTI SR, 1998, COMPUT AIDED DESIGN, V30, P489 HOELTZEL DA, 1989, ENG COMPUT, V5, P47 HOLLINS B, 1998, P 5 INT DES C DESIGN, P17 HUBEL C, 1992, ENG COMPUT, V8, P31 HUBKA V, 1996, DESIGN SCI JENSEN T, 1997, P INT C ENG DES ICED, P3 MANN T, 1995, P INT C ENG DES ICED, P1565 MARJANOVIC D, 1995, P INT C ENG DES ICED, P1363 MARJANOVIC D, 1997, P INT C ENG DES ICED MCMAHON CA, 1996, RES ENG DES, V8, P14 MEERKAMM H, 1995, INT C ENG DES ICED 9, P1261 MILLER GS, 1992, ENG COMPUT, V8, P139 MOSTOW J, 1990, RES ENG DES, V1, P167 NDUMU DT, 1996, KNOWL-BASED SYST, V9, P23 PAHL G, 1998, ENG DESIGN PAVKOVIC N, 1997, P INT C ENG DES ICED PAVKOVIC N, 1998, P 5 INT DES C DESIGN, P93 POLLOCK JL, 1992, ARTIF INTELL, V57, P1 SCHMIDT LC, 1997, RES ENG DES, V9, P195 SHAW NK, 1989, RES ENG DESIGN, V1, P43 SMITHERS T, 1998, P 5 INT C ART INT DE, P3 STORGA M, 1998, P 5 INT DES C DESIGN, P93 ULLMAN DG, 1992, MECH DESIGN PROCESS ULLMAN DG, 1992, RES ENG DES, V3, P179 ULLMAN DG, 1995, P INT C ENG DES ICED, P611 VAJNA S, 1998, J ENG DESIGN, V9, P3 ZAVBI R, 1995, COMPUT AIDED DESIGN, V27, P769 NR 44 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 3-4 BP 373 EP 392 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 408UR UT ISI:000167346300014 ER PT J AU Islo, HE TI Simulation models of organizational systems SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE discrete event simulation; nested models; human factors; psychological work environments; goal satisfaction; goal discrepancy; cognitive models; work quality AB Organizational systems are complex systems, which are very dependent on the continuous supportive efforts of trained people. At the same time the complexity of these systems transcends the capacity of individual engineers or groups of engineers. The construction and operation of medium to large organizational systems therefore requires the use of advanced computerized aids. The intensity and importance of human activity in these systems implies that the computerized aids must help to integrate human factors into the system structure as well as helping to design the more traditional aspects such as information flow, logistics, physical production, databases and the like. Simulation models are very powerful, broad and flexible tools to this end if applied systematically during the Lifetime of the organizational system. An intuitive description of process oriented discrete event simulation is given for readers unfamiliar with this form of simulation modelling. The paper then continues with a description of how models of organizational systems can be organized, wherein human factors find a natural place within the virtual actors that represent human beings. Human factors in an organization have a most central concept, which is the human ability to construct mental models. Through utilization of mental models of different aspects of reality, employees are able to predict and influence future sequences of events. This imparts a sense of understanding of the situation or problem at hand. Mental models, which are constructed on the basis of knowledge and experience, are considered insightful and lead to actions, which are seen as constructive, skilful and productive. These mental models are called cognitive models since they are the result of the individual's total psychological and physiological condition. Well-made cognitive models are a precondition for success in learning and using technical systems as well as a prerequisite for achieving good social relations. Briefly, well-trimmed cognitive models spell success at work and in private life. Simulation models of organizational systems can form the basis of advanced computerized aids used in the design and operation of organizational systems. They are able to integrate human factors with information processing and with transport and refinement of material all in the same dynamic model. Such simulation models are in harmony with the natural thought processes used by humans, especially when they are dealing with complex systems. C1 Assoc SIMULA Users, Sigtuna, Sweden. RP Islo, HE, Assoc SIMULA Users, Box 54, Sigtuna, Sweden. CR *SIMULA, 1987, 636114 SS SIMULA BERRY O, 1986, TR86200 U SO CAL COM BIRTWISTLE GM, 1983, DISCRETE EVENT SIMUL BIRTWISTLE GM, 1997, SIMULA BEGIN STUDENT BOGDAN RJ, 1994, GROUNDS COGNITION HO BREMERT B, 189 UPPS U MDA PROJ BREMERT B, 289 UPPS U MDA PROJ BREMERT B, 389 UPPS U MDA PROJ BREMERT B, 590 UPPS U MDA PROJ DEBOARD R, 1990, PSYCHOANALYSIS ORG P EDGREN B, 19878 MDA WORK ENV F EDGREN B, ARTICLE PERIODICAL A, P89 FLOOD RL, 1996, DIVERSITY MANAGEMENT FRANTA WR, 1997, PROCESS VIEW SIMULAT HALL CS, 1975, JUNGS PSYKOLOGI HOLMEVIK JR, 1995, THESIS U TRONDHEIM N ISLO HE, P 17 SIMULA US C PIL ISLO HE, 1993, P 19 C ASU APPL DIST ISLO HE, 1997, ASU NEWSLETTER, V24, P18 ISLO HE, 1997, P 23 C ASS SIMULA US JEFFERSON DR, 1985, ACM T PROGR LANG SYS, V7, P404 KINDLER E, 1993, P 19 C ASU APPL DIST KIRKERUD B, 1998, OBJECT ORIENTED PROG MADSEN, 1983, OBJECT ORIENTED PROG MAGNUSSON B, SIMULA SYSTEMS MAGNUSSON D, 1980, SKANDINAVISKA ENSIKI, P3 MILLER JG, 1978, LIVING SYSTEMS PERVIN LA, 1989, GOAL CONCETS PERSONA PFLUG G, 1990, SIMULATION, V5 POLLOCK J, 1989, BUILD PERSON PROLEGO POOLEY RJ, INTRO PROGRAMMING SI ROSENHEAD J, 1990, RATIONAL ANAL PROBLE ROTHENBERG J, 1992, 3 INT WORK C DYN MOD RUBENOWITZ S, ORG PSYCHOL LEADERSH SCHWEFEL HP, 1984, ANN OPER RES, V1, P165 VOLBERT W, 1988, SWED GERM WORKSH HUM WAERN Y, 1998, COGNITIVE ASPECTS CO WEINBERGER J, ACTA U CAROLINAE MED, V34, P249 WEINBERGER J, 1985, AUTOMATIZACE CZECHOS, V28, P218 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 2001 VL 21 IS 3-4 BP 393 EP 419 PG 27 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 408UR UT ISI:000167346300015 ER PT J AU Richir, S Taravel, B Samier, H TI Information networks and technological innovation for industrial products SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE internet; engineering design; innovation; toy; electronic commerce AB This article is illustrated by factual industrial cases and shows how influential the generalization of information digital exchange is on the innovation process regarding companies, from engineering design to commercialization of industrial products. Computer networks, either internal (Intranet), 'private' external (Extranet) or 'public' external (Internet) make a 'digital chain' of information exchange which disrupts companies' innovation process. This 'digital engineering design process' allows quicker innovation in a more creative way and favours direct commercialization of industrial products which may be kept virtual (in a digital form) throughout the design process. It allows for design as well as marketing of these industrial products thanks to electronic commerce. Thus toy manufacturers are asking themselves about the relevance of selling their products directly through the internet without any commercial retailer. C1 Univ Angers, ISTIA Innovat Lab, F-49000 Angers, France. RP Richir, S, Univ Angers, ISTIA Innovat Lab, 62 Ave ND Du Lac, F-49000 Angers, France. CR AOMURA S, 1995, P ICED 95, V4 BURDEA G, 1993, REALITE VIRTUELLE DAVIS S, 1998, DIRIGER FUTUR LECOQ M, 1993, P ICED 93, V1 RHEINGOLD H, 1993, REALITE VIRTUELLE RHODES CT, 1998, CLIN RES REGUL AFF, V15, P1 RICHIR S, 1994, P SDS SPEC DES SCI I RICHIR S, 1995, P ICED 95, V1 WALLACE K, 1997, P ICED 97 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 2001 VL 21 IS 3-4 BP 420 EP 427 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 408UR UT ISI:000167346300016 ER PT J AU Baark, E TI The making of science and technology policy in China SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE science and technology; policy; implementation; policy cultures AB This paper examines the conceptual changes and policy initiatives shaping China's science and technology (S&T) policy reforms. Using a taxonomy of four S&T policy cultures (bureaucratic. economic, academic, and civic), the paper explores the various tensions and compromises that have characterized the formulation and implementation of policies in the early 1980s. The process of policy making is then illustrated by reference to the reforms introduced during the last two decades in order to increase and diversify the funding of S&T activities in China. C1 Hong Kong Univ Sci & Technol, Div Social Sci, Hong Kong, Hong Kong, Peoples R China. RP Baark, E, Hong Kong Univ Sci & Technol, Div Social Sci, Hong Kong, Hong Kong, Peoples R China. 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J. Technol. Manage. PY 2001 VL 21 IS 1-2 BP 1 EP 21 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 387VR UT ISI:000166143000001 ER PT J AU Davies, H TI The influence of the environment and enterprise reform on commitment to technology development in China: an empirical analysis SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE China; technology development; commitment to innovation; good practice; business environment; technological environment; marketization ID ORGANIZATIONAL SEARCH; PERFORMANCE; POLICY; INNOVATION; MARKET; MODEL; PRODUCTS; INDUSTRY; STRATEGY; WINNERS AB This paper examines the influence of the environment and enterprise reform on commitment to technology development in Chinese enterprises. Two forms of commitment are examined, the first being 'commitment to innovation' and the second being 'commitment to good practice'. These are hypothesized to be determined by the technological environment, the business environment and the nature of the firm, especially with respect to the extent to which it has been 'marketized'. Data from a large-scale survey of Chinese enterprises carried out in 1997 is used to measure both forms of commitment and the independent variables, and to test the hypotheses. The results show that there are significant relationships between both forms of commitment to technology development, the environment and some aspects of marketization. Some evidence in support of a predicted moderating role for other aspects of marketization is found but the support is weak. C1 Hong Kong Polytech Univ, Dept Business Studies, Hong Kong, Hong Kong, Peoples R China. RP Davies, H, Hong Kong Polytech Univ, Dept Business Studies, Hong Kong, Hong Kong, Peoples R China. 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J. Technol. Manage. PY 2001 VL 21 IS 1-2 BP 22 EP 41 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 387VR UT ISI:000166143000002 ER PT J AU Leung, S Tse, J Williams, M Zhong, JH Davies, H TI The legal framework for technology development and technology import in China SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE China; intellectual property; technology import; legal system AB The Chinese legal system was poorly developed in the Imperial era and remained so in the People's Republic until the process of reform began in the 1980s. The authorities now recognize that a market economy requires the rule of law and that technology development and technology import in particular need firm legal foundations. Significant steps have been taken to protect technology as intellectual property and to support technology import. Nevertheless, an extended period of institution-building will be needed before the legal framework can be regarded as satisfactory. Furthermore, the authorities' desire to control technology import through regulations may restrict the efficiency with which the country acquires the know-how which it needs. C1 Hong Kong Polytech Univ, Dept Business Studies, Hong Kong, Hong Kong, Peoples R China. RP Leung, S, Hong Kong Polytech Univ, Dept Business Studies, Hong Kong, Hong Kong, Peoples R China. 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J. Technol. Manage. PY 2001 VL 21 IS 1-2 BP 42 EP 60 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 387VR UT ISI:000166143000003 ER PT J AU Li, HY Atuahene-Gima, K TI The impact of interaction between R&D and marketing on new product performance: an empirical analysis of Chinese high technology firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE R&D and marketing interaction; high technology firms; China ID DEVELOPMENT-PROJECTS; INNOVATION; INTERFACE; DETERMINANTS; CONTINGENCY; MODEL AB This study investigates empirically the impact of R&D-marketing interaction on new product performance in Chinese high technology firms. R&D-marketing interaction is defined along three dimensions: information exchange, influence, and departmental conflict. Based on data collected from 114 firms in China, the results suggest that information exchange and marketing's influence on product decisions have significantly positive impacts on new product performance. Furthermore, the results show that the impact of R&D-marketing interaction depends on product newness and project formalization. Research and managerial implications are drawn. C1 City Univ Hong Kong, Dept Management, Hong Kong, Hong Kong, Peoples R China. RP Li, HY, City Univ Hong Kong, Dept Management, 83 Tat Chee Ave, Hong Kong, Hong Kong, Peoples R China. 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J. Technol. Manage. PY 2001 VL 21 IS 1-2 BP 61 EP 75 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 387VR UT ISI:000166143000004 ER PT J AU Lu, QW TI Learning and innovation in a transitional economy: the rise of science and technology enterprises in the Chinese information technology industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE learning; innovation; China - information technology; privatization AB A number of Chinese science and technology enterprises have become extremely competitive. This paper explores the basis for learning and innovation in Stone Group, Legend Group and Founder Group. Their dynamism is found to be based upon extra-budgetary finance, access to the technology resources of the state, new forms of governance, strategies of integration between R&D, marketing and manufacturing and learning from foreign partners. The experience of these firms shows that privatization is not necessarily needed for innovation, and may actually impede development when technological resources are concentrated in state organizations. C1 Harvard Univ, Cambridge, MA 02138 USA. INSEAD, Euro Asia Ctr, Fontainebleau, France. CR 1996, COMPUTER WORLD 0520 1997, BUSINESS WEEK 0414 AMSDEN A, 1989, ASIAS NEXT GIANT S K ARROW KJ, 1971, CORPORATE EC GROWTH BERLE A, 1991, MODERN CORPORATION P BERLINER JS, 1976, INNOVATION DECISION CAMPBELL JL, 1990, AM SOCIOL REV, V55, P634 CAMPBELL JL, 1991, EC GOVERNANCE AM EC DORE R, 1987, TAKING JAPAN SERIOUS FRYDMAN R, 1993, EC TRANSITION, V1, P171 GERSCHENKRON A, 1952, PROGR UNDERDEVELOPED GLASMEIER AK, 1988, INT J URBAN REGIONAL, V12, P268 HAMILTON GG, 1988, AM J SOCIOL, V94, S52 JOHNSON C, 1982, MITI JAPANESE MIRACL LAZONICK W, 1995, 9503 MITJP LAZONICK W, 1996, IND CORPORATE CHANGE, V5 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LU QW, 1997, THESIS HARVARD U OSULLIVAN M, 1996, THESIS EC DEP HARVAR ROSENBERG N, 1994, EXPLORING BLACK BOX SAICH T, 1989, SCI TECHNOLOGY POST, P69 SAXENIAN A, 1994, REGIONAL ADVANTAGE C SCHUMPETER J, 1934, THEORY EC DEV SIMON DF, 1988, TECHNOLOGICAL INNOVA STIGLITZ J, 1994, WHITHER SOCIALISM YU WD, 1988, XIWANG HUOG 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 21 IS 1-2 BP 76 EP 92 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 387VR UT ISI:000166143000005 ER PT J AU Wei, L TI Incentive systems for technical change: the Chinese system in transition SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technical change; incentive system; innovation; technological dynamism; China - technical change AB This article examines the incentive system for generation of technical change in Chinese industry, focusing on two distinct periods: (1) the planned economy up to the late 1970s, and (2) the preliminary market economy of the 1980s and the first half of the 1990s. The analysis indicates that there were inconsistent pressures on enterprises for technical change during the planned economy period. It further indicates that, during the preliminary market economy period, the government has mainly focused on reward-type incentives, which were later supplemented with market mechanism and competition on equal terms. Therefore, the article argues that the government should still make efforts to establish a complete system, which both offers rewards and exerts pressures for technical change. C1 Fed Express Corp, Memphis, TN 38118 USA. RP Wei, L, Fed Express Corp, 2650 Thousand Oaks Blvd,Suite 4400, Memphis, TN 38118 USA. 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J. Technol. Manage. PY 2001 VL 21 IS 1-2 BP 93 EP 113 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 387VR UT ISI:000166143000006 ER PT J AU Liu, XL White, S TI An exploration into regional variation in innovative activity in China SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; patents; regional variation; China AB Based on Chinese patent data from the period 1985-95, this paper explores regional variation in innovative activity and performance. Preliminary analyses suggest that regional differences in economic activity and innovation inputs-personnel and funding-are closely related to differences in patenting activity. However, the results also suggest that personnel may be the most important factor. The data also suggest that regions are undergoing important changes in technological specialization, although the eventual impact on economic performance and competitiveness is not yet clear. C1 State Sci & Technol Commiss China, Natl Res Ctr Sci & Technol Dev, Beijing, Peoples R China. Chinese Univ Hong Kong, Dept Management, Hong Kong, Hong Kong, Peoples R China. RP Liu, XL, State Sci & Technol Commiss China, Natl Res Ctr Sci & Technol Dev, Beijing, Peoples R China. 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J. Technol. Manage. PY 2001 VL 21 IS 1-2 BP 114 EP 129 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 387VR UT ISI:000166143000007 ER PT J AU Bennett, D Liu, XM Parker, D Steward, F Vaidya, K TI Technology transfer to China: a study of strategy in 20 EU industrial companies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Europe; China; technology transfer; technology strategy; FDI; competitiveness; economic security AB Foreign direct investment has been important in China's economic development since the early 1980s. In recent years the volume of inward FDI into China, according to some estimates, has been second only to that into the USA. The Chinese government has emphasized the need for FDI to be coupled with the transfer of more advanced technologies to China. For foreign companies technology transfer raises the risk of losing their technology based competitive advantage to potential competitor firms. This risk may be exacerbated by insufficient legal protection of intellectual property rights in China. After briefly reviewing the development of Chinese official policy on technology transfer, this paper considers the strategy adopted by EU companies regarding the transfer of technology; in particular in advanced technology sectors. The research on which the paper is based included an analysis of information gathered from 20 leading EU companies with investments irt China and operating in high-technology sectors. information was gathered from senior company managers based in both China and Europe during the second half of 1998. The main findings include a measure of reluctance on the part of EU companies to transfer their core technologies to China and to base R&D capability there. At the same time, the companies appear aware that this policy may be unsustainable in the longer-term in the face of Chinese official policy and a desire to expand their operations in China. While they attempt to protect their existing technological knowledge, most of them accept that there will be technology 'leakage' and therefore the most effective strategy is to maintain their technological lead through R&D. C1 Aston Univ, Aston Business Sch, Strateg Management Grp, Birmingham B4 7ET, W Midlands, England. RP Bennett, D, Aston Univ, Aston Business Sch, Strateg Management Grp, Birmingham B4 7ET, W Midlands, England. CR ALMANAC CHINAS FOREI 1995, FINANCIAL TIMES 0317, P5 1996, FINANCIAL TIMES 0510, P21 1997, CHINA STAT YB 1997, ECONOMIST 0301, P23 1998, FINANCIAL TIMES 0105, P3 1998, FINANCIAL TIMES 0416, P4 *CEC COMM EUR COMM, 1995, COMM LONG TERM POL C, P279 *CEC COMM EUR COMM, 1998, COMM COMM BUILD COMP, P181 AMABLE B, 1992, 9202 CEPREMAP AMSDEN A, 1989, ASIAS NEXT GIANT S K AUTY RM, 1994, EC DEV IND POLICY BARBOSA F, 1997, TECHNOLOGY MANAGEMEN, V3, P287 BATTAT JY, 1986, MANAGEMENT POSTMAO C BENNAIM A, 1997, CURRENT TOPICS SOLUT, V2, P95 BENNETT DJ, 1997, INT J MANUFACTURING, V8, P283 CHILD J, 1994, MANAGEMENT CHINA AGE CHILD J, 1996, MANAGEMENT ISSUES CH, V2 DEWOOT P, 1990, HIGH TECHNOLOGY EURO FREEMAN C, 1998, TRADE GROWTH TECHNIC GRUPP H, 1998, TRADE GROWTH TECHNIC GUERRIERI P, 1998, TRADE GROWTH TECHNIC HOFFMAN K, 1991, NEEDS POSSIBILITIES JOHNSON C, 1982, MITI JAPANESE MIRACL LALL S, 1992, WORLD DEV, V20, P165 LAN P, 1996, J EUROMARKETING, V4, P129 LEUNG H, 1991, J INT DEV MAR, P277 PAVITT K, 1993, J COMMON MARKET JUN, P129 ROEHRIG MF, 1994, FOREIGN JOINT VENTUR SAICH T, 1989, CHINAS SCI POLICY 80 SHARP M, 1987, EUROPEAN TECHNOLOGIC SHI Y, 1998, CHINESE FIRMS TECHNO STRANGE R, 1998, TRADE INVESTMENT CHI STUBBS P, 1997, EC EUROPEAN UNION SWANN D, 1996, EUROPEAN EC INTEGRAT THOBURN J, 1995, CHINA 1990S WADE R, 1990, GOVERNING MARKET EC WANG YF, 1993, CHINAS SCI TECHNOLOG WU X, 1997, BUSINESS RELATIONSHI YATSKO P, 1997, FAR E EC REV 1218, V160, P52 ZHU FD, 1995, TECHNOLOGY MANAGEMEN, V2, P2 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 2001 VL 21 IS 1-2 BP 151 EP 182 PG 32 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 387VR UT ISI:000166143000009 ER PT J AU Pine, R Yu, MX TI Technology transfer to hotels in China by multinational hotel enterprises in Hong Kong SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology transfer; cross-training; hotels; Hong Kong; China AB Foreign direct investment in China's hotel industry was regarded by China's government as both a major channel to attract funds from overseas and as an important mechanism to introduce foreign management technology which was almost non-existent in hotels before 1979. The main players in this process were multinational hotel enterprises (MNHEs). A common transfer mechanism used by MNHEs is a specific type of training, 'cross-training'. This paper identifies those MNHEs in Hong Kong which provide cross-training, describes the form and content of such training, according to personal interviews with MNHE training managers and human resources directors in Hong Kong, estimates its effectiveness based on the results of a survey of actual trainees from hotels in China, and offers recommendations aimed at improving the effectiveness of cross-training as a technology transfer mechanism. C1 Hong Kong Polytech Univ, Dept Hotel & Tourism Management, Hong Kong, Hong Kong, Peoples R China. RP Pine, R, Hong Kong Polytech Univ, Dept Hotel & Tourism Management, Hong Kong, Hong Kong, Peoples R China. CR 1996, TRAVEL IND MONTH AUG, P31 *EX OFF CHIN TOUR, 1997, CHIN STAR RAT HOT GU *HONG KONG HOT ASS, 1998, HONG KONG HOT DIR *TRAV BUS AN, 1995, SPEC REP CHIN TRAV I BAI B, 1996, AC INT BUS S E AS RE, P17 CHAN MW, 1996, MANAGEMENT ISSUES CH, V1, P237 CHEN SH, 1990, YB CHINA TOURISM, P255 DAVIES H, 1995, CHINA BUSINESS CONTE, P155 FISHER HE, 1988, PERSONNEL TRAINING, V67, P73 HOLLOWS J, 1995, CHINA BUSINESS CONTE, P269 LI L, 1995, INT J CONT HOSPITALI, V7 LIANG ZP, 1989, MECH INT TECHNOLOGY LIU EM, 1996, CHINA TOURISM N 0928 LU CQ, 1996, CHINA TOURISM N 0211 PINE R, 1996, OBJECTIVE RES PROJEC PINE RJ, 1991, THESIS U BRADFORD UK QI R, 1996, TRAVEL IND MONTH SEP, P31 QUI JS, 1984, TOURISM, V2, P55 SCHNEIDER M, 1985, HOTELS RESTAURANT IN, V19 SUN G, 1990, YB CHINAS TOURISM IN TONG Y, 1993, NEW CHINA Q 0528, P62 XIAO QH, 1993, GLOBAL ACTION GLOBAL YANG XL, 1996, CHINA TOURISM D 0912 YU L, 1992, INT J HOSPITALITY MA, V11, P99 YU MX, 1997, ENCY TOURISM ZHANG S, 1994, CHINA STAT YB, P530 ZHANG S, 1994, CHINA STAT YB, P603 ZHAO J, 1989, TOURISM MANAGE, V10, P63 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 1-2 BP 183 EP 197 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 387VR UT ISI:000166143000010 ER PT J AU Bart, CK TI The relationship between mission and innovativeness in the airline industry: an exploratory investigation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE mission statements; vision statements; corporate values; airline industry ID HEALTH-CARE SECTOR; STATEMENT AB Mission statements have been called the critical starting point for enhancing firm innovativeness. They are essential for strategic planning and have been shown to be linked with new product success. The current study asks the question: does the general model of the relationship between mission and organizational innovativeness apply in the specific case of a particular industry: air transportation? For the most part, the study's findings confirm our earlier notions about mission and firm innovativeness. However, there are significant and notable exceptions that suggest that there may be 'industry effects'. C1 McMaster Univ, Michael G DeGroote Sch Business, Hamilton, ON L8S 4M4, Canada. RP Bart, CK, McMaster Univ, Michael G DeGroote Sch Business, Hamilton, ON L8S 4M4, Canada. CR *BAIN CO, 1997, MAN TOOLS TECHN BAETZ MC, 1996, LONG RANGE PLANN, V29, P526 BART C, 1994, BUSINESS HORIZON NOV, P1 BART C, 1997, INT J TECHNOLOGY MAN BART C, 1998, J MANAGEMENT STU NOV BART CK, 1986, J BUSINESS VENTURING, V8, P341 BART CK, 1991, J PROD INNOVAT MANAG, V18, P4 BART CK, 1994, BUSINESS HORIZON SEP, P26 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, HEALTH CARE MANAGE R, V23, P54 BART CK, 1999, HEALTH CARE MANAGE R, V24, P18 BARTLETT W, 1996, INT J HEALTH PLAN M, V11, P3 CAMPBELL A, 1991, LONG RANGE PLANN, V24, P10 COPULSKY W, 1991, J BUSINESS STRAT NOV, P44 DANIEL LA, 1992, LONB RANGE PLANNING, V25 DAVID FR, 1989, LONG RANGE PLANN, V22, P90 ELNAMAKI MSS, 1992, LONG RANGE PLANNING, V25 HYATT D, 1996, J COLLECTIVE NEGOTIA, V25, P63 IRELAND D, 1992, BUSINESS HORIZON MAY, P34 KLEMM M, 1991, LONG RANGE PLANN, V24, P73 OSWALD SL, 1994, STRATEGIC MANAGE J, V15, P477 PEARCE JA, 1987, ACADEMY MANAGEMENT E, V1, P109 STONE R, 1996, SAM ADV MANAGEME WIN 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 2000 VL 20 IS 5-8 BP 475 EP 489 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 367UQ UT ISI:000090080200001 ER PT J AU Lynn, GS Akgun, AE TI A new product development learning model: antecedents and consequences of declarative and procedural knowledge SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE organizational learning; individual learning; declarative and procedural knowledge; new product development process; innovation; structural equation models ID ORGANIZATIONAL MEMORY; PROJECT NEWPROD; SUCCESS; CAPABILITIES; PERFORMANCE; INDUSTRIAL; TECHNOLOGY; SYSTEMS; IMPACT; STEPS AB Organizational learning is important but we know surprisingly little about how to measure or manage it. This paper operationalizes organizational learning in a new product development context and tests its effect on New Product Success (NPS) by studying 137 new product development projects. We found that two forms of organizational learning (Declarative and Procedural Knowledge) impact NPS. We also measured the antecedents of Declarative and Procedural Knowledge and explored their impact on Organizational Knowledge and New Product Success. C1 Stevens Inst Technol, Wesley J Sch Technol Management, Hoboken, NJ 07030 USA. RP Lynn, GS, Stevens Inst Technol, Wesley J Sch Technol Management, Castle Point Hudson, Hoboken, NJ 07030 USA. 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J. Technol. Manage. PY 2000 VL 20 IS 5-8 BP 490 EP 510 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 367UQ UT ISI:000090080200002 ER PT J AU Baldwin, J Sabourin, D TI Innovative activity in Canadian food processing establishments: the importance of engineering practices SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; food processing; engineering practices; research and development ID SIZE AB This paper examines the factors contributing to innovative activity in the Canadian food processing sector. Several factors relating to innovation are considered. Firstly, it focuses not only on the importance of research and development activity but also on advanced business practices used by production and engineering departments. Secondly, it examines the extent to which a larger firm size and less competition serve to stimulate competition the so-called Schumpeterian hypothesis. Thirdly, the effect of the nationality of a firm on innovation is also investigated. Fourthly, industry effects are examined. The paper finds that business practices are significantly related to the probability that a firm is innovative. This is also the case for R&D. Size effects are significant, particularly for process innovations. Elsewhere, their effect is greatly diminished once business practices are included. Foreign ownership is significant only for process-only innovations. Competition matters, more so for product than for process innovations. Establishments in the 'other' food products industry tend to lead the industry average when it comes to innovation, whereas fish product plants tend to lag behind the industry average. C1 STAT Canada, Microecon Anal Div, Ottawa, ON K1A 0T6, Canada. RP Baldwin, J, STAT Canada, Microecon Anal Div, 24-B RH Coats Bldg,Tunneys Pasture, Ottawa, ON K1A 0T6, Canada. CR AKERBLOM M, 1996, INNOVATION PATENTS T ARROW K, 1962, RATE DIRECTION INVEN ARVANITIS S, 1994, EC INNOVATION NEW TE, V3, P15 BALDWIN JR, 1994, 61523R STAT CAN BALDWIN JR, 1996, ANAL STUDIES BRANCH, V107 BALDWIN JR, 1998, ARE SMALL FIRMS IMPO BALDWIN JR, 1999, 88518 STAT CAN BALDWIN JR, 2000, ANAL STUDIES BRANCH, V122 BROUWER E, 1996, DETERMINANTS INNOVAT, P99 CAVES RE, 1980, COMPETITION OPEN EC CAVES RE, 1982, MULTINATIONAL ENTERP COHEN W, 1996, HDB EC TECHNOLOGICAL, P182 COHEN WM, 1996, ECON J, V106, P925 COHEN WM, 1996, REV ECON STAT, V78, P232 CREPON B, 1996, DETERMINANTS INNOVAT, P63 CREPON B, 1998, CAHIERS ECO MATHS U, V9815 DEMELTO D, 1980, 176 EC COUNC CAN DUNNING JH, 1993, MULTINATIONAL ENTERP FELDER J, 1995, DETERMINANTS INNOVAT, P125 GORDON J, 1995, BUSINESS Q LEO H, 1996, EC SOC DYNAMIQUE T W, V3, P61 MCFETRIDGE DG, 1993, NATL INNOVATION SYST, P299 MOWERY DC, 1989, TECHNOLOGY PURSUIT E SCHERER FM, 1980, IND MARKET STRUCTURE SCHERER FM, 1992, J ECON LIT, V30, P1416 STERLACCHINI A, 1994, EC INNOVATION NEW TE, V3, P123 SUITS DB, 1983, REV ECON STAT, V65, P177 NR 27 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 2000 VL 20 IS 5-8 BP 511 EP 527 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 367UQ UT ISI:000090080200003 ER PT J AU Bond, P TI Knowledge and knowing as structure: a new perspective on the management of technology for the knowledge based economy SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE techniques; knowledge; systems; innovation; complexity AB The paper forms part of a project to restate the nature of the process of managing technology and innovation in a way that reflects greater concern for holism and complexity. Complexity Theory, Structuration Theory and Activity Theory are drawn upon to develop a model of a human activity system that has proven useful as a means of linking some recent organizational development ideas such as, core-competence, learning organizations and BPR. Appropriately, in an era of the knowledge based economy, it seeks to place the person with knowledge' or the 'knowing person' at the heart of organizational complexity. C1 Liverpool John Moores Univ, Knowledge & Technol Management Grp, Liverpool L3 3AF, Merseyside, England. RP Bond, P, Liverpool John Moores Univ, Knowledge & Technol Management Grp, Liverpool L3 3AF, Merseyside, England. CR BLACKLER F, 1995, ORGAN STUD, V16, P1021 BOHN RE, 1994, SLOAN MANAGE REV, V36, P61 BOISOT M, 1995, INFORMATION SPACE BOIST M, 1995, INFORMATION SPACE BOND P, 1996, BUILDING TOMORROW BOND P, 1997, P PICMET C ENG MAN P BOND P, 1998, INT J TECHNOL MANAGE, V15 BRAVERMAN H, 1974, LABOUR MONOPOLY CAPI BUCKLEY W, 1981, SYSTEMS BEHAV CHECKLAND P, 1981, SYSTEMS THINKING SYS CHECKLAND P, 1990, SOFT SYSTEMS METHODO CHIA R, 1997, ORG STUDIES, V18 COHEN IJ, 1989, STRUCTURATION THEORY DUSSAUGE P, 1992, STRATEGIC TECHNOLOGY ESPEJO R, 1992, T INST MC, V14 FLOOD RL, 1991, CREATICE PROBLEM SOL, CH3 HALL J, 1980, COMPETENCE PROCESS HAMEL, 1994, COMPETING FUTURE KAST FE, 1970, ORG MANAGEMENT SYSTE MATURANA H, 1980, AUTOPOIESIS COGNITIO MATURANA H, 1987, GAIA WAY KNOWING MATURANA H, 1987, TREE KNOWLEDGE MINGERS J, 1996, SYST RES, V13, P469 MITTLETONKELLY E, 1997, P BRIT AC MAN C SCRIBNER S, 1986, PRACTICAL INTELLIGEN, P13 THIETART R, 1997, ORG STUDIES, V18 VARELA F, 1987, GAIA WAY KNOWING VICKERS M, 1981, SYSTEMS BEHAV 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 2000 VL 20 IS 5-8 BP 528 EP 544 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 367UQ UT ISI:000090080200004 ER PT J AU Bontis, N TI Teaching knowledge management and intellectual capital lessons: an empirical examination of the Tango simulation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Tango simulation; intellectual capital; knowledge management; receptivity AB An explosion of interest in the area of intellectual capital (IC) and knowledge management (KM) has recently arisen as evidenced by the increase in managerial publications, academic studies, dedicated conferences, corporate initiatives, Internet sites and learning tools. Coinciding with this developing interest, the Tango simulation provides an environment where participants learn to manage and value the intangible assets of their business in a controlled environment. The Knowledge Management Receptivity Survey (KMRS) has been developed as a means for determining the level of understanding and commitment to knowledge management and intellectual capital initiatives. Thirty-three senior executives completed the KRMS before and after they participated in the Tango simulation in May and June of 1998. The results of this research yield two important discoveries. First, the KMRS is a validated survey instrument for both academic and practitioner usage in examining IC-related phenomena. Second, the Tango simulation provides participants with an effective means in heightening their receptivity to IC initiatives. C1 McMaster Univ, Michael G DeGroote Sch Business, Hamilton, ON L8S 4M4, Canada. RP Bontis, N, McMaster Univ, Michael G DeGroote Sch Business, Hamilton, ON L8S 4M4, Canada. CR 1997, ECONOMIST 0531 BONTIS N, 1996, BUSINESS Q SUM BONTIS N, 1998, MANAGEMENT DECISION, V36 BONTIS N, 1999, EUROPEAN MANAGEMENT, V17 BONTIS N, 1999, INT J TECHNOLOGY MAN, V18 BROWN JS, 1991, ORGAN SCI, V2, P40 COVIN TJ, 1997, CREATIVITY INNOVATIO, V6 DEGEUS A, 1988, HARVARD BUSINESS MAR EDVINSSON L, 1997, INTELLECTUAL CAPITAL FUKUYAMA F, 1995, TRUST GALLAGHER A, 1997, INTELLECTUAL CAPITAL GHERARDI S, 1998, MANAGE LEARN, V29, P273 HANDY C, 1995, CERTAINTY HARMAN W, 1988, GLOBAL MIND CHANGE ITAMI H, 1987, MOBILIZING INVISIBLE KEYS JB, 1996, ORGAN DYN, V24, P36 KNOWLES MS, 1987, TRAINING DEV HDB LEONARD D, 1995, WELLSPRINGS KNOWLEDG MCATEER PF, 1991, TRAINING DEV OCT, P19 MELLANDER K, 1993, POWER LEARNING NONAKA I, 1995, KNOWLEDGE CREATING C QUINN JB, 1992, INTELLIGENT ENTERPRI REIS A, 1994, 22 IMMUTABLE LAWS MA ROOS J, 1998, INTELLECTUAL CAPITAL RYDER J, 1994, 1002 GROUP ESC SKANDIA, 1994, SKANDIAS 1994 ANN S SKANDIA, 1997, SKAND 6 MONTH INT S STATA R, 1989, SLOAN MANAGEMENT SPR STEWART TA, 1991, FORTUNE 0603, P44 STEWART TA, 1997, INTELLECTUAL CAPITAL SVEIBY KE, 1986, KUNSKAPSFORETAGET SVEIBY KE, 1994, TANGO BUSINESS KNOWL SVEIBY KE, 1997, NEW ORG WEALTH MANAG TAYLOR S, 1998, P AC MAN MIDY C ORG WICK C, 1993, LEARNING EDGE SMART NR 35 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 2000 VL 20 IS 5-8 BP 545 EP 555 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 367UQ UT ISI:000090080200005 ER PT J AU Davies, CA TI Information processes in support of innovation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; information; organizational memory; organizational learning ID KNOWLEDGE; ORGANIZATIONS; INDUSTRY AB This paper presents a case study of information processes in the regional office of a multi-national energy company which repositioned the company from exploration to gas storage. The information flows show the dissemination of 'rich' information in and between project groups due to the small scale of the regional site with many long-standing members of staff. Formal methods of constituting an organizational memory are actively discouraged as corporate policy is that records, which are not legally required must be destroyed. The authors conclude that while the organization has been successful in innovation to a certain level, current processes act against the institutionalization of innovation. This may be assisted by the introduction of joint information platforms' or summary project documents, accessed by groupware systems. Such dynamic systems would supplement the current information dissemination processes, while underpinning the creation of a learning environment. C1 Queens Univ Belfast, Sch Management, Belfast BT7 1NN, Antrim, North Ireland. RP Davies, CA, Queens Univ Belfast, Sch Management, Belfast BT7 1NN, Antrim, North Ireland. 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J. Technol. Manage. PY 2000 VL 20 IS 5-8 BP 556 EP 568 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 367UQ UT ISI:000090080200006 ER PT J AU de Vries, EJ Brijder, HG TI Knowledge management in hybrid supply channels: a case study SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge management; information technology; supply chain management; case study ID INFORMATION-SYSTEMS AB In this paper we present a theoretical framework for information technology supported knowledge management in hybrid supply channels. The framework has been applied to IBM in an exploratory case study. The study supports the framework. The framework characterizes the competitive environment of companies and describes the resulting need for hybrid channelling and effective partnering. For hybrid channelling three types of knowledge are important: contextual, operational and functional knowledge. For partners situated upstream in the channel contextual knowledge is the hardest to acquire. One needs its partners situated downstream in the channel to provide this knowledge. These partners on the other hand need their upstream partners to provide functional and operational knowledge. Information technology is a powerful tool for knowledge management in supply chains by providing four functions: adviser, assistant, librarian and teacher. C1 Univ Amsterdam, Fac Econ & Econometr, Dept Informat Management, NL-1018 WB Amsterdam, Netherlands. RP de Vries, EJ, Univ Amsterdam, Fac Econ & Econometr, Dept Informat Management, Roetersstr 11, NL-1018 WB Amsterdam, Netherlands. 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J. Technol. Manage. PY 2000 VL 20 IS 5-8 BP 569 EP 587 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 367UQ UT ISI:000090080200007 ER PT J AU Ding, HB Peters, LS TI Inter-firm knowledge management practices for technology and new product development in discontinuous innovation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge management; knowledge acquisition and creation; inter-firm knowledge management practice; inter-firm collaborative networks; technology development; new product development; discontinuous innovation; organizational settings ID BIOTECHNOLOGY; NETWORKS; CREATION; COLLABORATION; COOPERATION; GAME AB Discontinuous, or radical, innovation has been regarded as a critical factor in renewing firms' competitive position. The results of the Rensselaer Radical Innovation Project (RRIP) show that the development of new businesses and product lines based on discontinuous innovations requires distinct inter-firm knowledge management practices. Knowledge management studies suggest that inter-firm collaborative networks, such as strategic alliances, enhance corporate innovative capability by facilitating flow of knowledge across companies. Due to the increasing significance of inter-firm collaborative networks, there is a need for further understanding of knowledge management at the inter-firm level. By reviewing the literature on knowledge management practices, this article suggests that knowledge management practices vary from one organization to another. The variety of corporate knowledge management practices attribute to distinct organizational settings, and technology domains in the context of technology and new product development. The authors propose that the different types of inter-firm collaborative networks are established to fulfil specific knowledge management requirements for divergent technology and new product development in discontinuous innovation. C1 Rensselaer Polytech Inst, Lally Sch Management & Technol, Troy, NY 12180 USA. RP Ding, HB, Rensselaer Polytech Inst, Lally Sch Management & Technol, Troy, NY 12180 USA. 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J. Technol. Manage. PY 2000 VL 20 IS 5-8 BP 588 EP 600 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 367UQ UT ISI:000090080200008 ER PT J AU Falconer, J TI Knowledge management at a branchpoint: will we ignore the lessons of the Al discipline the way it ignored the lessons of Ludwig Wittgenstein? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge management; artificial intelligence; human learning; organizational learning; mind; holistic/heuristic model; classification framework; thought-pattern; self-organizing system; community of practice; artefact; metaphor; interaction; conversation; discourse; dialogue; meaning ID DYNAMIC THEORY; ORGANIZATIONS; SYSTEMS; CAPABILITIES; PERSPECTIVE; ADVANTAGE; NETWORKS; PROGRAMS; FLIGHT; DIALOG AB We possess a rich philosophical legacy around the composition and function of mind. Ludwig Wittgenstein in particular, and Michael Polanyi, have enabled a modern definition of mind as an unknowable, inaccessible, indescribable, unmodellable, inarticulable corpus of connections, with a holistic rather than a heuristic composition. This entity I term 'thought-pattern', our evolving weltanschauung which is driven by empirical episodes and which is chaotic, complex, open, inferential, adaptive, self-organizing, and emergent. The artificial intelligence discipline, for many years, ignored the obvious fallacies in their work which their philosophical forebears bequeathed them land which would have led them to a definition such as the one above) and soldiered on uselessly. The knowledge management discipline is poised to be victim to the same fallacies, inherited now from both Wittgenstein and the Al fraternity. Our emphasis on defined processes to govern behaviour, on learning as a discrete activity, on the modellability of knowledge structures, on physical artefacts as representations of knowledge (supplanting dialogue), and on acquisitive over inquisitive behaviour, will undermine rather than enhance our organizational learning posture and reflect the same hubris that afflicted the Al discipline. We can reverse this trend in our organizations by turning away from 'solutions' to largely unstated problems and focusing instead on fundamental values like heterogeneity, empowerment, enabling people, providing opportunities for interaction, nurturing nascent communities, and sharing. C1 Nortel Networks, Dept 1412, Brampton, ON L6T 5PG, Canada. RP Falconer, J, Nortel Networks, Dept 1412, Mailstop 036-MR-102,Suite 100,8200 Dixie Rd, Brampton, ON L6T 5PG, Canada. 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COMPETITIVE CHALLENG, P159 WITTGENSTEIN L, 1922, TRACTATUS LOGICO PHI WITTGENSTEIN L, 1953, PHILOS INVESTIGATION ZUBOFF S, 1988, AGE SMART MACHINE FU NR 217 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 2000 VL 20 IS 5-8 BP 601 EP 632 PG 32 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 367UQ UT ISI:000090080200009 ER PT J AU Hull, R Coombs, R Peltu, M TI Knowledge management practices for innovation: an audit tool for improvement SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge management practices; human resource management; innovation; IT tools; quality management AB This document presents a practical tool for analysing and improving the various forms of Knowledge Management activity within the Innovation processes of companies. It is addressed principally to those companies with well-developed and sophisticated units for innovation, such as R&D departments. The Audit Tool has been developed from recently published ethnographic case study research into the relationships between Knowledge Management and Innovation, within an evolutionary economics framework which seeks to understand the potential contribution of Knowledge Management towards altering the path dependency of a firm's innovation activities. This research developed a distinct and specific focus on Knowledge Management Practices - the various activities, processes and systems which are explicitly intended or utilized for creating and processing knowledge. The 'KMPs' identified from case studies were categorized using a basic schema of four attributes for any specific KMP - knowledge processing characteristics, knowledge domain, format of the practice, and perceived contribution to unit performance. This categorization enabled an initial taxonomy of five main groups of 'KMPs for Innovation', according to their relation to:- R&D Management activities; the mapping of relationships across technological and organizational boundaries; R&D Human Resource management; the management of Intellectual Property; and the management of information and information technology. These are described and illustrated. The main operational element of this Audit Tool is in the form of a questionnaire which aims to act as both a discovery mechanism and as a prompt to further reflection on the specific Knowledge Management activities within innovation processes. The questionnaire consists of some 80 questions, each in the form of a description of a specific Knowledge Management Practice, these having been derived from the case studies and additional desk research. This is complemented by a format for specifying action plans for improving KMPs for Innovation. C1 Brunel Univ, Dept Human Sci, Uxbridge UB8 3PH, Middx, England. RP Hull, R, Brunel Univ, Dept Human Sci, Uxbridge UB8 3PH, Middx, England. CR COOMBS R, 1998, RES POLICY, V27, P237 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEGE METCALFE SJ, 1997, ORG DIMENSIONS TECHN NONAKA I, 1994, ORGAN SCI, V5, P14 NONAKA I, 1995, KNOWLEDGE CREATING C POLANYI M, 1958, PERSONAL KNOWLEDGE NR 6 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 2000 VL 20 IS 5-8 BP 633 EP 656 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 367UQ UT ISI:000090080200010 ER PT J AU Kreiner, K Lee, K TI Competence and community: post-acquisition learning processes in high-tech companies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE strategic turnaround; community of practice; mergers and acquisitions; competence; learning; management of technology ID KNOWLEDGE; FIRM AB This paper builds on an observation study of the merger process between two high-tech companies. It contributes empirically by providing an account of the processes of learning and the emergence of strategies in the post-merger phase; theoretically, by modelling the ways in which communities of practice (founded on collective competence and tacit knowledge) may undergo rapid change; and normatively, by providing a counter-example to the received wisdom of the strategy literature that merging companies should have complementary assets and competencies. C1 Copenhagen Business Sch, Dept Org & Ind Sociol, DK-2000 Frederiksberg, Denmark. RP Kreiner, K, Copenhagen Business Sch, Dept Org & Ind Sociol, Solbjerg Plads 2, DK-2000 Frederiksberg, Denmark. CR BROWN JS, 1991, ORGAN SCI, V2, P40 CONSTANT EW, 1984, NATURE TECHNOLOGICAL, P27 CONSTANT EW, 1987, SOCIAL CONSTRUCTION, P223 CZARNIAWSKA B, 1997, NARRATING ORG DRAMAS HUMPHREY WS, 1987, MANAGING INNOVATION KREINER K, IN PRESS SCANDINAVIA LAVE J, 1991, SITUATED LEARNING LE LEE K, 1995, THESIS LEE K, 1999, NEW SOCIAL SCI MONOG LEVY NS, 1998, MANAGING HIGT TECHNO MEYER JW, 1991, NEW INSTITUIONALISM MYERS PS, 1996, KNOWLEDGE MANAGEMENT NONAKA I, 1995, KNOWLEDGE CREATING C OHARE M, 1988, INNOVATE GAIN SUSTAI POLANYI M, 1958, PERSONAL KNOWLEDGE P POLANYI M, 1997, KNOWL ORGAN, P135 PRUSAK L, 1997, KNOWLEDGE ORG SPENDER JC, 1996, STRATEGIC MANAGE J, V17, P45 STEWART TA, 1997, INTELLECTUAL CAPITAL TIDD J, 1997, MANAGING INNOVATION TSOUKAS H, 1996, STRATEGIC MANAGE J, V17, P11 TWISS B, 1992, MANAGING TECHNOLOGIC VANBROWN CF, 1997, INNOVATION WAR VONKROGH G, 1996, MANAGING KNOWLEDGE P WENGER E, 1997, 9100007 I RES LEARN NR 25 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 2000 VL 20 IS 5-8 BP 657 EP 669 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 367UQ UT ISI:000090080200011 ER PT J AU Lan, P TI The technology-component matrix: a tool for analysing and managing knowledge SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology-component matrix; knowledge transformation chain; value net AB Previous studies have shown that knowledge creation is becoming a core competency, and technology issues have to be incorporated into corporate strategy in a new way. However, there is a lack of an appropriate framework which would allow practitioners to trace the value migration among different types of technology. This paper, by introducing an innovative technology-component matrix, aims to bridge the knowledge transformation process and value-added activities, so as to scrutinize business strategy from a different perspective. C1 Queensland Univ Technol, Sch Mkt & Int Business, Brisbane, Qld 4001, Australia. RP Lan, P, Queensland Univ Technol, Sch Mkt & Int Business, 2 George St,GPO Box 2434, Brisbane, Qld 4001, Australia. CR *IND COMM, 1995, COMP HARDW SOFTW REL ADEOBA A, 1990, JOINT VENTURES CHANN, P107 AVENPORT TH, 1998, SOLAN MANAGEMENT WIN, P43 BETZ F, 1998, MANAGING TECHNOLOGIC BOND P, 1999, P 20 ANN MCM BUS C J BOYER R, 1997, FORDISM EVANS PB, 1997, HARVARD BUSINESS SEP, P71 GATES B, 1998, ECONOMIST 0613, P17 GOULET D, 1989, UNCERTAIN PROMISE HAOS RM, 1966, SCI TECHNOLOGY MARKE HOUNSHELL DA, 1984, AM SYSTEM MASS PRODU JACKSON T, 1997, INSIDE INTEL JEGATHESAN J, 1990, JOINT VENTURES CHANN KIM WC, 1997, HARVARD BUSINESS JAN, P103 KNAAP GA, 1987, NEW TECHNOLOGY REGIO LAN P, 1996, TECHNOLOGY TRANSFER LAN P, 1998, P 2 INT S MAN TECHN, P73 LAN P, 1999, INT J TECHNOLOGY MAN LAN P, 1999, P PICMET 1999 JUL PO MAGRETTA J, 1998, HARVARD BUS REV, V76, P72 MCINTYER JR, 1986, POLITICAL EC INT TEC MEISSNER F, 1988, TECHNOLOGY TRANSFER METHE DT, 1991, TECHNOLOGY COMPETITI PORTER ME, 1985, COMPETITIVE ADV CREA PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 RAYPORT JF, 1997, HARVARD BUSINESS NOV, P75 ROSENBURG N, 1982, INSIDE BLACK BOX TEC SCHMMOKLER J, 1966, INVENTION EC GROWTH SOLOW RM, 1988, GROWTH THEORY EXPOSI ULRICH D, 1998, SLOAN MANAGEMENT WIN, P15 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 2000 VL 20 IS 5-8 BP 670 EP 683 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 367UQ UT ISI:000090080200012 ER PT J AU Lim, Y TI Development of the public sector in the Korean innovation system SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE national innovation system (NIS); technology trajectory; industrialization strategy; development of public sector ID TECHNOLOGY; EXPERIENCE AB The private sector takes the initiative in developing national innovation system (NIS). Without the appropriate support from the public sector, it would not work as successfully as anticipated. Moreover, as the environment of NIS becomes more complex and dynamic, in order to support the private sector, the roles of the public sector should be extended and more specialized than ever before: systematic efforts for cooperation with the private sector are imperative. This paper examines the development process of the public sector of Korea's national innovation system over the past three decades by using a conceptual framework from organization and system theories; the formation process of the public setter, the process of its diversification and specialization, the establishment of coordination mechanism etc. Some policy implications would be helpful to other developing countries. C1 Korea Univ Technol & Educ, Sch Ind Management, Chunansi, Chungnam, South Korea. RP Lim, Y, Korea Univ Technol & Educ, Sch Ind Management, 307 Kajunri, Chunansi, Chungnam, South Korea. CR 1998, ELECT TIMES 1107 1998, HANKOOK ILBO 1102 *EPB, 1965, SCI TECHN ANN *KOR IND TECHN ASS, 1995, WHIT PAP IND TECHN *KOREA IND TECHN A, 1997, MAJOR INDICATORS IND *MOST, 1997, 30 YEAR HIST KOR SCI *NSO, 1996, SOC IND KOR *OECD, 1996, REV NAT SCI TECHN PO AMSDEN A, 1989, ASIAS NEXT GIANT ANDERSEN ES, 1988, SMALL COUNTRIES FACI CHOI HC, 1988, TECHNOLOGICAL FORECA, V33, P279 DAFT RL, 1986, ORG THEORY DESIGN DILL WR, 1958, ADM SCI Q, V2, P409 GREGERSEN B, 1992, NATL SYSTEMS INNOVAT KIM L, 1980, RES POLICY, V9, P254 KIM L, 1993, NATL INNOVATION SYST KIM L, 1997, INNOVATION INNOVATIO KIM LS, 1992, RES POLICY, V21, P437 KIM LS, 1998, TECHNOL ANAL STRATEG, V10, P311 KIM SG, 1998, HUMAN RESOURCE DEV I KLEINE SJ, 1986, NATL ACAD ENG POSITI LEE DH, 1991, WORLD DEV, V19, P1421 LUNDVALL B, 1992, NATL SYSTEMS INNOVAT NELSON RR, 1993, NATL INNOVATION SYST NIOSI J, 1993, TECHNOL SOC, V15, P207 PARK YI, 1996, SCI PUBL POLICY, V23, P77 PORTER ME, 1990, COMPETITIVE ADV NATI SAVIOTTI PP, 1994, NEW TECHNOLOGY POLIC THOMPSON JD, 1967, ORG ACTION UTTERBACK JM, 1994, MASTERING DYNAMICS I 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 2000 VL 20 IS 5-8 BP 684 EP 701 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 367UQ UT ISI:000090080200013 ER PT J AU Pulic, A TI VAIC (TM) - an accounting tool for IC management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE intellectual capital; value creation; value creation efficiency; measuring AB The existing accounting system cannot meet the requirements of modem companies any more because not costs but value creation is the core of modern business. If a company aims to achieve a maximum result with its given resources management must know how successfully they create value in the company. Information provided by a basic economic function - measuring the efficiency of value creation - is therefore decisive for successful management of intellectual assets. The VAIC(TM) method measures and monitors the value creation efficiency in the company using accounting based figures. The better a company's resources (capital employed and intellectual capital) have been utilized, the higher the company's value creation efficiency will be (whereby human capital, as the decisive value creation factor of modern business). This results in an increase of value added on the one hand and determines the market value on the other hand as our research has shown. C1 Graz Univ, Austrian Intellectual Capital Res Ctr, A-8010 Graz, Austria. RP Pulic, A, Graz Univ, Austrian Intellectual Capital Res Ctr, Univ Str 15, A-8010 Graz, Austria. CR 1998, HARVARD BUSINESS REV DRUCKER P, 1995, HARVARD BUS REV, V1, P54 HANDY C, 1994, AGE PARADOX PULIC A, 1998, MEASURING PERFORMANC 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 2000 VL 20 IS 5-8 BP 702 EP 714 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 367UQ UT ISI:000090080200014 ER PT J AU Rylander, A Jacobsen, K Roos, G TI Towards improved information disclosure on intellectual capital SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE intellectual capital; intangible assets; disclosure; business reporting; value creation; balanced scorecard AB Information disclosure to capital markets is based on and evolves around accounting based financial information. As the drivers of future earnings are becoming increasingly reliant on intangible assets that are not captured by the accounting framework, the value relevance of financial information has been decreasing for the past decades. This paper reviews recent approaches aiming to extend or complement the accounting framework to incorporate intellectual capital into business reporting, both from a financial and a non-financial perspective. An alternative approach is presented: reporting on the contribution of intangible as well as tangible resources to value creation. This approach is based on the needs of the users of business reporting for assessing the firm's future earnings potential rather than attempting to amend the transactions-based accounting system, apparently unsuitable for reporting on intellectual capital. Finally, the paper offers recommendations for further research on intellectual capital disclosure to capital markets and for companies aspiring to improve their communication with capital markets regarding their intellectual capital. C1 Intellectual Capital Serv Ltd, London WC1X 8LR, England. RP Rylander, A, Intellectual Capital Serv Ltd, 46 Grays Inn Rd, London WC1X 8LR, England. CR 1998, FINANCIAL TIMES 0527 *AICPA, 1994, IMPROVING BUSINESS R *AIMR, 1997, REPL PROP INT ACC ST *SOC MAN ACC CAN, 1998, MAN INT CAP ISS PRAC *TJANST, 1993, SKRIFS, V8 AMIR E, 1996, J ACCOUNT ECON, V22, P3 ARTHUR B, 1990, SCI AM FEB, P92 ARTHUR B, 1996, HARVARD BUSINESS JUL, P100 BRYNJOLFSSON E, 1998, INTANGIBLE BENEFITS CHEW DH, 1999, NEW CORPORATE FINANC CREELMAN J, 1997, FINANCIAL DIRECT SEP, P26 ECCLES RG, 1995, SLOAN MANAGEMENT SUM EDVINSSON L, 1997, INTELLECTUAL CAPITAL EDVINSSON L, 1997, LONG RANGE PLANNING, V30 EPSTEIN M, 1998, EUROPEAN MANAGEMENT, V16, P190 HEALY P, 1993, ACCOUNTING HORIZ MAR JONAS GJ, 1998, ACCOUNTING HORIZ JUN JONSSON A, 1992, THESIS U UPPSALA KAPLAN RS, 1996, BALANCED SCORECARD T KELLY J, 1999, FINANCIAL TIMES 0114 KNUTSON P, 1992, FINANCIAL REPORTING LEV B, 1989, J ACCOUNTING RES, V27, P153 LEV B, 1998, ORG EC COOPERATION D MAJUMDAR SK, 1998, STRATEGIC MANAGEMENT, V19 MAVRINAC S, 1998, ORG EC COOPERATION D NORLING E, 1993, THESIS U UPPSALA OHMAN P, 1996, KUNSKAP ARSREDOVISNI RAMIREZ R, 1999, STRATEGIC MANAGE J, V20, P49 REICH S, 1997, THESIS U UPPSALA RIVAT L, 1998, B ESTUDOS EC UNIVERS, V53 ROOS G, 1997, INTELLECTUAL CAPITAL ROOS G, 1997, LONG RANGE PLANN, V31, P150 ROOS G, 1999, EUROPEAN MANAGEMENT, V17 SLATER SF, 1998, STRATEGIC MANAGE J, V19, P1001 SMITH GW, 1994, VALUATION INTELLECTU SORRI M, 1989, POST MODERN EPISTEMO SULLIVAN P, 1989, PROFITING INTELLECTU SULLIVAN P, 1997, PROFITING INTELLECTU SVEIBY KE, 1989, DEN OSYNLIGA BALANSR SVEIBY KE, 1994, THESIS U STOCKHOLM SVEIBY KE, 1997, NWE ORG WEALTH MANAG NR 41 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 2000 VL 20 IS 5-8 BP 715 EP 741 PG 27 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 367UQ UT ISI:000090080200015 ER PT J AU Sanderson, SM Nixon, AW Aron, AJ TI Adding value to a company's selling activity through knowledge management: a case study SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge; attitudes; chemicals; motivation; culture AB One of the many knowledge management challenges is the need to create systems and procedures that share individual or tacit knowledge throughout the organization. The paper traces the development of such a system in a medium-sized chemical company designed to add value to its selling activity. The knowledge management system was built in-house using available software and was designed to interact with existing databases and procedures. Specifically the system was an aid to a global sales force which allowed individual sales staff to access, via a laptop, all of the company's databases and uniquely the system included an enquiry system which routed questions to suitably qualified respondents. The answers were then incorporated into a database available for all of the sales force. Clearly the effectiveness of such a system depends on the attitudes of users. The problems of use are contrasted with the evidence from research into the use of computer systems. Whilst the results are preliminary there are parallels but more importantly perhaps are the problems surrounding the loss of power for individuals who cede knowledge to others particularly in a competitive culture such as a sales force. More research needs to be carried out into the relationship between culture and knowledge systems as well as the attitudes and motivations for people to freely share knowledge with others. C1 Univ Bradford, Ctr Management, Bradford, W Yorkshire, England. RP Sanderson, SM, Univ Bradford, Ctr Management, Emm Lane, Bradford, W Yorkshire, England. CR BURTON FG, 1992, J MANAGEMENT INF WIN DARKI H, 1985, INFORMATION MANAGEME, V9, P261 DICK JR, 1986, BANK MANAGEMENT JUL GINZBERG MJ, 1980, ACCOUNT ORG SOC, V5, P369 GINZBERG MJ, 1981, MANAGE SCI, V27, P459 HILDEBRAND C, 1995, CIO, V8, P60 HOWARD GS, 1991, DECISION SCI SPR HOWARD GS, 1993, INFORMATION STRA WIN LEES JD, 1987, J SYST MANAGE, V38, P32 LUCAS HC, 1975, MANAGE SCI, V21, P908 MAISH AM, 1979, MIS Q, V3, P39 PORTER ME, 1980, COMPETITIVE STRATEGY SHARRATT J, 1991, MANAGEMENT DECISION WHEELER FP, 1997, 9709 U BRADF 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 2000 VL 20 IS 5-8 BP 742 EP 751 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 367UQ UT ISI:000090080200016 ER PT J AU Snyder, CA McManus, DJ Wilson, LT TI Corporate memory management: a knowledge management process model SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE competitive advantage; corporate memory management; data management; data mining; electronic performance support system; explicit knowledge; knowledge management; knowledge warehousing; learning organization; tacit knowledge AB Knowledge is the most meaningful resource today. The management of knowledge supports the competitive advantage of organizations. A survey conducted by Computer Science Corporation (CSC) found that senior IS executives perceive knowledge management to be among the most critical technologies that will drive business growth and innovation by the year 2000 ii]. It is widely claimed by a number of businesses and academic professionals that in order for the organization to have a lasting competitive advantage it will have to be knowledge driven [2]. Robert Hiebeler [3, p.24] writes, "Those companies that develop best practices for managing knowledge capital will be the ones that ride this competitive wave". Drucker [4, ch.1] stated in his book Post Capitalist Society, "The basic economic resource is no longer capital, nor natural resources. It is and will be knowledge". Ultimately, the knowledge that is most relevant is that required for the performance of critical organization processes. One of the barriers to sharing knowledge, like data or information, across industries is finding a common language that promotes dialogue and exchange. Regardless of the industry or market, a common taxonomy allows one to commonly refer to the same type of work by the same name. This practice within knowledge management (KM) should accelerate the process of organizational learning. This article presents a model that can serve as a process framework of KM in the organization. Each process discussed in this article includes work ('processes') that may be performed by organizations that deliberately manage knowledge. The present lack of effective management of knowledge could be because most organizations are still struggling to comprehend the KM concept [2]. This KM process provides a foundation for an organization to understand its knowledge resources and activities. Corporations around the world have identified the need for KM; however, they have not identified a taxonomy of processes or a vocabulary to communicate these processes. This paper addresses these two needs by providing a procedural method for creating a sustainable KM system. C1 Auburn Univ, Auburn, AL 36849 USA. RP Snyder, CA, Auburn Univ, 411 Lowder Business Bldg,415 W Magnolia Ave, Auburn, AL 36849 USA. CR 1998, FACTS KNOWLEDGE 0215 *CSC, 1996, CRIT ISS INF SYST MA BERTELS T, 1997, INT J ORG ANAL, V5, P206 DRUCKER P, 1993, POST CAPITALIST SOC DRUCKER PF, 1995, HARVARD BUS REV, V73, P54 FEARNLEY P, 1997, LOND C P NOT GANTZ J, 1998, COMPUTERWORLD 1012, P33 GARTNER G, 1997, COMPUTERWORLD 1229, V43 GRIFFITHS E, 1997, KNOWLEDGE MANAG 0213, P61 HIBBARD J, 1997, INFORMATION WEEK, V653, P46 HIEBELER R, 1996, STRATEGY LEADERSHIP, V24, P22 HOSAPPLE CW, 1997, 104 KIKM, P1 MURRAY P, 1997, KNOWLEDGE MANAG 0213, P41 NONAKA I, 1991, HARVARD BUSINESS NOV, P96 PRAHALAD C, 1990, HARVARD BUSINESS MAY SENGE P, 1990, 5 DISCIPLINE ART PRA SNYDER CA, 1997, P SOR, P1 SNYDER CA, 1998, P AIS AM, P624 STEWART TA, 1997, FORTUNE, V135, P104 SVEIBY KE, 1997, NEW ORG WEALTH MANAG TEMPLETON G, 1997, METHOD PROVIDING DAT, P1 TOFFLER A, 1990, POWERSHIFT KNOWLEDGE WIIG K, 1990, EXPERT SYSTEMS MANAG WILSON LT, 1997, KNOWLEDGE HARVESTING, P3 WINSLOW CD, 1994, FUTUREWORK PUTTING K ZEREGA B, 1998, INFOWORLD 0727, P61 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 2000 VL 20 IS 5-8 BP 752 EP 764 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 367UQ UT ISI:000090080200017 ER PT J AU Templeton, GF Snyder, CA TI Precursors, contexts and consequences of organizational learning SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE organizational learning; organizational structure; organizational culture; organizational environment; organizational behaviour; organizational change; competitive advantage; technology; organizational memory; organizational effectiveness ID INNOVATION; MANAGEMENT; PERSPECTIVE; RESOURCES; KNOWLEDGE; KEY AB This paper presents a framework for organizational learning (OL) research and management. Organizational learning precursors, contexts, and consequences are articulated, as drawn from an extensive literature review, and integrated into the proposed frameworks. Precursors managers should use to stimulate OL include organizational structure and culture, both of which include stimuli and impediments. Precursors to two primary modes of learning behaviour, single-loop and double-loop learning are also described. The paper also describes internal and external organizational contexts that facilitate organizational learning processing. OL consequences include the organization's ability to respond to environmental turbulence and competitive. C1 Athens State Univ, Athens 25611, Greece. RP Templeton, GF, Athens State Univ, 204 Naylor Hall, Athens 25611, Greece. 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J. Technol. Manage. PY 2000 VL 20 IS 5-8 BP 765 EP 781 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 367UQ UT ISI:000090080200018 ER PT J AU Tenkasi, RV TI The dynamics of cognitive oversimplification processes in R&D environments: an empirical assessment of some consequences SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE R&D; knowledge; cognition; learning; innovation; new product development AB Despite the obvious importance of thinking and reflection in a knowledge intensive function such as Research and Development (R&D), it is only recently that a cognitive/interpretive focus is gaining some, albeit, limited recognition in the organizational literature on R&D, new product development, and innovation [1-3]. Science is a function of human cognition and thus a fuller understanding of R&D should necessarily include the investigation of human cognition; at least those cognitive processes that underlie scientific inquiry [4]. We posit that one approach towards studying the effectiveness of the quality of cognitive processes in R&D efforts is an examination of cognitive oversimplification activity in R&D environments. Cognitive over-simplification processes are reliance on simple cognitive decision rules to make sense of and deal with complex and fuzzy problems. They have also been alternately called process biases and heuristics [5]. In this paper, we extend a cognitively based understanding of R&D, explore empirically cognitive over-simplification processes in scientific work in 25 basic pharmaceutical R&D teams, and assess their impact on the effectiveness of R&D outcomes. Results suggest that project performance ratings of R&D teams (subsequently confirmed by the termination or survival of projects) experiencing higher levels of cognitive over-simplification activity were lower than teams reporting a lesser incidence of cognitive over-simplification activity. C1 Benedictine Univ, Dept Management & Org Behav, Program Org Dev, Lisle, IL 60532 USA. RP Tenkasi, RV, Benedictine Univ, Dept Management & Org Behav, Program Org Dev, Ben Hall,5700 Coll Rd, Lisle, IL 60532 USA. 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J. Technol. Manage. PY 2000 VL 20 IS 5-8 BP 782 EP 798 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 367UQ UT ISI:000090080200019 ER PT J AU Marti, JMV TI ICBS Intellectual Capital Benchmarking Systems SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE strategic benchmarking; intellectual capital benchmarking; intellectual capital management; knowledge management; core competencies management AB Researchers in the areas of sustainable competitive advantage have come to the conclusion that the only thing that gives an organization a competitive edge - the only thing that is sustainable - is what it knows, how it uses what it knows, and how fast it can know something new. Bur if most agree on the key role of knowledge as a source of competitive advantage, very few know how to manage knowledge that produces value or Intellectual Capital in an efficient way. ICES is trying to fill this gap using benchmarking techniques, and facilitating the process of learning from the best competitors. ICES, which stands for Intellectual Capital Benchmarking System, is at the same time a new management method and a new management tool that allows companies to benchmark core competencies or intellectual capital against the best world-class competitors of the same business activity. The system is a framework built around the key competitiveness factors and criteria that determine competitiveness in the context of global markets. The main factors considered are products, architecture, alliances, competitive advantages, innovation and R&D, leadership, strategy and culture. ICES identifies the specific competitiveness factors and criteria which are relevant in a given business activity. The system through the competitiveness factors framework, enables the identification, audit and benchmark of the core competencies or key intellectual capital, that are the main sources of sustainable competitive advantages. When using ICES in an orderly systematic and repetitive way we obtain competitiveness Balance Sheets, that complement and perfect financial balance sheets and lead companies to leveraging intellectual capital. The system has been tested and successfully implemented in more than thirty European enterprises. C1 Univ Politecn Cataluna, Barcelona 08034, Spain. RP Marti, JMV, Univ Politecn Cataluna, Benedicto Mateo 33,3,2, Barcelona 08034, Spain. 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J. Technol. Manage. PY 2000 VL 20 IS 5-8 BP 799 EP 818 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 367UQ UT ISI:000090080200020 ER PT J AU Waters, J TI Achieving innovation or the Holy Grail: managing knowledge or managing commitment? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE management of innovation; knowledge management; commitment to innovation; knowledge creation; cognitive style; cognitive climate; problems with conventional thinking on innovation; distinguishing capacity and style ID ENTRAPMENT; TECHNOLOGY; SITUATIONS AB Recent: literature asserts that knowledge is the source of innovation and, consequently, that knowledge management is a key to innovation management. However, the literature is not informative about how knowledge actually leads to innovation. Knowledge, that is no more than a potential for action, cannot explain the acquisition and use of knowledge in innovation. This paper argues that achieving innovation, like the search for the Holy Grail, is primarily about generating commitments. This contention is supported by analysis of the role of commitment to innovation from both strategic and internal process viewpoints, and by presenting the elements of a theory of commitment to innovation. The paper supports the view that descriptions of innovation from within the psychological and organizational processes of organizations can be as valid as those that rely on objectified forms of knowledge. C1 Univ Western Sydney Nepean, Sch Management, Kingswood, NSW 2747, Australia. RP Waters, J, Univ Western Sydney Nepean, Sch Management, POB 10, Kingswood, NSW 2747, Australia. 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J. Technol. Manage. PY 2000 VL 20 IS 5-8 BP 819 EP 838 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 367UQ UT ISI:000090080200021 ER PT J AU LeBlanc, LJ TI The impact of information systems technology on operations management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE information technology; manufacturing operations management; service operations management AB I discuss the enormous role that information technology (IT) is having on operations. Examples include smart catalogues and databases for simpler customer/vendor coordination, transponder-equipped vehicles that can be re-routed in real time, voice-recognition systems for greater warehouse inventory accuracy, collaborative editing of graphics documents by geographically-remote individuals, and even electronic storage/retrieval of documents to reduce volume (US Navy ships once carried 25 tons of manuals). I then review Japanese approaches to management and discuss how their Western counterparts have adopted these methods. Specifically, the role that IT is having in allowing Western manufacturers to implement JIT, time-based-competition, setup-time reduction, quality control, and vendor relations is discussed. C1 Vanderbilt Univ, Owen Grad Sch Management, Nashville, TN 37203 USA. RP LeBlanc, LJ, Vanderbilt Univ, Owen Grad Sch Management, 401 21st Ave S, Nashville, TN 37203 USA. CR 1997, ROI REPORT, V2, P1 1998, FURNITURE DESIGN MAN, V70, P60 1998, MANUFACTURING ENG, V120, P134 *DARPA BROAD AG, 1996, PROP INF PAMPHL *DELL COMP, DELL LINKS VIRT SUPP ASBRAND D, 1998, DATAMATION, V44, P64 BLACKBURN J, 1991, TIME BASED COMPETITI BSU A, 1998, FRAMEWORK ELECT COMM CHASE R, 1998, PRODUCTION OPERATION COYLE J, 1996, MANAGEMENT BUSINESS DYER JH, 1996, HARVARD BUS REV, V74, P42 ENGLEKE B, 1998, SUPPL CHAIN MAN INF ENTERPRISES HJS, EDIFACT STANDARDS ERISMAN A, 1998, SEATTL INF M OCT GREENFELD DA, 1996, IN SESSION-PSYCHOTH, V2, P5 HICKEY K, 1998, TRAFFIC WORLD 0727, P44 HOFFMAN D, PROJECT 2000 VANDERB HOFFMAN T, 1997, COMPUTER WORLD, V31, P47 KNILL B, 1998, MAT HANDLING ENG, V53, P42 MAGRETTA J, 1998, HARVARD BUS REV, V76, P72 OLDHAM P, 1999, TENNESSEAN 0331, B8 ORR J, 1999, TENNESSEAN 0506, A4 PUTNAM L, 1998, AM BUSINESS REV, V16, P113 TAYLOR A, 1997, FORTUNE, V136, P100 TERESKO J, 1998, IND WEEK, V247, P38 UPTON D, 1996, HARVARD BUSINESS SCH VENKATRAMAN N, 1997, SLOAN MANAGEMENT SPR, P51 WREDEN N, 1998, INFORMATION WEEK, P2 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 2000 VL 20 IS 3-4 BP 243 EP 251 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 364LK UT ISI:000089893700001 ER PT J AU Stefansson, G Tilanus, B TI Tracking and tracing: principles and practice SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE tracking; tracing; goodsflows; external logistics; transportation AB The meaning of the concepts tracking and Gracing is clarified, trying to avoid overlap and making them a complementary pair. Tracking and tracing systems are classified using eight attributes. Seven applications of tracking and tracing systems are analysed using these attributes. It is seen that most existing tracking and tracing systems are of a relatively simple type, but current plans and designs lead one to expect more advanced systems in the near future. C1 Chalmers Univ Technol, Ctr Transport & Traff, S-41296 Gothenburg, Sweden. Univ Gothenburg, S-41296 Gothenburg, Sweden. RP Stefansson, G, Chalmers Univ Technol, Ctr Transport & Traff, S-41296 Gothenburg, Sweden. CR *SCANDINET, 1997, INF BUS EUR COMM DIR BOWMAN RJ, 1995, DISTRIBUTION MAR, P54 FABBECOSTES N, 1997, 7 INT SPEC C INT FED FLORENCE D, 1993, LOGISTICS INFORMATIO, V6, P3 HOEK G, 1997, INFORMATION SYSTEMS, P299 HOOK P, 1997, LOGISTICS EUROPE OCT, P50 JAGER EJ, 1996, TRACKING TRACING PRA LOUWERSE AWP, 1991, TIJDSCHRIFT VOOR INK, V6, P36 LOUWERSE AWP, 1991, TIJDSCHRIFT VOOR INK, V7, P28 TAUSZ A, 1994, DISTRIBUTION DEC, P54 TILANUS B, 1997, INFORMATION SYSTEMS, P7 TILLMANNS HLM, 1996, TRACKING TRACING SYS WAMS DJ, 1996, ASSURED DELIVERY TRA WOXENIUS J, 1998, THESIS CHALMERS U TE 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 2000 VL 20 IS 3-4 BP 252 EP 271 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 364LK UT ISI:000089893700002 ER PT J AU Park, JS TI A new revolutionary paradigm of software development for mainstream business operations SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE global operations support systems; business application software; model-based development; component-based development; computer-aided software engineering. AB This paper discusses software engineering methods to create and maintain operations support systems (OSSs) that can enhance the global competitiveness of businesses. In particular, two related methods - model-based development (MPD) and component-based development (CBD) methods - are discussed. CBD is widely regarded as revolutionizing the software industry. The purpose of this paper is to improve correct understanding of the advantages of MBD and CBD over traditional methods when they are applied to developing mainstream business applications. We introduce a market-leading, computer-aided software engineering (CASE) tool to illustrate the concepts underlying MBD and CBD. C1 Univ Iowa, Dept Management Sci, Iowa City, IA 52242 USA. RP Park, JS, Univ Iowa, Dept Management Sci, Iowa City, IA 52242 USA. CR *STERL SOFTW, 1995, COMP AN *STERL SOFTW, 1995, COMP DES *STERL SOFTW, 1995, COMP PLANN *STERL SOFTW, 1997, LIT STUD GUID BOOK, V1 *TEX INSTR, 1996, CBDS96 STAND *TEX INSTR, 1996, COMP BAS DEV FUND ANTHONY RN, 1965, PLANNING CONTROL SYS BROWN A, 1998, TOOL SUPPORT ENTERPR CHAPPELL D, 1997, NEXT WAVE COMPONENT DAVENPORT TH, 1998, HARVARD BUSINESS JUL DORNIER P, 1998, GLOBAL OPERATIONS LO EDMONDSON G, 1997, BUS WEEK 1103, P162 JACKSON S, 1998, BUS WEEK 0309, P38 LEAPALDT B, COMMUNICATION MCCORMICK WT, 1972, OPER RES, V20, P993 OBERNDORF PA, 1997, P 5 INT S ASS SOFTW, P143 PORT O, 1988, BUSINESS WEEK SP MAY, P142 SESSIONS R, 1998, COM DCOM MICROSOFTS SHORT K, 1997, COMPONENT BASED DEV VASKEVITCH D, 1995, CLIENT SERVER STRATE WINSLOW R, 1997, WALL STREET J 1211 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 2000 VL 20 IS 3-4 BP 272 EP 286 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 364LK UT ISI:000089893700003 ER PT J AU Rassameethes, B Kurokawa, S LeBlanc, LJ TI EDI performance in the automotive supply chain SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Electronic Data Interchange; EDI; automobile industry; supply chain management; electronic commerce ID INDUSTRY AB This paper presents the results of a questionnaire survey to automobile first-tier suppliers in the US. We address the effects of Electronic Data Interchange (EDI) on the automotive supply chain, specifically addressing first and second-tier suppliers. We also examine the reasons for suppliers not using EDI. Our analyses show: (1) the size of a firm does not affect the degree of EDI integration, (2) firms with high corporate performance have a high level of EDI integration, (3) firms with high corporate performance have a high level of information sharing with suppliers, and finally (4) US automakers are directing first-tier suppliers to use EDI, yet first-tier suppliers have not been able to enforce its use by their suppliers. C1 Vanderbilt Univ, Management Technol Program, Nashville, TN 37235 USA. Vanderbilt Univ, Owen Grad Sch Management, Nashville, TN 37203 USA. RP Rassameethes, B, Vanderbilt Univ, Management Technol Program, 221 Kirkland Hall, Nashville, TN 37235 USA. CR 1988, ELM GUIDE US AUTOMOT 1996, KRUNGTHEP TURAK 0624 *CHRYSL CORP, 1998, EL COMM ART 0311 BECKETT B, 1990, IND WEEK 0319, P62 DAVIES FJ, 1993, GLASS TECHNOL, V34, P4 DONINGTON J, 1995, ELECT DATA INTER APR DUNLAP D, 1998, ELECT COMMERCE W FEB, P22 DYER JH, 1996, HARVARD BUSINESS JUL, P42 LIKER JK, 1996, RES POLICY, V25, P59 MORELL J, 1995, EXECUTIVE SUMMARY SU MORGAN J, 1997, PURCHASING 0522, P32 NORUSIS M, 1997, SPSS 7 5 GUIDE DATA PORTER M, 1986, HARVARD BUSINESS REV PRAHALAD CK, 1990, HARVARD BUSINESS MAY, P79 SCALA S, 1993, INFORM MANAGE, V25, P85 WALTON S, 1997, INT J PURCHASING SUM, P30 NR 16 TC 10 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 2000 VL 20 IS 3-4 BP 287 EP 303 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 364LK UT ISI:000089893700004 ER PT J AU Pun, KF Lee, MKO TI A proposed management model for the development of strategic information systems SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE information technology (IT); information systems (IS); strategic information systems (SIS) ID COMPETITIVE ADVANTAGE; TECHNOLOGY; METHODOLOGY; SUCCESS AB This paper discusses the development of strategic information systems (SIS) and examines the impact of SIS applications in operations management on sustaining organizational competitiveness. It reviews the methodology, the process and the critical parameters and factors of SIS development. A management model for SIS development that integrates various perspectives of competitive advantage, business strategy, information technology (IT) and information systems CIS) is proposed. The purposes of this paper are to review the state of published SIS research, and develop a management model that identifies a five-stage SIS development process. In synthesizing SIS planning methodologies advocated in literature, the paper also elaborates an implementation guideline accompanying the proposed model. C1 City Univ Hong Kong, Dept Informat Syst, Kowloon, Hong Kong, Peoples R China. RP Pun, KF, Flat E,8th Floor,Block 7,Woodland Crest,33 Tin Pi, Hong Kong, Hong Kong, Peoples R China. 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J. Technol. Manage. PY 2000 VL 20 IS 3-4 BP 304 EP 325 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 364LK UT ISI:000089893700005 ER PT J AU Ran, B TI Using traffic prediction models for providing predictive traveller information SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Intelligent Transportation System; Advanced Traveller Information System; traveller information provision; predictive traffic information ID ASSIGNMENT AB As a subsystem of an intelligent Transportation System (ITS), an Advanced Traveller Information System (ATIS) disseminates real-time traffic information to travellers. To help travellers better make their route choice decisions, there is a strong need to predict traffic congestion and disseminate the predicted congestion information to travellers. This paper offers some insights and predictions on how ATIS information provision is becoming more pervasive due to recent advances in telecommunication systems. The paper also discusses how ATIS systems will likely evolve based on the experiences of Information Service Providers (ISP) and ATIS modelling specialists. Then, it reviews four types of prediction models: 1) simulation models; 2) dynamic traffic assignment (DTA) models; 3) statistical models; and 4) heuristic models. The functional requirements and capabilities of the four types of prediction models are discussed and summarized. Furthermore, a comprehensive prediction procedure is presented, which combines the four types of prediction models. C1 Univ Wisconsin, Dept Civil & Environm Engn, Madison, WI 53706 USA. RP Ran, B, Univ Wisconsin, Dept Civil & Environm Engn, 1415 Engn Dr, Madison, WI 53706 USA. 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J. Technol. Manage. PY 2000 VL 20 IS 3-4 BP 326 EP 339 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 364LK UT ISI:000089893700006 ER PT J AU Sohal, AS Moss, S Ng, L TI Using information technology productively: practices and factors that enhance the success of IT SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE information technology; implementation success; survey; Australia AB This paper explores the factors and practices that influence the benefits provided by IT. The study uses the results of a questionnaire survey completed by the head of the TT department of 81 Australian organizations. To ascertain the level of success, the benefits of IT on 16 measures of organizational performance were evaluated. A hierarchical cluster analysis was conducted to subdivide these performance measures into manageable groups. Four sets of factors were examined: (I) Profile of the IT department, including budget and number of levels in the IT department, (2) Role of the IT department in the organization's strategic planning, (3) Scope of issues addressed within the IT strategy, and (4) Profile of the organization, including number of employees, annual sales, and principal ownership. Canonical correlation analysis was carried out to investigate the relationship between these practices and TT success. The findings clearly reveal that benefits are generally enhanced by maximizing the role of IT in the organization's overall strategy and by augmenting the number of issues addressed within the IT strategy. Increasing the investment into IT and the number of levels within the IT department enhanced quality and the value of products and services, but impeded the availability of stock (i.e. inventory levels of parts). Finally, organizational size and principal ownership did not appear to influence the benefits of IT. C1 Monash Univ, Dept Management, Caulfield E, Vic 3145, Australia. RP Sohal, AS, Monash Univ, Dept Management, POB 197, Caulfield E, Vic 3145, Australia. CR *DUNN BRADSTR, 1996, AUSTR TOP 500 COMP 1 ADCOCK K, 1993, INFORMATION STRA SPR, P10 BAKOS JY, 1986, MIS QUART, V10, P107 BARTLETT MS, 1941, BIOMETRIKA 1, V32, P29 BENJAMIN RI, 1984, SLOAN MANAGE REV, V25, P3 BOYNTON AC, 1994, MIS QUART, V18, P299 CHAN PS, 1992, SAM ADV MANAGE J, P4 CHILD J, 1987, CALIFORNIA MANAG FAL, P33 MORONE J, 1989, CALIFORNIA MANAG SUM, P91 POWELL TC, 1997, STRATEGIC MANAGEMENT, V18, P373 RAYMOND L, 1995, EUR J INFORM SYST, V4, P3 SABHERWAL R, 1994, DECISION SCI, V25, P301 NR 12 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 2000 VL 20 IS 3-4 BP 340 EP 353 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 364LK UT ISI:000089893700007 ER PT J AU Upton, DM McAfee, AP TI A path-based approach to information technology in manufacturing SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE advanced manufacturing technology; information technology; operations improvement; technology management; usability AB Two archetypal approaches to performance improvement in operations are to undertake periodic 'strategic leaps', or to take frequent small actions in a quest for 'continuous improvement'. Much research on the implementation of advanced manufacturing technologies (AMTs) indicates that even though their introduction appears to be a strategic leap, principles of continuous improvement can be important in determining success. Three such principles are modularity, accessibility, and inclusiveness. These principles are applied to non-shop floor information technology, an important category of AMT. The monolithic information technologies that have historically been dominant are characterized both by low levels of modularity, accessibility and inclusiveness, and by an installation-based approach to implementation. Recent innovations, however, permit a substantively different, path-based approach. The migration from installation- to path-based approaches is illustrated with the example of enterprise resource planning (ERP) systems. The modularity and accessibility of ERP systems appear to be improving, while inclusiveness lags. C1 Harvard Univ, Sch Business, Technol & Operat Management Area, Boston, MA 02163 USA. RP Upton, DM, Harvard Univ, Sch Business, Technol & Operat Management Area, Soldiers Field, Boston, MA 02163 USA. CR *FUJ MICR INC, 1997, BENCHM IMPL ADLER PS, 1992, TECHNOLOGY FUTURE WO ADLER PS, 1992, USABILITY TURNING TE ALEXANDER C, 1977, PATTERN LANGUAGE BANCROFT NH, 1996, IMPLEMENTING SAP R3 BRYNJOLFSSON E, 1994, INFORMATION WEE 1010, P34 CAMERON B, 1996, PACKAGED APPL STRATE FULCHER J, 1996, MANUFACTURING SYSTEM, V14, P18 HAYES RH, 1984, RESTORING COMPETITIV HENDERSON RM, 1990, ADM SCI Q, V35 HENDERSONSELLER.B, 1996, BOOK OBJECT ORIENTED HIRSCHHORN L, 1992, TECHNOLOGY FUTURE WO JAIKUMAR R, 1986, HARVARD BUS REV, V64, P69 JAIKUMAR R, 1992, INT J PROD ECON, V27, P265 MCFARLAN W, 1995, SLOAN MANAGEMENT WIN, P9 PARKER K, 1996, MANUFACTURING SYSTEM, V24, P10 SEALEA R, 1996, ROI REPORT FEATURED SULLIVAN RL, 1996, FORBES 0226, P106 UPTON DM, 1998, PRODUCTION OPERATION, V7, P265 WHITE JB, 1997, WALL STREET J 0314, A1 XENAKIS JJ, 1996, CFO MAR, P23 ZUBOFF S, 1988, AGE SMART MACHINE FU NR 22 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 2000 VL 20 IS 3-4 BP 354 EP 372 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 364LK UT ISI:000089893700008 ER PT J AU Lee, HL Whang, SJ TI Information sharing in a supply chain SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE bullwhip effect; incentives; information hub; information sharing; supply chain management ID OLIGOPOLY; INVENTORY AB Advances in information system technology have had a huge impact on the evolution of supply chain management. As a result of such technological advances, supply chain partners can now work in tight coordination to optimize the chain-wide performance, and the realized return may be shared among the partners. A basic enabler for tight coordination is information sharing, which has been greatly facilitated by the advances in information technology. This paper describes the types of information shared: inventory, sales, demand forecast, order status, and production schedule. We discuss how and why this information is shared using industry examples and relating them to academic research. We also discuss three alternative system models of information sharing - the information transfer model, the third party model and the information hub model. C1 Stanford Univ, Dept Ind Engn & Engn Management, Stanford, CA 94305 USA. Stanford Univ, Grad Sch Business, Stanford, CA 94305 USA. RP Lee, HL, Stanford Univ, Dept Ind Engn & Engn Management, Stanford, CA 94305 USA. 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J. Technol. Manage. PY 2000 VL 20 IS 3-4 BP 373 EP 387 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 364LK UT ISI:000089893700009 ER PT J AU Coman, A TI IPVM: IT support of concurrent product development teams SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge management; concurrent engineering; GDSS; collaborative work; groupware; management of technology; power; conflict; negotiation; motivation; supply chain management; quality function deployment; Japanese management ID INFORMATION AB R&D executives face the difficult task of knowledge-management over heterogeneous Concurrent-Engineering (CE) teams in an environment of time pressure, uncertainty and high failure rates. Decision-making is particularly difficult when team members are geographically dispersed, come from a broad range of cultures and disciplines, and interact for a relatively short time period. Global high-tech firms, where stakeholders are dispersed around the world and cannot meet face-to-face on a regular basis, conduct much of the dialogue electronically. Computer support of collaborative work and Group-Decision-Support-Systems (GDSS) in particular facilitates the process. The Intensity-Polarity-Voting-Model (IPVM) that we develop aggregates each decisionmaker's position and intensity on a given issue to generate a group position, the group's aggregate intensity, and the group's level of consensus associated with that particular issue - the associated polarity. The IPVM polarity value is used to focus the discussion on controversial issues and set an optimal agenda for increasing group efficiency. IPVM's intensity measures the level of group competence associated with a given issue. Low intensity issues may have to be studied further before they can be resolved. IPVM polarity also gauges the level of cohesiveness in the group, a predictor of operational effectiveness. The IPVM is applicable to forecasting, make-or-buy decisions, supply-chain-management, knowledge management, product design, quality-function-deployment, ongoing quality control, and total-quality-management. This paper focuses on an international CE team selecting an original-equipment-manufacturer (OEM) to subcontract a key subsystem. C1 IBM, Watson Res Labs, IL-65153 Tel Aviv, Israel. RP Coman, A, IBM, Watson Res Labs, 1 Hermon St, IL-65153 Tel Aviv, Israel. 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J. Technol. Manage. PY 2000 VL 20 IS 3-4 BP 388 EP 404 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 364LK UT ISI:000089893700010 ER PT J AU Tschirky, H TI On the path of enterprise science?: an approach to establishing the correspondence of theory and reality in technology-intensive companies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE enterprise science; technology management; models of technology management; teaching technology management ID RESOURCE-BASED THEORY; FIRM AB A comparison of common general management approaches and the problems encountered in enterprise management at present reveals a critical gap between management theory and technological reality. This is apparent in the fact that the threat to existence due to technological change currently experienced by an increasing number of companies is not addressed by current theories of company management. The notion of 'enterprise science' is proposed as a means of closing this gap. This approach is oriented towards scientific, integrative solutions to non-trivial enterprise management problems. Its potential for realization is explored in an illustration of current teaching and research activities at the ETH Zurich. C1 ETH Zurich, Ctr Enterprise Sci, Grp Technol & Innovat Management, Swiss Fed Inst Technol, CH-8028 Zurich, Switzerland. RP Tschirky, H, ETH Zurich, Ctr Enterprise Sci, Grp Technol & Innovat Management, Swiss Fed Inst Technol, Zurichbergstr 18, CH-8028 Zurich, Switzerland. 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J. Technol. Manage. PY 2000 VL 20 IS 3-4 BP 405 EP 428 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 364LK UT ISI:000089893700011 ER PT J AU Frenkel, A Maital, S Grupp, H TI Measuring dynamic technical change: a technometric approach SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technical change; technomoetrics; dynamic; intertemporal; sensors AB The propose of this paper is to extend the microeconomic benchmarking approach known as 'technometrics'. We offer a novel approach to measuring technical change at the product level, based on intertemporal comparison of product characteristics, using objective performance measures. The goal of the study is to provide a straightforward tool for benchmarking technological sophistication that can be portrayed graphically and shows how technological capabilities have changed between two points in time. This paper extends the static analysis of a previous paper [1], as it again deals with sensors, and implements the dynamic technometric approach on the updated sensor data. C1 Technion Israel Inst Technol, Samuel Neaman Inst Adv Studies Sci & Technol, IL-32000 Haifa, Israel. Fraunhofer Inst Syst & Innovat Res, Karlsruhe, Germany. RP Frenkel, A, Technion Israel Inst Technol, Samuel Neaman Inst Adv Studies Sci & Technol, IL-32000 Haifa, Israel. CR GRUPP H, 1988, HDB QUANTITATIVE STU, P611 GRUPP H, 1997, TECHNOLOGY INNOVATIO, P177 GRUPP H, 1998, FDN EC INNOVATION TH GRUPP H, 1998, R&D MANAGE, V28, P65 KOSCHATZKY K, 1996, INT J TECHNOL MANAGE, V11, P667 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P485 NR 6 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 2000 VL 20 IS 3-4 BP 429 EP 441 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 364LK UT ISI:000089893700012 ER PT J AU Kuhn, J TI The role of continuous improvement within globalization SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE globalization; continuous improvement; transregional logistics; global player strategies and roles AB In recent times almost every day company mergers and acquisitions are announced to gain a better position in the dawn of globalization. By becoming a global player a company deals with different economically developed regions being linked to each other with an increasing exchange of products and services. Especially products are affected by regional technical, economical or demand peculiarities - despite the companies' intention to create a worldwide standardized product. To sustain that tension between localization and globalization DaimlerChrysler brand Mercedes-Benz is focusing on both: the worldwide unique brand image in terms of quality and superior performance as well as a regional touch by establishing plants and sales subsidiaries and localizing the product according to technical requirements. But this regionally tailored approach is triggering a tremendous challenge for Mercedes-Benz: To encapsulate the 'Made in Germany' philosophy within the term 'Made by Mercedes-Benz'. Since it needs continuous effort to reach that target Continuous Improvement (CI) is one of the core methodologies to sustain and transfer know-how across different regions to guarantee the quality and spirit of Mercedes-Bent vehicles. C1 DaimlerChrysler AG, Sindelfingen Plant, Ctr VTD, CKD,HPC, D-71059 Sindelfingen, Germany. RP Kuhn, J, DaimlerChrysler AG, Sindelfingen Plant, Ctr VTD, CKD,HPC, G105, D-71059 Sindelfingen, Germany. CR ANSOFF HI, 1990, IMPLANTING STRATEGIC, P383 BULLINGER HJ, 1972, WT Z IND FERTIGUNG, V72, P16 GHOSHAI S, 1998, MANAGING BORDERS, P121 HENZLER H, 1985, MANAGER MAGAZIN, P176 KUHN J, 1998, Z BETRIEBSWIRT, V9, P942 MEFFERT H, 1990, GLOBALES MANAGEMENT, P93 MORAN R, 1994, GLOBAL CHALLENGE, P34 PERLMUTTER V, 1969, COLUMBIA J WORLD BUS, V2, P9 PFOHL HC, 1996, LOGISTIKSYSTEME, P71 SAMUELSON P, 1998, ECONOMICS, P102 YIP GS, 1989, SLOAN MANAGEMENT FAL, P29 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 2000 VL 20 IS 3-4 BP 442 EP 458 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 364LK UT ISI:000089893700013 ER PT J AU Tschirky, H Escher, JP Tokdemir, D Belz, C TI Technology marketing: a new core competence of technology-intensive enterprises SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology management; technology marketing; technology trade; technology market; technology sourcing; technology selling AB Even in the area of technology, firms are increasingly contracting in from external sources, or contracting out their own work to third parties. This involves the areas of licensing, R&D cooperation, production and OEM briefs and commerce in technologically demanding components and part-products. The carrying out of such technology business, here christened 'Technology Marketing', is dependent upon new processes and concepts, because known marketing methods do not sufficiently take into account the knowledge-defined uniqueness of technologies as the object of commerce. This paper is the result of a cooperative research study carried out by the ETH Center for Enterprise Science (formerly BWI, Section for Technology and Innovation Management) and the Research Institute for Sales and Commerce of the University of St Gall. C1 ETH Zurich, Swiss Fed Inst Technol, Sect Technol & Innovat Management, Ctr Enterprise Sci, CH-8028 Zurich, Switzerland. Univ St Gall, HSG, FAH, Res Inst Sales & Commerce, CH-9000 St Gallen, Switzerland. RP Tschirky, H, ETH Zurich, Swiss Fed Inst Technol, Sect Technol & Innovat Management, Ctr Enterprise Sci, Zurichbergstr 18, CH-8028 Zurich, Switzerland. CR 1998, NEUE ZURCHER ZE 0704 1999, EETTIMES ONLINE 0706 1999, FINANZ WIRTSCHA 1110 1999, NIKKEI WEEKLY 1206 1999, SEMICONDUCTORS 0709 2000, FINANCIAL TIMES 0112 BELZ C, 1998, AKZENTE INNOVATIVEN, P257 BRODBECK H, 1995, UNTERNEHMUNG, V49, P109 BRUMM G, 1992, KONZEPT SYNERGIE VER KOTLER P, 1999, MARK MANAG, P16 TSCHIRKY H, 1998, TECHNOLOGIE MANAGEME WEINHOLD H, 1991, MARKETING 20 LEKTION, V21 NR 12 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 2000 VL 20 IS 3-4 BP 459 EP 474 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 364LK UT ISI:000089893700014 ER PT J AU Bowonder, B Miyake, T TI Technology management: a knowledge ecology perspective SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology management; knowledge ecology; evolution; ecosystems; Sharp corp. AB Technology management is managing technological knowledge to sustain competitive edge in an uncertain and competitive business context. This paper developed a framework for analysing technology management issues by combining the knowledge management concepts and ecosystem theory concepts. Technology strategy can be conceptualized as a process of aligning knowledge search, knowledge envisioning, knowledge creation and knowledge evolution with a view to meeting changing customer needs, competitive threats and the future technology trajectory. C1 Adm Staff Coll India, Hyderabad 500082, Andhra Pradesh, India. UN, Ind Dev Org, Investment & Technol Promot Div, A-1040 Vienna, Austria. RP Bowonder, B, Adm Staff Coll India, Hyderabad 500082, Andhra Pradesh, India. CR ALLEE V, 1997, KNOWLEDGE EVOLUTION ARBNOR I, 1997, METHODOLOGY CREATING BOISOT MH, 1998, KNOWLEDGE ASSETS BOWONDER B, 1998, TECHNOLOGY MANAGEMEN, V4, P75 CARR G, 1998, ECONOMIST 0221, P1 CASSON M, 1997, INFORMATION ORG CHOO CW, 1998, KNOWING ORG DAVEPORT TH, 1997, INFORMATION ECOLOGY DODSON EO, 1985, EVOLUTION DOZ YL, 1998, ALLIANCE ADVANTAGE FINE CH, 1998, CLOCKSPEED GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109 GREGORY IC, 1997, PROFIT TIME HAMEL G, 1990, HARVARD BUSINESS MAY, P79 HAMEL G, 1994, COMPETENCE BASED COM, P11 HANNAN MT, 1995, ORG IND, P17 HEDLUND G, 1994, STRATEGIC MANAGE J, V15, P73 HOEREM T, 1996, MANAGING KNOWLEDGE, P116 KLEPPER S, 1997, IND CORPORATE CHANGE, V6, P369 KOTHA S, 1998, EUROPEAN MANAGEMENT, V16, P212 LEWIS CP, 1997, BUILDING SHARED VISI LIEBOWITZ J, 1998, KNOWLEDGE ORG LINSTONE H, 1986, TECHNOLOGICAL SUBSTI MERRELL DJ, 1981, ECOLOGICAL GENETICS MONTGOMERY J, 1997, BYTE, V22, P58 NELSON RR, 1982, EVOLUTIONARY THEORY NONAKA I, 1991, HARWARD BUSINESS REV, V71, P96 NONAKA I, 1995, KNOWLEDGE CREATING C ROSS RH, 1962, SYNTHESIS EVOLUTIONA SANCHEZ R, 1996, DYNAMICS COMPETENCE SPENDER JC, 1998, MANAGERIAL ORG COGNI, P13 SWANN GMP, 1998, DYNAMICS IND CLUSTER TAPSCOTT D, 1996, DIGITAL EC TEECE DJ, 1998, CALIF MANAGE REV, V40, P55 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 2000 VL 19 IS 7-8 BP 662 EP 684 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 325FJ UT ISI:000087665300002 ER PT J AU Pillai, AS Rao, KS TI High technology product development: technical and management review system SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE high technology projects; review system; multi-project management ID PROJECTS AB In a high technology product development environment, due to large uncertainty and complexity, decision making becomes very difficult, a review system provides a means for systematically dealing with this uncertainty and complexity. This paper intends to bring out a typical review system for high technology product development projects, based on the experiences of the Indian Guided Missile Programme. In order to gain a deeper understanding of the review system, the high technology product development environment has been modelled and the review system has been characterized for use in similar projects. The need for integration of decision making at various levels, integrated implication analysis of technical and managerial issues, special tools for decision collation and conflict resolution in a multi-project environment have been highlighted. The Indian experience shows that as we move from a traditional project environment towards a high technology environment, the review system attains greater significance and become vital for the success of the project. C1 Def Res & Dev Org, New Delhi 110011, India. RP Pillai, AS, Def Res & Dev Org, 117-B,B Wing, New Delhi 110011, India. CR *THREE M M MAN TEA, 1994, MAST M BRIAN WM, 1985, MANAGING HIGH TECHNO GERARD HG, 1996, RES TECHNOLOGY M MAR, P45 PILLAI AS, 1995, INT J PROJECT MANAGE, V13, P39 PILLAI AS, 1996, IPMA 96 WORLD C PROJ, P835 PILLAI AS, 1996, R D MAN C 6 8 MARCH, P322 PILLAI AS, 1996, R&D MANAGE, V26, P57 PILLAI AS, 1997, INT J TECHNOL MANAGE, V14, P712 RUSSEL DA, 1976, MANAGING HIGH TECHNO SILVERMAN M, 1987, ART MANAGING TECHNIC NR 10 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 2000 VL 19 IS 7-8 BP 685 EP 698 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 325FJ UT ISI:000087665300003 ER PT J AU Eto, H TI Market analysis of mathematics-based software in an expert-founded venture SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE market assessment; marketability; mathematical technique; mathematical programming; software industry; venture management; project selection; technology push; need pull ID VEHICLE-ROUTING PROBLEM; OPERATIONAL-RESEARCH; PROGRAMMING APPROACH; MANAGEMENT; SELECTION; LOCATION; MODELS AB The application of mathematical techniques and the development of related application-ware tend to attract highly educated information scientists trained by mathematics-based education systems, and this preference affects their behaviour in software industries. This paper reports the process and result of market assessment of a mathematical programming (MP) package for a software house to decide whether the MP package development is worth the allocation of the workforce or not. The process started with a literature survey with the aid of science information databases and proceeded to interviews with experts in the 'real world'. This process revealed a gap between technique based and reality-based ways of judgement and the biased behaviour of experts in different fields. Lessons learned from this process are discussed with a view to the implications for high-tech venture management. C1 Chiba Keizai Univ, Dept Management, Inage Ku, Chiba 2630021, Japan. RP Eto, H, Chiba Keizai Univ, Dept Management, Inage Ku, Todoroki Cho, Chiba 2630021, Japan. 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J. Technol. Manage. PY 2000 VL 19 IS 7-8 BP 739 EP 759 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 325FJ UT ISI:000087665300005 ER PT J AU Hosalkar, A Bowonder, B TI Software development management: critical success factors SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE software development; knowledge economy; software risk; enterprise system ID FRAMEWORK; SYSTEMS AB Software risk assessment has become an integral part of software quality management. The pressure to reduce software development cycle time is inducing firms to adopt an anticipate and prevent approach to software development failures. There are four classes of software development projects, namely: conversion projects, client specific projects, packaged software and enterprise system software. The critical success factors for each of these classes differ widely as the user requirements are different. The software development. management has to consider the specific aspects while conceptualizing and developing software. C1 Adm Staff Coll India, Hyderabad 500082, Andhra Pradesh, India. RP Hosalkar, A, 250 Acad St, Jersey City, NJ 07306 USA. CR *WORLD BANK, 1998, WORLD DEV REP 1998 AOYAMA M, 1997, INT J TECHNOL MANAGE, V14, P739 ASHRAFI N, 1998, INT J TECHNOL MANAGE, V16, P532 BAUMER D, 1997, COMMUN ACM, V40, P52 BLACKBURN JD, 1996, IEEE T ENG MANAGE, V43, P179 BROUTHERS KD, 1997, LONG RANGE PLANN, V30, P518 CARMEL E, 1997, J HIGH TECHNOLOGY MA, V8, P129 ELSTROM P, 1998, BUSINESS WEEK, V3586, P48 FAYAD ME, 1997, COMMUN ACM, V40, P32 FLOWERS D, 1997, SOFTWARE FAILURE FRASER MD, 1997, COMMUN ACM, V40, P95 GLASS RL, 1995, SOFTWARE CREATIVITY GLASS RL, 1997, SOFTWARE RUNAWAYS HOF RD, 1998, BUS WEEK, V3583, P121 MAJOR J, 1998, RES TECHNOL MANAGE, V41, P48 MCDERMID J, 1991, SOFTWARE ENG HDB MORIGUTI S, 1997, SOFTWARE EXCELLENCE MOUGAYAR W, 1998, OPENING DIGITAL MARK POST H, 1997, STRATEGIC LEARNING K, P189 QUINN JB, 1997, IEEE ENG MANAGEMENT, P62 RHODES L, 1997, HUMAN SIDE MANAGING, P378 SHUMSKAS AF, 1998, TOTAL QUALITY MANAGE, P190 TAPSCOTT D, 1998, BLUEPRINT DIGITAL EC TAPSCOTT D, 1998, GROWING DIGITAL YOFFIE DB, 1996, CALIF MANAGE REV, V38, P31 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 2000 VL 19 IS 7-8 BP 760 EP 772 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 325FJ UT ISI:000087665300006 ER PT J AU Jolly, D TI Three generic resource-based strategies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE resource-based theory; exploitation; stretching; sourcing; multivalence of resources; transversal organization; cross-fertilization ID CORE COMPETENCES; RIGIDITIES; BUSINESS AB The heterodox resource-based approach differs from the orthodox outside-in approach in that the performance of a firm is regarded as the result of the competitive value of its resources rather than a function of the characteristics of the environment in which it operates. Intangible resources, such as intellectual capital, arise in this framework as idiosyncratic resources from which a firm captures rent. Relying on the resource-based theory, this paper suggests that three generic resource-based strategies should be distinguished: 1 the market stretcher, 2 the techno explorer, 3 the full deployer. The examination of a set of case studies tends to show that high growth is usually reached through a commitment to a full deployment strategy. All three are intrinsically oriented towards innovation. C1 Grp ESC Grenoble, F-38003 Grenoble 01, France. RP Jolly, D, Grp ESC Grenoble, BP 127,12 Rue P Semard, F-38003 Grenoble 01, France. CR *GEST, 1986, GRAPP TECHN NOUV STR ABETTI PA, 1996, INT J TECHNOL MANAGE, V11, P412 ARREGLE JL, 1995, REV FRANCAISE GE SEP, P84 BAKKER H, 1994, LONG RANGE PLANN, V27, P13 BARRAND J, 1995, CAHIERS MANAGEMENT T, V13, P5 BUZZELL RD, 1987, PIMS PRINCIPLES LINK CHAPELET B, 1998, INT J TECHNOL MANAGE, V15, P10 COATES D, 1996, INT J TECHNOL MANAGE, V11, P441 COOMBS R, 1996, R&D MANAGE, V26, P345 EWING DW, 1968, PRACTICE PLANNING GIGET M, 1984, 40 CPE MIN IND RECH GIGET M, 1988, FUTURES, V20, P147 GRANT RM, 1991, CALIF MANAGE REV, V33, P114 HAMEL G, 1990, HARVARD BUSINESS MAY, P79 HAMEL G, 1993, HARVARD BUS REV, V71, P75 HUMBERT M, 1997, EUROPEAN MANAGEMENT, V15, P658 HUMBERT M, 1997, GESTION 2000, V13, P101 JOLLY D, 1996, CAHIERS MANAGEMENT T, V16, P37 KNOTT P, 1996, INT J TECHNOL MANAGE, V11, P494 LEARNED EP, 1965, BUSINESS POLICY TEXT LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 PORTER ME, 1980, COMPETITIVE STRATEGY PRAHALAD CK, 1993, RES TECHNOL MANAGE, V36, P40 STALK G, 1992, HARVARD BUSINESS MAR, P57 VERY P, 1993, LONG RANGE PLANN, V26, P80 WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 NR 26 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 2000 VL 19 IS 7-8 BP 773 EP 787 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 325FJ UT ISI:000087665300007 ER PT J AU Chaturvedi, KJ Rajan, YS TI New product development: challenges of globalization SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; invention; research; product process-development; linkages; networking; collaboration product-categories; product-innovation; process-innovation know-how; transfer; development; commercialization; policy; market; industry; trends; strategies ID TECHNOLOGICAL INNOVATION AB The dramatic changes in consumption and consumer patterns together with the growth of international megabrand products have put heavy pressure on industry to change its way of doing business, especially its New Product Development (NPD). Strategies such as transfer, merger, acquisition and collaboration are becoming the growing trend nowadays. The success of new products depends mostly on the new product development process and management. Factors which affect the industry are related to the types of new product development, R&D organization, the R&D anti marketing interface related to new product development and nature of the business. This paper discusses the role of R&D, enterprise, and the government etc. in promoting product development. Some cases and criteria for the evaluation of these activities are reviewed. Policies concerning product development are briefly mentioned. Technology development and transfer activities are discussed in the context of product or process improvement. Partnerships are then discussed and the typology of technological - strategic alliances is presented. C1 Confederat Indian Ind, New Delhi 110003, India. RP Chaturvedi, KJ, Confederat Indian Ind, Gate 31,JN Stadium,Lodhi Rd, New Delhi 110003, India. CR *CONF IND IND, BACKGR PAP TECHN SUM *CSIR, STAT REP S T IND 199 *NAT SCI FDN, 1973, 667 NSF ACHILLADELIS B, 1990, RES POLICY, V19, P1 COOPER C, 1994, TECHNOLOGY INNOVATIO, P1 DODGSON M, HDB IND INNOVATIONS, P160 FREEMAN C, 1982, EC IND INNOVATIONS RAJAN YS, 1996, WORKSH ECE ED RES IN TEECE DJ, 1986, RES POLICY, V15, P285 UTTERBACK JM, 1975, OMEGA-INT J MANAGE S, V3, P639 NR 10 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 2000 VL 19 IS 7-8 BP 788 EP 805 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 325FJ UT ISI:000087665300008 ER PT J AU Howells, J TI International coordination of technology flows and knowledge activity in innovation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; knowledge; international technology transfer; multinational enterprise; ICTs; intra-firm technology transfer flows ID RESEARCH-AND-DEVELOPMENT; MULTINATIONAL-ENTERPRISES; TACIT KNOWLEDGE; FIRM; CORPORATIONS; MANAGEMENT; STRATEGIES; SCOTLAND AB This paper seeks to analyse technology flows and the coordination of knowledge activity within the context of technological innovation in multinational firms. A kev element in analysing how technology is transferred internally within the firm is to consider the wider issue of knowledge and information flows. As the pace of technological change and diffusion has speeded up and the number and age of subsidiary operations has matured, multinationals have been increasingly faced with transferring 'softer' forms of technology and knowledge as the shift of competitive advance towards these more disembodied forms of technological change has become more prominent. Developing this therm the paper concludes by highlighting that concern about intra-firm technology transfer has shifted from moving the direct 'results' of innovation or technical elements to the delivery of a wider 'envelope' or mechanism which allows the transfer of knowledge surrounding the innovation process. C1 Univ Manchester, CRIC, Manchester M13 9PL, Lancs, England. RP Howells, J, Univ Manchester, CRIC, Oxford Rd, Manchester M13 9PL, Lancs, England. 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J. Technol. Manage. PY 2000 VL 19 IS 7-8 BP 806 EP 819 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 325FJ UT ISI:000087665300009 ER PT J AU Wadhwa, S Rao, KS TI Flexibility: an emerging meta-competence for managing high technology SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE flexibility; high technology; management of technology; metacompetence; Innovate-To-Order ID MANUFACTURING SYSTEMS; PRODUCT DEVELOPMENT; FRAMEWORK; MODEL; STRATEGY; TOOLS AB This paper presents a conceptual study on the role of flexibility in managing high technology. The study indicates the existence of a common understanding on the need for competitive performance of high technology enterprises in four dimensions, viz., reduced cycle times, reduced cost, higher quality. and higher levels of customization. Towards this, a large number of IT based strategies like Computer Integrated Manufacturing (CIM), Concurrent Engineering (CE), Cellular Manufacturing (CM), Flexible Manufacturing Systems (FMS), Enterprise Resource Planning (ERP), Supply Chain Management (SCM), Business Process Reengineering (BPR), etc. are being put to use with varied results. After time, cost and quality, customization (or high variety) appears to be the next imperative of high technology competition. A time based competition aiming at mass customization capabilities is emerging. The characterization of high technology management towards this environment yields a novel topology which we refer to as Innovate-To-Order (as an extension to the existing Engineer-To-Order topology). Flexibility, which is the most important enabling factor for customization, is emerging as the key source of competitive advantage. This paper attempts to advance the understanding of flexibility from the point of view of high technology management, by extending the paradigm of manufacturing flexibility. The potential for design flexibility and its judicious integration with the manufacturing flexibility is discussed. A conceptual framework involving a dynamic control of structural, process and resource flexibility is presented and its implications for the Indian context is discussed. Based on our ongoing R&D efforts we indicate the need for a judicious use of Information Technology (IT) to benefit from design flexibility. C1 Indian Inst Technol, Dept Mech Engn, New Delhi 110016, India. Def Res & Dev Org, New Delhi, India. RP Wadhwa, S, Indian Inst Technol, Dept Mech Engn, New Delhi 110016, India. CR 1992, MCGRAWHILL ENCY SCI, V18, P151 1993, NEW ENCY BRITANNICA, V11, P601 1993, NEW ENCY BRITANNICA, V28, P440 ANDERSON DL, 1997, SUPPLY CHAIN MAN SPR ANDREWS DC, 1994, BUSINESS REENGINEERI AYRES RU, 1992, INT J TECHNOL MANAGE, V7, P17 BARUCH Y, 1997, INT J TECHNOL MANAGE, V13, P179 BENDELL T, 1993, BENCH MARKING COMPET BENJAAFAR S, 1996, INT J PROD RES, V34, P1195 BIDAULT F, 1989, TECHNOLOGY PRICING BRADLEY P, 1995, COMPUT IND, V25, P309 BROWNE J, 1984, FMS MAGAZINE, V2, P114 BROWNE J, 1995, COMPUT IND, V25, P235 BURGELMAN RA, 1996, STRATEGIC MANAGEMENT CHEN LJ, 1996, INT J PROD RES, V39, P379 CHODARI MA, 1994, P FACT 2000 ADV FACT, P196 DASSANCHOY K, 1996, INT J FLEX MANUF SYS, V8, P67 DEGROOTE X, 1994, MANAGE SCI, V40, P933 DOUMEINGTS G, 1995, COMPUT IND, V25, P263 ETTLIE JE, 1994, MANAGE SCI, V40, P1444 FITZGERALD A, 1997, IEEE C PUBLICATION, V435 FUNK JL, 1997, IEEE T ENG MANAGE, V44, P305 GERWIN D, 1993, MANAGE SCI, V39, P395 HIGGINS P, 1996, MANUFACTURING PLANNI HO KF, 1994, P FACT 2000 ADV FACT, P189 HRADESKY JL, 1995, TOTAL QUALITY MANAGE HUNT DV, 1993, REENGINEERING HUSAIN Z, 1997, INT J TECHNOL MANAGE, V14, P539 HUTCHINS D, 1988, JUST TIME KING N, 1996, IEEE T ENG MANAGE, V43, P189 KOGUT B, 1994, MANAGE SCI, V40, P123 KRISHNAN V, 1997, MANAGE SCI, V43, P437 LAPID K, 1997, PORTL INT C MAN TECH LIKER JK, 1996, IEEE T ENG MANAGE, V43, P165 LITTLE D, 1997, IEEE C PUBLICATION, V435 LOCKAMY A, 1994, REENGINEERING PERFOR MAR BR, 1985, MANAGING HIGH TECHNO METZ PJ, 1998, SUPPLY CHAIN MAN WIN MOLINA A, 1995, RES ENG DES, V7, P38 MOTWANI J, 1998, INT J OPER PROD MAN, V18, P964 NELSON RR, 1989, TECHNOLOGY WEALTH NA PIPLANI R, 1995, INT J PROD RES, V33, P2181 POOLTON J, 1996, P I MECH ENG B-J ENG, V210, P321 RAO AS, 1994, MANAGEMENT TECHNOLOG RIDGWAY K, 1992, INT J PROJECT MANAGE, V10, P145 SOBEK DK, 1996, MECH ENG JUL, P78 SOHLENIUS G, 1992, ANN CIRP, V41, P645 STEELE LW, 1989, MANAGING TECHNOLOGY TENNER AR, 1997, PROCESS REDESIGN THOMKE SH, 1997, RES POLICY, V26, P105 TINCKNELL DJ, 1996, INT J PROD RES, V34, P19 ULRICH K, 1995, RES POLICY, V24, P419 WADHWA S, 1990, INT J FLEX MANUF SYS, P253 WADHWA S, 1997, COMPUT IND ENG, V32, P557 WADHWA S, 1998, INT J STUDIES INFORM, V7 WADHWA S, 1999, INT J STUDIES INFORM, V8 WAINWRIGHT CER, 1994, P FACT 2000 ADV FACT, P294 ZYSMAN J, 1996, INT J TECHNOL MANAGE, V12, P651 NR 58 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 2000 VL 19 IS 7-8 BP 820 EP 845 PG 26 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 325FJ UT ISI:000087665300010 ER PT J AU Kumar, V Bhat, JSA TI Dynamics of managing technology in a growing economy - a national perspective: case of India SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology management; response to change; universal representation; integrative framework AB The paper summarizes one of the on-going efforts at the national level to enhance technology management capabilities in the country. While technology management has been accorded considerable importance all along, the dynamics of economic and market environments has led to technology, and consequently its management, acquiring a far more significant role in recent times. While industry, research and academic organizations and other institutions are contributing to enhancing technology capabilities through various measures introduced by them from time to time, The Government has, on its part, initiated a number of activities for the development, utilization and transfer of technology. One significant step that has been taken is the spearheading of a specific Program, wholly devoted to the cause of Technology Management. The Department of Scientific & Industrial Research in the Ministry of Science & Technology is the nodal centre for this Program. An integrative framework covering knowledge enhancement, facilitation and training has been adopted by the Department to derive benefits both in the short as well as in the long term. Wide-ranging activities have been undertaken in close inter-action with industry. research organizations, technical/management institutes, consultants and others. C1 Govt India, Dept Sci & Ind Res, New Delhi 110016, India. RP Kumar, V, Govt India, Dept Sci & Ind Res, New Mehrauli Rd, New Delhi 110016, India. CR *GOV IND DEP SCI I, 1997, TECHN MAN *GOV IND DEP SCI I, 1998, ANN REP 1997 98 BADAWY MK, 1996, INT J TECHNOLOGY MAN, V12 BETZ F, 1994, INT J TECHNOLOGY MAN, V9 BOWONDER B, 1994, INT J TECHNOLOGY MAN, V9 HUSSAIN Z, 1997, INT J TECHNOLOGY MAN, V14 YAMANOUCHI T, 1995, NEW STUDY TECHNOLOGY NR 7 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 2000 VL 19 IS 7-8 BP 846 EP 863 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 325FJ UT ISI:000087665300011 ER PT J AU Bowonder, B Miyake, T TI Technology strategy of Toshiba Corporation: a knowledge evolution perspective SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology strategy; Toshiba; LCD; knowledge evolution; knowledge management AB Toshiba is one of the most innovative Japanese firms. The paper analyses the knowledge management systems used at Toshiba. Knowledge based strategies are superior and this involves knowledge evolution, fusion. complementing, enhancement and spin-off. Through strategic alignment of people, business processes and technological knowledge,gets integrated. The result of the strong strategic alignment is the evolution of a competitive edge, as indicated by the examples. C1 Adm Staff Coll India, Hyderabad 500082, Andhra Pradesh, India. UN, Ind Dev Org, Investment Technol Promot Branch, A-1400 Vienna, Austria. RP Bowonder, B, Adm Staff Coll India, Bella Vista, Hyderabad 500082, Andhra Pradesh, India. CR *AIST, 1998, R D IND JAP *TOSH CORP, 1995, ANN REP *TOSH CORP, 1998, ANN REP AOI J, 1995, TECHNOL FORECAST SOC, V49, P215 BOISOT H, 1998, KNOWLEDGE ASSETS BOWONDER B, IN PRESS INT J TECHN BOWONDER B, 1997, UNPUB EUROPEAN MANAG BOWONDER B, 1998, TECHNOLOGY MANAGEMEN, V4, P75 BROWNLIE D, 1997, MARKETING BOOK, P97 DIAMANCESU D, 1996, WORLD CLASS NEW PROD DIMANCESU D, 1992, SEAMLESS ENTERPRISE FRUIN WM, 1997, KNOWLEDGE WORKS MANA LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG MICHELSON RC, 1998, MICRO AIR VEHICLE EN MURAKAMI T, 1991, STRATEGY CREATION NONAKA I, 1995, KNOWLEDGE CREATING C PORTER ME, 1996, HARVARD BUS REV, V74, P61 SANCHEZ R, 1997, STRATEGIC MANAGEMENT, V15, P303 TATSUNO S, 1990, CREATED JAPAN TEECE DJ, 1998, CALIF MANAGE REV, V40, P55 UPTON DM, 1998, DEIGNING MANAGING IM, P34 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 2000 VL 19 IS 7-8 BP 864 EP 895 PG 32 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 325FJ UT ISI:000087665300012 ER PT J AU Lan, P TI Changing production paradigm and the transformation of knowledge existing form SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE medium form of technology; knowledge/technology transformation pattern; Fordism; post-Fordism and value migration AB There are many studies concerning the changes in the production paradigm. However, few of them put knowledge transformation as a centrepiece to examine its role in forging the production system. This paper, by introducing an idea of three-existing-form of technology, argues that Fordism is nurtured by a stable and one-step knowledge transformation pattern. In contrast, post-Fordism is nurtured by a dynamic multi-stage, multi-path and multi-centre knowledge transformation pattern. C1 Queensland Univ Technol, Sch Mkt & Int Business, Brisbane, Qld 4001, Australia. RP Lan, P, Queensland Univ Technol, Sch Mkt & Int Business, 2 George St,GPO Box 2434, Brisbane, Qld 4001, Australia. CR *IND COMM, 1995, COMP HARDW SOFTW REL *OECD, 1988, TRANSF TECHN MULT CO *UNCTC ESCAP, 1984, COSTS COND TECHN TRA ADEOBA A, 1990, JOINT VENTURES CHANN, P107 BALDWIN CY, 1997, HARVARD BUSINESS SEP, P84 BETZ F, 1998, MANAGING TECHNOLOGIC BOYER R, 1997, FORDISM GATES B, 1998, ECONOMIST 0613, P17 GEORGHIOU L, 1986, POSTINNOVATION PERFO GOMULKA S, 1990, THEORY TECHNOLOGICAL GOULET D, 1989, UNCERTAIN PROMISE HAOS RM, 1966, SCI TECHNOLOGY MARKE HILL C, 1998, GLOBAL BUSINESS TODA HOBDAY M, 1991, WORLD DEV, V19, P375 HOUNSHELL DA, 1984, AM SYSTEM MASS PRODU IANSITI M, 1997, HARVARD BUSINESS MAY, P69 JEGATHESAN J, 1990, JOINT VENTURES CHANN KRANZBERG M, 1986, POLITICAL EC INT TEC LAN P, 1996, TECHNOLOGY TRANSFER LAN P, 1998, P 2 INT S MAN TECHN, P73 MCINTYER JR, 1986, POLITICAL EC INT TEC MEISSNER F, 1988, TECHNOLOGY TRANSFER METHE DT, 1991, TECHNOLOGY COMPETITI NONAKA I, 1996, TECHNOL SOC, V18, P203 ROSENBURG N, 1982, INSIDE BLACK BOX TEC SCHMOOKLER J, 1966, INVENTION EC GROWTH SCHUMPETER JA, 1939, BUSINESS CYCLES STEUER MD, 1973, IMPACT FOREIGN DIREC THUROW LC, 1997, HARVARD BUSINESS SEP, P94 VANDERKNAAP GA, 1987, NEW TECHNOLOGY REGIO 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 2000 VL 20 IS 1-2 BP 44 EP 57 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 325FL UT ISI:000087665500003 ER PT J AU Lefebvre, LA Lefebvre, E TI Virtual enterprises and virtual economy: manifestations and policy challenges SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE virtual enterprise; industry and product value chains; emergence of the virtual economy AB This paper investigates some of the manifestations and major forces driving the emergence of the new economy. A model of the virtual enterprise is proposed and investigated in the context of a virtual industry value chain. The transition to the virtual economy is definitely technology-driven but is also shaped by social, economic and institutional forces. As such, it raises a number of significant issues presented as propositions concerning the new governance, restructuring, and social distancing. C1 Ecole Polytech, Dept Math & Ind Engn, Montreal, PQ H3A 2A5, Canada. CIRANO, Montreal, PQ H3A 2A5, Canada. RP Lefebvre, LA, Ecole Polytech, Dept Math & Ind Engn, 2020 Univ St,25th Floor, Montreal, PQ H3A 2A5, Canada. CR 1997, BUSINESS WEEK 0505, P5 1997, ECONOMIST 0510, P3 *MITI, 1997, AG DIG EC RAP PROGR *NRC, 1991, RES MAN TECHN UNL HI *OECD, 1996, KNOWL BAS EC *US DEP TREAS, 1996, SEL TAX POL IMPL GLO ARTHUR WB, 1996, HARVARD BUSINESS JUL BARTLETT CA, 1995, TRANSNATIONAL MANAGE CAMPBELL A, 1998, INT J TECHNOL MANAGE, V15, P82 DAVIDOW WH, 1992, VIRTUAL CORPORATION DRUCKER PF, 1991, HARVARD BUS REV, V69, P69 DRUCKER PF, 1993, POSTCAPITALIST SOC FRANK J, 1995, CANADIAN SOCIAL TREN HAYNES S, 1994, PRINCIPLES ELECT COM HOWITT P, 1996, IMPLICATIONS KNOWLED KAHIN B, 1997, BORDERS CYBERSPACE I KALAKOTA R, 1997, ELECT COMMERCE KLINE J, 1993, TRANSNATIONAL CORPOR, V2, P153 KOKURYO J, 1997, ROLE PLATFORM BUSINE LEFEBVRE LA, 1998, MANAGEMENT TECHNOLOG, P13 MANSELL R, 1993, NEW TELECOMMUNICATIO ROSECRANCE R, 1988, KNOWLEDGE EC, P35 SCIADIAS G, 1996, LINKING INFORMATION STALK G, 1992, HARVARD BUSINESS MAR, P57 TAPSCOTT D, 1996, ECONOMIST 0525, P6 THUROW LC, 1998, KNOWLEDGE EC, P199 TUSHMAN ML, 1996, STRATEGIC MANAGEMENT, P33 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 2000 VL 20 IS 1-2 BP 58 EP 71 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 325FL UT ISI:000087665500004 ER PT J AU Antonelli, C Geuna, A Steinmueller, WE TI Information and communication technologies and the production, distribution and use of knowledge SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE information and communication technologies; technological communication; localized technological knowledge; Internet ID INDUSTRIAL-RESEARCH; UNITED-STATES; FIRMS AB The interaction between the development of information and communication technologies and the evolution of the organization of the generation of new knowledge is twofold. Information and communication technologies change the process and the organization of the accumulation of new knowledge. The new conditions for the accumulation of technological knowledge and the elaboration of an appropriate institutional and organizational set-up in turn do affect the pace and direction of the technological convergence upon which the evolution of information and communication technologies rests. C1 Univ Turin, Dipartimento Econ, I-10124 Turin, Italy. Univ Sussex, Sci Policy Res Unit, Brighton BN1 9RF, E Sussex, England. RP Antonelli, C, Univ Turin, Dipartimento Econ, Via Po 53, I-10124 Turin, Italy. 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J. Technol. Manage. PY 2000 VL 20 IS 1-2 BP 72 EP 94 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 325FL UT ISI:000087665500005 ER PT J AU Miles, I Andersen, B Boden, M Howells, J TI Service production and intellectual property SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; intellectual property; services; knowledge-based economy AB Service firms and sectors are emerging as important players in the innovation process. The intangible nature of many service innovations creates challenges for Intellectual Property Right (IPR) systems. IPR systems both shape and are shaped by structural changes in the economy, and the technologies being employed. It is well known that many service firms do not patent, and that the patent system has largely been developed to deal with more tangible innovations. This study considers the issues that arise in this context. It presents empirical material concerning the management of knowledge, innovation, and Intellectual Property in Knowledge Intensive Business Services (KIBS). Different branches of the service sector are founded on very different knowledge bases; and there are also persistent differences in the activities performed by service firms of different sizes. Accordingly, though they have much in common where it comes to the management of expertise and the use of Information Technology (IT), they may follow dissimilar innovation trajectories, and adopt highly variegated strategies. C1 Univ Manchester, PREST, Manchester M13 9PL, Lancs, England. RP Miles, I, Univ Manchester, PREST, Oxford Rd, Manchester M13 9PL, Lancs, England. 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J. Technol. Manage. PY 2000 VL 20 IS 1-2 BP 95 EP 115 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 325FL UT ISI:000087665500006 ER PT J AU Bolisani, E Scarso, E TI Electronic communication and knowledge transfer SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE inter-organizational knowledge transfer; knowledge management; communication models; electronic communication ID TACIT KNOWLEDGE; MANAGEMENT; INNOVATION; PERSPECTIVE; STRATEGY; CREATION; ASSETS; FIRM AB The paper focuses on the process of inter-organizational knowledge transfer and on the potential of Electronic Communication systems (ElCom). First, the different forms of knowledge exchanged by firms are classified. Then, different models are proposed of inter-organizational communication, in order to describe each particular kind of knowledge transfer process. As a result, it is argued that, although today various ElCom applications are available, a universal communication tool is far from being available, so that different applications may be necessary for any specific communication need of the users. In particular, since the most critical challenge is represented by tacit communication, it is discussed that the development of ElCom systems for such kind of communication depends on the availability of a wide range of tools for carrying a large variety of contents. At the same time, any effective solution requires customizing in accordance with the specific needs. C1 Univ Padua, Dipartimento Tecn & Gest Sistemi Ind, I-36100 Vicenza, Italy. Univ Modena, Dipartimento Sci Ingn, I-41100 Modena, Italy. RP Bolisani, E, Univ Padua, Dipartimento Tecn & Gest Sistemi Ind, Stradella Sau Nicola 3, I-36100 Vicenza, Italy. 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J. Technol. Manage. PY 2000 VL 20 IS 1-2 BP 116 EP 133 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 325FL UT ISI:000087665500007 ER PT J AU Michellone, G Zollo, G TI Competencies management in knowledge-based firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE evaluation systems; individual competencies; knowledge ID ORGANIZATIONAL-EFFECTIVENESS AB As people are called to transform data, information and past experiences into effective knowledge, the management of individual competencies will become more and more important in knowledge-based firms. This paper presents both theoretical and practical aspects concerning the management of competencies, based on a seven year field research conducted in a large R&D firm. The main conclusions of the research are: 1) competencies are constructed by organizational members who internee through natural language; 2) it is impossible to separate the act of competencies' identification from the act of evaluation; 3) relevant competencies emerge from explanation discourses delivered by observers in the attempt to justify their judgement about the performance of an individual within given situations; (4) it is possible, by means of fuzzy logic, to design evaluation support systems (ESS) of competencies by analysing explanation discourses. These assumptions are particularly suitable for organizations operating in a turbulent context, where competencies frequently change. C1 Fiat Res Ctr, I-10043 Orbassano, TO, Italy. Univ Naples Federico II, DIS, Fac Ingn, I-80125 Naples, Italy. RP Michellone, G, Fiat Res Ctr, Strada Torino 50, I-10043 Orbassano, TO, Italy. 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J. Technol. Manage. PY 2000 VL 20 IS 1-2 BP 134 EP 155 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 325FL UT ISI:000087665500008 ER PT J AU Stroeken, JHM TI Information technology, innovation and supply chain structure SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE information technology; supply chain innovation; process innovation; SMEs; supply chain integration and reversal AB The link between IT, innovation and supply chain structure is central here. This article is divided into three parts. First, a theoretical analysis of the role of IT in innovation processes. Actually, it involves the total innovation of the supply chain, not merely logistic innovation. The introduction of IT first of all leads to process innovation (internal and external), followed by product innovation in the sense of more diverse, cheaper and customer specific products. Process innovation can best be described in terms of standardization, differentiation, specialization and (vertical and horizontal) integration. Furthermore, a presentation of the empirical results from the following sectors in the Netherlands: hairdressing, dentistry, building, banking, textile industry and car production. The supply chain classification underlying the analysis has been deduced from the composition and the functions of the actors in the supply chain. Supply chain integration and reversal are the central concepts. Finally, we will discuss the success conditions for innovation and the possible incentives, focussing especially on the Small and Medium-sized Enterprises (SME). The conditions for success in IT, innovation and supply chain structure concern the extent of vertical and horizontal integration, the comparative importance of information, the extent of (international) pressure and innovative regulations, and, of great importance, the extent of strategic and organizational insight on the part of management and personnel. RP Stroeken, JHM, Dommel Bldg 1-23,POB 513, NL-5600 MB Eindhoven, Netherlands. CR *RAAD MIDD KLEINB, 1995, RAPP INZ TECHN ADV T *RMK, 1996, BET INF MIDD KLIENB *RMK, 1997, FEIT POT GEBR INF MK *RMK, 1997, MUIS IN HAND INF SAM ABERNATHY W, 1978, TECHNOL REV, P41 BARRAS R, 1990, RES POLICY, V19, P215 BECHTEL C, 1997, INT J LOGISTICS MANA, V8 BESSANT J, 1995, RES POLICY, V24, P97 CHEN IJ, 1994, OMEGA-INT J MANAGE S, V22, P91 CLEMONS EK, 1992, J MANAGEMENT INFORMA, V9, P9 CLEMONS EK, 1993, J MANAGEMENT INFORMA, V10, P9 COOPER C, 1997, INT J LOGISTICS MANA, V8 DIERCKX M, 1999, TECHNOLOGICAL FORECA, V60 DOSI G, 1982, RES POLICY, V11, P147 HEWITT F, 1994, INT J LOGISTICS MANA, V5 HOBBS JE, 1996, SUPPLY CHAIN MANAG, V1, P15 MALONE TW, 1987, COMMUN ACM, V30, P484 MEARSYOUNG B, 1997, OMEGA-INT J MANAGE S, V25, P605 MORTON MSS, 1991, CORPORATION 1990S NELSON RR, 1977, RES POLICY, V6, P36 NOOTEBOOM B, 1992, TECHNOL ANAL STRATEG, V4, P339 PORTER M, 1980, COMPETITIVE STRATEGY PORTER M, 1990, COMPETITIVE ADVANTAG SAVIOTTI P, 1996, TECHNOLOGICAL EVOLUT STOCK JR, 1990, INT J PHYS DISTRIB, V20, P3 STROEKEN J, 1994, BANK EFFECTENBED JUN STROEKEN J, 1994, EDI PDI BOUWSECTOR B STROEKEN J, 1998, PROMETHEUS, V16 TAN DS, 1995, INFO SYST MANAGE, P44 VENKATRAMAN N, 1991, CORPORATION 1990S WILLIAMSON O, 1975, MARKETS HIERARCHIES 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 2000 VL 20 IS 1-2 BP 156 EP 175 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 325FL UT ISI:000087665500009 ER PT J AU Amintas, A de Swarte, T TI The Internet age and the role of telecommunication operators: the case of France Telecom SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Internet; Intranet; telecommunications operators; information system; strategic planning; customer processes; strategic adaptation; France; Telecom ID CONTROL-SYSTEMS; MANAGEMENT; ORGANIZATION; STRATEGY AB In the Internet era, telecommunication operators clearly appear as strategic actors. This paper focuses on some fundamental issues for both management science and FRANCE TELECOM, particularly from the point of view of techno-organizational management. On one hand, our methodology relies on a long-term in-depth inductive case study which was begun in the early 1990s and, on the other, we adopt an analytical approach using a constructivist theoretical framework. The first part deals with the three-dimensional uncertainty which characterizes I;RANCE TELECOM in the context of its privatization and internationalization. The second pare shows why strategic planning can no longer be considered as the touchstone for adaptation to the external environment in the context of a coordinated strategy centred on customer processes. Our third part focuses on FRANCE TELECOM and its Information System (IS). What is the path dependency? What dilemmas are they faced with? How can FRANCE TELECOM evolve from a monopolistic network operator into a 'Net Company'?. C1 Univ Paris Sud, PESOR Lab, Inst Univ Technol Sceaux, F-92330 Sceaux, France. Ecole Natl Super Telecommun, ICI Lab, F-35512 Cesson Sevigne, France. RP Amintas, A, Univ Paris Sud, PESOR Lab, Inst Univ Technol Sceaux, 8 Ave Cauchy, F-92330 Sceaux, France. 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J. Technol. Manage. PY 2000 VL 20 IS 1-2 BP 176 EP 193 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 325FL UT ISI:000087665500010 ER PT J AU Howes, R TI Making governance mechanisms effective in a coordinated industry: the case of construction in the United Kingdom SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE simultaneous construction; management; standardization; modularization; supply chain coordination; supply chain; manufacturing; partnering; benchmarking; systems AB In the construction industry many diverse and specialized firms are connected by complicated contractual relationships along a very fragmented supply chain. In this context, effective coordination of the supply chain would be decisive; but this is instead one of the main problems of this industry. In a perspective of a more competitive environment in which specialisms tend to become deeper, new solutions are advocated. The paper analyses the problems and perspectives of the construction industry in the UK; and illustrates a set of potential managerial solutions. Simultaneous construction management is a focal concept supported by the correct application of standardization and modularization. The recommendations made are intended to provide the basis for further development and application. C1 S Bank Univ, Fac Built Environm, London SW8 2JZ, England. RP Howes, R, S Bank Univ, Fac Built Environm, London SW8 2JZ, England. CR 1997, BRIT PROPERTY FEDERA *CRT, 1996, STAND MOD REP MOD CO BOARDMAN JT, 1996, IEE P-CONTR THEOR AP, V143, P171 BRIDGES AH, 1997, AUTOMAT CONSTR, V6, P45 CHAPMAN C, 1997, INT J PROJECT MANAGE, V6, P63 EGAN, 1998, RETHINKING CONSTRUCT FINNIMORE B, 1989, HOUSES FACTORY SYSTE FLANAGAN R, 1983, LIFE CYCLE COSTING C, P127 GANN D, 1993, FUTURES, P53 GANN D, 1996, INNOVATION JAPANESE GOTTARDI G, 1996, UNCERTAINTY RISK TEC GREEN SD, 1994, INT J PROJECT MANAGE, V12, P49 HARBACK HF, 1994, J MANAGE ENG, V10, P23 HERBERT G, 1984, DREAM FACTORY MADE H HOWES R, 1996, P CIB INT C BEIJ HSIEH TY, 1997, AUTOMATION CONSTRUCT, V6, P63 HUANG ZJ, 1998, COLD REG SCI TECHNOL, V28, P1 IYENGAR SS, 1993, AUTOMATION CONSTRUCT, V1, P371 KOCH R, 1997, 80 20 PRINCIPLE SECR LATHAM M, 1994, CONSTRUCTING TEAM MORRIS J, 1993, LONG RANGE PLANN, V26, P53 MORRIS PWG, 1994, MANAGEMENT PROJECTS NISSEN H, 1978, IND BUILDING MODULAR POTTER M, 1995, SPECIAL PUBLICATION, V113 SCOONES A, 1997, AUTOMATION CONSTRUCT, V6, P23 SKIBNIEWSKI MJ, 1992, AUTOMAT CONSTR, V1, P251 SOUTHWOOD B, 1997, AUTOMATION CONSTRUCT, V6, P33 TANIJIRI H, 1997, AUTOMATION CONSTRUCT, V6, P215 TOWILL D, 1998, CONSTRUCTION MAN APR TUCKER RL, 1992, AUTOMATION CONSTRUCT, P27 WELLS J, 1995, UNU WIDER C HELS AUG WILLIAMS WW, 1995, THESIS S BANK U LOND WONG F, 1995, COMP STUDY AFFORDABL YAMAZAKI Y, 1992, AUTOM CONSTR, V1, P21 NR 34 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 2000 VL 20 IS 1-2 BP 194 EP 213 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 325FL UT ISI:000087665500011 ER PT J AU Vaquero, C Garces, MI Rodriguez-Pomeda, J TI Impact of organization and management on complex technological systems safety: the nuclear lessons SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE complex technological systems; nuclear power plants safety; organizational factors; organizational theory; organizational learning ID OFFSHORE PLATFORMS; KNOWLEDGE AB In complex technological systems, safety is of paramount importance. In recent years, human and management factors have been recognized as frequent root causes of major failures in such modern technologies. We try to summarize a state-of-the-art regarding the analysis of the impact of organizational and managerial aspects on the safety of nuclear power plants including the contributions of the organizational theories and the future research tendencies on this issue. The challenge is to design multidisciplinary and systemic research which tries to integrate technical and social sciences. The potential results could be appropriate to many different domains and transferred to other high reliability organizations. The goal is to understand and limit the occurrence of major failures in such hazardous technologies. Ideas from organizational theory could be especially useful, in order to apply new insights as organizational learning to these organizations. C1 CIEMAT, Fiss Dept, Safety Complex Syst Energy Generat Project, E-28040 Madrid, Spain. RP Vaquero, C, CIEMAT, Fiss Dept, Safety Complex Syst Energy Generat Project, Avda Complutense 22, E-28040 Madrid, Spain. CR 1995, HFGNRS02 *AG INT EN AT, 1987, INSAG1 AG INT EN AT *AG INT EN AT, 1991, INSAG4 AG INT EN AT *AT EN CONTR BOARD, 1997, RES SEM AECB ORG MAN *HLTH SAF EX, 1991, SUCC HLTH SAF MAN *HLTH SAF EX, 1996, MAN SAF NUCL INST *IMC GNRS, 1997, HFGNRS02 IMC ALDER HP, 1997, EC NUCL REG WORK GRO APOSTOLAKIS GE, 1994, PSAM 2 C SAN DIEG CA ARGYRIS C, 1978, ORG LEARNING BATESON G, 1958, NAVEN BAUMONT G, 1995, INT S HUM FACT ORG N BECKER G, 1996, BMU1996454 NAT REAKT BOURRIER M, 1996, THESIS I ET POLITIQU CARROLL JS, 1994, MIT INT PROGRAM ENHA CHARRON S, 1995, REV GEN ELECTR, P9 CHOO CW, 1996, INT J INFORM MANAGE, V16, P329 CHOO CW, 1998, KNOWING ORG ORG US I DAVOUDIAN K, 1994, RELIAB ENG SYST SAFE, V45, P107 EMBREY DE, 1992, RELIAB ENG SYST SAFE, V38, P199 GOLDFEIZ EB, 1996, PSAM 3 C GET GREC HABER SJ, 1993, A3956493 BNL HABER SJ, 1995, ANS IAEA OECD NEA IN HANSEN KF, IN PRESS SYSTEM DYNA HANSEN KF, 1991, ORG MANAGEMENT NUCL HANSEN KF, 1992, ORG MANAGEMENT NUCL HANSEN KF, 1994, ORG MANAGEMENT NUCL HANSEN KF, 1995, ORG MANAGEMENT NUCL HARRISON C, 1996, SAFETY CULTURE SAFET HOLLOWAY D, 1991, CHEMTECH FEB, P82 HOMKE P, 1996, IAEATECDOC860 SAF AS HUDSON PTW, 1988, PSYCHOL ASPECTS MANA, V16 HURST NW, 1993, CEC DGXIIESREDA C OP, P14 HURST NW, 1996, J LOSS PREVENT PROC, V9, P161 JACKSON DH, 1984, NUREGCR3737 BATT HUM JACOBS R, 1994, RELIAB ENG SYST SAFE, V45, P75 JOHNSON WG, 1973, NUREGCR5455 SYST IMP KRAMER JJ, 1995, INT TOP M SAF CULT N LAMIR Z, 1986, FUNDAMENTAL SUPRISE LAPORTE TR, 1987, HIGH RELIABILITY ORG LEHTINEN E, 1995, IAEA INT C ADV OP SA MARCUS AA, 1990, NUREGCR5437 U MINN S MINTZBERG H, 1979, STRUCTURE ORG MINTZBERG H, 1993, STRUCTURE 5 DESIGNIN MOIENI P, 1994, PSAM 2 C SAN DIEG CA NADEL MV, 1984, NUREGCR3601 BATT HUM NEAU E, 1995, INT S HUM FACT ORG N OBRIEN JN, 1991, NUREGCR5538 BNL ENG OLSON J, 1991, CONS M INFL ORG MAN OLSON J, 1997, EC NUCL REG WORK GRO OSBORN RN, 1983, NUREGCR3215 PAC NW L, V1 PATECORNELL E, 1993, RELIAB ENG SYST SAFE, V40, P239 PATECORNELL ME, 1990, SCIENCE, V250, P1210 PATECORNELL ME, 1992, RISK ANAL, V12, P1 PATECORNELL ME, 1993, J OFFSHORE MECH ARCT, V115, P179 PATECORNELL ME, 1996, RELIAB ENG SYST SAFE, V53, P115 PEDLER M, 1991, LEARNING CO STRATEGY PERROW C, 1984, NORMAL ACCIDENTS LIV POWERS J, 1980, NUREGCR1656 TEKN RES PROBST GJB, 1997, PRATIQUE ENTREPRISE QUARANTELLI EL, 1988, J MANAGE STUD, V25, P373 REASON J, 1997, MANAGING RISK ORG AC SCHEIN EH, 1996, SLOAN MANAGEMENT FAL, P9 SEMMER N, 1995, TECHN COMM M ORG FAC SHRIVASTAVA P, 1988, J MANAGE STUD, V25, P285 SPENDER JC, 1996, STRATEGIC MANAGE J, V17, P5 SPROULL, 1990, TECHNOLOGY ORG SUOKAS J, 1995, 1658 VTT TECHN RES C SUOKAS J, 1995, 1689 VTT TECHN RES C TULI RW, 1996, PROCESS SAF ENVIRON, V74, P3 WAHLSTROM B, 1996, 2 INT C HF RES NUCL WAHLSTROM B, 1996, ESREDA AUT SEM SRD A WIDRIG RD, 1984, NUREGCR3645 BATT HUM WIDRIG RD, 1984, NUREGCR4125 BATT HUM WILPERT B, 1991, INFLUENCE ORG MANAGE WILPERT B, 1996, EVENT ANAL SYSTEMIC WREATHALL J, 1990, 18 WAT REACT SAF INF NR 77 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 2000 VL 20 IS 1-2 BP 214 EP 241 PG 28 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 325FL UT ISI:000087665500012 ER PT J AU Mansfield, E TI Intellectual property protection, direct investment and technology transfer: Germany, Japan and the USA SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE intellectual property protection; foreign direct investment; technology transfer AB In earlier papers, I found that the strength or weakness of a country's system of intellectual property protection seems to have a substantial effect, particularly in high-technology industries, on the kinds of technology transferred by many US firms to that country [1,2]. Also, this factor seems to influence the composition and extent of US direct investment there, although the size of the effects seems to differ from industry to industry. The present paper extends these results in two ways. First, the analysis is expanded to include Japanese and German firms, which, of course, are responsible for massive direct investment in developing countries. Second, an econometric model is constructed to estimate the effects of the strength or weakness of intellectual property protection in a developing country on the amount of US direct investment there. The findings indicate that, in relatively high-technology industries like chemicals, pharmaceuticals, machinery, and electrical equipment, a country's system of intellectual property protection often has a significant effect on the amount and kinds of technology transfer and direct investment to that country by Japanese and German, as well as US, firms. Also, when a variety of relevant factors are held constant in an econometric model, the effects of such protection on US foreign direct investment are substantial and statistically significant. C1 Univ Penn, Ctr Econ & Technol, Philadelphia, PA 19104 USA. RP Mansfield, E, Univ Penn, Ctr Econ & Technol, Philadelphia, PA 19104 USA. CR 1994, BUSINESS WEEK 1118 *UN DEP EC SOC DEV, 1993, INT PROP RIGHTS FOR ARTHUR B, 1986, 84 STANF U CTR EC PO BENKO R, 1987, PROTECTING INTELLECT BRAGA CP, 1991, GLOBAL RIVALRY INTEL CULEM CG, 1988, EUROPEAN EC REV, V32, P885 EVENSON R, 1990, SCI TECHNOLOGY LESSO FERRANTINO MJ, 1993, WELTWIRTSCH ARCH, V129, P300 FRISCHTAK C, 1990, INTELLECTUAL PROPERT GRABOWSKI H, 1989, MANAGERIAL DECISION, P27 LEE JY, 1996, REV ECON STAT, V78, P181 MANSFIELD E, 1986, MANAGE SCI, V32, P173 MANSFIELD E, 1993, GLOBAL DIMENSIONS IN MANSFIELD E, 1994, INTELLECTUAL PROPERT MARKUSEN JR, 1990, 3284 NAT BUR EC RES MASKUS KE, 1994, ANAL NEGOTIATING ISS, P401 MODY A, 1990, INTELLECTUAL PROPERT PENROSE E, 1973, ECON J, V83, P768 PFEFFERMANN G, 1994, E ASIA VERSUS LATIN RAPP RT, 1990, J WORLD TRADE, V24, P75 SCAPERLANDA AE, 1969, AM ECON REV, V59, P558 SHERWOOD R, 1990, INTELLECTUAL PROPERT SIEBECK W, 1990, 112 WORLD BANK STOBAUGH R, 1969, HARVARD BUS REV, V47, P129 WHEELER D, 1992, J INT ECON, V33, P57 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 2000 VL 19 IS 1-2 BP 3 EP 21 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PM UT ISI:000086492700002 ER PT J AU Maskus, KE Yang, GF TI Intellectual property rights, foreign direct investment and competition issues in developing countries SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE intellectual property rights; foreign direct investment; competition policy ID TECHNOLOGY-TRANSFER; INTERNATIONAL-TRADE; INNOVATION; PROTECTION; FIRMS AB The relationships between intellectual property rights and foreign direct investment are subtle and complex, though potentially important as developing countries strengthen their systems for protecting such rights. Then is emerging empirical evidence that both investment and licensing of sophisticated technologies depend positively on the strength of intellectual property rights. This may raise concerns about anti-competitive abuse of such rights in developing economies, pointing to the need for complementary regulation to promote dynamic competition. C1 Univ Colorado, Dept Econ, Boulder, CO 80309 USA. Charles River Associates Inc, Washington, DC 20005 USA. RP Maskus, KE, Univ Colorado, Dept Econ, Boulder, CO 80309 USA. CR *UN C TRAD DEV, 1996, TRIPS AGR DEV COUNTR BAUMOL WJ, 1992, PRODUCTIVITY AM LEAD COE DT, 1995, EUR ECON REV, V39, P859 CONTRACTOR FJ, 1980, J INT BUS STUD, V11, P40 DAVIDSON WH, 1985, J INT BUS STUD, V2, P5 DAVIES H, 1977, J IND ECON, V26, P161 DUNNING JH, 1981, INT PRODUCTION MULTI EATON J, 1996, J INT ECON, V40, P251 FERRANTINO MJ, 1993, WELTWIRTSCH ARCH, V129, P300 GLASS A, 1995, UNPUB INTELLECTUAL P GRUBAUGH SG, 1987, REV ECON STAT, V69, P149 HELPMAN E, 1993, ECONOMETRICA, V61, P1247 HOEKMAN B, 1997, 1735 WORLD BANK LAI ELC, 1998, J DEV ECON, V55, P133 LEE JY, 1996, REV ECON STAT, V78, P181 MANSFIELD E, 1985, J IND ECON, V34, P217 MANSFIELD E, 1993, GLOBAL DIMENSIONS IN, P107 MANSFIELD E, 1994, 19 INT FIN CORP MARKUSEN JR, 1984, J INT ECON, V16, P205 MARKUSEN JR, 1995, J ECON PERSPECT, V9, P169 MASKUS KE, 1994, ANAL NEGOTIATING ISS, P401 MASKUS KE, 1995, J INT ECON, V39, P227 MASKUS KE, 1998, WELTWIRTSCH ARCH, V134, P186 MORCK R, 1992, J INT ECON, V33, P41 REICHMAN JH, 1993, UN C TRAD DEV RUGMAN AM, 1986, B ECON RES, V38, P101 TEECE DJ, 1977, ECON J, V87, P242 TEECE DJ, 1986, MULTINATIONAL CORPOR VISHWASRAO S, 1994, J DEV ECON, V44, P381 WHEELER D, 1992, J INT ECON, V33, P57 YANG G, 1998, UNPUB INTELLECTUAL P 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 2000 VL 19 IS 1-2 BP 22 EP 34 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PM UT ISI:000086492700003 ER PT J AU Braga, CAP Fink, C TI International transactions in intellectual property and developing countries SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE intellectual property rights; international trade; foreign direct investment; technology licensing; knowledge transfer ID PATENT PROTECTION; DIRECT-INVESTMENT; RIGHTS; TRADE AB This paper discusses the international dimension of intellectual property protection with an emphasis on the implications for developing countries. It explores the effects of IPRs protection on trade, foreign direct investment, and technology licensing, and reviews empirical evidence in this context. Finally, it discusses how international transactions in intellectual property affect the international transfer of knowledge. C1 World Bank Grp, Washington, DC 20433 USA. RP Braga, CAP, World Bank Grp, 1818 H St NW, Washington, DC 20433 USA. CR *EXP IMP BANK IND, 1997, 53 EXP IMP BANK IND *UN, 1993, INT PROP RIGHTS FOR *UN, 1996, WORLD INV REP 1996 *US CHAMB COMM, 1987, GUID STAND PROT ENF ARROW KJ, 1962, RATE DIRECTION INVEN, P609 BAGCHI AK, 1995, ECON POLIT WEEKLY, V30, P1501 BRAGA CAP, 1990, 112 WORLD BANK, P69 BRAGA CAP, 1992, 974 WORLD BANK BRAGA CAP, 1996, URUGUAY ROUND DEV EC, P381 BRAGA CAP, 1997, PUBLIC POLICY GLOBAL, P99 BRAGA CAP, 1998, DUKE J COMP INT L, V9, P163 CHIN JC, 1988, 2769 NAT BUR EC RES DAVID PA, 1993, GLOBAL DIMENSIONS IN, P19 DEARDORFF AV, 1992, ECONOMICA, V59, P35 DIWAN I, 1991, J INT ECON, V30, P27 DUNNING J, 1979, OXFORD B ECON STAT, V41, P269 DUNNING JH, 1981, WELTWIRTSCHAFTLICHES, V117, P30 ERZAN R, 1992, 973 WORLD BANK EVENSON RE, 1995, HDB DEV EC A, V3, P2209 FERRANTINO MJ, 1993, WELTWIRTSCH ARCH, V129, P300 FINK C, 1997, UNPUB INTELLECTUAL P FINK C, 1999, 2051 WORLD BANK FRISCHTAK CR, 1993, GLOBAL DIMENSIONS IN, P89 GOULD DM, 1996, J DEV ECON, V48, P323 HELPMAN E, 1993, ECONOMETRICA, V61, P1247 KATZ H, 1997, GLOBAL COMPETITIVENE LEE JY, 1996, REV ECON STAT, V78, P181 MANSFIELD E, 1994, 19 IFC WORLD BANK MANSFIELD E, 1995, 27 IFC WORLD BANK MASKUS KE, 1994, ANAL NEGOTIATING ISS, P401 MASKUS KE, 1995, J INT ECON, V39, P227 NOGUES JJ, 1993, DEV ECON, V31, P24 PARK WG, 1996, UNPUB DETERMINANTS I RAPP RT, 1990, 3 NAT EC RES ASS INC REDWOOD H, 1994, NEW HORIZONS INDIA C REICHMAN JH, 1993, 73 UNCTAD SHERWOOD RM, 1997, IDEA, V37, P261 SUBRAMANIAN A, 1995, INT J TECHNOL MANAGE, V10, P252 WATAL J, 1996, WORLD COMPETITION LA, V20, P5 YUSUF AA, 1992, WORLD COMPETITION, V16, P115 NR 40 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 2000 VL 19 IS 1-2 BP 35 EP 56 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PM UT ISI:000086492700004 ER PT J AU Sherwood, RM TI The TRIPS Agreement: benefits and costs for developing countries SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE intellectual property; investment stimulation; trade facilitation AB The likely impact of the TRIPS Agreement on developing countries is considered in comparison with higher and lower levels of intellectual property protection. Human resource development, university technology transfers, venture capital formation, agricultural development, and six other areas are examined under these three levels of protection. Trade facilitation is expected under TRIPS, while local invention will be fostered by private investment stimulation at more robust levels of protection. The impact of TRIPS on public administration is assessed. Judicial system ability to support intellectual property is considered. RP Sherwood, RM, 7617 Leith Pl, Alexandria, VA 22307 USA. CR IN PRESS IDEA J LAW, V39, P4 1990, FIEL, P62 1997, IDEA J LAW TECHNOLOG, V37 *FIEL, 1990, PROT INT PROP RIGHTS ARMSTRONG JA, 1993, GLOBAL DIMENSIONS IN, P192 ARROW KJ, 1962, RATE DIRECTION INVEN BENKO RP, 1988, INTELLECTUAL PROPERT BURSTEIN ML, 1984, EC INQUIRY, V22 DAM KW, 1994, J LEGAL STUD, V23, P247 GRAGA CAP, 1995, URUGUAY ROUND DEV EC GROSSMAN GM, 1991, INNOVATION GROWTH GL JORI G, 1988, MONOGRAPH MANSFIELD E, 1981, EC J MANSFIELD E, 1988, INTELLECTUAL PROPERT MANSFIELD E, 1994, 19 INT FIN CORP MANSFIELD E, 1995, 27 INT FIN CORP MASKUS KE, 1997, POLICY FRAMEWORK KNO RAHN G, 1983, IIC, V14, P449 SHERWOOD RM, 1990, PROPRIEDADE INTELECT SHERWOOD RM, 1994, Q REV EC FINANCE, V35, P101 SHERWOOD RM, 1995, LATIN AM LAW BUSINES, V3 SHERWOOD RM, 1996, OUTLOOK FREE TRADE A SHERWOOD RM, 1997, IDEA J LAW TECHNOLOG, V37 SUBRAMANIAN A, 1995, INT J TECHNOLOGY MAN 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 2000 VL 19 IS 1-2 BP 57 EP 76 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PM UT ISI:000086492700005 ER PT J AU Pack, H TI The cost of technology licensing and the transfer of technology SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology transfer; technology licensing; industrial productivity AB The paper analyses the role of technology licensing in the industrial development of poor countries and the degree to which the prices they pay for technology agreements are excessive. It is argued that in the early stages of industrial development, licensing agreements in industrially advanced sectors are not relevant to the bulk of poor countries. As countries enter into more advanced sectors, technology licensing agreements become more important. Whether poor nations pay excessive amounts for technology transfers is analysed and shown to depend on differing perceptions between licensors and licensees of the appropriate price. C1 Univ Penn, Wharton Sch, Dept Publ Policy & Management, Philadelphia, PA 19104 USA. RP Pack, H, Univ Penn, Wharton Sch, Dept Publ Policy & Management, Philadelphia, PA 19104 USA. CR *UN CTR TRANSN COR, 1978, TRANS CORP WORLD DEV *UNCTAD, 1978, HDB ACQ TECHN DEV CO *UNCTAD, 1981, PLANN TECHN TRANSF D *WORLD BANK, 1979, KOR DEV MACH IND, P134 *WORLD BANK, 1993, E AS EC MIR ARROW K, 1962, RATE DIRECTION INVEN BASANT R, 1996, REV ECON STAT, V78, P187 BRUNO M, 1972, J POLIT ECON, V80, P16 CHUDNOVSKY D, 1981, TRADE DEV WIN CONTRACTOR FJ, 1980, J INT BUSINESS S AUT CORTES M, 1986, TRANSFER PETROCHEMIC EVENSON R, 1995, HDB DEV EC HENNART JF, 1989, J INT BUS STUD, V20, P211 HOBDAY M, 1995, INNOVATION E ASIA CH KIM L, 1997, IMITATION INNOVATION KUMAR N, 1985, ECON POLIT WEEKLY, V20, M103 LALL S, 1987, LEARNING IND MANSFIELD E, 1979, REV EC STAT, V61 MYTELKA LK, 1978, WORLD DEV APR NAGOAKA S, 1989, 6 WORLD BANK IND EN NELSON RR, 1982, EVOLUTIONARY THEORY OZAWA T, 1974, JAPANS TECHNOLOGICAL PACK H, 1982, J DEV EC NOV PACK H, 1987, PRODUCTIVITY TECHNOL RHEE YW, 1984, KOREAS COMPETITIVE E SAGGI K, 1996, REV INT EC, V4, P99 TEECE D, 1976, MULTINATIONAL CORPOR 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 2000 VL 19 IS 1-2 BP 77 EP 97 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PM UT ISI:000086492700006 ER PT J AU Grabowski, HG Vernon, JM TI Effective patent life in pharmaceuticals SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE effective patent life; pharmaceuticals; innovation; generic competition ID DRUG-ACT; COMPETITION; ENTRY AB Effective patent life is lost in pharmaceuticals because of the lengthy time periods required for clinical trials and regulatory approval. A 1984 US law restores some of this lost patent time, while also facilitating generic competition when patents expire. This paper examines this law and the effects of other policy developments on market exclusivity times in pharmaceuticals. It also performs simulation analyses on how proposed legislative reforms would impact on future new drug introductions. C1 Duke Univ, Durham, NC 27708 USA. RP Grabowski, HG, Duke Univ, Box 90097, Durham, NC 27708 USA. CR *FOI SERV INC, 1997, DRUGS PAT 1997 CAVES RE, 1991, BROOKINGS PAPERS EC, P1 DIMASI JA, 1991, J HLTH EC, V10, P107 GILBERT R, 1990, RAND J ECON, V21, P106 GRABOWSKI H, 1996, PHARMACOECONOMICS S2, V10, P110 GRABOWSKI H, 1997, SOC SCI MED, V45, P535 GRABOWSKI HG, 1992, J LAW ECON, V35, P331 GRABOWSKI HG, 1994, HLTH REFORM PHARM IN GRABOWSKI HG, 1994, J HEALTH ECON, V13, P383 GRABOWSKI HG, 1997, SEARCH NEW VACCINES HANSEN B, 1994, PATENTS LICENSIN JUN, P27 LEVIN RC, 1987, BROOKINGS PAPERS EC, V3, P783 MANSFIELD E, 1986, MANAGE SCI, V32, P173 MASSON A, 1985, GENERIC SUBSTITION P NORDHAUS WD, 1969, INVENTION GROWTH WEL REDWOOD H, 1990, PHARM PATENT TERM RE SCHERER FM, 1990, IND MARKET STRUCTURE SCHERER FM, 1995, IND POLICY PHARM IND, P26 SHULMAN SR, 1992, FOOD DRUG LAW J, V47, P363 STATMAN M, 1981, DRUGS HLTH, P140 NR 20 TC 8 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 2000 VL 19 IS 1-2 BP 98 EP 120 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PM UT ISI:000086492700007 ER PT J AU Granstrand, O TI Corporate management of intellectual property in Japan SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE patent management; technology management; patent organization; intellectual property; intellectual capital management ID INNOVATION AB Intellectual property has rapidly become an area of strategic concern for corporate management and technology management within leading companies, with a concomitant growth of IP (intellectual property) resources. The paper describes how large Japanese corporations organize and manage their IP operations which is quite different from the traditional patent organization in Western companies. It appears as if Japanese industry has developed still another area of management from which Western companies have much to learn. The typical IP department in a large Japanese corporation has evolved into a department which is comprehensive regarding IP responsibilities, relatively large, engineer dominated, embedded in a corporate patent culture, and of strategic concern to business, technology and top managers. The paper also describes how this new type of IP organization could be precursory to further extensions and how IP management could be extended into what could be called distributed intellectual capital management. C1 Chalmers Univ Technol, S-41296 Gothenburg, Sweden. RP Granstrand, O, Chalmers Univ Technol, S-41296 Gothenburg, Sweden. CR 1994, FORTUNE 1003, P28 ETEMAD H, 1987, TECHNOVATION, V7, P1 GRANSTRAND O, 1990, RES POLICY, V19, P35 GRANSTRAND O, 1994, IEEE T ENG MANAGE, V41, P355 GRANSTRAND O, 1997, 3 CHALM U TECHN DEP KRECH D, 1962, INDIVIDUAL SOC TXB S MANSFIELD E, 1986, MANAGE SCI, V32, P173 TAYLOR CT, 1973, EC IMPACT PATENT SYS NR 8 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 2000 VL 19 IS 1-2 BP 121 EP 148 PG 28 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PM UT ISI:000086492700008 ER PT J AU Mogee, ME TI Foreign patenting behaviour of small and large firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE patents; foreign patenting; small business AB This research investigated differences in foreign patenting by small and large US businesses. The evidence suggests that a smaller proportion of small business patents are fried outside the US and they are filed in fewer countries, on average, than are large business patents. When only patents that are also filed outside the US are considered, however, there is no difference in the number of countries in which small and large company patents are filed. C1 Mogee Res & Anal Associates, Reston, VA 21090 USA. RP Mogee, ME, Mogee Res & Anal Associates, 11701 Bowman Green Dr, Reston, VA 21090 USA. CR *GELLM RES ASS, 1976, IND INT TRENDS TECHN *SAS I INC, 1990, SAS STAT US GUID, V1 ACS Z, 1990, INNOVATION SMALL FIR CARPENTER MP, 1980, RES MANAGE, V23, P30 CARPENTER MP, 1981, WORLD PATENT INFORMA, V3, P160 EDWARDS KL, 1984, CHARACTERIZATION INN FREEMAN C, 1974, EC IND INNOVATION LERNER J, 1995, J LAW EC OCT LEVIN RC, 1987, BROOKINGS PAPERS EC, V3, P783 MANSFIELD E, 1986, MANAGE SCI, V32, P173 MOGEE M, 1993, INT INDICATORS US PO NARIN F, 1987, RES POLICY, V16, P144 NARIN F, 1988, HDB QUANTITATIVE STU PUTNAM J, 1991, UNPUB WHAT CAN WE RE PUTNAM J, 1997, 1997 NAT BUR EC RES TAYLOR CT, 1973, EC IMPACT PATENT SYS TRAJTENBERG M, 1987, 2457 NAT BUR EC RES NR 17 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 2000 VL 19 IS 1-2 BP 149 EP 164 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PM UT ISI:000086492700009 ER PT J AU Stephan, P Audretsch, D Hawkins, R TI The knowledge production function: lessons from biotechnology SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE spillovers; innovation; knowledge production function; biotechnology ID INCREASING RETURNS; ACADEMIC RESEARCH; INNOVATION; GEOGRAPHY; GROWTH AB Firms and scientists are linked by examining the prospectuses of firms making an initial public offering in biotechnology and determining scientists who have an involvement with the firm. The data provide an innovative lens for viewing the spillover process and help shed light on questions such as: Where do new industries come from; how important is geography in the spillover process; and how do firms that lack a product succeed in raising money when they go public?. C1 Georgia State Univ, Sch Policy Studies, Ctr Policy Res, Atlanta, GA 30303 USA. Indiana Univ, Inst Dev Studies, Bloomington, IN USA. Univ W Florida, Pensacola, FL 32514 USA. RP Stephan, P, Georgia State Univ, Sch Policy Studies, Ctr Policy Res, Atlanta, GA 30303 USA. CR AUDRETSCH DB, J EVOLUTIONARY EC, V9, P97 AUDRETSCH DB, 1996, AM ECON REV, V86, P630 AUDRETSCH DB, 1996, AM ECON REV, V86, P641 BURRILL GS, 1987, BIOTECH 88 MARKET PL FELDMAN MP, 1994, GEOGRAPHY INNOVATION FELDMAN MP, 1994, SMALL BUS ECON, V6, P363 GARFIELD E, 1979, CITATION INDEXING GRILICHES Z, 1979, BELL J ECON, V10, P92 GROSSMAN G, 1991, INNOVATION GROWTH GL JAFFE AB, 1989, AM ECON REV, V79, P957 JAFFE AB, 1992, Q J ECON, V63, P577 KRUGMAN P, 1991, J POLIT ECON, V99, P483 KRUGMAN PA, 1991, GEOGRAPHY TRADE LINK AN, 1990, SMALL BUSINESS EC, V2, P25 MANSFIELD E, 1995, REV ECON STAT, V77, P55 PISANO GP, 1988, INT COLLABORATIVE VE, P183 ROMER PM, 1986, J POLIT ECON, V94, P1002 STEPHAN P, IN PRESS SMALL BUSIN STEPHAN P, 1997, HIGH ED M NAT BUR EC STEPHAN PE, 1996, J ECON LIT, V34, P1199 WERTH B, 1994, BILLION DOLLAR MOL O ZUCKER LG, 4653 NAT BUR EC RES NR 22 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 2000 VL 19 IS 1-2 BP 165 EP 178 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PM UT ISI:000086492700010 ER PT J AU Glass, AJ TI Costly R&D and intellectual property rights protection SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; imitation; intellectual property rights; foreign direct investment ID PRODUCT LIFE-CYCLE; TECHNOLOGY-TRANSFER; INVESTMENT; INNOVATION; IMITATION; GROWTH; TRADE; TRIPS AB This paper summarizes some of my product cycle models addressing the role of intellectual property rights (IPR) protection when all forms of R&D, including imitation, are costly. While the settings considered differ, the models all share the feature that a strengthening of IPR protection makes R&D more difficult, and thus causes firms to waste scarce resources 'reinventing the wheel.' Taking the perspective that stronger IPR protection increases the cost of R&D demonstrates how weak IPR protection can aid a country's development by enabling its firms to make efficient use of scarce resources and thus further advance the country's technology frontier. C1 Ohio State Univ, Dept Econ, Columbus, OH 43210 USA. RP Glass, AJ, Ohio State Univ, Dept Econ, 1945 N High St, Columbus, OH 43210 USA. CR AOKI R, 1993, J INT ECON, V35, P251 FERRANTINO MJ, 1993, WELTWIRTSCH ARCH, V129, P300 GLASS AJ, 1997, INT ECON REV, V38, P865 GLASS AJ, 1998, J DEV ECON, V55, P369 GLASS AJ, 1998, REV INT EC, V6, P252 GLASS AJ, 1999, 9506 OH STAT U GLASS AJ, 1999, 9618 OH STAT U GOULD DM, 1996, J DEV ECON, V48, P323 GREENAWAY D, 1992, EUR ECON REV, V36, P509 GROSSMAN GM, 1991, Q J ECON, V106, P557 HELPMAN E, 1993, ECONOMETRICA, V61, P1247 JENSEN R, 1986, J INT ECON, V21, P269 KUMAR N, 1996, WORLD DEV, V24, P673 LAI ELC, 1998, J DEV ECON, V55, P133 LEE JY, 1996, REV ECON STAT, V78, P181 MANSFIELD E, 1981, ECON J, V91, P907 MANSFIELD E, 1994, 19 INT FIN CORP MASKUS KE, 1994, ANAL NEGOTIATING ISS MASKUS KE, 1997, WORLD ECON, V20, P681 MUTTI J, 1996, REV ECON STAT, V78, P510 RICHTER WR, 1963, J ULTRASTRUCT RES, V9, P1 SEGERSTROM PS, 1990, AM ECON REV, V80, P1077 TAYLOR MS, 1994, INT ECON REV, V35, P361 VISHWASRAO S, 1994, J DEV ECON, V44, P381 NR 24 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 2000 VL 19 IS 1-2 BP 179 EP 193 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PM UT ISI:000086492700011 ER PT J AU Wolff, EN TI How persistent is industry specialization over time in industrialized countries? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE specialization; comparative advantage; increasing internal returns to scale AB I use the 1994 OECD Structural Analysis database, which provides statistics on output for 33 manufacturing industries in II OECD countries over the period 1970 to 1993. I find that in 1970, these countries tended to specialize manufacturing production in very different industries and that most countries retained their specialization between 1970 and 1993. I conclude that the general stability in industries of specialization over time lends support to the increasing internal returns to scale models and tends to contradict the standard factor-price equalization models. The results of this paper also suggest that increasing internal returns to scale and learning-by-doing may serve as a complement to potent protection and other forms of intellectual property rights. C1 NYU, Dept Econ, New York, NY 10003 USA. RP Wolff, EN, NYU, Dept Econ, 269 Mercer St,Room 700, New York, NY 10003 USA. CR ARROW KJ, 1962, REV ECON STUD, V29, P155 BALASSA B, 1965, MANCHESTER SCH EC SO, V33, P99 DOLLAR D, 1993, COMPETITIVENESS CONV GOMORY RE, 1992, 9229 NEW YORK U GOMORY, 1992, 9210 NEW YORK U HELPMAN E, 1984, HDB INT EC, V1, P325 HELPMAN, 1985, MARKET STRUCTURE FOR KRUGMAN P, 1979, J INT ECON, V9, P469 KRUGMAN P, 1980, AM ECON REV, V70, P950 LEAMER E, 1984, SOURCES INT COMP ADV NR 10 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 2000 VL 19 IS 1-2 BP 194 EP 205 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PM UT ISI:000086492700012 ER PT J AU Gilbert, RJ TI Antitrust policy for the licensing of intellectual property: an international comparison SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE competition policy; antitrust; intellectual property ID EXCLUSION AB This paper provides an economic comparison of two competition policy statements dealing with the use and licensing of intellectual property. These are the Antitrust Guidelines for the licensing of Intellectual Property, published by the US Department of Justice and the Federal Trade Commission on 5 April 1995. and The Technology Transfer Block Exemption, issued by the Commission of the European Communities on 31 January 1996. Although the two publications deal with similar issues, they differ significantly in content. Their similarities become more apparent when they are considered from the perspective of the different legal environments of the United States and the European Union. C1 Univ Calif Berkeley, Berkeley, CA 94720 USA. RP Gilbert, RJ, Univ Calif Berkeley, Berkeley, CA 94720 USA. CR *TREAT EST EUR EC, UN TREAT SER, V298, P11 AGHION P, 1987, AM ECON REV, V77, P388 BASEMAN K, 1995, ANTITRUST B, V40 CORBET J, 1994, J L COM, V13, P327 FOGT HW, 1996, EUR COMP L REV, V17, P327 GILBERT R, 1995, ANTITRUST LAW J, V63, P563 GILBERT R, 1997, BROOKINGS PAP ECO AC, P283 GILBERT R, 1999, ANTITRUST REVOLUTION KERSE C, 1996, EUR COMP L REV, V17, P331 LOPATKA JE, 1995, ANTITRUST B, V40, P317 MITROPOULIS C, 1996, EC COMPETITION POLIC, V2 PONS JF, 1996, COMMUNICATION 0506 RAPP RT, 1995, ANTITRUST LAW J, V64, P19 RASMUSEN EB, 1991, AM ECON REV, V81, P1137 SEGAL I, 1996, 1780 HARV I EC RES SEGAL I, 1997, EXCLUSIVE DEALING SP TOM WK, 1997, ANTITRUST LAW J, V66, P167 WHINSTON MD, 1990, AM ECON REV, V80, P837 WILSON B, 1970, 4 NEW ENGL ANT C NOV YAO DA, 1993, ANTITRUST LJ, V61, P505 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 2000 VL 19 IS 1-2 BP 206 EP 223 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PM UT ISI:000086492700013 ER PT J AU de Neufville, R TI Dynamic strategic planning for technology policy SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article AB Dynamic Strategic Planning is an effective method for the development of rational policies for the intelligent development of technology or large-scale engineering projects. It is: Dynamic in that it explicitly recognizes the risk and uncertainties necessarily associated with any forecast about the future performance and acceptance of any technology, and thus the need to build flexibility into the plan and to adjust the plan according to the events that occur; Strategic in that it seeks long-term benefits rather than myopic, short-term objectives; and Planning in that it develops a process to follow in order to achieve the best possible results for the prevailing circumstances. The paper describes the principles of Dynamic Strategic Planning, indicates specific methods that are effective for carrying them out, and illustrates their use through application to the formulation of policy on low-emission automobiles in the United States. C1 MIT, Technol & Policy Program, Cambridge, MA 02139 USA. RP de Neufville, R, MIT, Technol & Policy Program, Room E40-245, Cambridge, MA 02139 USA. CR ABERDEIN D, 1994, THESIS MIT CAMBRIDGE ASCHER W, 1978, FORECASTING APPRAISA CHILD C, 1997, AUTOMATIVE NEWS 0310, P1 CHILD C, 1997, AUTOMOTIVE NEWS 0310, P47 COHEN JH, 1973, WATER RESOUR RES, V9, P333 COHEN RE, 1992, WASHINGTON WORK BACK DENEUFVILLE R, 1971, SYSTEMS ANAL ENG MAN DENEUFVILLE R, 1974, SYSTEMS PLANNING DES DENEUFVILLE R, 1976, AIRPORT SYSTEMS PLAN DENEUFVILLE R, 1990, APPL SYSTEMS ANAL EN DENEUFVILLE R, 1996, TECHNOLOGY REV JAN, P30 DENEUFVILLE R, 1997, P 1997 WORLD METH C, P199 DEWAR JA, 1993, MR11JA RAND DRAKE A, 1972, ANAL PUBLIC SYSTEMS, CH23 FAULKNER T, 1996, IND RES, P50 FISHER R, 1981, GETTING YES NEGOTIAT HACKNEY J, 1997, THESIS MIT CAMBRIDGE HACKNEY J, 1999, TRANSPORTATION RES HULL JC, 1993, OPTIONS FUTURES OTHE KASSAKIAN JG, 1996, IEEE SPECTRUM AUG, P22 KIMURA M, 1995, THESIS MIT CAMBRIDGE KULATILAKA N, 1993, FINANC MANAGE, V22, P271 LYNCH M, 1994, ADV EC ENERGY NATURA LYNCH M, 1996, ENERGY WATCHERS, V7 MISER HJ, 1985, HDB SYSTEMS ANAL OVE NICHOLS NA, 1994, HARVARD BUSINESS JAN, P89 OVESLATI S, 1999, THESIS MIT CAMBRIDGE QUADE E, 1967, ANAL MILITARY DECISI QUADE E, 1968, SYSTEMS ANAL POLICY SCHNAYERSON M, 1996, CAR COULD INSIDE STO TRIGEORGIS L, 1996, REAL OPTIONS MANAGER URY W, 1991, GETTING NO NEGOTIATI VONHIPPEL F, 1991, CITIZEN SCI 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 2000 VL 19 IS 3-5 BP 225 EP 245 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PP UT ISI:000086492900002 ER PT J AU van den Herik, KW de Vreede, GJ TI Experiences with facilitating policy meetings with group support systems SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE group decision support systems; policy making; field research AB Policy making. due to its intrinsic complexity, presents a challenging process to support for Group Support Systems (GSS). Two cases of GSS to support policy making are reported. We measured the common variables on preparation. the meeting process and the outcome, and less common variables were also investigated, such as policy context, and long-term impact. The research results indicate that group support for policy making is a difficult endeavour. The process of idea generation, visual modelling, and the facility to provide anonymity appear to be highly successful in a multi-party policy environment. whereas a lack of expression possibilities, voting facilities and reaching consensus when views of participants differ, art: evaluated as less favourable. The assessment of the impact some time after the session brought to the light new insight, which stresses the necessity for more longitudinal research in GSS. C1 Delft Univ Technol, SEPA, NL-2600 GA Delft, Netherlands. RP van den Herik, KW, Delft Univ Technol, SEPA, PB Box 5015, NL-2600 GA Delft, Netherlands. CR ACKOFF RL, 1968, FUNDAMENTALS OR ARGYRIS C, 1982, ACTION SCI CONCEPTS BENBASAT I, 1987, MIS Q SEP BOSTROM RP, 1992, COMPUTER AUGMENTED T BOSTROM RP, 1993, GROUP SUPPORT SYSTEM DAFT RL, 1987, MIS Q SEP DENNIS AR, 1991, J MANAGEMENT INFORMA, V7, P107 DENNIS AR, 1993, GROUP SUPPORT SYSTEM DEVREEDE GJ, 1996, HICSS29, P398 DEVREEDE GJ, 1997, ECIS97 DUNN WN, 1981, PUBLIC POLICY ANAL I EDEN C, 1996, GROUP DECIS NEGOT, V5, P501 FJERMESTAD J, 1995, P 30 ANN HICSS, V2, P45 HUBER GP, 1986, MAN SCI, V32, P573 JANIS IL, 1977, DECISION MAKING PSYC MISER HJ, 1988, HDB SYSTEMS ANAL NUNAMAKER, 1993, GROUP SYSTEMS SYSTEM SHAW M, 1981, GROUP DYNAMICS PSYCH SIMON HA, 1977, NEW SCI MANAGEMENT D SOL HG, 1992, SHIFTING BOUNDARIES YIN RK, 1994, CASE STUDY RES DESIG 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 2000 VL 19 IS 3-5 BP 246 EP 268 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PP UT ISI:000086492900003 ER PT J AU Bongers, FJ Geurts, JLA Smits, REHM TI Technology and society: GSS-supported participatory policy analysis SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE GSS; GroupSystems; policy-making; participatory policy analysis; technology policy; technology scans and technology assessment ID DECISION AB This article is about a Group Support System (GSS) used as a participatory instrument in policy analysis. The Dutch Ministry of Economic Affairs (MEA) initiated the program 'Technology and Society'. This program aims to encourage the use of technological innovations and applications for the solution of social problems. Tools in this program are technology scans. These scans help to identify innovations and applications. The MEA organized a consultation round which consisted of five GSS-meetings. Policy-relevant actors from politics, trade and industry, knowledge infrastructure and social organizations discussed social problems, concrete technology-based project ideas and criteria for the selection of these project ideas. An answer is given to the question of whether a GSS is an effective tool to support the quality of this type of participatory policy analysis in technology policy-making. C1 Tilburg Univ, Work & Org Res Ctr, Res Unit Policy Studies, NL-5000 LE Tilburg, Netherlands. Univ Utrecht, Ctr Sci & Innovat Management, Ctr Gebouw Noord, NL-3584 CH Utrecht, Netherlands. RP Bongers, FJ, Tilburg Univ, Work & Org Res Ctr, Res Unit Policy Studies, POB 90153, NL-5000 LE Tilburg, Netherlands. CR *DUTCH MIN EC AFF, 1997, 7 MIN EURO ASS EUR O *MIN EC AFF, 1995, KNOWL ACT ADELMAN L, 1991, IEEE T SYST MAN CYB, V21, P293 BONGERS FJ, 1996, THESIS TILBURG U TIL COHEN MD, 1972, ADM SCI Q, V17, P1 DELEON P, 1990, ASIAN J PUBLIC ADM, P29 DENHERTOG P, 1996, DEMAND ORIENTED FORE DENNIS AR, 1991, J MANAGEMENT INFORMA, P107 DESANCTIS G, 1987, MANAGE SCI, V33, P589 DEVREEDE GJ, 1997, P 7 EUR C INF SYST E, V3, P1266 DUNN WD, 1994, PUBLIC POLICY ANAL I DUNN WN, 1980, KNOWLEDGE CREATION D, V1, P513 DURNING D, 1993, J POLICY ANAL MANAG, V12, P297 FRISSEN PHA, 1991, VERSPLINTERDE STAAT GALLUPE RB, 1993, SLOAN MANAGE REV, V35, P27 GEURTS JLA, 1989, VERKENNINGEN BELEIDS GEURTS JLA, 1996, 96120083 WORC TILB U HICKSON DJ, 1986, TOP DECISIONS STRATE HUBER GP, 1984, MIS QUART, V8, P195 JOLDERSMA F, 1997, EUROPEAN J WORK ORG, V6, P207 MAYER IS, 1997, DEBATING TECHNOLOGIE NOORI H, 1995, R&D MANAGE, V25, P309 NUNAMAKER JF, 1995, GROUPWARE TECHNOLOGY PETROVIC O, 1994, INFORM MANAGE, V27, P233 PINSONNEAULT A, 1989, DECIS SUPPORT SYST, V5, P197 PINSONNEAULT A, 1990, EUR J OPER RES, V46, P143 SCHWARZ RM, 1994, SKILLED FACILITATOR SHEFFIELD J, 1994, J MANAGEMENT INFORMA, V10, P97 SHEFFIELD J, 1995, J MANAGEMENT INFORMA, V11, P135 SMITS REH, 1991, TECHNOLOGY ASSESSMEN SMITS REH, 1994, ELK LAND KRIJGT TECH VENNIX JAM, 1996, GROUP MODEL BUILDING VERBURGH L, 1994, PARTICIPATORY POLICY WEISS CH, 1980, KNOWLEDGE CREATION D, V1, P381 NR 34 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 2000 VL 19 IS 3-5 BP 269 EP 287 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PP UT ISI:000086492900004 ER PT J AU Lynn, FM Malkin, M TI Citizens, engineers and air toxics: citizen participation in technology based standard setting SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE citizen participation; technology-based standard setting; policy and value choices AB This article analyses the potential for involving state and local citizen groups in technology-based standard setting for air toxics under the 1990 US Clean Air Act. Congress hoped that by focusing on technology rather than risk that the standard setting process would be Less contentious. This has not turned out to be the case. There are a number of points where scientists and engineers make choices between several technologically defensible options. Their judgments have implications for the stringency and the costs of implementing a standard. It is at these points of judgment that all parties - citizen groups and industry - want to have a say. The article identifies places where citizens could be included in standard setting. The article highlights underlying strategies to consider when involving citizens, and suggests specific participatory techniques for including citizens in air toxics standard setting. While the article focuses on air toxics the issues it raises about citizen participation are applicable to other federal standard setting activities. C1 Univ N Carolina, Dept Environm Sci & Engn CB7400, Chapel Hill, NC 27514 USA. Res Triangle Inst, Res Triangle Pk, NC 27709 USA. RP Lynn, FM, Univ N Carolina, Dept Environm Sci & Engn CB7400, Chapel Hill, NC 27514 USA. CR *ENV RES PROGR, 1995, AIR TOX YOUR COMM CI ARONOFF M, 1994, SOC NATUR RESOUR, V7, P235 BRAY A, 1991, W MITCHELL LAW REV, V17, P1125 BROWN P, 1993, ENVIRONMENT, V35, P16 CHESS C, 1990, MAKING TECHNICAL ASS FIORINO D, 1988, PUBLIC ADM REV JUL, P764 GRAY B, 1989, COLLABORATING FINDIN KRIMSKY S, 1988, ENV HAZARDS COMMUNIC LYNN F, 1995, AGENDA ACCESS LYNN F, 1995, RISK ANAL, V13, P147 ROSENER JB, 1978, CITIZEN PARTICIPATIO 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 2000 VL 19 IS 3-5 BP 288 EP 300 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PP UT ISI:000086492900005 ER PT J AU DeTombe, DJ TI Anticipating and avoiding opposition in large technological projects SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE analytic method; complex societal problems; opposition AB Large technological projects developed by high quality engineering management often encounter opposition that was not anticipated beforehand and can delay plans for years. This often enlarges the costs of the project beyond control. Not realizing that public technological engineering projects can provoke a huge public debate which can lead to a delay of years and increase the costs of a project by a large amount is to underestimate the complexity of such projects. Including the important actors from the start, and taking time to anticipate the societal reactions and opposition will decrease the negative reactions at the moment of implementation. Not all reactions can be avoided or anticipated, but including some of the possible reactions makes the estimation of the costs and calculating the time span of the project more realistic. A method that tries to handle anticipating and avoiding opposition is the Compram method. The part of the method that deals with these issues will be described. C1 Delft Univ Technol, Fac Syst Engn Policy Anal & Management, NL-2600 GA Delft, Netherlands. RP DeTombe, DJ, Delft Univ Technol, Fac Syst Engn Policy Anal & Management, POB 5015, NL-2600 GA Delft, Netherlands. CR *WET RAAD REG, 1994, 46 WET RAAD REG SDU BOXMEER A, 1997, INTERMEDIAIR, V33 DEBOER T, 1974, WAARDEN WETENSHCAP DEBRUIJN JA, 1993, BESTUURSKUNDE, V3, P110 DETOMBE DJ, 1992, GAMMA CHAOS ONZEKERH, P126 DETOMBE DJ, 1994, DEFINING COMPLEX INT DETOMBE DJ, 1996, ANAL SOCIETAL PROBLE DETOMBE DJ, 1997, TIJDSCHRIFT MODELBOU DETOMBE DJ, 1998, NEW FIELD SCI METHOD DETOMBE DJ, 1998, SUSTAINABLE DEV MEAS DEVRIES MFR, 1995, FAMILY BUSINESS HUMA DEVRIES MFR, 1995, LIFE DEATH EXECTIVE DEVRIES MFR, 1995, ORG PARADOXES DUNN WN, 1994, PUBLIC POLICY ANAL I EDEN C, 1990, TACKLING STRATEGIC P FLOOD RL, 1991, CREATIVE PROBLEM SOL FLOOD RL, 1992, DEALING COMPLEXITY I FREUD S, 1901, PSYCHOPATHOLOGIE ALL FRIJDA NH, 1974, PROBLEEMOPLOSSEN DEN FRIJDA NH, 1982, O SELZ HIS CONTRIBUT FRIJDA NH, 1986, EMOTIONS GEYER RF, 1986, SOCIOCYBERNETIC PARA LORENZ HW, 1989, NONLINEAR DYNAMICAL MARX K, 1890, KAPITAL MEADOWS D, 1974, DYNAMICS GROWTH FINI MEADOWS DH, 1991, LIMITS CONFRONTING G MINTZBERG H, 1983, THEORY MANAGEMENT PO SENGE PM, 1990, 5 DISCIPLINE SIMONIS JBD, 1987, HDB BELEIDSWETERNSCH SMITH JW, 1994, WORLDS WASTED WEALTH, V2 STERMAN JD, 1994, SYST DYNAM REV, V10, P291 STIL H, 1996, MEGAPROJECTION VIER SVENSON O, 1993, TIME PRESSURE STRESS TENNEKES H, 1988, WEATHER, V43 TERMEER CJA, 1993, DYNAMIEK INERTIE RON TERMEER K, 1993, KUNDIG KIEZEN LANDBO VANDIJKUM C, 1992, GAMMA CHAOS ONZEKERH VANEETEN M, 1995, BELEIDSWETERNSCHAP, P40 VANTWIST MJW, 1995, ONDERWERPEN OVERHEID 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 2000 VL 19 IS 3-5 BP 301 EP 312 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PP UT ISI:000086492900006 ER PT J AU Cohn, R Carley, KM Harrald, JR Wallace, WA TI Emotions in crisis management: an analysis of the organizational response of two natural disasters SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article ID MODEL AB The impact of emotions on organizational performance during crisis response is examined. Data are drawn from the after action reports of individuals in two American Red Cross teams, one faced with responding to Hurricane Hugo and the other to the Loma Prieta Earthquake. Based on the texts generated by individuals in the American Red Cross who took part in these situations, we examine whether the affective content varies across crises and individuals. These results have implications for understanding organizational response to sudden onset events with potentially catastrophic impact that could disrupt entire communities. C1 Rensselaer Polytech Inst, Troy, NY 12180 USA. Carnegie Mellon Univ, Pittsburgh, PA 15213 USA. George Washington Univ, Washington, DC 20052 USA. RP Cohn, R, Rensselaer Polytech Inst, Troy, NY 12180 USA. CR APTEKAR L, IN PRESS BEHAV SCI R ATIETI S, 1970, FEELINGS EMOTIONS AVERILL J, 1975, JSAS CATALOGUE SELEC, V5 BALIGH HH, 1990, ORG MANAGEMENT EXPET BELARDO S, 1984, INTERFACES, V14, P29 BERREN MR, 1980, COMMUNITY MENTAL HLT, V16, P103 BERREN MR, 1989, PSYCHOSOCIAL ASPECTS, P40 BRENNER C, 1980, EMOTION THEORY RES E CARLEY K, 1990, 37245 RENSS POL I DE CARLEY K, 1990, AM SOC ASS ANN M WAS CARLEY K, 1992, ORGAN SCI, V3, P20 CARLEY K, 1992, SOCIAL FORCES CARLEY K, 1993, SOCIOL METHODOL, V23, P75 CARLEY K, 1994, COMPUTATIONAL ORG TH CULNAN MJ, 1988, SYMBOLIC USE INFORMA CYERT R, 1963, BEHAV THEORY FIRM DAVITZ J, 1969, LANGUAGE EMOTION DRABEK TE, 1986, HUMAN SYSTEM RESPONS DROR Y, 1988, MANAGING DISASTER DUTTON JE, 1986, J MANAGE STUD, V23, P501 DYNES RR, 1977, U DELWARE DISASTER R, V17 EKMAN P, 1973, DARWIN FACIAL EXPRES EMDE R, 1980, DEV COGNITION AFFECT FEHR B, 1984, J EXP PSYCHOL GEN, V113, P464 FOLKMAN S, 1979, HUMAN STRESS COGNITI, P298 FREDERICK CJ, 1980, EVALUATION CHANGE, V71 FRIJDA N, 1970, FEELINGS EMOTIONS FRIJDA N, 1987, EMOTIONS FRITZ CE, 1968, INT ENCYCL SOC SCI, P202 FROMME DK, 1982, MOTIV EMOTION, V6, P337 FUNKENSTEIN DH, 1955, SCI AM, V192, P74 GALBRAITH JR, 1973, DESIGNING COMPLEX OR GEORGE AL, 1986, MED IMPLICATIONS NUC HAMBURG D, 1963, EXPRESSION EMOTIONS HARRALD JR, 1990, ANAL RED CROSS STAFF HEISE D, 1979, UNDERSTANDING EVENTS HEISE D, 1983, APPROACHES SOCIAL TH HEISE DR, 1977, BEHAV SCI, V22, P163 HEISE DR, 1987, J MATH SOCIOL, V13, P1 HOROWITZ M, 1979, PSYCHOSOM MED, V41, P209 HUBER GP, 1986, MANAGE SCI, V32, P572 ISEN A, 1984, HDB SOCIAL COGNITION IZARD C, 1972, PATTERNS EMOTIONS NE IZARD C, 1977, HUMAN EMOTIONS IZARD C, 1984, EMOTIONS COGNITION B JANIS IL, 1963, BRIT J MED PSYCHOL, V36, P227 KAPERSON RE, 1985, PUBLIC ADM REV, V45 KAUFER D, 1993, COMMUNICATION DISTAN KEMPER TD, 1987, AM J SOCIOL, V93, P263 KREPS GA, 1986, IT US C PREP RESP TO LAWRENCE PR, 1967, ORG ENV MANAGING DIF LUTZ C, 1982, AM ETHNOL, V9, P113 MAHL GF, 1959, TRENDS CONTENT ANAL, P89 MALATESTA C, CHILD DEV, V53, P991 MARCH JG, 1958, ORGANIZATIONS NAMENWIRTH JZ, 1987, DYNAMICS CULTURE NORTH RC, 1963, CONTENT ANAL HDB APP ORTONY A, 1987, COGNITIVE SCI, V11, P341 PLUTCHIK R, 1962, EMOTIONS FACTS THEOR POWELL WW, 1991, NEW I ORG ANALA PRICE JL, 1977, STUDY TURNOVER RAFAELI A, 1989, RES ORG BEHAV, V22 ROBERTS CW, 1987, SOCIAL FORCES, V68 ROGERS WP, 1986, REPORT PRESIDENTIAL RUSSELL JA, 1980, J PERS SOC PSYCHOL, V39, P1161 SANDERSON M, 1988, OXFORD REV ECON POL, V4, P38 SCOTT J, 1980, EMOTION THEORY RES E SHORE JH, 1986, DISASTER STRESS STUD SHRIVASTAVA P, 1987, BHOPAL ANATOMY CRISI SIMON HA, 1987, ACAD MANAGEMENT EXEC, V1, P57 SINGER TJ, 1982, AVIAT SPACE ENV MED, V53, P245 SMART C, 1977, ADM SCI Q, V22, P640 SROUFE L, 1979, HDB INFANT DEV STANLEYJONES D, 1970, FEELINGS EMOTIONS SZILAGYI AD, 1987, ORG BEHAV PERFORMANC THOMPSON J, 1986, MED IMPLICATIONS NUC, P290 TOMKINS S, 1963, AFFECT IMAGERY CONSC, V2 TOMKINS S, 1982, EMOTION HUMAN FACE WOLFE R, 1989, USE CONTENT ANAL MEA NR 79 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 2000 VL 19 IS 3-5 BP 313 EP 335 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PP UT ISI:000086492900007 ER PT J AU Beroggi, GEG TI Employing analytic tools in large-scale engineering public policy-making SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE analytic tools; large-scale systems; public policy-making; decision support; rail infrastructure ID DECISION-MAKING; PARTICIPATION AB This paper examines the interactions of analytic approaches and policy-making for large-scale engineering projects. It is thereby argued that the efficiency of policy-making can be increased if a fruitful synergy between analytical decision analysis and political opinion forming can be achieved and nourished along the whole policy-making life cycle. The discussion is built around the NEAT rail project in Switzerland. Relevant analytic tools are addressed in terms of a newly proposed taxonomy. The appropriateness of those tools is then discussed in terms of the decision makers and environmental characteristics. Ways to improve the synergy between analysis and decisionmaking are based on the study of the life cycle of the project and the potential for successful analytic support. C1 Delft Univ Technol, Sch Technol Policy & Management, NL-2600 GA Delft, Netherlands. RP Beroggi, GEG, Delft Univ Technol, Sch Technol Policy & Management, PB Box 5015, NL-2600 GA Delft, Netherlands. CR 1988, ZWECKMASSIGKEITSPRUF 1992, CORRIERE TICINO, P1 1997, NEUE ZURCHER ZEITUNG, P25 ANDREWS CJ, 1996, P INT S TECHN SOC, P468 ANSON R, 1995, MANAGE SCI, V41, P189 BEACH LR, 1997, PSYCHOL DECISION MAK BEGUELIN M, 1995, NEUE ZURCHER ZEIT, P11 BEROGGI GEG, 1996, 17 ANN ASS PUBL POL BEROGGI GEG, 1996, INT J ENVIRON POLLUT, V4, P747 BEROGGI GEG, 1997, DECISION MODELLING P BRANS JP, 1991, CSOOTW254 VRIJ U BRU DANIELS SE, 1996, ENVIRON IMPACT ASSES, V16, P13 HALL RI, 1994, SYST DYNAM REV, V10, P337 MACNEILL J, 1991, INTERDEPENDENCE MESH MAYER IS, 1996, P INT S TECHN SOC, P231 PADGETT DA, 1993, COMPUT ENVIRON URBAN, V17, P513 SAATY TL, 1980, ANAL HIERARCHY PROCE STONE B, 1995, IEEE SPECTRUM OCT, P34 WEBLER T, 1995, ENVIRON IMPACT ASSES, V15, P443 WEIDMANN M, 1994, WELTWOCHE, P41 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 2000 VL 19 IS 3-5 BP 336 EP 356 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PP UT ISI:000086492900008 ER PT J AU Tschirky, H Lichtenthaler, E Pfund, K TI Integrated framework for a holistic approach to technology management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE public policy engineering management; technology management; normative management; systems management ID RESEARCH-AND-DEVELOPMENT AB The growing implications of technological change on society and the dependencies of private and public interests call for a holistic approach to technology management. A framework is developed based on a systems approach, which helps analyse and contrast technology management on a company and national level. By changing the level of observation new forms of technology management from the point of view of society as a whole may be discussed. C1 Swiss Fed Inst Technol, Inst Management & Business Syst Engn, CH-8092 Zurich, Switzerland. RP Tschirky, H, Swiss Fed Inst Technol, Inst Management & Business Syst Engn, CH-8092 Zurich, Switzerland. CR BLEICHER K, 1992, KONZEPT INTEGRIERTES CALUORI M, 1993, THESIS U ST GALLEN CONTRACTOR FJ, 1990, R&D MANAGE, V20, P305 DAENZER WF, 1994, SYSTEMS ENG METHODIK DEMEYER A, 1992, TECHNOLOGY INT BUSIN DEUTEN JJ, 1997, TECHNOL ANAL STRATEG, V9, P131 DUBS R, 1987, VOLKSWIRTSCHAFTSLEHR FROHLICH WD, 1986, WORTER BUCH PSYCHOL GERYBADZE A, 1997, GLOBALES MANAGEMENT GOSEKE C, 1997, INFORMATION GATHERIN GREEN K, 1995, TECHNOL ANAL STRATEG, V8, P3 HACKER W, 1978, ALLGEMEINE ARBEITS I HAMAUZU S, 1995, HUSSERLS PHANOMENOLO ODAGIRI H, 1996, RES POLICY, V25, P1059 PEARSON A, 1993, R&D MANAGE, V23, P249 PORTER ME, 1990, COMPETITIVE ADVANTAG PUMPIN C, 1990, DYNAMIK PRINZIP SCHEIN EH, 1985, ORG CULTURE LEADERSH SERVATIUS HG, 1985, METHODIK STRATEGISCH TSCHIRKY H, 1990, FUHREN SINN ERFOLG W TSCHIRKY H, 1990, TECHNOLOGIE MANAGEME TSCHIRKY H, 1991, PICMET 91 TSCHIRKY H, 1997, INT C TECHN MAN PICM TSCHIRKY H, 1997, NEUE ZURCHER ZE 0402, P53 TSCHIRKY HP, 1994, R&D MANAGE, V24, P121 ULRICH H, 1970, UNTERNEHMUNG PRODUKT ULRICH H, 1988, ANLEITUNG GANZHEITLI VOLTI R, 1995, SOC TECHNOLOGICAL CH 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 2000 VL 19 IS 3-5 BP 357 EP 367 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PP UT ISI:000086492900009 ER PT J AU de Jong, WM TI Cost-effective use of evaluation models: an empirical cross-national investigation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE evaluation models; transport infrastructure; international comparison; politics; usage of policy analysis ID TRANSPORT POLICY AB Despite the existence of methodologically sound evaluation models for infrastructure projects, it is far from certain if these methods are used at all. In fact, political motives seem often to play a more important role when it comes to 'real decision-making'. This paper provides an answer to the question why certain evaluation methods are used as the basis to allocate funds and others are not, even if they are qualitatively of high standing. The evaluation methods used in six different countries and corresponding authorities (France, Germany. Switzerland, Netherlands, UK and the MTC/Bay Area) have been analysed. As a result, seven explanatory factors which determine the effective use of appraisal methods have been derived: range of different criteria, understanding and dispersion, contributions of lower government tiers, contribution of pressure groups, agreement among actors on usage, flexibility of usage, and legal recognition. A country-specific discussion is carried out in terms of these seven factors. The paper closes with a cross national comparison and practical considerations for successful implementation of evaluation methods. C1 Delft Univ Technol, SEPA, NL-2600 GA Delft, Netherlands. RP de Jong, WM, Delft Univ Technol, SEPA, PB Box 5015, NL-2600 GA Delft, Netherlands. CR 1992, BESCHLUSS BUNDE 0715 *BUND VERK, 1992, SCHRIFTENREIHE BUND *COMM GEN PLAN GRO, 1994, TRANSP MEILL CHOIX I *CONF BRIT IND, 1995, MISS LINKS SETTL NAT *DEP ENV DEP TRANS, 1994, PLANN POL GUID TRANS *DEP TRANSP, 1989, SECT 56 GRANT PUBL T *INRETS GRRT, 1995, GRAND INFR TRANSP TE *METR TRANSP COMM, 1995, MULT PROJ APPL SURF *MIN VERK WAT, 1990, TWEED STRUCT VERK VE *MIN VOLKSH RUIMT, 1991, VIERD NOT RUIMT ORD *SCHW BUND, 1989, BAHN BUS 2000 KONZEP BEROGGI GEG, 2000, INT J TECHNOL MANAGE, V19, P336 CHISHOLM D, 1989, COORINATION HIERARCH DEBRUIJN JA, 1994, INFRASTRUCTUURFONDS DEBRUIJN JA, 1998, PROCESMANAGEMENT PRO DEJONG WM, 1996, TRAIL C P MAY DELFT DEJONG WM, 1999, I TRANSPLANTATION AD FELDMAN EJ, 1982, TECHNOCRACY VERSUS D FISCHER F, 1993, ARGUMENTATIVE TURN P FOURNIAU JM, 1995, INT C GRAND INFR TRA FOURNIAU JM, 1996, UNPUB MAKING DECISIO HELLER L, 1992, INTERNAL V W RE 1130 MAGGI R, 1992, TRANSPORT RES A-POL, V26, P193 MAJONE G, 1989, EVIDENCE ARGUMENT PE MARTINAND C, 1994, PRIVATE FINANCING PU MAY AD, 1991, TRANSPORT REV, V11, P223 MOSER P, 1993, 72 U ST GALL MULDER M, 1993, S BEL POL BESL TERR NASH C, 1991, TRANSPORT REV, V11, P295 PAGE E, 1987, CENTRAL LOCAL GOVT R REH W, 1988, BEITRAGE POLITIKWISS, V37 SIGG O, 1983, I POLITIQUES SUISSE STEER GM, 1995, P I CIVIL ENG TR AUG, P186 SUGDEN R, 1978, PRINCIPLES PRACTICAL YOUNGER KE, 1994, DEV MODEL MULTIMODAL 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 2000 VL 19 IS 3-5 BP 368 EP 383 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PP UT ISI:000086492900010 ER PT J AU Kiernan, AK TI Technocratic policy partnerships: a new descriptor for public administration? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE policy-making; science and technology; policy networks; epistemic communities; technocracy; the state AB This paper deals broadly with the issue of public policy-milking in the United Kingdom, and more particularly with the issue of the transfer and application of scientific or technical expertise into policy decision-making. it is argued that it is increasingly the case that 'expert knowledge' is the driving force, or even the initiator, of new policy. However, public policy decisions remain political choices. Thus, this paper will argue that although there is a relationship between policy makers and cohorts of policy specialists, specialist knowledge is only incorporated insofar as it can fit within an existing framework of acceptable government action. The relationship is thus two-way, where certain expert knowledge as well as government ideology will inform the understanding of both the nature of the policy problem and the policy options available for its solution. The central argument then is that policy-making is a political process which thus does not necessarily synthesise the best advice into a legislative solution. RP Kiernan, AK, 44 Eastham St, Lancaster LA1 3AY, England. CR BERRY JM, 1989, INTEREST GROUP SOC ENGELS F, 1975, ORIGIN FAMILY PRIVAT FISCHER F, 1990, TECHNOCRACY POLITICS HAAS PM, 1992, INT ORGAN, V46, P1 JESSOP B, 1990, STATE THEORY PUTTING JORDAN AG, 1987, GOVT PRESSURE GROUPS KATZENSTEIN PJ, 1984, POWER PLENTY FOREIGN KATZENSTEIN PJ, 1985, SMALL STATES WORLD M KILMA R, 1977, SOCIOLOGY SCI EUROPE MARSH D, 1992, POLICY NETWORKS BRIT MARX K, 1962, SELECTED WORKS, V1 MARX K, 1971, CONTRIBUTION CRITIQU MARX K, 1977, MANIFESTO COMMUNIST MILIBAND R, 1987, STATE CAPITALIST SOC ROSE R, 1993, LESSON DRAWING PUBLI 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 2000 VL 19 IS 3-5 BP 384 EP 396 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PP UT ISI:000086492900011 ER PT J AU Enserink, B TI The entrenchment of controversial technology: a framework for monitoring and mapping strategic alignments SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE product innovation; strategy; monitoring; concurrent engineering; biotechnology; niche management AB Chances for successful social entrenchment of innovative products can be increased by timely anticipation of problems of public acceptance and regulation. In this article a framework for analysis is presented as a first step for designing a management approach aimed at mitigation of such entrenchment problems. The message is that monitoring the selection environment, anticipating outside events and consequently being able to design hedging strategies improves the chances for successful marketing of controversial technological products. Active monitoring and mapping of the selection environment is considered a prerequisite for successfully creating the required strategic alignments and for successful niche management. The focus of the article is on the framework for monitoring and mapping these alignments which is illustrated by a case study on a genetically modified cut flower: the white chrysanthemum 'Moneymaker'. C1 Delft Univ Technol, Sch Syst Engn Policy Anal & Management, NL-2600 GA Delft, Netherlands. RP Enserink, B, Delft Univ Technol, Sch Syst Engn Policy Anal & Management, PB Box 5015, NL-2600 GA Delft, Netherlands. CR *VNCI, 1991, INT CHAIN MAN BACHHOUSE CJ, 1996, CONCURRENT ENG WHATS BIJMAN JW, 1995, SCI PUBLIC POLIC DEC, P391 COURTNEYGUTTERS., 1994, BIOTECHNOLOGY, V12, P268 DEUTEN JJ, 1996, R D MAN C 1996 QUAL DOMMERING EJ, 1993, REGULATION TECHNOLOG ENSERINK B, 1993, THESIS ENSCHEDE FONK G, 1994, THESIS DEN HAAG JELSMA J, 1995, BIOTECHNOLOGY CO LAW J, 1988, SOC PROBL, V35, P284 MOL J, 1989, TRENDS BIOTECHNOL, V7, P148 RANKY PG, 1994, CONCURRENT SIMULTANE TILS C, 1995, INNOVATIVE LEARNING VANLENTE H, 1993, THESIS ENSCHEDE VERGRAGT PJ, 1988, SOC STUD SCI, V18, P483 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 2000 VL 19 IS 3-5 BP 397 EP 407 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PP UT ISI:000086492900012 ER PT J AU Thissen, WAH TI Systems engineering education for public policy SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE analytic skills; synthetic skills; managerial skills; systems engineering education; Delft University of Technology; interdisciplinarity; policy and technology AB Developments in public policy create new challenges for engineering and engineering education. Analytic and synthetic skills are required to handle the substantive complexities of policy problems, and managerial skills are necessary to design and guide the human interaction processes needed for knowledge integration, multi-party learning and negotiation, and decision-making. The resulting requirements for education are interdisciplinary. Choices faced by curriculum designers regarding educational structure, disciplinary mix, and educational form are discussed. The curriculum in Systems Engineering, Policy Analysis and 12 Management at Delft University of Technology, The Netherlands, is described as an example of a newly developed program. C1 Delft Univ Technol, Sch Syst Engn Policy Anal & Management, NL-2600 GA Delft, Netherlands. RP Thissen, WAH, Delft Univ Technol, Sch Syst Engn Policy Anal & Management, POB 5015, NL-2600 GA Delft, Netherlands. CR *AM ASS ADV SCI, 1998, GUID GRAD ED SCI ENG BOTS P, 1996, P 1996 IEEE C SYST M, P3144 SAGE AP, 1980, IEEE T SYST MAN CYB, V10, P693 SAGE AP, 1980, IEEE T SYST MAN CYB, V10, P777 THISSEN W, 1995, P 1995 IEEE C SYST M, P4350 NR 5 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 2000 VL 19 IS 3-5 BP 408 EP 419 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PP UT ISI:000086492900013 ER PT J AU Baron, MM Pate-Cornell, ME TI Safety and productivity trade-offs: managing nuclear reactor outages SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE critical systems; decision support; maintenance; nuclear reactors; operations; production; reliability; risk management; safety; trade-off ID MANAGEMENT AB Risk management is a critical function in all organizations, particularly those that operate high-risk systems such as chemical processing facilities or off-shore oil platforms. In this context, risk management extends beyond the protection of financial assets to deal with issues of public concern including human safety and environmental impact. It is clear that these critical systems operate with several important objectives. It is less clear that decision makers are adequately equipped to deal effectively with trade-offs between objectives, particularly under time pleasure or other constrained resources. The purpose of this paper is to present an analytical approach that can be used in the public and private sectors to guide the management of risk-critical systems, and to illustrate its application to the management of nuclear power plant outages. C1 Victoria Univ Wellington, Sch Business & Publ Management, Wellington, New Zealand. Stanford Univ, Dept Ind Engn & Engn Management, Stanford, CA 94305 USA. RP Baron, MM, Victoria Univ Wellington, Sch Business & Publ Management, POB 600, Wellington, New Zealand. CR *EPRI, 1992, SAF ASS DIABL CAN RI *EQE INT, 1992, SOV NUCL POW PLAN SA *IIASA, 1991, TECHN COMM M VIENN *PRES COMM REP, 1996, REP SPAC SHUTTL CHAL, V1 *USNRC, 1991, NUREGCR5695 USNRC *USNRC, 1992, NUREG751449 USNRC *USNRC, 1995, HDB METH RISK BAS AN BARON MM, 1999, IEEE T ENG MANAGE, V46, P87 BUDNITZ RJ, 1991, SCOPING EVALUATION S CULLIN, 1990, PUBLIC INQUIRY PIPER, V1 DENTON HR, 1987, P NEA S RED FREQ NUC MURPHY DM, 1994, THESIS STANFORD U PATECORNELL E, 1993, RELIAB ENG SYST SAFE, V40, P239 PATECORNELL E, 1994, STRUCT SAF, V13, P145 PATECORNELL ME, 1993, J OFFSHORE MECH ARCT, V115, P179 POOLEY E, 1996, TIME MAGAZINE 0304, P46 REASON J, 1990, HUMAN ERROR 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 2000 VL 19 IS 3-5 BP 420 EP 438 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PP UT ISI:000086492900014 ER PT J AU Sebo, SA Sebo, EA TI Societal reaction to the power frequency electric and magnetic field effects of electric utility systems SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE electric and magnetic field effects; EMF effects; public reaction; public participation; public awareness; EMF related position papers AB The power frequency electric and magnetic field (EMF) effects are associated with the transmission and distribution lines of electric utility systems, and also with work environments, office machines, illumination sources, home appliances, computers, etc. Most of these facilities are considered indispensable components of everyday life in population centres, office complexes and industrialized areas. The EMF effects caused by power frequency electric utility systems and facilities are reviewed first. Then the paper reviews typical public reactions through a number of case studies. The approach that can be taken by electric utility companies to assure public participation and awareness of transmission and distribution system expansion is also discussed. C1 Ohio State Univ, Dept Elect Engn, Columbus, OH 43210 USA. Otterbein Coll, Dept Sociol, Westerville, OH 43081 USA. RP Sebo, SA, Ohio State Univ, Dept Elect Engn, 2015 Neil Ave, Columbus, OH 43210 USA. 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J. Technol. Manage. PY 2000 VL 19 IS 3-5 BP 439 EP 452 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PP UT ISI:000086492900015 ER PT J AU Vislosky, DM Fischbeck, PS TI A mental model approach applied to R&D decisionmaking SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE R&D; decision-making; project selection; mental model AB A mental model approach is developed to map systematically an organization's R&D project-selection decision process from the cognitive beliefs of its key decision-makers. Respondents' revealed decision-criteria maps are judged against a normative project-selection model to reveal systematic departures from rational choice. The methodology is demonstrated within an industrial R&D organization of a large production company. The results highlight the value of the mental model approach applied to R&D decision-making. Application of the methodology may prove useful to managers and policy-makers by providing insightful information about an industry's R&D selection process. C1 Carnegie Mellon Univ, Pittsburgh, PA 15213 USA. RP Vislosky, DM, Carnegie Mellon Univ, Porter Hall 223G, Pittsburgh, PA 15213 USA. 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J. Technol. Manage. PY 2000 VL 19 IS 3-5 BP 453 EP 471 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PP UT ISI:000086492900016 ER PT J AU Janssen, T Sage, AP TI A support system for multiple perspectives knowledge management and conflict resolution SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE policy analysis; science and technology assessment; decision support system; inference; Toulmin logic structure AB This paper addresses the need for sound science, technology, and management assessment relative to policy decision-mailing, especially in areas that involve ecosystem health and sustainable development. It suggests an approach that involves a logical structure for evidence, a framed decision-making process, and an environment that encourages group participation. Toulmin-based logic possesses these characteristics and is used as the basis for development of the group decision support system described here. This system can support several user groups who can use the support system to state arguments for or against an important policy issue, and to assist in identifying and evaluating alternatives for implementation as policy decisions. The resulting decision support system assists in improving the clarity of the lines of reasoning used in specific situations; the warrants, grounds, and backings that are used to support claims and specific lines of reasoning; and the contradictions, rebuttals, and arguments surrounding each step in the reasoning process associated with evaluating a claim or counter-claim. Through use of this support system, experts and decision makers with differing views and backgrounds can better understand each other's thought processes in complex situations. The net effect is enhanced communications and understanding of the whole picture and, in many cases, consensus on decisions to be taken. C1 George Mason Univ, Sch Informat Technol & Engn, Dept Syst Engn & Operat Res, Fairfax, VA 22030 USA. RP Janssen, T, George Mason Univ, Sch Informat Technol & Engn, Dept Syst Engn & Operat Res, MS4A6, Fairfax, VA 22030 USA. CR *EPA, 1995, 730R95002 EPA OFF PE *GC, 1996, OUR CHANG PLAN FY 19 *NAT AC SCI, 1996, PEST DIETS INF CHILD BALL W, 1992, THESIS U MISSOURI CO BROCKRIEDE W, 1960, Q J SPEECH, V46, P44 COOLEY JC, 1959, J PHILOS, V56, P297 HAMPLE D, 1977, J AM FORENSIC ASS, V14, P1 IRVING P, 1990, ACIDIC DEPOSITION ST, V1 JANSSEN T, 1996, P IEEE INT C SYST MA, P2704 JANSSEN T, 1996, THESIS U MICROFILMS LAGOMASINO A, 1985, APPROXIMATE REASONIN, P473 LASKEY KB, 1989, IEEE T SYST MAN CYB, V19, P536 LEVY JK, 1988, SYSTEMS ENG, V1, P31 MAJONE G, 1989, EVIDENCE ARGUMENT PE NONAKA I, 1995, KNOWLEDGE CREATING C RAYNER S, 1998, HUMAN CHOICE CLIMATE SAGE AP, 1977, METHODOLOGY LARGE SC SAGE AP, 1981, COMPUTERS ELECT ENG, V8, P97 SAGE AP, 1984, ADV MAN MACHINE SYST, V1, P223 SAGE AP, 1991, DECISION SUPPORT SYS SAGE AP, 1991, FUZZY EXPERT SYSTEMS, P99 SAGE AP, 1992, SYSTEMS ENG SAGE AP, 1995, SYSTEMS MANAGEMENT I SAGE AP, 1999, HDB SYSTEMS ENG MANA SCHUM D, 1994, EVIDENTIAL FDN PROBA TOULMIN S, 1958, USES ARGUMENT TOULMIN S, 1984, INTRO REASONING WEINSTEIN M, 1990, INFORMAL LOGIC, V13, P121 WILSON EO, 1998, CONSILENCE UNITY KNO 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 2000 VL 19 IS 3-5 BP 472 EP 490 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PP UT ISI:000086492900017 ER PT J AU Temme, JT Beroggi, GEG TI A hypermedia knowledge management system for conflict resolution and policy-making for new telecommunications services SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE hypermedia systems; knowledge management; conflict resolution; policy analysis; telecommunications services AB All EU countries must establish a regulatory Commission for Networks and Services (CNS) whose main task is to resolve conflicts between competitors in a liberalized telecommunications market. A multimedia knowledge-management and advisory system has been developed for the Dutch CNS based on the problem-specific conceptual model of knowledge structure and on Holsapple's knowledge-oriented perspective of decision-making. The advisory system knows six user levels for knowledge acquisition, modification, and processing. The system has been developed together with CNS personnel. The system evolves along with its day-to-day use and it in expected to extend capability for knowledge management and to improve the quality of conflict resolution in interoperability conflicts. C1 Ordina Telecom BV, Bilthoven, Netherlands. Delft Univ Technol, Sch Technol Policy & Management, NL-2600 GA Delft, Netherlands. RP Temme, JT, Ordina Telecom BV, Bilthoven, Netherlands. CR 1987, COM87290 FOLEY JD, 1996, COMPUTER GRAPHIES PR HOLSAPPLE CW, 1995, KNOWLEDGE POLICY, V8, P5 HONDA J, 1995, INFORMATION INFRASTR, V4, P343 KATZ M, 1995, INFORMATION INFRASTU, V4, P327 VANDERMAST CAP, 1995, THESIS DELFT U TECHN WEARE C, 1995, INFORMATION INFRASTR, V4, P279 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 2000 VL 19 IS 3-5 BP 491 EP 506 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PP UT ISI:000086492900018 ER PT J AU Mirchandani, PB Head, KL Boyce, D TI Model-based transportation policy analysis SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE transportation policy analysis; systems engineering; systems modelling; traffic congestion ID THINGS PLANNERS BELIEVE; DENY AB The role of 'models' has been well accepted in the analyses of problems dealing with transportation 'operations' and 'planning' decisions. The paper argues that even policy issues could use a model-based focused thinking in their analyses, even though in policy issues (1) more entities an affected and have to be considered, (2) decision variables and constraints are not clearly defined, and (3) multiple objectives need to be satisfied. The paper introduces a recursive systems engineering process for policy analyses, with a significant role for models. Two case studies on policies to reduce traffic congestion are discussed. The first study relates to preferential treatment for high-occupancy vehicles for using the transportation facilities. The second study relates to altering travel demand by congestion pricing policies. Several types of models are utilized in these studies. The models provide insights, which otherwise might be difficult, on issues and sensitivities of potential decisions and assumed parameters. C1 Univ Arizona, Dept Syst & Ind Engn, Tucson, AZ 85721 USA. Univ Illinois, Dept Civil & Mat Engn, Chicago, IL 60607 USA. RP Mirchandani, PB, Univ Arizona, Dept Syst & Ind Engn, Tucson, AZ 85721 USA. CR *JHK ASS INC, 1986, 1 17 1 10 CORR STUD *LEE ENG INC, 1993, 1992 STUD OCC VEH CL AKAO Y, 1990, QUALITY FUNCTION DEP BATZ TM, 1988, TRANSPORTATION RES R, V1132, P25 BELL MGH, 1997, TRANSPORTATION, V24, P33 BOYCE D, 1997, IN PRESS TRANSPORTAT COMPERE KJ, 1996, THESIS U ILLINOIS CH DALKEY N, 1969, FUTURES, P408 KANAFANI A, 1983, TRANSPORTATION DEMAN KEENEY RL, 1976, DECISION MULTIPLE OB METAXATOS P, 1995, TRANSPORTATION PLANN, P11 RAMJERDI F, 1995, ROAD PRICING TOLL FI ROBERTSON DI, 1969, 253 LR TRANSP ROAD R SABOUNGHI RL, 1997, THESIS DEP CIVIL GEO SABOUNGHI SR, 1996, P 3 WORLD C INT TRAN SHEPPARD DE, 1995, TRANSPORTATION RES R, V1554, P90 TURNBULL KF, 1991, TRANSPORTATION RES R, V1200, P63 VANDERHOORN AIJM, 1997, TRANSPORTATION, V24, P45 WINSTON WL, 1991, INTRO MATH PROGRAMMI 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 2000 VL 19 IS 3-5 BP 507 EP 531 PG 25 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PP UT ISI:000086492900019 ER PT J AU Brown, DE de Medinaceli, A TI The use of information technology for oil spill planning SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE oil spill planning; planning support systems; template-directed; rule-based systems; planning for crisis management; plan automation AB In the years since the Exxon Valdez ran a,oround, US laws and regulations at the state and federal levels have required the development, maintenance, and use of oil spill contingency plans by any facility that transports, handles, or stores oil. US National Park Service areas and facilities fall under the jurisdiction of the federal regulations as most parks store and handle oil or can suffer from the adverse effects of external spills, such as Exxon Valdez. To create plans for the National Parks we designed and developed a contingency Plan Automation, Response, and Communication System (PARCS). PARCS provides an automated tool for the construction of response plans that comply with applicable federal regulations. PARCS clearly illustrates the use of advanced information technology for public policy planning and shows some of the important differences with private sector use of information technology. C1 Univ Virginia, Dept Syst Engn, Charlottesville, VA 22903 USA. RP Brown, DE, Univ Virginia, Dept Syst Engn, Thornton Hall, Charlottesville, VA 22903 USA. CR *EPA EM RESP REG 6, 1992, INF SPCC PLANS 40 CF *EPA OFF SOL WAST, 1993, PUBL EPA DONAHUE J, 1991, 1991 OIL SPILL C P A, P385 YUAN E, THESIS U VIRGINIA CH 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 2000 VL 19 IS 3-5 BP 532 EP 545 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PP UT ISI:000086492900020 ER PT J AU Bender, MJ Simonovic, SP TI A systems approach for collaborative decision support in water resources planning SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE systems approach; collaboration; decision evaluation; collaborative planning processes AB This paper presents a systems approach for collaborative group planning of water development projects. Two dynamic modelling paradigms were considered for development of a collaborative planning support system (CPSS). One paradigm is based on negative feedback, which forces system transformation towards an external goal. The selected paradigm is based on the concept of positive feedback. Positive feedback behaves in a similar manner to many natural growth processes in which the system feedback instigates growth away from an external goal or reference point. The positive feedback approach initiates changes to a proposal away from the initial reference point of conflict or disjoint value systems. This approach forms the basis of a framework for decision support system development. The decision support system is designed for interaction and participation of a group of stakeholders with a project proponent for the purpose of examining options for hydropower generating station configuration. Planning within the group setting assumes an iterative, flexible, modelling posture. Stakeholders are able interactively to adjust the configuration details to improve understanding of system behaviour and consequences of choices. Experimental alternatives are compared in terms of decision robustness relative to apparent value systems or preference structures. Overall the positive feedback mechanisms of iteration and experimentation allow alternatives to be generated, assessed, and improved. C1 Golder Associates Ltd, Calgary, AB T2P 3T1, Canada. RP Bender, MJ, Golder Associates Ltd, 10th Floor,940 6th Ave SW, Calgary, AB T2P 3T1, Canada. CR BENDER M, 1996, THESIS U MANITOBA WI BENDER M, 1997, P IEEE INT C SYST MA BENDER M, 1998, FUZZY SETS SYSTEMS BENDER MJ, 1997, HYDROLOG SCI J, V42, P493 BRILL ED, 1979, MANAGE SCI, V25, P413 FISHER R, 1991, GETTING YES NEGOTIAT GLASER B, 1967, DISCOVERY GROUNDED T KENNEY R, 1974, ANAL PUBLIC SYSTEMS, P64 SIMONOVIC SP, 1996, J HYDROL, V177, P237 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 2000 VL 19 IS 3-5 BP 546 EP 556 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 304PP UT ISI:000086492900021 ER PT J AU van de Kraats, AH TI Introduction: People management as the key to successful integrated business and technology management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article C1 Philips Semicond, Chief Technol Off, NL-5600 MD Eindhoven, Netherlands. RP van de Kraats, AH, Philips Semicond, Chief Technol Off, POB 218, NL-5600 MD Eindhoven, Netherlands. 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 2000 VL 19 IS 6 BP 557 EP 558 PG 2 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 297JG UT ISI:000086078800001 ER PT J AU van Tuijl, HFJM van de Kraats, AH TI Value people, the missing link in creating high performance organizations SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE appraisal and reward systems; competencies; high performance organizations; innovation; leadership; learning organization; self-management systems; shared values; value people ID MULTIPRODUCT INNOVATIVE ORGANIZATION; STRATEGIC DECISION AB A collaborative research programme is proposed, based on the supposition that the urgently needed renewal of our companies should follow the model of a Value People Organization. Such an organization is characterized by four mutually related conditions: the presence of shared values; the competencies to transform these shared values into results; selfmanagement systems to guide this process; and appraisal and reward systems to support it. To realize these four conditions is considered a number one management responsibility. The proposed research programme looks for empirical evidence in support of the above hypothesis. It also tackles the question of how to realize the conditions mentioned, if they are lacking. Two context factors are taken into account: educational programmes of universities, because of their impact on the influx of employee competencies into organizations; and national and supranational bodies, because of their role in the conditioning of people's (shared) values. C1 Eindhoven Univ Technol, Fac Technol Management, NL-5600 MB Eindhoven, Netherlands. Philips Semicond, Chief Technol Off, NL-5600 MD Eindhoven, Netherlands. RP van Tuijl, HFJM, Eindhoven Univ Technol, Fac Technol Management, POB 513, NL-5600 MB Eindhoven, Netherlands. CR *EFQM, 1997, EUR QUAL AW AKTOUF O, 1992, ACAD MANAGE REV, V17, P407 ALGERA JA, 1995, PRODUCTIVITY MEASURE ALGERA JA, 1997, PERFORMANCE MANAGEME BOLWIJN PT, 1996, HUMAN SYSTEMS MANAGE, V15, P161 DEGEUS A, 1997, LEVENDE ONDERNEMING JANSEN P, 1994, HOLLAND MANAGEMENT R, V40, P30 JANSSEN RM, 1996, PRODUCTIVITY MEASURE KLEINGELD PAM, 1994, THESIS EINDHOVEN U T KLEINGELD PAM, 1995, PRODUCTIVITY MEASURE KOTTER JP, 1995, HARVARD BUSINESS MAR LOCKE EA, 1990, THEORY GOAL SETTING MALJERS F, 1997, NRC S 1011 MORGAN C, 1994, UNWRITTEN RULES GAME MORROW PC, 1997, J ORGAN BEHAV, V18, P363 PRITCHARD RD, 1990, MEASURING IMPROVING QUAGLIA G, 1997, QUALITY LINK, V9, P11 QUINN RE, 1994, BECOMING MASTER MANA SCHEIN EH, 1996, ADM SCI Q, V41, P220 SPENCER LM, 1993, COMPETENCE WORK MODE TROMPENAARS F, 1993, RIDING WAVES CULTURE VANDEKRAATS AH, 1997, INT J TECHNOL MANAGE, V13, P102 VANDEKRAATS AH, 1997, INT J TECHNOL MANAGE, V13, P93 VANDINTEN W, 1997, KLANTVRIENDELIJKHEID VANTUIJL HFJ, 1997, EUROPEAN J WORK ORG, V6, P279 VANTUIJL HFJ, 1997, LEADERSHIP ORG DEV J, V18, P295 WEISBORD MR, 1987, PRODUCTIVE WORKPLACE 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 2000 VL 19 IS 6 BP 559 EP 570 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 297JG UT ISI:000086078800002 ER PT J AU Boddendijk, H TI Value people, stay competitive: next Century's demands SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE agility; change; history; paradigms; speed AB Society, companies and organizations adapt each at its own pace to changing circumstances and demands. Differences will therefore appear. In this paper the objectives of organizations and individuals in the context of Western Europe are analysed by following some historic trends. It is concluded that accepted paradigms such as 'growth is necessary to survive' and 'lifelong employment' no longer serve the objectives best. New notions such as leadership, shared values, continuous improvement and the like are essential for the future of our society. Interestingly history shows that these new notions have been guiding principles before, most explicitly in the old guild structure. The original small firm application of the guilds structure is projected onto large corporation and management roles in the 21st Century. C1 KPMG Management Consulting BV, Eindhoven, Netherlands. Eindhoven Univ Technol, NL-5600 MB Eindhoven, Netherlands. RP Boddendijk, H, KPMG Management Consulting BV, Eindhoven, Netherlands. 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 2000 VL 19 IS 6 BP 571 EP 575 PG 5 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 297JG UT ISI:000086078800003 ER PT J AU D'hanis, W TI Business ethics: myth or reality, tool or essence? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE culture; dialogue; ethics; human actions; organization; people; values AB Ethics is easily confused with ideology or religious conviction. But nothing is more distinguishable than religion, morality and law. Similarly distinguishable is theoretical from practical reasoning which, according to Kant, equals moral deliberation on the quality. Moral awareness is as inherent to economic dealings as to all other human occupations, The law of economics is that of human life itself. As people are organizational beings. according to Aristotle, every organization has a moral scope. Hopefully the culture of a company will become the fundament in which the knowledge and actions of intelligent people thrive, and that critically evaluates itself as Habermas states. In Hegelian tradition this means that culture is a person's objective search for himself. Values are linked to qualities which does not mean that all qualifies are ethical values. A continuous dialogue is necessary to ensure the creation of the moral fundament. C1 Nike Consult Management & Reflektie, B-2019 Antwerp, Belgium. RP D'hanis, W, Nike Consult Management & Reflektie, Lozanastr 32, B-2019 Antwerp, Belgium. CR GALBRAITH JK, 1992, CULTURE CONTENTMENT PETRELLA A, 1994, LIMITS COMPETITION SENGE P, 1990, 5 DISCIPLINE ART PRA NR 3 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 2000 VL 19 IS 6 BP 576 EP 582 PG 7 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 297JG UT ISI:000086078800004 ER PT J AU Metzemaekers, DAMM TI Critical success factors in technology management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE change; critical technical success factors; management requirements; pioneering organizations AB Given the expectation and image paradigm that customers have become accustomed to of a long term supplier relationship it appears to be particularly hard to fight competitive images that appeal to the longing for the dynamic, new and different. In this short 'management' contribution a few critical success factors are pointed out that are considered to be of prime importance for being a successful entrepreneur in the 21st Century: intuition, team-searching and building for a lean and mean supply chain, and the logistic technology that spots the right component suppliers in good time and organizes the system creation process reliably, fast and cost effectively. C1 NKT Cables, Cologne, Germany. RP Metzemaekers, DAMM, NKT Cables, Cologne, Germany. 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 2000 VL 19 IS 6 BP 583 EP 585 PG 3 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 297JG UT ISI:000086078800005 ER PT J AU Crol, JB TI Creating support for a change in strategy SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE change of strategy; core competence; creativity; people; scenarios AB People are the heart of the organization. 'They make things happen, they make things better.' Therefore it is vital that as many employees as feasible are involved and participate in a change of strategy. Other stakeholders could even be involved: customers, suppliers, and shareholders. Three cases will be described where the involvement of the employees from the beginning was crucial for the outcome. The success in all cases began with taking people seriously, with listening to their ideas, valuing their creativity, with taking actions and showing that people count. In changing strategy it is necessary to go beyond the standard approaches, if the goal is to obtain new ideas and support for the changes. In the article some practical methods are described to do so. Thinking about the future of an organization with a broad group of people is a more and more accepted and used method. An additional advantage is that one will usually find new and better solutions. The creativity of people is used and valued, scenarios are a way to open up minds to think about unthinkable situations and to find solutions for them. Better preparation for the future is another very positive effect. Thinking about core competencies focuses even more on the value of people in an organization. RP Crol, JB, Bankaplein 1A,Postbus 85690, NL-2508 CJ Sgravenhage, Netherlands. CR BALDOCK R, 1999, DESTINATION Z HAMEL G, 1994, COMPETING FUTURE PORTER ME, 1998, COMPETITIVE ADVANTAG NR 3 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 2000 VL 19 IS 6 BP 586 EP 596 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 297JG UT ISI:000086078800006 ER PT J AU Motte, B TI The one-chip TV way SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE commitment; customer delight; ethics in management and business; freedom and responsibility; integral responsibility; intrinsic quality; market adequacy; one goal; team delight AB In this paper the following fundamental question is discussed: 'How to create enough vitality in a team to react adequately to a market (r)evolution and be successful along the product creation process way until market dominance is reached?' Cultural and educational aspects are dealt with as key elements influencing the success. Through a self-analysis, it is illustrated how a company's success depends on people and people management. Recommendations deemed to be essential for the success of 21st Century companies are then given for a multicultural and multisite development programme. A common goal, clear responsibility, clear communication, clear roadmaps and planning of activities, and integrative process management are described from personal experiences and a demonstrated global success story. Last but not least, the whole process which led to rediscovering the fundamental value of ethics within our organization and businesses is described. C1 Philips Semicond, F-14043 Caen, France. RP Motte, B, Philips Semicond, 2 Rue Girafe,BP 5120, F-14043 Caen, France. 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 2000 VL 19 IS 6 BP 597 EP 609 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 297JG UT ISI:000086078800007 ER PT J AU Sanchez, R TI Modular architectures, knowledge assets and organizational learning: new management processes for product creation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge architecture; knowledge management; modularity; organizational learning; process architectures; product architectures; product creation; self-managing processes ID TECHNOLOGY; INNOVATION; FLEXIBILITY; INDUSTRIES; SYSTEMS; DESIGN AB This paper considers the impacts of adopting modular product ann process architectures on the organization of product creation processes and on the kinds of organizational learning which can take place within modular product creation processes. The discussion elaborates the concepts of modular product and process architectures and explains how use of modular product and process architectures influences an organization's knowledge, in effect creating modular knowledge architectures in an organization. Effective management of modular knowledge architectures enables greater clarity in identifying an organization's current knowledge assets and greater precision in targeting strategically useful organizational learning. Adopting modular architectures leads to changes not only in the nature of the technological work performed in an organization, but also in the kinds of knowledge assets the organization creates, the way learning occurs at both individual and organizational levels, and the human resource characteristics of the organization. These changes in turn call for complementary changes in performance assessment metrics, incentive structure designs, the nature of the employment relationship, and the management practices of an organization, especially with regard to the management of creative processes. C1 Int Inst Management Dev, CH-1001 Lausanne, Switzerland. RP Sanchez, R, Int Inst Management Dev, Chemin Bellerive 23, CH-1001 Lausanne, Switzerland. CR BALDWIN CY, 1997, HARVARD BUSINESS SEP, P84 BARLEY SR, 1986, ADMIN SCI QUART, V31, P78 BOGNER WC, 1996, DYNAMICS COMPETENCE, P101 CLARK KB, 1991, PRODUCT DEV PERFORMA DESANCTIS G, 1994, ORGAN SCI, V5, P121 GARUD R, 1993, STRATEGIC MANAGE J, V14, P351 GIDDENS A, 1979, CENTRAL PROBLEMS SOC GRANT R, 1993, SCH BUSINESS ADM WOR HALD A, 1993, GLOBALIZATION TECHNO, P335 HAMEL G, 1996, HARVARD BUSINESS MAR HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 LANGLOIS RN, 1992, RES POLICY, V21, P297 LEE HL, 1993, INTERFACES, V23, P1 MEYER C, 1993, SLOAN MANAGEMENT SPR, P29 ORLIKOWSKI WJ, 1992, ORGAN SCI, V3, P398 ORTON JD, 1990, ACAD MANAGE REV, V15, P203 PERROW C, 1986, COMPLEX ORG CRITICAL PRAHALAD CK, 1993, HARVARD BUSINESS MAR SANCHEZ R, IN PRESS J MARKETING SANCHEZ R, IN PRESS SCH THOUGHT SANCHEZ R, 1991, THESIS MIT CAMBRIDGE SANCHEZ R, 1993, MARKETING INTELLIGEN, V11, P29 SANCHEZ R, 1994, 2 INT PROD DEV MAN C SANCHEZ R, 1995, STRATEGIC INTEGRATIO, P337 SANCHEZ R, 1995, STRATEGIC MANAGE J, V16, P135 SANCHEZ R, 1996, DYNAMICS COMPETENCE, P299 SANCHEZ R, 1996, DYNAMICS COMPETENCE, P39 SANCHEZ R, 1996, EUROPEAN MANAGEMENT, V14, P121 SANCHEZ R, 1996, STRATEGIC MANAGE J, V17, P63 SANCHEZ R, 1997, STRATEGIC LEARNING K, P163 SANCHEZ R, 1998, COMPETING MODULAR MA SANDERSON SW, 1990, STRATEGIES NEW PRODU SANDERSON SW, 1997, MANAGING PRODUCT FAM SIMON HA, 1962, P AM PHILOS SOC, V106, P467 SIMON HA, 1981, SCI ARTIFICIAL VANDEKRAATS AH, 1997, INT J TECHNOL MANAGE, V13, P93 VONHIPPEL E, 1994, MANAGE SCI, V40, P429 WILLIAMSON O, 1986, EC ORG FIRMS MARKETS WRIGHT R, 1997, STRATEGIC LEARNING K, P83 NR 39 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 2000 VL 19 IS 6 BP 610 EP 629 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 297JG UT ISI:000086078800008 ER PT J AU Loeffen, JMJ Wortmann, JC TI IT challenges organizational design: how to connect manufacturing concepts to IT SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE information and communication technology (ICT); management styles; organizational design; sociotechnical design AB The complex organizational design of the past Century proves to be too slow in adapting to the actual, ever-changing environment. During the past few decades we used the distinction between routine and non-routine jobs to cope with this problem. Routine jobs are now executed quickly and accurately with the help of information technology (IT). Non-routine jobs make use of specific organizational structures in order to simplify coordination between people: organizational design now focuses on unity of time, place and 'action': teamwork has become a central issue. This article explores the next phase in the inter-relationship between information technology and organizational design: it shows that new challenges lie open for organizational design specialists. IT has now provided us with many new functionalities. and offers solutions for performing non-routine tasks: unity of time, place and action is no longer the first prerequisite to cope with today's dynamic environment. IT has incorporated important communication support features and has migrated towards ICT: human interaction can now take many expressions. C1 Philips CFT, Ind Operat, NL-5600 MD Eindhoven, Netherlands. RP Loeffen, JMJ, Philips CFT, Ind Operat, POB 218,Bldg SAQ 1510, NL-5600 MD Eindhoven, Netherlands. CR BOLWIJN PT, 1991, MARKET ORIENTED BUSI COVEY SR, 1989, 7 HABITS HIGHLY EFFE CULLEN R, 1998, CTB595987054 CFT DAVENPORT TH, 1993, REENGINEERING WORK I DESITTER LU, 1990, ANN C AM AC MAN AUG DESITTER LU, 1994, SYNERGETIC PRODUCTIO HAMMER M, 1993, REENGINEERING CORPOR HENDRICKX W, 1996, PHILIPS QUALITY MATT, V78 HOOGERWERF L, 1998, THESIS LEMMA UTRECHT JANSEN TN, 1998, CTB597982065 CFT LOEFFEN JMJ, 1997, THESIS EINDHOVEN U T PISANO GP, 1997, DEV FACTORY UNLOCKIN QUINN RE, 1996, DEEP CHANGE DISCOVER SUZAKI K, 1993, NEW SHOP FLOW MANAGE VANEIJNATTEN FM, 1993, PARADIGM CHANGED WOR VANEIJNATTEN FM, 1999, CHAORDIC SYSTEMS THI VERHERK MJ, 1997, MARKET ORIENTED PROD VERMEULEN AAM, 1996, SOCIOTECHNISCH ONTWE WELLINS RS, 1991, EMPOWERED TEAMS CREA WORTMANN JC, 1997, CUSTOMER DRIVEN MANU ZWEGERS A, 1998, THESIS EINDHOVEN U T 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 2000 VL 19 IS 6 BP 630 EP 637 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 297JG UT ISI:000086078800009 ER PT J AU Post, HA TI Built to last: why BAAN continues to be successful SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE conservatism; continuous growth; core values; dynamism; initiative; innovation; integrity; leadership; stewardship; vision AB A company that is 'built to last' is no flash in the pan, but one that will continue to grow and have a long-term influence on its environment. Vision and dynamism are determinative in order to achieve this. The combination of innovation and conservatism is striking. The core values and the core objective form the immutable, guiding values, principles, and preconditions. This paper describes the Baan Company as a visionary company, and discusses in particular the timeless aspects. Baan's immutable values, principles, and preconditions relate to the work ethic, stewardship, Pioneering, the industrial approach, entering into strategic cooperative relationships, client-orientation, an open, informal organization and serving leadership. Stability in this area has allowed Baan to be a great innovator in other areas. RP Post, HA, Essenberg 27, NL-3905 MK Veenendaal, Netherlands. CR BLOCK P, 1993, STEWARDSHIP CHOOSING COLLINS JC, 1994, BUILT LAST COLLINS JC, 1996, HARVARD BUSINESS SEP, P65 DANKBAAR B, 1996, ORG TURBULENTE OMGEV DEGEUS A, 1997, HARVARD BUSINESS MAR, P51 GREINER LE, 1972, HARVARD BUS REV, V50, P37 LOVE JF, 1995, MCDONALDS ARCHES POST HA, 1996, ONGOING INNOVATION VANHAAR G, 1984, DANIEL 1012, P10 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 2000 VL 19 IS 6 BP 638 EP 658 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 297JG UT ISI:000086078800010 ER PT J AU Bart, CK TI Controlling new products: a contingency approach SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE control; innovation; new products; strategy; implementation ID DIVERSIFICATION STRATEGY; MULTIPRODUCT FIRMS; INNOVATION; BUREAUCRACIES; INDUSTRIAL; MOTIVATION; SYSTEMS; SUCCESS; MODEL AB This article presents the findings from a large sample investigation into the way that SBU managers in large companies control different types of new products. The study also reports on the impact that different control choices have on two performance outcomes: new product output and new product success. The findings indicate that, consistent with the tenets of contingency theory, different new product strategies require different control approaches on the part of SBU managers and that an SBU manager's choice of controls matters in terms of performance. Most importantly, though, the findings underscore the balance and trade-offs that SBU managers may have to make in the course of pursuing different performance objectives. C1 McMaster Univ, Michael G DeGroote Sch Business, Hamilton, ON L8S 4M4, Canada. RP Bart, CK, McMaster Univ, Michael G DeGroote Sch Business, Hamilton, ON L8S 4M4, Canada. 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J. Technol. Manage. PY 1999 VL 18 IS 5-8 BP 395 EP 413 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 235WJ UT ISI:000082565400001 ER PT J AU Bassi, LJ Van Buren, ME TI Valuing investments in intellectual capital SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE intellectual capital; knowledge management; human capital; measurement; evaluation; survey research; organizational performance; training and development ID MANUFACTURING PERFORMANCE; TURNOVER; SYSTEMS AB The measurement and evaluation of the impacts and value of investments in intellectual capital is a critical obstacle to turning those investments into sources of competitive advantage. Yet, most organizations have only a dim notion of what they spend on intellectual capital, let alone what they receive from those investments. As a result, many firms either underinvest or make ineffective investments in intellectual capital. Evidence from a cross-industry survey of over 500 organizations in the United States reveals preliminary, yet tantalizing evidence of a link between investments in intellectual capital and organizational measures of performance, including market-to-book value. Particular attention is given to relationships between measures of human capital and organizational performance in a subset of 70 publicly-traded firms. C1 Amer Soc Training & Dev, Alexandria, VA 22313 USA. RP Bassi, LJ, Amer Soc Training & Dev, 1640 King St,Box 1443, Alexandria, VA 22313 USA. 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J. Technol. Manage. PY 1999 VL 18 IS 5-8 BP 414 EP 432 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 235WJ UT ISI:000082565400002 ER PT J AU Bornemann, M TI Potential of value systems according to the VAIC (TM) method SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE intellectual potential; intellectual capital; new economy, value added; indicator; benchmark; value chain; human resources; knowledge management AB After having found an empirical correlation between balance sheet data and expenditure for the Intellectual Potential of a company on a macro level, we are now examining the employability of the Value Added Intellectual Potential method (VAIP / VAIC(TM)) to the micro level. Therefore we use a process organization oriented approach to classify intra-company actions, which are the base for a more detailed analysis. With the help of the VAIC(TM) method and the Value Added Chain Matrix, we hope to develop a new consciousness of managing intangible assets. C1 Graz Tech Univ, Dept Int Management, A-8010 Graz, Austria. RP Bornemann, M, Graz Tech Univ, Dept Int Management, Univ Str 15-G1, A-8010 Graz, Austria. CR BORNEMANN M, 1998, ORG LEARN AC MAN MID BROOKING A, 1996, INTELLECTUAL CAPITAL BROWN M, 1997, KENNZAHLEN HARTE WEI DEGEUS A, 1997, LIVING COMPANY EDVINSSON L, 1997, INTELLECTUAL CAPITAL MORGAN G, 1988, RIDING WAVES CHANGE, V7 NONAKA I, 1995, KNOWLEDGE CREATING C PULIC A, 1998, 2 WORLD C MAN INT CA SCHNEIDER U, 1998, CONNECTING ORG THEOR STEWART T, 1997, INTELLECTUAL CAPITAL STRASSMAN P, 1996, INTRO ROM ANAL LINKI WAGENHOFER A, 1995, THEORETISCHE GRUNDLA, P178 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 1999 VL 18 IS 5-8 BP 463 EP 475 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 235WJ UT ISI:000082565400004 ER PT J AU Bosworth, D Jobome, G TI The measurement and management of risk in R&D and innovation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE risk; research and development; innovation; net present values; optimal stopping ID UK STOCK-MARKET; SHORT TERMISM AB This paper focuses on the issue of risk in the R&D and innovation processes. It examines the degree of risk suggested by the four main streams of the literature. While risk has not been a major focus of the empirical literature, the results suggest that the vast majority of inventions are worth relatively little, while a small proportion are extremely valuable. The second part of the paper argues that the net present value rule may not be appropriate in the presence of high risk, and the R&D decision may require an optimal stopping rule, which gives very different results. Adopting an optimal stopping rule in the face of a normal distribution of annual gross returns, the lifetime distribution of returns are similar to those observed in the real world. In addition, it is possible to use the results to replicate the observed behaviour of patent renewals. C1 Univ Manchester, Inst Sci & Technol, Manchester Sch Management, Manchester M60 1QD, Lancs, England. RP Bosworth, D, Univ Manchester, Inst Sci & Technol, Manchester Sch Management, POB 88, Manchester M60 1QD, Lancs, England. 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J. Technol. Manage. PY 1999 VL 18 IS 5-8 BP 476 EP 499 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 235WJ UT ISI:000082565400005 ER PT J AU Joyce, T Stivers, BP TI Knowledge and innovation focus: a classification of US and Canadian firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge; knowledge management; innovation; intangible assets; non-financial performance measures ID INTANGIBLE RESOURCES AB This article examines business practices focused on knowledge and innovation and the relationship of these business practices with other key organizational variables in Canadian and US firms. The article is based on a 1996 study of 103 Fortune 500 and 151 Past 300 firms. The study was sponsored by the Michael J. Coles College of Business at Kennesaw State University and funded by the Canadian Institute of Chartered Accountants. Using cluster analysis, we grouped firms with similar knowledge and innovation-related business practices. Our analysis reveals that firms in each country can be categorized based on their focus on knowledge and innovation as: (1) high focus; (2) moderate focus; or (3) low focus. Results indicate that firms in each of the three categories tend to differ in organizational structure and technology orientation, as well as in the perception of the value of various non-financial performance factors and intangible assets. C1 Kennesaw State Univ, Michael J Coles Coll Business, Kennesaw, GA 30144 USA. RP Joyce, T, Kennesaw State Univ, Michael J Coles Coll Business, 1000 Chastain Rd, Kennesaw, GA 30144 USA. CR 1997, IND REPORT TRAINING, V34, P39 CAUDRON S, 1993, PERSONNEL J, V72 GERSTEIN M, 1983, SLOAN MANAGEMENT WIN, P33 HALL R, 1992, STRATEGIC MANAGE J, V13, P135 HALL R, 1993, STRATEGIC MANAGE J, V14, P607 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG, R11 NONAKA I, 1995, KNOWLEDGE CREATING C QUINN JB, 1990, HARVARD BUS REV, V90, P60 ROCHFORD L, 1995, J MARKETING THEORY P, V3, P86 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 1999 VL 18 IS 5-8 BP 500 EP 509 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 235WJ UT ISI:000082565400006 ER PT J AU Erickson, GS TI Inventive behaviour and patent protection SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE patents; innovation; national innovation systems; new product development; international ID INNOVATION AB This paper considers the impact of a specific patent structure on inventive behaviour. Drawing from the legal definitions and timepoints of the US patent system, a questionnaire was developed and administered to a sample of recent inventors. Their responses, including time length of the innovation process, critical activities, and the impact of variables such as organizational size, experience with patenting, and technological complexity of the underlying invention, are reported and analysed. C1 Marist Coll, Sch Management, Poughkeepsie, NY 12601 USA. RP Erickson, GS, Marist Coll, Sch Management, Poughkeepsie, NY 12601 USA. CR AMABILE TM, 1988, RES ORGAN BEHAV, V10, P123 ERICKSON GS, 1996, IND MARKET MANAG, V25, P577 GRIFFIN A, 1997, J PROD INNOVAT MANAG, V14, P429 MANSFIELD E, 1968, EC TECHNOLOGICAL CHA MANSFIELD E, 1968, IND RES TECHNOLOGICA MONTOYAWEISS MM, 1994, J PROD INNOVAT MANAG, V11, P397 MOWERY DC, 1992, RES POLICY, V21, P125 MOWERY DC, 1993, CALIF MANAGE REV, V35, P9 NELSON RR, 1993, NATL INNOVATION SYST NORDHAUS WD, 1969, INNOVATION GROWTH WE PATEL P, 1987, RES POLICY, V16, P59 ROBERTS EB, 1988, RES TECHNOL MANAGE, V31, P11 URBAN GL, 1993, DESIGN MARKETING NEW WIGGS BR, 1991, J PATENT TRADEMARK O, V73, P493 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 1999 VL 18 IS 5-8 BP 510 EP 519 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 235WJ UT ISI:000082565400007 ER PT J AU Falconer, J TI Implementing a dynamic corpus management system within a global consulting enterprise SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE corpus management; knowledge repository; Web-based application design/development ID BRAINPOWER AB Geographically dispersed knowledge-based enterprises face a particular challenge in constructing and maintaining a corpus that is self-sustaining, dynamic, and value-rich. The solution developed relies heavily upon the ubiquity, extent, and hypertext-based underpinnings of the World Wide Web. In addition, all aspects of inquisitive/acquisitive behaviour, interaction, and knowledge management had to be modelled and augmented for the solution to be both useful and engaging, in effect to supplant the personal contact that would be present in a stationary, co-located team of similar mandate. Initial success has been sustained by continual reassessment of team disposition and careful application of new features to ameliorate operational deficiencies and/or to grow opportunities. The paper addresses the initial design methods and results and discusses the ongoing approach to evolving and improving the system. C1 Nortel Networks Corp, Dept 1293, Brampton, ON L6T 4B8, Canada. RP Falconer, J, Nortel Networks Corp, Dept 1293, Mailstop 036-MR-102,8200 Dixie Rd, Brampton, ON L6T 4B8, Canada. CR ARGYRIS C, 1978, ORG LEARNING ARGYRIS C, 1991, HARVARD BUS REV, V69, P99 BASILI VR, 1975, IEEE T SOFTWARE ENG, V1, P390 BASILI VR, 1995, SLOAN MANAGE REV, V37, P55 BEYER HR, 1995, COMMUN ACM, V38, P45 BOEHM BW, 1988, COMPUTER, V21, P61 BUZAN T, 1974, USE YOUR HEAD HARDIN G, 1968, SCIENCE, V162, P1243 HURST DK, 1984, HARVARD BUS REV, V62, P78 IANSITI M, 1997, HARVARD BUS REV, V75, P108 ISAKOWITZ T, 1995, COMMUN ACM, V38, P34 KIM DH, 1993, SLOAN MANAGE REV, V35, P37 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LEONARDBARTON D, 1997, HARVARD BUS REV, V74, P102 ORLIKOWSKI WJ, 1992, P C COMP SUPP COOP W, P362 QUINN JB, 1992, INTELLIGENT ENTERPRI QUINN JB, 1996, SLOAN MANAGE REV, V37, P11 STANAT R, 1990, INTELLIGENT CORPORAT STEWART TA, 1991, FORTUNE, V123, P44 STEWART TA, 1995, FORTUNE, V132, P201 YETTON PW, 1994, SLOAN MANAGE REV, V35, P57 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 1999 VL 18 IS 5-8 BP 520 EP 534 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 235WJ UT ISI:000082565400008 ER PT J AU Fernandez, E Montes, JM Perez-Bustamante, GO Vazquez, CJ TI Competitive strategy in technological knowledge imitation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge; barriers to imitation; information sources; second mover advantages ID CAPABILITIES AB Technological knowledge imitation is increasingly becoming a competitive behaviour which allows firms to be at the cutting edge of technological development. Despite the growth of external knowledge acquisition as part of competitive intelligence efforts, technological imitators have to face up to the difficulties built up by innovators in order to protect their competitive knowledge. To overcome imitation barriers, firms need to have a correct understanding of the technological knowledge sources and the potential advantages that arise from imitation. In this paper we provide a theoretical analysis of external knowledge sources for imitation, of the problems and characteristics needed to overcome imitation barriers and of the advantages gained by imitators when they acquire knowledge which is externally developed. C1 Univ Oviedo, Dept Admin Empresas & Contabilidad, Fac Econ, E-33006 Oviedo, Spain. RP Fernandez, E, Univ Oviedo, Dept Admin Empresas & Contabilidad, Fac Econ, Av Cristo S-s, E-33006 Oviedo, Spain. CR BADARACCO JL, 1991, KNOWLEDGE LINK CHANDLER AD, 1990, SCALE SCOPE DYNAMICS CLARK P, 1989, INNOVATION TECHNOLOG COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOPER AC, 1976, BUS HORIZONS, V19, P61 DAVIS L, 1971, I CHANGE AM EC GROWT DIERICKX I, 1989, MANAGE SCI, V35, P1504 GALBRAIT JK, 1967, NEW IND STATE HAMEL G, 1989, HARVARD BUS REV, V67, P133 HAMEL G, 1994, COMPETING FUTURE HAYEK FA, 1945, AM ECON REV, V35, P519 JEVONS RF, 1972, WEALTH KNOWLEDGE STU KATZ ML, 1986, J POLIT ECON, V94, P822 KERIN RA, 1992, J MARKETING, V56, P33 LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 LEVIN RC, 1987, BROOKINGS PAPERS EC, V3, P783 LIEBERMAN MB, 1988, STRATEGIC MANAGEMENT, V9, P41 LIPPMAN SA, 1982, BELL J ECON, V13, P418 MACHLUP F, 1974, ENCICLOPEDIA INT CIE MAIN J, 1992, FORTUNE, V126, P102 MANSFIELD E, 1981, ECON J, V91, P907 MANSFIELD E, 1985, J IND ECON, V34, P217 MYERS S, 1969, SUCCESSFUL IND INNOV, P69 NELSON RR, 1982, EVOLUTIONARY THEORY OUCHI WG, 1980, ADM SCI Q, V25, P129 POLANYL M, 1967, TACIT DIMENSION REICH LS, 1985, MAKING AM IND RES SCHEIN EH, 1985, ORG CULTURE LEADERSH SCHERER FM, 1980, IND MARKET STRUCTURE SOLO R, 1966, AM EC REV PAP P MAY, P91 TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 VONHIPPEL E, 1988, SOURCES INNOVATION WERNERFELT B, 1985, J ECON BEHAV ORGAN, V6, P381 YIP GS, 1982, HARVARD BUS REV, V60, P85 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 1999 VL 18 IS 5-8 BP 535 EP 548 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 235WJ UT ISI:000082565400009 ER PT J AU Gunter, K TI A comparison of two case studies illustrating the use of a collaborative information system to support competitive advantage SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE collaborative work; software to support competitive advantage; groupware; process managers; Web technology; workgroups; knowledge workers; virtual teams; bid management; competitive intelligence AB Companies are becoming increasingly interested in exploiting systems which support collaborative work, especially amongst knowledge workers who may be operating in geographically disparate locations; thus becoming part of a virtual team. The two case studies used in this paper consider the benefits of a collaborative information system (groupware combined with Web technology) to manage information that could lead to a competitive advantage. They are: Intratech IS Bid and Southcom Competitive Intelligence. Both studies dealt with similar situations, they were centred around the collection and dissemination of information which would allow decisions to be taken that would affect the company's profitability. The results of these case studies serve to illustrate the approaches that must be taken to ensure the successful implementation of a collaborative information system. C1 Univ Manchester, Dept Comp Sci, Informat Proc Grp, Manchester M13 9PL, Lancs, England. ICL Ltd, Stoke On Trent ST7 1TL, Staffs, England. RP Gunter, K, Univ Manchester, Dept Comp Sci, Informat Proc Grp, Oxford Rd, Manchester M13 9PL, Lancs, England. CR 1996, BUSINESS WEEK S 0226 *YANK GROUP, 1995, YANK GROUP WHIT PAP, V3 BANNON LJ, 1988, INFORMATION TECHNOLO BOCK G, 1994, WORKGROUP COMPUTING CHECKLAND PB, 1981, SYSTEMS THINKING SYS COAD P, 1991, OBJECT ORIENTED ANAL CUSHMAN A, 1994, INSIDE GARTNER 0209 DALLAS A, 1995, USING COLLABRA SHARE DAVENPORT T, 1995, INFORMATION WEE 0116 GULBRANSEN D, 1997, CREATING WEB APPLETS GUNTER K, 1999, THESIS MANCHESTER U GUSTAFSON P, 1995, GROUPWARE TRANSITION HAMMER M, 1993, REENGINEERING CORPOR HOWLETT D, 1996, INTERNET JUL, V20 KAWALEK P, 1997, THESIS MANCHESTER U KLEIN A, 1995, COMPUTER LETT 0821, V11 MANASCO B, 1995, LEARNING ENTERPR FEB RANDALL DW, 1994, ETHNOGRAPHIC STUDY A RODRIGUEZ K, 1995, INTERACTIVE AGE 0703 SPROUT AL, 1995, FORTUNE MAGAZIN 1127 TIMMINS A, 1995, NETWORK WORLD 0724 WARBOYS BC, 1989, P 1 INT C SYST DEV F WATSON R, 1994, GROUPWARE REPORT, V3 ZIEGLER B, 1995, WALL STREET J 1107 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 1999 VL 18 IS 5-8 BP 549 EP 561 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 235WJ UT ISI:000082565400010 ER PT J AU Johnson, WHA TI An integrative taxonomy of intellectual capital: measuring the stock and flow of intellectual capital components in the firm SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE intellectual capital components - conceptual framework; balanced scorecard approach to intangible assets valuation; resource-based strategy ID SUSTAINED COMPETITIVE ADVANTAGE; RESOURCES; CULTURE AB Building on the resource-based view of the firm, an intellectual capital framework is suggested to identify and measure important resources that may provide the firm sustainable competitive advantage. The difficulty of measuring and managing the elements of intellectual capital is a result of management's inherent tendency towards over-dependence on financial measures of performance. Typically, however, the intellectual capital assets of the firm are intangible and not easily amenable to financial measures as benchmarks. In attempting to operationalize the concept, the paper begins by developing an integrative taxonomy of intellectual capital based on recent literature. Each element of intellectual capital is then further developed by examining the various types of intangible assets that embody it. Using a software firm as an example, potential quantitative and qualitative indicators of the stock of intellectual capital within the firm are given. Direction towards measuring flows as indicators of intellectual capital strength is discussed. C1 York Univ, Schulich Sch Business, Dept Management Sci, Toronto, ON M3J 1P3, Canada. RP Johnson, WHA, York Univ, Schulich Sch Business, Dept Management Sci, 4700 Keele St, Toronto, ON M3J 1P3, Canada. CR 1992, ACCOUNTING STANDARDS BARNEY J, 1991, J MANAGE, V17, P99 BARNEY JB, 1986, ACAD MANAGE REV, V11, P656 BARNEY JB, 1986, MANAGE SCI, V32, P1231 BLACK F, 1973, J POLITICAL EC, V81, P637 BONTIS N, 1996, BUSINESS Q SUM, P41 BROOKING A, 1996, INTELLECTUAL CAPITAL BURNES B, 1995, INT J OPER PROD MAN, V15, P14 CLARK GL, 1995, T I BRIT GEOGR, V20, P1 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DIERICKX I, 1989, MANAGE SCI, V35, P1504 EDVINSSON L, 1997, INTELLECTUAL CAPITAL HALL R, 1992, STRATEGIC MANAGE J, V13, P135 HARDY C, 1989, AGE UNREASON HARRISON S, 1994, PUBLIC MONEY MANAGE, V14, P39 KAPLAN RS, 1996, BALANCED SCORECARD KAUFFMAN DL, 1980, SYSTEMS 1 INTRO SYST LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LUEHRMAN RA, 1997, HARVARD BUSINESS MAY, P132 OUCHI WG, 1981, THEORY Z PETERS TJ, 1982, SEARCH EXCELLENCE REED R, 1990, ACAD MANAGE REV, V15, P88 SAINTONGE H, 1996, STRATEGY LEADERS MAR, P10 SENGE PM, 1990, 5 DISCIPLINE ART PRA SMITH GV, 1994, VALUATION INTELLECTU STEWART TA, 1997, INTELLECTUAL CAPITAL SVYANTEK DJ, 1993, PUBLIC ADM Q, V17, P339 THUROW LC, 1997, HARVARD BUSINESS SEP, P95 WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 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 1999 VL 18 IS 5-8 BP 562 EP 575 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 235WJ UT ISI:000082565400011 ER PT J AU Isoard, S Soria, A TI Flexible returns and the diffusion of innovation policy SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology diffusion dynamics; flexible returns; technological policy ID CURVE AB The process of innovation production exhibits characteristics that may determine their subsequent market diffusion dynamics. Among these, there are several (positive and negative) feedback mechanisms: returns to production scale, to product adoption and to scope (i.e, fostering the joint production of innovative techniques) may prove to be important issues to look at to understand the process of technology substitution. The long-term learning effects, related to cumulative experience in capital production and R&D activities, appear as an important self-reinforcing mechanism as well. The diffusion of new technologies analysis therefore requires that several types of natural monopoly and economic regulation be distinguished according to the prevailing returns patterns. In particular, the occurrence of flexible returns brings into evidence new dynamics of technology diffusion and new dimensions for technological policy actions. An active and balanced technology policy appears advisable to achieve a reasonable degree of technological diversity, that is, to keep options open with respect to the success of a wide range of technologies. C1 European Commiss, Joint Res Ctr, Inst Prospect Technol Studies, E-41092 Seville, Spain. RP Isoard, S, European Commiss, Joint Res Ctr, Inst Prospect Technol Studies, E-41092 Seville, Spain. CR AHMED K, 1993, ENERGY SERIES AMABLE B, 1992, J EVOLUTIONARY EC, P147 ANDERSEN ES, 1994, SCHUMPETER ANAL EC E ANDERSON D, 1994, 6 GEF WORLD BANK UN ARGOTE L, 1990, SCIENCE, V247, P920 ARTHUR WB, 1988, TECHNICAL CHANGE EC ARTHUR WB, 1989, ECON J, V99, P116 CHRISTENSEN LR, 1976, J POLITICAL EC, V84, P655 CHRISTIANSSON L, 1995, WP95126 INT I APPL S COWING TG, 1978, LAND ECON, V54, P157 DAVID PA, 1985, AM ECON REV, V75, P332 GHEMAWAT P, 1985, HARVARD BUS REV, V63, P143 GRILICHES Z, 1967, THEORY EMPIRICAL ANA, P275 GRILICHES Z, 1980, NEW DEV PRODUCTIVTY HOLLANDER S, 1965, SOURCES INCREASED EF ISOARD S, 1997, WP9705 ER U PAR I PR JOHANSSON TB, 1993, RENEWABLE ENERGY SOU LIEBERMAN MB, 1984, RAND J ECON, V15, P213 MARSHALL A, 1961, PRINCIPLES EC METCALFE JS, 1989, RES TECHNOLOGICAL IN, V4, P153 METCALFE JS, 1994, J EVOLUTIONARY EC, V4, P327 MORONEY JR, 1967, W EC J, V6, P39 NELSON R, 1982, EVOLUTIONARY THEORY NERLOVE M, 1963, STUDIES MATH EC ECON, P167 PRESTON LE, 1964, AM ECON REV, V54, P100 SCHUMPETER JA, 1942, CAPITALISM SOCIALISM SILVERBERG G, 1988, ECON J, V98, P1032 STOBAUGH RB, 1975, J MARKETING RES, V12, P19 SULTAN RGM, 1975, PRICING ELECT OLIGOP, V2 TRAIN KE, 1991, OPTIMAL REGULATION E WALTERS AA, 1963, ECONOMETRICA, V31, P1 WITT U, 1993, PATH DEPENDENCE ITS NR 32 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 1999 VL 18 IS 5-8 BP 576 EP 589 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 235WJ UT ISI:000082565400012 ER PT J AU Lynn, BE TI Culture and intellectual capital management: a key factor in successful ICM implementation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE intellectual capital management; culture AB National culture and organizational culture can have a profound impact on the way in which organizations choose to manage themselves. This paper provides an introductory discussion of the relationship between intellectual capital management (ICM) and reporting and three national cultures - Canada, USA and Sweden. Six company cases are presented: Canadian imperial Bank of Canada, Royal Bank, Dow Chemical, IBM, Celemi and Skandia The case studies reveal that both national culture and organizational culture affect the successful implementation of ICM. Furthermore, culture appears to play a major role in whether ICM information remains proprietary (USA) or is disseminated to ct larger audience (Sweden). C1 McMaster Univ, Michael G DeGroote Sch Business, Hamilton, ON L8S 4M4, Canada. RP Lynn, BE, McMaster Univ, Michael G DeGroote Sch Business, 1280 Main St W, Hamilton, ON L8S 4M4, Canada. CR 1994, S SKANDIAS 1994 ANN 1995, CONTINUOUS JOURN AUT, P24 *I URB DEV, 1995, EV INT ASS CAP INV D *ROYAL BANK, 1996, 10 MIN GUID CAN TRAN ANDERSON A, 1992, P254 EC INT UN AZZARELLO R, 1996, SIM INT DEC, P1 BARNETT PW, 1994, R D INNOVATION, V5, P2 DARLING MS, 1996, BUSINESS Q WIN, P61 EDVINSSON L, 1997, INTELLECTUAL CAPITAL EDWARDS A, 1997, CA MAGAZINE APR, P21 GORDON GG, 1991, ACAD MANAGE REV, V16, P396 GORDON GG, 1992, J MANAGEMENT STU NOV, P784 GRAY SJ, 1988, ABACUS MAR, P1 HOFSTEDE G, 1980, CULTURES CONSEQUENCE HOFSTEDE G, 1991, CULTURE ORG SOFTWARE KLEIN DA, 1994, CHARACTERIZING INTEL LYNN BE, 1998, 16 SMAC SOC MAN ACC LYNN BE, 1998, CMA MAGAZINE FEB, P10 LYNN BE, 1998, IN PRESS INT J TECHN MCLEAN RIG, 1995, PERFORMANCE MEASURES MILLER R, 1996, MEASURING WHAT PEOPL MULLINS A, 1997, A715 MBA MCMAST U NONAKA I, 1995, KNOWLEDGE CREATING C PERRERA MHB, 1989, INT J ACCOUNTING, V24, P42 PETRASH G, 1996, EUROPEAN MANAGEMENT, V14, P365 ROBBINS SP, 1995, ESSENTIALS ORG BEHAV SACKMANN SA, 1991, ADM SCI Q DEC, P552 SAINTONGE H, 1996, 17 ANN NAT BUS C MCM SAINTONGE H, 1996, STRATEGY LEADERS MAR, P10 SENGE PM, 1994, 5 DISCIPLINE ART PRA SMITH S, 1995, ROYAL BANK GROUP MAY STEWART TA, 1991, FORTUNE 0603, P44 STEWART TA, 1994, FORTUNE 1003, P68 STEWART TA, 1997, INTELLECTUAL CAPITAL STOFFMAN D, 1995, CANADIAN BUSINES MAR, P62 SVEIBY KE, 1996, PEI C STOCKH OCT STO SVEIBY KE, 1997, NEW ORG WEALTH MANAG TORIEL P, 1994, IND CANADA JUN TRICE HM, 1993, CULTURES WORK ORG NR 39 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 1999 VL 18 IS 5-8 BP 590 EP 603 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 235WJ UT ISI:000082565400013 ER PT J AU Nyberg, TR Saru, S TI Aspects on high technology transfer SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE high technology; intellectual capital; recognition; technology transfer AB The paper gives a short description on high technology and intellectual capital that can be transferred. It also describes methods of how existing or missing technology knowledge can be recognized. Some requirements for successful high technology transfer are discussed. C1 Tempere Univ Technol, Tampere 33101, Finland. RP Nyberg, TR, Tempere Univ Technol, POB 692, Tampere 33101, Finland. CR BROOKING A, 1996, INTELLECTUAL CAPITAL HOLSA T, 1995, TEKNOLOGIASTRATEGIAL OTALA M, 1997, COMMUNICATION 1128 RIGGS HE, 1983, MANAGING HIGH TECHNO 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 1999 VL 18 IS 5-8 BP 604 EP 609 PG 6 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 235WJ UT ISI:000082565400014 ER PT J AU O'Shea, A McBain, N TI The process of innovation in small manufacturing firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE new product development processes; innovation; time compression; grounded theory; technological determinism; social choice ID PRODUCT DEVELOPMENT; INDUSTRY AB Time compression new product development processes (NPDP) are viewed as the current best practice models for NPDP. We describe the concepts that are inherent in these models and consider their efficacy with respect to small and medium sized enterprises (SMEs). We present preliminary data from a grounded theoretical study of the NPDP in six SMEs. This indicates that these organizations use NPDPs differently to those in the literature. C1 Univ Sunderland, CAMM, Sunderland SR2 7EE, England. RP O'Shea, A, Univ Sunderland, CAMM, Sunderland SR2 7EE, England. CR ABERNATHY WJ, 1978, TECHNOLOGY REV, V80 BIEMANS WG, 1992, MANAGING INNOVATIONS BLACKBURN J, 1991, TIME BASED COMPETITI BROWN SL, 1995, ACAD MANAGE REV, V20, P343 CLARK KB, 1987, BROOKINGS PAPERS EC, V3, P729 CLARK KB, 1989, J ENG TECHNOL MANAGE, V6, P25 CLARK KB, 1991, PRODUCT DEV PERFORMA COHEN WM, 1990, ADMIN SCI QUART, V35, P128 CYERT RM, 1963, BEHAV THEORY FIRM DUMAINE B, 1989, FORTUNE 0213, P54 EISENHARDT KM, 1995, ADMIN SCI QUART, V40, P84 GLASER BG, 1967, DISCOVERY GROUNDED T GRANOVETTER MS, 1973, AM J SOCIOL, V78, P1360 HART SJ, 1994, INT MARKETING REV, V11, P7 HAVEMAN HA, 1993, ADMIN SCI QUART, V38, P20 IANSITI M, 1997, HARVARD BUSINESS MAY, P69 IMAI K, 1985, READINGS MANAGEMENT KESSLER EH, 1996, ACAD MANAGE REV, V21, P1143 KIMBERLY JR, 1981, ACAD MANAGE J, V24, P689 KOLB DA, 1971, 53571 MIT SLOAN SCH LIKER JK, 1996, IEEE T ENG MANAGE, V43, P165 LYNN GS, 1996, CALIF MANAGE REV, V38, P8 MEYER C, 1993, FAST CYCLE TIME ALIG NONAKA I, 1991, HARVARD BUS REV, V69, P96 NORD WR, 1987, IMPLEMENTING ROUTINE PETERS T, 1987, THRIVING CHAOS POWELL WW, 1990, RES ORG BEHAV, V12 POWELL WW, 1992, NETWORKS ORG POWELL WW, 1996, ADMIN SCI QUART, V41, P116 ROTHWELL R, 1994, INT MARKET REV, V11, P7 STALK G, 1988, HARVARD BUS REV, V66, P41 STALK G, 1990, COMPETING TIME TIME STRAUSS AL, 1987, QUALITATIVE ANAL SOC VANDEVEN AH, 1989, RES MANAGEMENT INNOV VESEY JT, 1991, ACAD MANAGEMENT EXEC, V5, P23 VONHIPPEL E, 1988, SOURCES INNOVATION WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD WHEELWRIGHT SC, 1994, INT MARKET REV, V11, P32 NR 38 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 1999 VL 18 IS 5-8 BP 610 EP 626 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 235WJ UT ISI:000082565400015 ER PT J AU Rabson, JD DeMarco, DA TI A model of innovation systems with links to creative style and psychological type SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; innovation systems; creative style; psychological type ID ADAPTION-INNOVATION; MANAGEMENT AB A method is proposed for understanding the relationships between different types of innovation systems, which are defined as infrastructures for finding, developing, evaluating, and implementing new ideas in an organization. In parallel to Kirton's [29] theory of creative style, which postulates that a wide range of individual approaches to change may be understood as creative, innovation in organizations is considered to cover a broad spectrum of change-related functions, ranging from continuous improvement of existing capabilities to radical shifts in processes and technologies. Differences among innovation systems are also found to parallel dimensions of psychological type, in much the same way as has been proposed for organizations in general [50,51,52,53]. Empirical relationships between creative style and psychological type are useful in relating these two conceptions of innovation systems [46,47,48,49]. Potential applications include predictions about (1) the competencies required to run successful innovation systems, (2) the potential clashes between innovation systems and the larger organization, (3) opportunities to compensate for or capitalize on an organization's characteristics affecting innovation, and (4) the relevance of various systems to stages of the process from product conceptualization to commercialization. C1 Idea Connect Syst Inc, Rochester, NY 14607 USA. RP Rabson, JD, Idea Connect Syst Inc, Rochester, NY 14607 USA. 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J. Technol. Manage. PY 1999 VL 18 IS 5-8 BP 627 EP 647 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 235WJ UT ISI:000082565400016 ER PT J AU Rennie, M TI Accounting for knowledge assets: do we need a new financial statement? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE intangibles; knowledge assets; intellectual capital; knowledge resources; accounting under uncertainty; intellectual assets; research and development AB Knowledge-based companies have suffered from the failure of the traditional financial reporting system to reflect knowledge assets on the balance sheet. Because of the level of uncertainty associated with knowledge-related expenditures, accountants normally must classify them as expenses. This system was not unreasonable in the past, when assets were primarily tangible and it was normally clear what role these assets would play in providing benefits to the organization. In recent times, however, knowledge assets and other 'soft' assets have been increasingly important to success. We need a mechanism that will reduce the need to make these capitalization/expense decisions prematurely. I discuss the benefits of creating a new financial statement containing expenditures for which status as an asset or expense has not yet been resolved. C1 Univ Regina, Fac Adm, Regina, SK S4S 0A2, Canada. RP Rennie, M, Univ Regina, Fac Adm, Regina, SK S4S 0A2, Canada. CR *CAN I CHART ACC, 1998, 306023 CICA BRENNAN BA, 1992, CA MAGAZINE, V125, P21 BROOKING A, 1996, 17 ANN NAT BUS C MCM DAVIDOW W, 1996, FORBES 0408 EDVINSSON L, 1997, INTELLECTUAL CAPITAL EDWARDS S, 1997, CA MAGAZINE, V130, P22 KAPLAN RS, 1992, HARVARD BUSINESS JAN, P71 KAPLAN RS, 1996, HARVARD BUSINESS JAN, P75 KAPLAN RS, 1996, TRANSLATING STRATEGY LEV B, 1971, ACCOUNT REV, V46, P103 STIVERS BP, 1997, CA MAGAZINE, V130, P26 SVEIBY KE, 1997, NEW ORG WEALTH MANAG THORNBURG L, 1994, HR MAGAZINE OCT, V52 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 1999 VL 18 IS 5-8 BP 648 EP 659 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 235WJ UT ISI:000082565400017 ER PT J AU Sanderson, SM Taylor, WA TI Assume the ostrich position: how companies ignore information SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE information; knowledge; strategy; paradigm; dominant logic; culture ID DIVERSIFICATION; PERFORMANCE AB The ability of companies to respond to external influence is at the heart of strategy. Indeed the speed and nature of responses may well be a determinant of success. Why is it then that companies continue with strategies that are clearly not working and the available evidence for change is ignored? It is only by understanding the prevailing culture and its effect an strategic thinking that the response of firms to the environment can be understood. In particular the influence of culture as a paradigm or dominant logic on strategy is investigated by analysing a company that, despite available evidence, continued its strategy until taken over. The conclusion is that information needs to become knowledge to effect change and that knowledge is information that has became culturally accepted in the organization. C1 Univ Bradford, Ctr Management, Bradford, W Yorkshire, England. RP Sanderson, SM, Univ Bradford, Ctr Management, Emm Lane, Bradford, W Yorkshire, England. CR BETTIS RA, 1995, STRATEGIC MANAGEMENT, V16, P5 GINSBERG A, 1990, ACAD MANAGE REV, V15, P514 GRANT RM, 1988, STRATEGIC MANAGEMENT, V9, P639 GRINYER P, 1979, TURNAROUND MANAGERIA HARVEY J, 1988, ABELINE PARADOX HUSSEY D, 1996, IMPLEMENTATION CHALL JOHNSON G, 1992, LONG RANGE PLANN, V25, P28 JOHNSON G, 1997, EXPLORING CORPORATE LUFFMAN GA, 1984, STRATEGY PERFORMANCE MARCHAND DA, 1995, FINANCIAL TIMES 1208, V7 PRAHALAD CK, 1986, STRATEGIC MANAGE J, V7, P485 RAMANUJAM V, 1989, STRATEGIC MANAGE J, V10, P523 SPENDER JC, 1985, IND RECIPES NATURE S 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 1999 VL 18 IS 5-8 BP 660 EP 670 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 235WJ UT ISI:000082565400018 ER PT J AU Singh, P Agarwal, NC TI The effects of firm innovation strategy on executive compensation: evidence from the Canadian mining industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE executive compensation; miles and snow; firm strategy ID TOP MANAGEMENT COMPENSATION; ORGANIZATIONAL PERFORMANCE; MANAGERIAL COMPENSATION; CONTINGENCY THEORY; BUSINESS STRATEGY; REWARD SYSTEMS; MILES; DETERMINANTS; CONTRACTS; TYPOLOGY AB Executive compensation has attracted much attention over the past few decades. However, a careful review of the literature reveals that there is a need for more empirical studies using different theoretical perspectives. In this paper, we add theoretical insights from strategic management and analyse some of the determinants of executive compensation within a multidisciplinary framework. Using data from a relatively large sample of metal mining firms in the Canadian mining industry, we examine and discuss the effects of innovation and other firm strategies, as well as firm size and performance, on executive compensation. Areas for future research are also outlined. C1 McMaster Univ, MGD Sch Business, Hamilton, ON L8S 4M4, Canada. RP Singh, P, McMaster Univ, MGD Sch Business, Hamilton, ON L8S 4M4, Canada. 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J. Technol. Manage. PY 1999 VL 18 IS 5-8 BP 671 EP 687 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 235WJ UT ISI:000082565400019 ER PT J AU Stevens, JM Bagby, JW TI Intellectual property transfer from universities to business: requisite for sustained competitive advantage? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE intellectual property; sustained competitive advantage; university technology transfer; university-business interdependence; business and government interaction; university roles and missions; and university research, teaching, and service ID UNITED-STATES GOVERNMENT; TECHNOLOGY-TRANSFER; COLLABORATIVE RESEARCH; INDUSTRY; LABORATORIES; SEMATECH AB Business is experiencing an ongoing fundamental shift in the competitive environment, which highlights the need for knowledge development and the interdependence between users and producers including universities, government, and society. This interdependence is specifically accentuated by the transfer of intellectual property from universities to corporations that are intent on developing sustainable competitive strategies. This paper presents a conceptual framework and research questions and the results of an exploratory study, which focused upon the interaction between pivotal universities and business in a society-government context. Among other findings, the paper concludes that the economic and contractual imperatives of business may not conform to the traditional research, instructional, and service roles of universities. The implications of the study findings for business and university interactions are discussed. C1 Penn State Univ, Dept Management & Org, University Pk, PA 16802 USA. RP Stevens, JM, Penn State Univ, Dept Management & Org, 407 Beam Business Adm Bldg, University Pk, PA 16802 USA. 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J. Technol. Manage. PY 1999 VL 18 IS 5-8 BP 688 EP 704 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 235WJ UT ISI:000082565400020 ER PT J AU Templeton, G Snyder, C TI A model of organizational learning based on control SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology; organization theory; model; knowledge management; organizational learning; knowledge acquisition; information dist5ribution; information interpretation; organizational memory; organizational change; control theory; communication ID PERSPECTIVE; INNOVATION; RESOURCE AB This paper generates a new theoretical model on the role of technology in organizations by focusing on the role of knowledge in theories about organizational learning and control. Literature reviews of both fields yield evidence that the two concepts are highly related, and that a new, extended paradigm for organizational thought is needed. An integrative control model is then presented as the manner by which organizations process knowledge, which accounts for a large amount of the scope of organizational knowledge management. The proposed model can help managers and researchers understand the many salient issues associated with the behaviour of knowledge in organizations. C1 Athens State Univ, Coll Business, Athens, AL 35611 USA. Auburn Univ, Dept Management, Auburn, AL 36849 USA. RP Templeton, G, Athens State Univ, Coll Business, 108 Naylor Hall ASU, Athens, AL 35611 USA. 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J. Technol. Manage. PY 1999 VL 18 IS 5-8 BP 705 EP 719 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 235WJ UT ISI:000082565400021 ER PT J AU Tiessen, JH TI Developing intellectual capital globally: an epistemic community perspective SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE multinational innovation; global learning; international political perspectives; functional specialists ID INNOVATION; ENTREPRENEURSHIP AB This paper employs the epistemic community (EC) concept, borrowed from the international relations field, to examine the process of global innovation in multinational firms. An EC is a worldwide group of experts who develop and diffuse innovative policies by interacting with each other while advising the government decision-makers above them in their own countries. Multinational innovation resembles the process of international policy development so lends itself to this view. The key implication for multinationals is that they can develop their intellectual capital by fostering and harnessing the specialized knowledge residing in all their functional and geographic areas, not just the R&D department at home. C1 McMaster Univ, Michael G DeGroote Sch Business, Hamilton, ON L8S 4M4, Canada. RP Tiessen, JH, McMaster Univ, Michael G DeGroote Sch Business, 1280 Main St W, Hamilton, ON L8S 4M4, Canada. 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J. Technol. Manage. PY 1999 VL 18 IS 5-8 BP 720 EP 730 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 235WJ UT ISI:000082565400022 ER PT J AU Tovstiga, G TI Profiling the knowledge worker in the knowledge-intensive organization: emerging roles SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge worker role; knowledge-intensive organization; knowledge processes; communities of knowledge practice; metaphorical role description AB The role of the knowledge worker is evolving even as organizations in the post-industrial era are increasingly relying on the intangible intellectual capital of their people for competitiveness. Understanding, harnessing and capitalizing on the attributes of its knowledge workers in ways that contribute to the sustained well-being of the firm is increasingly being considered fundamental to the survival of today's firm. In spite of its immense competitive implications, the concept of the evolving role of the knowledge worker has, nonetheless, remained much of an enigma to management. A diagnostic approach to profiling the evolving role of the knowledge worker in terms of patterns of behavioural and functional attributes is described. It is based on a conceptual framework that describes the knowledge-intensive organization's knowledge creation and conversion processes; metaphorical role descriptions are used to elicit the relative contributions of the knowledge worker to each of the knowledge processes. What emerges is a visual pattern mapping of the knowledge worker's role showing a potentially hybrid, composite, and flexible portfolio of competencies and attributes, all of which contribute to the organization's knowledge creation and knowledge conversion processes. The role portfolio is not necessarily concentrated within a single knowledge worker; rather, it is distributed across boundary-crossing 'communities of knowledge practices' on various levels within and external to the knowledge-intensive firm. The paper concludes with an illustration of how the diagnostic instrument has been used to profile 'the knowledge worker' in one particular knowledge-intensive organization - an industrial research laboratory. The results suggest a shift in the knowledge worker role from that of primarily 'technology gatekeeper' to one consisting of a flexible composite of 'knowledge engineer', 'knowledge navigator', 'knowledge analyst' and 'knowledge steward'. While the 'technology gatekeeper' role in the past has contributed primarily to the firm's explicit knowledge processes, there appears to be an increasingly greater impact of the emerging knowledge roles within the tacit knowledge domain. Equally important, however, the case illustrates that the emerging role of the knowledge worker is highly dependent on the knowledge-intensive firm's organizational context - its learning culture, knowledge base and enabling practices. C1 Univ Twente, TSM Business Sch, NL-7600 AE Enschede, Netherlands. RP Tovstiga, G, Univ Twente, TSM Business Sch, POB 217,KCT Bldg, NL-7600 AE Enschede, Netherlands. CR ALLEN TJ, 1977, MANAGING FLOW TECHNO AMIDON DM, 1997, KEN AWAKENING DRUCKER P, 1993, POSTCAPITALIST SOC KATZ R, 1981, R&D MANAGE, V11, P103 LEONARDBARTON D, 1995, WELL SPRINGS KNOWLED MYERS PS, 1996, KNOWLEDGE MANAGEMENT NEVIS EC, 1995, SLOAN MANAGEMENT WIN, P73 NONAKA I, 1995, KNOWLEDGE CREATING C READ WH, 1996, TECHNOLOGY ANAL STRA, V8 SKYRME DJ, 1997, CREATING KNOWLEDGE B STARBUCK WH, 1997, KNOWLEDGE ORG NR 11 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 1999 VL 18 IS 5-8 BP 731 EP 744 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 235WJ UT ISI:000082565400023 ER PT J AU Mangematin, V Nesta, L TI What kind of knowledge can a firm absorb? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge transfer; research contract; public-private research; innovation, R&D ID INNOVATION AB Economists emphasize the crucial role of absorptive capacity with regard to external knowledge. In this respect, the firm's knowledge base determines its ability to recognize, assimilate and exploit externalities. Assuming that a firm's absorptive capacity also depends upon the characteristics of external knowledge, this paper analyses the relationship between three basic concepts empirically defined: the fundamental or applied nature of knowledge, the tacit or codified form of knowledge and the absorptive capacity of the firm. Based on a empirical analysis of R&D contracts between France's largest research institute and industrial firms, we show that a low absorptive capacity inhibits cooperation in R&D. The collaboration concerns mostly applied fields and needs informal interactions to support transfers (such as telephone calls, informal interviews and meetings). A high absorptive capacity extends the assimilation to all kinds of knowledge (applied, fundamental) through all types of vehicles (PhD students, scientific staff, technical devices). Altogether, absorption mechanisms seem to diversify as the firm's absorption capacity increases. C1 Univ Pierre Mendes France, SERD, INRA, Charge Rech, F-38040 Grenoble 9, France. RP Mangematin, V, Univ Pierre Mendes France, SERD, INRA, Charge Rech, BP 47, F-38040 Grenoble 9, France. CR ARORA A, 1994, J ECON BEHAV ORGAN, V24, P91 COHEN WM, 1989, ECON J, V99, P569 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COWAN R, 1997, EC CODIFICATION DIFF FORAY D, 1991, REV EC IND, V101, P780 GROSSETTI M, 1995, SCI IND TERRITOIRE, P309 HATCHUEL A, 1992, EXPERT SYSTEME, P263 HENDERSON R, 1994, STRATEGIC MANAGE J, V15, P63 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HICKS D, 1995, IND CORP CHANGE, V4, P401 ITAMI H, 1987, MOBILIZING INVISIBLE JOLY PB, 1998, IN PRESS REV EC KOGUT B, 1992, ORG SCI LHUILLERY S, 1996, RECHERCHE DEV TRANSF MARCH JG, 1991, ORGAN SCI, V2, P71 NONAKA I, 1994, ORGAN SCI, V5, P14 POLANYI M, 1967, TACIT DIMENSION ROSENBERG N, 1990, RES POLICY, V19, P165 SAVIOTTI P, 1994, 11 INT EC HIST C MIL SENKER J, 1995, EC SOC W, P99 SENKER J, 1996, TECHNOLOGICAL COLLAB, P76 TSOUKAS H, 1996, STRATEGIC MANAGE J, V17, P11 NR 22 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 1999 VL 18 IS 3-4 BP 149 EP 172 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 222HF UT ISI:000081778100002 ER PT J AU Davenport, S Grimes, C Davies, J TI Collaboration and organizational learning: a study of a New Zealand collaborative research program SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE collaboration; organizational learning; research and development management; Technology for Business Growth; New Zealand ID RESEARCH-AND-DEVELOPMENT; INNOVATION; SUCCESS AB Collaboration with a research partner is one strategy that small and medium sized enterprises (SMEs) can pursue to counter their size-imposed research and development (R&D) resource and capacity constraints and to enhance their learning. The Technology for Business Growth (TBG) program supports collaborative R&D projects between New Zealand industry and research institutions. This research attempted to gauge the effects of participation in a collaborative project on broader aspects of organizational learning, on the industry managers' subsequent attitudes towards R&D, as well as managers' perceptions of success and failure factors for collaboration. The majority of managers stated that their attitude to R&D had not changed (it was already positive prior to the project). However, their organizations' attitude towards the management of R&D projects had often changed, with many companies adopting the practices of project evaluation and planning enforced by the TBG application process, thus providing considerable evidence that organizational learning had taken place. Objective measures of subsequent R&D activity, such as increased spending on, and number of, R&D projects and increased employment of technical staff provide further evidence that the companies' learning experiences with collaborative projects may have encouraged them to invest more readily in R&D. C1 Victoria Univ Wellington, Management Grp, Wellington, New Zealand. RP Davenport, S, Victoria Univ Wellington, Management Grp, POB 600, Wellington, New Zealand. CR 1996, EXPORT NEWS 1111, P2 *MIN RES SCI TECHN, 1995, PUBL MIN RES SCI TEC, V13 ARGYRIS C, 1978, ORG LEARNING BIDAULT F, 1994, R&D MANAGE, V24, P33 BLOEDON R, 1994, RES TECHNOLOGY M MAR, P44 BROCKHOFF K, 1995, INT J TECHNOL MANAGE, V10, P111 BRUCE M, 1995, R&D MANAGE, V25, P33 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DODGSON M, 1992, FUTURES JUN, P459 DODGSON M, 1992, TECHNOL ANAL STRATEG, V4, P83 DODGSON M, 1993, HUM RELAT, V46, P77 DODGSON M, 1993, ORGAN STUD, V14, P375 DODGSON M, 1993, TECHNOLOGICAL COLLAB DOZ Y, 1993, TECHNOLOGICAL COLLAB, P51 EDWARDS F, 1992, 5 MIN RES SCI TECHN GERMERAAD P, 1996, RES TECHNOLOGY M JAN, P15 HAMEL G, 1989, HARVARD BUS REV, V67, P133 HERZBERG F, 1968, WORK NATURE MAN JOHNSTON R, 1991, 12 MIN RES SCI TECHN JOHNSTON R, 1994, NEW DIRECTIONS MANAG, P464 LAWTONSMITH H, 1991, RES POLICY, V20, P457 LIYANAGE S, 1994, TECHNOVATION, V14, P641 MACDONALD S, 1992, INT J TECHNOL MANAGE, V7, P49 MCHENRY KW, 1990, RES TECHNOLOGY M MAY, P40 OSBORNE D, 1992, ISSUES SCI TECHN SUM, P55 PETERSON J, 1993, RES POLICY, V22, P243 PRAHALAD C, 1990, HARVARD BUSINESS MAY, P3 ROTHWELL R, 1991, R&D MANAGE, V21, P125 STOCKPORT G, 1996, NEW TECHNOLOGY BASED, V2 VANDERMEER W, 1996, RES TECHNOLOGY M SEP, P15 WILLIAMS IF, 1996, NZ STRATEGIC MAN SUM, P30 NR 31 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 1999 VL 18 IS 3-4 BP 173 EP 187 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 222HF UT ISI:000081778100003 ER PT J AU Cabo, PG TI Industrial participation and knowledge transfer in joint R&D projects SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE collaborative R&D; knowledge transfer; biotechnology; European Union ID BIOTECHNOLOGY AB Collaborative R&D is studied from the perspective of firms that participate in joint projects with other firms and research organizations. The analysis is based on biotechnology projects funded by the European Commission. An empirical typology of projects is related to the intensity of knowledge transfer. The main conclusion is that industrial penetration is low, that knowledge transfer is a two-way process between firms and universities, and that the distance between the results of the projects and the market is large. C1 Pricewaterhouse Coopers, NL-2500 65 The Hague, Netherlands. RP Cabo, PG, Pricewaterhouse Coopers, POB 30715, NL-2500 65 The Hague, Netherlands. CR ARORA A, 1990, J IND ECON, V38, P361 BARLEY SR, 1992, NETWORKS ORG STRUCTU, P311 BELL E, 1993, TECHNOL ANAL STRATEG, V5, P307 BLOEDON RV, 1994, RES TECHNOL MANAGE, V37, P44 CANTLEY MF, 1992, FEMS MICROBIOL LETT, V100, P25 ENZING CM, 1995, STB95034 TNO ETZKOWITZ H, 1994, EVOLUTIONARY EC CHAO, P139 FAULKNER W, 1995, KNOWLEDGE FRONTIERS FREEMAN J, 1990, STRATEGIC MANAGEMENT GEISLER E, 1989, COOPERATIVE RES DEV, P43 HAKANSSON P, 1993, INT BUSINESS REV, V2, P65 HOUWINK EH, 1989, BIOTECHNOLOGY CONTRO KENNEY M, 1986, BIOTECHNOLOGY IND U KRIMSKY S, 1991, SCI TECHNOL, V16, P275 MOWERY DC, 1989, TECHNOLOGY PURSUIT E, CH9 ORSENIGO L, 1986, EMERGENCE BIOTECHNOL PISANO GP, 1991, RES POLICY, V20, P237 POWELL W, 1996, ADM SCI Q JAN POWELL WW, 1992, NETWORKS ORG STRUCTU, P366 QUINTAS P, 1995, RES POLICY, V24, P325 ROESSNER JD, 1993, ISSUES SCI TECHN FAL, P37 VALENTIN F, 1994, 152331 EUR VANROSSUM W, 1995, INT J TECHNOL MANAGE, V10, P853 ZUCKER LG, 1995, NATL BUREAU EC RES W, V5199 NR 24 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 1999 VL 18 IS 3-4 BP 188 EP 206 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 222HF UT ISI:000081778100004 ER PT J AU Prabhu, GN TI Managing research collaborations as a portfolio of contracts: a risk reduction strategy by pharmaceutical firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE process model; research collaborations; technology institutions; pharmaceutical firms; option; portfolio; risk management ID INDUSTRY; PROJECTS AB This research proposes an empirically derived model of the process through which firms facing high R&D risks and costs, leverage their limited R&D resources, by contracting out upstream (laboratory scale) research at low cost for a portfolio of R&D projects to not-for-profit technology institutions. The firms then concentrate their limited R&D resources on downstream (commercial scale) R&D that utilizes the limited set of successful upstream research outputs received from their collaborators. Small pharmaceutical firms that typically face both intense new product competition as well as high failure risks in upstream research adopt this risk reduction strategy. The process model has been developed by drawing from and synthesizing in-depth project case studies of small pharmaceutical firms. Apart from contributing to the literature on managing technological collaboration, this model can enable practitioners in both firms and technology institutions to understanding effective processes for initiating and implementing this mutually beneficial risk reduction strategy. C1 Indian Inst Management, Bangalore 560076, Karnataka, India. RP Prabhu, GN, Indian Inst Management, Bannerghatta Rd, Bangalore 560076, Karnataka, India. CR ALTER C, 1993, ORG WORKING TOGETHER BAILETTI AJ, 1993, R&D MANAGE, V23, P129 BERMAN EM, 1990, RES POLICY, V19, P349 BIRD B, 1993, ENTREPRENEURSHIP THE, V17, P57 BONACCORSI A, 1994, R&D MANAGE, V24, P229 BONINI CPP, 1977, J FINANCIAL QUAN MAR, P39 BOWER DJ, 1993, INT BUSINESS REV, V2, P83 BURGELMAN RA, 1983, ADMIN SCI QUART, V28, P223 CHAKRAVARTHY BS, 1992, STRATEGIC MANAGE J, V13, P5 DODGSON M, 1993, TECHNOLOGICAL COLLAB EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 GLASER B, 1967, DISCOVERY GROUNDED T KHANNA T, 1997, MANAGE SCI, V43, P405 LEE C, 1994, J PROD INNOVAT MANAG, V11, P325 LOPEZMARTINEZ RE, 1994, R&D MANAGE, V24, P17 MILES MB, 1984, QUALITATIVE DATA ANA NICHOLS NA, 1994, HARVARD BUSINESS JAN, P89 PARKHE A, 1993, ACAD MANAGE REV, V18, P227 PINDYCK RS, 1991, J ECON LIT, V29, P1110 RING PS, 1994, STRATEGIC MANAGEMENT, V13, P90 ROBERTS K, 1981, ECONOMETRICA, V49, P1261 ROSENBERG N, 1994, RES POLICY, V23, P323 SENDER GL, 1994, HARVARD BUSINESS JAN, P92 SMITH JE, 1995, MANAGE SCI, V41, P795 TSOUKAS H, 1989, ACAD MANAGE REV, V14, P551 WEITZMAN ML, 1981, BELL J ECON, V12, P574 WITTAKER E, 1994, R&D MANAGE, V24, P249 YIN RK, 1984, CASE STUDY RES DESIG 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 1999 VL 18 IS 3-4 BP 207 EP 231 PG 25 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 222HF UT ISI:000081778100005 ER PT J AU Turpin, T TI Managing the boundaries of collaborative research: a contribution from cultural theory SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE research collaboration; research culture; research policy ID MANAGEMENT AB Research collaboration across university and industry boundaries has increased rapidly during the past decade. Consequently research inputs and outputs are far more collective than in the past. A critical issue for both universities and industrial enterprises is to manage the cultural interaction between the two sectors in a way that maintains the inherent strengths of the research contribution made by both sides of collaborative arrangements. This requires the development of structures and processes conducive to maintaining organizational diversity yet capable of building long-term structural compatibility. Cultural theory offers some analytical perspectives that can assist in formulating organizational structures for managing university and industry collaborative research. It does this by offering a framework for understanding the relationship between organizational structures and control and the cultural values embedded in the perspectives and views of academic researchers. C1 Univ Wollongong, Ctr Policy Res, Wollongong, NSW 2522, Australia. RP Turpin, T, Univ Wollongong, Ctr Policy Res, Wollongong, NSW 2522, Australia. CR ARMSTRONG P, 1987, ACCOUNT ORG SOC, V12, P415 BLOOR C, 1982, ESSAYS SOCIOLOGY PER, P83 BOURKE P, 1993, 1 AUSTR NAT U RES SC BRIMBLE P, 1996, MODES MECH U IND INT DODGSON M, 1993, TECHNOLOGICAL COLLAB DOUGLAS M, 1982, ESSAYS SOCIOLOGY PER DOULAS M, 1993, RISK BLAME DUSSAGE P, 1992, STRATEGIC TECHNOLOGY GIBBONS M, 1994, NEW PRODUCTION KNOWL HICKS D, 1996, SCI PUBL POLICY, V23, P39 HILL S, 1990, TRAGEDY TECHNOLOGY JONES O, 1994, INT J TECHNOLOGY MAN, V9, P156 LAPIDUS J, 1995, RES TRAINING PRESENT LEE YS, 1996, RES POLICY, V25, P843 LIYANAGE S, 1994, TECHNOVATION, V14, P641 MARTIN B, 1996, RELATIONSHIP PUBLICL MURPHY P, 1993, 27 NAT BOARD EMPL ED NELSON RR, 1990, CHALLENGE MAR, P20 PINCH T, 1990, EUROPEAN J ED, V25, P295 ROBERTS EB, 1995, RES TECHNOLOGY MANAG, V38 SCHIVE C, 1995, J IND STUDIES, V2, P5 SCHWARZ M, 1990, DIVIDED WE STAND RED THOMPSON P, 1990, CULTURAL THEORY TURPIN T, 1996, KNOWLEDGE BASED COOP TURPIN T, 1997, U GLOBAL KNOWLEDGE E WHITTINGTON R, 1991, R D MANAGEMENT, V21 WOOD F, 1996, PEER REV SYSTEM AUST NR 27 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 1999 VL 18 IS 3-4 BP 232 EP 245 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 222HF UT ISI:000081778100006 ER PT J AU Carayannis, EG Alexander, J TI Secrets of success and failure in commercializing US government R&D laboratory technologies: a structured case study approach SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology transfer; commercialization; case studies; metrics; evaluation; reengineering AB With the end of Cold War, the US government started encouraging defence conversion and commercialization activities. Although currently highly contested in the political arena for their tangible short-term economic benefits, these activities have fostered multiple high-tech government-university-industry partnerships and helped shape regions of emerging clusters of high-tech entrepreneurship, such as the Rio Grande Technology Corridor in the southwestern United States, where Sandia and Los Alamos National Laboratories are located, or the Austin, Texas technopolis. This paper studies, compares and contrasts case studies of high-tech strategic alliances, spin-offs, CRADAs, and other related modalities of technology transfer and commercialization, it aims to enhance the understanding of the role and potential of a case study to produce powerful new 'performance metrics' which could complement structured, quantitative metrics in a hybrid approach to assessing and reengineering technology transfer and commercialization efforts. It could further lead towards the formulation of an effective mid-range theory for technology transfer and commercialization combining micro-level with macro-level elements and concepts. C1 George Washington Univ, Sch Business & Publ Management, Dept Management Sci, Management Sci Technol & Innovat Program, Washington, DC 20052 USA. Washington Core, Bethesda, MD 20814 USA. RP Carayannis, EG, George Washington Univ, Sch Business & Publ Management, Dept Management Sci, Management Sci Technol & Innovat Program, Washington, DC 20052 USA. CR *ASS U TECHN MAN, 1996, AUTM LIC SURV FY1991 *FED LAB CONS, 1994, TECHN TRANSF TIM TRA ALIC J, 1992, SPIN OFF MILITARY CO BOZEMAN B, 1992, TECHNOVATION, V12, P239 BOZEMAN B, 1996, P TECHN TRANSF METR BUSH L, 1996, 110270 NASA CARAYANNIS E, IN PRESS TECHNOVATIO CARAYANNIS E, 1997, 30 ANN HAW INT C SYS CARAYANNIS E, 1997, TECHN TRANSF SOC 199 CARAYANNIS EG, 1996, 29 ANN HAW INT C SYS CARAYANNIS EG, 1996, CHIC AMA RES S MARK CARR RK, 1992, J TECHNOL TRANSFER, V17, P8 ELDRED EW, 1997, RES TECHNOL MANAGE, V40, P29 FAULKNER TW, 1996, RES TECHNOL MANAGE, V39, P50 GEISLER E, 1993, J TECHNOLOGY TRANSFE, V18, P88 GREENBERG JS, 1995, AEROSPACE AM, V32, P39 GREENBERG JS, 1995, AEROSPACE AM, V32, P43 HAM RM, 1995, ISSUES SCI TECHN SUM, P67 HARTLEY JF, 1994, QUALITATIVE METHODS KASSICIEH SK, 1997, IEEE T ENG MANAGE, V44, P248 LARGE D, 1995, OPTIMUM, V26, P15 MASSEY A, 1997, 30 ANN HAW INT C SYS, P7 PENARANDA FE, 1996, P TECHN TRANSF METR RADOSEVICH HR, 1993, INT J TECHNOLOGY MAN, V8, P596 RADOSEVICH R, 1993, CALIF MANAGE REV, V35, P33 ROGERS E, R D MANAGEMENT ROGERS EM, IN PRESS R D MANAGEM ROGERS EM, 1995, DIFFUSION INNOVATION SPANN MS, 1993, J TECHNOLOGY TRANSFE, V18, P63 STANKIEWICZ R, 1994, SCI PUBL POLICY, V21, P99 YIN RK, 1989, CASE STUDY RES DESIG YIN RK, 1991, CASE STUDY METHOD TO YOSHINO MY, 1995, STRATEGIC ALLIANCES 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 1999 VL 18 IS 3-4 BP 246 EP 269 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 222HF UT ISI:000081778100007 ER PT J AU Wong, PK TI University-industry technological collaboration in Singapore: emerging patterns and industry concerns SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE university-industry technological collaboration; Singapore; S&T policy; R&D management AB Technological collaboration between universities and industry has been growing in importance in Singapore in recent years. This paper synthesizes empirical data from recent national R&D surveys as well as three other recent surveys of industrial firms to profile the emerging pattern of university-industry technological collaboration in Singapore, and highlights the key concerns as perceived by industry. Based on these empirical findings, the paper identifies several salient public policy issues that the Singapore government and university policy makers need to address in the future. C1 Natl Univ Singapore, Grad Sch Business, Ctr Management Technol, Singapore 119260, Singapore. RP Wong, PK, Natl Univ Singapore, Grad Sch Business, Ctr Management Technol, Singapore 119260, Singapore. 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J. Technol. Manage. PY 1999 VL 18 IS 3-4 BP 270 EP 284 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 222HF UT ISI:000081778100008 ER PT J AU Smith, RK Ahmed, MU TI International collaboration for technological change in the 21st century SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; collaboration; sustainability; globalization; Canada; Korea; telecommunications AB Technological innovation is now widely acknowledged as a key element in a firm's success, but in the competitive global marketplace of the late twentieth century, the circumstances for technological innovation have changed, In this paper we consider the combined impact of two trends that have changed the character of innovative activities: globalization and sustainability. We note a shift from introspective and proprietary solutions to externally focused, 'open' collaborations, frequently with firms of much different culture. This paper uses a case study of Canadian and Korean firms to highlight some of the behavioural factors that affect technological collaboration between firms in such circumstances. The paper concludes with examples of measures organizations can take to prepare themselves for collaboration. C1 Simon Fraser Univ, Burnaby, BC V5A 1S6, Canada. RP Smith, RK, Simon Fraser Univ, Burnaby, BC V5A 1S6, Canada. CR *CERF, 1996, INT RES S HELD WASH *MCK CO INC, 1993, COLL COMP US STRAT A *OECD, 1993, SMALL MED SIZ ENT TE *OECD, 1995, TECHN CLEAN PROD PRO *UN, 1993, GLOB PARTN ENV DEV G BLEEKE J, 1993, COLLABORATING COMPET BROTHERTON P, 1996, HR MAGAZINE, V41, P118 COOMBS RR, 1996, TECHNOLOGICAL COLLAB DODGSON M, 1993, TECHNOLOGICAL COLLAB DOSI G, 1988, TECHNICAL CHANGE EC GEERTZ C, 1975, ANTIOCH REV, V33, P5 HAGEDOORN J, 1995, RES POLICY, V24, P207 HAMEL G, 1994, COMPETING FUTURE HOLDEN R, 1993, EMPLOYEE COUNSELLING, V5, P17 JAFFE CA, 1990, NATIONS BUS, V78, P58 JOSHI MP, 1996, COMPETITIVE INTELLIG, V7, P46 KANTER RM, 1989, GIANTS LEARN DANCE KANTER RM, 1995, WORLD CLASS KODAMA F, 1995, EMERGING PATTERNS IN NIOSI J, 1996, TECHNOLOGICAL COLLAB, P98 NITECKI JZ, 1987, J BUS ETHICS, V6, P639 OAKLEY BT, 1993, TOTAL QUALITY ENV MA, V2, P309 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 QASSIM RY, 1994, INT J TECHNOL MANAGE, V9, P129 RODRIGUES SB, 1995, ORGAN STUD, V16, P739 NR 25 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 1999 VL 18 IS 3-4 BP 285 EP 292 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 222HF UT ISI:000081778100009 ER PT J AU Vernet, M Arasti, MR TI Linking business strategy to technology strategies: a prerequisite to the R&D priorities determination SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE strategic management of technology; business and technology strategies; technology portfolio analysis; R&D projects priority ID MANAGEMENT AB Choice of priorities in technology development is an important prerequisite for any R&D program (including R&D collaboration). The strategic management of technology is described as an approach that helps to link business strategy to technology strategy, and allows then the ranking of R&D subject priorities in coherence with the firm's overall strategy. Some strategy analysis models are assessed to show how this problem is incorporated and dealt with in the management literature. Then, the need for an integrated approach is pointed out, and an analytical method is developed to help firms in selecting their priorities in technology development and the way to investment in them. Finally, the usefulness of the proposed method is illustrated through its application to a French company. C1 Inst Natl Polytech Grenoble, Dept Ind Engn, F-38031 Grenoble, France. IRPD, Tehran, Iran. RP Vernet, M, Inst Natl Polytech Grenoble, Dept Ind Engn, Ave Felix Viallet, F-38031 Grenoble, France. CR DANILA N, 1989, R&D MANAGE, V19, P47 DREJER A, 1996, TECHNOL ANAL STRATEG, V8, P9 DUSSAUGE P, 1992, STRATEGIC TECHNOLOGY ERICKSON TJ, 1990, SLOAN MANAGEMENT SPR, P73 GALBRAITH JK, 1967, NEW IND STATE HEDLEY B, 1977, LONG RANGE PLANN, V10, P9 JOLY D, 1996, TECHNOLOGY STRATEGY JONES O, 1994, INT J TECHNOLOGY MAN, V9, P156 LITTLE AD, 1981, STRATEGIC MANAGEMENT MILER R, 1995, SPECIAL ISSUE EVALUA, V10, P511 MORIN J, 1985, EXCELLENCE TECHNOLOG MORIN J, 1992, TECHNOLOGIES MARCHES PEGELS CC, 1996, IEEE T ENG MANAGE, V43, P246 PORTER M, 1985, COMPETITIVE ADVANTAG ROBERTS EB, 1985, SLOAN MANAGEMENT SPR, P3 STALK G, 1992, HARVARD BUSINESS MAR, P57 ZAHRA SA, 1994, INT J TECHNOL MANAGE, V9, P172 NR 17 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 1999 VL 18 IS 3-4 BP 293 EP 307 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 222HF UT ISI:000081778100010 ER PT J AU Sugasawa, Y Liyanage, S TI Technology and business opportunities for small and medium enterprises in Japan: the role of research networks SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE industrial technology; innovation; research and development management; small and medium enterprises; Japanese innovation; industrial corporations AB Industrial technology contributes significantly to the growth of Small and Medium Enterprises (SMEs) in Japan. Driven by an intense competitive environment, businesses in Japan must continuously innovate to benefit from industrial technologies. As technological complexity increases, Japanese firms have to develop flexible knowledge acquisition and technology development methods. Collaborations and linkages with external organizations for industrial technology development and acquisition are important especially in the early growth stages of the firm. This paper analyses the results of a survey conducted in 407 companies and 20 in-depth case studies to assess the technology development needs of SMEs in Japan. The results show that capital and human resources are the major impediments to SMEs' efforts in new industrial technology development and the firms are increasingly relying on external knowledge sources to build up their technological competencies. The study describes the environment that influences the formation of such tie-ups for new products and technology development in SMEs. The results show that research links with external collaborators and knowledge networks are critical for the next phase of industry technology development in Japanese firms. C1 Nihon Univ, Coll Ind Technol, Dept Engn Math, Narashino, Chiba 275, Japan. Univ Queensland, Technol Management Ctr, Brisbane, Qld, Australia. RP Sugasawa, Y, Nihon Univ, Coll Ind Technol, Dept Engn Math, 1-2-1 Izumi Cho, Narashino, Chiba 275, Japan. CR *MITI, 1996, TRENDS ISS IND SCI T *NAT SCI BOARD, 1993, NSB931 *SMALL MED ENT AG, 1996, REC TREND TECHN BUS *US C, 1995, OTABOITC165 US C CUSUMANO MA, 1988, SLOAN MANAGEMENT FAL, P29 HICKS D, 1991, DEFINING BASIC RES J ISHII Y, 1993, EC EYE, V14, P9 LIKER JK, 1995, ENG JAPAN JAPANESE T NIWA F, 1995, SCI TECHN POL NETW W SANO S, 1995, J MUTSUBISHI RES I NR 10 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 1999 VL 18 IS 3-4 BP 308 EP 325 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 222HF UT ISI:000081778100011 ER PT J AU Carayannis, EG Alexander, J TI The wealth of knowledge: converting intellectual property to intellectual capital in co-opetitive research and technology management settings SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE intellectual property rights; intellectual capital, knowledge management; knowledge economics; co-opetition; trust; technology management; technology strategy; research collaboration; harmonization of intellectual property rights protection standards ID STRATEGY; FIRM; COLLABORATION; RIGHTS AB The emerging global trends in intellectual property (TP) commercialization and intellectual property rights (IPR) enforcement and harmonization such as technology globalization, 'niching', and licensing strategies, the diffusion of IPR standards and the divergence of IPR enforcement practices, are components of an emerging view of the importance of intellectual capital in corporate and national competitiveness. This paper presents the role of IPR enforcement and harmonization and IP commercialization strategies in a global, intra and inter firm and industry context. IP management is examined from the perspectives of the knowledge management and technology management fields, paradigms which facilitate rather than impede research collaborations in co-opetitive, technology-driven environments. Intellectual property rights (IPR) are shown to be the emerging currency of the global, knowledge-based economy and the intellectual property (IP) audit is a key strategic competitive 'weapon' for firms. C1 George Washington Univ, Sch Business & Publ Management, Dept Management Sci, Management Sci Technol & Innovat Program, Washington, DC 20052 USA. Washington Core, Bethesda, MD 20814 USA. RP Carayannis, EG, George Washington Univ, Sch Business & Publ Management, Dept Management Sci, Management Sci Technol & Innovat Program, Washington, DC 20052 USA. CR *NAT RES COUNC, 1987, MAN TECHN HIDD COMP ARTHUR WB, 1996, HARVARD BUSINESS JUL, P100 BALACHANDRA R, 1996, INT J TECHNOL MANAGE, V12, P625 BRANDENBURGER A, 1996, COOPETITION, P39 BROOKING A, 1997, INTELLECTUAL CAPITAL CARAYANNIS E, 1997, J INTERNET BANKING C CARAYANNIS EG, 1996, J ENG TECHNOLOGY MAN, V12 CARAYANNIS P, 1996, P INT C ENG TECHN MA DAVIS A, 1997, WALL STREET J 0403 DAY K, 1997, WASHINGTON POST 0424, E1 DRUCKER P, 1991, POST CAPITALIST SOC FORD D, 1988, LONG RANGE PLANN, V21, P85 FRISCHTAK CR, 1995, INT J TECHNOL MANAGE, V10, P200 FUKUYAMA F, 1995, TRUST SOCIAL VIRTUES, P26 HARVEY MG, 1996, MULTINATIONAL BUSINE, V4, P77 INKPEN AC, 1996, CALIF MANAGE REV, V39, P123 KAY J, 1996, WHY FIRMS SUCCEED KOGUT B, 1994, CALIF MANAGE REV, V36, P52 KOTABE M, 1996, J MARKETING, V60, P73 LANG JW, 1996, INT J TECHNOL MANAGE, V12, P796 LIEBESKIND JP, 1996, STRATEGIC MANAGE J, V17, P93 LIYANAGE S, 1995, INT J TECHNOL MANAGE, V10, P343 MORONE J, 1989, CALIFORNIA MANAGEMEN MULLIN R, 1996, CHEM TIMES 1211, P26 MULLIN R, 1996, J BUS STRAT, V17, P56 NAHAPIET J, 1997, P AC MAN ANN M BOST, P35 NONAKA I, 1995, KNOWLEDGE CREATING C POLANYI M, 1962, PERSONAL KNOWLEDGE P ROBERTS E, 1995, RES TECHNOLOGY M JAN, P44 ROGERS DM, 1996, RES TECHNOLOGY M MAY, P5 ROGERS E, 1995, DIFFUSION INNOVATION ROUSSELL PA, 1991, 3 GENERATION R D RUSHING, 1990, INTELLECTUAL PROPERT STEWART TA, 1994, FORTUNE 1003, P68 SULLIVAN P, 1996, TECHNOLOGY LICENSING, P261 TAYLOR A, 1996, INT J TECHNOL MANAGE, V11, P296 TEECE DJ, 1986, RES POLICY, V15, P285 THUROW LC, 1997, HARVARD BUSINESS SEP, P94 TSOUKAS H, 1996, STRATEGIC MANAGE J, V17, P11 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 1999 VL 18 IS 3-4 BP 326 EP 352 PG 27 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 222HF UT ISI:000081778100012 ER PT J AU Belotti, C Tunalv, C TI Acquisition of technological knowledge in small and medium-sized manufacturing companies in Sweden SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology transfer; collaboration strategies; small and medium enterprises (SMEs); manufacturing; Sweden; innovation; knowledge ID INNOVATION AB Small and medium sized manufacturing companies in Sweden are facing an increasing demand for high competence in their technical functions and processes as more and more of them have to supply a globalized market. National organizations like the 'National Board for Technical Development', as well as the European Union (EU) and regional funds are spending large resources to help SMEs to increase their competence. This paper takes the small company's perspective and describes what sources the SMEs are using to acquire scientific and technical knowledge and especially how they interact with the national system of technology development and transfer. This description is based on a survey of 509 small and medium sized Swedish manufacturing companies. From a factor analysis, six strategies for mobilizing technical knowledge are identified, related to suppliers, research institutes, local sources, customers, or business and technology advisors, ore mixed strategies. Differences between the companies with different strategies, in terms of e.g. size, and areas of renewal are analysed and degrees of innovativeness are discussed. In-depth studies of 40 of the most innovative of these companies give a further understanding of the processes behind the need for, and acquisition of, technological knowledge. C1 Swedish Univ Agr Sci, Uppsala, Sweden. Inst Management Innovat & Technol, IT Business Dev, S-41296 Gothenburg, Sweden. RP Belotti, C, Swedish Univ Agr Sci, Uppsala, Sweden. CR *EPRC, 1998, EU STRUCT FUNDS BUS ALLEN TJ, 1983, RES POLICY, V12, P199 BALDWIN A, 1997, IMPORTANCE LOCALLY E BEESLEY M, 1987, INNOVATION ADAPTATIO BELOTTI C, 1995, FRONTIERS ENTREPRENE, P667 BELOTTI C, 1996, TEKNIKFORNYELSE KOMP BELOTTI C, 1996, TEKNIKFORNYELSE PROC BELOTTI C, 1996, TEKNIKFORNYELSEPROCE BELOTTI C, 1997, TAFTIE C 16 17 NOV N BONADUCE A, 1997, TECHNOLOGY TRANSFER CARLSSON B, 1991, J EVOLUTIONARY EC, V1, P93 CARLSSON B, 1991, UNPUB NATURE IMPORTA COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DIMANCESCU D, 1997, LEAN ENTERPRISE DODGSON M, 1991, BRIT J MANAGE, V2, P133 DOSI G, 1988, TECHNICAL CHANGE EC EASTON G, 1992, IND NETWORKS NEW VIE, P62 GELSING L, 1989, TECHNOLOGICAL INNOVA GELSING L, 1992, NATL SYSTEMS INNOVAT GROTZ R, 1996, REV INT PME, V9, P37 HAKANSSON H, 1987, IND TECHNOLOGICAL DE HAKANSSON H, 1989, CORPORATE TECHNOLOGI HERAUD JA, 1994, REV INT PME, V7, P65 KLINE SJ, 1985, RES MANAGE, V28, P36 KLINE SJ, 1986, POSITIVE SUM STRATEG LAAGEHELLMAN J, 1989, ACTA U UPSALIENSIS, V16 LARSSON S, 1997, 3 WORKSH IND TECHN D LEONARDBARTON D, 1982, SWEDISH ENTERPRENEUR LIYANAGE S, 1995, TECHNOVATION, V15, P553 LUNDVALL BA, 1988, TECHNICAL CHANGE EC ROTHWELL R, 1991, R D MANAGEMENT, V21 STOREY DJ, 1994, J ENTERPRISING CULTU, V1, P347 STYMME B, 1997, INFORMATIONSTEKNIK A STYMNE, 1997, PROGR REPORT FIELD V VONHIPPEL E, 1988, SOURCES INNOVATION YLINENPAA H, 1997, MANAGING COMPETENCE, P27 NR 36 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 1999 VL 18 IS 3-4 BP 353 EP 371 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 222HF UT ISI:000081778100013 ER PT J AU Liyanage, S Greenfield, PF Don, R TI Towards a fourth generation R&D management model-research networks in knowledge management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE R&D management; collaboration; knowledge capital; knowledge management; innovation; fourth generation R&D management; research planning and commercialization; technology acquisition; drug discovery; pharmaceutical research; innovation; competitiveness ID INNOVATION STRATEGY; BUSINESS STRATEGY; LABORATORIES; TECHNOLOGY; COMPANIES; PATTERNS; INDUSTRY AB Research and development (R&D) management is increasingly about managing knowledge rather than simply managing its generation. Better management of knowledge is a key success factor for industry competitiveness through continuous innovation. R&D management processes developed in the past which can be described as the first, second or third generation models deal with concepts, techniques and tools for managing research as an investment portfolio of the firm. These models focus on the creation and diffusion of knowledge internal to the firm. Management of R&D is also about managing knowledge external to the firm and it involves the management of complementary skills, technological dependencies, and knowledge transfers across research links. This paper addresses the concept of research management as the generation of intellectual capital, which drives future businesses and new products. It examines, as a case study, research management practices employed by biotechnology and pharmaceutical research groups in industries and universities and outlines a fourth generation approach to managing research. C1 Univ Queensland, Technol Management Ctr, Brisbane, Qld 4072, Australia. Univ Queensland, Off Deputy Vice Chancellor Res, Brisbane, Qld 4072, Australia. Progen Ind Ltd, Darra, Qld 4076, Australia. RP Liyanage, S, Univ Queensland, Technol Management Ctr, Brisbane, Qld 4072, Australia. 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J. Technol. Manage. PY 1999 VL 18 IS 3-4 BP 372 EP 393 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 222HF UT ISI:000081778100014 ER PT J AU Martino, JP TI The environment for technological change SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technological change; society; economics; politics AB Technological change takes place in a social and economic context. This context can influence the nature, direction, and rapidity of technological change. This paper examines the likely environment for technological change in the near future, by projecting recent trends. This environment should be taken into account by research planners and technology managers. C1 Univ Dayton, Res Inst, Sidney, OH 45365 USA. RP Martino, JP, Univ Dayton, Res Inst, 905 S Main Ave, Sidney, OH 45365 USA. NR 0 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 1999 VL 18 IS 1-2 BP 4 EP 10 PG 7 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 214ED UT ISI:000081314200002 ER PT J AU Probert, D Farrukh, C Gregory, M Robinson, N TI Linking technology to business planning: theory and practice SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology management; business planning; technology strategy; technology review process; technology assessment; technology road mapping; product plans ID STRATEGIC MANAGEMENT AB Over the last two decades there has been increasing practical interest in the integration of technology into the business planning process, while at the same time the output of research papers on this subject has grown apace. In this paper we review the development of ideas in the field, drawing out common themes. The applicability and value of these themes has then been tested in practice, through the development of a technology review process with a collaborating company. The process is designed to incorporate technical and commercial knowledge from individuals across diverse business units in order that a corporate view of technology strategy may be formed. A five-process model for the management of technology is proposed to give a framework around which practical tools can be grouped coherently. The paper concludes by discussing the experience and learning which have emerged from the case, and comments on aspects of technology strategy development which are still not well supported by theory-based techniques. C1 Univ Cambridge, Mgt & Management Div, Dept Engn, Cambridge CB2 1RX, England. Lucas Diesel Syst, Stonehouse GL10 3SX, Glos, England. RP Probert, D, Univ Cambridge, Mgt & Management Div, Dept Engn, Mill Lane, Cambridge CB2 1RX, England. CR 1996, MAN TECHN SUMM SCH W *U CONN, 1996, DELPH STUD ABETTI PA, 1989, LINKING TECHNOLOGY B ABETTI PA, 1991, INT J TECHNOLOGY MAN, P40 BARKER D, 1995, LONG RANGE PLANN, V28, P21 BIRNBAUM P, 1984, IEEE T ENG MANAGE, V31, P186 BITONDO D, 1981, RES MANAGE, V24, P19 BOHN RE, 1994, SLOAN MANAGE REV, V36, P61 BOISOT M, 1987, INFORMATION ORG MANA BOISOT M, 1996, INT J TECHNOL MANAGE, V11, P425 BOISOT MH, 1992, IS YOUR FIRM CREATIV CHESTER AN, 1994, RES TECHNOLOGY M JAN, P25 CRUICKSHANK CM, 1995, BRIT AC MAN C SHEFF DERMER J, 1992, IEEE T ENG MANAGE, V39, P412 DESCHAMPS JP, 1995, PRODUCT JUGGERNAUTS DEWET G, 1996, IAMOT C MIAM US GREGORY MJ, 1995, P I MECH ENG B-J ENG, V209, P347 LAUGLAUG AS, 1987, LONG RANGE PLANN, V20, P21 LEONARDBARTON D, 1992, SLOAN MANAGEMENT FAL, P23 LEWIS MA, 1994, DEV PRACTICAL PROCED LEWIS MA, 1996, THESIS CAMBRIDGE U M LITTLE AD, 1981, STRATEGIC MANAGEMENT MATTHEWS WH, 1992, INT J VEHICLE DES, V13, P524 MCGRATH ME, 1995, PRODUCT STRATEGIES H MITCHELL GR, 1985, TECHNOL SOC, V7, P227 MOORE WL, 1993, PRODUCT PLANNING MAN NAUDA A, 1991, P PORTL INT C MAN EN PAVITT K, 1990, CALIF MANAGE REV, V32, P17 PERINNO AC, 1989, RES TECHNOLOGY MANAG, V32, P12 PRAHALD CK, 1993, RES TECHNOLOGY M NOV, V4, P40 PROBERT DR, 1993, P I MECH ENG B-J ENG, V207, P241 ROSENBERG N, 1994, EXPLORING BLACK BOX STACEY GS, 1990, INT J TECHNOL MANAGE, V5, P389 THOMAS R, 1994, INT J TECHNOL MANAGE, V9, P227 WHEELWRIGHT SC, 1995, LEADING PRODUCT DEV WILLYARD CH, 1987, RES MANAGEMENT SEP, P13 NR 36 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 1999 VL 18 IS 1-2 BP 11 EP 30 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 214ED UT ISI:000081314200003 ER PT J AU Bers, JA Lynn, GS Spurling, C TI A computer simulation model for emerging technology business planning and forecasting SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE business forecasting; business planning; emerging technologies; international marketing; market modelling; scenario analysis; simulation modelling; technology management AB This paper reports on the development and application of a computer simulation model designed to (1) assist technical professionals in developing business plans for emerging technologies in emerging markets; and (2) provide a realistic simulation of this process for professional development and university courses in business and management of technology (MOT). By incorporating key concepts from finance, market and competitive analysis, and MOT, the model guides the user through a series of assumptions and decisions to arrive at a ten-year financial plan. To overcome the most important limitations of traditional business planning models, the model also incorporates two additional stages in which alternative scenarios are introduced to bound the range of possible outcomes and focus the user on the key issues that must be addressed in commercializing emerging technologies. C1 Vanderbilt Univ, Sch Engn, Management Technol Program, Nashville, TN 37235 USA. Stevens Inst Technol, Hoboken, NJ 07030 USA. Teledyne Brown Engn Inc, Huntsville, AL 35807 USA. RP Bers, JA, Vanderbilt Univ, Sch Engn, Management Technol Program, POB 6188,Stn B, Nashville, TN 37235 USA. CR *PAL CORP, 1996, RISK ADV RISK AN SPR, P19 ANDERSON P, 1990, ADMIN SCI QUART, V35, P604 BURNS AC, 1995, MARKETING RES DEWEERD HA, 1967, P3535 RAND CORP GREENBAUM T, 1993, HDB FOCUS GROUP RES HAAS RW, 1995, BUSINESS MARKETING M, P565 KOTLER P, 1997, MARK MANAG, P134 LYNN F, 1992, J PROD INNOVAT MANAG, V9, P19 LYNN G, 1997, MARKETING LETT, V8, P333 LYNN GS, 1993, THESIS RENSSELAER PO, P139 LYNN GS, 1996, ENG MANAGEMENT J, V8, P23 MANSFIELD E, 1988, MICROECONOMICS THEOR, P120 MASON DH, 1994, PLANNING REV, V22, P6 MELDRUM MJ, 1991, IND MARKETING MA FEB, P43 MORIARTY RT, 1987, HIGH TECH VS LOW TEC PORTER ME, 1985, COMPETITIVE ADVANTAG REDDY NM, 1991, J PROD INNOVAT MANAG, V8, P295 SCHWARTZ P, 1991, ART LONG VIEW, P7 TEECE DJ, 1987, TECHNOLOGY GLOBAL IN, P65 TENAGLIA M, 1992, PLANNING REV, V20, P12 YELLE LE, 1979, DECISION SCI, V10, P302 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 1999 VL 18 IS 1-2 BP 31 EP 45 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 214ED UT ISI:000081314200004 ER PT J AU Liang, SK Yuan, B Chow, LR TI A decision model linkage between technology forecasting, technology dominance and technology strategy SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technological forecasting; technology strategy; project selection; technology dominance AB In this paper, we provide a hierarchical structure for the strategy selection problem by combining the concepts of technological dominance and technological forecasting. We start with a simple proof about the fact that "those who maintain a status quo will lose", which is the nature of technological dominance. The ultimate purpose of technological forecasting is to find the opportunity of technological dominance. Based on Theorem 2, we develop a mathematical model to select the best technological strategy based on the concept of technological dominance. Four illustrative examples are presented to describe the detailed procedures and algorithms. C1 Natl Chiao Tung Univ, Coll Management, Dept Ind Engn & Management, Hsinchu, Taiwan. Natl Chiao Tung Univ, Coll Management, Inst Management Technol, Hsinchu, Taiwan. Tamkang Univ, Grad Inst Management Sci, Tamsui, Taiwan. RP Liang, SK, Natl Chiao Tung Univ, Coll Management, Dept Ind Engn & Management, Hsinchu, Taiwan. CR BARD JF, 1989, IEEE T ENG MANAGE, V31, P28 CHOW LR, 1991, P 1991 CHIN C MAN TE, P105 CHOW LR, 1992, MANAGEMENT TECHNOLOG, V3, P1217 FAHRNI P, 1990, R&D MANAGE, V20, P155 FUSFELD AR, 1989, INT J TECHNOL MANAGE, V4, P601 JACKSON B, 1993, RES MANAGEMENT SEP, P21 PORTER M, 1985, J BUSINESS STRAT WIN, P60 PORTER ME, 1980, COMPETITIVE STRATEGY SCHEROEDER DM, 1990, STRATEGIC MANAGEMENT, V21, P25 WERNERFELT B, 1987, STRATEGIC MANAGE J, V8, P187 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 1999 VL 18 IS 1-2 BP 46 EP 55 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 214ED UT ISI:000081314200005 ER PT J AU Sayeed, L Brightman, HJ TI Supporting managerial intelligence tactics through information technology SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE managerial problem solving processes; MIS DSS; technology and innovation ID DECISION-MAKING; PROBLEM FORMULATION; SYSTEM; MODEL; FRAMEWORK; SUCCESS; DESIGN AB What tactics do managers use to identify emerging problems and opportunities? What are the impacts of information technology on the problem finding process? This study investigated the use of computer-based information and communications support in 90 problem and opportunity finding episodes within the banking industry. The technology permitted managers to use multiple stimuli and multiple problem finding tactics to identify emerging problems or opportunities. Furthermore, information technology allowed managers to use data external to the organization to identify problems and opportunities. Managers were eight times more likely to use transaction-based processing systems and management information systems than decision support and executive support systems to identify problems and opportunities. Information technology tools supported problem finding by providing (1) data to identify significant deviations from historical performance, budgets, or industry norms, and (2) timely communication among branch managers including uncovering potential criminal activity. The paper concludes with suggestions to enhance managerial intelligence activities through IS planning and possible research extensions. C1 San Francisco State Univ, Coll Business, Dept Business Anal & Comp Syst, San Francisco, CA 94132 USA. Georgia State Univ, Coll Business Adm, Dept Decis Sci, Atlanta, GA 30303 USA. RP Sayeed, L, San Francisco State Univ, Coll Business, Dept Business Anal & Comp Syst, 1600 Holloway Ave, San Francisco, CA 94132 USA. 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J. Technol. Manage. PY 1999 VL 18 IS 1-2 BP 56 EP 72 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 214ED UT ISI:000081314200006 ER PT J AU de Neufville, R Pirnar, A TI A dynamic technology strategy for Xerox to respond to the threat of high-tech commoditization SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE high-tech commoditization; personal computers; personal copiers; digital technology; organizational competency; first mover; dynamic strategic planning; dynamic technology strategy; risk aversion AB This paper shows how Xerox can make decisions to respond to the threat of high-tech commoditization in copiers. The extent of the threat is seen in the example of the computer industry commoditization by personal computers, and the negative effects on the industry leader IBM. The threat to Xerox is presented by the personal copier segment possibly being quite different, eroding existing competencies technologically and in markets, threatening profits, market share, and revenues. Decisions on digital technology, being first mover, and transition risks from the organizational competency perspective are combined using dynamic strategic planning which recognizes risk and the imperfection of technological and market forecasts. Decisive strategic moves into digital technology appear to provide the best response to the threat of commoditization of the copier industry. Aggressive strategies have higher expected outcomes under extreme commoditization, but also higher variances and risk. Doing nothing is the worst strategy. The value of each strategy depends on the level of future commoditization, and the risk aversion of decision makers. C1 MIT, Technol & Policy Program, Cambridge, MA 02139 USA. RP de Neufville, R, MIT, Technol & Policy Program, 77 Massachusetts Ave, Cambridge, MA 02139 USA. CR 1993, WALL STREET J A 0421, A3 1995, COMPUTERS 1228, C79 1995, COMPUTERS, V804, P239 1995, DATAQUEST 0724, P6 1995, PURCHASING, V119, P71 1995, WALL STREET J 1031, B6 1996, FORTUNE 0429, P112 1996, VALUE LINE IND REV, P2 *XER, 1996, 1995 ANN REP XER, P37 ABERNATHY WJ, 1985, RES POLICY, V14, P3 ANTHONY RN, 1989, ACCOUNTING TEXT CASE BRYNJOLFSSON E, 1993, 158 CCS WP AP SLOAN DENEUFVILLE R, 1990, APPL SYSTEMS ANAL EN HUANG KSH, 1993, BUSINESS EC PETERS TJ, 1982, SERACH EXCELLENCE PIRNAR HA, 1996, THESIS MIT CAMBRIDGE ROSENBLOOM RS, 1987, CALIFORNIA MANAGEMEN, V29, P2 SAKAMAKI T, 1986, OFFICE EQUIPMENT PRO, V15, P26 TELLIS GJ, 1996, SLOAN MANAGE REV, V37, P65 WATSON TJ, 1990, MY LIFE IBM 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 1999 VL 18 IS 1-2 BP 73 EP 92 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 214ED UT ISI:000081314200007 ER PT J AU Yuan, BJC Wang, MY TI Analysis on the key factors influencing competitive advantages of DRAM industry in Taiwan SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE DRAM industry; competitive advantage; key factor; factor conditions; demand conditions; supporting industry; government policy; technology source; fund raising; corporate strategy AB In view of the great opportunity of future DRAM market and the fact that Taiwan will become a major player in such a market, this paper looks into key factors that influence the competitive advantages of Taiwan DRAM industry. This paper firstly establisher a framework to analyze the competitive advantages of Taiwan DRAM industry. Based on the framework, conclusions on the factors that influence the competitive advantages of DRAM industry are then derived. Then, these factors are summarized into questionnaires. The empirical results show that in macro level the development of technical manpower, information products, IC equipment industry, and strategic industry planning are the most key factors. In industry level, the development of lithography technology, retained earnings, strategic alliances, and cost leadership strategy are the most key factors. Some future strategic focus on Taiwan DRAM industry are provided. C1 Natl Chiao Tung Univ, Inst Management Technol, Hsinchu 300, Taiwan. RP Yuan, BJC, Natl Chiao Tung Univ, Inst Management Technol, 1001 Ta Hseuh Rd, Hsinchu 300, Taiwan. CR 1995, COMMERCIAL TIME 0801 1995, COMMERCIAL TIME 1110 1995, COMMERCIAL TIME 1129 1995, EC DAILY NEWS 0614 *EL RES SERV ORG, 1991, SEM YB 1991 *EL RES SERV ORG, 1996, SEM YB 1996, P2 AAKER DA, 1992, DEV BUSINESS STRATEG AAKER DA, 1992, STRATEGIC MARKET MAN ANSOFF IH, 1965, CORPORATE STRATEGY, P110 ANTHONY RN, 1972, KEY EC VARIABLES MAN, P138 BERENSON ML, 1992, BASIC BUSINESS STAT, P508 BOSENMAN G, 1989, STRATEGIC MANAGEMENT, P22 CHEN CF, 1996, RES POLICY, V25, P59 CHEN JY, 1995, HANDOUTS TECHNOLOGY CHEN SS, 1996, IC MARKET TAIWAN DUSSAUGE P, 1992, STRATEGIC TECHNOLOGY FINNIE WC, 1994, HANDS ON STRATEGY GU HILL CWL, 1995, STRATEGIC MANAGEMENT HOFER CW, 1978, STRATEGY FORMULATION HOWELL TR, 1992, CREATING ADV SEMICON HUANG YC, 1995, WATER USE PARK AREA JAUCH LR, 1988, BUSINESS POLICY STRA LEIDECKER JK, 1984, LONG RANGE PLANN, V17, P23 LIN MK, 1997, 1997 SEM NEW OPP DOM, P1 OHMAE K, 1983, MIND STRATEGIST PORTE ME, 1990, COMPETITIVE ADV NATI PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1985, COMPETITIVE ADV CREA ROWE AJ, 1993, STRATEGIC MANAGEMENT SHIUE SC, 1995, SEM HSINCH SCI BAS I SIMOSN R, 1995, LEVERS CONTROL MANAG SMITH GD, 1991, BUSINESS STRATEGY PO THOMPSON AA, 1993, STRATEGIC MANAGEMENT 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 1999 VL 18 IS 1-2 BP 93 EP 113 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 214ED UT ISI:000081314200008 ER PT J AU Abetti, PA TI The birth and growth of the Japanese language word processor: internal venturing in Toshiba Corporation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE word processors; Japanese language processing; kana to-kanji translation; Toshiba; personal computers; technological innovation; new product design; internal venturing; corporate venturing; intrapreneurship ID NOTEBOOK COMPUTERS AB This case study describes the slow gestation, birth and rapid growth of the Japanese language word processor that has allowed Japan to catch up with the West in office automation, in spite of the formidable complexities of the Japanese language. In the seven years following the development of the first word processor, prices have fallen by 98%, and size has been drastically reduced. Sales in 1993 were about 3 million units, double the number of PCs. This project was carried out by a small team of Toshiba engineers, led by Dr. Ken-Ichi Mori, working on their own time, because of the indifference of headquarters and reluctance of management. We follow the internal venture from the initial invention to the first model, the transfer of the project from the research and development laboratory to the Ome factory, where a second team, led by Tetsuya Mizoguchi, the future father of the Toshiba laptop, developed the successful RUPO series. We review the emergence of 20+ competitors, many utilizing Toshiba's invention without paying royalties. We discuss the critical factors that led to Toshiba's technical success and also to the partial loss of its hard-won competitive advantage, due to government interference. This case is based on seven half-day interviews held by the author in Tokyo in the Fall of 1993, with the father of the word processor, Dr. Mori, Mr. Mizoguchi, two members of the Toshiba Board of Directors, the project leader and the marketing manager. C1 Rensselaer Polytech Inst, Lally Sch Management & Technol, Troy, NY 12180 USA. RP Abetti, PA, Rensselaer Polytech Inst, Lally Sch Management & Technol, Troy, NY 12180 USA. CR ABETTI PA, 1995, INT J TECHNOLOGY MAN, P139 ABETTI PA, 1997, J BUS VENTURING, V12, P507 ABETZ L, 1997, QUAL LIFE RES, V6, P2 BLOCK Z, 1993, CORPORATE VENTURING BURGELMAN RA, 1983, ADMIN SCI QUART, V28, P223 BURGELMAN RA, 1988, STRATEGIC MANAGEMENT, P257 COOPER RG, 1994, WINNING NEW PRODUCTS DAY DL, 1994, ORGAN SCI, V5, P148 KODAMA F, 1994, EMERGING PATTERNS IN, P146 KUROKI M, 1997, JAP BUS STUD C WASH KUWAHARA A, 1992, WHART INT FOR E AS S KUWAHARA A, 1993, COMMUNICATION 1022 MIZOGUCHI T, 1993, COMMUNICATION 1215 MORI, 1993, COMMUNCIATION 1022 MORI, 1993, COMMUNICATION 1029 MORI, 1993, COMMUNICATION 1105 MORIKAWA Y, 1993, COMMUNICATION 1105 NUESE CJ, 1995, BUILDING RIGHT THING OCONNOR GC, 1998, IN PRESS J PRODUCT I PETERS T, 1995, PASSION EXCELLENCE PINCHOT G, 1985, INTRAPRENEURING SCHENDLER BR, 1993, FORTUNE 0712, P14 URBAN GL, 1993, DESIGN MARKETING NEW 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 1999 VL 18 IS 1-2 BP 114 EP 132 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 214ED UT ISI:000081314200009 ER PT J AU Chang, PL Lung, SSC Hsu, CW TI The evaluating model for the technology needs of Taiwan high-tech industries SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE product vehicles; high-tech industry; government-supported R&D; semiconductor ID STATES AB This paper formulates an evaluating model for the technology needs of Taiwan's high-tech industries. Since it is scarce natural resources and limited domestic market, Taiwan's economic development strategy is lead mainly by the technology intensive industries and the expansion of an export-oriented market. However, as industry in Taiwan is composed of small and medium size enterprises, which lack the resources to carry out independent research and development (R&D), the government has supported non-profit research institutes to develop generic or key technologies, so as to help the industries develop successfully. This evaluating model may be utilized by the government-supported research institutes which can, during the development process, help the industries reach their production objectives. This model is based on three stages: analysis of product vehicles, analysis of technology developmental targets and the planning of developmental technology. Taiwan's semiconductor industry technology selection is the case study we will use to illustrate the model. C1 Natl Chiao Tung Univ, Inst Management Sci, Hsinchu, Taiwan. RP Chang, PL, Natl Chiao Tung Univ, Inst Management Sci, Hsinchu, Taiwan. CR *IND TECHN RES I, 1990, PLAN SUBM FABR TECHN *IND TECHN RES I, 1994, EX REP SUBM FABR TEC *MIN EC AFF TAIW R, 1995, GOV SUPP R D PROJ MA MERRIFIELD DB, 1981, RES MANAGE, V24, P13 MOWERY DC, 1993, CALIF MANAGE REV, V35, P9 NELSON RR, 1992, J ECON LIT, V30, P1931 ROESSNER JD, 1989, RES POLICY, V18, P343 SHIH CT, 1993, P S R D MAN IND TECH, P567 SPANN MS, 1993, TECHNOLOGY TRANSFER, V18, P63 TEITEL S, 1978, TECHNOLOGICAL FORECA, V11, P349 NR 10 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 1999 VL 18 IS 1-2 BP 133 EP 145 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 214ED UT ISI:000081314200010 ER PT J AU Stainer, A TI Productivity and performance - prologue and prescription SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article C1 Middlesex Univ, Chair Prod & Performance & Management, London N11 2NQ, England. RP Stainer, A, Middlesex Univ, Chair Prod & Performance & Management, Bounds Green Rd, London N11 2NQ, England. CR BAYRAKTAR BA, 1994, MANAGEMENT TECHNOLGY, R25 CAIRNCROSS F, 1997, DEATH DISTANCE COMMU, P225 COATES J, 1997, PERFORMANCE MANAGEMN, P1 CREELMAN J, 1996, FINANCIAL DIRECT APR, P39 DRUCKER PF, 1995, MANAGING TIME GREAT, P113 MOSELY A, 1996, C EFF MEAN PERF MEAS SINK DS, 1993, HDB PRODUCTIVITY MEA THOR CG, 1994, MEASURES SUCCESS CRE, P11 NR 8 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 1999 VL 17 IS 7-8 BP 725 EP 727 PG 3 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 208LF UT ISI:000080992000001 ER PT J AU Lee, J Lucius, HW McNeil, SA TI Entrepreneurial rewards and economic performance: an empirical study of the best small companies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE CEO compensation; accounting-based performance; market-based performance ID EXECUTIVE-COMPENSATION; CEO COMPENSATION; FINANCIAL PERFORMANCE; FIRM PERFORMANCE; PAY; TOP AB This study attempts to examine a different spectrum of CEO compensation and economic performance in small- and medium- sized firms in America. Particularly, this study explores the directions and magnitudes of the relationships between compensation variables (cash-based short-term vs. longterm compensation) and economic performance (accounting-and market-based performance) after controlling for other interacting factors like CEO tenure, CEO stock ownership, and industry type. The researchers find that CEOs compensation in small- and medium-sized firms, in different types of industries, is positively linked to those firms' economic performance, particularly with respect to market-based performance. With respect to the control variables, only the CEO's stock ownership shows a significantly positive sign in determining the CEO's compensation. C1 Rowan Coll, Coll Business, Glassboro, NJ 08028 USA. RP Lee, J, Rowan Coll, Coll Business, Glassboro, NJ 08028 USA. CR ABOWD JM, 1990, IND LABOR RELATIONS, V43, P52 AMIT R, 1988, ACAD MANAGE J, V31, P154 ANTLE R, 1985, J ACCOUNTING RES, V18, P184 BARRO JR, 1990, J LABOR ECON, V8, P448 BATHALA C, 1996, FINANCICAL REV, V31, P127 BEATTY RP, 1990, BEST PAPER P, P7 BELKAOUI A, 1992, J BUSINESS FINANCE A, V19, P25 BENNETT A, 1992, WALL STREET J 0422 BUSHMAN RM, 1996, J ACCOUNT ECON, V21, P161 CISCEL DH, 1980, REV EC STAT FEB, P7 COLLINS M, 1994, FINANCIAL MANAGE AUT, P40 CRYSTAL GS, 1990, FORTUNE 0618, P94 CRYSTAL GS, 1991, FW OCT, P34 DECKOP JR, 1988, IND LABOR RELAT REV, V41, P215 FINKELSTEIN S, 1989, STRATEGIC MANAGE J, V10, P121 FRIEDECK HD, 1989, HDB BUSINESS STRATEG, P20 GAVER JJ, 1993, J ACCOUNT ECON, V16, P125 GERHART B, 1990, ACAD MANAGE J, V33, P663 GIBBONS R, 1990, IND LABOR RELATIONS, V43, P30 GOLDBERG LG, 1995, FINANCIAL REV, V30, P313 HAMBRICK DC, 1995, STRATEGIC MANAGE J, V16, P175 HENDERSON AD, 1996, ACAD MANAGE J, V39, P575 JANAKIRAMAN SN, 1992, J ACCOUNTING RES, V30, P53 JENSEN MC, 1990, HARVARD BUS REV, V90, P138 JENSEN MC, 1990, J POLIT ECON, V98, P225 LAMBERT RA, 1987, J ACCOUNTING RES S, V25, P85 LEONARD JS, 1990, IND LABOR RELATIONS, V43, P13 LEWELLEN W, 1987, J ACCOUNT ECON, V9, P287 LEWELLEN WG, 1979, AM ECON REV, V60, P170 MALLORY M, 1992, BUSINESS WEEK 0330, P52 MARWICK P, 1995, HRFOCUS, V72, P14 MCCARTHY MJ, 1995, WSJ 0328, B8 MEREDITH DR, 1990, CHIEF EXECUTIVE SEP, P34 MODURA J, 1996, AM BUSINESS REV JAN, P80 MURPHY KJ, 1986, HARVARD BUS REV, V64, P125 PAURCIAU S, 1992, ADV ACCOUNTING, V10, P105 PAVLIK EL, 1993, J ACCOUNTING LIT, V12, P131 PFEFFER J, 1981, POWER ORG RUNDLE KS, 1995, WALL STRETT J 0328 SCHMIDT DR, 1990, STRATEGIC MANAGE J, V11, P559 SETI SP, 1987, J BUS STRAT, V7, P37 SIGLER KJ, 1995, MANAGE FINANC, V21, P31 SMITH CW, 1992, J FINANC ECON, V32, P263 STOCK C, 1994, PHILADELPHIA IN 1120 STROH LK, 1996, ACAD MANAGE J, V39, P751 TOSI HL, 1994, ACAD MANAGE J, V37, P1002 UNGSON GR, 1984, ACAD MANAGE REV, V9, P313 WADE J, 1990, ADMIN SCI QUART, V35, P587 ZAJAC EJ, 1990, STRATEGIC MANAGE J, V11, P217 NR 49 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 1999 VL 17 IS 7-8 BP 728 EP 743 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 208LF UT ISI:000080992000002 ER PT J AU Wu, KK Davison, RB TI Productivity management: linking producers and end users SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE productivity; productivity management; producer achievement; end user satisfaction; integrating approaches AB Productivity is often too limited in its interpretation. Beyond the traditional belief that productivity is about obtaining higher output from the same physical inputs in the manufacturing system, there is a growing appreciation of the relationship between the producer and the end user. This paper explores a broader definition of productivity that focuses on customer satisfaction, and productivity management approaches that help to align and integrate the strategies and operations of the producer with the expectations and satisfaction of the end user. C1 Royal Melbourne Inst Technol, Grad Sch Engn, Melbourne, Vic 3000, Australia. RP Wu, KK, Royal Melbourne Inst Technol, Grad Sch Engn, 110 Victoria St, Melbourne, Vic 3000, Australia. CR DEMING WE, 1982, QUALITY PRODUCTIVITY DRUCKER PF, 1986, MANAGING RESULTS DRUCKER PF, 1990, HARVARD BUSINESS MAY GOTLIEB JB, 1991, PRODUCTIVITY QUALITY, V3 JONES P, 1995, SAY LIVE 50 CORPORAT KAPLAN RS, 1983, ACCOUNTING REV OCT KUROSAWA K, 1991, PRODUCTIVITY QUALITY, V3 MILLER DM, 1989, MANAGEMENT SCIO, V35 SUMANTH DJ, 1984, PRODUCTIVITY ENG MAN THOR CG, 1986, IND MANAGEMENT MAR WERTHER WB, 1986, PRODUCTIVITY PEOPLE 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 1999 VL 17 IS 7-8 BP 744 EP 752 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 208LF UT ISI:000080992000003 ER PT J AU Jackson, PM TI Productivity and performance of public sector organizations SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE public sector; performance; productivity; 'Baumol Disease' AB Public sector activity accounts for about 40% of a developed economy's total production. Whilst attention has been focused upon manufacturing productivity and performance until recently virtually nothing was known about the public sector's productivity. The article reviews a number of the conceptual issues which lie at the heart of public sector productivity and performance measurement. It then critically considers those measures that have been provided and looks to how developments in this area might progress. C1 Univ Leicester, Ctr Management, Leicester LE1 7RH, Leics, England. RP Jackson, PM, Univ Leicester, Ctr Management, Leicester LE1 7RH, Leics, England. CR *AUD COMM, 1997, LOC AUTH PERF IND 19 BAUMOL WJ, 1966, PERFORMING ARTS EC D BAUMOL WJ, 1967, AM ECON REV, V57, P415 BAUMOL WJ, 1989, PRODUCTIVITY AM LEAD BAUMOL WJ, 1992, RR9250 NEW YORK U ST BISHOP M, 1988, DOES PRIVATISATION W BISHOP M, 1992, APPL EC, V24 BISHOP M, 1994, PRIVATISATION EC PER BROWN CV, 1992, PUBLIC SECTOR EC FOREMANPECK J, 1988, FISCAL STUDIES, V9 GALBRAITH JK, 1958, AFFLUENT SOC HARTLEY K, 1991, PRIVATISATION EC EFF HAYES R, 1995, CLASSIC READINGS OPE HUTCHINSON G, 1991, PRIVATISATION EC EFF JACKSON PM, 1990, DEV PERFORMANCE MONI JACKSON PM, 1993, PUBLIC MONEY MANAGEM, V13 JACKSON PM, 1995, MEASURES SUCCESS PUB JACKSON, 1973, 13 U STIRL KAPLAN R, 1996, CALIFORNIA MANAG JUL LESLIE D, 1993, ADV MACROECONOMICS SCHUMPETER JA, 1942, CAPITALISM SOCIALISM 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 1999 VL 17 IS 7-8 BP 753 EP 766 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 208LF UT ISI:000080992000004 ER PT J AU Cohen, M TI The problem of performance measurement in the UK petrol market SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE petrol; grocery; regulatory restrictions; performance measurement; new entrants; hypermarket; competition AB This paper discusses the problems in the measurement of performance experienced by UK petrol wholesalers - the companies that supply petrol to petrol stations. These wholesalers find it essential to get involved in the retailing as well as wholesaling activities of the business which further aggravates their performance measurement problems. We attribute these performance measurement problems, whether wholesaling or retailing in nature, to inadequate information which in turn is ultimately brought about by regulatory restrictions. The performance measurement problems put existing competitors at a disadvantage and have contributed to the rise of non traditional (non-oil) competitors to enter the market and secure a significant market share. It is suggested that whilst the new entrants benefit the motorist in the short term, they are not in his/her long term interest. This paper makes the point that the regulatory authorities should re-examine this market but not with the aim of chastising existing competitors. Rather, a more positive aim should be Co address the difficulties that they themselves have created by interference with free market forces. C1 Univ London Imperial Coll Sci Technol & Med, Sch Management, London, England. RP Cohen, M, Univ London Imperial Coll Sci Technol & Med, Sch Management, 53 Princes Gate,Exhibit Rd, London, England. CR *MON COMM, 1965, SUPP PETR *MON COMM, 1978, SUPP PETR *MON COMM, 1990, SUPPL PETR BARTHORPE F, 1996, PROF ENG, V9, P19 BENTLEY S, 1996, MARKETING WEEK 0126, P23 COHEN M, 1998, STRATEGIC CHANGE, V7, P203 FOX HL, 1994, MARKETING 0505, P7 LEE J, 1996, MARKETING 0912, P7 STOGEL C, 1995, BRANDWEEK 0508, P34 TREADGOLD A, 1994, PETROLEUM REV MAR WONG V, 1996, BRIT J MANAGE, V7, P263 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 1999 VL 17 IS 7-8 BP 767 EP 775 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 208LF UT ISI:000080992000005 ER PT J AU Stainer, L Stainer, A Gully, A TI Ethics and performance management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE performance : business ethics; values; measurement; stakeholder; management; productivity; morality AB The relationship between values, ethics and stakeholders in a performance context is explored. Organizations must have a focused purpose of pursuing goals through the ethical concepts of value. The foundations and importance of core values to every business are discussed in relation to modes of behaviour and decision-making practices. They are demonstrated as underpinning the strategic direction, conveying what is expected by both the organization itself and the major stakeholders. A value-based framework is developed to highlight the ingredients of good business performance in the desire to combine excellence with morality. C1 Univ Hertfordshire, Sch Business, Hertford SG13 8QF, Herts, England. Middlesex Univ, London N11 2NQ, England. Middlesex Univ, London N17 8HR, England. RP Stainer, L, Univ Hertfordshire, Sch Business, Mangrove Rd, Hertford SG13 8QF, Herts, England. CR *AND CONS, 1994, WORLDW MAN COMP STUD, P2 *RSA INQ TOM CO, 1995, ROL BUS CHANG WORLD, P15 ADAMS R, 1991, CHANGING CORPORATE V, P3 BLANCHARD K, 1997, MANAGING VALUES, P43 CARMICHAEL S, 1995, BUSINESS ETHICS NEW, P11 CROSS KF, 1994, CORPORATE RENAISSANC, P173 ELMARK N, 1996, BUSINESS ETHICS EURO, V5, P164 EVAN WM, 1988, ETHICAL THEORY BUSIN, P97 FISHER J, 1992, J COST MANAGEMEN SPR, P31 FITZGERALD L, 1991, PERFORMANCE MEASUREM, P4 FREDERICK WC, 1992, BUSINESS SOC COPORAT, P105 FRIEDMAN M, 1970, NY TIMES MAGAZI 0913 HAMMER M, 1993, REENGINEERING CORPOR, P80 HOFFMAN WM, 1990, BUSINESS ETHICS, P153 HOSMER LT, 1991, BUSINESS HORIZON JUL, P49 KITSON A, 1996, ETHICAL ORG ETHICAL, P108 KOLLER T, 1994, MCKINSEY Q, V3, P87 LYNCH RL, 1995, MEASURE MEASURE CORP, P64 MASTIN M, 1994, MANAGING BUSINESS ET, P81 MATHIS RL, 1991, PESONNEL HUMAN RESOU, P75 MICHALOS AC, 1995, PRAGMATIC APPROACH B, P54 MIZAUR D, 1993, 4 INT C PROD QUAL RE NASH L, 1990, GOOD INTENTIONS ASID, P133 NASH LL, 1994, MANAGING BUSINESS ET, P11 PEARSON G, 1995, INTEGRITY ORG ALTERN, P39 PEATTIE K, 1992, GREEN MARKETING, P101 POLLARD S, 1990, BUSINESS STUDIES JAN, P21 RICHTER A, 1994, HR MAGAZINE SEP, V39, P42 SELLEY DC, 1994, CANADIAN BUSINESS RE, V21, P41 SMITH EA, 1995, CREATING PRODUCTIVE, P16 STAINER A, 1996, J APPL MANAGEMENT ST, V5, P5 STAINER A, 1997, PRODUCTIVITY QUALITY, V6, P200 THOR CG, 1994, MEASURES SUCCESS CRE, P13 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 1999 VL 17 IS 7-8 BP 776 EP 785 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 208LF UT ISI:000080992000006 ER PT J AU Thor, CG Jarrett, JR TI Benchmarking and reengineering: alternatives or partners? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE benchmarking : reengineering; goal-setting; process mapping; strategic planning; productivity; customer satisfaction; quality AB Both Benchmarking and Reengineering are widely practised around the world, but they are not often found together. They sound quite different to the untrained ear. Benchmarking sounds like a heavily intellectual exercise to generate more realistic goals, many good anecdotes, and an occasional good idea. Reengineering sounds like the management equivalent of slash-and-burn agriculture; major downsizings are made in operations under the banner of better customer services. Actually, the two techniques have much in common, and reengineering can greatly benefit from integration with benchmarking. The benefit comes mainly in two areas: (1) targeting the processes to reengineer is done better guided by systematic benchmarking studies than through casual or arbitrary selection by executives or consultants and (2) reengineering's technique of creating a new customer-oriented approach through use of mainly internal thinking would be greatly enhanced by systematic input of benchmarking partners' experience. C1 JarrettThor Int Inc, Alexandria, VA 22314 USA. RP Thor, CG, JarrettThor Int Inc, 7285 S Union St, Alexandria, VA 22314 USA. CR *RAND HOUS, 1991, WEBST COLL DICT CAMP R, 1989, BENCHMARKING SEARCH DAY R, 1993, QUALITY FUNCTION DEP HAMMER M, 1993, REENGINEERING CORPOR, P32 HAMMER M, 1995, REENGINEERING REVOLU, P3 LETH S, 1994, NATL PERFORMANCE REV, V13, P563 THOR C, 1994, MEASURES SUCCESS, P136 THOR C, 1998, DESIGNING FEEDBACK P, P3 WALKER A, 1995, PERFORMANCE IMPERATI, P126 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 1999 VL 17 IS 7-8 BP 786 EP 796 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 208LF UT ISI:000080992000007 ER PT J AU Tremblay, PJ TI Organize to generate innovation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE performance measurement; technological capability; human capital; technical change; organizational commitment; developing countries ID RESEARCH-AND-DEVELOPMENT; TECHNOLOGICAL CAPABILITY; CONTINUOUS IMPROVEMENT; TECHNICAL CHANGE; PRODUCTIVITY; COUNTRIES; REFLECTIONS; INDUSTRY AB Why is it that firms that compete within the same industrial sector have divergent productivity growth over time? Is this phenomenon related to specific characteristics of their organizations, their human capital, their capital investments or a combination of all of these parameters? This paper provides tools and methods to measure technological capability (human capital and change-generating efforts), technical changes processes and productivity growth. It examines the relationship between these various measures. The case material is based on first-hand empirical data gathered at the mill level in two countries (India and Canada) over a period of five to seven years in the pulp and paper sector. The empirical evidence demonstrates that change-generating efforts leading to productivity growth are not only a result of formally qualified individuals (human capital). Change-generating activities were not performed only by 'specialists' but by a larger population of workers in the most productive mills. C1 Ctr Interuniv Res & Anal Org, CIRANO, Montreal, PQ H3A 3AF5, Canada. RP Tremblay, PJ, Ctr Interuniv Res & Anal Org, CIRANO, Univ St,25th Floor, Montreal, PQ H3A 3AF5, Canada. 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J. Technol. Manage. PY 1999 VL 17 IS 7-8 BP 797 EP 813 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 208LF UT ISI:000080992000008 ER PT J AU Nixon, B TI Evaluating design performance SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE performance; evaluation; engineering; design; industrial design; prospective; retrospective ID PRODUCT DEVELOPMENT AB The role of design as a means of differentiating products and services is increasing as it becomes difficult to sustain competitive advantage through technology alone. Yet until recently there has been virtually no quantitative information available relating to the contribution of design to business performance, and there are only a few studies on performance measurement of design. This paper, which is based on a review of the relevant literature, two case studies and extensive discussions with design managers and consultants, highlights the need for a clear understanding of the pervasiveness of the design activity that is being evaluated and an appreciation of the many disparate roles that it plays from the idea generation stage through to development, packaging, market positioning and promotion. The span of design over a product's life cycle, encompassing form (appearance), function (performance) and fit (ergonomics), is just one reason why the design function may be located in R&D, manufacturing or marketing; this diffusion of the design activity increases the difficulty of evaluation. The research identified several factors that influence the balance between quantitative and qualitative measures of design performance. The two projects examined in this study revealed a strong top management preference for exante evaluation, and an ex-post emphasis on metrics for the performance of the project and the cross-functional team responsible, rather than on single disciplines within the team. The study also suggests that the complexity and dynamics of the competitive environment in many industries requires new conceptual models and a new, less linear, way of thinking about performance measurement, in particular. C1 Univ Dundee, Dept Accountancy & Business Finance, Dundee DD1 4HN, Scotland. RP Nixon, B, Univ Dundee, Dept Accountancy & Business Finance, Dundee DD1 4HN, Scotland. 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J. Technol. Manage. PY 1999 VL 17 IS 7-8 BP 814 EP 829 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 208LF UT ISI:000080992000009 ER PT J AU Hauck, AJ TI A model undergraduate university curriculum in technology management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE curriculum; curriculum development; technology management; core curriculum; productivity; business performance; technology management education; undergraduate studies AB A model undergraduate curriculum in technology management, which also uses the tools associated with productivity and quality improvement, recently has been implemented at Colorado State University and is described here. This curriculum was developed around a core of introductory courses and served as a means of integrating existing programs in Construction Management, Industrial Technology Management, and Technology Education and Training. To this core of foundational skills, each of the three majors structured an array of upper division coursework in engineering science, general business, technology processes, and the management and educational practices specific to the demands of each discipline. The outcome of this reform effort was a recognition of a common theoretical framework which linked these university disciplines to each other as well as to technology management trends in the industries they serve. C1 Colorado State Univ, Mfg Technol & Construct Management Dept, Ft Collins, CO 80523 USA. RP Hauck, AJ, Colorado State Univ, Mfg Technol & Construct Management Dept, Ft Collins, CO 80523 USA. CR *NAT RES COUNC, 1987, MAN TECHN HIDD COMP BADAWY MK, 1995, IEEE ENG MANAGEMENT, V23, P74 CARDULLO MW, 1996, INTRO MANAGING TECHN DESIO RW, 1991, INT J TECHNOLOGY MAN, V6, P51 KHALIL TM, 1993, IND ENG, V25, P64 MEAD SP, 1995, P 31 ANN C ASS SCH C, P23 MILLS TH, 1996, P 32 ANN C ASS SCH C, P19 SCHILLINGER AG, 1993, REV BUSINESS, V14, P5 SHENHAR A, 1991, TECHNOLOGY MANAGEMEN, P403 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 1999 VL 17 IS 7-8 BP 830 EP 839 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 208LF UT ISI:000080992000010 ER PT J AU Colmer, G Dunkley, M Gray, K Pugh, P Williamson, A TI Estimating the cost of new technology products SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Cost Estimation; new technology; project management; risk management AB Unfortunately, major projects employing new technologies are extremely prone to cost and timescale overruns. It is believed that this is due to two main reasons. The first is the difficulty in preparing accurate estimates. The second is that the long development cycles allow time for market conditions and customer needs to change, and these changes inevitably add to the cost. This paper presents a practical discussion on the reasons why new technology projects are especially prone to cost overruns and how projects should manage the technology and surrounding issues. In particular, an appreciation of the capabilities and limitations of cost estimates by management may help to avoid some of the poor decision making which contributes to cost and schedule overruns. The paper discusses some of the ideas from project and risk management for effectively introducing new technology, helping projects to successfully meet the needs of both the customers and the project itself. C1 Cranfield Univ, Cranfield MK43 0AL, Beds, England. British Aerosp Airbus Ltd, Bristol BS99 7AR, Avon, England. Matra BAe Dynam Ltd, Stevenage SG1 2DA, Herts, England. HVR Consulting Serv Ltd, Alton GU34 2QJ, Hants, England. Airbus Ind, AI LI TM, F-31707 Blagnac, France. RP Colmer, G, Cranfield Univ, Cranfield MK43 0AL, Beds, England. CR AUGUSTIN N, 1983, AUGUSTINES LAWS FELDMAN EJ, 1985, CONCORDE DISSENT FUNK JL, 1993, IEEE T ENG MANAGE, V40, P224 GANSLER J, 1989, AFFORDING DEFENCE GUASTAFERRO A, 1992, PROGR ASTRONAUTICS A, V145 IANSITI M, 1997, HARVARD BUS REV, V75, P69 JENKINS RH, 1984, J BRIT INTERPLANETAR, V37, P17 MORRIS P, 1987, ANATOMY MAJOR PROJEC PUGH P, 1983, AEROSPACE MAY ROSENBLOOM RS, 1987, CALIF MANAGE REV, V29, P51 SHANK JK, 1996, MANAGE ACCOUNTING, V7, P185 SMITH P, 1991, DEV PRODUCTS HALF TI NR 12 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 1999 VL 17 IS 7-8 BP 840 EP 846 PG 7 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 208LF UT ISI:000080992000011 ER PT J AU White, AS TI Management of inventory using control theory SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE modelling; cybernetics; system dynamics; inventory; production control AB This paper describes the systems approach to the management of inventory. It puts into context the use of System Dynamics (SD) and other Cybernetic models and outlines their advantages and disadvantages. The main objective of a systems examination is to understand how the organization of a business affects its performance. Principally the SD method is concerned with causal relationships. Cybernetic models are used to find an analytic expression to describe the whole process, concentrating on the input and outputs to the system. Results of simple inventory management are shown to be examples of proportional control in conventional theory. Better control algorithms, such as proportional, derivative and integral (PID), are used to indicate a more sophisticated form of inventory control that can easily reduce stock levels by 80% and hence reduce cost. This has special significance for JIT and MRP methods. C1 Middlesex Univ, Sch Engn Syst, Adv Mfg & Mechatron Ctr, London N11 2NQ, England. RP White, AS, Middlesex Univ, Sch Engn Syst, Adv Mfg & Mechatron Ctr, Bounds Green Rd, London N11 2NQ, England. CR ACKOFF RL, 1978, ART PROBLEM SOLVING AXSATER S, 1985, INT J SYST SCI, V16, P161 BEER S, 1985, DIAGNOSING SYSTEM OR BRETT JF, 1992, SOC PETR ENG TECH C, P131 CHECKLAND PB, 1981, SYSTEMS THINKING SYS DANGERFIELD B, 1992, EUR J OPER RES, V59, P203 EDGEHILL JS, 1988, INT J PROD RES, V26, P1681 FERRIS JS, 1993, J SYSTEMS ENG, V3, P170 FLOOD RL, 1991, CREATIVE PROBLEM SOL FORRESTER JW, 1961, IND DYNAMICS LEWIS CD, 1981, SCI INVENTORY CONTRO MASON RO, 1981, CHALLENGING STRATEGI OLSMATS C, 1988, ENG COSTS PRODUCTION, V13, P295 SHARP JA, 1979, DYNAMICA, V5, P79 SIMON HA, 1952, ECONOMETRICA, V20, P247 TOWILL DR, 1982, ENG COSTS PRODUCTION, V6, P225 TOWILL DR, 1982, INT J PROD RES, V20, P671 TOWILL DR, 1992, J SYSTEMS ENG, V2, P2 ULRICH W, 1983, CRITICAL HEURISTICS WATERS CDJ, 1995, INVENTORY CONTROL MA WHITE AS, 1996, P 12 INT C CAD CAM R, P691 WOLSTENHOLME EF, 1993, J OPER RES SOC, V44, P925 WOLSTENHOLME EF, 1994, J OPER RES SOC, V45, P659 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 1999 VL 17 IS 7-8 BP 847 EP 860 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 208LF UT ISI:000080992000012 ER PT J AU Mota, S Benzecry, JH Qassim, RY TI A model for the application of data envelopment analysis (DEA) in activity-based management (ABM) SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE activity-based costing; activity-based management; data envelopment analysis AB The objective of this work is to provide a quantitative model for activity-based management (ABM). The model developed is based on data envelopment analysis (DEA), an established operational research technique for productivity and efficiency determinations. Activity centres are considered as decision-making units (DMUs) whose efficiencies are determined by solution of the ABM/DEA model. ABM follows from activity-based costing (ABC) whereby ABC information is employed in improvement and cost reduction programmes. A real case study of an oilrig drill factory is used to illustrate the application of the model. C1 Fed Univ Rio De Janeiro, Sch Engn, Dept Engn Mech, BR-21945970 Rio De Janeiro, Brazil. RP Mota, S, Fed Univ Rio De Janeiro, Sch Engn, Dept Engn Mech, CP 68503 Ilha Fundao, BR-21945970 Rio De Janeiro, Brazil. CR BORJESSON S, 1994, INT J OPER PROD MAN, V14, P79 BOUSSOFIANE A, 1991, EUR J OPER RES, V52, P1 CHARNES A, 1978, EUROPEAN J OPERATION, V2, P429 DOYLE J, 1994, J OPER RES SOC, V45, P567 SHERMAN HD, 1984, SLOAN MANAGE REV, V25, P11 SUDIT EF, 1995, EUR J OPER RES, V85, P435 TURNEY PBB, 1992, MANAGE ACCOUNTING, V70, P20 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 1999 VL 17 IS 7-8 BP 861 EP 868 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 208LF UT ISI:000080992000013 ER PT J AU Laatu, M Takala, J TI Implementing European Quality Award in a global high tech company SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE business management; customer relationships; quality management; quality awards; implementation AB Achieving and maintaining good customer relationships is extremely important for the profitability and performance of a company. Customer satisfaction is considered as the most important criterion of quality awards. The aim of this empirical case study in a company working in global and high tech electrotechnical industries is to implement a systematic measurement for customer satisfaction according to the criteria of European Quality Award. The experiences (from 1992 to 1997) on the customer satisfaction measurements have been utilized for the further development of the measurement method. A lot of new, systematic and valuable information for customer satisfaction measurements is easily, even without any charges, available, from totally new sources!. C1 Univ Vaasa, FIN-65101 Vaasa, Finland. RP Laatu, M, Univ Vaasa, POB 700, FIN-65101 Vaasa, Finland. CR 1995, EUROPEAN QUALITY AWA *SUOM LAAT, 1995, MIT MIT AS OHJ KOK Y, P2 BERRY LL, 1997, SLOAN MANAGE REV, V38, P65 BLOMQVIST R, 1993, SUHDEMARKKINOINTI, P50 BUTTLE F, 1997, INT J QUALITY RELIAB, V14, P936 CZUCHRY AJ, 1997, INT J QUALITY RELIAB, V14, P876 HOROVITZ J, 1996, PERSPECTIVES MANAGER, V27 JONES TO, 1995, HARVARD BUSINESS NOV LAAMANEN K, 1995, KOHTI HUIPPUSUORITUK, P14 ROPE T, 1994, ASIAKASTYYTYVAISYYSJ, P88 ROPE, 1994, ASIAKASTYYTYVAISYYSJ, P59 STARKEY M, 1997, INT J QUALITY RELIAB, V14, P866 STARKEY M, 1997, INT J QUALITY RELIAB, V14, P868 TAKALA J, 1997, PRODUCTIVITY QUALITY, V6, P573 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 1999 VL 17 IS 7-8 BP 869 EP 884 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 208LF UT ISI:000080992000014 ER PT J AU Mestre, M TI The end or the means: programs or basics SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE programs; actionable knowledge; visual control; Andon; change; implementation chain; values AB Historically, the challenge faced by organizations is to transfer successful practices from other organizations into their own environment. The typical solution is to package some of the key, or unique features into 'a program'. Past experience shows that the results of such efforts have been mixed, at best. If 'programs' do not work, how can leaders duplicate the results, meet the goals, or transfer the success of other organizations into their own? This paper reviews the importance of visual communications in the actuation of the organization. The first prerequisite to change is to recognize the full length and complexity of the Implementation Chain which must be energized. To create an environment propitious for change and learning requires Actionable Information. This process requires visibility, transparency, and universal access to information to bind corporate resources together, thus the term Visual Organization. This process is best implemented initially on a small scale and propagated through first-line management. C1 Trinity Western Univ, Langley, BC V2Y 1Y1, Canada. RP Mestre, M, Trinity Western Univ, 7600 Glover Rd, Langley, BC V2Y 1Y1, Canada. CR 1997, ECONOMIST, V342, P57 ARGYRIS C, 1993, KNOWLEDGE ACTION GUI BASSETT P, 1996, TIMES 0622 BEER M, 1990, CRITICAL PATH CORPOR BRYNE JA, 1997, BUSINESS WEEK 0623, P47 DEMING WE, 1986, OUT CRISIS EVERETT RJ, 1991, INT J QUALITY RELIAB, V8, P21 GRIEF M, 1991, VISUAL FACTORY BUILD HANDY C, 1996, LEADER FUTURE HARMON RL, 1990, REINVENTING FACTORY HIRANO H, 1995, 5 PILLARS VISUAL WOR HYMOWITZ C, 1997, WALL STREET J 1125, B1 LENZNER R, 1997, FORBES 0310, P122 MESTRE MJ, 1993, PRODUCTIVITY QUALITY, V4 SHIMBUN NK, 1995, VISUAL CONTROL SYSTE TUFTE ER, 1997, VISUAL DISPLAY QUANT ULRICH D, 1996, LEADER FUTURE 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 1999 VL 17 IS 7-8 BP 885 EP 895 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 208LF UT ISI:000080992000015 ER PT J AU Cooper, R Wootton, A Bruce, M TI Requirements capture as process of technology-market integration SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE requirements capture; new product development process; market research ID PRODUCT AB The front-end of new product development is a major factor in determining the success of the entire development. It can influence not only the attributes of the product, but how well it is targeted to customer needs, the accuracy of the design and manufacturing specification, the time to market and the ultimate cost and quality of the final product. The process of determining the attributes and determinants of a product at the font end is Requirements Capture. This process is rarely managed well. This paper defines requirements capture as a process of technology acquisition at the front end of the product development process. C1 Univ Salford, Res Ctr Design & Manufacture, Salford M3 6EQ, Lancs, England. UMIST, Dept Text, Manchester M60 1QD, Lancs, England. RP Cooper, R, Univ Salford, Res Ctr Design & Manufacture, Salford M3 6EQ, Lancs, England. CR 1993, INT BUSINESS WE 0806 1995, COMPETITIVENESS WHIT COOPER CL, 1998, CONCISE BLACKWELL EN COOPER RG, 1979, IND MARKET MANAG, V8, P124 COOPER RG, 1987, J PROD INNOVAT MANAG, V4, P169 COOPER RG, 1988, IND MARKET MANAG, V17, P249 COOPER RG, 1991, IND MARKET MANAG, V20, P137 COOPER RG, 1993, WINNING NEW PRODUCTS COOPER RG, 1994, J PROD INNOVAT MANAG, V11, P3 FARISH M, 1992, NEW PRODUCT DEV ROUT, P2 GAUSE DC, 1989, EXPLORING REQUIREMEN LEVITT T, 1981, HARVARD BUSINESS REV MCKENNA R, 1985, REGIS TOUCH PAGE A, 1994, 18 ANN PDMA INT C P, P46 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 1999 VL 17 IS 6 BP 582 EP 596 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 202MT UT ISI:000080656900002 ER PT J AU Durrani, TS Forbes, SM Broadfoot, C TI An integrated approach to technology acquisition management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE market-place requirements; technology acquisition; software tools for technology management; technology sourcing AB Research on the electronics industry in Scotland by the authors has indicated that while many companies have focused on improving their product development and process innovation procedures, they have, in general, not formalised the management of the technology acquisition process to the same extent. To fulfil this need, the authors propose a new, holistic approach to technology acquisition that integrates a number of strands of technology management. The approach leads to a generic Technology Acquisition Model that can be employed at both a strategic level and an operational level. The model provides a structured framework to identify the most appropriate technological solution to a market need, and the most suitable source for acquiring the chosen technology that best matches the strategic objectives of an organization. A software package which implements the model has been developed to provide decision-makers with a user-friendly tool for implementing the technology acquisition process. Case studies are included to verify the conceptual framework and its applications. C1 Univ Strathclyde, Fac Engn, Glasgow G1 1XW, Lanark, Scotland. RP Durrani, TS, Univ Strathclyde, Fac Engn, 204 George St, Glasgow G1 1XW, Lanark, Scotland. CR AKAO Y, 1990, QUALITY FUNCTION DEP ANDERSON P, 1990, ADMIN SCI QUART, V35, P604 BETZ F, 1996, HDB TECHNOLOGY MANAG, CH12 BETZ F, 1998, MANAGING TECHNOLOGIC BIDAULT F, 1994, R&D MANAGE, V24, P33 BOWER JL, 1995, HARVARD BUSINESS JAN, P43 BROADFOOT CJ, 1996, P IEEE INT C ENG TEC, P142 CHIESA V, 1994, COMPETENCE BASED COM, P293 CHIESA V, 1996, J PROD INNOVAT MANAG, V13, P105 DURRANI TS, 1997, REENGINEERING TECHNO DUSSAUGE P, 1992, STRATEGIC TECHNOLOGY ELLIS LW, 1996, HDB TECHNOLOGY MANAG, CH26 GAREISS R, 1996, MOBILE DATA NETWORKS GAREISS R, 1996, WIRELESS DATA BUSINE GAYNOR GH, 1996, HDB TECHNOLOGY MANAG, CH1 GREENWOOD JC, 1996, SOURCING TECHNOLOGIE GREENWOOD JC, 1996, TECHNOLOGY FORECASTI GREGORY MJ, 1996, AUDITING TECHNOLGOY HAUSER JR, 1988, HARVARD BUS REV, V66, P63 JAMES AD, 1998, TECHNOVATION, V18, P563 LANIGAN MJ, 1994, ENG MANAGEMENT J JUN, P129 MATHIS JF, 1992, RES TECHNOLOGY M JAN, P35 MCGRATH ME, 1992, PRODUCT DEV SUCCESS ROUSSEL PA, 1991, 3 GENERATION R D MAN THAMHAIN HJ, 1992, ENG MANAGEMENT MANAG TWISS BC, 1986, MANAGING TECHNOLOGIC WOLFF MF, 1992, RES TECHNOLOGY M MAR, P10 NR 27 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 1999 VL 17 IS 6 BP 597 EP 617 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 202MT UT ISI:000080656900003 ER PT J AU Hobday, M Rush, H TI Technology management in complex product systems (CoPS) - ten questions answered SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; complex product systems; technology management; software; learning from project to project ID INNOVATION; ORGANIZATION; PROJECT; DESIGN AB A new field of innovation research is developing around the theme of complex product systems (CoPS): high cost, engineering and software intensive products, systems, capital goods, networks and constructs, produced in projects or small batches. The paper poses ten questions concerning underlying innovation processes, company strategy, management, and project effectiveness and efficiency. In attempting to provide answers to the ten questions, the paper touches on the nature of best management practice in CoPS, common problems confronted land how to overcome them), how to improve productivity and how to increase learning from project-to-project. The paper argues that innovation processes in CoPS differ in many respects from those commonly found in mass production, commodity goods made from standard components and, as a result, innovation management differs. Section 2 (Part 1) begins with three analytical questions concerning the intrinsic nature of CoPS, contrasting these with-commodity goods. Section 3 CPart 2) presents six practical management questions frequently posed by managers. In conclusion, the final question touches an promising new research directions in the study of innovation in CoPS. C1 Univ Sussex, Sci Policy Res Unit, COPS Innovat Ctr, Brighton BN1 9RF, E Sussex, England. Univ Brighton, COPS Innovat Ctr, Ctr Res Innovat Management, CENTRIM, Brighton BN1 9PH, E Sussex, England. RP Hobday, M, Univ Sussex, Sci Policy Res Unit, COPS Innovat Ctr, Mantell Bldg, Brighton BN1 9RF, E Sussex, England. 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J. Technol. Manage. PY 1999 VL 17 IS 6 BP 618 EP 638 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 202MT UT ISI:000080656900004 ER PT J AU Brook, J Brewster, P TI Putting the C in R&D - customer focus for technologists SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology strategy; customer needs; customer needs tree; idea generation; idea assessment; portfolio management; communication AB Finding a way to align technology with customer needs land hence business objectives), and translate what R&D is doing into something that the rest of the business can understand land hence effectively influence) has been a problem for years. Developing and using a Customer Needs Tree is a simple and effective way of solving the problem, with specific benefits in idea generation, technology assessment, portfolio management and internal communication. C1 Arthur D Little Ltd, Harrogate HG1 2PW, N Yorkshire, England. RP Brook, J, Arthur D Little Ltd, Windsor House,Cornwall Rd, Harrogate HG1 2PW, N Yorkshire, England. CR *AD LITTL INC, 1997, FIND AD LITTL GLOB S CRAWFORD CM, 1984, J PROD INNOVAT MANAG, V2, P85 DESCHAMPS JP, 1994, MANAGING MARKETING R, P5 FLOYD C, 1997, MANAGING TECHNOLOGY 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 1999 VL 17 IS 6 BP 639 EP 645 PG 7 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 202MT UT ISI:000080656900005 ER PT J AU Probert, D Shehabuddeen, N TI Technology road mapping: the issues of managing technology change SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology road mapping; technology change; technology strategy; technology planning; technology implementation ID MANAGEMENT AB Technology road mapping has emerged in recent years as a key management tool in formulating the link between technological resources and the exploitation of market opportunities. A powerful aid to strategy formulation and communication, the technique has the major advantage of bringing many functions within a business together around a common plan. Although there is no definitive guide to road mapping practice, the application in many different businesses has revealed a number of generic aspects. A major common factor is that technology road maps are concerned with the introduction of technology change into an organization. This paper proposes a conceptual model of the factors significant for the successful introduction of technology change. The relevance of this framework to technology road mapping is discussed based on the in-depth experience of developing and implementing TRMs for three large companies. Also discussed briefly are results of questionnaires sent to these three companies to obtain a feedback on their post-implementation experiences. C1 Univ Cambridge, Dept Engn, Ctr Technol Management, Mfg & Management Div, Cambridge CB2 1RX, England. RP Probert, D, Univ Cambridge, Dept Engn, Ctr Technol Management, Mfg & Management Div, Mill Lane, Cambridge CB2 1RX, England. CR *EUR IND RES MAN A, 1997, 52 WORK GROUP EUR IN ABERNATHY WJ, 1985, RES POLICY, P3 BETZ F, 1993, STRATEGIC TECHNOLOGY, P60 BJORKMAN M, 1995, P EUR C MAN TECHN, P461 BURNS T, 1961, MANAGEMENT INNOVATIO CORY PC, 1996, HDB TECHNOLOGY MANAG, P2 DAVIES S, 1979, DIFFUSION PROCESS IN DRUCKER P, 1969, AGE DISCONTINUITY EDOWSOMWAN AE, 1989, INTEGRATING INNOVATI, P1 GIRFALCO LA, 1991, DYNAMIC TECHNOLOGICA, P130 GLASS NM, 1991, PROACTIVE MANAGEMENT, P15 GOLD B, 1981, J IND ECON, V29, P247 GREGORY MJ, 1996, INT J TECHNOL MANAGE, V12, P306 HAYES R, 1988, DYNAMIC MANUFACTURIN HILL T, 1994, MANUFACTURING STRATE JUHASZ JE, 1996, HDB TECHNOLOGY MANAG LEE JW, 1991, P PICMET 91, P749 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LOVERIDGE R, 1992, STRATEGIC MANAGEMENT, P4 LOWE P, 1995, MANAGEMENT TECHNOLOG, P41 MILLS JF, 1996, 3 EUR OP MAN ASS C L, P447 NOORI H, 1990, READINGS CASES MANAG, P181 PHAAL R, 1997, BRIT AC MAN BAM ANN PRAHALAD CK, 1990, HARVARD BUSINESS MAY RAMAMURTHY K, 1995, IEEE T ENG MANAGE, V42, P62 REID DM, 1990, LONG RANGE PLANNING, V23 RHODES E, 1985, IMPLEMENTATION NEW T ROY R, 1997, P PICMET 97 PORTL, P668 SIMPSON D, 1987, CHALLENGE NEW TECHNO SKINNER W, 1978, MANUFACTURING CORPOR SOTO RDR, 1997, P 6 INT C MAN TECHN, P154 STANNACK P, 1995, P EUR C TECHN MAN, P101 STANNACK P, 1995, P EUR C TECHN MAN, P101 SUMANTH DJ, 1988, P 1 INT C TECHN MAN TEECE DJ, 1997, STRATEGIC MANAGEMENT, V18 WERTHER WB, 1994, ORGAN DYN, V22, P20 WILLYARD CH, 1987, RES MANAGE, V5, P13 YURTSEVEN MK, 1997, P PICMET 97 PORTL, P660 NR 38 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 1999 VL 17 IS 6 BP 646 EP 661 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 202MT UT ISI:000080656900006 ER PT J AU Boisot, M Griffiths, D TI Possession is nine tenths of the law: managing a firm's knowledge base in a regime of weak appropriability SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge appropriation; intellectual property; I-Space; knowledge base; competences; paradox of value ID COMPETITIVE ADVANTAGE AB Much of the work currently going on in the field of knowledge management, takes the capture, storage and dissemination within the firm of useful employee knowledge as its key focus. Knowledge management thus appears primarily as a technical challenge: devising a suitable information system. Part of this challenge consists of ensuring that only those entitled to use the knowledge effectively gain access to it. With diffusion becoming ever less controllable, this challenge is becoming rather more complex. Traditionally, it consisted of firms seeking to prevent those outside the firm gaining access to their knowledge. We argue in this paper that a bigger challenge may now be to get employees to contribute their knowledge in the first place and that the capture of knowledge involves more than simply making it easier for employees to articulate their idiosyncratic experiences and know how. It also involves creating an incentive structure making it worth their while to do so. In a 'postmarxist' world, knowledge workers are once more becoming the owners of the means of production. C1 Univ London Imperial Coll Sci Technol & Med, Sch Management, London SW7 2PG, England. RP Boisot, M, Univ London Imperial Coll Sci Technol & Med, Sch Management, 53 Princes Gate,Exhibit Rd, London SW7 2PG, England. 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J. Technol. Manage. PY 1999 VL 17 IS 6 BP 662 EP 676 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 202MT UT ISI:000080656900007 ER PT J AU Meyer, MH TI The strategic integration of markets and competencies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology management; product platforms; market strategy; manufacturing; softwar; services ID PRODUCT FAMILY; INNOVATION; TECHNOLOGY AB The paper presents a management framework to integrate market selection and competency development in the context of new product or service development. The integration mechanism suggested is the concept of the product or service platform. The paper defines approaches to market, platform, and competency development, and presents data from manufacturing, software, and services businesses to illustrate these concepts. C1 Northeastern Univ, Boston, MA 02115 USA. RP Meyer, MH, Northeastern Univ, Boston, MA 02115 USA. CR ABERNATHY W, 1978, PRODUCTIVITY DILEMMA ABERNATHY WJ, 1974, HARVARD BUSINESS SEP, P109 ABERNATHY WJ, 1985, RES POLICY, V14, P3 AFUAH A, 1994, RES POLICY, P1 COOPER RG, 1990, BUSINESS HORIZON MAY, P44 CUSUMANO M, 1992, BUSINESS HIST RE SPR, P51 CUSUMANO M, 1995, MICROSOFT SECRETS FORD H, 1988, TODAY TOMORROW FRANK RE, 1982, MARKET SEGMENTATION HENDERSON B, 1973, PERSPECTIVES HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 JAIKUMAR R, 1990, MEASURES MANUFACTURI LEHNERD A, 1987, TECHNOLOGY GLOBAL IN MCGRATH M, 1997, SETTING PACE PRODUCT MEYER MH, 1988, SLOAN MANAGE REV, V29, P7 MEYER MH, 1992, EXPERT SYST APPL, V5, P15 MEYER MH, 1993, SLOAN MANAGE REV, V34, P29 MEYER MH, 1995, J PROD INNOVAT MANAG, V12, P294 MEYER MH, 1996, SLOAN MANAGE REV, V37, P43 MEYER MH, 1997, MANAGE SCI, V43, P88 MEYER MH, 1997, POWER PRODUCT PLATFO, CH2 MEYER MH, 1998, HDB TECHNOLOGY MANAG PACKARD D, 1995, HP WAY PINE J, 1993, MASS CUSTOMIZATION N PORTER M, 1980, COMPETITIVE STRATEGY PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 QUINN J, 1992, INTELLIGENT ENTERPRI SANDERSON S, 1997, MANAGING PRODUCT FAM TEECE DJ, 1986, RES POLICY, V15, P285 URBAN G, 1980, DESIGN MARKETING NEW UTTERBACK J, 1994, MASTERING DYNAMICS I VONHIPPEL E, 1998, SOURCES INNOVATION WHEELWRIGHT S, 1992, REVOLUTIONIZING NEW 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 1999 VL 17 IS 6 BP 677 EP 695 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 202MT UT ISI:000080656900008 ER PT J AU Boghani, A Onassis, I Benabadji, A Bijl, C TI Globalization of R&D SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Arthur D-Little; global R&D organization; global vision; globalization; innovation; R&D; R&D processes; R&D resources; research and development; strategic innovation; strategy; technology and innovation AB The globalization of the critical R&D function is more necessary than ever. But managers continue to be daunted by the complexity this strategic change requires. In our work with leading companies around the world - and in a global survey of senior technology and innovation managers - Arthur D. Little has begun to evaluate and identify impediments and emerging best practices in the quest for globalization. C1 Arthur D Little Inc, Cambridge, MA 02140 USA. RP Boghani, A, Arthur D Little Inc, Acorn Pk, Cambridge, MA 02140 USA. CR BIJL CLA, 1996, INGENIEUR 0320 BROWN JS, 1991, HARVARD BUSINESS JAN CHIESA V, 1995, LONG RANGE PLANNING, V28 COLLINS TM, 1991, BUSINESS ONE DEMEYER A, 1991, SLOAN MANAGEMENT SPR, P49 DESCHAMPS JP, 1995, PRODUCT JUGGERNAUTS DOZ Y, 1987, INT IND FRAGMENTATIO FLOYD C, 1997, MANAGING TECHNOLOGY KOBERSTEIN W, 1993, JUERGEN DREWS KROCH LC, 1996, RES TECHNOLOGY M JUL ONASSIS AI, 1996, INGENIEUR 0306 ONASSIS AI, 1996, INGENIEUR 0424 ONASSIS AI, 1996, PRISM ROUSSEL PA, 1991, 3 GEN R D MAKING LIN SAKAKIBARA K, 1992, TECHNOLOGY WEALTH NA STARR L, 1992, RES TECHNOLOGY M JAN NR 16 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 1999 VL 17 IS 6 BP 696 EP 710 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 202MT UT ISI:000080656900009 ER PT J AU Nakahara, T TI Technology strategy in a borderless economy SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE borderless; core business; global production; manufacturing system; high-tech industries; multimedia; technology foresight; superconductivity AB The international society has been increasingly integrated in the borderless economy toward the 21(st) century. The accessibility to one common market in a borderless economy will awaken an era of mega-competition. The emerging trend of technology strategy of companies in the borderless economy is to strengthen the competitiveness in the core business fields and create new high-tech industries to ensure future development. The new high-tech industries likely to prosper in the future include electronics, computer and information industries on a short-term basis, and superconductivity technology and biotechnology which will contribute to the solution of energy and environmental problems on a mid to long-term basis. C1 Sumitomo Elect Ind Ltd, Chuo Ku, Osaka 5410001, Japan. RP Nakahara, T, Sumitomo Elect Ind Ltd, Chuo Ku, 4-5-32 Kitahama, Osaka 5410001, Japan. CR *MIN INT TRAD IND, 1997, ACT PLAN EC STRUCT R *NAT I SCI TECHN P, 1997, TECHN FOR CHRON *SUM EL IND LTD, 1997, ANN REP SUM EL IND L CHIESA V, 1997, IEE ENG MANAGEMENT R, V25, P15 CRAIG CS, 1997, IEEE ENG MANAGEMENT, V25, P4 EMMOTT B, 1995, SUN ALSO SETS LIMITS GERHOLM TR, 1997, 12 CAETS COUNC AC EN KAWASAKI S, 1997, P 4 WORLD C INT TRAN MITSUHIRO K, 1998, LEARNING LIBERALIZAT NAKAHARA T, 1996, P 4 INT S SEPT 1996 NAKAHARA T, 1997, RES TECHNOL MANAGE, V40, P7 NAKAHARA T, 1997, TECHNOL SOC, V19, P507 TEDMON C, 1996, P 4 INT S, P99 YAMADA S, 1997, P 4 WORLD C INT TRAN 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 1999 VL 17 IS 6 BP 711 EP 724 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 202MT UT ISI:000080656900010 ER PT J AU Griffy-Brown, C Watanabe, C Fujisue, K TI Technology spillovers and informatization in Japan: an analysis of information technology diffusion in large versus small and medium-sized enterprises SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Technology Spillover; information technology; Japanese industry; small and medium sized enterprises ID R-AND-D AB While Japan ranks second in the world in terms of Information and Communications Technology production, the diffusion of Information Technology (IT) in Japan is occurring only in very specific segments of the Japanese economy. Even though Large Enterprises (LEs) are integrating IT into their practices, Small and Medium-sized Enterprises (SMEs) are much slower in assimilating IT. The first part of this analysis will demonstrate Japan's global position in IT in terms of production and diffusion, discussing the current direction of informatization in Japan. The second section will illustrate the critical relationship between Japan's technology spillover production growth, and RED showing that this process is partially accountable for Japan's current economic stagnation. The third section will show that information technology diffusion plays a critical role in this process. The final section will deal exclusively with the micro-causes of this imbalance demonstrating a disparity of IT diffusion in SMEs and LEs. This critical faultline in Japan's transition to an information-based society has relevant policy, economic and corporate implications for strategic national decisions. C1 Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, Tokyo, Japan. RP Griffy-Brown, C, Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, 2-12-1 Ookayam, Tokyo, Japan. CR *JIPDEC, 1997, INF WHIT PAP *MIN INT TRAD IND, 1997, WHIT PAP SMALL MED E *ORG EC COOP DEV, 1997, INF TECHN OUTL ANETOLLI C, 1995, J EVOLUTIONARY EC, V5, P1 ANTONELLI C, 1993, TECHNOLOGY WEALTH NA BABA K, 1998, THESIS TOKYO I TECHN BERNSTEIN J, 1998, J IND ECON, V31, P315 BERNSTEIN JI, 1988, AM ECON REV, V78, P429 BERNSTEIN JI, 1989, REV ECON STUD, V56, P249 GOTO A, 1987, EC RES, V38, P298 GRIFFYBROWN C, 1996, THESIS GRIFFITH U AU JAFFE AB, 1986, AM ECON REV, V76, P984 MOTOHASHI K, 1996, DSTI REV, P13 PETERSON R, 1997, ELECT MARKETING CONS SHAH A, 1995, FISCAL INCENTIVES IN, P240 SUZUKI K, 1993, INT J IND ORGAN, V11, P573 TATSUMI R, 1995, THESIS TOKYO I TECHN WATANABE C, 1991, INDUCING POWER JAPAN WATANABE C, 1995, 9516 IIASA WP NR 19 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 1999 VL 17 IS 4 BP 362 EP 386 PG 25 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 194KY UT ISI:000080193500001 ER PT J AU McFarlane, J TI Collaborative research: the Australian experience SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Co-operative Research Centres; collaborative research and development AB A significant feature of R&D activity in Australia is that the majority of resources are directed towards the early stages of R&D, rather than the later stages, which are more closely linked with commercialization. Government agencies and universities perform around 60% of Australia's R&D and about 85% of this is concentrated in the research stage, rather than the development stage. As a result of this situation basic research dominates research effort by a ratio of 2:1. A government initiative that has been put in place to address this issue is the Co-operative Research Centres (CRC) Program. RP McFarlane, J, 8 Legge Pl, Green Point, NSW 2251, Australia. CR *AUSTR BUR STAT, 1994, 81160 ABS *BUR IND EC, 1993, 50 AGPS BUR IND EC, P10 *CRC PROGR EV STEE, 1995, CHANG RES CULT COOP, P10 *IC, 1995, 44 IC AGPS *PRIC WAT, 1996, R D TAX CONC SURV AUDRETSCH DB, 1988, REV ECON STAT, V70, P438 BUXTON T, 1991, EC INNOVATION NEW TE, V1, P243 HALL P, 1993, INT DIMENSIONS AUSTR LATTIMORE R, 1996, EVALUATION SYNDICATE, P47 LIYANAGE S, 1995, INT J TECHNOLOGY MAN, V10, P346 MERCER D, 1998, REV GREATER COMMERCI, P39 MERCER D, 1998, REV GREATER COMMERCI, P83 MORTIMER D, 1997, REV BUSINESS PROGRAM, P126 SHEEHAN PJ, 1995, AUSTR KNOWLEDGE EC A, P54 SHEEHAN, 1995, EC INNOVATION NEW TE, V1, P76 SLAYTER RO, 1993, COOPERATIVE RES CTR, P12 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 1999 VL 17 IS 4 BP 387 EP 401 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 194KY UT ISI:000080193500002 ER PT J AU Bennett, R TI Foreign marketing control decisions of firms engaged in west-east technology transfer: a test of the transactions cost hypothesis SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology transfer; marketing know-how; transactions cost analysis; Central and East Europe ID GOVERNANCE; ENTRY AB Businesses engaged in technology transfer from West to Central and East European nations must decide on the extents to which they will contribute to the marketing of the outputs resulting from the technologies they make available to their foreign partners. This can be problematic in situations where recipient enterprises lack rudimentary marketing skills and/or are located in countries with poor marketing services' infrastructures. Western firms face a continuum of choice in relation to this matter, ranging from the situation wherein they retain total control over the marketing of final products, through to allowing recipient businesses to assume complete responsibility for the marketing function. This article reports the results of (1) an application of the transactions cost model to the analysis of decisions concerning the degrees to which Western companies integrate the marketing of end products emerging from West-East collaborative ventures into their internal operational systems; and (2) a test of the transactions cost hypothesis in relation to the engagement of independent distributors in Central and East European states. C1 London Guildhall Univ, Dept Business Studies, London EC2M 6SQ, England. RP Bennett, R, London Guildhall Univ, Dept Business Studies, 84 Moorgate, London EC2M 6SQ, England. 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J. Technol. Manage. PY 1999 VL 17 IS 4 BP 402 EP 420 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 194KY UT ISI:000080193500003 ER PT J AU Nijkamp, P Rodenburg, CA Verhoef, ET TI The adoption and diffusion of environmentally friendly technologies among firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE energy use; environmental policies; technology adoption ID ENERGY AB This paper discusses the adoption and diffusion of environmentally friendly technologies among firms from a micro-economics perspective. First, some theoretical backgrounds are given on issues like the process of the development and adoption of environmentally friendly innovations, the adoption of new technology in a market equilibrium, and general market failures which influence the working of the market in a situation of market equilibrium. Next we discuss possible policy instruments to stimulate the adoption process. Finally, we provide some empirical evidence on investments in environmentally friendly technology, based on a recent survey held in The Netherlands. C1 Free Univ Amsterdam, Dept Spatial Econ, NL-1081 HV Amsterdam, Netherlands. RP Nijkamp, P, Free Univ Amsterdam, Dept Spatial Econ, De Boelelaan 1105, NL-1081 HV Amsterdam, Netherlands. CR *OECD, 1992, EC INSTR ENV MAN DEV CAPELLO R, 1999, SUSTAINABLE CITIES R CARLSMITH RW, 1990, TM11441 ORNL DECANIO SJ, 1993, ENERG POLICY, V21, P906 DIXIT AK, 1994, INVESTMENT UNCERTAIN GILLISSEN M, 1995, ENERGY CONSERVATION JAFFE AB, 1994, RESOUR ENERGY ECON, V16, P91 KEMP, 1995, THESIS U PERS MAASTR MALAMAN R, 1996, 66 FEEM REINGANUM JF, 1989, HDB IND ORG, V1, P849 SANSTAD AH, 1994, ENERG POLICY, V22, P811 SUTHERLAND RJ, 1991, ENERGY J, V12, P15 VARIAN HR, 1992, MICROECONOMIC ANAL VERHOEF ET, 1997, 970773 TI NR 14 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 1999 VL 17 IS 4 BP 421 EP 437 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 194KY UT ISI:000080193500004 ER PT J AU Turner, JV Hunsucker, JL TI Effective risk management: a goal based approach SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE risk management; integrated risk management; technology risk management; project risk management; goal-based management; risk characterization; risk assessment AB The United States Department of Defense (DoD) and National Aeronautics and Space Administration (NASA) have implemented ambitious risk management programs on top research and development projects. Typically, risk is expressed strictly in terms of cost, schedule or technical performance. This approach can result in the obscuration of other important project objectives. Further, methods for systematically and effectively prioritizing risk reduction efforts are not generally employed. This paper presents an analytical framework for measuring risk that expresses risk in terms of top-level project objectives. It also proposes a method for the prioritization of risk reduction activities based on expected risk reduction, likelihood of success. and cost of implementation. C1 Univ Houston, Dept Ind Engn, Houston, TX 77001 USA. RP Turner, JV, Univ Houston, Dept Ind Engn, Houston, TX 77001 USA. 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J. Technol. Manage. PY 1999 VL 17 IS 4 BP 438 EP 458 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 194KY UT ISI:000080193500005 ER PT J AU Drummond, H TI Analysis and intuition in technological choice: the lessons of Taurus SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE escalation; decision making; Taurus; intuition; social-constructionism ID ESCALATION AB Computation and analysis play a pivotal role in technological choice. Conversely, intuition is usually regarded as irrational, that is, unreliable and synonymous with decision error. The present study highlights the limits of this assumption with reference to a case study. The case concerns a decision by the London Stock Exchange to utilize a software package known as Vista to drive an IT system known as Taurus. The choice of technology was subsequently identified as a major reason for the project's collapse. The present study suggests that if the decision-makers had trusted their intuition, much waste could have been avoided. C1 Univ Liverpool, Inst Publ Adm & Management, Liverpool L69 3BX, Merseyside, England. RP Drummond, H, Univ Liverpool, Inst Publ Adm & Management, Liverpool L69 3BX, Merseyside, England. 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J. Technol. Manage. PY 1999 VL 17 IS 4 BP 459 EP 466 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 194KY UT ISI:000080193500006 ER PT J AU Galvin, P TI Product modularity, information structures and the diffusion of innovation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE product modularity; information structure; innovation typology; innovation diffusion; product interface; product architecture; knowledge structure; bicycle industry ID ARCHITECTURE; FLEXIBILITY; INDUSTRIES; DESIGN; FIRM AB This paper explores how the product design information structure affects innovation types and levels of innovation diffusion. By taking a narrower definition of information structures than previous usages, the author seeks to clarify how specific dimensions of this type of knowledge link with a range of innovation variables in a modular product setting. It is proposed that the type of product innovation that occurs is determined by the rate of change in the information structure, and that the level of control exerted over the information structure determines the potential for the diffusion of the innovation. C1 Queensland Univ Technol, Sch Management, Brisbane, Qld 4001, Australia. RP Galvin, P, Queensland Univ Technol, Sch Management, GPO Box 2434, Brisbane, Qld 4001, Australia. CR AOKI M, 1986, AM ECON REV, V76, P971 ARYA A, 1996, J ECON THEORY, V70, P420 BALDWIN CY, 1997, HARVARD BUS REV, V75, P84 BEELEY S, 1992, HIST BICYCLES HOBBY CAINARCA GC, 1989, RES POLICY, V18, P59 DELONG G, 1974, DELONGS GUIDE BICYCL GARUD R, 1993, STRATEGIC MANAGE J, V14, P351 GUENETTE D, 1997, EMEDIA PROFESSIONAL, V10, P6 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 LANGHOLZLEYMORE V, 1988, INT J RES MARK, V4, P217 LANGLOIS RN, 1992, RES POLICY, V21, P297 LEHNERD AP, 1987, TECHNOLOGY GLOBAL IN, P49 LIMA EP, 1997, IND WEEK, V24, P62 MORRIS CR, 1993, HARVARD BUS REV, V71, P86 RADNER R, 1992, J ECON LIT, V30, P1382 SANCHEZ R, 1993, MARKETING INTELLIGEN, V11, P29 SANCHEZ R, 1994, P 2 INT PROD DEV C N SANCHEZ R, 1995, STRATEGIC MANAGE J, V16, P135 SANCHEZ R, 1996, DISCUSSION PAPER SER SANCHEZ R, 1996, STRATEGIC MANAGE J, V17, P63 SANCHEZ R, 1998, DISCUSSION PAPER SER SANDERSON S, 1996, INNOVATIVE IMPERATIV SIMON HA, 1962, P AM PHILOS SOC, V106, P467 TULLY S, 1993, FORTUNE 0208, P106 ULRICH K, 1995, RES POLICY, V24, P419 UTTERBACK JM, 1994, MASTERING DYNAMICS I WALBERG F, 1994, PEDAL PUSHER BUYERS WEIL N, 1997, INFOWORLD, V19, P38 WOOLSEY JP, 1994, AIR TRANSPORT WORLD, V4, P23 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 1999 VL 17 IS 5 BP 467 EP 479 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 192YB UT ISI:000080106400001 ER PT J AU Connell, L Flynn, A TI The environment, innovation and industry: a case study of south Wales SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE companies; regulation; size; sector; stimuli; responses; variability ID TECHNOLOGY AB To achieve sustainable development there is a need for policies to make the economic-ecological relationship a more positive coupling. This paper concentrates on the part that innovation may play in helping to achieve sustainability. The paper examines the sources of variability in firm innovation and size, regulation and sector are identified as key variables. Using survey data the stimuli and the type of environmental improvements that companies have made are explored. The results indicate that large, permit-based regulation and leading sector companies are nearly twice as likely as other companies to have made environmental improvements. C1 Univ Wales, Dept City & Reg Planning, Cardiff CF1 3YN, S Glam, Wales. RP Connell, L, Univ Wales, Dept City & Reg Planning, POB 906, Cardiff CF1 3YN, S Glam, Wales. CR *COMM EUR COMM, 1996, OFFICIAL J EUROPEAN, V107, P4 *COMM EUR COMM, 1997, EST ECIND EUR UN 199 *ENDS, 1996, 254 ENDS, P5 *WELSH DEV AG, 1995, WAL REG TECHN PLAN I ASHFORD NA, 1993, ENV STRATEGIES IND I BAYLIS R, 1997, POLLUTION WASTE REGU CHRISTIE I, 1995, CLEANER PRODUCTION I DODGSON M, 1994, HDB IND INNOVATION FORAY D, 1996, TECHNOL FORECAST SOC, V53, P3 FREEMAN C, 1982, EC IND INNOVATION GOOD B, IND ENV STRATEGIC OV JOHNSTON N, 1995, WASTE MINIMISATION C LANJOUW JO, 1996, RES POLICY, V25, P549 MOL APJ, 1995, REFINEMENT PRODUCTIO OAKLEY RP, 1988, MANAGEMENT INNOVATIO PIATIER A, 1984, BARRIERS INNOVATION ROTHSTEIN J, 1992, HASTINGS CENT REP, V22, P3 ROTHWELL R, 1981, IND INNOVATION PUBLI THWAITES A, 1996, REG STUD, V30, P135 VONHIPPEL E, 1988, SOURCES INNOVATION WELFORD R, 1995, ENV MANAGEMENT BUSIN 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 1999 VL 17 IS 5 BP 480 EP 494 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 192YB UT ISI:000080106400002 ER PT J AU Yamin, S Gunasekaran, A Mavondo, FT TI Innovation index and its implications on organizational performance: a study of Australian manufacturing companies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE organizational innovation; organizational performance; marketing effectiveness AB The aim of this paper is to examine the relationships between organizational innovation and organizational performance in Australian Best Practice Companies. The data analyzed in this paper were obtained from 237 Australian manufacturers involved in the 1991 and 1992 Best Practice programs conducted by the Australian Manufacturing Council and the Department of Industrial Relations. Organizational innovation consists of administrative, technical and product innovation. Organizational performance has been measured using 27 items based on existing research and includes return on investment, return on assets, market share and performance ratios. Although organizational innovations have an impact on organizational performance, our findings suggest that companies need not be high innovators in order to be good performers. C1 Monash Univ, Sch Business & Elect Commerce, Churchill, Vic 3842, Australia. Univ Massachusetts, Dept Management, N Dartmouth, MA 02747 USA. RP Yamin, S, Monash Univ, Sch Business & Elect Commerce, Churchill, Vic 3842, Australia. CR BEHAR M, 1991, SKILL CRISIS, V5, P58 BLAUW JN, 1990, QUAL PROG, V23, P50 BOER H, 1992, INT J OPER PROD MAN, V12, P41 CARTAYA V, 1989, TECHNOVATION, V9, P519 CHANEY PK, 1989, IMPACT NEW PRODUCT I COHEN WM, 1989, ECON J, V99, P569 COYNE W, 1990, HOSPIALS, V64, P88 DAMANPOUR F, 1987, J MANAGE, V13, P675 DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 DAVID PA, 1990, AM ECON REV, V80, P355 DICASALI R, 1984, IND ENG SEP, P62 DRAZIN R, 1990, J MANAGE STUD, V27, P245 ETTLIE JE, 1990, ACAD MANAGEMENT EXEC, V4, P7 GARNSEY E, 1990, INT J TECHNOL MANAGE, V5, P267 HAIR JF, 1979, MULTIVARIATE DATA AN MCCALMAN J, 1990, INT J OPER PROD MAN, V10, P10 PARNABY J, 1991, INT J TECHNOL MANAGE, V6, P15 PETERS TJ, 1984, SEARCH EXCELLENCE TEECE DJ, 1987, COMPETITIVE CHALLENG TEICHOLZ E, 1987, COMPUTER INTEGRATED THOMSON RE, 1987, MAR GEOD, V11, P103 TOMER JF, 1990, TECHNOVATION, V10, P253 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 1999 VL 17 IS 5 BP 495 EP 503 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 192YB UT ISI:000080106400003 ER PT J AU Hartmann, MH TI Theory and practice of technological corporate assessment SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE balance sheet; core competence; ratio analysis; rating; smart card; technological assessment; technological inventory AB Conventional audits of a corporate assessment rely heavily on key accounting figures and finally on extrapolating data from a historically-oriented analysis of balance sheets or on an estimate of future revenues (gross rental method) or cash flows (discounted cash flow procedure). What is lacking is a substantive statement of technological potential, which is central for assessing sustained turnover and profitability in the future. This gap can be filled through a technological assessment to complement conventional accounting. By taking both a technological and financial perspective, a two-dimensional technological & financial portfolio with the dimensions of technological and financial attractiveness can be developed, which enables key elements to be differentiated in a corporate assessment. A company's technological attractiveness can be assessed by using a technology balance sheet that complements the trade balance sheet, which is used to illustrate and evaluate a company's technological potential. The result is a future-oriented, highly aggregated overall overview of the technological situation. Just as the trade balance sheet, the technology balance sheet can also be understood as a system of logically related and structured key figures, which mathematically link asset and liability items. It is developed according to specific principles and likewise offers several ways to analyze balance sheets. The process of a technological company assessment is illustrated by using the example of a company in the smart card industry. Afterwards, the technological and financial assessments will be consolidated into an overall evaluation. C1 AT Kearney Management Consultants, D-10117 Berlin, Germany. RP Hartmann, MH, AT Kearney Management Consultants, Charlottenstr 57, D-10117 Berlin, Germany. CR 1997, PROBLEMATIC ASSESSIN BAETGE J, 1996, HDB RATING, P221 BALZER A, 1998, MANAGER MAGAZIN, V3, P64 BETZ F, 1996, HDB TECHNOLOGY MANAG, CH12 BINDER VA, 1996, TECHNOLOGIEPOTETIALE ECCLES RC, 1991, HARVARD BUSINESS MAN, V4, P14 EVERSHEIM W, 1996, HARVARD BUSINESS MAN, V1, P105 GAYNOR GH, 1996, HDB TECHNOLOGY MANAG, CH33 GRUPP H, 1997, MESSUNG ERKLARUNG TE HARTMANN M, 1997, KOSTENRECHNUNGSPRAXI, V6, P312 HARTMANN M, 1997, TECHNOLOGIE BILANZIE HAUSCHILDT J, 1988, KRISENDIAGNOSE DURCH, P1 HIRSCH U, 1996, HDB RATING, P657 IANSITI M, 1997, HARVARD BUSINESS MAN, V4, P43 KLEIN KG, 1998, DILIGENCE UNTERNEHME, P155 LEHMANN MR, 1955, ZFB, P537 LENDER F, 1991, INNOVATIVES TECHNOLO LENDER F, 1997, CARD FORUM INT, V4, P42 LENDER F, 1997, IT TI INFORMATIONSTE, P7 PEEMOLLER VH, 1997, BDDW, P5 PFEIFFE W, 1989, HANDWORTERBUCH PLANU, P2002 PFEIFFER W, 1971, ALLGEMEINE THEORIE T PFEIFFER W, 1980, FUHRUNGSPROBLEME IND, V60, P421 PFEIFFER W, 1982, TECHNOLOGIE PORTFOLI PFEIFFER W, 1995, HDB TECHNOLOGIE MANA, P663 SCHMALENBACH E, 1962, DYNAMISCHE BILANZ 13 SPECHT G, 1996, F E MANAGEMENT WILDEMANN H, 1993, FERTIGUNGSSTRATEGIEN 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 1999 VL 17 IS 5 BP 504 EP 521 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 192YB UT ISI:000080106400004 ER PT J AU Getzner, M TI Cleaner production, employment effects and socio-economic development SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE clean technologies; socio-economic consequences; energy; water; materials (JEL M11,Q00 D24) ID FIRM AB Employment effects of clean technologies - i.e. integrated environmental technologies as probably one of the core contributions of firms to an environmentally sound development - have not yet been extensively explored. Production theory leads to the conclusion that the technological relationships between the firm's inputs are of crucial importance. On the one hand, the demand for labour may be tightly bound to the use of natural resources (complementary relation). On the other hand, it can be shown that clean technologies can reduce the number of jobs in a firm even if the amount of resources used in the production process and the number of jobs are not bound together. As clean technologies often lead to a more rationalized production process, these technologies reduce the demand for labour, too. Empirical findings of a survey involving 41 Austrian firms that implemented clean technologies indicate that firms neither reduce nor expand the number of jobs significantly. In many cases, rationalization takes place, but they are used to extend the firm's market share and secure their economic position. The main qualitative employment effects are improved health and security, increased qualification and motivation of workers. C1 Univ Klagenfurt, Dept Econ, Inst Wirtschaftswissenschaften, A-9020 Klagenfurt, Austria. RP Getzner, M, Univ Klagenfurt, Dept Econ, Inst Wirtschaftswissenschaften, Univ Str 65-67, A-9020 Klagenfurt, Austria. 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J. Technol. Manage. PY 1999 VL 17 IS 5 BP 522 EP 543 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 192YB UT ISI:000080106400005 ER PT J AU Noori, H Munro, H Deszca, G McWilliams, B TI Developing the 'right' breakthrough product/service: an umbrella methodology - Part A SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE breakthrough product development; backcasting; new product development and forecasting ID ENVIRONMENT; SCENARIOS; THINKING; PRODUCTS; KEY AB Breakthrough products and services (BTP/S) have been found to contribute significantly to corporate profits and market position. However, because such products are designed to meet needs that may not yet be apparent in the market and have no historical point of reference, traditional market forecasting techniques are unable to provide accurate predictions of market success for them. An alternative to traditional approaches is explored in this research paper. it involves combining forecasts of quantifiable environmental variables with qualitative analysis of uncertainties through scenario creation and investigation. This 'umbrella approach' assesses future goals, needs, desires, and product development direction, and works backward to the present to determine what steps must be completed to reach that end state. The process of continuous monitoring allows firms to determine which pathway they are following, and to incorporate current information into their product development processes. C1 Wilfrid Laurier Univ, Waterloo, ON N2L 3C5, Canada. RP Noori, H, Wilfrid Laurier Univ, Waterloo, ON N2L 3C5, Canada. 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J. Technol. Manage. PY 1999 VL 17 IS 5 BP 544 EP 562 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 192YB UT ISI:000080106400006 ER PT J AU Noori, H Munro, H Deszca, G McWilliams, B TI Developing the 'right' breakthrough product/service: an application of the umbrella methodology to electric vehicles - Part B SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE breakthrough product development; backcasting; new product development and forecasting AB This paper is Part B of our investigation into a potential new approach for dealing with the market forecast and introduction breakthrough products. Part A of this research presented a theoretical model which we have termed the "Umbrella Methodology" as an alternative means for choosing the 'right' breakthrough product to develop, based on information on a number of key inputs which impact the success of new products. This paper applies that methodology to the case of the electric vehicle, which represents a breakthrough product, which is very close to market introduction. This paper is meant to be demonstrative in nature, illustrating how the methodology of Part A can be implemented. It is not a strategic suggestion or advice aimed at electric vehicle developers. The exercise shows how, even using only secondary information, product developers can make better-informed decisions regarding which breakthrough product to introduce. C1 Wilfrid Laurier Univ, Waterloo, ON N2L 3C5, Canada. RP Noori, H, Wilfrid Laurier Univ, Waterloo, ON N2L 3C5, Canada. 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J. Technol. Manage. PY 1999 VL 17 IS 5 BP 563 EP 579 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 192YB UT ISI:000080106400007 ER PT J AU Mascitelli, R TI A framework for sustainable advantage in global high-tech markets SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE global competitiveness; sustainable competitive advantage; tacit knowledge; rates of innovation; appropriability of returns; knowledge management; dynamic strategy; knowledge creation; competitiveness cycle ID RESEARCH-AND-DEVELOPMENT; KNOWLEDGE; INNOVATION; TECHNOLOGY; STRATEGY; COMPETENCES; BARRIERS AB Traditional competitiveness factors cannot provide a sustainable advantage in a highly dynamic, knowledge-driven global marketplace. This paper presents two models that describe evolving competition in technology-intensive industries and offer insight into the sources of long-term market leadership. The first model represents the value of technology-based products and services in terms of three orthogonal dimensions: their commodity content, and their embodiment of tacit and explicit knowledge. The second model identifies three sources of sustainable advantage over time: increasing rates of innovation, maximizing the appropriability of returns from R&D, and the absorption and accumulation of valuable knowledge assets. These three elements form a self-reinforcing "competitiveness cycle" that is driven by increasing returns from knowledge-based products. The two models are subsequently merged into an integrated framework that identifies tacit knowledge as an essential source of sustainable competitive advantage, and provides guidance to firms in the formation of tacit-knowledge-enhancing strategies. A survey of the current knowledge-management literature and several case examples are mapped into the framework to demonstrate its effectiveness. C1 Technol Perspect, Northridge, CA 91327 USA. RP Mascitelli, R, Technol Perspect, POB 8539, Northridge, CA 91327 USA. CR 1997, IND WEEK 1201 *WORLD BANK, 1999, WORLD DEV REP KNOWL ARROW KJ, 1962, REV ECON STUD, V29, P155 BALACHANDRA R, 1997, IEEE T ENG MANAGE, V44, P276 BARNEY JB, 1997, GAINING SUSTAINING C BAUMOL WJ, 1989, PRODUCTIVITY AM LEAD BETTIS RA, 1995, STRATEGIC MANAGE J, V16, P7 BOWONDER B, 1997, INT J TECHNOL MANAGE, V13, P833 COHEN D, 1998, CALIF MANAGE REV, V40, P22 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DAVENPORT TH, 1998, CALIF MANAGE REV, V40, P195 DUTTA S, 1997, IEEE T ENG MANAGE, V44, P79 ELKINGTON J, 1994, CALIF MANAGE REV, V36, P90 FRANSMAN M, 1997, TECHNOLOGY GLOBALISA FREEMAN C, 1997, TECHNOLOGY GLOBALISA GARVIN DA, 1993, HARVARD BUSINESS JUL GEISLER E, 1996, INT J TECHNOL MANAGE, V12, P679 GIBBONS M, 1994, NEW PRODUCTION KNOWL, P13 GIGET M, 1997, INT J TECHNOL MANAGE, V14, P613 GLAZER R, 1998, CALIF MANAGE REV, V40, P175 GRANSTRAND O, 1997, CALIF MANAGE REV, V39, P8 GREIS NP, 1995, RES POLICY, V24, P609 GUERRIERI P, 1995, CAMBRIDGE J ECON, V19, P225 HAMEL G, 1994, COMPETING FUTURE HUBER GP, 1996, INT J TECHNOL MANAGE, V11, P821 LEONARD D, 1998, CALIF MANAGE REV, V40, P112 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LEVIN RC, 1985, AM EC REV, V75 LEVIN RC, 1987, BROOKINGS PAPERS EC, V3, P783 LIST F, 1904, NATL SYSTEM POLITICA MASCITELLI R, 1999, GROWTH WARRIORS CREA MILES G, 1998, CALIF MANAGE REV, V40, P281 MOWERY DC, 1979, RES POLICY, V8, P103 NELSON RR, 1996, TECHNOLOGY R D EC NONAKA I, 1995, KNOWLEDGE CREATING C NOYCE R, 1977, SCI AM, V237 ODELL C, 1998, CALIF MANAGE REV, V40, P154 PATEL P, 1997, RES POLICY, V26, P141 POLANYI M, 1966, TACIT DIMENSION PORTER ME, 1985, COMPETITIVE ADVANTAG PORTER ME, 1990, COMPETITIVE ADVANTAG QUINN JB, 1992, INTELLIGENT ENTERPRI QUINN JB, 1996, HARVARD BUSINESS MAR ROMER PM, 1986, J POLIT ECON, V94, P1002 RUGGLES R, 1998, CALIF MANAGE REV, V40, P80 SAXENIAN A, 1994, REGIONAL ADVANTAGE C STALK G, 1992, HARVARD BUSINESS MAR, P57 TEECE DJ, 1998, CALIFORNIA MANAGEMEN, V40, P281 VONKROGH G, 1998, CALIF MANAGE REV, V40, P133 NR 49 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 1999 VL 17 IS 3 BP 240 EP 258 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 185RE UT ISI:000079682700001 ER PT J AU Balbontin, A Yazdani, B Cooper, R Souder, WE TI New product development success factors in American and British firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE new product development; USA and UK; innovation strategies; critical success factors; organizational, design, marketing and technology ID INNOVATION; FAILURE AB This paper presents a comparative study on New Product Development (NPD) success factors between American and British firms. Our analysis is based on an in-depth survey of 49 British firms (58 successful and 41 unsuccessful projects) and 38 American companies (59 successful and 50 unsuccessful projects). The selected firms represent key industrial sectors of computer, electronics, chemical and transportation. Research variables are selected based on chronological and process relations to perform the NPD, which include design, organizational, marketing, product and technology company factors. Structured statistical methods have been employed to identify critical success factors and differences between the two countries. Findings are discussed against previous NPD comparative studies, published between 1972-97, including the evolved conditions around the NPD process. Various success factors were found common between the USA and UK, such as to have a strategic market focus. However, some factors had a different impact degree in each of the countries. For example being first to the market was found to be more relevant for success in the USA than in the UK. Although the overall success rate of new products launched was the same for the USA and UK, US firms launched twice as many products as their UK counterparts. C1 Univ Warwick, Warwick Mfg Grp, Coventry CV4 7AL, W Midlands, England. Univ Salford, Res Inst Design Manufacture & Mkt, Salford M5 4WT, Lancs, England. Univ Alabama, Ctr Management Sci & Technol, Huntsville, AL 35899 USA. RP Balbontin, A, Univ Warwick, Warwick Mfg Grp, Coventry CV4 7AL, W Midlands, England. EM a.balbontin@warwick.ac.uk b.yazdani@warwick.ac.uk r.cooper@time.salford.ac.uk CR BALACHANDRA R, 1997, IEEE T ENG MANAGE, V44, P276 BLANK BL, 1980, STAT PROCEDURES ENG, P384 COOPER RG, 1979, IND MARKET MANAG, V8, P124 COOPER RG, 1987, IND MARKET MANAG, V16, P215 COOPER RG, 1990, NEW PRODUCTS KEY FAC, P1 DENHOON L, 1996, J PROD INNOVAT MANAG, V13, P530 DOWLATSHAHI S, 1992, INT J PROD RES, V30, P1803 EDGETT S, 1992, J PROD INNOVAT MANAG, V9, P3 FERGUSON GA, 1989, STAT ANAL PSYCHOL ED, P79 LINK PL, 1987, IND MARKET MANAG, V16, P109 MAIDIQUE MA, 1984, IEEE T ENG MANAGE, V31, P192 ROTHWELL R, 1985, INFORMATION AGE, V7, P215 SOUDER WE, 1997, J PROD INNOVAT MANAG, V14, P459 NR 13 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 1999 VL 17 IS 3 BP 259 EP 280 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 185RE UT ISI:000079682700002 ER PT J AU Kim, Y Lee, B Lim, Y TI A comparative study of managerial features between public and private R & D organizations in Korea: managerial and policy implications for public R & D organizations SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE public R & D; national innovation system; Korea; R & D organization; S & T policy ID INNOVATION; PERFORMANCE; CLIMATE; CONTEXT; COMMITMENT; ROLES AB Over the past several years, it has been pointed out that public research institutes are less productive than private ones; moreover, they need to clarify their roles in the development of Korea's national system of innovation. With a view to identifying the causes of problems in public R&D activities, this study examines three pairs of government-sponsored research institutes (GSRIs) and private R&D organizations in Korea; it compares their strategic goals, the roles of their top managers, their organizational characteristics, and the attitudes of individual researchers. The results, based on responses from 570 R&D managers and professionals in both sectors, reveal the following: compared with private R&D organizations, GSRIs 1) have relatively less dear strategic goals and R&D objectives; 2) their R&D activities are very broad and not well focused; 3) their top management plays a biased external role in order to gain institutional legitimacy; 4) their organizational structure tends to be more decentralized but less flexible; 5) their R&D work climates exhibit higher autonomy, cohesiveness, work-pressure, and risk-taking propensity, but display lower customer-orientation and less fairness in a reward system; and 6) the researchers are dissatisfied with their jobs and organizational incentive systems, and also less committed to the organization. As an attempt to understand the root causes of the salient features of GSRIs, this study further explores the impacts of external environments over the period of their development, including the government Science and Technology policy, the national project funding and accounting systems, and institutional regulations, on their internal management systems. Findings of distinctive managerial features of GSRIs and their relationships with external environments suggest several managerial and policy implications for designing more effective R&D management systems of GSRIs in Korea. C1 Korea Adv Inst Sci & Technol, Grad Sch Management, Dongdaemun Gu, Seoul 130012, South Korea. Inst Sci & Technol Policy, Seoul, South Korea. RP Kim, Y, Korea Adv Inst Sci & Technol, Grad Sch Management, Dongdaemun Gu, 207-43 Chungryangri Dong, Seoul 130012, South Korea. CR 1993, NATURE, V364, P373 *MOST, 1995, 94 ANN REP SCI TECHN *OECD, 1994, SCI TECHN POL REV OU *ORG EC COOP DEV, 1989, CHANG ROL GOV RES LA *SCI TECHN POL I, 1995, REV NAT SCI TECHN PO *SCI TECHN POL I, 1995, REV SCI TECHN POL IN ABBEY A, 1983, ACAD MANAGE J, V26, P363 ALDER PS, 1990, CALIFORNIA MANAGEMEN, V32, P55 ANGLE HL, 1989, RES MANAGEMENT INNOV, P135 ASHFORTH BE, 1985, ACAD MANAGE REV, V10, P837 BASS BM, 1990, RES ORG CHANGE DEV, V4, P231 BELL RM, 1992, WORKSH INT SCI TECHN BOZEMAN B, 1987, ADMIN SOC, V19, P197 BOZEMAN B, 1994, TECHNOVATION, V14, P145 BROWN MA, 1991, RES POLICY, V20, P121 BUCHANAN B, 1975, ADMIN SOC, V6, P423 CHAMPION DJ, 1975, SOCIOLOGY ORG CHOI HS, 1984, IND RES LESS DEV COU COOK J, 1980, J OCCUP PSYCHOL, V53, P39 CROW M, 1987, RES POLICY, V16, P229 DAFT RL, 1978, ACAD MANAGE J, V21, P193 DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 EMMERT M, 1987, J MANAGE, V13, P55 FENNELL ML, 1989, MED CARE REV, V46, P157 FRYXEL GE, 1990, ORG ISSUES HIGH TECH, P37 GALBRAITH JR, 1982, ORGAN DYN, V10, P3 GOLEMBIEWSKI RT, 1987, YEARLY REV MANAGEMEN, V13, P323 GOODSTEIN J, 1991, ACAD MANAGE J, V34, P306 GUPTA AK, 1990, CALIF MANAGE REV, V32, P24 HAGE J, 1969, ADM SCI Q, V14, P72 HAGE J, 1973, ADM SCI Q, V18, P279 IMAI K, 1985, UNEASY ALLIANCE, P337 KANTER RM, 1988, RES ORGAN BEHAV, V10, P169 KIM L, 1980, J BUS RES, V8, P225 KIM LS, 1992, RES POLICY, V21, P437 KIM Y, 1995, R&D MANAGE, V25, P179 KIMBERLY JR, 1981, ACAD MANAGE J, V24, P689 KONO T, 1988, INNOVATION MANAGEMEN, P105 KOYS DJ, 1991, HUM RELAT, V44, P265 KRAEMER KL, 1989, PUBLIC ADMIN REV, V49, P9 KUSUNOKI K, MIT JAP SCI TECHN C LACHMAN R, 1985, ACAD MANAGE J, V28, P671 LAWLER EE, PAY ORG EFFECTIVENES LEE DH, 1991, WORLD DEV, V19, P1421 LEE J, 1980, RES POLICY, V9, P174 LEE MS, 1996, RES POLICY, V25, P805 MAIDIQUE M, 1980, SLOAN MANAGE REV, V21, P59 MILLETT, 1990, INT J TECHNOLOGY MAN, V5, P153 MINTZBERG H, 1979, STRUCTURING ORG OREILLY C, 1989, CALIF MANAGE REV, V31, P9 PARK Y, 1996, SCI PUBLIC POLICY PELZ DC, 1966, SCI ORG PRODUCTIVE C PERRY JL, 1988, ACAD MANAGE REV, V13, P182 PRICHARD RD, 1973, ORGAN BEHAV HUM PERF, V9, P126 QUINN JB, 1985, HARVARD BUS REV, V63, P73 RAINEY HG, 1976, PUBLIC ADMIN REV, V36, P233 RAINEY HG, 1989, J MANAGE, V15, P229 RUSH H, 1995, R&D MANAGE, V25, P17 SHIN T, 1994, TECHNOL FORECAST SOC, V45, P31 SOLOMON EE, 1986, J APPL PSYCHOL, V71, P147 SOUDER WF, 1987, MANAGING NEW PRODUCT THOMPSON JD, 1967, ORG ACTION TUSHMAN M, 1986, CALIF MANAGE REV, V28, P74 TUSHMAN ML, 1978, ACAD MANAGE REV, V3, P613 TWISS B, 1980, MANAGING TECHNOLOGIC VANDEVAN H, 1980, MEASURING ASSESSING NR 66 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 1999 VL 17 IS 3 BP 281 EP 311 PG 31 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 185RE UT ISI:000079682700003 ER PT J AU Minshall, THW Garnsey, EW TI Building production competence and enhancing organizational capabilities through acquisition: the case of Mitsubishi Electric SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE corporate acquisitions; resources; production competence; organizational capability; information technology; Mitsubishi Electric; Apricot Computers AB Corporate acquisitions can provide an effective mechanism for maintaining growth in conditions of technological uncertainty, but typically suffer very high failure rates. This paper presents a resource-based framework for analysing corporate acquisitions in times of rapid technological change. The paper discusses how such acquisitions can be used to access resources that are of immediate use, but also enhance the acquirer's ability to access resources in the future. The acquisition of Apricot Computer in the UK by Japan's Mitsubishi Electric in 1990 is used as an illustrative case. C1 Univ Cambridge, Inst Mfg, Cambridge CB2 1RX, England. Univ Cambridge, Dept Engn, Cambridge CB2 1RX, England. Univ Cambridge, Judge Inst Management Studies, Cambridge CB2 1RX, England. RP Garnsey, EW, Univ Cambridge, Inst Mfg, Mill Lane, Cambridge CB2 1RX, England. CR ASAHI NEWS SERV 0412 BIRMINGHAM POST 0418 COMPUTER WEEKLY 0401 ECONOMIST 0219 ELECT WEEKLY 0418 FINANCIAL TIMES 0201 FINANCIAL TIMES 0412 NEWSBYTES 0808 NIKKEI WEEKLY 0330 REUTERS NEWS SE 0401 1986, WALL STREET J 0417 1988, WHICH COMPUTER 1996, ASAHI JAPAN ALMANAC *MELCO, 1991, MELCO PC HIST ANCHORDOGUY M, 1989, COMPUTERS INC JAPANS ANGWIN D, 1997, 204 WARW BUS SCH RES ARGYRIS C, 1984, ORG CASES ISSUES CON CHANDLER A, 1990, SCALE SCOPE DYNAMICS CHPOSKY J, 1988, BLUE MAGIC PEOPLE PO CRINGELY RX, 1992, ACCIDENTAL EMPIRES EISENHARDT KM, 1996, ORGAN SCI, V7, P136 FOSTER R, FINANCIAL TIMES 0412 FRANSMAN M, 1990, MARKET BEYOND FRANSMAN M, 1990, MRKET BEYOND, CH4 GOMESCASSERES B, 1996, ALLIANCE REVOLUTION GREGORY MJ, 1995, P I MECH ENG, V209 HAMEL G, 1994, COMPETING FUTURE HARVEYJONES J, 1990, TROUBLE SHOOTER HUNT J, 1988, LONDON BUSINESS SUM, P2 IANSITI M, 1994, IND CORPORATE CHANGE, V3 KESTER WC, 1991, JAPANESE TAKE OVERS KISH RJ, 1993, MANAGE INT REV, V33, P227 KODAMA F, 1990, MEASURING DYNAMICS T KODAMA F, 1991, ANAL JAPANESE HIGH T LEONARDBARTON D, 1992, STRATEGIC MANAGEMENT, V13 LORANGE P, 1993, STRATEGIC ALLIANCES MARCH J, 1958, ORG MEEKS G, 1977, 51 U CAMBR DEP APPL MEYER MC, 1993, SLOAN MANAGEMENT SPR NONAKA I, 1991, HARVARD BUSINESS NOV NONAKA I, 1995, KNOWLEDGE CREATING C PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1991, STRATEGIC MANAGEMENT, V12 PRAHALAD CK, 1990, HARVARD BUSINESS MAY ROSENBLOOM RS, 1994, IND CORPORATE CHANGE, V3 SCHUMPETER JA, 1939, BUSINESS CYCLES SCHWEIGER DM, 1993, HUMAN RESOURCE PLANN, V16 STALK G, 1992, HARVARD BUSINESS MAR TEECE D, 1986, RES POLICY, V15 TEECE D, 1994, IND CORPORATE CHANGE, V3 TEECE DJ, 1992, DYNAMIC CAPABILITIES TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 WERNERFELT B, 1984, STRATEGIC MANAGEMENT, V5 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 1999 VL 17 IS 3 BP 312 EP 333 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 185RE UT ISI:000079682700004 ER PT J AU Gonard, T TI Public research/industry relationships: efficiency conditions in current innovation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE public research-industry relationship; technological partnerships; technological innovation; current innovation; R & D management; technology transfer; technology and innovation policies ID UNIVERSITY AB An essential question about Public Research/industry relationships is their efficiency to respond to industrial needs. Our research begins with a study of 32 cases of partnerships between public research laboratories and French firms, large and small. A principal component analysis is used to characterize various strategic contexts of partnerships. We observe in particular that partnerships are successful when dealing with current innovation. Two case studies illustrate these contexts. The first case involves a government research centre laboratory and small and medium firms. The organizational linkages adopted are technical assistance, tests, measures, modelling and designing, and training. The second case is a partnership between academic laboratories and large manufacturers of the automotive industry. It requires fundamental research through a long-term research program. We describe in particular the process through which efficiency conditions can be established. A number of lessons about managing such partnerships can be learned. C1 Grp ESC Nantes Atlantique, F-44312 Nantes 3, France. RP Gonard, T, Grp ESC Nantes Atlantique, 8 Route Joneliere,BP 31222, F-44312 Nantes 3, France. CR *CENTR MAN, 1987, ECH CHAL AN STRAT *CENTR MAN, 1988, VEH EC EN *CM INT, 1991, ECH THERM ENJ MARCH *CM INT, 1995, EV ARC COMB MOT PROP *EV SCI ARC, 1995, MOD COMB MOT *IND U GOV COOP, 1993, INT J TECHNOLOGY MAN, V8 ABERNATHY WJ, 1985, RES POLICY, V14, P3 BACH L, 1991, EVALUATION EC RECHER BAILETTI AJ, 1992, R&D MANAGE, V22, P145 CALLON M, 1992, RES POLICY, V21, P215 CALLON M, 1994, RECHERCHE, V25, P378 CROW M, 1987, RES POLICY, V16, P229 FAULKNER W, 1994, RES POLICY, V23, P673 FINKBEINER F, 1993, ECHANGEURS THERMIQUE FORAY D, 1990, REV EC, V41 GAFFARD JL, 1991, EVALUATION EC RECHER GONARD T, 1992, THESIS ECOLE CENTRAL GONARD T, 1994, INT BUSINESS REV, V3, P469 GONARD T, 1994, REV EC IND, P57 HAMILTON WF, 1985, TECHNOLOGY SOC, V7 JACQUEMIN A, 1987, REV EC POLITIQUE, V97 KLINE SJ, 1986, POSITIVE SUM STRATEG, P275 LEBAS C, 1993, REV INT PME, V6, P35 MANSFIELD E, 1991, RES POLICY, V20, P1 PAVITT K, 1991, RES POLICY, V20, P109 ROSENBERG N, 1992, RES POLICY, V21, P381 ROSENBERG N, 1994, RES POLICY, V23, P323 VONHIPPEL EA, 1977, SLOAN MANAGEMENT REV, V18 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 1999 VL 17 IS 3 BP 334 EP 350 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 185RE UT ISI:000079682700005 ER PT J AU Reis, D Pati, N Pena, L TI Problems of modern technology SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE craft technology; entrepreneurial technology; sustainability; biosphere; environment, ecology; resource depletion AB Modern technologies have a profound impact on society in the current age of global competition. Yet, we do not understand the long-term impact of proliferation of technology on society's long-term sustainability. This paper presents one perspective of how the evolution of technology has (1) brought about mixed results, some of which need to be reconsidered given that the environmental well is not bottomless and (2) outdistanced the economic and political systems, putting in question who is in the driver's seat in key decision-making processes. We argue that the locus of control in the New World order needs to ensure long-term 'sustainability' as opposed to short-term 'economization'. C1 Univ Wisconsin, Coll Business Adm, Dept Management, La Crosse, WI 54601 USA. RP Reis, D, Univ Wisconsin, Coll Business Adm, Dept Management, 418 D N Hall, La Crosse, WI 54601 USA. CR *UN, 1992, C ENV DEV HELD RIO J *UN, 1997, UNEP GLOB ENV OUTL R BOLDING KE, 1966, ENV QUALITY GROWING, P3 GATTIKER UE, 1993, HDB ORG BEHAV, P457 KLUGER J, 1997, TIME MAGAZINE 0310, P66 REIS DA, 1992, IND MANAGEMENT, V34, P26 STOBAUGH Y, 1980, ENERGY FUTURE 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 1999 VL 17 IS 3 BP 351 EP 360 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 185RE UT ISI:000079682700006 ER PT J AU Jarratt, A TI Managing diversity and innovation in a complex organization SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE diversity; conglomerate; financial criteria; successful management AB In this paper the triangle of diversity, innovation and complexity is discussed and the proposition examined that it is the complexity of the first two which creates the challenge for management. Diversity is defined not only in terms of products, markets, technology, but also in the different kinds of people who are found in different activities. The paper considers the balance of centralised and decentralised systems which is appropriate to the management of diversified enterprises and the criteria by which constituent businesses within a group may be judged-and retained or disposed of. Innovation also is not defined only in terms of new products: it embraces new ways of thinking and, essentially of generating and coping with change. In a changing world, this imputes high priority to the management of innovation. In large, complex organizations, benefits can accrue to innovation because of their ability to handle the investment, skills and time-scales involved. This depends, substantially, on a culture in which the entrepreneurial flair that does exist in such organizations can flourish. C1 Univ Birmingham, Birmingham B15 2TT, W Midlands, England. RP Jarratt, A, Univ Birmingham, Birmingham B15 2TT, W Midlands, England. 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 1999 VL 17 IS 1-2 BP 5 EP 15 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 161WN UT ISI:000078312800003 ER PT J AU Burton, J TI Innovation, entrepreneurship and the firm: a post-Schumpeterian approach SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; entrepreneurship; Schumpeter; knowledge creation; knowledge protection; collaborative business arrangements; diffused entrepreneurship; entrepreneurial management ID ORGANIZATION AB This paper examines the Schumpeterian tradition of analysis concerning innovation, entrepreneurship, and the firm-and finds in general that it is deficient (particularly from a managerial perspective regarding these matters). To remedy these deficiencies, a 'Post-Schumpeterian' Framework is proposed, based on four key elements. Knowledge Creation; Knowledge Protection; Collaborative Business Arrangements for Knowledge Creation; and Diffused Entrepreneurship/Entrepreneurial Management. C1 Univ Birmingham, Birmingham Business Sch, Birmingham B15 2TT, W Midlands, England. RP Burton, J, Univ Birmingham, Birmingham Business Sch, Birmingham B15 2TT, W Midlands, England. 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J. Technol. Manage. PY 1999 VL 17 IS 1-2 BP 16 EP 36 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 161WN UT ISI:000078312800004 ER PT J AU Hewitt, F TI Information technology mediated Business Process Management - lessons from the supply chain SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE business processes; information technology; logistics; supply chain management AB For most of the twentieth century organizations in both the private and public sectors have adopted a functional structure, segmenting their work practices and decision processes into discrete compartments in the form of departments, divisions or groups. Not surprisingly, the information processing infrastructure which has been developed to support these functions is typically composed of applications subsystems which may be reasonably efficient in themselves but are frequently difficult to link together. Today, this legacy of discrete applications systems poses a challenge to any organization trying to adopt a more integrated approach to its decision-making processes. Management thinking has highlighted the deficiencies of the traditional highly specialist structures, and offered alternative paradigms and models, but the practical guidance which has been offered concerning the replacement of legacy systems has been sometimes contradictory and appears to have been at best ineffective and at worst damaging to the companies adopting it. In order to gain further insight into this issue, it is appropriate to study the experiences of practitioners of 'Supply Chain Management' (SCM). Having abandoned a traditionalist and functionally orientated approach to "Distribution and Warehouse Management", many companies have now taken a systems based view of their physical distribution networks. Seeing 'Logistics' as a networked mega-function has led to significant performance improvements, without the need for major information systems replacement. Furthermore, a few practitioners have now gone even further and have adopted a consciously process oriented approach to logistics, following a 'Supply Chain Management" approach. There is emerging evidence that this can lead to further significant improvements in performance, once again without recourse to wholesale revision of information systems. The case of Xerox's 'Customer Supply Assurance Managers' (CSAMs) provides grounds for optimism. There is at least initial evidence that radically different business processes can be introduced into a well-established company without the delays and dangers associated with major disruption to its legacy systems. Indeed, it is possible that the adoption of a Business process Management (BPM) approach, combined with the use of existing information processing techniques to interrogate and surround the legacy systems may prove to be the most acceptable solution to the legacy systems problem. The underlying but emerging lesson would appear to be that for many organizations the key to greater effectiveness may be producing better informed people, empowered to make wider ranging decisions, rather than producing technically more sophisticated information systems. C1 Aston Univ, Birmingham B4 7ET, W Midlands, England. RP Hewitt, F, Aston Univ, Aston Triangle, Birmingham B4 7ET, W Midlands, England. 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J. Technol. Manage. PY 1999 VL 17 IS 1-2 BP 37 EP 53 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 161WN UT ISI:000078312800005 ER PT J AU Allinson, RE TI The epistemological and ethical basis of risk assessment in advanced technological systems: the lesson of the Challenger SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE safety; acceptable risk; risky technology; risky assessment; the right to know; the duty to inform; ethical responsibility; the Challenger disaster ID INCIDENT AB This paper is devoted to showing that a safety priority should be accorded the highest priority in decision making and that such a prioritization is an ethical responsibility. The connection between a safety first priority and ethics is that an ultimate concern for safety is an integral feature of respect for human life. This paper exposes the illogic behind the misleading phrase 'risky technology' and the fallacies which underlie the seemingly morally neutral phrase 'risk assessment'. It is argued that human beings ultimately possess the responsibility of the choice to employ one technological system as over another and hence the decision to employ unsafe technology is a case of 'risky assessment' rather than 'risky technology'. The phrase 'risky technology' implies that the risk factor is inherent to the technology when the risk factor is inherent to the choice of which technology to employ. Risk assessment has been portrayed as amoral numerical calculation without clarifying the basis of the assessment. It is argued here that risk assessment must include the basis of its Figures and that, to be epistemologically sound, the basis should be past engineering performance and not 'subjective engineering judgement'. To be ethically sound, risk assessment must take into account not only probabilities of occurrence but consequences of occurrence, such as life or death risks to risk takers and all those on whom the risk taken will ultimately make an impact. It is argued that risk takers possess a right to know of the specific risks to which they are exposing themselves and that risk makers possess the corresponding duty to inform risk takers. The Challenger case is utilized as a lesson in unsound and unethical risk assessment. It is also utilized as a case in which the right of the astronauts and civilian passengers to know of the risk they were taking was not respected and the ethical duty to inform the astronauts and civilian passengers of the risk they were taking was not observed. Distinctions are drawn between general and unknown risks of space travel and the specifically foreknown risks of a design deficient O-ring which malfunctioned below specific temperature readings. The belief that progress requires risk taking is exposed as an oversimplification since progress can be made as in the case of the development of commercial air travel without taking reckless risks. Passenger aircraft must meet certain criteria of safety to be operable but this is not an obstacle to progress. The observance of the right to know and the duty to inform is an asset to business. In the case of Delta Airlines and Northwest Airlines, the decision to notify the public of bomb threats may have given business a boost since passengers have deduced in absence of such a threat that their flight was a safe one as they trusted these airlines. C1 Chinese Univ Hong Kong, Dept Philosophy, Hong Kong, Peoples R China. RP Allinson, RE, Chinese Univ Hong Kong, Dept Philosophy, Hong Kong, Peoples R China. 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J. Technol. Manage. PY 1999 VL 17 IS 1-2 BP 54 EP 74 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 161WN UT ISI:000078312800006 ER PT J AU Watson, SR TI The problem of judgement in constructing numerical models for policy analysis SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE modelling; expertise; judgement; radioactive waste management AB In many different fields it is now commonplace for complex numerical models to be constructed with a view to illuminating public policy issues. The analysts who construct these models have to make many decisions on how to represent the issues numerically, and they sometimes seek expert advice in this task. In this paper we first justify our assertion that modelling problems of this nature involve judgement. Then we discuss the problem of how to determine appropriate expert judgement for this task. Finally we argue that the status of expertise in this task is problematic and that this has implications for interpreting the outputs of such models. C1 Univ Lancaster, Sch Management, Lancaster LA1 4YX, England. RP Watson, SR, Univ Lancaster, Sch Management, Lancaster LA1 4YX, England. CR *UR I, 1991, MAN RAD WAST REP INT BEREITER C, 1993, SURPASSING OURSELVES BERKHOUT F, 1991, RADIOACTIVE WASTE PO BLOWERS A, 1991, INT POLITICS NUCL WA CHI MTH, 1988, NATURE EXPERTISE CLEMEN RT, 1989, INT J FORECASTING, V5, P559 COOKE RM, 1991, EXPERTS UNCERTAINTY DUNLAP RE, 1993, PUBLIC REACTIONS NUC KEENEY RL, 1989, IEEE T ENG MANAGE, V36, P83 KEMP R, 1992, POLITICS RADIOACTIVE LAYARD R, 1994, COST BENEFIT ANAL OPENSHAW S, 1989, BRITAINS NUCL WASTE PIDD M, 1988, COMPUTER SIMULATION REID E, 1990, ROCK SOLID GEOLOGY N ROLFE G, 1997, J CLIN NURS, V6, P93 SAVAGE D, 1995, SCI REGULATORY BASIS SCARBROUGH H, 1996, MANAGEMENT EXPERTISE SHRADERFRECHETT.KS, 1993, BURYING UNCERTAINTY WEBB J, 1994, ORG CHANGE MANAGEMEN ZERBE RO, 1994, BENEFIT COST ANAL TH 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 1999 VL 17 IS 1-2 BP 75 EP 83 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 161WN UT ISI:000078312800007 ER PT J AU Ward, P Davies, BJ Wright, H TI The diffusion of interactive technology at the customer interface SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE interactive technology; diffusion; consumer behaviour; retail applications; Delphi study ID FORECASTING MODELS; DELPHI TECHNIQUE; INNOVATION AB The pace of retail change has recently been accelerated by developments in technology. Multimedia and virtual reality-the 'interactive technologies'-in particular, provide retailers with new productivity tools that have the potential to deliver competitive advantage. One of the areas of greatest retailer interest has been within the consumer durable and DIY sectors, which provide the focus of this research. This research obtains the expected future rate of the diffusion of interactive technology at the customer interface in the DIY, fitted furniture, brown and white goods sectors, using a modified Delphic poll and a forecasting procedure derived from tin expanded version of the Bass model. Although the three expert types polled-academics, retailers and technology providers-did nor concur completely, there was agreement that, the diffusion of such technologies is imminent, and that the elements under consideration play an important role in these forecasts. as well as the type of panellist providing the predictions. Managerial implications of the forecasts are discussed, and the merit of the forecasting technique developed is explored. C1 Gloucestershire Business Sch, Ctr Res Serv, Cheltenham GL50 2QF, Glos, England. Manchester Metropolitan Univ, Dept Retailing & Mkt, Manchester M1 3GH, Lancs, England. RP Ward, P, Gloucestershire Business Sch, Ctr Res Serv, Pallas House,Pk, Cheltenham GL50 2QF, Glos, England. 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J. Technol. Manage. PY 1999 VL 17 IS 1-2 BP 84 EP 108 PG 25 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 161WN UT ISI:000078312800008 ER PT J AU Finlay, PN King, RM TI IT sourcing: a research framework SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE IT; outsourcing; knowledge; knowledge system ID INFORMATION AB It is only during the past few years that the sourcing of IT has become an important issue for most organizations. Downsizing, the move to flatter organizations and the search for added flexibility are cited as major reasons for this interest. Additionally, for the UK public sector, government pressure and legislative requirements have been instrumental in making many organizations consider outsourcing. Transaction cost analysis provides an economic approach to selecting the most appropriate source. However, in itself it is not enough, since it fails to take account of the special features of knowledge-intensive goods and services. This form of analysis needs to be augmented with considerations of these special features and of the organizational and environmental factors surrounding the sourcing decision. This paper provides this augmentation within a comprehensive framework for IT sourcing decision making. C1 Loughborough Univ Technol, Sch Business, Loughborough LE11 3TU, Leics, England. RP Finlay, PN, Loughborough Univ Technol, Sch Business, Loughborough LE11 3TU, Leics, England. 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J. Technol. Manage. PY 1999 VL 17 IS 1-2 BP 109 EP 128 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 161WN UT ISI:000078312800009 ER PT J AU Finnegan, P Galliers, R Powell, P TI Inter-organizational systems planning: learning from current practices SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE inter-organizational systems (IOS); IOS planning; information systems planning; survey research ID ELECTRONIC DATA INTERCHANGE; INFORMATION; COLLABORATION; ADVANTAGE; CONFLICT; NETWORKS; MODEL AB Organizations are investing heavily in information systems (IOS) to support inter-organizational activity. These systems, however, tend to be implemented on an ad hoc basis, hindered by an absence of adequate planning. This paper examines the IOS planning experiences of a set of the largest organizations in Ireland and the UK. The paper demonstrates that IOS planning is still in its infancy, though there is widespread agreement as to the desired results from IOS planning and how it should be conducted. In general, there is an over-reliance on traditional information systems planning approaches and the majority of organizations experience difficulties with IOS planning. C1 Natl Univ Ireland Univ Coll Cork, Execut Syst Res Ctr, Cork, Ireland. Univ Warwick, Warwick Business Sch, Informat Syst Res Unit, Coventry CV4 7AL, W Midlands, England. RP Finnegan, P, Natl Univ Ireland Univ Coll Cork, Execut Syst Res Ctr, Cork, Ireland. 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J. Technol. Manage. PY 1999 VL 17 IS 1-2 BP 129 EP 144 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 161WN UT ISI:000078312800010 ER PT J AU Savery, LK Choy, RM TI 'Cutting Edge' Technology: an avant-garde solution of operational effectiveness or careerists nightmare? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technological change; plateaued employees; human resource management; organizational effectiveness; employee well being; workplace effectiveness; downsizing AB Modern organizations are under constant pressure to perform better with less. Through business re-engineering processes many tasks that used to be conducted by employees are now likely to be done by state of the art technology and the operatives made redundant. Although many organizations have achieved the objective of operating under a 'lean and mean' philosophy, the utilization of 'cutting edge' technology has generated a need for a flatter organizational structure and caused some middle management positions to be made redundant. The emphasis on the use of new technology, therefore, can have a significant impact on promotional opportunities for many employees. This position paper attempts to examine the relationship between the use of 'cutting edge' technologies and the impact on promotion opportunities to employees. Using new technologies to replace human operators requires careful analysis and conceptual planning. The consequence of relying solely on new technologies can have adverse influences on an organization's overall effectiveness and performance. C1 Curtin Univ Technol, Sch Management, Perth, WA 6845, Australia. Curtin Univ Technol, Inst Res Int Competitiveness, Perth, WA 6845, Australia. RP Savery, LK, Curtin Univ Technol, Sch Management, GPO Box U 1987, Perth, WA 6845, Australia. CR APPELBAUM S, 1987, ORGAN DYN, V16, P68 APPELBAUM SH, 1994, J MANAGERIAL PSYCHOL, V9, P12 BARDWICK JM, 1986, PLATEAUING TRAP AVOI BEATTY CA, 1992, HUM RELAT, V45, P957 BRANDT JR, 1994, IND WEEK, V243, P30 BREDIN A, 1993, COMPUTERWORLD, V27, P90 BURKE G, 1989, FUTURE IMPACT TECHNO BURNS B, 1987, HUMAN SIDE ADV MANUF DRUCKER PF, 1993, MODERN OFFICE TECHNO, V38, P10 DRUCKER PF, 1993, MODERN OFFICE TECHNO, V38, P8 ELSASS PM, 1989, J MANAGE, V15, P35 FELDMAN DC, 1988, J MANAGE, V14, P69 FERENCE TP, 1977, ACAD MANAGE REV, V2, P602 FRANCIS A, 1986, NEW TECHNOLOGY WORK GERPOTT TJ, 1987, R&D MANAGE, V17, P103 HALL DT, 1988, RES TECHNOL MANAGE, V31, P41 HALL DT, 1989, HUM RESOURCE MANAGE, V28, P5 HARVGEY J, 1990, INT J OPER PROD MAN, V10, P5 HENKOFF R, 1991, FORTUNE, V123, P72 HICKSON, 1986, TOP DECISIONS STRATE KAYE B, 1989, PERS J, V68, P57 LANDY FJ, 1989, PSYCHOL WORK BEHAV LITTLER CR, 1997, ASIA PACIFIC J HUMAN, V35, P65 LONG R, 1987, NEW INFORMATION TECH MACDICKEN RA, 1991, ASS MANAGEMENT, V43, P37 MACDICKEN RA, 1991, ASS MANAGEMENT, V43, P57 MCCUNE JT, 1988, HUMAN RESOURCE MANAG, V27, P145 MILMAN Z, 1987, MANAGEMENT INFORMATI, V11, P479 MULLARKEY S, 1997, J ORGAN BEHAV, V18, P471 OATES D, 1992, ACCOUNTANCY, V11, P39 REGENYE S, 1985, J INFORMATION MANAGE, V6, P15 ROLFE H, 1990, NEW TECH WORK EMPLOY, V5, P107 ROSKIES E, 1988, J ORGAN BEHAV, V9, P123 SASSONE P, 1992, NATL PRODUCTIVITY RE, V11, P147 SAVERY LK, 1990, MANAGE DECIS, V28, P46 SAYLES LR, 1993, WORKING LEADER TRIUM SCHISKA A, 1991, SUPERV MANAGE, V36, P1 SOROHAN EG, 1993, TRAINING DEV, V47, P12 SULEK J, 1994, WORK STUDY, V43, P5 SYEDAIN H, 1991, MANAGEMENT TODAY MAY, P46 VEIGA JF, 1983, ACAD MANAGE J, V26, P64 VROOM VH, 1964, WORK MOTIVATION WALSH B, 1996, FORBES ASAP S 0408, P18 WESSEL D, 1989, WALL STREET J, V213 NR 44 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 1999 VL 17 IS 1-2 BP 145 EP 156 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 161WN UT ISI:000078312800011 ER PT J AU Foxall, GR Bhate, S TI Computer use-innovativeness: cognition and context SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE cognitive style; consumer theory; innovativeness; computing ID STYLE AB A test is reported of Midgley and Dowling's contingency model of consumer innovativeness which ascribes adoption of new products to innate innovativeness mediated by product field interest and situational facilitation/inhibition. Kirton's measure of adaptive-innovative cognitive style operationalizes innate innovativeness, while Zaichkowsky's measure of personal involvement assesses product field interest. Subjects (127 graduate business school students) were in programs that differed in required use of computer applications. While adaption-innovation and personal involvement explain overall computer use when situational effects are omitted, inclusion of task orientation renders the contribution of cognitive style non-significant. Cognitive style and personal involvement are related to separate elements of computer use. The results are thus non-supportive of the Midgley-Dowling theory. Suggestions for further research are made and a behaviouristic interpretation of the results is discussed as an alternative to the instrumentalist approach of the Midgley-Dowling model. Managerial implications of the findings are briefly considered. C1 Univ Keele, Dept Management, Keele ST5 5BG, Staffs, England. Univ Sunderland, Sch Business, Sunderland SR6 0DD, England. RP Foxall, GR, Univ Keele, Dept Management, Darwin Bldg, Keele ST5 5BG, Staffs, England. EM mna18@keele.ac.uk seema.bhata@sunderland.ac.uk CR BAGOZZI RP, 1995, EUR J PERSONALITY, V9, P185 BAGOZZI RP, 1996, INT J RES MARK, V13, P201 DAVIS FD, 1989, MANAGE SCI, V35, P982 DAVIS FD, 1992, J APPL SOC PSYCHOL, V22, P1111 FOXALL GR, TECHNOVATION, V13, P311 FOXALL GR, 1991, TECHNOVATION, V11, P183 FOXALL GR, 1992, PERCEPT MOTOR SKILL, V74, P491 FOXALL GR, 1993, TECHNOVATION, V13, P311 FOXALL GR, 1994, INDIVIDUAL DIFFERENC FOXALL GR, 1995, TECHNOVATION, V15, P269 FOXALL GR, 1997, MARKETING PSYCHOL PA HAIR JF, 1995, MULTIVARIATE DATA AN JACCARD J, 1990, INTERACTION EFFECTS KIRTON MJ, 1994, ADAPTORS INNOVATORS MIDGLEY DF, 1978, J CONSUM RES, V4, P229 MUDD S, 1988, COMPUT EDUC, V12, P457 PRICE LL, 1982, AM MARK ASS ED C P C, P56 RIDGWAY NM, 1985, AMA P, P83 ROGERS EM, 1995, DIFFUSION INNOVATION SHARMA S, 1981, J MARKETING RES, V18, P291 ZAICHKOWSKY JL, 1987, PERSONAL INVOLVEMENT ZETTLE RD, 1982, ADV COGNITIVE BEHAVI, V1, P73 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 1999 VL 17 IS 1-2 BP 157 EP 172 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 161WN UT ISI:000078312800012 ER PT J AU Milton-Smith, J Schmidenberg, O Klass, D TI Strategic planning, strategic goals and group decision support systems: a Business School case study SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE strategic planning; strategy implementation; group decision support systems; Decision Conferencing; University strategic planning AB In the deregulated conditions governing Australian Universities, Curtin Business School (CBS) attempted to determine its future in a far more deliberate and 'intentional' mode than had previously been the case, by initiating a regular and formal process of strategic planning. This paper traces the trials and errors of that process over a five-year period from 1990-1998. The authors recount the insights afforded by the experience and reflect on those aspects of the theory of strategic management that were highlighted. C1 Curtin Univ Technol, Sch Management, Perth, WA 6845, Australia. Curtin Univ Technol, Grad Sch Business, Perth, WA 6845, Australia. RP Milton-Smith, J, Curtin Univ Technol, Sch Management, GPO Box U 1987, Perth, WA 6845, Australia. CR *LOND SCH EC DEC A, 1987, BRIEF DESCR HIV EQ FRENCH S, 1986, DECISION THEORY INTR GALLIERS RD, 1991, COLLABORATIVE WORK S HAMEL G, 1989, HARVARD BUSINESS MAY, P63 HAMEL G, 1993, HARVARD BUS REV, V71, P75 KANTER RM, 1983, CHANGE MASTERS CORPO KLASS D, 1990, P 1990 ANZAME C LAUN LIEBER RB, 1998, FORTUNE 0216, P91 MINTZBERG H, 1991, STRATEGY PROCESS CON MINTZBERG H, 1994, HARVARD BUS REV, V72, P107 PHILLIPS LD, 1984, ACTA PSYCHOL, V56, P29 PHILLIPS LD, 1989, 892 LOND SCH EC DEC PHILLIPS LD, 1989, C PEOPL MEAN PROF 90 PHILLIPS LD, 1989, KNOWLEDGE BASED MANA PORTER ME, 1990, COMPETITIVE ADVANTAG QUINN RE, 1985, PERSONNEL NOV, P49 SCHEIN EH, 1983, ORGAN DYN, V12, P13 SCHMIDENBERG O, 1993, UNPUB 1993 FOR DEC C STACEY RD, 1993, STRATEGIC MANAGEMENT VOLPATO MC, 1989, T 9 INT C DEC SUPP S, P217 WATSON SR, 1987, DECISION SYNTHESIS P WHITTINGTON R, 1993, WHAT IS STRATEGY DOE WILSON DC, 1992, MANAGEMENT CHANGE WINTERFELDT D, 1986, DECISION ANAL BEHAV WOOLER S, 1987, 872 LOND SCH EC ZIMMERMAN FM, 1992, WORLD EXECUTIVES JAN, P32 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 1999 VL 17 IS 1-2 BP 173 EP 194 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 161WN UT ISI:000078312800013 ER PT J AU de Reuck, J Schmidenberg, O Klass, D TI A reconceptualisation of Decision Conferencing: towards a command methodology SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Decision Conferencing; group communication; shared understanding; contemporary management AB Decision Conferencing can be viewed as comprising two major elements: (a) the decision modelling component and (b) the process of group communication and facilitation in which the modelling is embedded. Whilst the former has a theoretical foundation in Decision Theory, the process of group communication and facilitation in which the modelling is embedded is, we argue, seriously under-theorised. It is therefore open to different interpretations, depending upon the assumptions held by individual facilitators about the nature of groups and their facilitation as well as about the process of communication within groups. This paper sets out to augment the current theories underpinning Decision Conferencing. The discussion relates to Decision Conferencing as applied to strategic planning. The proposed theoretical framework draws on Habermas' theory of communicative rationality by developing a command methodology. Implications of this formulation are described and discussed. C1 Murdoch Univ, Sch Business, Murdoch, WA 6150, Australia. Curtin Univ Technol, Grad Sch Business, Perth, WA 6845, Australia. RP de Reuck, J, Murdoch Univ, Sch Business, Murdoch, WA 6150, Australia. CR BARNES B, 1993, THEORIES CONCEPTS PO EDEN C, 1990, TACKLING STRATEGIC P, P189 HABERMAS J, 1987, THEORY COMMUNICATIVE, V2, P145 MCCARTT AT, 1990, 148 HICCS NUNAMAKER JF, 1991, COMMUN ACM, V34, P40 PHILIPS LD, 1988, KNOWLEDGE BASED MANA, P213 RAWLS J, 1972, THEORY JUSTICE 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 1999 VL 17 IS 1-2 BP 195 EP 207 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 161WN UT ISI:000078312800014 ER PT J AU Gear, AE Minkes, AL Read, MJ TI On interactive communication and decision making SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE decision making; consensus; support systems; judgement AB In this paper, the process of communication among disparate individuals and functions within an organization is considered. Attention is focused on the exchange of views within groups through which ultimately agreement may be reached on commitment to a course of action. Such consensus is not envisaged as a situation in which ail individual preferences can be 'perfectly' satisfied but as one in which there is development from initial differences of opinion to one that is capable of commanding actionable decisions by the group. The paper describes this process as one of interactive communication and goes on to show how a group decision support system may facilitate the process. In the final part of the paper, a case study in which such a system was used is outlined and explained. C1 Univ Glamorgan, Sch Business, Pontypridd CF37 1DL, M Glam, Wales. Univ Portsmouth, Portsmouth Business Sch, Southsea PO4 8JF, Hants, England. RP Gear, AE, Univ Glamorgan, Sch Business, Pontypridd CF37 1DL, M Glam, Wales. CR ALFORD BWE, 1976, MANAGEMENT STRATEGY ANSOFF HI, 1965, CORPORATE STRATEGY ARROW K, 1974, LIMITS ORG, P47 BAILEY FG, 1965, POLITICAL SYSTEM DIS BEVERIDGE M, 1997, LEARNING ORG, V4, P217 BUTTERWORTH NJ, 1989, J OPER RES SOC, V40, P711 DOUGLAS M, 1987, I THINK DRUCKER PF, 1981, MANAGEMENT FINLAY P, 1991, OR INSIGHT, V4, P3 FLOOD RL, 1991, CREATIVE PROBLEM SOL, CH7 GEAR AE, 1993, OMEGA-INT J MANAGE S, V21, P261 KOGUT B, 1995, REDESIGNING FIRM, P252 LOASBY BJ, 1976, COMPLEXITY IGNORANCE MARCH JG, 1984, PRIMER DECISION MAKI, P265 MCGUFF C, 1990, INTERFACES, V20, P39 MINKES AL, 1966, J MANAGEMENT STU FEB MINKES AL, 1985, BUSINESS BEHAV MANAG, P154 MINKES AL, 1985, ED J, V13 OUTHWAITE W, 1994, HABERMAS CRITICAL IN QUINN JB, 1980, STRATEGIES CHANGE LO READ MJ, 1994, INT J TECHNOL MANAGE, V9, P241 SCHMIDENBERG O, 1996, J STRATEGIC MARKETIN, V4 SIMON HA, 1957, ADM BEHAV STUDY DECI VANDERHEIJDEN K, 1996, SCENARIOS ART STRATE, P47 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 1999 VL 17 IS 1-2 BP 208 EP 222 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 161WN UT ISI:000078312800015 ER PT J AU Teich, J Wallenius, H Wallenius, J TI World-Wide-Web technology in support of negotiation and communication SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE decision support; negotiation modelling; World-Wide-Web; Internet communications; electronic commerce; computer-mediated communication; technology diffusion AB With the advent of the mass use of the Internet involving the classic use of e-mail, file transfer and now the more recent use of www applications, such as home pages, chat, Internet phone, audio and video, and web broadcast systems, business transactions over the net are dramatically increasing. An important, yet relatively undeveloped component for electronic commerce is the negotiation of contracts and the resolution of disputes. We discuss Web-based technology and practice in supporting business negotiations and communication. The focus of the paper is on the present and the future promises of such technology. C1 New Mexico State Univ, Dept Management, Las Cruces, NM 88003 USA. Helsinki Univ Technol, Dept Ind Management, FIN-02150 Espoo, Finland. Helsinki Sch Econ, Ctr Innovat Educ, FIN-00101 Helsinki, Finland. RP Teich, J, New Mexico State Univ, Dept Management, Las Cruces, NM 88003 USA. CR AGARWAL R, 1997, DECISION SCI, V28, P557 DESANCTIS G, 1987, MANAGE SCI, V33, P589 DOORENBOS R, 1997, P 1 INT C AUT AG AG ECONOMIDES N, 1995, COMPETITIVE TELECOMM ECONOMIDES N, 1996, INT J IND ORG, V14 EDWARDS W, 1977, IEEE T SYST MAN CYB, V7, P26 GEAR AE, 1993, OMEGA-INT J MANAGE S, V21, P261 GUTTMAN RH, 1998, IN PRESS KNOWLEDGE E HAMALAINEN RP, 1994, HIPRE 3PLUS GROUP LI HASKIN D, 1997, INTERNET WORLD OCT, P53 KERSTEN G, 1998, UNPUB MODELLING BUSI KERSTEN GE, 1988, THEOR DECIS, V25, P225 KETTINGER WJ, 1997, DECISION SCI, V28, P513 KORHONEN P, 1995, GROUP DECIS NEGOT, V4, P357 MAHAJAN V, 1990, J MARKETING, V54, P1 PINSONNEAULT A, 1990, EUR J OPER RES, V46, P143 RAYPORT JF, 1994, HARVARD BUS REV, V72, P6 READ MJ, 1994, INT J TECHNOLOGY MAN, V9, P2 ROGERS E, 1983, DIFFUSION INNOVATION SAATY TL, 1989, CONFLICT RESOLUTION SPROULL L, 1991, CONNECTIONS NEW WAYS STEINFIELD CW, 1986, COMMUNICATION YB, P777 SYCARA KP, 1993, DECIS SUPPORT SYST, V10, P121 TEICH JE, 1994, T OPERATIONAL RES, V6, P55 TEICH JE, 1996, EUR J OPER RES, V93, P536 THOMPSON L, 1990, ORGAN BEHAV HUM, V47, P98 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 1999 VL 17 IS 1-2 BP 223 EP 239 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 161WN UT ISI:000078312800016 ER PT J AU Cabral, R Dahab, SS TI Science parks in developing countries: the case of BIORIO in Brazil SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE science parks; biotechnology; developing countries; small firms; science-based industry; management of research and development; Brazil; evaluation; university-industry relations; gatekeeper ID TECHNOLOGY AB Science parks provide an ideal interface between university and industry, not only for developed countries, but also for developing countries. The biotechnology pole of Rio de Janeiro, discussed after a survey of the main characteristics of science parks, demonstrates this case. In conclusion, ten main necessary conditions for the success of a science park are suggested. These include not only the proximity to research-oriented institutions, but also strong backing from dynamic government funding agencies and from a research-oriented private sector. Moreover, there is a need for a good manager who can unite these forces, articulate a long-term plan, and give expression to the science park as a legitimate solution to the economic tensions of university and private sector alike and present it as the gatekeeper for their interactions. C1 Umea Univ, Innovat Relay Ctr No Sweden, S-90187 Umea, Sweden. Umea Univ, Uminova Ctr, S-90187 Umea, Sweden. Univ Fed Bahia, Escola Adm Posgrad, BR-40110100 Salvador, BA, Brazil. RP Cabral, R, Umea Univ, Innovat Relay Ctr No Sweden, S-90187 Umea, Sweden. CR 1987, BIOTECNOLOGIA SEP 1987, O GLOBO 1023 1990, BIONOVAS, V2 1990, C T SAUDE INFORM JAN, P3 1990, HAGUE 0904, P13 1991, NATURE 0725, P273 *A LITTL INC, 1977, NEW TECN BAS FIRMS U *FUND BIORIO, 1989, INF FUND BIOR HIST P *GRUP AP POL C T F, 1990, PLAN NAC CIEN TECHN *UNIDO, 1988, GEN ENG BIOT MON, P23 *US OFF TECHN ASS, 1984, TECHN INN REG DEV EN ALBERTHANY WJ, 1978, TECHNOLOGY JUN, P40 ANCIAES W, 1985, BIOTECNOLOGIA SEUS I ANDERSON A, 1989, NATURE, P35 BENCHIMOL JL, 1990, MANQUINHOS DO SONHO BOLLINGER L, 1983, RES POLICY, V12, P1 BREHERY MJ, 1987, DEV HIGH TECHNOLOGY CABRAL R, 1991, P WORKSH PROBLEMS DE DALTON J, 1985, SCI PARKS INNOVATION DEAN W, 1989, HISPANIC AM HIST REV, V69, P91 DECARVALHO AP, 1989, PARQUES TECNOLOGICOS DECARVALHO AP, 1991, O POLO BIO RIO PRESE DEVOS J, 1988, BIOTECHNOLOGIES DEV, P111 DOSI G, 1988, MANCHESTER SCH MAY EUL FM, 1985, SCI PARKS INNOVATION FREEMAN C, 1987, TECHNICAL CHANGE FUL FUNDACAO B, 1989, BIO RIO RIO JANEIRO, P7 JONSSON A, 1991, SA FODS FORETAG FORS KLEIN BH, 1979, TECHNOLOGICAL INNOVA, P66 MACDONALD S, 1987, R&D MANAGE, V17, P25 MAIA JD, 1984, BIOTECNOLOGIA AGR PE MARQUES MB, NATL PRIORITIES ESSE, P15 MILAN NR, 1990, REV CIENCIA HOJE, V9, P20 MILLER HG, 1990, INT J TECHNOLOGY MAN, V5, P513 MILLER R, 1987, GROWING NEXT SILLICO MOLE V, 1987, ENTERPRISING INNOVAT MONCK CSP, 1988, SCI PARKS GROWTH HIG PEREIRA A, 1986, ETHANOL EMPLOYMENT D, P27 PIZZANO W, SEMINAR SCI PARKS TE REITERBERG G, 1988, PERSPEKTIV PA FOU IN ROBERTS E, 1980, MANAGEMENT REV JUN ROTHWELL R, 1981, IND INNOVATION PUBLI SALOMON JJ, 1990, INT J TECHNOLOGY MAN, V5, P523 SEGAL NS, 1982, U SMALL FIRMS SCI PA SETPAN N, 1976, GENESE EVOLUCAO CIEN SHIVARAM MN, 1991, TECHNICAL MONITO MAY, P2022 SILVA JS, 1990, BIOTECHNOLOGY REVOLU, P420 SORJ B, 1984, BIOTECNOLOGIAS BRASI UTTERBACK JM, 1988, RES POLICY, P5 VANDIERDONCK R, 1991, R&D MANAGE, P109 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 1998 VL 16 IS 8 BP 726 EP 739 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 128YQ UT ISI:000076436300002 ER PT J AU Dahab, SS Cabral, R TI Services firms in the IDEON Science Park SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE science parks; service firms; science-based industry; research and development management; Sweden; evaluation; university-industry relations; gatekeeper; governance rules; technology transfer AB The experience, in the 1970s and 1980s, of IDEON Science Park, located at Lund University, Sweden, illustrates the type of forces that shaped the institutional design of a science park. We review the literature on science parks and their evaluation, outlining the role of consulting and service firms. IDEON is a 'technology window' with governance rules which reduce the transaction cost at the industry-university interface. IDEON's experience and its 'incubator role' reinforce the role and function of service firms. Its organizational design overcomes market imperfections, reducing the costs of the innovation process. IDEON is an institutional innovation which extrapolates traditional evaluation parameters. C1 Univ Fed Bahia, Escola Adm Posgrad, BR-40110100 Salvador, BA, Brazil. Umea Univ, Innovat Relay Ctr No Sweden, S-90187 Umea, Sweden. Umea Univ, Uminova, S-90187 Umea, Sweden. RP Dahab, SS, Univ Fed Bahia, Escola Adm Posgrad, BR-40110100 Salvador, BA, Brazil. CR *A LITTL INC, 1977, NEW TECHN BAS FIRMS *IDEON, 1996, MILJ SOM INSP *IDEON, 1997, SCI TECHN PARKS LUND ALBERTHANY WJ, 1979, TECHNOLOGY REV JUN, P40 ANDERSSON U, 1991, COMMUNICATION BOLLINGER L, 1983, RES POLICY, V12, P1 BREHERY MJ, 1987, DEV HIGH TECHNOLOGY DALTON J, 1985, SCI PARKS INNOVATION DOSI G, 1988, TECHNICAL CHANGE EC EUL FM, 1985, SCI PARKS INNOVATION FREEMAN C, 1987, TECHNICAL CHANGE FUL GARDEN A, 1989, R&D MANAGE, P19 JOHANNISSON B, 1987, SPIRITS ENTREPRENEUR KLEIN BH, 1979, TECHNOLOGICAL INNOVA, P66 MINSHALL WCD, 1983, 37 BAT EC POL AN MOLE V, 1987, ENTERPRISING INNOVAT MONCK CSP, 1988, SCI PARKS GROWTH HIG PELZ DC, 1976, SCI ORG PRODUCTIVE C PIZZANO W, 1985, SEMINAR SCI PARKS TE ROBERTS E, 1980, MANAGEMENT REV JUN ROTHWELL R, 1981, IND INNOVATION PUBLI STANKIEWICZ R, 1986, ACAD ENTREPRENEURS D WILLIAMSON OE, 1987, EC I CAPITALISM NR 23 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 1998 VL 16 IS 8 BP 740 EP 750 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 128YQ UT ISI:000076436300003 ER PT J AU Williams, JC TI Frederick E. Terman and the rise of Silicon Valley SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Frederick E. Terman; science parks; information technologies; Stanford University; science-based industry; research and development management; evaluation; university-industry relations; technology transfer AB If was Frederick E. Terman's vision and life's work which created the foundation for Silicon Valley. Local experience of interaction between industry and university in the field of electrical engineering, dating from the 1880s, and wireless communication, dating from the 1910s, was harnessed by Terman to promote the interests of the Stanford University. As director of the Applied Electronics Laboratory, Terman reinforced the relations between university and industry, by selecting only projects which would strengthen Stanford's basic electronics research and enhance the university's reputation. Backed by Varian Associates, Terman transformed the initial plans for a Stanford housing and industrial site into the backbone of what today is Silicon Valley, with companies such as Fairchild and Lockheed. C1 DeAnza Coll, Dept Hist, Cupertino, CA 95014 USA. RP Williams, JC, DeAnza Coll, Dept Hist, 21250 Stevens Creek Blvd, Cupertino, CA 95014 USA. CR AUSTRIAN GD, 1982, HERMAN HOLLERITH FOR BRAUN E, 1982, REVOLUTION MINIATURE BYLINSKY G, 1976, INNOVATION MILLIONAI BYLINSKY G, 1985, SILICON VALLEY HIGH DICKSON D, 1988, NEW POLITICS SCI FRIEBERGER P, 1984, FIRE VALLEY MAKING P GINZTON E, 1975, IEEE SPECTRUM FEB, P30 HANSON D, 1982, NEW ALCHEMISTS SILIC KENNEY M, 1986, BIOTECNOLOGY U IND C KIDDER T, 1982, SOUL NEW MACHINE LESLIE SW, 1985, P IEEE, V73, P1169 LESLIE SW, 1990, STANFORD MAGAZIN MAR, P56 LESLIE SW, 1993, TECHNOLOGICAL COMPET, P75 LOWOOD H, 1988, STEEPLES EXCELLENCE MALONE MS, 1985, BIG SCORE BILLION DO MCMAHON AM, 1984, MAKING PROFESSION CE MORGAN J, 1967, ELECT W 1 50 YEARS NORBERG AL, 1976, P IEEE, V64, P1314 PURSELL CW, 1990, TECHNOLOGY AM, P276 TERMAN FE, ORAL HIST TURKLE S, 1984, 2 SELF COMPUTERS HUM VARIAN D, 1983, INVENTOR PILOT WILLIAMS JC, 1971, THESIS SAN JOSE STAT WILLIAMS JC, 1987, P 12 S INT COMM COOP, P313 YOUNG JS, 1988, S JOBS JOURNEY REWAR NR 25 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 1998 VL 16 IS 8 BP 751 EP 760 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 128YQ UT ISI:000076436300004 ER PT J AU Echols, AE Meredith, JW TI A case study of the Virginia Tech Corporate Research Center in the context of the Cabral-Dahab Paradigm, with comparison to other US research parks SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE science parks; science-based industry; research and development management; evaluation; university-industry relations; technology transfer; Cabral-Dahab Paradigm AB The Cabral and Dahab Paradigm is evaluated by applying its ten conditions for success to the Virginia Tech Corporate Research Center (VTCRC) and to 18 randomly-selected US university-related research parks. The VTCRC, in collaboration with the university, advances the research and technology transfer missions of Virginia Tech, forming lasting partnerships and developing valuable new products. Over 1100 people are now employed at the VTCRC. The paper addresses how other university-related research parks value the elements of the Cabral-Dahab Paradigm. The Cabral-Dahab Paradigm is, in general, supported by our analysis of the single case, and by the survey of other university-related research parks. C1 Virginia Polytech Inst & State Univ, Dept Management, RB Pamplin Coll Business, Strateg Studies Program, Blacksburg, VA 24061 USA. Virginia Polytech Inst & State Univ, Virginia Tech Corp Res Ctr, Blacksburg, VA 24060 USA. RP Echols, AE, Virginia Polytech Inst & State Univ, Dept Management, RB Pamplin Coll Business, Strateg Studies Program, Blacksburg, VA 24061 USA. CR *COMM IND EC DEV, 1983, IND EC DEV ROL U ARMIT RE, 1995, 1995 ANN M ASS U TEC CABRAL R, 1993, SPECIAL PUBLICATION, P165 CABRAL R, 1996, DEFINITION SCI PARK CABRAL R, 1996, SCI PARKS MANAGEMENT LUGER MI, 1991, TECHNOLOGY GARDEN POUNDER R, 1996, ACAD MANGEMENT REV, V21, P1192 SINGH JV, 1986, ADMIN SCI QUART, V31, P171 NR 8 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 1998 VL 16 IS 8 BP 761 EP 777 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 128YQ UT ISI:000076436300005 ER PT J AU Cabral, R TI From university-industry interfaces to the making of a science park: Florianopolis, Southern Brazil SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE science parks; information technology; developing countries; small firms; science-based industry; research and development management; Florianopolis; Brazil; evaluation; university-industry relations; technology transfer; Cabral-Dahab Paradigm AB The Federal University of Santa Catarina, Florianopolis, Southern Brazil, has made a substantial effort to link with the productive sector, culminating in the construction of the science park, Park Alfa. This process, led by the CERTI Foundation, is analysed with a combination of network and transaction theories. As a result, a new definition of innovation and, correspondingly, of science park is arrived at. The development of the science park is discussed against the geographical and historical background of the region and the evolution of the University. Recommendations are made on how to improve an already satisfactory pattern of university-industry relations, taking into account the Cabral-Dahab Science Park Management Paradigm. C1 Umea Univ, Innovat Relay Ctr No Sweden, S-90187 Umea, Sweden. Umea Univ, Uminova Ctr, S-90187 Umea, Sweden. RP Cabral, R, Umea Univ, Innovat Relay Ctr No Sweden, S-90187 Umea, Sweden. CR 1992, INFORME SE SERVICO D, P15 1992, J UNIVERSITARIO UFSC, P4 1996, DIARIO CATARINE 1219, P13 *CERTI IET, 1991, IET TECHN STRUCT EV *CERTI, 1996, FUND CERTI *FLOR, 1992, TECN POL TECN GRAND *FUND CERTI, 1991, TECHN ASS COMP *NIT UFSC, NUCL IN TECN APR *NIT UFSC, 1992, AT NUCL IN TECHN *NSI MET, 1992, BAS DAD CAD CAM CAE *NUCL SET INF MET, 1992, REL *SEBRAE, 1992, BALC SEBRAE INF EXC *SEBRAE, 1992, GUIA DEF PEQ EMPR *SEBRAE, 1992, SEBRAE ABR HOR PAR S *UFSC BIBL U, 1992, NUCL SECT INF MET ME *UFSC, 1991, COOP U SET PROD EXP ALVES JD, 1992, MERCOSUL CARACTERIST ANTONIONI ES, 1992, COMMUNICATION AROOW K, 1962, REV EC STUDIES JUN BARNES JA, 1969, SOC NETWORKS URBAN, P51 BSSLE OP, 1988, HIST IND CATARINENSE CABRAL R, 1988, CIENCIA CULTURA, V40, P186 CABRAL R, 1992, IND LIAISON SERVICES CABRAL R, 1992, KNOWLEDGE FLOWS SCAN CABRAL R, 1992, LEARNING EXPERIENCE CABRAL R, 1992, U IND INTERFACES DEV CABRAL R, 1993, SPECIAL PUBLICATION, P165 CABRAL R, 1996, SCI PARKS MANAGEMENT CAMPOS RR, 1996, GESTAO INOVACAO TECN COASE RH, 1937, ECONOMICA, V4, P386 COOMBS R, 1987, EC TECHNOLOGICAL CHA CORREA CH, 1992, UNIVERSIDADE FEDERAL DELEMOS JA, 1996, CELTA MISSAO INCUBAD DEQUEIROZ AD, 1992, INFORME SERVICO DIVU, P3 DOSI G, 1988, TECHNICAL CHANGE EC, P221 ELSTER J, 1983, EXPLAINING TECHNICAL ENTRE AR, 1991, J DEBATE ASS POS GRA GALEANO E, 1973, OPEN VEINS LATIN AM HAKANSSON H, 1987, IND TECHNOLOGICAL DE HAKANSSON H, 1989, CORPORATE TECHNOLOGI HAKANSSON H, 1992, IND NETWORKS NEW VIE, P28 HAKANSSON H, 1993, EMBEDDED FIRM SOCIOE, P35 HETLAND P, 1991, DEV TECHNOLOGY REGIN HOFFMANN MGST, 1996, 5 WORLD C SCI PARKS, P378 HORST A, 1994, TRANSFORMATION FIRMS IACOBUCCI D, 1992, J MARKETING RES, V29, P5 JACOBSSON S, 1983, TECHNOLOGICAL TRENDS JOHANNISSON B, 1987, INT STUDIES MANAGEME, V17, P3 MEDEIROS JA, 1987, 2 SEM LAT AM GEST TE, P85 MEDEIROS JA, 1991, PERFIL POLOS TECNOLO MEDEIROS JA, 1995, WORKSH ASS ROL BUS I ROSENBERG N, 1982, INSIDE BLACK BOX TEC, P120 SCHNEIDER AP, 1993, J AM BOARD FAM PRACT, V6, P91 SELL APR, 1995, THESIS TECNOPOLIS CO VIEIRA S, 1995, THESIS IND ALTA TECN WILLIAMSON OE, 1975, MARKETS HIERARCHIES WILLIAMSON OE, 1985, EC I CAPITALISM NR 57 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 1998 VL 16 IS 8 BP 778 EP 799 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 128YQ UT ISI:000076436300006 ER PT J AU Al-Sultan, YY TI The concept of science park in the context of Kuwait SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE science parks; research and development management; developing country; Kuwait Institute for Scientific Research; Kuwait University; Kuwait Foundation for the Advancement of Sciences; university-industry relations; evaluation; technology transfer; paradigm; environment AB The socio-political and economic structures of the developing countries, including Arab regions, are extremely varied. It is not advisable for a successful concept from one country to be uncritically adopted in another. Even countries like Kuwait, which has endowed several scientific and technical institutions to assist in fulfilling her socio-economic plans and ambitions, may confront difficulties with a concept like science park. The points outlined in the Cabral-Dahab Science Park Management Paradigm allow for an identification of the areas to be reinforced before a science Dark project can be implemented. In particular, one has to overcome the barrier resulting from the Kuwaiti popular belief that resources should not be allocated to research and development activities. Despite these obstacles, the paper outlines the requirements for a hypothetical science park for Kuwait in the areas of environment, oil and petrochemicals. C1 Kuwait Inst Sci Res, Safat 13109, Kuwait. RP Al-Sultan, YY, Kuwait Inst Sci Res, POB 24885, Safat 13109, Kuwait. CR *MIN PLANN, 1993, NAT ACC 1992 KUW KUK ALALI S, 1991, SCI PUBL POLICY, V18, P295 ALSULTAN Y, 1981, THESIS U ASTON ALSULTAN Y, 1998, STATUS SCI RES STUDI BAARK E, 1988, SCI TECHNOLOGY DEV U CABRAL R, 1993, SPECIAL PUBLICATION, P165 DAHAB SS, 1993, 17 ENANPAD 27 29 SEP, V1, P53 HADDAD Y, 1992, J ARAB AFF, V11, P91 REED S, 1996, BUS WEEK 0129, P49 SALAHALDEEN A, 1996, HUMAN RESOURCE PLANN, V19, P50 SAMARRAJ S, 1981, IMPACT W TECHNOLOGY 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 1998 VL 16 IS 8 BP 800 EP 807 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 128YQ UT ISI:000076436300007 ER PT J AU Ma, BQ TI A project for the 21st century in China: Kwanghua Science Park SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE science parks; science-based industry; research and development management; China; evaluation; university-industry relations; developing countries; paradigm; Hsinchu AB This paper presents the project for the Kwanghua Science Park to be constructed in Shanghai, a leading Chinese commercial and trade centre. The plan is to locate the science park in Songjiang county, which has an established and functioning infrastructure including telecommunications and 28 technical institutes, and has attracted about 150 foreign companies. The project does not have the traditional Chinese disadvantages of inseparable political and economic managements. The investors will be mainly non-governmental enterprises led by the Shanghai Giant Group. The Kwanghua Academy of Sciences, established in Beijing, functions as a planning centre for the science park project. It is a non-governmental academic institution, promoting the collaboration between China's academic and industrial sectors. The construction of Kwanghua Science Park draws upon the Hsinchu practical experience and the Cabral-Dahab Paradigm for policy guidelines. C1 Acad Sinica, Inst High Energy Phys, Div Theory, Beijing, Peoples R China. RP Ma, BQ, Acad Sinica, Inst High Energy Phys, Div Theory, Beijing, Peoples R China. CR CABRAL R, 1993, SPECIAL PUBLICATION, P165 HSU E, 1996, TAIWAN NEWS, V11 JIANG XK, 1996, 5 WORLD C SCI PARKS SHEN D, 1996, FREE CHINA J, V13, P8 NR 4 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 1998 VL 16 IS 8 BP 808 EP 812 PG 5 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 128YQ UT ISI:000076436300008 ER PT J AU Cabral, R TI Refining the Cabral-Dahab Science Park Management Paradigm SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE science parks; global economy; innovation; science-based industry; research and development management; evaluation; university-industry relations; network theory; transaction costs; evaluation AB The Cabral-Dahab Science Park Management Paradigm is refined, taking into account research results presented in articles from a variety of countries. The ten points of the Cabral-Dahab Paradigm provide guidance for success of science parks as an interface between university and industry. The points refined include the type of market the park has access to, and the access to qualified research personnel, not just proximity to research-oriented institutions. Moreover, it has become clear that backing from dynamic government funding agencies may be a requirement only if the local university does not provide enough support. Finally, there are new arguments about the identity of the park. The presence of consulting firms has been confirmed as a crucial element for the science park's survival. C1 Umea Univ, Innovat Relay Ctr No Sweden, S-90187 Umea, Sweden. Umea Univ, Uminova Ctr, S-90187 Umea, Sweden. RP Cabral, R, Umea Univ, Innovat Relay Ctr No Sweden, S-90187 Umea, Sweden. NR 0 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 1998 VL 16 IS 8 BP 813 EP 818 PG 6 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 128YQ UT ISI:000076436300009 ER PT J AU Chanaron, JJ TI Automobiles: a static technology, a 'wait-and-see' industry? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology; innovation; automobile; inertia AB This paper presents a global analysis of the key factors that could determine the scope of technological innovation in the automotive industry. It argues that most social, economic, industrial and technical features of this industry play against any radical innovation such as, for example, the electric vehicle. It emphasises the 'blocking' role of heavy capital investment, massive employment, infrastructure, consumers' constraints, etc. It contributes to the theoretical debate an technological inertia. C1 LE SCEY, CNRS, F-38430 Moirans, France. RP Chanaron, JJ, LE SCEY, CNRS, F-38430 Moirans, France. 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J. Technol. Manage. PY 1998 VL 16 IS 7 BP 595 EP 630 PG 36 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 123AQ UT ISI:000076104000001 ER PT J AU Dankbaar, B TI On the over-investment in automotive technology SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE automotive technology; mobility; maturity AB This paper discusses the reasons for continuing very high levels of R&D spending in the automotive industry in spite of the fact that both the automobile and the market for automobiles are widely considered to be mature. Most R&D appears to be product and not process-related. The microelectronics revolution has to some extent rejuvenated the automobile. Besides that, government regulation has created additional impetus. It is argued that the absence of a real alternative to private auto-mobility has probably pushed R&D beyond the point where its level can be considered socially justifiable. A redirection of the R&D effort, however, will depend on radical institutional and social change forcing a re-orientation of purchasing power to demand for other, collective means of transportation. C1 Univ Nijmegen, Nijmegen Business Sch, NL-6500 HK Nijmegen, Netherlands. RP Dankbaar, B, Univ Nijmegen, Nijmegen Business Sch, POB 9108, NL-6500 HK Nijmegen, Netherlands. CR *BMW AG, 1993, MOB UNS WEIT BRINGT ABERNATHY W, 1978, PRODUCTIVITY DILEMMA ALTSHULER A, 1984, FUTURE AUTOMOBILE CHANARON JJ, 1996, AUTOMOBILE UNE TECHN GOEUDEVERT D, 1990, HERAUSFORDERUNG ZUKU GRUDEN D, 1995, 2 FOR EUR MOT VEH IN HOUNSHELL DA, 1984, AM SYSTEM MASS PRODU MAXTON GP, 1995, DRIVING CLIFF BUSINE MON G, 1995, ELEKTROAUTO EEN PAAR MONDEN Y, 1983, TOYOTA PRODUCTION SY ROEDIGER W, 1990, 100 JAHRE AUTOMOBIL SHIMOKAWA K, 1997, TRANSFORMING AUTOMOB WOMACK JP, 1990, MACHINE CHANGED WORL 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 1998 VL 16 IS 7 BP 631 EP 640 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 123AQ UT ISI:000076104000002 ER PT J AU den Hond, F TI Inertia and the strategic use of politics and power: a case study in the automotive industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE inertia; automotive industry; end-of-life vehicles; industry lobby; Germany; France AB 'Inertia' refers to the inability or unwillingness of companies to adapt to a changing external environment. The paper explores how the automotive industry collectively responded in the German and French policy arenas to regulatory pressure concerning a reduction in the amounts of waste remaining from the processing of end-of-life vehicles. It is argued that lack of change (inertia) may be the preferred business opportunity to industry, which is achieved by its strategic use of politics and power during the regulatory process. C1 Vrije Univ Amsterdam, Fac Social Cultural Sci, NL-1081 HV Amsterdam, Netherlands. RP den Hond, F, Vrije Univ Amsterdam, Fac Social Cultural Sci, De Boelelaan 1081C, NL-1081 HV Amsterdam, Netherlands. CR AGGERI F, 1993, CAR ITS ENV PAST PRE, P331 AGGERI F, 1994, 3 GREEN IND NETW C C BYE P, 1997, INT J TECHNOLOGY MAN, V16, P655 DENHOND F, 1996, THESIS VRIJE U AMSTE DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147 DONALDSON L, 1996, HDB ORG STUDIES, P57 GROENEWEGEN P, 1993, BUSINESS STRATEGY EN, V2, P1 MIDLER C, 1993, AUTO QUI EXISTAIT PA MINZBERG H, 1988, STRATEGY PROCESS CON, P13 MOKYR J, 1992, J ECON HIST, V52, P325 WHISTON TG, 1995, DISPOSAL RECYCLING M 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 1998 VL 16 IS 7 BP 641 EP 654 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 123AQ UT ISI:000076104000003 ER PT J AU Bye, P TI The food industry: still a craft industry? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE food industry; technical change; R&D policies; routine; strategies AB The faculty of the food industry to adapt to different technical and economic contexts rests less on an aptitude for radically reviewing existing processes, products or knowledge than on a capacity for maintaining them so as to combine them. In this way it is able to meet the challenge of new social functions or marketing strategies. This rational control of its craft traditions is particularly marked in the European food industry. It manifests itself less by ruptures than by the affirmation of certain continuity that profoundly markets industrial strategies and R&D policies. C1 INRA, F-34060 Montpellier 2, France. RP Bye, P, INRA, 2 Pl P Viala, F-34060 Montpellier 2, France. CR *APRIA, 1983, AX DEV TECHN IND AGR *LATAPSES INRA, 1989, UN AN FONCT FIL AGR *UN EUR EUR, 1994, PAN IND COMM AMABLE B, 1995, CAHIERS EC SOCIOLOGI, V37, P93 BAIROCH P, 1990, ANN ESC MAR, P317 BESSY C, 1995, EC CONTREFACONS PERC BOISARD P, 1987, FORMES MODERNISATION, P113 BONAZZI M, 1996, ITPS REPORT MAY, P20 BYE P, 1996, MAN NEW TECHN COST A BYE P, 1997, SCI POLICY DEV, V1 CASATI D, 1996, EC AGROALIMENTARE, V1, P81 CHANDLER A, 1990, SCALE SCOPE DYNAMICS CONNOR JM, 1994, EUROPEAN REV AGR EC, V21 DECOUFLE AE, 1991, ENCY PLEIADE, V3, P174 DEGARINE I, 1991, ENCY PLEIADE, V1, P1469 DEMICHELI M, 1996, ITPS REPORT JUI, P14 DESHAYES A, 1996, BIOFUTUR OCT, P3 ELITZAK H, 1996, FOOD REV, V19 FEL A, 1978, HIST TECHNIQUES DIRE, P1086 FONTE M, 1997, IND HIST TECHNOLOGIC, P161 GAIGNETTE A, 1996, SERIE HIST QUANTITAT, V22, P79 GALIZZI G, 1994, CORVEGNO INT EC POLI GALLIANO D, 1995, INRA EDITIONS EC GOODMAN D, 1987, FARMING BIOTECHNOLOG GREEN R, 1996, UNPUB RATIONALISATIO GRUNERT KG, 1995, DISCUSSION PAPER SER HUIBAN JP, 1995, IEA WORLD C MICR INV, P19 MONCADA P, 1996, ITPS REPORT, P32 MUCHNIK J, 1994, ALIMENTATIONS TECHNI ORSENIGO L, 1995, CAHIER EC SOCIOLOGIE, V37, P25 PEREZ R, 1996, EC RURALE FEV, P23 RAMA R, 1996, AGRIBUSINESS, V12, P123 RAMA R, 1997, IND HIST TECHNOLOGIC RASTOIN JL, 1992, SERIE DEV AGROALIMEN, V21, P137 RODRIGUEZZUNIGA R, 1991, REV ESTUDIO AGROSOCI, P11 SUZUKI F, 1996, EC RURAL JUI, P104 TOZANLI S, 1997, IND HIST TECHNOLOGIC, P187 WILKINSON J, 1997, IND HIST TECHNOLOGIC, P177 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 1998 VL 16 IS 7 BP 655 EP 678 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 123AQ UT ISI:000076104000004 ER PT J AU Fonte, M TI Food consumption models: market times, tradition times SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE food consumption; rural development; globalization; resistance; European Union ID AGRICULTURE AB The following analysis seeks to focus on the movements and changes in food consumption as a result of forces whose particularity is to operate within different time periods. In fact, while market variables operate in relation to a globalisation project, understood, in our case, as the project of homogenisation and standardisation of diets, many moments of food consumption remain under the control of variables. The rhythms of change of those variables are slow, especially when compared with market times. No wonder then that we observe, at the same time, movements towards dietary convergence, and also resistance to these changes as well as movements towards a growing heterogeneity of food consumption styles, which imply a revaluation of traditional agriculture, natural food and local cuisine. Furthermore, EU agricultural and social policies, in the shift from a productivist ideology to a re-evaluation of new ecological, social and economic equilibrium, are attempting to re-endow agriculture with its original multiplicity of functions - environmental, aesthetic, recreational, etc. An opportunity is seen for Europe in this context to defend its heritage of food traditions, techniques, landscapes and cultures against a globalisation project intended only or even mainly as standardisation and homogenisation. C1 Univ Naples, Dipartimento Teor & Storia Econ Pubbl, I-80126 Naples, Italy. RP Fonte, M, Univ Naples, Dipartimento Teor & Storia Econ Pubbl, Via Cinthia Monte St Angelo, I-80126 Naples, Italy. EM mfonte@unina.it CR *ISTAT, 1996, STIL VIT COND SAL IN BARTHES R, 1979, FOOD DRINK HIST SELE, V5, P166 BELLETTI G, 1995, P 32 C SIDEA SOC IT BLANDFORD D, 1984, EUROPEAN REV AGR EC, V11, P43 BYE P, 1994, AGR FOOD SYSTEMS RES, P241 CONNOR JM, 1994, EUR REV AGRIC ECON, V21, P155 DOUGLAS M, 1985, ANTROPOLOGIA SIMBOLI, P165 FANFANI R, 1993, AGR HUMAN VALUES, V10, P68 FONTE M, 1991, INT J SOCIOLOGY AGR, V1, P116 FRIEDMANN H, 1989, SOCIOL RURALIS, V29, P93 GATTI S, 1996, 33 SIDEA C NAP SEPT GOODY J, 1982, COOKING CUISINE CLAS HARRIS M, 1990, BUONO MANGIARE ENIGM, P6 MALASSIS, 1982, ETUDES RECHERCHES, V72 MCMICHAEL P, 1996, RURAL SOCIOL, V61, P25 PADILLA M, 1996, ALL EC AGROALIMENTAR, P17 SAHLINS M, 1976, CULTURE PRACTICAL RE, P171 WILKINS RN, 1993, ECOL ENG, V2, P31 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 1998 VL 16 IS 7 BP 679 EP 688 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 123AQ UT ISI:000076104000005 ER PT J AU Rama, R TI Productive inertia and technological flows in food and drink processing SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE food and drink industry; innovation; inertia; user/producer relationships AB The food and drink (F&D) industry is usually seen as a traditional sector with little potential for technological change owing to nutritional, biopsychological and cultural constraints on the demand. F&D firms issue fewer patents than firms in other manufacturing sectors. As measured by the number of patented inventions, the pace of technological change in F&D seems less dynamic than in the rest of manufacturing. However, innovation provided by upstream industries represents a substantial portion of total technology available to F&D, especially in commodity-type industries. One symptom of the technological dynamism of this industry is the broadening of the spectrum of sciences and techniques now involved in food and drink processing. The innovativeness of upstream industries and the efforts displayed by the F&D industry to combine the new techniques provided by suppliers should be taken into account to characterise technological strength in F&D processing. The idea of productive inertia in this industry should be rejected. C1 CSIC, Inst Econ & Geog, E-28006 Madrid, Spain. RP Rama, R, CSIC, Inst Econ & Geog, Pinar 25, E-28006 Madrid, Spain. CR *EUR COMM, 1994, PAN EU IND 94 *OECD, 1988, IND REV TECHN ARMELAGOS G, 1987, FOOD EVOLUTION THEOR, P579 CHRISTENSEN JL, 1986, IND STUDIES INNOVATI COHEN MN, 1987, FOOD EVOLUTION THEOR, P261 COMBRIS P, 1991, INRA SCI SOCIALES CONNOR JM, 1994, EUROPEAN REV AGR EC, V21 DOSI G, 1990, EC TECHNOLOGICAL CHA FAGERBERG J, 1995, CAMBRIDGE J EC, V19 GIL JK, 1995, EUROPEAN REV AGR EC, V22 GRIGG D, 1993, GEOFORUM, V24 GRIGG D, 1993, GEOGRAPHY, V78 GRIGG D, 1995, PROGR HUMAN GEOGRAPH, V19 LUNDVALL BA, 1988, TECHNOLOGICAL CHANGE PORTER ME, 1990, COMPETITIVE ADVANTAG RAMA R, 1996, IN PRESS ENV PLANNIN ROBSON M, 1988, RES POLICY, V17 ROOSEVELT A, 1987, FOOD EVOLUTION THEOR, P565 ROSENBERG N, 1963, J EC HIST, V23 ROZIN P, 1987, IFOOD EVOLUTION THEO, P181 SCHERER FM, 1982, RES POLICY, V11 SENAUER B, 1990, J AGR EC, V41 SENAUER B, 1993, FOOD TRENDS CHANGING 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 1998 VL 16 IS 7 BP 689 EP 694 PG 6 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 123AQ UT ISI:000076104000006 ER PT J AU Tozanli, S TI Capital concentration among the food multinational enterprises and development of the world's agro-food system SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE food multinational enterprises; globalisation process; capital concentration; external growth; corporate strategy; agro-food system; sectoral diversification; geographical expansion AB Food multinationals are the dominant players of the world's manufacturing industry. Analysing their evolution is necessary in understanding the functioning of the world's agro-food system. Faced with important constraints like slow-down in demand and a strengthening food retailing sector, they set up new sectoral strategies, especially in western countries. In addition, they enlarge their markets towards emerging economies where they struggle for leader positions. Ail these moves lead to a larger capital concentration and highlight the major trends of the world's food oligopoly. C1 Inst Agron Mediterraneen Montpellier, F-34093 Montpellier 5, France. RP Tozanli, S, Inst Agron Mediterraneen Montpellier, 3191 Route de Mende, F-34093 Montpellier 5, France. CR ALLAYA MC, 1990, AGRODATA CHANDLER AD, 1990, SCALE SCOPE DYNAMICS PEREZ R, 1996, EC RURALE FEV, P23 PORTER M, 1990, COMPETITIVE ADVANTAG RASTOIN JL, 1992, ECON SOC, V26, P137 RASTOIN JL, 1994, REV FRANCAISE EC EC, P113 TOZANLI S, 1996, EC RURALE, P29 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 1998 VL 16 IS 7 BP 695 EP 710 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 123AQ UT ISI:000076104000007 ER PT J AU Wilkinson, J TI The R&D priorities of leading food firms and long-term innovation in the agrofood system SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE agrofood; research and development (R&D); innovation; biotechnologies AB This article analyses a range of literature dealing with the issue of innovation in the agrofood industry, focusing in particular on the dynamics of R&D. It presents and discusses the view that low levels of internal R&D among the sector's leading firms, when compared with chemicals or pharmaceuticals, are consistent with strategies devoted primarily to superficial product innovation. As against such an interpretation, it presents arguments which point to a systematic long-term effort towards increasing control over the biological processes which lie at the heart of the food industry on the basis of intersectoral technology flows. In the light of these considerations, and bearing in mind more recent research pointing to significant in-house research activity by leading agrofood firms, the article concludes with an appreciation of the way in which the industry is currently responding to the challenges and opportunities of advances in biotechnology. C1 UFRRJ, CPDA, Ctr, BR-20071003 Rio De Janeiro, Brazil. RP Wilkinson, J, UFRRJ, CPDA, Ctr, Av Presidente Vargas 417-8, BR-20071003 Rio De Janeiro, Brazil. CR *LATAPSES INRA, 1989, UN AN FUNCT FIL AGR *OECD, 1979, IMP MULT ENT NAT SCI *TECHN CHANG CTR, 1985, UK PROC IND GALIZZI G, 1996, EC INNOVATION CASE F GOODMAN D, 1987, FARMING BIOTECHNOLOG GRUNERT KG, 1995, DISCUSSION PAPER SER LUNDVALL BA, 1988, TECHNICAL CHANGE EC RAMA R, 1996, EC RURALE JAN WILKINSON J, 1993, AGR HUMAN VALUES 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 1998 VL 16 IS 7 BP 711 EP 720 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 123AQ UT ISI:000076104000008 ER PT J AU Zairi, M Youssef, MA TI Competing through modern quality principles: a forward management approach SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE quality programs; forward management; competitiveness; TQM AB Cost efficiency is no longer the sole principle for competing in global markets. The authors of this paper have shown in many of their individual as well as joint publications that quality plays an important role in the competitiveness equation. However, quality in and by itself cannot achieve the synergistic results that many organizations hope to achieve when they embrace and implement quality programs. Timeliness and responsiveness to customer needs as well as the agility of the manufacturing processes have become the main ingredients of the competitiveness equation. It is necessary, therefore, that management should abandon many of their traditional approaches to managing quality and unlearn many of the old practices. The next generation manufacturing companies who want to survive, advance, and thrive in the next century will have to think proactively and embrace what we define here as 'forward management'. In this paper, the authors offer a simple model of forward management. The model, as Figure 1 shows, examines the performance at the strategic and operational levels. The former is labelled 'forward management', while the tatter is labelled 'forward engineering'. The components of the two dimensions of our model are also depicted in Figure 1. Finally, the model shows the impact of better performance on satisfying the needs of three important constituencies: customers, shareholders and employees. C1 Univ Bradford, TQM Ctr, SABIC Chair Best Practice Management, Bradford BD7 1DP, W Yorkshire, England. Norfolk State Univ, Sch Business & Entrepreneurship, Dept Management & Decis Sci, Norfolk, VA USA. RP Zairi, M, Univ Bradford, TQM Ctr, SABIC Chair Best Practice Management, Bradford BD7 1DP, W Yorkshire, England. CR BINNEY G, 1991, LONG RANGE PLANN, V24, P107 DRUCKER PF, 1954, PRACTICE MANAGEMENT DRUCKER PF, 1988, HARVARD BUSINESS SEP, P65 HARRINGTON HJ, 1993, ESSENCE IMPROVEMENT HOWARD D, 1991, TOTAL QUALITY MA APR, P91 MOHAMED AY, 1992, IND ENG, V24, P18 MOHAMED AY, 1993, INT J TECHNOLOGY MAN, V8, P355 MOHAMED AY, 1994, INT J OPER PROD MAN, V14, P6 MOHAMED AY, 1995, INT J OPER PROD MAN, V12, P6 MOHAMED AY, 1995, INT J OPER PROD MAN, V15, P6 MOHAMED AY, 1996, INT J TOTAL QUALITY, V7, P127 MORGAN J, 1991, CRACKING JAPANESE MA SCHAFFER RH, 1991, HARVARD BUSINESS MAR, P14 SCHAFFER RH, 1992, HARVARD BUSINESS JAN, P80 STALK G, 1990, COMPETING TIME TIME ZAIRI M, 1993, QUALITY FUNCTION DEP ZAIRI M, 1994, MEASURING PERFORMANC NR 17 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 1998 VL 16 IS 4-6 BP 291 EP 304 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZZ202 UT ISI:000074705800002 ER PT J AU Dale, B Boaden, R Wilcox, M McQuater, R TI The use of quality management techniques and tools: an examination of some key issues SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE techniques and tools; continuous improvement; difficulties; key issues; influences ID STATISTICAL PROCESS-CONTROL AB Research has been undertaken into the difficulties and key issues associated with the use of statistical process control, failure mode and effects analysis, quality costing, quality function deployment, design of experiments and the seven basic quality control tools. A 4-part classification - role in quality improvement, organization and infrastructure, data collection and use and application - has been developed to examine the difficulties/issues associated with each of the techniques and tools. A number of issues have been identified which relate to all the techniques and tools examined, including management support, user understanding, integral approach, discipline and application. On the other hand there are some issues which relate to specific techniques and tools, including level of complexity, visual display, initial investment and overall status of TQM. C1 UMIST, Manchester Sch Management, Manchester M60 1QD, Lancs, England. RP Dale, B, UMIST, Manchester Sch Management, Manchester M60 1QD, Lancs, England. CR ALDRIDGE J, 1991, INT J QUALITY RELIAB, V8, P44 BIRD D, 1995, P I MECH ENG D-J AUT, V209, P25 COULSON H, 1990, P 2 C TOOLS TECHN SY, P3 CROSSFIELD RT, 1991, QUALITY ENG, V3, P501 DALE BG, 1990, QUALITY RELIABILITY, V6, P167 DALE BG, 1991, INT J PROD ECON, V22, P33 DALE BG, 1992, TOTAL QUALITY HUMAN DALE BG, 1993, QUALITY RELIABILITY, V9, P169 DALE BG, 1994, MANAGING QUALITY DALE BG, 1995, QUALITY COSTING GOSLING C, 1992, P 7 OMA UK C, P285 KARABATSOS NA, 1989, QUALITY PROGR 0620 LAMB G, 1991, QUALITY IMPROVEMENT LASCELLES DM, 1988, QUALITY RELIABILITY, V4, P301 OWEN M, 1989, SPC CONTINUOUS IMPRO OZEKI K, 1990, HDB QUALITY TOOLS NR 16 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 1998 VL 16 IS 4-6 BP 305 EP 325 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZZ202 UT ISI:000074705800003 ER PT J AU Pace, LA Kelly, EP TI TQM at Xerox: lessons worth duplicating SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Total Quality Management; Xerox Corporation; benchmarking; employee involvement; customer focus ID PARTICIPATORY ACTION RESEARCH AB This paper traces the evolution of Total Quality Management (TQM) at Xerox Corporation. The authors examine the TQM experience at Xerox as a synergistic combination of three strategic thrusts: Customer focus, total involvement, and process improvement. Over the course of more than a decade, TQM at Xerox has evolved from a special emphasis to a fundamental business principle. Xerox's success with TQM allowed the company to regain market share without government assistance and positioned the company well for the 21st century. Other companies experimenting with TQM can learn valuable lessons from Xerox's experience. C1 Louisiana State Univ, Coll Business, Shreveport, LA 71105 USA. Ithaca Coll, Sch Business, Dept Management, Ithaca, NY 14850 USA. RP Pace, LA, Louisiana State Univ, Coll Business, 1 Univ Pl, Shreveport, LA 71105 USA. CR BLACKBURN R, 1993, ACADEMY MANAGEMENT E, V7, P49 BOUNDS GM, 1994, TOTAL QUALITY MANAGE BRADY PN, 1993, TOTAL QUALITY MANAGE CAMP RC, BENCHMARKING SEARCH COSTANZA AJ, 1989, AM BEHAV SCI, V32, P566 DRISCALL L, 1992, BUSINESS WEEK 0622, P120 FREI F, 1993, WORK DESIGN COMPETEN HOWARD R, 1992, HARVARD BUSINESS SEP, P107 KEARNS DT, 1990, ACAD MANAGEMENT EXEC, V4, P86 LAWLER EE, 1988, ACADEMY MANAGEMENT E, V2, P197 LAWLER EE, 1994, ACADEMY MANAGEMENT E, V8, P68 LAZES P, 1991, NATL PRODUCTIVITY RE, V10, P339 NADLER DA, 1992, ORG ARCHITECTURE DES OSTERHOFF R, 1991, COMPETING GLOBALLY C PACE LA, 1989, SURVEY BUSINESS, V25, P57 ROSS JE, 1993, TOTAL QUALITY MANAGE SENGE PM, 1990, 5 DISCIPLINE ART PRA TENNER AR, 1992, TOTAL QUALITY MANAGE WHYTE WF, 1989, SOCIOL FORUM, V4, P367 NR 19 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 1998 VL 16 IS 4-6 BP 326 EP 335 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZZ202 UT ISI:000074705800004 ER PT J AU Sohal, AS Lu, E TI Continuous quality improvements in a high-technology manufacturing environment SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Total Quality Management; continuous improvements; implementation; quality leadership; high-technology manufacturing AB This article discusses the implementation of Total Quality Management (TQM) in a company which manufactures high-technology instruments. It illustrates the experiences common to many organizations that have tried several different approaches to TQM, often without much success. In several frank interviews, employees at various levels of the organization discussed their experiences and perceptions of TQM, the reasons why previous programs were not as successful, and why they believe they have finally found the right formula. C1 Monash Univ, Fac Business & Econ, Dept Management, Qual Management Res Unit, Caulfield East, Vic 3145, Australia. RP Sohal, AS, Monash Univ, Fac Business & Econ, Dept Management, Qual Management Res Unit, POB 197, Caulfield East, Vic 3145, Australia. CR *DEP IND TECHN REG, 1992, NIES TQM APPROACH GU *STAND ASS AUSTR P, 1987, 39021987ISO90021987 BENDELL A, 1989, TAGUCHI METHODS APPL COLE RE, 1993, CALIFORNIA MANAGEMEN, V35 CROSBY PB, 1979, QUALITY IS FREE CROSBY PB, 1984, QUALITY TEARS DEMING WE, 1982, QUALITY PRODUCTIVITY DEMING WE, 1986, OUT CRISIS FOLEY KJ, 1987, REPORT COMMITTEE REV GARVIN DA, 1988, MANAGING QUALITY STR HAYES RH, 1984, RESTORING OUT COMPET IMAI M, 1986, KAIZEN KEY JAPANS CO ISHIKAWA K, 1985, WHAT IS TOTAL QUALIT ISHIKAWA K, 1986, GUIDE QUALITY CONTRO JURAN J, 1988, QUALITY CONTROL HDB JURAN JM, 1993, HARVARD BUSINESS JUL, P42 PENA E, 1990, QUAL PROG, V23, P43 SCHONBERGER RJ, 1982, JAPANESE MANUFACTURI SHINGO S, 1985, REVOLUTION MANUFACTU SHINGO S, 1986, ZERO QUALITY CONTROL SKINNER W, 1986, HARVARD BUSINESS JUL, P55 WOMACK JP, 1990, MACHINE CHANGED WORL YIN RK, 1984, CASE STUDY RES DESIG NR 23 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 1998 VL 16 IS 4-6 BP 336 EP 357 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZZ202 UT ISI:000074705800005 ER PT J AU Koksal, G Smith, WA Fathi, Y Lu, JCY McGregor, R TI A case study in off-line quality control: characterization and optimization of batch dyeing process design SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE off-line quality control; quality engineering; parameter design; robust design; design optimization; textiles dyeing; colour control AB A method is provided and demonstrated for robust design of the batch dyeing process. This method is used to identify optimal batch dyeing process parameter settings which produce target colour with the least colour variation within and among dyed fabric pieces. The robust design problem is defined in terms of the design objectives, control factors and noise factors. Performance measures are presented to evaluate mean and dispersion characteristics of the dyeing output. Design and conduct of experiments are discussed for developing empirical models of the performance measures, and these models are developed for the study case. The robust design problem is formulated and solved as a nonlinear programming problem. Confirmation of results and iterative use of the proposed design method are discussed. C1 Middle E Tech Univ, Dept Ind Engn, TR-06531 Ankara, Turkey. N Carolina State Univ, Dept Ind Engn, Raleigh, NC 27695 USA. N Carolina State Univ, Coll Text, Dept Text Engn Chem & Sci, Raleigh, NC 27695 USA. RP Koksal, G, Middle E Tech Univ, Dept Ind Engn, TR-06531 Ankara, Turkey. CR *AATCC, 1989, TEXTILE CHEM COLOURI, V21, P18 *SAS I INC, 1989, SAS QC SOFTW REF VER BOX GEP, 1987, EMPIRICAL MODEL BUIL FATHI Y, 1991, EUR J OPER RES, V53, P371 GOTTFRIED BS, 1973, 736 U MICH DEP OP RE KOKSAL G, 1990, 903 NCSU DEP IE KOKSAL G, 1992, TEXT CHEM COLOR, V24, P30 KOKSAL G, 1992, THESIS N CAROLINA ST KOKSAL G, 1995, T OPERATIONAL RES, V7, P63 LEON RV, 1987, TECHNOMETRICS, V29, P253 MESENBRINK P, 1992, J AM STAT ASSOC, V89, P1209 PHADKE MS, 1989, QUALITY ENG USING RO SHOEMAKER AC, 1991, TECHNOMETRICS, V33, P415 SUMNER HH, 1976, J SOC DYERS COLOUR, P84 TAGUCHI G, 1978, INT J PROD RES, V16, P521 TAGUCHI G, 1986, INTRO QUALITY ENG VINING GG, 1990, J QUAL TECHNOL, V22, P38 NR 17 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 1998 VL 16 IS 4-6 BP 358 EP 382 PG 25 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZZ202 UT ISI:000074705800006 ER PT J AU Alkhafaji, AF Youssef, MA Sardessia, R TI TQM, strategic management and business process re-engineering: the future challenge SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TQM; BPR; strategic management AB American industry was forced to realize that in order to succeed in today's global market, they must produce high quality products. This paper addresses the importance of integrating TQM, Strategic Management and Business Process Re-engineering. It also shows how US commitment to quality is paying off. Finally, the paper discusses the impact of quality on US industry both today and in the future. C1 Slippery Rock Univ, Dept Management, Slippery Rock, PA 16057 USA. Norfolk State Univ, Sch Business & Entrepreneurship, Dept Management & Decis Sci, Norfolk, VA 23504 USA. Univ Houston, Victoria, TX 77901 USA. RP Alkhafaji, AF, Slippery Rock Univ, Dept Management, Slippery Rock, PA 16057 USA. CR *PROCT GAMBL CO, 1992, REP TOT QUAL LEAD ST BACON DC, 1989, NATIONS BUS, V77, P32 BENNETT S, 1993, CORPORATE REALITIES, P35 BLUMENTHAL B, 1994, SLOAN MANAGMENT SPR, P101 BRANDT JR, 1994, IND WEEK 1121, V72 BUSH D, 1989, QUAL PROG, V22, P28 BYRNE JA, 1993, BUSINESS WEEK 1220, P76 BYRNE JA, 1994, BUSINESS WEEK 0110, P44 CHALK MB, 1993, IND DEV SECTION APR, P433 CHAMPY J, 1995, IND WEEK 0220, P33 FUREY TR, 1994, PLANNING REV JUL, P6 GEORGE S, 1994, TOTAL QUALITY MANAGE, P1 GREENGARD S, 1993, PERSONNEL J DEC, B48 HALL G, 1993, HARVARD BUSINESS NOV, P119 HAYES RH, 1994, HARVARD BUSINESS JAN, P7786 JABLONSKI JR, 1992, IMPLEMENTING TQM COM MCKENNA JF, 1993, IND WEEK, V242, P64 OAKLAND JS, 1982, TOTAL QUALITY MANAGE ROGER R, 1994, ACAD MANAGEMENT JUL, P565 WALTON M, 1993, NY TIMES 0112, C7 YOUSSEF M, TOTAL QUALITY MANAGE, V7, P127 YOUSSEF M, 1995, INT J OPER PROD MAN, V12, P6 YOUSSEF MA, 1992, IND ENG, V24, P18 YOUSSEF MA, 1993, INT J TECHNOL MANAGE, V8, P355 ZAIRI M, 1994, TQM ITS IMPACT BOTTO NR 25 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 1998 VL 16 IS 4-6 BP 383 EP 392 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZZ202 UT ISI:000074705800007 ER PT J AU Chang, PL Hsu, CW TI A quality management model for research institutes responsible for government-supported R & D projects SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE government-supported R & D; R & D project management; quality management model; technology commercial application; technology transfer; R & D results; R & D performance ID TECHNOLOGY-TRANSFER AB This paper formulates a quality management model for research institutes performing government-supported R&D projects intended to develop technology for commercial applications in the industrial sector. The model is based on four phases that include all activities pertinent to the commercial application of research institute technology: identifying industrial requirements, planning developmental technology, performing R&D activities, and diffusing the technology to the industrial sector. In order to perform efficiently all activities in these phases, the proper techniques, proper personnel, and documented procedures are required. This suggests that a quality management model for the research institute should be based on the effective control, evaluation, and improvement of required elements for these phases. The proposed quality management model is described as follows: clarify application policy, establish an implementation structure with the responsible organization and a project management manual, assess the techniques used and personnel required to control the execution of the activities of each phase, and evaluate the effectiveness of this implementation structure by auditing whether the activities in the four phases comply with the project management manual and assess whether the R&D results can be applied in the industrial sector. The evaluation output should be fed back to top management for reference in improving the implementation structure. C1 Natl Chiao Tung Univ, Coll Management, Inst Management Sci, Taipei 100, Taiwan. RP Chang, PL, Natl Chiao Tung Univ, Coll Management, Inst Management Sci, 4F,114,Sec 1,Chung Hsiao W Rd, Taipei 100, Taiwan. CR *MIN EC AFF TAIW, 1989, MIN EC AFF GOV SUPP *NBS, 1992, 12680ISO CNS NBS ALLEN TJ, 1979, ACAD MANAGE J, V22, P694 BRODY H, 1985, HIGH TECHNOLOGY JUL, P39 BROWN MA, 1991, RES POLICY, V20, P121 CARR RK, 1992, TECHNOLOGY TRANSFER, V17, P24 CUTLER RS, 1989, INTERFACES, V19, P67 DUNCAN WR, 1993, PROJECT MANAGEMENT J, V24, P5 FRANCIS PH, 1992, RES TECHNOLOGY MANAG, V35, P14 GODKIN L, 1988, INT J TECHNOL MANAGE, V3, P587 HAGAN J, 1994, MANAGEMENT QUALITY S KOBYLARZ KL, 1992, PROJECT MANAGEMENT J, V23, P5 LAMPRECHT JJ, 1993, IMPLEMENTING ISO 900 LEVINSON NS, 1987, IEEE T ENG MANAGE, V34, P28 MOGAVERO LN, 1982, TECHNOLOGY TRANSFER MONTANA AJ, 1992, RES TECHNOL MANAGE, V35, P38 MORONE J, 1982, RES MANAGEMENT MAY, P35 ROBERTS GW, 1991, RES TECHNOL MANAGE, V34, P28 SAYLE AJ, 1985, MANAGEMENT AUDIT ASS SHIH CT, P S R D MAN IND TECH, P567 SPANN MS, 1993, TECHNOLOGY TRANSFER, V18, P63 SPENLEY P, 1992, WORLD CLASS PERFORMA STODDARTSTONES R, 1988, INT J PROJECT MANAGE, V6, P34 TENNER AR, 1991, RES TECHNOL MANAGE, V34, P27 TRIBUS M, 1987, RES MANAGE, V30, P11 TUSHMAN ML, 1979, SLOAN MANAGEMENT WIN, P37 WINEBRAKE JJ, 1992, TECHNOLOGY TRANSFER, V17, P54 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 1998 VL 16 IS 4-6 BP 393 EP 404 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZZ202 UT ISI:000074705800008 ER PT J AU Pearson, AW Vaughan, N Butler, J TI The implementation of TQM in R & D SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE research and development; Total Quality Management ID QUALITY MANAGEMENT; CULTURE AB In 1992 a survey of over 40 UK companies was conducted to identify the progress being made in the implementation of quality management principles within R&D environments. Subsequently two workshops were organized to identify and explore areas of concern. The companies involved were selected because of their known interest in the subject. A variety of means were used to identify the 'sample', including information from previous communications and studies by the R&D Research Unit, membership of TQM in R&D study groups, or mention in journals such as Total Quality Management. A telephone survey was conducted and thirteen companies were visited. Semistructured interviews were conducted with R&D managers, quality managers and other employees. The companies visited were selected in order to illustrate a broad cross-section of experience in implementing quality management. The timing of their quality initiatives ranged from 1986 to embryonic stages in 1992. From the interviews and workshop discussions a model or framework was devised of the way in which TQM is implemented in R&D. This is presented in the paper with a recommendation that it be used to guide companies already in progress, or those companies still about to start. C1 Manchester Business Sch, R&D Res Unit, Manchester M15 6PB, Lancs, England. RP Pearson, AW, Manchester Business Sch, R&D Res Unit, Booth St W, Manchester M15 6PB, Lancs, England. CR BATE P, 1984, ORGAN STUD, V5, P43 BEAN TJ, 1992, RES TECHNOL MANAGE, V35, P32 DAFT RL, 1989, ORG THEORY DESIGN DEAL TE, 1982, CORPORATE CULTURES EIDT CM, 1992, RES TECHNOLOGY M JUL, P24 FRANCIS PH, 1992, RES TECHNOL MANAGE, V35, P16 HANDY C, 1985, UNDERSTANDING ORG KALUZNY AD, 1992, QUALITY MANAGEMENT H, V1, P37 MURRAY TJ, 1987, RES TECHNOLOGY M NOV, P25 PETTIGREW AM, 1979, ADM SCI Q, P570 ROBERTS GW, 1989, QUALITY PROGR JAN, P54 ROBERTS GW, 1991, RES TECHNOL MANAGE, V34, P28 STARR L, 1987, RES TECHNOLOGY M NOV, P31 STROLLE A, 1991, RES TECHNOL MANAGE, V34, P8 TENNER AR, 1991, RES TECHNOL MANAGE, V34, P27 TRIBUS M, 1987, RES MANAGEMENT NOV, P11 WILSON D, 1990, MANAGING ORG, CH13 WILSON D, 1992, STRATEGY CHANGE, CH5 NR 18 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 1998 VL 16 IS 4-6 BP 405 EP 432 PG 28 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZZ202 UT ISI:000074705800009 ER PT J AU Motwani, J Marinch, R Pitman, G Schliker, D TI Implementing TQM in the Department of Defense: current efforts and research agenda SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TQM; defence; implementation; research agenda ID TOTAL QUALITY MANAGEMENT; UNITED-STATES AB This paper examines the practice of total quality management in the US Department of Defense. Specifically, this paper addresses the total quality management process, philosophy, concepts, attributes, and the problems encountered by the Department of Defense in its implementation efforts. Issues related to quality and the defence industry which need to be addressed in the future are also suggested. C1 Grand Valley State Univ, FE Seidman Sch Business, Grand Rapids, MI 49504 USA. SUNY Binghamton, Binghamton, NY 13902 USA. Logist Concepts, Grandville, MI 49418 USA. RP Motwani, J, Grand Valley State Univ, FE Seidman Sch Business, 301 W Fulton,510, Grand Rapids, MI 49504 USA. 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J. Technol. Manage. PY 1998 VL 16 IS 4-6 BP 433 EP 445 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZZ202 UT ISI:000074705800010 ER PT J AU Zahedi, F TI Quality information systems: a unifying framework SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE total quality management; quality information systems AB This paper suggests using quality information systems as a unifying framework for synthesizing the behaviour and technical aspects of information systems. To this end, we review the major historical developments in total quality management (TQM) and define quality information systems as information systems in which TQM concepts and techniques are applied. Quality information systems are compared and contrasted with traditional information systems in order to highlight the impact of using quality concepts in information systems. C1 Univ Wisconsin, Sch Business Adm, Milwaukee, WI 53201 USA. RP Zahedi, F, Univ Wisconsin, Sch Business Adm, Milwaukee, WI 53201 USA. CR *SIM WORK GROUP, 1992, SOC INF MAN BOULDING KE, 1956, MANAGE SCI, V2, P197 BYRNE JA, 1991, BUSINESS WEEK 0401, P52 CAMP RC, 1989, BENCHMARKING SEARCH CROSBY PB, 1984, QUALITY TEARS ART HA FEIGENBAUM AV, 1956, HARVARD BUS REV, V34, P93 FEIGENBAUM AV, 1991, TOTAL QUALITY CONTRO FINKELSTEIN, 1989, INTRO INFORMATION EN GABOR A, 1990, MAN WHO DISCOVERED Q ISHIKAWA K, 1989, INTRO QUALITY CONTRO JURAN JM, 1992, JURAN QUALITY DESIGN KATZ D, 1966, SOCIAL PSYCHOL ORG KEEN PG, 1991, EVERY MANAGERS GUIDE LEWIN K, 1947, HUM RELAT, V1, P5 LEWIN K, 1951, FIELD THEORY SOCIAL MILLER J, 1972, BEHAV SCI, V17, P2 ROETHLISBERGER FJ, 1939, MANAGEMENT WORKER ROY R, 1990, PRIMER TAGUCHI METHO SCHEIN EH, 1983, ORGAN DYN, V12, P13 SCHEIN EH, 1984, SLOAN MANAGE REV, V24, P3 SCHEIN EH, 1985, ORG CULTURE LEADERSH SIMON H, 1956, STATE SOCIAL SCI SIMON H, 1981, SCI ARTIFICIAL TAGUCHI G, 1989, TAGUCHI METHODS TAYLOR FW, 1947, SCI MANAGEMENT TICHY NM, 1984, SLOAN MANAGE REV, V26, P59 TICHY NM, 1986, TRANSFORMATIONAL LEA ZAHEDI F, 1993, UNPUB RELIABILITY ME ZAHEDI F, 1995, QUALITY INFORMATION NR 29 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 1998 VL 16 IS 4-6 BP 446 EP 465 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZZ202 UT ISI:000074705800011 ER PT J AU Harris, CR Purdy, L TI The role of participative management in the implementation of total quality management programs SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE implementation; quality; human resource OM interface ID IMPROVE QUALITY AB Proponents of Total Quality Management (TQM) programs are in agreement about the importance of participative management techniques for successful implementation of TQM. In this paper a framework for analyzing participative management is presented and used to examine twenty case studies of TQM, drawn from the academic literature. The analysis indicated that participative management techniques have a very limited role in TQM implementation. In most of the organizations studied, employees only participate in the ongoing maintenance of a TQM program, usually through team membership. Even this restricted use of participative management results in improved productivity as measured by objective standards in these firms. C1 Wilfrid Laurier Univ, Sch Business & Econ, Waterloo, ON N2L 3C5, Canada. Univ Western Ontario, Ctr Adm & Informat Studies, London, ON N6A 5C2, Canada. RP Harris, CR, Wilfrid Laurier Univ, Sch Business & Econ, Waterloo, ON N2L 3C5, Canada. CR ALY NA, 1990, COMPUT IND ENG, V19, P111 ARNOLD MR, 1990, J BUS STRAT, V11, P28 BELOHLAV JA, 1993, CALIFORNIA MANAGEMEN, V35 BOADEN RJ, 1993, SERV IND J, V13, P17 BROWNELL P, 1981, ACCOUNT REV, V56, P844 CHAPMAN RL, 1991, INT J QUALITY RELIAB, V8, P77 COHEN S, 1990, PUBLIC PRODUCTIVITY, V14, P99 CONNER RJ, 1992, INTERNAL AUDITOR APR, P33 DAWSON P, 1991, INT J QUALITY RELIAB, V8, P66 GILBERT GR, 1991, HUM RESOURCE MANAGE, V30, P183 GOLALAKRISHNAN KN, 1991, P PORTL INT C MAN EN, P389 HIRSCHHEIM RA, 1985, OFFICE AUTOMATION SO IVES B, 1981, 15 CRIS NEW YORK U KEEHLEY P, 1991, PUBLIC PRODUCTIVITY, V15, P217 KORDUPLESKI RE, 1993, CALIF MANAGE REV, V35, P82 LAND F, 1982, COMPUTER J, V25 LAND F, 1983, J APPL SYSTEMS ANAL, V10 LAWLER EE, 1986, HIGH INVOLVEMENT MAN LEE SM, 1992, ORGAN DYN, V20, P42 LUCAS H, 1982, INFORMATION SYSTEMS MARKUS ML, 1985, SYSTEMS ORG MATHERLY LL, QUALITY PROGR, V25, P81 MEAD P, 1986, NATL PRODUCTIVIT AUT, P363 NAGUIB H, 1993, IEEE T SEMICONDUCT M, V6, P156 RAGO WV, 1991, J MENT HEALTH ADMIN, V18, P253 SARAPH JV, 1989, DECISION SCI, V20, P810 SCHONBERGER RJ, ACAD MANAGEMENT EXEC, V6, P80 SEEMER RH, 1993, NATL PRODUCTIVIT SPR, P143 SHARMAN PA, 1991, CMA MAGAZINE, V65, P7 SHREDNICK HR, 1992, MIS QUART, V16, P491 SOHAL AS, 1989, INT J QUALITY RELIAB, V6, P60 VROOM VH, 1988, NEW LEADERSHIP MANAG WITCHER BJ, 1990, Q REV MARKETING WIN, P1 WOODS MD, 1989, MANAGE ACCOUNTING, V70, P42 NR 34 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 1998 VL 16 IS 4-6 BP 466 EP 478 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZZ202 UT ISI:000074705800012 ER PT J AU Camison, C TI Total quality management and cultural change: a model of organizational development SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE quality; total quality management; cultural change; organizational development; competitiveness; benchmarking; empowerment; total commitment by management; customer satisfaction ID SERVICE QUALITY AB The provision of a high quality service is increasingly being accepted as a critical factor for a successful business. The birth and consolidation of Total Quality Management (TQM) as a management focus have paralleled the progressive dissatisfaction with the previous managerial approaches, linked to some basic changes in technology, market and enterprise strategies. After studying these challenges, this paper offers a sequential model on the road to TQM, differentiating seven steps classifiable in three phases: the technical stage, the human stage and the strategical stage. A lasting organizational change towards TQM implies a change of the culture of the organization; we analyse a system of values key to TQM program, the available methods for the change, some essential supports in the process of introduction of TQM program, and last, the conditions to assure the success of any initiative of this kind. C1 Univ Jaume 1, Dept Enterprises Management, Fac Laws Econ & Sci, Castellon 12080, Spain. RP Camison, C, Univ Jaume 1, Dept Enterprises Management, Fac Laws Econ & Sci, Campus Riu Sec, Castellon 12080, Spain. CR ALBRECHT K, 1985, SERVICE AM DOING BUS BERRY L, 1989, SERVICE QUALITY PROF BROGOWICZ AA, 1990, INT J SERV IND MANAG, V1, P27 BUZZELL RD, 1983, PERSPECTIVES STRATEG CECCHINI P, 1988, EUROPA 1992 APUESTA CHEN EE, 1994, HARVARD DEUSTO BUSIN, P44 COHEN T, 1989, CORNELL HOTEL RE NOV, P22 COYLE MP, 1993, INT J HOSPITALITY MA, V12, P141 CROSBY PB, 1979, QUALITY TEARS ART MA CROSBY PB, 1987, QUALITY TEARS ART HA DAHLGAARD JJ, 1994, EUROPEAN QUALITY, V1, P60 DEBAIG M, 1992, PN307 IESE NOT TEN D DEMING WE, 1982, OUT CRISIS QUALITY P DEWOOT P, 1987, CAPACITE STRATEGIQUE FULLER T, 1993, INFORMACION COME DEC, P15 GOLOMSKI WAJ, 1993, INFORMACION COME DEC, P41 GRONROOS C, 1982, STRATEGIC MANAGEMENT GRONROOS C, 1988, REV BUSINESS, V9, P1 GUMMESSON E, 1988, REV BUSINESS WIN, P14 HOROVITZ J, 1990, SERV IND J, V10, P249 JURAN JM, 1964, MANAGERIAL BREAKTHRO LEHTINEN U, 1982, SERVICE QUALITY STUD LEWIS RC, 1984, CORNELL HOTEL RE MAY, P54 LEWIS RC, 1985, CORNELL HOTEL RE AUG, P86 MATESANZ E, 1993, MARKETING VENTAS FEB, P37 MCEACHRON NB, 1981, 658 STANF RES I INT MITTELSTAEDT RE, 1992, NATL PRODUCTIVITY RE, V11, P301 MOORE B, 1989, MANAGEMENT SERVICE I, P263 MURDICK RG, 1990, SERVICE OPERATIONS M OAKLAND J, 1989, TOTAL QUALITY MANAGE PARASURAMAN A, 1985, J MARKETING, V49, P41 PARASURAMAN A, 1986, 86108 MARK SCI I PARASURAMAN A, 1988, J RETAILING, V64, P12 PARASURAMAN A, 1990, DELIVERING QUALITY S SCHEIN EH, 1985, ORG CULTURE LEADERSH SCHLESINGER LA, 1993, HARVARD DEUSTO BUSIN, P85 SHEWHART WA, 1931, EC CONTROL QUALITY M SHRIVER S, 1988, MANAGING QUALITY SER SILVESTRO R, 1990, INT J SERV IND MANAG, V1, P54 TAGUCHI G, 1979, INTRO OFF LINE QUALI TAGUCHI G, 1981, ON LINE QUALITY CONT TAGUCHI G, 1989, QUALITY ENG PRODUCTI THOMPSON P, 1985, QUALITY PROGR JUN, P22 WHEELWRIGHT SC, 1981, HARVARD BUSINESS JUL, P67 NR 44 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 1998 VL 16 IS 4-6 BP 479 EP 493 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZZ202 UT ISI:000074705800013 ER PT J AU Jones, CR TI Customer focused performance improvement: developing a strategy for Total Quality SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Total Quality; performance improvement AB The need to develop effective business performance improvement strategies has never been greater than it is today. Organizations in all sectors are seeking to improve financial performance, market share, customer loyalty and employees contribution. Total Quality can provide the basis of a strategy to meet these challenges. Although the philosophy, concepts and potential benefits of Total Quality have become well known realising these benefits has frequently proved to be very difficult. Christopher Jones defines the key elements of a successful business performance improvement strategy based on the principles of Total Quality. These elements include: defining the organization vision, mission, cultural values and operational objectives developing processes for performance improvement: processes for delivering, managing and improving performance, for managing, redesigning and integrating improvements into the key business processes training and motivating employees developing the organization structure and improvement support facilities. NR 0 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 1998 VL 16 IS 4-6 BP 494 EP 504 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZZ202 UT ISI:000074705800014 ER PT J AU Sohal, AS Samson, D Ramsay, L TI Requirements for successful implementation of total quality management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE total quality management; motivation; implementation barriers; requirements for success AB This paper presents some of the key findings of a study into quality management practices of a number of Australian manufacturers with a known interest in and commitment to quality improvements. The information was derived from a detailed questionnaire completed by 52 organizations, and three in-depth case studies. Based on the analysis of the questionnaire survey and the case studies, this paper discusses the following; (i) the motivation for introducing quality improvement (TQM) initiatives; (ii) the major barriers to implementation; (iii) the requirements for successful implementation of TQM, including quality leadership, customer orientation, organizational structure, process capability and control, employee commitment and evaluation. C1 Monash Univ, Fac Business & Econ, Dept Management, Qual Management Res Unit, Caulfield East, Vic 3145, Australia. Univ Melbourne, Grad Sch Management, Ctr Mfg Management, Parkville, Vic 3052, Australia. RP Sohal, AS, Monash Univ, Fac Business & Econ, Dept Management, Qual Management Res Unit, POB 197, Caulfield East, Vic 3145, Australia. CR ADAM EE, 1989, J MANAGE, V15, P181 CROSBY PB, 1979, QUALITY IS FREE CROSBY PB, 1985, QUALITY TEARS DALE BG, 1990, MANAGING QUALITY STR DALE BG, 1990, MANAGING QUALITY DEMING WE, 1982, QUALITY PRODUCTIVITY EVANS JR, 1989, MANAGEMENT CONTROL Q FEIGENBAUM AV, 1983, TOTAL QUALITY CONTRO GARVIN DA, 1989, MANAGING QUALITY STR ISHIKAWA K, 1986, GUIDE QUALITY CONTRO ISHIWAKA K, WHAT IS TOTAL QUALIT JURAN JM, 1988, JURANS QUALITY CONTR OAKLAND JS, 1989, TOTAL QUALITY MANAGE RAMSAY L, 1991, TOTAL QUALITY MANAGE, P115 SAMSON DA, 1990, INT J TECHNOLOGY MAN, V5, P293 SAMSON DA, 1991, MANUFACTURING OPERAT SHEWHART WA, 1931, EC CONTROL QUALITY M SINCLAIR A, 1989, AUST J PUBL ADMIN, V48, P382 SOHAL AS, 1992, TOTAL QUAL MANAGE, V3, P283 WALTON R, 1985, HARVARD BUSINESS MAR, P77 NR 20 TC 10 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 1998 VL 16 IS 4-6 BP 505 EP 519 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZZ202 UT ISI:000074705800015 ER PT J AU Bhattacharya, TK AlDiab-Zoubi, T Sukar, A TI Application of total quality management concepts to a business school SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TQM program; key concepts; in-house expertise AB The Total Quality Management (TQM) wave has been sweeping the nation. Its implementation is not restricted merely to industry, but has seeped into all sectors, including the educational sector. This paper outlines the initiation of the application of Total Quality Management in an academic department and the research centre of a business school over a period of one year. The entire process brought out a keener awareness of the goals of the school and the departments, with a strong focus on the needs of 'customers/constituents' of the departments and pilot projects applying TQM concepts to selected key activities. C1 Cameron Univ, Lawton, OK 73505 USA. RP Bhattacharya, TK, Cameron Univ, 2800 W Gore Blvd, Lawton, OK 73505 USA. CR 1991, HARVARD BUSINESS NOV, P94 COATE L, 1991, NEW DIRECTIONS I FAL, P27 HARRIS J, 1990, KEY CONCEPTS QUALITY KAPLAN RS, 1991, AACSB ANN M 25 APR S MILLER LM, 1991, MANAGING QUALITY TEA MODIC SJ, 1988, IND WEEK 0620, P84 SHERR LA, 1991, NEW DIRECTIONS I FAL, P3 NR 7 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 1998 VL 16 IS 4-6 BP 520 EP 531 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZZ202 UT ISI:000074705800016 ER PT J AU Ashrafi, N TI A decision making framework for software total quality management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE software quality; decision model; total quality management; software development life cycle; cost of quality; quality assurance AB To raise the issue of software quality is to invite controversy. While nobody denies its significance, its domain is murky, its cost effectiveness is questioned and even its very definition is far from settled. As a result, there is no agreement on how to actually achieve quality software. This study attempts to adopt the decision making model of Herbert Simon, widely recognized in business management science, to address various aspects of software quality. Expanded by George Huber to five phases, this model covers problem solving in its entirety; that is: intelligence, design, choice, implementation, and monitoring. We will see how these phases can provide a framework to embed quality throughout the software development cycle and facilitate the total quality management of software production. C1 Univ Massachusetts, Coll Management, Dept Management Sci & Informat Syst, Boston, MA 02125 USA. RP Ashrafi, N, Univ Massachusetts, Coll Management, Dept Management Sci & Informat Syst, 100 Morrissey Blvd, Boston, MA 02125 USA. CR ARTHUR LJ, 1993, IMPROVING SOFTWARE Q BOEHM BW, 1981, SOFTWARE ENG EC CROSBY PB, 1979, QUALITY IS FREE ART CURTIS B, 1990, P MONT C SOFTW QUAL DYER M, 1992, CLEANROOM APPROACH Q EVANS WJ, 1993, MANAGEMENT CONTROL Q FOURMIER R, 1991, PRACTICAL GUIDE STRU FREEMAN P, 1987, SOFTWARE PERSPECTIVE GLASS RL, 1992, BUILDING QUALITY SOF HON SE, 1993, J SYST SOFTWARE, V13, P117 HUBER GP, 1980, MANAGERIAL DECISION HUMPHREY W, 1990, MANAGING SOFTWARE PR IMAI M, 1986, KAISEN KEY JAPANS CO PRESSMAN RS, 1987, SOFTWARE ENG SHEPPERD M, 1990, INFORM SOFTWARE TECH, V32, P311 SHOOMAN ML, 1983, SOFTWARE ENG SIMON HA, 1960, NEW SCI MANAGEMENT D SOMMERVILLE I, 1989, SOFTWARE ENG VAUGHAN R, 1990, QUALITY ASSURANCE WEINBERG J, 1992, QUALITY SOFTWARE MAN, V1 ZADRONY MA, 1992, CHIEF INFORMATION OF, V4, P10 ZULTER R, 1988, QUAL PROG, V21, P58 NR 22 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 1998 VL 16 IS 4-6 BP 532 EP 543 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZZ202 UT ISI:000074705800017 ER PT J AU Chakravorty, SS Atwater, JB TI Implementing quality improvement programs using the focusing steps of the theory of constraints SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE quality improvements; quality management; theory of constraints AB Having made considerable progress in quality improvement (QI) programs Japan has now moved into other phases of competition such as rapid design changes and lower prices. The USA, however, is faltering with QI programs. Several studies reveal that only about 20% of the QI programs implemented in the USA achieve significant results in terms of quality, or financial improvements. One reason proposed for this disappointing result is that QI programs are not implemented correctly. The purpose of this paper is to demonstrate how the use of the Theory of Constraints can assist managers in implementing QI programs that yield results. C1 Kennesaw State Univ, Michael J Coles Coll Business, Kennesaw, GA 30144 USA. Utah State Univ, Coll Business, Logan, UT 84322 USA. RP Chakravorty, SS, Kennesaw State Univ, Michael J Coles Coll Business, 1000 Chastain Rd, Kennesaw, GA 30144 USA. CR *ERNST YOUNG AM QU, 1991, INT QUAL STUD DEF ST *ERNST YOUNG QUAL, 1990, TOT QUAL EX GUID 199 AGUAYO R, 1990, DR DEMING AM WHO TAU ANDREWS C, 1992, TOTAL QUALITY MANAGE, V3, P71 AQUILANO NJ, 1991, FUNDAMENTALS OPERATI BROCKA B, 1992, QUALITY MANAGEMENT I CAMPBELL RJ, 1989, MANAGEMENT ACCOU JUL, P26 COOPER R, 1991, HARVARD BUSINESS MAY, P130 DEMING WE, 1986, OUT CRISIS DERTOUZOS ML, 1989, MADE AM REGAINING PR DUNCAN AJ, 1986, QUALITY CONTROL IND FAWCETT SE, 1991, PRODUCTION INVENTORY, V32, P46 FOGARTY DW, 1991, PRODUCTION INVENTORY FOX RE, 1992, CONSTRAINT THEORY FRY TD, 1992, PRODUCTION OPERATION, V1, P229 GAITHER N, 1992, PRODUCTION OPERATION GOLDRATT EM, 1986, GOAL PROCESS ONGOING GOLDRATT EM, 1988, THEORY CONSTRAINTS J, V1, P1 GOLDRATT EM, 1990, THEORY CONSTRAINT HARARI O, 1993, MANAGEMENT REV JAN, P33 HAUSER JR, 1988, HARVARD BUSINESS MAY, P63 HUNT VD, 1993, MANAGING QUALITY INT JOHNSON HT, 1992, MANAGEMENT ACCOU MAY, P26 KAPLAN RS, 1984, HARVARD BUSINESS JUL, P95 KOZIOL DS, 1988, MANAGEMENT ACCOU MAY, P44 LIPPA V, 1990, MANAGEMENT ACCOU FEB, P54 LOCKAMY A, 1991, INT J PROD RES, V29, P1661 LUEBBE R, 1992, INT J PROD RES, V30, P1471 MILLAR J, 1986, MANUFACTURING ROUNDT MYERS K, 1993, MANAGEMENT REV MAR, P40 PLANTZ B, 1992, FURNITURE DESIGN MAN, P30 SCHAFFER RH, 1992, HARVARD BUSINESS JAN, P80 SCHRAGENHEIM E, 1990, PRODUCTION INVENTORY, P18 SHERIDAN JH, 1991, IND WEEK, P44 TALLEY DJ, 1991, TOTAL QUALITY MANAGE THORNTON G, 1992, GRANT THORNTON MANAG UMBLE MM, 1990, SYNCHRONOUS MANUFACT NR 37 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 1998 VL 16 IS 4-6 BP 544 EP 555 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZZ202 UT ISI:000074705800018 ER PT J AU Elgamal, MA TI An examination of organization and suborganization readiness for total quality management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE performance improvement; TQM applications; organizational groups AB The study introduced a set of indicators of organization and suborganization readiness for TQM adoption. The measurement of these indicators has acceptable levels of reliability. The study results indicate that organizations and suborganizations differ along the TQM readiness indicators and that there is no specific consistent pattern for the differences. These results suggest that each organization or suborganization has a unique path to be followed for TQM adoption. The other implications of the results and suggestions for future research were discussed. C1 Kuwait Univ, Coll Adm Sci, Management & Mkt Dept, Safat 13055, Kuwait. RP Elgamal, MA, Kuwait Univ, Coll Adm Sci, Management & Mkt Dept, POB 5486, Safat 13055, Kuwait. CR ARNDT M, 1995, HEALTH CARE MANAGE R, V20, P7 BECHTEL GA, 1996, HLTH CARE SUPERV, V14, P21 BLACKBURN R, 1995, HRM MAGAZINE JUL, P69 FRAM EH, 1995, MANAGING SERVICE QUA, V5, P50 HOLOVIAL SJ, 1995, J QUALITY PARTIC JUL, P86 KELLY T, 1991, QUAL PROG, V24, P26 RADEL RJ, NATL PRODUCTIVIT SUM, P399 SAYLOR JH, 1991, TQM FIELD MANUAL SCHONBERGER RJ, 1994, CALIF MANAGE REV, V36, P109 SHEPHARD C, 1995, IM JUL, P16 STATTON B, 1991, QUAL PROG, V24, P18 WEEKS B, 1995, HOSP MAT MANAGEMENT, V17, P68 WEEKS B, 1995, PRODUCTION INVENTORY, P27 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 1998 VL 16 IS 4-6 BP 556 EP 569 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZZ202 UT ISI:000074705800019 ER PT J AU Al-Ghamdi, S TI ISO 9000: Saudi export businesses' points of view SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Saudi Export Organizations; ISO 9000 quality system; internal benefits; research objectives AB The primary objective of this study is to identify the pros and cons of ISO 9000 as the Saudi Export Organizations see it. A cross sectional survey is used to collect the needed information. Two hundred questionnaires were distributed randomly, covering 32 companies in the industrial cities at the East Coast of Saudi Arabia. Seventy eight completed questionnaires were returned, representing 39% response rate. The results indicated that Saudi Export Businesses have experienced similar benefit as found by ISO registered companies abroad. However, there are indications that the main reason to register is not quality improvement but rather customers' requirements. Moreover, Saudi Export Companies were expecting more than what ISO can give. They felt frustrated that ISO did not increase their product demand or provide competitive advantages. There were complaints about the level of red tape inherited by the implementation of ISO. Nevertheless, all indications show that Saudi Export Companies are realizing the benefits of ISO and consider it the first step in a series of steps towards quality management. C1 King Fahd Univ Petr & Minerals, Management & Mkt Dept, Dhahran 31261, Saudi Arabia. RP Al-Ghamdi, S, King Fahd Univ Petr & Minerals, Management & Mkt Dept, Box 667, Dhahran 31261, Saudi Arabia. CR 1993, CHEM WEEK 1110, P48 1993, MANAGEMENT ACCOU DEC, P3 1994, IND ENG OCT 1994, J SMALL BUSINESS OCT, P84 *KS, 1996, CHEM WEEK 0403, P33 AALUND N, 1996, T D MAY, P101 BROWN S, 1994, SALES MARKETING NOV BUHIAN S, 1996, SAUDI COMMERCE E NOV, P15 CHYNOWETH E, 1994, CHEM WEEK OCT, P14 KINNI TB, 1994, IND WEEK 0321 OBRIEN S, 1994, IND DISTRIBUTION JAN, P52 OMANOFF D, 1994, QUALITY APR, P37 SANDERS L, 1994, RECORD MANAGEME 1007, P53 SEDGWICK L, 1996, NATL UNDERWRITER APR, P9 SIMPSON G, 1994, CANADIAN MANAGER WIN, P21 ZUCKERMAN A, 1994, ACROSS BOARD OCT ZUCKERMAN A, 1994, IND WEEK 0815 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 1998 VL 16 IS 4-6 BP 570 EP 583 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZZ202 UT ISI:000074705800020 ER PT J AU Youssef, MA Libby, P Al-Khafaji, A Sawyer, G TI TQM implementation barriers in academe: a framework for further investigation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TQM; systems perspective; TQM benefits AB Many academics and practitioners believe that Total Quality Management philosophy is the panacea of the 1990s for many industries in all segments of the economy, including education. Many others have argued that TQM is a fad, and like many of its predecessors such as Management By Objectives (MBO), is going to fade away. Existing cases of successful implementation of TQM in business enterprises, which outnumber the failures, have made it easier for us to refute these claims. It is our belief that TQM is here to stay and, without it, organizations will not be able to survive in the turbulent and ever-changing environment of the 1990s. Although many of TQM applications found in literature were in the health care industry, TQM principles are applicable to other settings as well. The purpose of this paper is twofold. First, we will examine the barriers for TQM implementations in academia. Secondly, we will propose a framework for studying TQM in an academic setting. C1 Norfolk State Univ, Sch Business & Entrepreneurship, Dept Management & Decis Sci, Norfolk, VA USA. Ithaca Coll, Sch Business, Ithaca, NY 14850 USA. RP Youssef, MA, Norfolk State Univ, Sch Business & Entrepreneurship, Dept Management & Decis Sci, Norfolk, VA USA. CR *AM I CERT PUBL AC, 1992, AICPA PROF STAND, P1 EVELYN JJ, 1992, J BUSINESS STRAT JAN, P8 GREENE RT, 1994, GLOBAL QUALITY SYNTH HIGGINS RC, 1991, NATL PRODUCTIVIT WIN, P41 MADU CN, 1994, INT J TOTAL QUALITY, V5, P375 MATHERLY LL, 1992, QUALITY PROGR APR, P81 PATTEN TH, 1991, NATL PRODUCTIVIT WIN, P9 ROSS JE, 1993, TOTAL QUALITY MANAGE SAUNDERS IW, 1992, INT J QUALITY RELIAB, V8, P91 YOUSSEF MA, 1996, IN PRESS INT J TOTAL, V6 ZOFFER HJ, 1992, AM ACC ASS MID ATL R NR 11 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 1998 VL 16 IS 4-6 BP 584 EP 593 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZZ202 UT ISI:000074705800021 ER PT J AU Kolodny, H TI Building a foundation for high performance SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE organizational change; high performance; high commitment; heightened awareness; organizational choice; organizational readiness ID ORGANIZATION AB This paper presents the detailed steps involved in building a foundation for a high performance work organization. The steps are a part of a comprehensive model of the organizational change process. The model was developed within the context of manufacturing organizations but is considered to be applicable to a wide range of organizational sectors and organizational changes such as TQM or reengineering or teams. While only the front end of the Organization Change Process Model is presented, it is this foundation for building a high performance organization that is often give short shrift by managers anxious to change their organizations rapidly and it is their inattention to the foundation that is often the cause of the failure of their change initiatives. C1 Univ Toronto, Joseph L Rotman Sch Management, Toronto, ON M5S 3E6, Canada. RP Kolodny, H, Univ Toronto, Joseph L Rotman Sch Management, 105 St George St, Toronto, ON M5S 3E6, Canada. CR ARMENAKIS AA, 1993, HUM RELAT, V46, P681 AXELROD D, 1994, READ EC WORK C TOR O, P159 BECKHARD R, 1987, ORG TRANSITIONS MANA BEER M, 1987, ANNU REV PSYCHOL, V38, P339 BENNIS W, 1985, LEADERS STRATEGIES T DUNPHY D, 1993, HUM RELAT, V46, P905 GERSICK CJG, 1991, ACAD MANAGE REV, V16, P10 GREENHALGH L, 1985, REBALANCING WORK FOR GREENWOOD DJ, 1991, IND DEMOCRACY PROCES GUSTAVSEN B, 1992, DIALOGUE DEV JELLINEK M, 1990, INNOVATION MARATHON KLEIN JA, 1984, HARVARD BUS REV, V62, P87 KOCHAN T, 1992, TRANSFORMING ORG KOLODNY H, 1986, J APPL BEHAV SCI, V22, P287 KOTTER JP, 1995, HARVARD BUSINESS MAR, P59 LEWIN K, 1951, FIELD THEORY SOCIAL LIPPITT R, 1958, DYNAMICS PLANNED CHA LIPTON M, 1996, SLOAN MANAGEMENT SUM, P83 LOWSTEDT J, 1993, HUM RELAT, V46, P501 LYTLE WO, 1993, OPTIONS ACCELERATED MACWHINNEY W, 1992, PATHS CHANGE STRATEG MACY BA, 1993, RES ORG CHANGE DEV, V7, P235 MINTZBERG H, 1992, STRATEGIC MANAGEMENT, V13, P29 MITROFF II, 1994, FRAMEBREAK RADICAL R MOHRMAN AM, 1993, LARGE SCALE ORG CHAN NADLER DA, 1994, DISCONTINUOUS CHANGE NEWMAN J, 1994, READ EC WORK C TOR O, P141 POWELL WW, 1990, RES ORGAN BEHAV, V12, P295 QUINN J, 1980, STRATEGIES CHANGE LO RING PS, 1994, ACAD MANAGE REV, V19, P90 STEWART J, 1994, LONG RANGE PLANNING TICHY N, 1983, MANAGING STRATEGIC C TICHY N, 1986, TRANSFORMATIONAL LEA UTTERBACK JM, 1994, MASTERING DYNAMICS I VANDEVEN AH, 1984, ADMIN SCI QUART, V29, P598 WEISBORD MR, 1987, PRODUCTIVE WORKPLACE WEISBORD MR, 1992, DISCOVERING COMMON G WHYTE WF, 1992, PARTICIPATORY ACTION 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 1998 VL 16 IS 1-3 BP 1 EP 10 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX781 UT ISI:000074554500002 ER PT J AU Rogers, EW TI Enabling innovative thinking: fostering the art of knowledge crafting SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge crafting; knowledge management; concept mapping; meaningful learning; innovation cycles; tool-making AB In the industrial revolution, the mechanical tool-makers became the most critical element in the economic chain of production. It was after all, the tool-makers who made all the other factories possible. In the age of knowledge and high performance organizations, the tool-makers are those who generate the operating knowledge used in every other organization. Software is probably the best example of a common knowledge tool. In a more general approach, the most important skill in the knowledge era is that of knowledge crafting. Much of what is happening within reengineering efforts results in knowledge taking a more prominent place in the structure and operation of the business. This can be both devaluing and enabling for workers. Some manage to migrate on to client-server platforms for example, while others may be let go. It is important for the organization after the reengineering to develop a new organizational culture that can take advantage of the new power of knowledge. This paper proposes research into the development, deployment and utility of knowledge tools within organizations. Exploratory investigations indicate potential benefits from both a Human Resource perspective and the organizational leadership and strategy point of view. A model is proposed within which the importance of tool-making can be understood. From the model, projections are made about current and future needs for knowledge tool-making capability within organizations. Research interventions are proposed that would test the overall fit of the descriptive model as well as the usefulness of the knowledge tools used in the interventions for building knowledge crafting skills. C1 Cornell Univ, Sch Ind & Labor Relat, Ithaca, NY 14853 USA. RP Rogers, EW, Cornell Univ, Sch Ind & Labor Relat, 393 Ives Hall, Ithaca, NY 14853 USA. CR ARGYRIS C, 1992, ORG LEARNING BENNET, 1990, THESIS CORNELL U DRUCKER PF, 1993, POST CAPITALIST SOC EDMONDSON KM, 1995, J RES SCI TEACH, V32, P777 FROST, 1993, THESIS CORNELL U MCCALL M, 1978, LEADERSHIP ELSE CAN NOVAK JD, 1977, THEORY ED NOVAK JD, 1984, LEARNING LEARN NOVAK JD, 1994, FLOR AI RES S SENGE PM, 1990, 5 DISCIPLINE ART PRA VANDEVEN AH, 1995, ACAD MANAGE REV, V20, P510 WEICK KE, 1987, HDB ORG BEHAV, P10 NR 12 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 1998 VL 16 IS 1-3 BP 11 EP 22 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX781 UT ISI:000074554500003 ER PT J AU Glunk, U Wilderom, CPM TI Predictors of organizational performance in small and medium-sized professional service firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE organizational performance; stakeholder approach; performance predictors; resource-based approach; small and medium-sized firms; professional service firms; computer service firms ID SUSTAINABLE COMPETITIVE ADVANTAGE; CORPORATE CULTURE; STRATEGIC ALLIANCES; MARKET ORIENTATION; MANAGEMENT; RESOURCE; MODEL; LEADERSHIP AB The paper sets out our theoretical and empirical approach to delineating predictors of stakeholder performance in medium-sized computer service firms. It combines a resource-based approach with recent insights from the literature on small and medium-sized firms, professional service, and computer-service firms. Top managerial capital (in terms of inspiration, competence, and communication) and organizational capital (in terms of external, professional, and employee orientation as well as networking, financial management, and market focus) are assumed to be major predictors of organizational performance. C1 Tilburg Univ, Fac Econ & Business Adm, NL-5000 LE Tilburg, Netherlands. RP Glunk, U, Tilburg Univ, Fac Econ & Business Adm, POB 90153, NL-5000 LE Tilburg, Netherlands. CR *HAY GROUP, 1986, ACH COMP ADV EFF MAN ACAR A, 1993, J SMALL BUS MANAGE, V31, P86 BAHRAMI H, 1992, CALIF MANAGE REV, V34, P33 BARNEY J, 1991, J MANAGE, V17, P99 BARNEY JB, 1986, ACAD MANAGE REV, V11, P656 BASS BM, 1985, LEADERSHIP PERFORMAN BHARADWAJ SG, 1993, J MARKETING, V57, P83 BRIGNALL S, 1996, INT J SERV IND MANAG, V7, P6 BROWN DM, 1994, LONG RANGE PLANN, V27, P89 BRYMAN A, 1992, CHARISMA LEADERSHIP CALORI R, 1991, ORGAN STUD, V12, P49 CHATMAN JA, 1994, ACAD MANAGE J, V37, P522 CHRISTAKOS G, 1993, STOCH HYDROL HYDRAUL, V7, P14 DEEDS DL, 1996, J BUS VENTURING, V11, P41 DENISON DR, 1984, ORGAN DYN, V13, P4 DESHPANDE R, 1993, J MARKETING, V57, P23 DOYLE P, 1994, J GEN MANAGE, V20, P1 ECCLES RG, 1991, HARVARD BUS REV, V69, P131 FIOL CM, 1991, J MANAGE, V17, P191 FITZGERALD L, 1988, INT J OPER PROD MAN, V8, P109 GASKILL LR, 1993, J SMALL BUS MANAGE, V31, P18 GHORPADE J, 1970, PACIFIC SOCIOLOGICAL, V13, P31 GLUNK U, 1996, 56 AC MAN M CINC OH GRAY S, 1995, EUROPEAN MANAGEMENT, V13, P269 HABEL S, 1992, STRATEGISCHE UNTERNE HANSEN GS, 1989, STRATEGIC MANAGE J, V10, P399 HARDILL I, 1996, NEW TECH WORK EMPLOY, V11, P107 HOFMAN P, 1995, COMPUTER Z, V21, P7 HOFSTEDE G, 1990, ADMIN SCI QUART, V35, P286 JAWORSKI BJ, 1993, J MARKETING, V57, P53 KAPLAN RS, 1992, HARVARD BUS REV, V70, P71 KOCH MJ, 1996, STRATEGIC MANAGE J, V17, P335 KOENE BAS, 1996, THESIS U MAASTRICHT LAWRENCE P, 1967, ORG ENV LUSSIER RN, 1995, J SMALL BUS MANAGE, V33, P8 MALECKI EJ, 1996, INT J TECHNOL MANAGE, V11, P43 MCGUIRE J, 1986, ADV STRATEG MANAGE, V4, P127 MCMAHON RGP, 1994, J SMALL BUS MANAGE, V32, P9 MOUWEN CHJ, 1991, NEDERLANDSE SOFTWARE, A1 NARVER JC, 1990, J MARKETING, V54, P20 NICOLAI DJ, 1990, BEDRIJFSKUNDE, V62, P435 PILLAI R, 1995, AC MAN M BEST PAP P, P332 PREISENDORFER P, 1990, ORGAN STUD, V11, P107 PRESTON LE, 1990, J BEHAVIORAL EC, V19, P361 QUINN JB, 1996, HARVARD BUS REV, V74, P71 RAFFA M, 1994, J SYST SOFTWARE, V26, P19 REIJNDERS WJM, 1996, J SMALL BUS MANAGE, V34, P36 REIMAN BC, 1982, ACAD MANAGE J, V25, P323 RITSEMA A, 1994, MANAGEMENT TEAM 0404, P62 RITTERRATH S, 1995, COMPUTER Z, V5, P17 ROMMEL G, 1995, SIMPLICITY WINS SANDERS J, 1994, SOFTWARE QUALITY FRA SCHERER FM, 1980, IND MARKET STRUCTURE SCHMENNER RW, 1986, SLOAN MANAGE REV, V27, P21 SIMON H, 1996, HIDDEN CHAMPIONS LES SMITH KG, 1994, ADMIN SCI QUART, V39, P412 SUBBANARASIMHA PN, 1996, 56 AC MAN M CINC OH TAYLOR B, 1990, LONG RANGE PLANN, V23, P66 THOM N, 1990, MANAGE INT REV, V30, P181 TSUI AS, 1990, ADMIN SCI QUART, V35, P458 VENKATRAMAN N, 1986, ACAD MANAGE REV, V11, P811 WETZELS M, 1995, EIASM WORKSH QUAL MA WHITT JD, 1990, J APPL BUSINESS RES, V7, P45 WINNENBROCK F, 1993, OFFICE MANAGEMENT, V7, P26 ZAMMUTO RF, 1984, ACAD MANAGE REV, V9, P606 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 1998 VL 16 IS 1-3 BP 23 EP 36 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX781 UT ISI:000074554500004 ER PT J AU Jones, RP TI Management, technology, and what's next SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE management theory; organization theory; future organizations; high-technology firms; management history ID TRENDS; FUTURE AB This paper is searching for the identity for what the future high performance organization (in the high-technology sector) will 'look like'. The management history literature was examined to identify a comparative framework for historical management thought. Social, economic and philosophical issues were considered. The relationship between this comparative framework and economic long wave theory were used to consider what 'paradigm of automation' will provide the economic engine during the next (fifth) economic long wave expansion. The high-technology business environment was examined for unique characteristics, revealing uncertainty. Current emerging technologies were reviewed for consideration as candidate 'paradigms of automation'. The implications for future high performance organizations in the technology sector, were that: flexibility, adaptive, responsive, action-oriented, and high-skill mix are traits that would be required. C1 Westinghouse Savannah River Co, Aiken, SC 29808 USA. RP Jones, RP, Westinghouse Savannah River Co, Bldg 707-F,Rm 51, Aiken, SC 29808 USA. CR 1992, R D MAGAZINE APR, V34, P42 ANSOFF HI, 1987, J BUS STRAT, V7, P28 BAHRAMI H, 1992, CALIF MANAGE REV, V34, P33 BARLEY SR, 1992, ADMIN SCI QUART, V37, P363 BOHL D, 1996, ORGAN DYN, V25, P7 CAPON N, 1987, J MARKETING, V51, P1 CAULKIN S, 1995, ACROSS BOARD, V32, P32 EASTMAN WN, 1994, J APPL BEHAV SCI, V30, P313 FREEDMAN DH, 1992, HARVARD BUS REV, V70, P26 GOLDMAN SL, 1995, AGILE COMPETITORS VI GUILLEN MF, 1994, SLOAN MANAGE REV, V36, P75 JAIKUMAR R, 1986, HARVARD BUS REV, V64, P69 KAIGHOBADI M, 1994, INT J OPER PROD MAN, V14, P26 KOCAOGLU DF, 1994, IEEE T ENG MANAGE, V41, P347 MCGEE MK, 1992, MANAGE REV, V81, P44 MITROFF II, 1987, BUSINESS NOT USUAL R MORIARTY RT, 1989, SLOAN MANAGE REV, V30, P7 NEMETZ PL, 1988, ACAD MANAGE REV, V13, P627 NOHRIA N, 1994, CALIF MANAGE REV, V36, P70 WERTHER WB, 1994, ORGAN DYN, V22, P20 WREN DA, 1994, EVOLUTION MANAGEMENT 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 1998 VL 16 IS 1-3 BP 37 EP 44 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX781 UT ISI:000074554500005 ER PT J AU Amidon, DM TI The evolving community of knowledge practice: the Ken awakening SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge management; innovation strategy; intangible assets; ken; cross-cultural; community of practice AB The momentum of knowledge management has evolved rapidly. Enterprises are searching for management techniques which reap better results than what was yielded by quality, re-engineering and restructuring efforts. What has emerged is an international community of theorists and practitioners dedicated to shift the management orientation from one of accounting of financial assets to one of measuring and monitoring the intangible assets relevant in a knowledge economy. Indeed, innovation has been redefined according to the prosperous flow of knowledge. This paper traces the evolution of the movement, defines the elements of 5th Generation R&D, positions the material under the rubric of innovation strategy, illustrates some lead practitioners and outlines a prospectus for the future. 'Ken' represents a cross-cultural term to capture this modern sense of perspective and range of vision. C1 Entovat Int, Wilmington, MA 01887 USA. RP Amidon, DM, Entovat Int, 2 Reading Ave, Wilmington, MA 01887 USA. CR AMIDON DM, 1997, INNOVATION STRATEGY AMIDON DM, 1997, INT J INNOVATION MAN BROWN JS, 1995, FAST CO, V1, P78 HANDY C, 1989, AGE PARADOX LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG, R13 MILLER WL, 1995, RES TECHNOLOGY M NOV, P24 ROGERS DMA, 1987, MANAGING KNOWLEDGE A ROGERS DMA, 1996, CHALLENGE 5 GENERATI, P33 ROUSSEL PA, 1991, 3 GENERATION R D MAN SAVAGE CM, 1990, 5 GENERATION MANAGEM SKYRME DJ, 1997, CREATING KNOWLEDGE B 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 1998 VL 16 IS 1-3 BP 45 EP 63 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX781 UT ISI:000074554500006 ER PT J AU Bart, CK TI A comparison of mission statements and their rationales in innovative and non-innovative firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE mission statement; strategy; innovation; purpose; vision; content AB This article presents findings from research which examined and analyzed the content of mission statements from 72 North American corporations. Specifically, 25 mission statement components were analysed to determine if there were any differences between innovative and non-innovative organizations. In addition, the rationales behind the creation of the mission statements in both types of firms were also examined and compared. The findings suggest that there are some mission components and rationales which seem to vary significantly between innovative and non-innovative companies and it is these to which managers should pay especially close attention. C1 McMaster Univ, Michael G DeGroote Sch Business, Hamilton, ON L8S 4M4, Canada. RP Bart, CK, McMaster Univ, Michael G DeGroote Sch Business, Hamilton, ON L8S 4M4, Canada. CR *BAIN CO, 1996, MAN TOOLS TECHN BAETZ MC, 1996, LONG RANGE PLANN, V29, P526 BART CK, 1996, 56 MCM U INN RES CTR BART CK, 1996, INT J TECHNOL MANAGE, V11, P479 BART CK, 1996, J HIGH TECHNOLOGY MA, V7, P209 BART CK, 1997, IN PRESS J MANAGEMEN BART CK, 1997, IND MARKET MANAG, V25, P1 BYARS LL, 1984, STRATEGIC MANAGEMENT CAMPBELL A, 1991, LONG RANGE PLANN, V24, P10 CAMPBELL A, 1993, PLANNING REV COLLINS JC, 1991, CALIFORNIA MANAG FAL DAVID FR, 1989, LONG RANGE PLANN, V22, P90 DAVID FR, 1993, STRATEGIC MANAGEMENT IRELAND RD, 1992, BUSINESS HORIZON MAY KLEMM M, 1991, LONG RANGE PLANN, V24, P73 MEDLEY GJ, 1992, LONG RANGE PLANN, V25, P63 WANT JH, 1986, MANAGEMENT REV AUG, P46 NR 17 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 1998 VL 16 IS 1-3 BP 64 EP 77 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX781 UT ISI:000074554500007 ER PT J AU Ronnholm, H Takala, J TI Improving the efficiency and effectiveness of production by materials management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE logistics; production; materials management; pull system; Kanban; electronics industries AB The primary objective of this study is to develop a new model for materials management in a case company. The new model improves on-time-deliveries by preventing the lack of material in production and improving the delivery promptness of suppliers. The secondary objectives of the model are to decrease inventories and time spent on the operative purchasing. The first section reviews the importance of logistics in purchasing and subcontracting, and reviews different methods for controlling material flow. The theory of the push system, mainly MRP II (Manufacturing Resource Planning) is compared with the Japanese pull system. Finally, the importance of forecasting and different classification methods of material are described. The second section presents the case company and the main problems of its purchasing process. The task of the study is also specified. The causes of material shortages, material and information flow, inbound logistics, time used by the purchasers, ability of the stock to serve the production, fluctuation of demand and on-time-deliveries of the suppliers are examined to describe the old procurement process and to find the main problems in it. To get rid off these problems, a new model based on the combination of the pull and push systems is developed. The pull is implemented by using a Kanban system and assigning the responsibility of material call-offs from purchasers to shop floor teams. The functionality of the model is verified by a pilot project with a selected supplier. The third section describes the new operational model and the practical changes and solutions done within the study. This includes placing of material, different ordering methods for various materials, sending of forecasts and receiving of material. The criteria for items to be controlled by pull - the Kanban items - are also presented. Benefits gained by kits and clusters in the future are also described. In the fourth section, the benefits gained by the new model are evaluated. Personnel satisfaction, quickened information flow, decreased inventories and number of material shortages, deepened supplier cooperation (better quality, lower prices, improved on time delivery) and improved delivery promptness of the case company are all means to improve customer satisfaction. Generalization possibilities of the model are also examined. C1 Univ Vaasa Prod Econ, FIN-65101 Vaasa, Finland. RP Ronnholm, H, Univ Vaasa Prod Econ, POB 700, FIN-65101 Vaasa, Finland. CR *ABB CO, 1993, LECT MAT, P104 ELORANTO E, 1986, OHJATTAVUUSANALYYSI, P223 FORRESTER J, 1961, IND DYNAMICS HAKKARAINEN M, 1995, PRODUCTION CONTROL, P193 LEENDERS M, 1981, PURCHASING MAT MANAG, P363 MIETTINEN P, 1993, PRODUCTION CONTROL L, P102 MONDEN YH, 1982, TOYOTA PRODUCTION SY, P232 SRIKANTH M, 1990, SYNCHRONOUS MANUFACT, P310 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 1998 VL 16 IS 1-3 BP 78 EP 92 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX781 UT ISI:000074554500008 ER PT J AU Vendelo, MT TI Recycling software - on the road to high performance in software companies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE equivocality of information technology; high performance; interpretive capabilities; new business creation; recycling software; software industry ID REUSE; MODEL AB The present paper demonstrates that within the software industry high performance organizations emerge when software companies exploit the equivocality of the information technology as well as their interpretive capabilities in order to recycle software. The point of departure for the paper is the observation that for many years reuse of software objects, etc. has attracted much interest and energy from researchers, engineers and managers within the software industry. Foremost, because they perceive such reuse as the key to high performance in software development. Ultimately, this idea focus on creation of software factories which will improve efficiency in software development and provide managers with more control over the software development process. However, truly successful implementation of the idea has never happened, most likely because its champions solely emphasize technical aspects of the process. We already know that the equivocality of the information technology implies that it can take on many different forms and holds an infinite number of possible and plausible applications. Besides, based on a longitudinal study of software development and new business creation in a rapidly growing software company this paper shows that rather than focusing on reuse of software objects, software companies must give attention to the possibilities for recycling of software provided by the equivocality of the information technology, if they want to improve performance. Yet, recycling of software is not an easy task, as besides being a matter of mastering technological knowledge, it demands that software companies undertake continuous sensemaking of the software, and thereby, convince their customers about its usefulness as solutions to their specific needs. When successful then this process implies that over time software platforms are used for provision of solutions to a variety of needs. To illustrate this idea the paper traces two software platforms on tour, and it analyzes the formulation of new interpretations which facilitate their recycling. C1 Copenhagen Business Sch, Dept Informat & Management Accounting, DK-2000 Frederiksberg, Denmark. RP Vendelo, MT, Copenhagen Business Sch, Dept Informat & Management Accounting, Howitzvej 60, DK-2000 Frederiksberg, Denmark. CR ADAMS JS, 1976, HDB IND ORG PSYCHOL BARLEY SR, 1986, ADMIN SCI QUART, V31, P78 BORUM F, 1993, SCANDINAVIAN J MANAG, V9, P5 BURGELMAN RA, 1983, ACAD MANAGE REV, V8, P61 BURGELMAN RA, 1983, ADMIN SCI QUART, V28, P223 BURGELMAN RA, 1986, CORPORATE INNOVATION CUSUMANO MA, 1991, JAPANS SOFTWARE FACT FRAKES WB, 1994, IEEE T SOFTWARE ENG, V20, P617 FRAKES WB, 1995, COMMUN ACM, V38, P75 FRIEDMAN AL, 1992, SOCIAL DYNAMICS FIEL GARUD R, 1996, INT J TECHNOL MANAGE, V11, P883 JELINEK M, 1990, INNOVATION MARATHON JONES MR, 1990, EQUIVOCALITY INFORMA LATOUR B, 1986, MAPPING DYNAMICS SCI LAW J, 1986, MAPPING DYNAMICS SCI ORLIKOWSKI W, 1989, P 10 INT C INF SYST, P199 ORLIKOWSKI WJ, 1991, ACCOUNTING MANAGEMEN, V1, P9 SCHOONHOVEN CB, 1990, MANAGING COMPLEXITY TRACZ W, 1988, SOFTWARE REUSE EMERG TUSHMAN M, 1981, ACAD MANAGE J, V24, P289 VANDEVEN AH, 1989, RES MANAGEMENT INNOV VONHIPPEL E, 1977, IND MARKET MANAG, V6, P163 WALSHAM G, 1993, INTERPRETATING INFOR WEICK KE, 1990, TECHNOLOGY ORG YAKURA E, 1994, S OCIS TIM DIV AC MA 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 1998 VL 16 IS 1-3 BP 93 EP 104 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX781 UT ISI:000074554500009 ER PT J AU Archer, NP Ghasemzadeh, F TI A decision support system for project portfolio selection SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE project portfolio selection; integrated framework; decision support system AB Any business enterprise which innovates, either in the development of new products or in changes to its own internal operations and processes, must deal with choices among alternative projects that compete for scarce resources. The set of resulting choices is a project portfolio. Many methodologies have been developed for dealing with this process, including techniques which evaluate individual projects or which select a portfolio from among available projects. Until now, there have been no attempts to provide a process framework for project portfolio selection which is adaptable to the needs and preferences of the corporation, and which provides an organized approach to selecting a portfolio which meets the organization's requirements. We provide such a framework, in which the choice of methodology in each stage is discretionary. Our framework consists of six operational stages, preceded by pre-process decision making, including strategy development and methodology selection. In each stage the users are heavily involved in making decisions, where they can be aided by decision support tools. The net effect of using the framework is to simplify the portfolio selection process and, since users can use methodologies they prefer, it provides flexibility. The framework can also be used as a basis for decision support, and we have developed a prototype decision support system corresponding to the framework. We describe the system and demonstrate its operation in the final stages of portfolio selection. C1 McMaster Univ, Michael G DeGroote Sch Business, Hamilton, ON L8S 4M4, Canada. RP Archer, NP, McMaster Univ, Michael G DeGroote Sch Business, Hamilton, ON L8S 4M4, Canada. CR ARCHER NP, 1996, 46 MCM U SCH BUS ARCHER NP, 1996, 49 MCMAST U SCH BUS ARCHIBALD RD, 1992, MANAGING HIGH TECHNO BUCKLEY SR, 1990, INFORMATION SOC, V7, P109 DEMAIO A, 1994, EUR J OPER RES, V78, P178 DOLK DR, 1993, DECIS SUPPORT SYST, V9, P51 EVANS GW, 1989, J OPER RES SOC, V40, P971 FINHOLT T, 1990, ORG SCI, V1 GHASMZADEH F, 1996, 0 1 ILP MODEL PROJEC HALL DL, 1990, IEEE T ENG MANAGE, V37, P126 MUKHERJEE K, 1994, INT J PROD ECON, V36, P203 SCHNIEDERJANS MJ, 1993, EUR J OPER RES, V70, P244 TURBAN E, 1995, DECISION SUPPORT EXP NR 13 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 1998 VL 16 IS 1-3 BP 105 EP 114 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX781 UT ISI:000074554500010 ER PT J AU Brooking, A Board, P Jones, S TI The predictive potential of intellectual capital SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE intellectual capital; assets; marketing; intellectual property; infrastructure; human-centred; goals; target; audit; Brooking; Technology Broker AB Intellectual capital comprises intangible assets to include market, intellectual property, infrastructure and human centred assets. In some organizations, notably service organizations and those dependent upon information technology, intangible assets now outweigh tangibles in their importance to the organization. Indeed, possession of tangible assets such as machinery, buildings and cash is only leveraged according to the nature and quality of intellectual capital in the organization. This paper demonstrates how a method for documenting, identifying, measuring and managing intellectual capital has been used to audit a company's ability to achieve its goals. It demonstrates how the intellectual capital audit method is prescriptive in assessing an organization's ability to achieve its goals. This paper presents a detailed methodology for auditing intellectual capital and two case studies where the method has been used to validate the organization's ability to achieve its goals. The case studies demonstrate the complex relationship between intangible assets and provides the audience with insight into how re-engineering can be abused. The notion of corporate strategy as an anachronism is discussed acid suitably dismissed. The paper concludes with a commentary on how an understanding of intellectual capital assists the corporate decision making process with issues such as understanding the role of R&D in the organization, and the appropriateness of learning schemes. Finally it hints at the nature of corporate memory and how it will be used in the next millennium. C1 Technol Broker, Cambridge CB4 5DS, Cambs, England. RP Brooking, A, Technol Broker, Digital Pk,Stn Rd, Cambridge CB4 5DS, Cambs, England. CR BROOKING A, 1996, INTELLECTUAL CAPITAL 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 1998 VL 16 IS 1-3 BP 115 EP 125 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX781 UT ISI:000074554500011 ER PT J AU Masoulas, V TI Organizational requirements definition for intellectual capital management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE human capital; intellectual capital; participative design; systems design management; intellectual capital management; ORDIC; requirements definition; endogenous growth; organizational memory; selection systems; reward systems; career development systems; experience systems AB To manage intellectual capital of organizations, a systemic and human oriented approach must be followed. In this article a means is proposed of managing intellectual capital: participative development of systems supporting the management of skills (learning systems), information (information systems), experience (experience systems) and attitudes (compensation, selection, career development systems). The design of these systems should be based on organizational requirements. In this paper, a formal method of requirements definition is presented to be used as the basis of intellectual capital management in organizations. A case study is included to show how the method can be brought into practice as well as its general applicability for managing intellectual capital of organizations. C1 ITESM, Ctr Knowledge Syst, Monterrey 64849, NL, Mexico. RP Masoulas, V, ITESM, Ctr Knowledge Syst, Campus Monterrey,E Garza Sada 2501 Sur, Monterrey 64849, NL, Mexico. CR 1994, SKANDIAS 1994 ANN S 1995, SKANDIAS 1995 ANN S 1996, FORTUNE ALTSHULLER GS, 1988, CREATIVITY EXACT SCI BALDWIN TT, 1988, PERS PSYCHOL, V41, P63 BRINKERHOFF RO, 1994, LEARNING ALLIANCE SY BROAD M, 1992, TRANSFER TRAINING CATTERALL BJ, 1991, BEHAV INFORM TECHNOL, V10, P359 CHECKLAND P, 1990, SOFT SYSTEMS METHODO DEMING WE, 1986, OUT CRISIS DRAKE K, 1996, HUMAN RESOURCE ACCOU EASON KD, 1989, INFORMATION TECHNOLO EMERY F, 1959, CHARACTERISTICS SOCI EMERY F, 1995, J QUALITY PARTICIPAT, V18, P6 FEIWEL GR, 1975, INTELLECTUAL CAPITAL FLORIDA R, 1993, FUTURES, V25, P637 GARVIN DA, 1993, HARVARD BUSINESS JUL, P78 HAMMER M, 1993, REENGINEERING CORPOR MASOULAS V, 1996, P 2 WORLD C INT DES MUMFORD E, 1986, USING COMPUTERS BUSI OLPFRED CW, 1994, HUMAN FACTORS ORG DE, V4, P421 ROMER P, 1991, EUROPEAN EC REV, V35, P971 ROMER PM, 1986, J POLIT ECON, V94, P1002 SCHEIN EH, 1993, SLOAN MANAGE REV, V34, P85 SCHULTZ TW, 1981, INVESTING PEOPLE EC SENGE PM, 1990, 5 DISCIPLINE STEWART TA, 1994, FORTUNE 1003, P28 TANNENBAUM SI, 1992, ANNU REV PSYCHOL, V43, P399 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 1998 VL 16 IS 1-3 BP 126 EP 143 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX781 UT ISI:000074554500012 ER PT J AU Strieter, JC Tankersley, C TI How managers in high technology organizations perceive the usefulness of information shared during new product development SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE new product development; collaboration; high technology; integration; information sharing ID RESEARCH-AND-DEVELOPMENT; MARKET-RESEARCH; MODEL; PERSONNEL; FIRMS; TRUST AB This study surveys managers in high technology organizations throughout the USA to determine the role of the perceived usefulness of information shared between functional areas during new product development. Marketing, Manufacturing and R&D managers were asked to rate the perceived usefulness of information shared between functional areas during a specific new product development program. Managers rated the perceived usefulness of shared information on the basis of sixteen characteristics describing the information, the relationship between workers in different functional areas, and the overall effectiveness of integration in the organization. The results reveal similarities and differences in the perceived usefulness of information shared between different functional areas. The paper discusses these results and their implications for managers involved in new product development in high technology organizations. C1 SUNY Coll Brockport, Dept Business Adm, Brockport, NY 14420 USA. Syracuse Univ, Sch Management, Syracuse, NY 13244 USA. RP Strieter, JC, SUNY Coll Brockport, Dept Business Adm, Brockport, NY 14420 USA. CR BROWN LD, 1983, MANAGING CONFLICT OR BURSIC KM, 1992, IEEE T ENG MANAGE, V39, P277 CLARK KB, 1991, PRODUCT DEV PERFORMA DESHPANDE R, 1982, J MARKETING RES, V19, P14 DESHPANDE R, 1984, J MARKETING RES, V21, P32 DESHPANDE R, 1987, J MARKETING RES, V24, P114 GUNN TG, 1991, MAKING ORG COMPETITI, P76 JOHN G, 1984, J MARKETING RES, V21, P170 MENON A, 1992, J MARKETING, V56, P53 MOENAERT RK, 1990, J PROD INNOVAT MANAG, V7, P213 MOENAERT RK, 1990, J PROD INNOVAT MANAG, V7, P91 MOORMAN C, 1992, J MARKETING RES, V29, P314 MOORMAN C, 1993, J MARKETING, V57, P81 PARKER G, 1994, TRAINING DEV OCT, P49 SCHRAGE M, 1990, SHARED MINDS SHRIVASTAVA P, 1987, STRATEGIC MANAGE J, V8, P77 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 1998 VL 16 IS 1-3 BP 144 EP 151 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX781 UT ISI:000074554500013 ER PT J AU Jones, P Jordan, J TI Knowledge orientations and team effectiveness SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE competitive advantage; knowledge management; organizational learning AB The critical importance of knowledge as a resource has been recognised in recent years and many firms are looking at how they can make their knowledge base accessible and use it effectively. Within the aerospace industry recent initiatives including concurrent engineering, project teams and multi-functional working have heightened the concern with managing knowledge. The literature contains a profusion of prescriptive work on knowledge management, but relatively little attention has been paid to describing how knowledge is actually managed by technical specialists within organizations. This paper describes empirical work on how aerospace engineers acquire, disseminate and store technical knowledge. On the basis of this research we propose an outline theory of the dimensions relevant to learning and knowledge management within organizations. We conclude with a critical review of how technical knowledge can be systematically managed at the level of the team and the potential difficulties that may be generated for learning within organizations. C1 Univ W England, Bristol Business Sch, Bristol BS16 1QY, Avon, England. RP Jones, P, Univ W England, Bristol Business Sch, Bristol BS16 1QY, Avon, England. CR ANCONA, 1992, TRANSFORMING ORG BADARACCO J, 1991, KNOWLEDGE LINK FIRMS BURGOYNE J, 1994, LEARNING CO, P1 COOPEY J, 1995, MANAGE LEARN, V26, P193 GARRETT B, 1987, LEARNING ORG KOGUT B, 1992, ORGAN SCI, V3, P383 MOENAERT R, 1994, IEEE T ENG MANAGE, V42, P243 MOHRMAN SA, 1995, DESIGNING TEAM BASED NONAKA I, 1995, KNOWLEDGE CREATING C PEDLAR MJ, 1991, LEARNING CO POLANYI M, 1966, TACIT DIMENSION PRAHALAD K, 1990, HARVARD BUSINESS MAY, P79 SENGE P, 1990, 5 DISCIPLINE ART PRA SONG M, 1996, IEEE T ENG MANAGE, V42, P360 STARBUCK WH, 1992, J MANAGE STUD, V29, P713 WEICK KE, 1996, HDB ORG STUDIES, P440 WHEELWRIGHT S, 1992, REVOLUTIONIZING PROD NR 17 TC 9 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 1998 VL 16 IS 1-3 BP 152 EP 161 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX781 UT ISI:000074554500014 ER PT J AU Lynn, BE TI Performance evaluation in the new economy: bringing the measurement and evaluation of intellectual capital into the management planning and control system SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE intellectual capital; intangibles; asset measurement; performance evaluation AB The measurement and evaluation of intellectual capital is an exercise in trying to determine the value of ideas, skills and other products of the human intellect. Rather than trying to place a value on human beings we are trying to determine the value-added by the services they are performing now, have performed in the past and their potential for the future. The history of intellectual capital valuation is both fraught with problems and replete with opportunities. Current experiments in reporting and evaluating knowledge assets show that intellectual capital, once it is recognized and cultivated, is a potent force in enhancing organization value, that is, increasing results. The current paper reports briefly on this history and current experiments and then proposes a generalized four-phase model of implementing an intellectual capital evaluation system based on the organization's analysis of its core competencies and a set of balanced performance evaluation measures. C1 McMaster Univ, Michael G DeGroote Sch Business, Hamilton, ON L8S 4M4, Canada. RP Lynn, BE, McMaster Univ, Michael G DeGroote Sch Business, Hamilton, ON L8S 4M4, Canada. 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J. Technol. Manage. PY 1998 VL 16 IS 1-3 BP 162 EP 176 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX781 UT ISI:000074554500015 ER PT J AU Newton, K TI The high performance workplace: HR-based management innovations in Canada SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE high performance workplace; organizational innovation; human resource management; government policy AB What are some of the innovative human-resource based strategies that management is using to meet the challenges of the knowledge-based economy? The paper looks at the uptake of organizational innovations and the 'new' HR management in Canada. It examines the links between such innovations and the bottom line in 'high performance work systems'. Policy issues, the role of government, and research needs are addressed. C1 Ind Canada, Ottawa, ON K1A 0H5, Canada. RP Newton, K, Ind Canada, 235 Queen St,Rm 502G, Ottawa, ON K1A 0H5, Canada. 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J. Technol. Manage. PY 1998 VL 16 IS 1-3 BP 177 EP 192 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX781 UT ISI:000074554500016 ER PT J AU Floricel, S Lampel, J TI Innovative contractual structures for interorganizational systems SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE principal-agent theory; agency theory; contract; large-scale engineering projects; turnkey; EPC ID AGENCY THEORY; RISK AB This paper tests the principal-agent theory in the context of contracting practices for the development of large-scale engineering projects. Five hypotheses are derived from the principal-agent theory regarding the propensity to use behaviour-based contracts versus outcome-based contracts function of the project owner's risk aversion and monitoring competencies, of the goal congruence between principal and agent, of the agent's risk aversion, and of the technological innovation required by the project. A sixth hypothesis states that more successful projects are more in line with the predictions of the first five hypotheses. All hypotheses are translated into testable propositions specific to large-scale engineering projects. For instance, outcome-based contracts are assimilated to fixed-price contracts such as turnkey and EPC. Results based on a sample of 60 power plant projects confirm that participants tend to select contracts as the principal agent theory predicts. Moreover, contracts used in successful projects follow more accurately the theoretical predictions. C1 Univ Quebec, CAE, NSERC, SSHRC,Chair Management Technol, Montreal, PQ H3C 4T9, Canada. RP Floricel, S, Univ Quebec, CAE, NSERC, SSHRC,Chair Management Technol, Pavillon Ste Catherine Ouest,Local X-7330,CP 1100, Montreal, PQ H3C 4T9, Canada. CR ARROW KJ, 1985, PRINCIPALS AGENTS ST, P37 ASANUMA B, 1991, J JAPANESE INT EC BAIMAN S, 1982, J ACCOUNTING LIT, V1, P154 BEIDLEMAN CR, 1990, SLOAN MANAGEMENT SPR, P47 BERG JE, 1992, RES EXPT EC, V5, P1 CHAPMAN CB, 1994, OMEGA-INT J MANAGE S, V22, P537 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P57 HANNAN MT, 1984, AM SOCIOL REV, V49, P149 HOLMSTROM B, 1979, BELL J ECONOM, V10, P74 JENSEN M, 1976, J FINANC ECON, V11, P5 KAWASAKI S, 1987, J JAPANESE INT EC, V1, P1327 LAFFONT JJ, 1993, THEORY INCENTIVES PR LAMPEL J, 1996, R&D MANAGE, V26, P357 MERROW EW, 1988, UNDERSTANDING OUTCOM MILGROM P, 1992, EC ORG MANAGEMENT ROTH K, 1996, ACAD MANAGE J, V39, P678 SHAVELL S, 1979, BELL J ECON, V10, P55 WOLFSON M, 1985, PRINCIPALS AGENTS ST, P101 NR 18 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 1998 VL 16 IS 1-3 BP 193 EP 206 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX781 UT ISI:000074554500017 ER PT J AU Park, CK TI Towards a theory of dynamic control mechanisms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE sustained performance; strategy process; theory; programmed innovation; emergent innovation; decision making; strategic control systems; chaotic order; dynamic control mechanisms; interlock; competition; cultural; institutional; game-theoretic; organizational; administrative; affective AB In this paper, a theory of dynamic control and how it may contribute towards promoting innovation in the high performing organization, is introduced. Programmed innovation occurs as a result of top down conscious efforts by the top management. Emergent innovation occurs spontaneously from the bottom up. In today's dynamic environments, competitive positioning and strategic adaptation should be vastly improved with the judicious balancing and shifting of programmed and emergent innovation. Dynamic control mechanisms give managers the ability to do this. The common driver behind these control mechanisms is the notion of tight and loose interlocks. Five ideal types of mechanisms work alone and in concert with each other to effect innovation; administrative, institutional, cultural, game-theoretic and affective control mechanisms are described. C1 Univ Connecticut, Dept Management, Storrs, CT 06269 USA. RP Park, CK, Univ Connecticut, Dept Management, Box U-41 M,368 Fairfield Rd, Storrs, CT 06269 USA. 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Technol. Manage. PY 1998 VL 16 IS 1-3 BP 207 EP 215 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX781 UT ISI:000074554500018 ER PT J AU Taylor, G TI Organizing for innovation: parallel processing as a design principle for field-related interfirm networks SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; organization design; parallel processing; networks; information processing; emergent organizations; strategy ID ORGANIZATIONS AB The purpose of this paper is to describe the role of parallel processing as a key design principle in organizing the expansion and deployment of complex knowledge. Parallel processing is the preferred information architecture for the open inter-firm systems through which complex, field-related knowledge is most effectively managed. Open inter-firm systems are emergent, organizing themselves on a project-by-project basis with new inter-firm teams created for each project. Participation in these systems is determined by the underlying knowledge base deployed to address a specific innovation. Within these systems, participants expand their knowledge base by learning to solve complex product/process design problems. C1 Univ Hawaii Manoa, Coll Business Adm, Honolulu, HI 96822 USA. RP Taylor, G, Univ Hawaii Manoa, Coll Business Adm, 2404 Maile Way, Honolulu, HI 96822 USA. 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J. Technol. Manage. PY 1998 VL 16 IS 1-3 BP 216 EP 224 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX781 UT ISI:000074554500019 ER PT J AU Agarwal, N Singh, P TI organizational rewards for a changing workplace: an examination of theory and practice SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE new pay; compensation and reward strategies; organizational change ID PAY AB In response to a rapidly changing business environment, organizations are attempting to implement fundamental changes in how they structure and manage themselves. The current academic and applied literature highlights various initiatives being employed by organizations in their change efforts. These include. total quality management, re-engineering, de-layering, downsizing, employee empowerment, teamwork, and customer service. However, empirical evidence suggests that some organizations are more successful than others in initiating and sustaining meaningful change. One potential explanation for such variations lies in the manner in which organizations reward their employees. Some organizations, realizing that the reward systems should be congruent with organizational strategy, have begun moving away from traditional reward systems and are increasingly adopting new pay and reward strategies. In this study, we review the relevant theoretical and empirical literature and examine the reward strategies of two companies trying to grapple with organizational change. C1 McMaster Univ, MGD Sch Business, Hamilton, ON L8S 4M4, Canada. RP Agarwal, N, McMaster Univ, MGD Sch Business, Hamilton, ON L8S 4M4, Canada. 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J. Technol. Manage. PY 1998 VL 16 IS 1-3 BP 225 EP 238 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX781 UT ISI:000074554500020 ER PT J AU Hauser, M TI Organizational culture and innovativeness of firms - an integrative view SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE organizational culture; innovation process; technological innovation; subcultures; case study AB This conceptual paper analyzes the role of the contents of an organizational culture (i.e. values, norms and knowledge), its strength, and structure (i.e. dealing with the culture-subculture problem) as well as their interdependencies within the different stages of technological innovation processes, issues such as hierarchical thinking, communication, conflicts, team diversity, strength of cultural values a.s.o. as well as their positive and negative effects on the various stages of innovation will be analyzed. Finally the paper will illustrate and integrate the presented concept by the example of the case of a Swiss hospital which is introducing a new information system. C1 Univ Zurich, Inst Res Business Adm, CH-8032 Zurich, Switzerland. RP Hauser, M, Univ Zurich, Inst Res Business Adm, Plattenstr 14, CH-8032 Zurich, Switzerland. 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J. Technol. Manage. PY 1998 VL 16 IS 1-3 BP 239 EP 255 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX781 UT ISI:000074554500021 ER PT J AU Polesky, GG TI Ensuring cost effectiveness in support of training SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE competency; effectiveness; efficiency; knowledge; learners; learning; people skills; productivity; skills AB This paper supports a theory that to maintain a competitive advantage in today's global business environment organizations must be able to effectively increase the speed of their employees' learning. An attempt has been made to address the issue that to be successful in the next century, businesses will have to alter the method of evaluating employees' knowledge, skill level and technological capability. In today's business environment organizations must adapt quickly to changing opportunities that are only possible if their organization's competencies, skills, knowledge, and technological capability are effective. To do so, it is believed that management must first inventory, and define the current asset value, of their employees' 'knowledge and skill level'. Then they will have to implement an assessment method to determine the return on investment (ROI) from further employee training. This process requires management to have new tools to assist them in identifying and managing the organization's investment in its knowledge base. C1 Xavier Univ, Dept Management & Entrepreneurship, Cincinnati, OH 45207 USA. RP Polesky, GG, Xavier Univ, Dept Management & Entrepreneurship, Cincinnati, OH 45207 USA. CR COX T, 1993, ORACLE INTEGRATO JAN, P19 DIXON N, 1993, ORG LEARNING, P111 DRUCKER P, 1988, HARVARD BUSINESS JAN HARTMAN RS, 1967, STRUCTURE VALUE FDN JACKSON T, 1989, EVALUATION RELATING KIRKPATRICK D, 1994, EVALUATING TRAINING NONAKA I, 1991, HAVARD BUSINESS NOV PASTORE R, 1992, CIO 0615, P66 PHILIPS J, 1991, TRAINING EVALUATION SEMICH JW, 1994, DATAMATION, V40, P45 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 1998 VL 16 IS 1-3 BP 256 EP 266 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX781 UT ISI:000074554500022 ER PT J AU Koota, P Takala, J TI Developing a performance measurement system tor world-class distribution logistics by using activity-based costing and management: Case: Basic metal industries SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE distribution logistics; performance measurement; activity based analysis; basic metal industries AB The performance of distribution logistics has developed into a significant element in the competitiveness of an industrial company. The basis for the development has been the globalization of the markets in the 20th century, the customer's increased demand for service and the capital intensiveness of distribution logistics. In order to have control over the performance and capability to direct the development efforts effectively, the formulation of performance needs to be measured. The previous research within the field of measuring logistics performance has presented various dimensions of performance from a certain viewpoint, e.g. physical, economic, internal and external measures. However, the use of performance measures in practise for strategic and operative business management requires a limited set of measures to ensure the top corporate performance. This paper discusses the formulation and measurement of performance in distribution logistics by using a descriptive and constructive research approach. Distribution logistics is considered as an interactive part of a company's total business process and supply chain. The following aspects of performance measurement are discussed: the development of measures, today's needs for measurement and different roles of performance measurement. Performance is approached from aspects vital to successful business management in today's environment, including both internal and external viewpoints. Discussion also reflects distribution logistics role in a company's business process on strategic and operational levels. Activity Based Costing and Management (ABC/ABM) is introduced as a tool for producing relevant information for performance measurement and an overall measurement system is developed in a participative case study in a huge and globally competitive company in basic metal industries. The system is designed to measure the operational performance of the distribution logistics which provides information also for strategic decision making. It was found that a conventional cost accounting system built mainly for the registration of costs does not provide the managers with the information needed to manage performance and to identify areas for potential improvement. With ABC/ABM the performance could be measured and analysed starting from the activity level and proceeding to larger totalities. The inefficiencies were located and the structuring of profits and costs became more visible. The system consists six of different measurements. The viewpoints represented include internal and external, physical and economic, soft and hard as well as the suppliers' performance backwards in the supply chain and the customers' performance forward. As a result, the following findings were achieved in the performance measurement system: importance of internal customerships to performance, formulation of performance in own activities, effect of distribution logistics performance on the overall profitability, level of service realised in own operation and development of the highly emphasized innovativeness in the distribution logistics. The results of the development of the distribution logistics (with its development tools) may be generally utilized, e.g. in basic metal and forest industries having bulk production. C1 Univ Vaasa, FIN-65101 Vaasa, Finland. RP Koota, P, Univ Vaasa, POB 700, FIN-65101 Vaasa, Finland. CR *MIN TRAFF, 1995, LOG TUNN MITT *NEVEM WORK GROUP, 1989, PERF IND LOG APPR CO ABRAHAMSSON M, 1993, PUBLICATION NOFOMA 1 ANDERSSON P, 1989, UNPUB PRODUCTION EC, P253 ARONSSON H, 1988, MAT MATT MATMETODER BOWERSOX DJ, 1986, LOGISTICAL MANAGEMEN BRIMSON JA, 1991, ACTIVITY ACCOUNTING KORPELA J, 1994, ANAL APPROACH DISTRI LEHTOLA R, 1993, LOGISTINEN PAATOKSEN LUMIJARVI OP, 1995, TOIMINTOLASKENTA JOH, P50 LYNCH RL, 1991, MEASURE UP YARDSTICK MENTZER JT, 1991, J BUSINESS LOGISTICS, V12, P32 NOVACK R, 1989, J BUSINESS LOGISTICS, V10, P24 POHLEN TL, 1993, THESIS MICHIGAN US SARTJARVI T, 1992, LOGISTIIKKA KILPAILU TURNEY PBB, 1991, COST TECHNOLOGY HILL UUSIRAUVA E, 1994, 294 TAMP U TECHN 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 1998 VL 16 IS 1-3 BP 267 EP 280 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX781 UT ISI:000074554500023 ER PT J AU Bryant, TA Reenstra-Bryant, RA TI Technology brokers in the North American software industry: Getting the most out of mismatched dyads SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology brokers; negotiation; intermediaries; software; product development; unequal dyads AB Much valuable innovation takes place in smaller firms. Yet small-firm innovators often have insufficient capital, production and marketing expertise, or distributional power to take full advantage of their developments. Larger firms have those capabilities but, with those functions highly professionalized, may have difficulties dealing with smaller firms. Mechanisms are needed to bring the innovations of smaller firms and the organizational capabilities of larger firms together. Previous work has examined the roles of technology transfer agents and devices such as mavens, alliances, databases, and contracts. Most of that work focused on either dyadic relationships or personnel transfers. Triadic relationships are growing in importance, with 'technology brokers' serving as intellectual property intermediaries. In this paper, roles played by technology brokers are examined to determine the skills and market positions at which they are most valuable and effective. Models are presented which suggest the best practices for larger and smaller organizations. C1 Brock Univ, Burgoyne Ctr Entrepreneurship, Fac Business, St Catharines, ON L2S 3A1, Canada. RP Bryant, TA, Brock Univ, Burgoyne Ctr Entrepreneurship, Fac Business, St Catharines, ON L2S 3A1, Canada. CR *SUPPL SERV CAN, 1992, REQ STAND OFF RFSO S *SUPPL SERV CAN, 1995, REQ STAND OFF INT PR AMIT R, 1995, AC MAN ANN M VANC BARTON JH, 1988, STANFORD J INT LAW, V25, P195 BRANDENBERGER A, 1996, COOPETITION NEW WIN CAVES R, 1983, OXFORD B ECON STAT, V45, P223 COOKE I, 1996, INTRO INNOVATION TEC COOPER RG, 1993, WINNING NEW PRODUCTS FLEXNER SB, 1987, RANDOM HOUSE DICT EN HALAL WE, 1993, INTERNAL MARKETS BRI HANSEN EL, 1992, ENTREPRENEURSHIP THE, V17, P57 HART O, 1988, ECONOMETRICA, V56, P755 LESKO J, 1995, TECHNOLOGY EXCHANGE LIBERATORE MJ, 1995, MANAGE SCI, V41, P1296 LOSTORTO C, 1996, TECHN INN MAN DIV AC MATKIN GW, 1990, TECHNOLOGY TRANSFER NALEBUFF B, 1993, FORBES 1011 NALEBUFF BJ, 1995, HARVARD BUSINESS JUL REENSTRABRYANT R, 1981, THESIS MIT CAMBRIDGE ROMAN DD, 1983, INT BUSINESS TECHNOL ROSEGGER G, 1986, EC PRODUCTION INNOVA TAYLOR WA, 1996, TECHN INN MAN DIV AC ZAHRA SA, 1996, ENTR DIV AC MAN M CI 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 1998 VL 16 IS 1-3 BP 281 EP 290 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX781 UT ISI:000074554500024 ER PT J AU Advani, RN Anderson, M Bowling, S Doane, D Roberts, EB TI Technology strategy in defence industry acquisitions: a comparative assessment of two giants SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE acquisitions; defence-aerospace industry; technology strategy; core competencies; R & D organization; familiarity matrix AB Acquisitions and mergers are rapidly changing the character of the global defence-aerospace industry. This paper examines those phenomena by tracing the actions of two of the largest US aerospace giants from the perspectives of technology strategy. Following each of the acquisition efforts over the past few years by Raytheon and Lockheed-Martin, the paper probes the companies' motivations and rationale behind their acquisitions, the impact upon the firms' portfolios of technical competencies, potential penetration of new markets and access to new technologies influenced by the acquisitions, organizational issues posed by the technology transfer problems, and other subsequent effects upon core research and development. C1 MIT, Alfred P Sloan Sch Management, Management Technol Program, Cambridge, MA 02139 USA. RP Advani, RN, MIT, Alfred P Sloan Sch Management, Management Technol Program, E52-535,50 Mem Dr, Cambridge, MA 02139 USA. CR LOCKHEAD MARTIN 1996 1995, HOOVERS HDB AM CO, P726 1995, RAYTHEON ELECT OVERV 1996, ECONOMIST 1116 1996, GOVERNMENT EXECTIVE, P56 1996, RAYTHEON 1995 ANN RE 1997, HUGHES ELECT HE 0116 1997, RAYTHEON DEFENCE GOV AUERBACH J, 1996, BOSTON GLOBE 0409 BAILEY D, BOSTON GLOBE 0225 BULKELEY WM, WALL STREET J 0318, A6 BULKELEY WM, WALL STREET J 0414, C2 BULKELEY WM, 1997, WALL STREET J 0117, A1 CARTON B, WALL STREET J 0306, A4 COLE J, 1996, WALL STREET J 0730, A3 COLE J, 1996, WALL STREET J 1206, A1 COLE J, 1997, WALL STREET J 0214, B7 FINNEGAN P, 1996, DEFENCE NEWS 0729 FINNEGAN P, 1997, DEFENCE NEWS 0120, P6 FUQUA D, 1996, DEFENCE NEWS 0916 GLUCK F, 1975, HARVARD BUSINESS SEP HARRISON J, 1995, MERGERS ACQUISIT JAN HEALY PM, 1997, SLOAN MANAGEMENT SUM, P45 HIRSH M, 1996, NEWSWEEK 1223 LIPIN S, 1995, WALL STREET J 0403, A3 MEYER M, 1997, POWER PRODUCT PLATFO MULLER J, 1997, BOSTON GLOBE 0225, D1 REBELLO J, 1996, WALL STREET J 0404, A6 ROBERTS EB, SLOAN MANAGEMENT SPR, P437 SLOAN A, 1997, NEWSWEEK 0203, P37 UTTERBACK J, 1994, MASTERING DYNAMICS I VELOCCI AL, 1995, AVIATION WEEK S 0703 VELOCCI AL, 1997, AVIATION WEEK S 0210 VELOCCI AL, 1997, AVIATION WEEK S 0210, P88 VOGL AJ, 1996, ACROSS BOARD JUN WOMACK D, 1991, MACHINE CHANGED WORL ZITNER A, 1996, BOSTON GLOBE 1214 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 1998 VL 15 IS 8 BP 781 EP 804 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX780 UT ISI:000074554400001 ER PT J AU Barnett, BD Clark, KB TI Problem solving in product development: a model for the advanced materials industries SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE design process; materials industries; problem solving; process industries; process innovation; product development AB Problem solving has been identified as a key aspect of product development. Yet existing descriptive models of problem solving in product development are derived from experience in traditional fabrication and assembly-based industries. This paper examines the sequence of problem solving activities in the advanced materials industries. As opposed to the paradigm of product development seen in industries based on traditional metal fabrication and assembly production technology, development activities in advanced materials industries are focused around a core effort in process development. The paper characterizes the steps of design and the associated testing patterns in the advanced materials industries. The model formalizes the emphasis on process design and process experimentation, providing a richer description of the problem-solving sequence than the traditional design-build-test sequence so common in the fabrication/assembly industries. C1 Brigham Young Univ, Marriott Sch Management, Provo, UT 84602 USA. Harvard Univ, Grad Sch Business Adm, Boston, MA 02163 USA. RP Barnett, BD, Brigham Young Univ, Marriott Sch Management, Provo, UT 84602 USA. CR BARNETT B, 1992, MRS BULL, V17, P35 BLACKBURN JD, 1991, TIME BASED COMPETITI BURGELMAN RA, 1983, ADMIN SCI QUART, V28, P223 CLARK K, 1989, MANAGING INT MANUFAC COOPER RG, 1983, IEEE T ENG MANAGE, V30, P2 CROSS N, 1984, DEV DESIGN METHODOLO CROSS N, 1989, ENG DESIGN METHODS DERTOUZOS M, 1989, MADE AM REGAINING PR DOUGHERTY D, 1992, ORGAN SCI, V3, P179 EAGAR T, 1991, ADV MAT PROCESSES, V6, P25 ENOS JL, 1962, PETROLEUM PROGR PROF FREEMAN C, 1974, EC IND INNOVATION FREEMAN C, 1982, EC IND INNOVATION GLASER BG, 1967, DISCOVERY GROUNDED T HAUSER JR, 1988, HARVARD BUS REV, V66, P63 HOLLANDER S, 1965, SOURCES INCREASED EF HOUNSHELL DA, 1988, SCI CORPORATE STRATE LANDAU R, 1989, CHEM ENG PROGR, V85, P25 LANDAU R, 1990, AM HERITAGE INVENTIO, P58 LINN R, 1984, J PROD INNOVAT MANAG, V2, P116 LIVESAY HC, 1975, A CARNEGIE RISE BIG MANSFIELD E, 1971, RES INNOVATION MODER MARPLES DL, 1961, IEEE T ENG MANAGE, V8, P55 MYERS S, 1969, SUCCESSFUL IND INNOV NELSON RR, 1982, EVOLUTIONARY THEORY NEVINS JL, 1989, CONCURRENT DESIGN PR ROTHWELL R, 1974, RES POLICY, V3, P258 RUBENSTEIN AH, 1976, RES MANAGEMENT MAY, P15 SIMON HA, 1969, SCI ARTIFICAL SIMON HA, 1981, SCI ARTIFICIAL SPITZ P, 1988, PETROCHEMICALS RISE STALK G, 1988, HARVARD BUS REV, V66, P41 STALK G, 1990, COMPETING TIME TIME STOBAUGH RB, 1988, INNOVATION COMPETITI TWISS B, 1976, MANAGING TECHNOLOGIC TWISS B, 1980, MANAGING TECHNOLOGIC ULLMAN DG, 1992, MECH DESIGN PROCESS UTTERBACK JM, 1994, MASTERING DYNAMICS I WHEELWRIGHT S, 1992, REVOLUTIONIZING PROD NR 39 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 1998 VL 15 IS 8 BP 805 EP 820 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX780 UT ISI:000074554400002 ER PT J AU Schoening, NC Souder, WE Lee, J Cooper, R TI The influence of government science and technology policies on new product development in the USA, UK, South Korea and Taiwan SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE science and technology policies; US, UK, Korea and Taiwan; policies toward innovation; government incentives AB This analysis of the impacts of science and technology (S&T) policies of the US, UK, Taiwanese and South Korean governments on 86 new products developed by firms within these countries helps answer ever-present questions about the effectiveness of such policies. In the USA and UK, little evidence was found of government policies having any direct effects on private sector new product innovation activities. By contrast, evidence was found that the South Korean and Taiwanese governments have played a major role in increasing their countries' new product innovation activities through tax credits, direct and indirect grants, low interest loans, intellectual property regulations and other mechanisms. Consistent with conventional wisdom, these differences appeared to be rooted in dissimilar east-west cultures and related institutionalized expectations about the role of governments. Surprisingly, government agencies were not found to be important sources of either technologies or information useful in developing new products in any of the four countries. Instead, the firm's own networks of colleague firms, suppliers and customers were more important sources. These results suggest that S&T policies in all four countries should be redirected towards encouraging networking, collaborative R&D and information exchange between firms, suppliers and customers. C1 Univ Alabama, Ctr Management Sci & Technol CMOST, Huntsville, AL 35899 USA. Korea Inst Ind Technol KITECH, Kumchon Gu, Seoul, South Korea. Univ Salford, Res Inst Design Manufacture & Mkt, Salford M3 6EQ, Lancs, England. RP Schoening, NC, Univ Alabama, Ctr Management Sci & Technol CMOST, Suite 126 ASB, Huntsville, AL 35899 USA. CR 1996, ECONOMIST 0323, P20 1996, ECONOMIST 0504, P57 1996, ECONOMIST 0518, P80 1996, WALL STREET J 0509, B1 *JOINT EC COMM C, 1981, LOC HIGH TECHN FIRMS ERGAS H, 1987, EC POLICY TECHNOLOGI, P51 FAGERBERG J, 1993, ECON J, V98, P381 FORURIA C, 1995, J SCI IND RES INDIA, V54, P231 HOFSTEDE G, 1991, CULTURES ORG SOFTWAR HOU C, 1993, NATL INNOVATION SYST, P403 KASH DE, 1994, TECHNOLOGICAL FORECA, V47, P1 KIM L, 1993, NATL INNOVATION SYST, P369 KLINE SJ, 1992, BRIDGE SPR, P12 LEE C, 1994, J PROD INNOVAT MANAG, V11, P325 LEE J, 1986, INT J RES MARK, P143 MANSFIELD E, 1968, IND RES TECHNOLOGICA MOWERY D, 1989, TECHNOLOGY PURSUIT E, P6 NELSON RR, 1993, NATL INNOVATION SYST, P3 PAUL CW, 1996, J SCI IND RES INDIA, V55, P851 SOUDER WE, 1977, EXPLORATORY STUDY CO SOUDER WE, 1987, MANAGING NEW PRODUCT, P6 SOUDER WE, 1989, TECHNOLOGY MANAGEMEN SPANN MS, 1995, IEEE T ENG MANAGE, V42, P19 STROETMANN KA, 1977, INNOVATION EC CHANGE VONTUNZELMANN G, 1995, TECHNOLOGY IND PROGR, P229 WADE R, 1990, GOVERNING MARKET EC, P168 WALKER W, 1993, NATL INNOVATION SYST, P172 NR 27 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 1998 VL 15 IS 8 BP 821 EP 835 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX780 UT ISI:000074554400003 ER PT J AU Muffatto, M TI Corporate and individual competences: how do they match the innovation process? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE core competences; organizational capabilities; management of innovation; organizational learning; human resource management AB This work starts from the observation that, in the literature, there are few links between the strategic dimension of competences and that of human resource management. Indeed, on one hand the strategic vision of the core competences of the firm prevails and, on the other, the evaluation of such competences within the management of human resources is dominant. In this paper the connection is sought in the innovative process of the firms and in the context of the resource-based theory of the firm. Three levels of analysis are highlighted: strategy, organization and management of human resources. Then, in relation to the innovation process, three models of organizational capabilities for the management of competences are proposed: competence maintaining capabilities, combinative capabilities and competence building capabilities. Three cases of firms operating in different competitive contexts are then analysed. Each has a different innovation pattern, from which the three models described have been drawn. C1 Univ Padua, Dept Ind Innovat & Mangement, I-35131 Padua, Italy. RP Muffatto, M, Univ Padua, Dept Ind Innovat & Mangement, Via Venzia 1, I-35131 Padua, Italy. 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J. Technol. Manage. PY 1998 VL 15 IS 8 BP 836 EP 853 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX780 UT ISI:000074554400004 ER PT J AU Birchall, D Smith, M TI Developing the skills of technologists in strategic decision making - a multi-media case approach SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE strategic decision making; management competences; multi-media case study; MBA; case method in teaching; knowledge management tool AB The information age is posing new challenges for organizations. The role of technology as a source of competitive advantage has long been recognized as dependent upon how effectively those within the organization deploy it. The contribution of technologists in shaping strategy is also well recognized. However, technologists are often seen as not having sufficient input into the strategic decision making process. Many turn to MBA programs to develop their knowledge, understanding and personal competences. In this paper the authors describe how the case method has traditionally been used to aid in this process. They then discuss the opportunities afforded by multi-media and group ware to create enhanced learning opportunities based on a dynamic case analysis. Such a system is seen by the authors as having the potential to be the backbone of a knowledge management system to support everyday decision-making. C1 Henley Management Coll, Henley On Thames RG9 3AU, Oxon, England. RP Birchall, D, Henley Management Coll, Henley On Thames RG9 3AU, Oxon, England. CR *MAN CHART I, 1995, SEN MAN STAND ARGYRIS C, 1990, OVERCOMING ORG DEFEN BAWDEN D, 1997, KNOWLEDGE MANAGEMENT BIRCHALL DW, 1996, CREATING TOMORROWS O BIRCHALL DW, 1996, NEW FLEXI MANAGER CHRISTENSEN CR, 1987, TEACHING CASE METHOD DURAND DE, 1992, INFORM MANAGE, V23, P1 EASTON G, 1982, LEARNING CASE STUDIE ELAM JJ, 1990, INFORMATION SYSTEMS, V1, P1 ERSKINE JA, 1981, TEACHING CASES HONEY P, 1986, MANUAL LEARNING STYL ISAKSEN SG, 1987, FRONTIERS CREATIVITY JESSEN SA, 1992, NATURE PROJECT LEADE KIM DH, 1993, SLOAN MANAGEMENT REV, V35 KOLB D, 1984, EXPT LEARNING KUSAK I, 1997, KNOWLEDGE ORG RANGAN VK, 1995, CHOREOGRAPHING CASE RUGGLES RL, 1997, KNOWLEDGE MANAGEMENT SENGE P, 1990, 5 DISCIPLINE SHRAGE M, 1990, SHARED MINDS NEW TEC STAKE RE, 1995, ART CASE STUDY RES TIDD J, 1997, MANAGING INNOVATION 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 1998 VL 15 IS 8 BP 854 EP 868 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX780 UT ISI:000074554400005 ER PT J AU Tang, P Hulsink, W TI The winds of change: digital technologies, trading information and managing intellectual property rights SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE intellectual property rights; global governance; digital technologies; piracy; multimedia companies; collecting societies; Internet; electronic copyright management systems; electronic commerce AB The paper will investigate how the management of intellectual property rights will affect the shaping of the newly emerging global and digital market place. The relevant question to be dealt with is: how can we understand the transformation in the content/copyright industries (as a consequence of technical change, sectoral convergence, and international deregulation) and the newly emerging patterns of competition in the digital/global era? Besides giving an overview of the traditional organization of the copyright industry (from creation and collective administration of rights to content production companies, and usage), the paper will discuss the major technological, economic, political-institutional, and international challenges creators, collecting societies and 'content companies' face now and in the near future. Finally, the coordination problems between creators, collecting societies, publishers and users, and the strategic opportunities and responses of the major stakeholders in the competitive copyright industries will be analysed. Although the discussion focuses on the developments of advanced industrial economies, the impact of these developments will have implications for economies that are less 'digitally' developed. C1 Univ Sussex, Sci Policy Res Unit, Brighton BN1 9RF, E Sussex, England. Erasmus Univ, Fac Business Adm, Dept Strateg Management & Business Envrionm, NL-3000 DR Rotterdam, Netherlands. RP Tang, P, Univ Sussex, Sci Policy Res Unit, Mantell Bldg, Brighton BN1 9RF, E Sussex, England. CR 1996, TECHNICAL MECH IPR M 1997, FINANCIAL TIMES 0604 1997, FINANCIAL TIMES 0606 1997, INTERNET MAGAZIN JAN, P7 *BSA, 1996, BUS SOFTW ALL OP *BUM STEMR, 1996, TIJD REG MUZ INT *CEC, 1995, COM95382 CEC *CEC, 1996, COM96586 CEC *DTI, 1996, REP INT PROP RIGHTS *ECUP, 1996, POS US RIGHTS EL PUB *IBM INF, 1996, IBM CRYPT CONT *IFPI, 1993, INT FED PHON IND INF *IFPI, 1996, REC IND URG MOR AGGR *IFPI, 1997, REC IND 97 NUMB *IITF, 1995, INT PROP NAT INF INF *LAB, 1995, REPL GREEN PAP COP R *OECD, 1996, OCDEGD96137 *PRIC WAT, 1995, CONTR PACK BUS SOFTW *SIMBA INF INC, 1995, ONL SERV 1995 REV TR *UN PUBL DOM, 1996, PROP REG PUBL RIGHTS BELL AE, 1996, SCI AM JUL, P28 CAVAZOS E, 1996, OECD WORKSH EC INF S CLARK C, 1995, COPYRIGHT ELECT DELI GERVAIS D, 1996, COMMUNICATION 0814 GREGURAS F, 1995, MULTIMEDIA CONTENT S HARLOW J, 1996, TIMES 1107, P5 HILL R, 1995, COMPUTERS LAW, V16, P15 HOEREN T, 1994, LAB C LISB 27 28 OCT HUGENHOLTZ PB, 1995, COPYRIGHT PROBLEMS E HULSINK W, 1996, 10 ACTSFAIR SPRU U S KREILE R, 1996, GEWERBLICHER RECHTSC, P677 KURTZ LA, 1996, EUR INTELL PROP REV, V18, P120 LEER AC, 1995, INFORMATION T GLOBAL LEER AC, 1996, ITS WIRED WORLD NEW MANSELL R, 1995, INTELLECUTAL PROPERT MOOIJ R, COMMUNICATION 0814 PHILLIPS J, 1996, EUROPEAN INTELLECTUA, V18, P429 SAMUELSON P, 1996, COMMUN ACM, V39, P1 STAMATOUDI IA, 1997, EUROPEAN INTELLECUTA, V6, P289 STERLING B, 1988, ISLANDS NET TANG P, 1995, REV INT POLIT ECON, V2, P567 TANG P, 1996, GOVERNANCE CYBERSPAC, P40 WANROIJ W, COMMUNICATION 0709 WANROOIJ W, COMMUNICATION SEP WANROOIJ W, COMMUNICATION 0709 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 1998 VL 15 IS 8 BP 869 EP 894 PG 26 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX780 UT ISI:000074554400006 ER PT J AU Baldwin, WL Link, AN TI Universities as research joint venture partners: does size of the venture matter? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE business strategy; research joint ventures; R & D; universities ID R-AND-D; BASIC RESEARCH; PRODUCTIVITY; PATTERNS AB We observe that research joint ventures (RJVs) with university members are distinctly larger than those without. We seek to explain this observation by stressing that net gains are greater for industry participants in RJVs with a large number of members since the loss in appropriable information from the university's involvement decreases as the RJV's size increases. Further, universities show a preference for more costly projects to absorb overhead administrative costs associated with externally-contracted research. C1 Dartmouth Coll, Dept Econ, Hanover, NH 03755 USA. Univ N Carolina, Dept Econ, Greensboro, NC 27412 USA. RP Baldwin, WL, Dartmouth Coll, Dept Econ, Hanover, NH 03755 USA. CR *COUNC COMP, 1996, ENDL FRONT LIM RES U *NAT SCI BOARD, 1996, SCI ENG IND 1996 *US DEP COMM, 1996, EFF PARTN REP C FED ACS ZJ, 1990, INNOVATION SMALL FIR BALDWIN WL, 1996, REV IND ORGAN, V11, P629 BERMAN EM, 1990, RES POLICY, V19, P349 BOK D, 1986, HIGHER LEARNING BUSH V, 1945, SCI ENDLESS FRONTIER FINAN WF, 1994, T94177 SEM RES CORP GRILICHES Z, 1986, AM ECON REV, V76, P141 HAGEDOORN J, 1996, REV IND ORGAN, V11, P601 KERR C, 1995, USES U LANGFITT TW, 1983, PARTNERS RES ENTERPR LEE YS, 1996, RES POLICY, V25, P843 LEYDEN DP, IN PRESS INT J IND O LINK AN, 1981, AM ECON REV, V71, P1111 LINK AN, 1987, STRATEGIES TECHNOLOG LINK AN, 1989, COOPERATIVE RES US M LINK AN, 1990, SMALL BUSINESS EC, V2, P25 LINK AN, 1996, EVALUATING PUBLIC SE LINK AN, 1996, RES POLICY, V25, P397 LINK AN, 1996, REV IND ORGAN, V11, P617 MOWERY DC, 1996, ENGINES INNOVATION U, P111 PELIKAN J, 1992, IDEA U REEXAMINATION SCOTT JT, 1989, COOPERATIVE RES DEV, P65 VEBLEN T, 1918, HIGHER LEARNING AM 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 1998 VL 15 IS 8 BP 895 EP 913 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZX780 UT ISI:000074554400007 ER PT J AU Hiraoka, LS TI The industrial policies of the USA and Japan SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE bilateral trade agreement; dynamic random access memory chip; industrial policy; managed trade; microprocessor; personal computer AB This paper contrasts the effectiveness of the post-war industrial policies of Japan and the USA, with the success of the former predicated on its government's timely intervention to aid a prostrate economy. Competition from Japanese imports would threaten firms in key American automobile and semiconductor sectors and trigger protectionist measures and provoke government efforts aimed at managing international trade. These would have minimal impact, with the commercial recovery of the US industries attributable to product innovations such as the sport utility vehicle and microprocessors for the burgeoning personal computer field. C1 Kean Univ New Jersey, Dept Management Sci, Union, NJ 07083 USA. RP Hiraoka, LS, Kean Univ New Jersey, Dept Management Sci, Union, NJ 07083 USA. CR 1993, ELECT BUSINESS BUYER, V21, P39 1994, ECONOMIST 0917, P4 1995, NY TIMES 0214, D9 *AM AUT MAN ASS, 1995, MOT VEH FACTS FIG 94, P3 *OECD, 1972, IND POL JAP, P47 *SEM IND ASS, 1993, STAT REP IND DIR 199 *US DEP DEF, 1987, REP DEF SCI BOARD TA, P11 BENNET J, 1991, NY TIMES 0106, A1 COUGHLIN CC, 1988, REVIEW, V70, P12 CUSUMANO M, 1985, JAPANESE AUTOMOBILE, P15 FISHER LM, 1996, NY TIMES 1015, D5 FISHER LM, 1997, NY TIMES 0115, D1 FISHER LM, 1997, NY TIMES 0115, D4 IRWIN DA, 1996, POLITICAL EC AM TRAD, P11 MYERSON AR, 1996, NY TIMES 1016, D2 NEVENS TM, 1993, ELECT BUSINESS, V19, P39 RISTELHUEBER R, 1996, ELECT BUSINESS T NOV, P45 RISTELHUEBER R, 1996, ELECT BUSINESS T OCT, P38 SANGER DE, 1985, NY TIMES 0616, F6 SIEGMANN K, 1993, SAN FRANCISCO C 1220, B1 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 1998 VL 15 IS 6-7 BP 526 EP 541 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZP108 UT ISI:000073717200002 ER PT J AU Lucchini, N TI European technology policy and R & D consortia: the case of semiconductors SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE co-operative R & D; European competitiveness; semiconductors; technology policy ID COMPETITION; COOPERATION; INNOVATION; ANTITRUST; INDUSTRY AB Government policies have played a decisive role in the semiconductor industry since it was born. They evolved during the 1980s as a result of the pressure exerted by innovation and R&D. Governments were forced to re-direct their policies at that time to develop 'technology policies' in an industry considered to be strategic. This sector is encouraged and actively supported, which leads to co-operative initiatives among (national) firms. Many public R&D programs now exist in most countries. This paper deals with technology policy and collaboration in the European semiconductor industry. It demonstrates that R&D consortia are mainly viewed as a means to improve Europe's competitiveness and to catch-up with foreign competitors. We briefly discuss the impact of co-operative research on restoring the competitiveness of European semiconductor firms. C1 Univ Paris 13, Ctr Rech Econ Ind, UFR Sci Econ, F-93430 Villetaneuse, France. RP Lucchini, N, Univ Paris 13, Ctr Rech Econ Ind, UFR Sci Econ, Ave JB Clement, F-93430 Villetaneuse, France. 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J. Technol. Manage. PY 1998 VL 15 IS 6-7 BP 542 EP 555 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZP108 UT ISI:000073717200003 ER PT J AU Lynn, LH TI Japan's technology-import policies in the 1950s and 1960s: did they increase industrial competitiveness? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE competitiveness; industrial policy; Japan; technology imports; technology policy; technology transfer AB There is growing scepticism about the value of government technology-import policies. The collapse of the command economies in Russia and Eastern Europe has given new weight to the opinions of those arguing for the superiority of unobstructed markets. The lack of conspicuous success in countries trying to regulate technology imports has also contributed to the scepticism. A number of authors have suggested that even Japan, once the pervasive model for successful technology policy, was successful in spite of these policies, not because of them. This paper seeks to adjust this emerging conventional wisdom. It refutes much of the evidence suggesting that the Japanese policies failed, but notes that those seeking to use a Japanese model may not have had a complete understanding of the Japanese policies and why they worked. It describes this model in some detail. The paper also points out that the Japanese policies were suited to a specific context that had some unusual features. This context needs careful consideration by those seeking to use the Japanese model. C1 Case Western Reserve Univ, Weatherhead Sch Management, Dept Mkt & Policy Studies, Cleveland, OH 44106 USA. RP Lynn, LH, Case Western Reserve Univ, Weatherhead Sch Management, Dept Mkt & Policy Studies, Cleveland, OH 44106 USA. CR 1968, BUSINESS WEEK 0127, P132 1968, BUSINESS WEEK 0504, P100 *JAP MIN INT TRAD, 1990, TSUSH SANG SEIS SHI, V6 *JAP SCI TECHN AG, 1993, GAIK GIJ DOHN DOKO B *OECD, 1968, GAPS TECHN EL COMP *SEK KAG KOG KYOK, 1971, SEIK KAG KOG JUN ALALI S, 1995, INT J TECHNOL MANAGE, V10, P704 ANCHORDOGUY M, 1989, COMPUTERS INC BASANT R, 1996, REV ECON STAT, V78, P187 BRANSCOMB L, 1993, JAPANESE INNOVATION CORREA C, 1981, J WORLD TRADE LAW, V15 CORREA CM, 1995, INT J TECHNOL MANAGE, V10, P815 CUSUMANO MA, 1994, RES POLICY, V23, P195 FRANSMAN M, 1995, JAPANS COMPUTER COMM FRIEDMAN D, 1988, MISUNDERSTOOD MIRACL GOTO A, 1993, JAPANESE EXPERIENCE, P277 HENDERSON D, 1973, FOREIGN ENTERPRISE J ITAMI H, 1991, NIHON KAGAKU SANGYO JOHNSON C, 1982, MITI JAPANESE MIRACL KIM LS, 1992, RES POLICY, V21, P437 KOMIYA R, 1988, IND POLICY JAPAN KOYAMA, 1967, NIPPON PURASCHIKU KO KUDO A, 1990, SENGO NIHON KEIZAI S, V2, P279 LIU CY, 1993, TECHNOVATION, V13, P299 LYNN LH, IN PRESS IEEE T ENG LYNN LH, 1982, JAPAN INNOVATES LYNN LH, 1994, HITOTSUBASHI J COMME, V29, P15 MORITA A, 1986, MAD JAPAN AKIO MORIT MORRISSUZUKI T, 1994, TECHNOLOGICAL TRANSF NOBLE G, 1989, PACIFIC DYNAMICS INT, P53 OKIMOTO D, 1989, MITI MARKET OZAWA T, 1980, CAMBRIDGE J ECON, V4, P133 PECK M, 1976, ASIAS NEW GIANT, P525 REDDY NM, 1990, RES POLICY, V19, P285 TATSUNO S, 1986, TECHNOPOLIS STRATEGY TAYLOR MZ, 1995, FOREIGN AFF, V74, P14 TREZISE P, 1976, ASIAS NEW GIANT, P753 NR 37 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 1998 VL 15 IS 6-7 BP 556 EP 567 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZP108 UT ISI:000073717200004 ER PT J AU Yoshida, S TI Development and innovation in the Japanese chemical industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE 'bubble economy'; Japan-chemical industry; Japan-industrial policy; Japan-post-war economic policy; seniority wage and lifetime employment systems AB This paper sets out to review the process of Japan's post-war economic development and the role of government's industrial policy from a historical perspective. It also reviews - against the background of the fundamental changes in Japan's economic paradigm in the aftermath of the end of the Cold War - the emergence of the Asia-Pacific region, the bursting of the bubble economy and the sharp appreciation of the yen-dollar exchange rate. In particular, the paper examines how the Japanese chemical industry is trying to meet enormous challenges through the restructuring of business operations, intensification of R&D and strategic alliances at home and abroad. C1 Sumitomo Chem Amer Inc, New York, NY 10154 USA. RP Yoshida, S, Sumitomo Chem Amer Inc, 345 Park Ave, New York, NY 10154 USA. CR *JAP CHEM IND ASS, 1996, GRAPH OUTL JAP CHEM, P30 *OECD, 1972, IND POL JAP, P47 CALDER KE, 1993, STRATEGIC CAPITALISM DERTOUZOS ML, 1989, MADE AM EMMOTT B, 1989, SUN ALSO SETS, P8 HAMMER M, 1993, REENGINEERING CORPOR HAYASHI S, 1988, CULTURE MANAGEMENT J, P67 HIRAOKA LS, 1995, 9 WORLD PROD C IST, P14 KUTTNER R, 1991, END LAISSEZ FAIRE, P8 MORISHIMA M, 1982, WHY HAS JAPAN SUCCEE, P25 NAKAMURA T, 1984, LECT LTCB INT LIBR F, V4, P152 NOGUCHI Y, 1993, NIHONHEIZAI KAIKAKU, P177 SPITZ PH, 1988, PETROCHEMICALS RISE, P376 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 1998 VL 15 IS 6-7 BP 568 EP 585 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZP108 UT ISI:000073717200005 ER PT J AU Spann, S TI The use of information technology in high-growth Asian nations SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE developing nations; high-growth nations; information technology; information revolution; Korea; Taiwan; Singapore AB With the explosion of technology in the last decade, First World countries have been steadily and rapidly moving ahead. This Information Revolution has impacted US trade, investments and jobs. During this same period, however, there was a majority of countries which were called developing nations who had not yet caught up with the technological revolution. Yet, we now discover that these nations had moved rapidly forward. By making use of technology learned from First-World nations, these developing countries have leap-frogged into the fray and become as competitive as First-World countries. C1 Univ Arkansas, Coll Business Adm, Dept Comp Informat Syst & Quantitat Anal, Fayetteville, AR 72701 USA. RP Spann, S, Univ Arkansas, Coll Business Adm, Dept Comp Informat Syst & Quantitat Anal, 204 Business Adm Bldg, Fayetteville, AR 72701 USA. CR 1994, SACRAMENTO BEE 1203, F7 ABBOTT JS, 1994, BUSINESS WEEK 1118, P112 COY P, 1994, BUSINESS WEEK 1118, P162 DICICCO M, 1992, J COMMERCE COMM 1005, A4 ENGARDIO P, 1994, BUSINESS WEEK 1118, P122 EUNSANG K, 1994, KOREAN EC DAILY 0914, P31 FARRELL C, 1994, BUSINESS WEEK 1118, P16 GASSMAN HP, 1991, FUTURES 1223, P1019 GEISLER E, 1996, INT J TECHNOL MANAGE, V12, P679 HIRAOKA LS, 1995, INT J TECHNOL MANAGE, V10, P714 HOLSTEIN WJ, 1994, BUSINESS WEEK 1128 JELACIC JE, 1994, WORLD EC OUTLOOK 199 JOHNSON BB, 1994, TECHNOLOGICAL FO JAN, P1 KRUGMAN PK, 1994, HARVARD BUSINESS JUL, P20 MARTON K, 1991, WORLD EC 0614, P199 MERCHANT JE, 1997, INT J PROD ECON, V52, P117 RAPAPORT R, 1993, FORBES 0329, P578 SASSEEN JA, 1994, BUSINESS WEEK 1017, P92 SCHWAB K, 1994, HARVARD BUSINESS NOV, P20 SHAPIRO D, 1992, FAR E EC REV 1015, P44 SHARIF N, 1994, TECHNOL FORECAST SOC, V45, P151 SISODIA RS, 1992, HARVARD BUSINESS MAY, P40 STIER K, 1994, BUSINESS WEEK NOV, P47 VROMAN WH, 1994, ACAD MANAGEMENT EXEC, P96 YOUNSAK K, 1994, KOREAN EC DAILY 0818, P52 NR 25 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 1998 VL 15 IS 6-7 BP 586 EP 604 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZP108 UT ISI:000073717200006 ER PT J AU Abraham, T Ahlawat, S Ahlawat, S TI The India option: perceptions of Indian software solutions SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE bodyshopping; customized software; Indian software; offshore sourcing; software productivity; software quality AB A survey of US software developers has been conducted to determine how Indian software is perceived in terms of quality and productivity and to determine if, in fact, many MIS managers view it as a viable option. We find that Indian software solutions (ISS) are an option for many US firms. However, the growth in offshore sourcing is not expected to increase at the rapid rates of the past. There are several reasons for this. First, the Indian software industry has not matured to the level of offering a variety of services including off-the-shelf packages. Bodyshopping/personnel remains the main attraction, although the industry has made strides in offering customized software. Second, the range of user experiences with ISS varies considerably. Those using the bodyshopping option have significantly better experiences than those using the customized software option. This has implications for how users perceive the quality of ISS products and Indian programmers, and whether they want to commission ISS in the future. Third, a lack of infrastructure support is cited as the most negative aspect of doing business with India. Infrastructure problems include power cuts, traffic, and the need for modern international airports. C1 Kean Coll New Jersey, Sch Business, Dept Management Sci, Union, NJ 07083 USA. Rutgers State Univ, Sch Business, Dept Accounting, Piscataway, NJ 08855 USA. RP Abraham, T, Kean Coll New Jersey, Sch Business, Dept Management Sci, Union, NJ 07083 USA. CR AGRESTI W, 1986, NEW PARADIGMS SOFTWA BEATH CM, 1986, THESIS UCLA LOS ANGE BRAUCHLI MW, 1993, WALL STREET J 0106, A4 COOPRIDER JG, 1990, J MANAGEMENT INFORMA, V7, P67 DEMING EW, 1994, EXECUTIVE EXCELLENCE, V11, P3 DEMING EW, 1994, J QUALITY PARTICIPAT, V17, P30 FLISTER JD, 1992, MANAGE ACCOUNTING, V74, P33 GARVIN DA, 1987, 9687001 HARV BUS SCH HARDING EU, 1991, SOFTWARE MAGAZINE, V11, P24 JURAN JM, 1988, J QUALITY PARTICIPAT, V11, P8 KALINOSKY IS, 1990, QUAL PROG, V23, P50 KRISHNA S, 1992, AS C P, P134 MARQUARDT D, 1991, QUAL PROG, V25, P25 MOOKERJEE AS, 1988, THESIS HARVARD U CAM NAKAKOJI K, 1996, IEEE SOFTWARE NOV NAMETH L, 1995, CFO MAGAZINE CHIEF F, V11, P79 NIDUMOLU S, 1995, INFORM SYST RES, V6, P191 NIDUMOLU SR, 1993, COMMUN ACM, V36, P15 OULD MA, 1990, STRATEGIES SOFTWARE PRESSMAN RS, 1992, SOFTWARE ENG PRACTIT RANAWANA A, 1996, ASIA WEEK 1025 RAPAPORT R, 1996, WIRED SCHULER RS, 1992, MANAGING QUALITY PRI SLOVICK M, 1991, DEALERSCOPE MERCHAND, V33, P43 TAYLOR D, 1992, GLOBAL SOFTWARE DEV WASSERMAN AI, 1996, IEEE SOFTWARE NOV YOURDON E, 1994, BYTE JUN, P113 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 1998 VL 15 IS 6-7 BP 605 EP 621 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZP108 UT ISI:000073717200007 ER PT J AU Bowonder, B TI Industrialization and economic growth of India: interactions of indigenous and foreign technology SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE acquisition of technology; globalization; India; industrial policy; R & D; alliances; skill development; technological capabilities; technology policy AB The Indian economy was inward-looking and protected from internal and external competition. In the absence of competition, firms did not develop the technological capability needed for penetrating the global market. Because of this, Indian firms were inefficient, did not seek access to foreign technology, and did not develop the capability for integrating with the global economy, even though India has excellent technological infrastructure and R&D institutions. Foreign direct investment was very low, and imports of capital goods were strictly controlled. Indian industry thus had a very low share in emerging areas where world trade was growing rapidly. The liberalization and globalization processes initiated in 1991 are facilitating many changes. Consequently, in developing countries, the government has to devise policies which induce the building-up of technological capability. C1 Coll India, Adm Staff, Hyderabad 500049, Andhra Pradesh, India. RP Bowonder, B, Coll India, Adm Staff, Hyderabad 500049, Andhra Pradesh, India. CR *MIN FIN, 1997, EC SURV 1996 97 *WORLD BANK, 1993, POL RES REP E AS MIR AHLUWALIA IJ, 1988, INDIAN EC, P151 BOWONDER B, 1996, TECHNOLOGY POLICY CO BOWONDER B, 1998, INT J TECHNOL MANAGE, V15, P646 DESAI AV, 1988, INDIAN EC, P163 DHAR PN, 1988, INDIAN EC, P3 HAQUE IU, 1995, TRADE TECHNOLOGY INT, P11 HAQUE IU, 1995, TRADE TECHNOLOGY INT, P179 JOHNSON JM, 1993, HUMAN RESOURCES SCI KASHYAP SC, 1989, NATL POLICY STUDIES KELKAR VL, 1996, INDIAN DEV POLICY IM, P42 LALL S, 1995, TRADE TECHNOLOGY INT, P103 MASHELKAR RA, 1996, CSIR 2001 VISION STR MCMILLAN CJ, 1996, JAPANESE IND SYSTEM MOREIRA M, 1995, IND TRADE MARKET FAI NAJMABADI F, 1995, DEV IND TECHNOLOGY ROSEN G, 1958, IND CHANGE INDIA IND WESTPHAL LE, 1985, INT TECHNOLOGY TRANS NR 19 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 1998 VL 15 IS 6-7 BP 622 EP 645 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZP108 UT ISI:000073717200008 ER PT J AU Bowonder, B TI Competitive and technology management strategy: a case study of TELCO SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE concurrent engineering; product development strategy; product innovation; R & D; strategic alliances; technology management; technology strategy; TELCO; knowledge engineering ID JAPANESE AB TELCO has become the largest commercial motor vehicle manufacturer in India using a long-term competitive and technology management strategy. The paper analyses the competitive strategy of TELCO in terms of productivity improvement, distribution network, manufacturing automation, strategic alliances and human resource development. The major focus of technology management at TELCO has been intensive R&D, concurrent engineering, standardization, and integration of manufacturing and design. The technology management involves intensive knowledge engineering, organizational learning and intensive R&D. TELCO has aligned its business strategy in such a way that it has been able to leverage its technological capability for realizing its vision, which, together with continuity of leadership, has facilitated the implementation of its strategic program. C1 Coll India, Adm Staff, Hyderabad 500049, Andhra Pradesh, India. RP Bowonder, B, Coll India, Adm Staff, Hyderabad 500049, Andhra Pradesh, India. CR *ADH COMM AUT IND, 1960, REP ADH COMM AUT IND *EIU, 1996, STRAT PROF TELCO *TAR COMM, 1956, REP AUT IND BERTODO R, 1990, LONG RANGE PLANN, V23, P22 BOWONDER B, 1992, WORLD COMPETITION, V16, P41 BOWONDER B, 1994, CREATIVITY INNOVATIO, V3, P11 BOWONDER B, 1996, TECHNOLOGY MANAGEMEN CLARK KB, 1987, BROOKINGS PAPERS EC, V3, P729 CUSUMANO MA, 1992, RES POLICY, V21, P265 EDEN L, 1996, INT EXECUTIVE, V38, P501 FUJIMOTO T, 1995, FORDISM TRANSFORMED, P184 FUSS M, 1990, J JPN INT ECON, V4, P219 HIRAOKA LS, 1989, TECHNOLOGICAL FORECA, V35, P29 JONES DT, 1991, CORPORATE IND STRATE, P171 KATHURIA S, 1996, COMPETING TECHNOLOGY LIKER JK, 1995, ENG JAPAN, P152 MIWA Y, 1996, FIRMS IND ORG JAPAN RAO CB, 1993, ECON POLIT WEEKLY, V28, P20 WOMACK JP, 1990, MACHINE CHANGED WORL NR 19 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 1998 VL 15 IS 6-7 BP 646 EP 680 PG 35 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZP108 UT ISI:000073717200009 ER PT J AU Karaomerlioglu, DC TI Technology as a system: industrial and technological systems SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE economic development; innovation; industrial policy; systems; technology policy ID INNOVATION; FIRMS AB As technology is one of the main forces in an economy, many studies attempt to open this 'black box' and understand how it functions. In this paper, I discuss the benefits of examining technology as a system and emphasize the linkage between industrial structure and technologies. After reviewing the theoretical discussions, I highlight the need for an empirical method to identify technology as a system. From a public policy point of view there are many benefits arising from the exploration of the relationship between industries and technologies in a framework called 'industrial and technological system'. RP Karaomerlioglu, DC, Case Western Reserve Univ, Dept Econ, 414 Wickenden Hall, Cleveland, OH 44106 USA. CR *DRI, 1995, AM CLUST AUDRETSCH DB, 1996, REV IND ORGAN, V11, P253 BECCATTINI G, 1989, SMALL FIRMS IND DIST, P123 BESSANT J, 1988, INTEGRATED MANUFACTU CAMAGNI R, 1991, INNOVATION NETWORKS, P1 CAMAGNI R, 1995, IND ENTERPRISE ITS E, P195 CARLSSON B, 1991, J EVOLUTIONARY EC, V1, P93 CARLSSON B, 1994, HDB IND INNOVATION, P13 DEBRESSON C, 1991, TECHNOLOGY NATL COMP, P60 DEBRESSON C, 1996, EC INTERDEPENDENCE I DOSI G, 1984, TECHNOLOGICAL CHANGE, P12 DOSI G, 1988, TECHNICAL CHANGE EC FREEMAN C, 1982, UNEMPLOYMENT TECHNIC GASSLER H, 1996, INT J TECHNOL MANAGE, V11, P329 GIERSCH H, 1992, STRUCTURAL CHANGE IN, P104 GRABHER G, 1993, REDISCOVERING SOCIAL, P1 GRANSTRAND O, 1994, EC TECHNOLOGY HARRISON B, 1992, REG STUD, V26, P469 JAFFE AB, 1989, RES POLICY, V18, P87 LUNDVALL B, 1992, NATL SYSTEMS INNOVAT, P2 MARSHALL A, 1898, PRINCIPLES EC NELSON R, 1982, EVOLUTIONARY THEORY NIOSI J, 1991, TECHNOLOGY NATL COMP PORTER M, 1990, COMPETITIVE ADVANTAG RICHARDSON HW, 1995, URBAN AGGLOMERATION ROSENBERG N, 1982, BLACK BOX TECHNOLOGY ROTHWELL R, 1994, HDB IND INNOVATION, P33 SCHERER FM, 1982, RES POLICY, V11, P227 SCHUMPETER JA, 1939, BUSINESS CYCLES THEO STORPER M, 1989, POWER GEOGRAPHY TERR, P21 STORPER M, 1992, PATHWAYS IND REGIONA TEECE DJ, 1992, J ECON BEHAV ORGAN, V18, P1 WEBER A, 1929, THEORY LOCATION IND 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 1998 VL 15 IS 6-7 BP 681 EP 690 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZP108 UT ISI:000073717200010 ER PT J AU van Geenhuizen, M Nijkamp, P TI Improving the knowledge capability of cities: the case of Mainport Rotterdam SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE containerization; firm birth surplus; Mainport Rotterdam; transport technology and policy; urban knowledge base AB In urban policy-making, knowledge needs to be treated as an important source of economic power and welfare. This paper explores the urban knowledge capability in a conceptual sense and then turns to an empirical exploration by using Mainport Rotterdam in the Netherlands as an example. Planning the future of Rotterdam is subject to various uncertainties, due to questions about the extent to which port facilities for storage and throughput should continue to be expanded and the regional economy needs to move structurally towards innovative economic activities. The Dutch government has recognized the importance of new knowledge in the transport sector, and provides budgets for research in port activities in Rotterdam. This is particularly important because there is no 'level playing field' between ports in North-west Europe. Further, in urban planning, a major challenge is to establish institutional structures that preserve open learning and link various policy fields with each other. C1 Delft Univ Technol, Sch Syst Engn Policy Anal & Management, NL-2628 BX Delft, Netherlands. RP van Geenhuizen, M, Delft Univ Technol, Sch Syst Engn Policy Anal & Management, Jaffalaan 5, NL-2628 BX Delft, Netherlands. CR *BUR BART, 1996, IMPR TRUST STRAT KNO *CROW, 1994, NEW RES PROGR TRAFF *CTT FDN CTR TRANS, 1996, ANN REP 1995 *KMR FDN KENN MAIN, 1996, 1995 KMR FDN KENN MA *MEZ DEP EC AFF, 1995, KNOWL ACT *MUN PORT AUTH, 1994, TREND REP 1994 *MVW DEP TRAFF TRA, 1995, PAP PROGR SEAP POL *MVW DEP TRAFF TRA, 1996, INT COMP INFR *NETH CENTR BUR ST, 1996, STAT LOAD UNL TRANSP *NHR NAT COUNC POR, 1994, THREATS COMP POS DUT *OECD, 1996, SCI TECHNOLOGY IND O *SEO FDN EC RES, 1994, REG DIM INN NETH MAN *UN CHAMB COMM, 1994, BUS DYN 1993 AMABLE B, 1995, STRUCTURAL CHANGE EC, V6, P167 ANDERSSON AE, 1991, SISTEMI URBANI, V3, P5 ARTS GJM, 1996, USE KNOWLEDGE SPATIA CHARLES D, 1992, TECHNOLOGY TRANSFER GIBBONS M, 1994, NEW PRODUCTION KNOWL GRABHER G, EMBEDDED FIRM SOCIOE HAUGHTON G, 1994, SUSTAINABLE CITIES KAMANN DJ, 1993, THEORY PRACTICE TRAN, P65 KANTER RM, 1995, WORLD CLASS THRIVING KNIGHT RV, 1995, URBAN STUD, V32, P225 NIJKAMP P, 1992, TOPOS, V5, P93 NIJKAMP P, 1996, COMPLEX DECISION MAK, P129 PRIEMUS H, 1995, NODES FREIGHT TRANSP RATTI R, 1995, EUROPEAN TRANSPORT C SAXENIAN A, 1994, REGIONAL ADVANTAGE C TRAXLER J, 1994, R D ACTIVITIES CO U VANBOVEN J, 1996, LOCAL EC POLICY NEW, P91 VANDENBERG L, 1996, ESB 0228, P180 VANGEENHUIZEN M, 1994, OVERCOMING ISOLATION, P103 VANGEENHUIZEN M, 1996, HIGH TECHNOLOGY SMAL, V2, P141 VANGEENHUIZEN M, 1996, P EUR REG SCI ASS 36 VANGEENHUIZEN M, 1997, GEOJOURNAL, V41, P369 VANGEENHUIZEN M, 1998, IN PRESS TRANSPORT N 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 1998 VL 15 IS 6-7 BP 691 EP 709 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZP108 UT ISI:000073717200011 ER PT J AU Tassopoulos, A Papachroni, M TI Penetration models of new technologies in Greek small and medium-sized enterprises SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE diffusion; high-technology products; industry; innovation; networks; SMEs; technological growth; technology transfer AB The concern of this paper is the development of a theory of timing of initial adoption of high-technological products. The empirical aspects of the work presented here deal exclusively with high-technology projects. The theory is intended to be applied to the growth of a broad range of products. We do not distinguish new classes of products or new brands. We focus our attention on infrequently purchased products. The growth model postulated in this work is best reflected by growth patterns similar to that shown in the last two figures of the paper. Adoptions grow to a peak and level-off at some magnitude lower than the peak. The stabilizing effect is accounted for by the relative growth of the replacement purchased components and the decline of the initially bought components. The basic assumption of the model is that the timing of a consumer's initial adoption is related to the number of previous adoptions of high-technology products. C1 Panteio Univ, Dept Urban & Reg Dev, Athens 17671, Greece. RP Tassopoulos, A, Panteio Univ, Dept Urban & Reg Dev, L Sygrou 136, Athens 17671, Greece. CR BARTLETT MS, 1960, STOCHASTIC POPULATIO BASS FM, 1969, MANAGE SCI, V15, P215 CAROLL TE, 1982, P FIRST EUR S REG IN, P145 CASTI JL, 1993, COMPLEXIFICATION EXP DUTTON JM, 1979, COMMUNICATION CONTRO, P489 JACOBI SLS, 1980, MATH MODELING COMPUT ROTWELL R, 1991, TECHNOVATION, V11, P93 WOLFRAM S, 1992, MATH SYSTEM DOING MA 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 1998 VL 15 IS 6-7 BP 710 EP 720 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZP108 UT ISI:000073717200012 ER PT J AU Correa, CM TI Argentina's national innovation system SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE flows of knowledge; foreign direct investments; national innovation system; patents; R & D indicators; science policy; technology policy; transfer of technology AB This paper examines the Argentine 'national innovation system'. It analyses the indicators on science and technology for Argentina, and the main sources of foreign technology used in the industrialization process. The paper also describes the institutional framework of science and technology in Argentina. Based on these elements, the technology policies and the roles played by different flows of knowledge are discussed. The paper finally indicates a number of policy issues to be taken into account in the area of science and technology, in the new macro-economic scenario of the 1990s. C1 Univ Buenos Aires, Ctr Estudios Avanzados, RA-1114 Buenos Aires, DF, Argentina. RP Correa, CM, Univ Buenos Aires, Ctr Estudios Avanzados, Uriburu 950,1st Floor, RA-1114 Buenos Aires, DF, Argentina. CR *INTI, 1990, REG TRANSF TECN INF *OECD, 1993, TECHN EC KEY REL *SEC CIENC TECN SU, 1988, REL REC ACT CIENC TE *UNCTAD, 1991, IND TECHN PAIS DES *UNESCO, 1991, STAT YB *UNESCO, 1993, STAT YB ALCORTA L, 1995, INNOVATION SYSTEMS T ARCHIBUGI D, 1992, SCI PUBLIC POLICY SU AZPIAZU D, 1985, PROMOCION IND ARGENT AZPIAZU D, 1994, DESARROLLO AUSENTE R AZPIAZU D, 1995, ARGENTINA HOY CRISIS BERCOVICH N, 1988, DESARROLLO EC BISANG R, 1992, INTERNACIONALIZACION BISANG R, 1994, IND INCORPORACION PR CHAMARIK S, 1994, TECHNOLOGICAL INDEPE CHUDNOVSKY D, 1994, NUEVA INVERSION EXTR CHUDNOVSKY D, 1995, POLITICA TECNOLOGICA CIAPUSCIO H, 1994, REPENSANDO POLITICA COOPER C, 1994, TECHNOLOGY INNOVATIO CORREA C, 1994, VINCULACION U EMPRES CORREA C, 1995, IN PRESS PRODUCCION CORREA CM, 1989, TECNOLOGIA DESARROLL CORREA M, 1994, SCI PUBLIC POLICY, V21 EDQUIST C, 1995, INNOVATION SYSTEMS E FAULKNER W, 1995, KNOWLEDGE FRONTIERS FAULKNER W, 1995, SCI PUBLIC POLIC OCT FERRARO RA, 1995, ED COMPETIR ARGENTIN FERRER A, 1995, EC ARGENTINA KATZ J, 1983, ESTRATEGIAS VENTAJAS KATZ J, 1991, UNPUB NATL SYSTEMS I KATZ JM, 1986, IMPORTACION TECHNOLO KIM L, 1992, RES POLICY KOSACOFF B, 1994, DESAFIO COMPETITIVID LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT NELSON R, 1993, NATL INNOVATION SYST OTEIZA E, 1992, POLITICA INVESTIGACI SABATO J, 1982, PRODUCCION TECNOLOGI SAGASTI FR, 1981, LECT FONDO CULTURA E SCHVARZER J, 1996, IND QUE SUPIMOS CONS SENKER J, 1993, AI SOC, V7 SKOLNIKOFF E, 1993, SCI PUBLIC POLICY, V20 VAINSTOK O, 1994, EMPRESAS QUIMICAS AR VERACRUZ A, 1994, COMERCIO EXTERIOR, V44 NR 43 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 1998 VL 15 IS 6-7 BP 721 EP 760 PG 40 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZP108 UT ISI:000073717200013 ER PT J AU Chen, JC Abetti, PA Peters, LS TI Innovation in the 'Baby Bell' companies: a comparative longitudinal analysis SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE AT & T; Baby Bells; Bellcore; core competencies; deregulation of telecommunications; technological innovation; telecommunication policy; telecommunications services ID UNITED-STATES TELECOMMUNICATIONS; PATTERNS AB The worldwide trend of deregulating monopolistic service industries, and in particular established telecommunication companies, raises a major issue: how do the former protected and implementation-minded companies compete with the new entrepreneurial entrants? How are these companies building their innovation capabilities? This paper addresses the question: how is innovation associated with organizational strategy, change and structure within an industry, given the same past history, and similar environments and resources? It investigates the case of the seven 'Baby Bells' that were set up by court order in 1984 after the divestiture of AT&T. These companies had shared the same company history for almost a century, had similar resources and were subject to the same regulatory and market environments. Given this similarity of origins, regulatory and market environment and the original common R&D base, the case of the 'Baby Bells' provides a natural unique environment for studying the process of building innovation capabilities and the results of this process. Three dependent variables were selected to represent tangible results of innovation: number of patents, new services offered, and diversification as expressed by non-telephone, non-regulated revenues; and eleven independent variables, ranging from R&D expenditures to the utilization of equipment with advanced technology such as digital switches and fibre-optic channels, plus organization measures, such as rate of technical and administrative change, professional intensity, inter-firm linkages and joint developments. The data were collected for a period of eleven years (1984-94) from a variety of sources, and analysed by Spearman correlation, multiple regression and canonical correlation. The principal results of this research show that, with other factors constant: (1) acquisition of parents is positively related to joint development, emphasizing product differentiation, and technical change, (2) acquisition of patents is negatively related to inter-firm linkages (inter-firm interactions excluding joint developments), (3) the introduction of new services is positively related to joint development, emphasizing core competencies, and administrative change, (4) promotion of non-regulated revenues is positively related to emphasizing core competencies, and (5) innovation is negatively related to management intensity. The paper concludes with implications for managers of telecommunication companies. C1 Rensselaer Polytech Inst, Lally Sch Management & Technol, Troy, NY 12180 USA. CR 1992, FINANCIAL WORLD 1996, BUSINESS WEEK 0408, P64 1996, NY TIMES 1122, D2 1996, TELECOMMUNICATI 0912 ABETTI PA, 1996, INT J TECHNOL MANAGE, V11, P412 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOPER RG, 1991, J PROD INNOVAT MANAG, V8, P75 DAFT RL, 1994, ORG THEORY DESIGN, P266 DAILY CM, 1995, STRATEGIC MANAGE J, V16, P393 DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 DAVENI R, 1994, HYPERCOMPETITION MAN DEBRENTANI U, 1989, SLOAN MANAGEMENT SUM, P11 GRANT RM, 1995, CONT STRATEGIC ANAL, CH10 KANTER RM, 1983, CHANGE MASTERS KANTER RM, 1991, HARVARD BUSINESS JAN, P119 KELLY D, 1991, ACAD MANAGE J, V34, P591 KOCHHAR R, 1996, STRATEGIC MANAGE J, V17, P73 KODAMA F, 1995, EMERGING PATTERNS IN MAJUMDAR SK, 1995, RES POLICY, V24, P803 MARTIN MJ, 1994, MANAGING INNOVATION MORONE JG, 1993, WINNING HIGH TECH MA NADLER DA, 1989, ACADEMY MANAGEMENT E, V3, P194 PETERS L, 1996, MANAGING VIRTUAL ENT, P470 PETERS L, 1996, P 15 INT TEL S 19 21, V2, P329 PETERS LS, 1991, 1991 ANN M AM POL SC PORTER ME, 1983, STRATEGIC MANAGEMENT QUINN JB, 1988, MANAGING INNOVATION, P9 SCHUMPETER JA, 1934, THEORY EC DEV SHANKLIN WL, 1987, ESSENTIALS MARKETING STALK G, 1992, HARVARD BUSINESS REV TANENBAUM M, 1993, TECHNOL SOC, V15, P263 TAYLOR AH, 1993, TELECOMMUNICATIONS I TORNATZKY LG, 1990, PROCESS TECHNOLOGICA, P9 TUSHMAN ML, 1988, READINGS MANAGEMENT TWISS B, 1985, MANAGING TECHNOLOGIC ZANFEI A, 1993, RES POLICY, V22, P309 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 1998 VL 15 IS 6-7 BP 761 EP 780 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZP108 UT ISI:000073717200014 ER PT J AU Chapelet, B Tovstiga, G TI Development of a research methodology for assessing a firm's business process-related technologies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE business processes; competitive analysis diagnostic; process-related technology; research methodology; technology platform AB This paper presents an outline of the approach currently being applied toward developing a research methodology by which firms can identify and assess the strategic impact of the business process-related technologies within their organization. These business process-related technologies, in turn, are invariably related to existing and emerging information and communication technologies. The function of the self-diagnostic methodology is to guide the SME technology manager through an analysis of the competitive impact of the firm's technological capabilities relating to business processes. The methodology ultimately leads the manager to the point where he or she can formulate strategic recommendations and develop a strategic plan for building a competitive business process-related technological platform. The work discussed here is part of an ongoing development effort within the framework of the European Commission-sponsored TBPTIME project [1]. As such, the work reported here represents work-in-progress. The paper concludes with a discussion of experiences made with the methodology in validation sessions with client companies to date. C1 Grenoble Grad Business Sch, TIME Ctr, Grenoble, France. Univ Twente, TSM Business Sch, NL-7500 AE Enschede, Netherlands. RP Chapelet, B, Grenoble Grad Business Sch, TIME Ctr, Grenoble, France. CR EFMD FORUM 95 1, P8 BENDER HO, 1995, WORKING PAPERS STRAT CHAPELET B, 1996, INT J TECHNOL MANAGE, V11, P258 DEVENPORT TH, 1993, PROCESS INNOVATION, P29 DUSSAUGE P, 1992, STRAGEGIC TECHNOLOGY HAMMER M, 1996, REENGINEERING HUNT VD, 1996, PROCESS MAPPING LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LITTLES D, 1990, EUROPEAN MANAGEMENT MORTON MS, 1993, CORPORATION 1990 PAPPAS C, 1984, J PRODUCT INNOVATION, V1 PFEIFFER W, 1987, TECHNOLOGIE PORTFOLI PORTER M, 1985, COMPETITIVE ADVANTAG ROGERS DMA, 1996, RES TECHNOL MANAGE, V39, P33 TREACY M, 1995, DISCIPLINE MARKET LE NR 15 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 1998 VL 15 IS 1-2 BP 10 EP 30 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZB973 UT ISI:000072526900002 ER PT J AU Rhodes, E Carter, R TI Electronic commerce technologies and changing product distribution SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE apparel; electronic commerce technologies; innovation; mail order; new product distribution systems; partnerships; product supply systems; retailing; technology management; value chains; virtual retailing AB The paper draws on research into retail supply systems. It illustrates a spectrum of retailing strategies adopted by large companies and SMEs in Europe and the USA. It considers the evolving strategies of companies of different types and at different locations in consumer product supply systems. It links these strategies to fundamental shifts in market conditions, and to the impacts of: intensified rivalries between established players; companies invading new territories; and growing competition from new entrants. In large part, these impacts are related to progressive experimentation with, and application of, electronic commerce technologies. They relate both to changes in upstream supply systems, and to use of electronic media such as the Internet and interactive television systems to disseminate product information and to sell products. It is argued that the long-term trend appears to be towards a more 'mixed economy' than is often predicted. The nature of this mix will depend on the abilities of manufacturers and smaller retailers to respond to the growing power of the emerging global retail chains. C1 Open Univ, Fac Technol, Dept Design & Innovat, Milton Keynes MK7 6AA, Bucks, England. Open Univ, Leeds LS1 6ED, W Yorkshire, England. RP Rhodes, E, Open Univ, Fac Technol, Dept Design & Innovat, Walton Hall, Milton Keynes MK7 6AA, Bucks, England. CR 1997, FINANICAL TIMES 0124 1997, FORTUNE 0428 *OP U, 1995, T833 IMPL NEW TECHN AKEHURST G, 1995, SERV IND J, V15, P1 BAILEY J, 1995, SERV IND J, V15, P25 BELUSSI F, 1987, BENETTON INFORMATION BELUSSI F, 1992, COMPUTER AIDED MANUF, P72 FREEMAN C, 1994, WORK ALL MASS UNEMPL FROBEL F, 1980, NEW INT DIVISION LAB HACKETT R, 1990, SLOAN MANAGEMENT WIN, P97 HOCH SJ, 1996, SLOAN MANAGE REV, V37, P89 KNOEDLER JT, 1995, J ECON ISSUES, V29, P385 LAMPEL J, 1996, SLOAN MANAGEMENT FAL, P21 LOVEMAN GW, 1994, INFORMATION TECHNOLO MACDONALD S, 1983, TROUBLE TECHNOLOGY, P26 MALONE TW, 1987, INFORMATION TECHNOLO, P61 PITELIS C, 1993, T COSTS MARKETS HIER QUELCH JA, 1996, SLOAN MANAGEMENT SPR, P60 REID M, 1995, ECONOMIST 0304 RHODES E, 1994, IMPLEMENTING NEW TEC, P79 RHODES E, 1994, P 5 WORLD C EDI US R SCARBROUGH H, 1995, ORGAN STUD, V16, P991 SHETH JN, 1995, INT BUSINESS REV, V4, P397 THUROW L, 1992, HEAD HEAD COMING EC VANCE SS, 1994, WAL MART HIST S WALT VEBLEN T, 1904, THEORY BUSINESS ENTE WALTON S, 1992, S WALTON MADE AM MY WILLIAMS DE, 1992, EUR J MARKETING, V26, P8 WOMACK JP, 1990, MACHINE CHANGED WORL 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 1998 VL 15 IS 1-2 BP 31 EP 48 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZB973 UT ISI:000072526900003 ER PT J AU Bidault, F Despres, C TI New product development and early supplier involvement (ESI): the drivers of ESI adoption SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE alliances; early supplier involvement; new product development; product innovation AB This paper reports the results of an empirical study that probed the adoption of early supplier involvement (ESI) in the product development process. ESI is defined as a form of vertical co-operation in which manufacturers involve suppliers at an early stage in the product development/innovation process, generally at the level of concept and design. Previous research has shown that Western automobile manufacturers obtained significant benefits by emulating the ESI practices of their Japanese competitors; the bulk of research knowledge is, in fact, located in this domain. This study focused on a group of assembly-based industries outside the automotive setting to determine if the adoption and benefits of ESI are found in other domains as well. Twenty-five companies in three non-automotive industries participated in the research. A model of ESI adoption was developed and tested, and an ESI index created to determine the degree to which this practice was applied. The results reveal, among other things, that the level of ESI practice is strongly related to a higher number of supplier base initiatives, lower product integration, broader supplier scope and a higher proportion of parts purchased. Significant results were also obtained in comparisons between industry sectors and geographic regions (USA, Western Europe and Japan). We suggest that promising directions for future research include broad-based samples across industrial sectors and industry-focused empirical study. C1 Theseus Inst, F-06903 Sophia Antipolis, France. Univ Droit, Inst Adm Entreprises, F-13540 Puyricard, France. London Business Sch, London NW1 4SA, England. RP Bidault, F, Theseus Inst, Rue Albert Einstein,BP 169, F-06903 Sophia Antipolis, France. CR 1994, BUSINESS WEEK 1226, P20 BARCLAY I, 1992, R D MANAGEMENT, V22 BIDAULT F, 1994, R&D MANAGE, V24, P33 BONACCORSI A, 1994, J PROD INNOVAT MANAG, V11, P134 CALLON M, 1989, SCI RESEAUX CLARK KB, 1991, PRODUCT DEV PERFORMA DEBRESSON C, 1991, RES POLICY, V20, P363 DESCHAMPS JP, 1995, PRODUCT JUGGERNAUTS FUJIMOTO T, 1994, FUJ C JAP JAN GOMEZ PY, 1994, QUALITE THEORIE CONV HAKANSSON H, 1987, IND TECHNOLOGICAL DE IMAI K, 1985, UNEASY ALLIANCE, P337 IMAI K, 1989, C EC GROWTH COMM NEW KAMATH RR, 1994, HARVARD BUS REV, V72, P154 LAAGEHELLMANN J, 1987, IND TECHNOLOGICAL DE LAMMING R, 1989, CAUSES EFFECTS STRUC LAMMING R, 1993, PARTNERSHIP STRATEGI LAMMING R, 1994, STRATEGIC PROCUREMEN MIDLER C, 1994, AUTO QUI EXISTAIT MA NISHIGUSHI T, 1994, STRATEGIC IND SOURCI SAKO M, 1992, PRICES QUALITY TRUST SLADE BN, 1993, COMPRESSING PRODUCT VONHIPPLE E, 1988, SOURCES INNOVATION WOMACK JP, 1991, MACHINE CHANGED WORL NR 24 TC 11 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 1998 VL 15 IS 1-2 BP 49 EP 69 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZB973 UT ISI:000072526900004 ER PT J AU Dankbaar, B TI Technology management in technology-contingent SMEs SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation policy; small and medium-sized enterprises; technology transfer AB This paper is concerned with technology management in the kind of small and medium-sized enterprises which traditionally have taken a passive attitude towards technological change. Based on data collected in a survey study on technological networking in a European border region, the paper shows that enterprises of this type differ significantly from small technology-intensive enterprises in the ways in which they acquire knowledge about new technologies. Small 'technology-contingent' enterprises appear to be less well networked to the outside world than technologically more active enterprises. Some conclusions are drawn on the use of technology transfer infrastructures for these enterprises. C1 Univ Nijmegen, Nijmegen Business Sch, Nijmegen, Netherlands. RP Dankbaar, B, Univ Nijmegen, Nijmegen Business Sch, Nijmegen, Netherlands. CR *ENSR, 1994, EUR OBS SME 2 ANN RE ALLEN TJ, 1983, RES POLICY, V12, P199 CANNELL W, 1996, TECHNOLOGY MANAGEMEN CHARLES D, 1994, FACTORS GOVERNING OP COHEN WM, 1990, ADMIN SCI QUART, V35, P128 CORVERS F, 1994, NIEUWE KANSEN BEDRIJ DUSSAUGE P, 1992, STRATEGIC TECHNOLOGY PAVITT K, 1984, RES POLICY, V13, P343 ROTHWELL R, 1992, TECHNOVATION, V12, P223 TROMMSDORFF V, 1990, INNOVATIONSMANAGEMEN VONHIPPEL E, 1988, SOURCES INNOVATION 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 1998 VL 15 IS 1-2 BP 70 EP 81 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZB973 UT ISI:000072526900005 ER PT J AU Campbell, A TI The agile enterprise: assessing the technology management issues SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE agile enterprise; human resources; information sharing; innovation; organizational model; virtual business; virtual organization ID NETWORKS; INFORMATION; STRATEGIES; FIRMS; WEB AB Research into the virtual business organization suggests that what are currently held to be examples of virtual business activity do not in fact constitute a new business model. This paper outlines the different models of virtual business organization in the literature and describes the enterprise web as an agile enterprise model, that allows companies to rapidly adopt and exploit the latest technologies and processes. The paper assesses the agile enterprise web as a new organizational paradigm, and identifies some of the dominant technology management issues that will determine the success of this organizational model. C1 Univ Paisley, Dept Comp & Informat Syst, Paisley PA1 2BE, Renfrew, Scotland. RP Campbell, A, Univ Paisley, Dept Comp & Informat Syst, High St, Paisley PA1 2BE, Renfrew, Scotland. CR BAHRAMI H, 1987, CALIFORNIA MANAGEMEN, V30, P151 BAHRAMI H, 1989, CALIF MANAGE REV, V31, P107 BARLEY SR, 1992, NETWORKS ORG STRUCTU, P311 BARTMESS A, 1993, CALIF MANAGE REV, V35, P78 BOTTOMS D, 1994, IND WEEK, V243, P61 CAMPBELL AM, 1996, BUSINESS CHANGE REEN, V3, P45 CRAVENS DW, 1994, BUS HORIZONS, V37, P19 DAVENPORT TH, 1992, SLOAN MANAGEMENT FAL, P53 DAVENPORT TH, 1994, HARVARD BUSINESS MAR, P119 DAVIDOW WH, 1992, VIRTUAL CORPORATION DUSSAUGE P, 1992, STRATEGIC TECHNOLOGY ERKES JW, 1996, COMMUN ACM, V39, P34 FAIRTLOUGH G, 1994, LONG RANGE PLANN, V27, P88 FINE CH, 1996, P 1996 MAN SERV OP M, P25 GOLDMAN SL, 1993, INT J TECHNOL MANAGE, V8, P18 GOLDMAN SL, 1995, AGILE COMPETITORS VI GORANSON HT, 1996, ENG AGILE SYSTEMS GRANSTRAND O, 1992, TECHNOLOGY MANAGEMEN HAGEL J, 1996, MCKINSEYQ, V1, P5 HANDY C, 1995, HARVARD BUSINESS MAY, P40 HARDWICK M, 1996, COMMUN ACM, V39, P46 HARRISON NJ, 1995, INT J TECHNOL MANAGE, P213 HINTERHUBER HH, 1994, LONG RANGE PLANN, V27, P43 JARVENPAA SL, 1994, J MANAGEMENT INFORMA, V10, P25 JONES O, 1994, INT J TECHNOLOGY MAN, V9, P56 KAY J, 1993, FDN CORPORATE SUCCES LORENZONI G, 1995, CALIF MANAGE REV, V37, P146 MILES RE, 1986, CALIF MANAGE REV, V28, P62 MILES RE, 1992, CALIF MANAGE REV, V34, P53 MOWSHOWITZ A, 1994, INF SOC, V10, P267 NOHRIA N, 1994, CALIF MANAGE REV, V36, P70 NOREN L, 1995, INT J TECHNOLOGY MAN, P105 POWELL WW, 1992, NETWORKS ORG STRUCTU, P366 QUINN JB, 1995, MCKINSEY Q, V1, P48 RAI A, 1996, DECISION SCI, V27, P141 ROGERS DMA, 1996, RES TECHNOL MANAGE, V39, P33 SAXENIAN AL, 1990, CALIF MANAGE REV, V33, P89 SHAN WJ, 1990, STRATEGIC MANAGE J, V11, P129 SNOW CC, 1992, ORG DYNAMICS WIN, P5 TULLY S, 1993, FORTUNE INT NEW 0208, P52 NR 40 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 1998 VL 15 IS 1-2 BP 82 EP 95 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZB973 UT ISI:000072526900006 ER PT J AU Wildeman, L TI Alliances and networks: the next generation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE alliance strategy; partnering; networks; strategic alliances; virtual organization AB An increasing number of organizations view strategic alliances as the adequate response to rapid developments in market demands. By (temporarily) joining forces, products and services can be supplied when they are in demand. The poor success rate with respect to alliances (60-70% of all alliances are disbanded prematurely) indicates that co-operation of this type involves a number of characteristic problems for which specific management skills are required. In developing these skills, it is vital that we learn from experience with successful and unsuccessful alliances. However, forming an alliance is so dependent on the specific circumstances that experience will not render a uniform recipe, albeit that the ingredients can be identified. Their quantity will differ in each individual situation. C1 Networks & Virtual Org, KPMG Alliances, NL-1070 DE Amsterdam, Netherlands. RP Wildeman, L, Networks & Virtual Org, KPMG Alliances, POB 74500, NL-1070 DE Amsterdam, Netherlands. CR *C BOARD EUR, 1024 C BOARD EUR *C BOARD EUR, 1028 C BOARD EUR *C BOARD EUR, 109094RR C BOARD EUR ASHKENAS R, 1995, BOUNDARYLESS ORG BLANCHARD K, 1996, MISSION POSSIBLE DAVIDOW WH, 1992, VIRTUAL CORPORATION GALBRAITH JR, 1995, DESIGNING ORG GOLDMAN SL, 1995, AGILE COMPETITORS VI GRENIER R, 1995, GOING VIRTUAL HAMEL G, 1994, COMPETING FUTURE HANDY C, 1994, AGE PARADOX LEWIS JD, 1995, CONNECTED CORPORATIO LORANGE P, 1995, ATRATEGIC ALLIANCES MALJERS FA, 1995, STRATEGISCHE ALLIANC MOORE JF, 1996, DEATH COMPETITION NEGROPONTE N, 1995, BEING DIGITAL NOLAN RL, 1995, CREATIVE DESTRUCTION NOOTEBOOM B, 1994, MANAGEMENT PARTNERSH PORTER M, 1985, COMPETITIVE ADVANTAG PUYLAERT MGF, 1995, SAMENWERKEN BEDRIJVE QUINN JB, 1992, INTELLIGENT ENTERPRI YOSHINO MY, 1995, STRATEGIC ALLIANCES 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 1998 VL 15 IS 1-2 BP 96 EP 108 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZB973 UT ISI:000072526900007 ER PT J AU Chiesa, V Manzini, R TI Profiting from the virtual organization of technological innovation: suggestions from an empirical study SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE inter-firm collaboration; technological innovation; technological partnering; virtual organization ID STRATEGIC ALLIANCES; PRODUCT DEVELOPMENT; COOPERATION AB The process of technological innovation has been changing, and this greatly impacts on its management. Increasingly, technological innovation requires the fusion of multiple technological disciplines, deeper and deeper technical skills, and early availability of market knowledge. This increases the need of firms to access external sources of technical knowledge and information (markets, customers and technology suppliers), and to rely on technological collaborations. This paper attempts to identify effective practices to manage technological partnering. It is based on the results of an empirical investigation on seven cases of technological partnerships in high-tech industry. C1 CNR, ITIA, I-20133 Milan, Italy. Politecn Milan, I-20133 Milan, Italy. RP Chiesa, V, CNR, ITIA, I-20133 Milan, Italy. CR BRUCE M, 1995, R&D MANAGE, V25, P33 CHATTERJI D, 1993, RES TECHNOLOGY M NOV, P21 CHATTERJI D, 1996, RES TECHNOL MANAGE, V39, P48 CHESBROUGH HW, 1996, HARVARD BUSINESS JAN, P65 CHIESA V, 1996, KNOWLEDGE TECHNOLOGY DAVIDOW WH, 1992, VIRTUAL CORPORATION DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55 FARR CM, 1992, R&D MANAGE, V22, P55 FORREST JE, 1992, R&D MANAGE, V22, P41 HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371 HAMEL G, 1994, COMPETENCE BASED COM HAMEL G, 1994, COMPETING FUTURE HARRIS RC, 1996, RES TECHNOLOGY M MAR, P33 KODAMA F, 1992, HARVARD BUS REV, V70, P70 KOTABE M, 1995, STRATEGIC MANAGE J, V16, P621 KREPS DM, 1982, J EC THEORY, V27 MILLSON MR, 1996, RES TECHNOLOGY M MAY, P41 MITCHELL W, 1996, STRATEGIC MANAGE J, V17, P169 PERRINO AC, 1989, RES TECHNOLOGY MANAG, V32 PRAHALAD CK, 1987, MULTINATIONAL MISSIO QUINN B, 1994, SLOAN MANAGEMENT SUM, P43 ROTHWELL R, 1994, INT MARKETING REV, V11 SANCHEZ R, 1996, DYNAMICS COMPETENCE UPTON DM, 1996, HARVARD BUSINESS JUL VENKATESAN R, 1992, HARVARD BUSINESS NOV, P98 WESTNEY DE, 1990, MANAGING GLOBAL FIRM NR 26 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 1998 VL 15 IS 1-2 BP 109 EP 123 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZB973 UT ISI:000072526900008 ER PT J AU Bailey, WJ Masson, R Raeside, R TI Choosing successful technology development partners: a best-practice model SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE best-practice model; collaborative technology development; partner selection ID RESEARCH-AND-DEVELOPMENT AB Technology development in collaboration has become an important component of technology strategy for a wide range of companies, as they struggle to cope with challenges such as increasing R&D costs and globalization. The research presented in this paper investigates an important determinant of collaborative success, namely collaborator selection, and investigates which factors are important in choosing the right organization to work with, how they should be weighted and how they can be assessed. The results are based on a short series of case studies, and an extensive survey of companies with bases in the UK. The findings indicate that factors such as technical capability and security are most important, whereas criteria such as an organization's record in previous collaborations emerges as a poor basis for collaborator selection. C1 Napier Univ, Dept MMSE, Edinburgh EH10 5DT, Midlothian, Scotland. RP Bailey, WJ, Napier Univ, Dept MMSE, 10 Colinton Rd, Edinburgh EH10 5DT, Midlothian, Scotland. CR BAILEY W, 1996, P 3 INT PROD DEV C F, P63 BLONDER C, 1992, EUROPEAN MANAGEMENT, V10, P412 BRUCE M, 1995, R&D MANAGE, V25, P33 DODGSON M, 1993, TECHNOLOGICAL COLLAB DOZ YL, 1988, COOPERATIVE STRATEGI, P317 FORREST JE, 1992, R&D MANAGE, V22, P41 GYENES L, 1991, J BUSINESS STRAT NOV, P27 HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371 HAKANSON L, 1991, CORPORATE IND STRATE, P235 HAKANSON L, 1993, R&D MANAGE, V23, P273 PISANO GP, 1989, RES TECHNOLOGICAL IN, V4, P227 PISANO GP, 1990, ADMIN SCI QUART, V35, P153 TYLER BB, 1995, STRATEGIC MANAGE J, V16, P43 NR 13 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 1998 VL 15 IS 1-2 BP 124 EP 138 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZB973 UT ISI:000072526900009 ER PT J AU Littler, D Leverick, F Wilson, D TI Collaboration in new technology based product markets SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE collaboration; new technology; product development; strategic alliances ID STRATEGIC ALLIANCES; JOINT-VENTURES; NETWORKS; INDUSTRY; SUCCESS; WIN AB The surge of enthusiastic interest in inter-organizational collaboration, especially in technology-intensive sectors, over the last decade has tended to mask the longer-term trends towards increased co-operation. The paper uses recent empirical research by the authors to discuss these trends and to examine some of the significant problems involved in the management of collaborations. We conclude that collaboration is an evolutionary process in which management skills of learning, mutual adaptation and accommodation can be more important to the eventual success of a collaboration than rigid adherence to an ab initio schedule of targets and objectives. Collaborative product development may be more costly, slower, less efficient and more difficult to manage than independent product development - but our research also suggests that, where successfully managed, the benefits can substantially outweigh these problems. C1 Univ Manchester, Inst Sci & Technol, Manchester Sch Management, Manchester M60 1QD, Lancs, England. RP Littler, D, Univ Manchester, Inst Sci & Technol, Manchester Sch Management, POB 88, Manchester M60 1QD, Lancs, England. CR 1992, COMMUNICATIONS USERS 1992, COMPUTER USERS YB 1992, SOFTWARE USERS YB BLEEKE J, 1991, HARVARD BUS REV, V69, P127 CAINARCA GC, 1992, RES POLICY, V21, P45 DEVLIN G, 1988, LONG RANGE PLANN, V21, P18 DEYOUNG HG, 1990, ELECT BUSINESS MAY, V28, P32 DICKSON K, 1990, 10 ANN INT C STRAT M DODGSON M, 1993, HUM RELAT, V46, P77 FARR CM, 1992, R&D MANAGE, V22, P55 FORREST JE, 1992, R&D MANAGE, V22, P41 FREAR CR, 1995, IND MARKET MANAG, V24, P379 FREEMAN C, 1991, RES POLICY, V20, P499 GUGLER P, 1992, LONG RANGE PLANN, V25, P90 GYENES LA, 1991, J BUS STRAT, V12, P27 HAMEL G, 1989, HARVARD BUS REV, V67, P133 HARRIGAN KR, 1986, MANAGING JOINT VENTU HARRIGAN KR, 1990, J MANAGE STUD, V27, P417 HLAVACECK JD, 1974, J MARKETING, V38, P56 KILLING JP, 1982, HARVARD BUSINESS MAY, P120 KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319 LAWTONSMITH H, 1991, RES POLICY, V20, P457 LINCOLN JR, 1990, RES ORGAN BEHAV, V12, P255 LINK PL, 1987, IND MARKET MANAG, V16, P109 LITTLER D, 1991, TECHNOVATION, V11, P457 LITTLER DA, 1992, 8 ANN IMP C LYON 3 5 LORANGE P, 1988, STRATEGIES GLOBAL CO, P370 LYNCH RP, 1990, J BUS STRAT, V11, P4 LYONS MP, 1991, LONG RANGE PLANN, V24, P130 NORBURN D, 1990, BRIT AC MAN ANN C GL NUENO P, 1988, LONG RANGE PLANN, V21, P11 PERLMUTTER HV, 1986, HARVARD BUS REV, V64, P136 PORTER M, 1990, ECONOMIST 0609, P26 RICE V, 1991, ELECT BUSINESS 0408, P30 TERPSTRA V, 1993, J INT MARKETING, V1 ZAJAC E, 1990, MARK SCI I C MAN LON NR 36 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 1998 VL 15 IS 1-2 BP 139 EP 159 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZB973 UT ISI:000072526900010 ER PT J AU Handyside, T Light, J TI An experiment in organization for innovation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE critical technology; innovation; performance management; project management; organization design ID R-AND-D; TECHNOLOGY MANAGEMENT; BUSINESS STRATEGIES AB Within the New Technology Group of Courtaulds Coatings an organization was designed to address high-value product innovation for a number of different business units. The driver for this experiment was increased pressure to deliver 'winning' new technologies and products faster and to obtain maximum leverage from a small research group. Conflicting demands from the businesses within the division had previously led to fragmentation of effort and lack of focus on 'high-value' areas. The response in 1992 was to reverse this trend by focusing on a few projects, each with multi-disciplinary input, and with high potential impact in the market. Simultaneously the organization was developed to reinforce and support this new culture. A traditional discipline-based hierarchical structure was replaced with one reflecting the business drivers specifically through customer focus, commercial awareness, leverage of IT and, above all, flexibility. Four new key roles were created: (1) project managers - delivering results, (2) business market managers - each liaising with a business, (3) technology champions - focusing on critical technology and capability, (4) people manager - responsible for facilitating people development and performance. Information technology is an enabler rather than a threat for the New Technology Group. It supports effective project management, allows technology champions to access new information sources readily, and stimulates the free transfer of information across locations, within and between teams, and across businesses This is discussed further in the paper, as we describe how the organization works in practice, and the performance management approach which supports and facilitates it. C1 Courtaulds Coatings, Gateshead NE10 0JY, Tyne & Wear, England. Cygnet Int, Leeds LS8 2JN, W Yorkshire, England. RP Handyside, T, Courtaulds Coatings, Stoneygate Lane, Gateshead NE10 0JY, Tyne & Wear, England. CR BOATH D, 1996, PHARM EXECUTIVE, V16, P72 CHEESE J, 1996, INT J TECHNOL MANAGE, V11, P315 GEBHART J, 1996, SLOAN MANAGE REV, V37, P119 GREENWALD CG, 1996, PRISM, P23 GREGORY MJ, 1996, INT J TECHNOL MANAGE, V12, P306 HASTINGS C, 1995, INT J PROJECT MANAGE, V13, P259 JONES P, 1996, DELIVERING EXCEPTION, P67 KERSSENSVANDRONGELEN IC, 1996, R&D MANAGE, V26, P213 KNOTT P, 1996, R&D MANAGE, V26, P177 LARSON EW, 1987, CALIF MANAGE REV, V29, P126 LARSON EW, 1989, IEEE T ENG MANAGE, V36, P119 MCMASTER MD, 1996, INTELLIGENCE ADVANTA MCMASTER MD, 1997, ORG INNOVATION DESIG MILLSON MR, 1996, RES TECHNOL MANAGE, V39, P41 MOLIN J, 1988, ISCENESATTE VIRKELIG ROGERS DMA, 1996, RES TECHNOL MANAGE, V39, P33 STACEY R, 1996, RES TECHNOL MANAGE, V39, P8 TERESKO J, 1996, IND WEEK, V245, P47 THAYER AM, 1995, CHEM ENG NEWS, V73, P10 WEBB A, 1994, MANAGING INNOVATIVE WERNER BM, 1997, RES TECHNOL MANAGE, V40, P34 WHITELEY RL, 1996, RES TECHNOL MANAGE, V39, P18 ZHUANG L, 1995, MANAGE DECIS, V35, P13 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 1998 VL 15 IS 1-2 BP 160 EP 172 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZB973 UT ISI:000072526900011 ER PT J AU Bond, P Otterson, P TI Creativity enhancement software: a systemic approach SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE creativity; knowledge; knowledge management; new product concepts; product design; Serendipity software; systemic thinking; user satisfaction AB Intense conditions of competition provide the main driver behind the search for innovation opportunities. The nature of competition demands that the search has to be more systematic than in the past in order to be effective (right first time) and more efficient in resource usage (more from less). In response to this situation the authors are developing a computer-enhanced technique for seeking innovation opportunities based upon a conceptual framework of systems thinking. Within this framework several conceptual tools have been developed including the Design Acceptance Cycle (DAC), which is embodied in creativity enhancement software called Serendipity. The technique uses systems based principles of complementarism such as the use of analogy and metaphor to stimulate radical reconceptualizations of solutions for embodiment into the physical product. Designers working with problem owners are exposed to original and new perspectives gained by exploring the 'product in use' and the tacit or personal knowledge of the user. In particular the method should expose the tacit knowledge of 'products-in-use' in similar or analogous techniques or processes. C1 Liverpool John Moores Univ, Sch Engn & Technol Management, Liverpool L3 3AF, Merseyside, England. RP Bond, P, Liverpool John Moores Univ, Sch Engn & Technol Management, Byrom St, Liverpool L3 3AF, Merseyside, England. CR BASADUR M, 1989, CREATIVE PROBLEM SOL BOHN RE, SLOAN MANAGEMENT FAL, P61 BOND P, 1996, BUILDING TOMORROW BOND P, 1997, P PORTL INT C MAN EN CARTER R, 1988, SYSTEMS MANAGEMENT C CHECKLAND PB, 1990, SOFT SYSTEMS METHODO, P18 CORNING PA, 1995, SYST RES, V12, P89 CRITCHLEY B, 1984, MANAGEMENT ED DEP 2, V15 CROSS N, 1994, ENG DESIGN METHODS DUSSAUGE P, 1992, STRATEGIC TECHNOLOGY, P1 ESPEJO, 1992, T I MC, V14 FLOOD RL, 1991, CREATIVE PROBLEM SOL HALL J, 1980, COMPETENCE PROCESS JACKSON P, 1965, J PERS, V33, P309 MCNEIL DH, 1995, SYST RES, V12, P133 MEDNICK SA, 1962, PSYCHOL REV, V69, P220 OSBORN AF, 1953, APPL IMAGINATION PRI PROCTOR T, 1988, CREATIVITY INNOVATIO, V1, P108 REICH R, 1991, WORK NATIONS PREPARI, P121 THOMPSON M, 1988, MAN NATURE TECHNOLOG 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 1998 VL 15 IS 1-2 BP 173 EP 191 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZB973 UT ISI:000072526900012 ER PT J AU Geisler, E Heller, O TI Management of Medical Technology (MMT): research, education, and practice SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Management of Medical Technology (MMT); research questions; theoretical framework ID SYSTEM AB In the USA, vast sums of money are spent on health care. A percentage of this cost relates to the management of medical technology. In this article the authors consider the Management of Medical Technology (MMT) as an area for academic pursuit. They consider it as a new field, a complex area of research, education and practice which they have endeavoured to bring to the attention of academics and practitioners. C1 Univ Wisconsin, Coll Business & Econ, Whitewater, WI 53190 USA. Univ Penn, Wharton Sch, Snider Entrepreneurial Ctr, Philadelphia, PA 19104 USA. RP Geisler, E, Univ Wisconsin, Coll Business & Econ, 800 W Main St, Whitewater, WI 53190 USA. CR *DEP PHYS DAT SERV, 1992, PHYS CHAR DISTR US ABDELHAK SS, 1996, ACAD MED, V71, P329 BADAWY M, 1989, MOT BECOMING DISCIPL BARRIGA RM, 1990, SOCIO ECON PLAN SCI, V24, P273 BERWICK DM, 1991, JAMA-J AM MED ASSOC, V266, P841 BREHM H, 1989, HLTH CARE TECHNOLOGY CHUANG YC, 1995, INT J TECHNOLOGY MAN, P74 DEAN BV, 1980, MANAGEMENT RES INNOV DRUCKER P, 1974, MANAGEMENT TASKS RES, P7 GEISLER E, 1995, INT J TECHNOLOGY MAN, P12 GEISLER E, 1996, MANAGING TECHNOLOGY GUADAITIS W, 1975, IEEE T SYSTEMS MANAG, V5, P441 KOCAOGLU D, 1993, TIMS ORSA JOINT NAT LAMBERTI C, 1990, MED BIOL ENG COMPUT, V28, P340 LUKE R, 1980, HLTH SERVICES RES, V23, P597 MCDERMOTT S, 1988, HLTH CARE MANAGEMENT, V13, P57 MICK S, 1990, INNOVATIONS HLTH CAR PATTERSON D, 1994, BEHAV HLTH MANAGEMEN, V14, P8 PORELL FW, 1995, MED CARE RES REV, V52, P158 REISMAN A, 1978, J MED SYST, V2, P71 REISMAN A, 1979, SYSTEMS ANAL HLTH CA REISMAN A, 1996, MANAGING TECHNOLOGY ROTH A, 1996, MANAGING TECHNOLOGY RUBENSTEIN AH, 1997, IN PRESS IEEE T BIOM SCHWARTZ JS, 1990, JAMA-J AM MED ASSOC, V264, P1704 SCHWEITZER S, 1996, MANAGING TECHNOLOGY SCOTT WR, 1985, MED CARE REV, V42, P37 SHORTELL S, 1990, STRATEGIC CHOICES AM SHORTELL S, 1996, REMAKING HLTH CARE A URIES D, 1987, EUROPEAN J OPERATION, V29, P99 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 1998 VL 15 IS 3-5 BP 196 EP 210 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZC467 UT ISI:000072582200002 ER PT J AU Bolon, DS TI Information processing theory: implications for health care organizations SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE organizational effectiveness; licensing agencies; vertical/horizontal systems AB Health care organizations have seen exponential growth in the volume of internal and external information which pertains to their operational survival. As such, health care administrators must find ways to manage this flow of information and minimize uncertainty. This paper examines the options available to health care organizations in light of Galbraith's information processing theory. Several structural modifications are discussed and analyzed, with vertical and horizontal information systems (including both intraorganizational and interorganizational systems) offering the best opportunity for future enhancement of information processing capabilities. C1 Ohio Univ, Sch Hlth Sci, Coll Hlth & Human Serv, Athens, OH 45701 USA. RP Bolon, DS, Ohio Univ, Sch Hlth Sci, Coll Hlth & Human Serv, 406 The Tower, Athens, OH 45701 USA. CR AUSTIN C, 1981, INQUIRY, V38, P291 AUSTIN C, 1992, INFORMATION SYSTEMS BERGMAN R, 1994, HOSP HEALTH NETWORK, V68, P46 GALBRAITH J, 1977, ORG DESIGN GALBRAITH J, 1983, DESIGNING COMPLEX OR HARD R, 1991, HOSPITALS, V65, P24 HARD R, 1992, HOSPITALS, V66, P43 HARD R, 1992, HOSPITALS, V66, P52 KASPUTYS J, 1993, HEALTHCARE EXECUTIVE, V8, P21 MANNIG MF, 1987, HEALTHC FINANC MANAG, V41, P23 MARCH J, 1958, ORGANIZATIONS MERTON RK, 1940, SOC FORCES, V18, P560 TUSHMAN ML, 1978, ACAD MANAGE REV, V3, P613 WEBER J, 1986, HLTH CARE COMPUTING, V3, P36 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 1998 VL 15 IS 3-5 BP 211 EP 221 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZC467 UT ISI:000072582200003 ER PT J AU Friedman, L TI Technology acquisition decision making revisited: lessons learned in an age of environmental uncertainty SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE healthcare technology; decision making; hospitals AB High technology medical innovation remains implicated as one of the most significant driving forces behind the high costs of health care in the USA. In addition, health care organizations are faced with an increasingly complex and uncertain environment. How do these factors interrelate to affect decisions made to acquire high cost medical technology? Data was collected from hospitals in three states attempting to assess how environmental variables affect technology acquisition decision making. Among the important criteria are physician recruitment and retention and perceived competitive pressure. An analysis of the data reveals that technology is acquired as one means of reducing environmental uncertainty. Within a growing number of integrated health systems, collaboration acts to both control costs and reduce duplicative technology. In order for collaboration to be successful, a strong bond of trust must exist between decision makers in addition to any economic benefit derived from the union. C1 Oregon State Univ, Dept Publ Hlth, Corvallis, OR 97331 USA. RP Friedman, L, Oregon State Univ, Dept Publ Hlth, 256 Waldo Hall, Corvallis, OR 97331 USA. CR BAUTZ J, 1992, INT J TECHNOL ASSESS, V2, P301 COILE R, 1990, NEW MED RESHAPING ME DODGSON M, 1993, HUM RELAT, V46, P77 DRUCKER P, 1980, MANAGING TURBULENT T DUNCAN WL, 1995, STRATEGIC MANAGEMENT FOOTE S, 1992, MANAGING MED ARMS RA FRIEDMAN L, 1991, THESIS U SO CALIFORN FRIEDMAN L, 1994, INT J TECHNOL ASSESS, V4, P667 FRIEDMAN L, 1995, HOSP TOP, V2, P22 GREER AL, 1985, INT J TECHNOL ASSESS, V1, P669 GREER AL, 1988, INT J TECHNOL ASSESS, V4, P5 HERDMANN R, 1993, CANC INVESTIGATION, V3, P337 HOPPSZALLERN S, 1991, HOSPITALS 0420, P56 JAMES AE, 1991, J MED ETHICS, V17, P150 JOHANSEN KS, 1991, MED PROG TECHNOL, V17, P85 LUKE R, 1994, HLTH CARE MANAGEMENT, P355 MEYER AD, 1984, ACAD MANAGE REV, V9, P6 MEYER AD, 1993, ORG CHANGE REDESIGN, P66 RAKICH J, 1992, MANAGING HLTH SERVIC RENSHAW L, 1990, INNOVATIONS HLTH CAR ROGERS E, 1995, DIFFUSION INNOVATION SCHRIEBER G, 1991, HEALTH AFFAIR, V1, P106 SCHWARTZ W, 1992, HEALTH AFFAIR, V2, P100 SHORTELL S, 1992, STRATEGIC CHOICES AM SHORTELL S, 1994, HEALTH AFFAIR, V5, P46 STEINBERG E, 1985, INT J TECHNOL ASSESS, V1, P499 STOUT H, 1993, WALL STREET J 0422, P1 TANNON C, 1978, DIFFUSION MED TECHNO, P51 UMBDENSTOCK R, 1987, HLTH CARE ADM PRINCI, P51 WALTERS B, 1994, BUS HORIZONS, V4, P5 WEINGART S, 1993, INT J TECHNOL ASSESS, V4, P530 WHEATLEY M, 1992, LEADERSHIP NEW SCI WOLFF M, 1994, RES TECHNOL MANAGE, V3, P12 ZUCKERMAN H, 1995, HLTH CARE MANAGEMENT, V1, P54 NR 34 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 1998 VL 15 IS 3-5 BP 222 EP 236 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZC467 UT ISI:000072582200004 ER PT J AU Dreachslin, JL TI Information technology and quality improvement SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE quality of care; information technology; continuous quality improvement; quality assurance; comparative health systems; health care provider networks ID SWEDISH HEALTH SYSTEM; CARE; MARKET; COMPETITION; CALIFORNIA; MANAGEMENT; SERVICE; REFORM AB Innovation in information technology and changes in health care delivery have converged to create opportunities for quality improvement through enhanced information access and utilization. This exploratory paper reviews the literature on IT and QI in order to address two key research questions: 1. What is the relationship between the availability and use of IT in QI applications in the health care industry? 2. What are the variables that explain the relationship between the availability and use of IT in QI applications in the health care industry? Case study and survey data that highlight discrepancies between the availability of information technology for quality improvement and its actual utilization by health care provider networks are presented and discussed. International comparisons are made and strategies for the effective evaluation and use of information technology for quality improvement are presented. Suggestions for further research are also discussed. C1 Penn State Great Valley Grad Ctr, Grad Management Program, Malvern, PA 19355 USA. RP Dreachslin, JL, Penn State Great Valley Grad Ctr, Grad Management Program, 30 Swedesford Rd, Malvern, PA 19355 USA. CR *COMP BAS PAT REC, 1994, PROP ACC STAND DEV C *GAO, 1993, 1993 GERM HLTH REF N *WHIT HOUS DOM POL, 1993, PRES HLTH SEC PLAN C *WORKGR EL DAT INT, 1993, REP US SECR HLTH HUM ARNST C, 1994, BUSINESS WEEK 0221, P104 ARTHUR D, 1992, TELECOMMUNICATIONS C BERGMAN R, 1994, HOSP HEALTH NETWORK, V68, P28 BERGMAN R, 1994, HOSP HEALTH NETWORK, V68, P36 BERGMAN R, 1994, HOSP HEALTH NETWORK, V68, P62 CAVE DG, 1995, HEALTH CARE MANAGE R, V20, P26 CHAPPELL NL, 1993, J SOC POLICY, V22, P487 CROSS M, 1995, HLTH MANAGEMENT TECH, V16, P34 DICK RS, 1991, COMPUTER BASED PATIE DORENFEST SI, 1995, HLTH CARE ADM PRINCI, P416 DRAZEN EL, 1995, PATIENT CARE INFORMA, P31 DREACHSLIN J, 1991, HLTH SERVICES MANAGE, V4, P2 DREACHSLIN J, 1993, EUROPE FRONTIERS IMP, P149 ENTHOVEN AC, 1991, HEALTH AFFAIR, V10, P60 FREEDMAN DH, 1994, FORBES ASAP, V153, P114 GARNER R, 1995, COMPUTERWORLD, V29, P78 GIBSON RF, 1994, CLIN PRACTICE IMPROV, P103 GRIFFITH JR, 1994, HOSP HEALTH SERV ADM, V39, P451 HAMMER M, 1993, REENGINEERING CORP M HENKE KD, 1994, J CLIN ANESTH, V6, P252 JARRIS RF, 1994, HLTH MANAGE TECHNOL, V15, P32 KRALEWSKI JE, 1995, HEALTH CARE MANAGE R, V20, P42 LICHTIG LK, 1986, HOSP INFORMATION SYS LUMSDON K, 1994, HOSP HEALTH NETWORK, V68, P45 MANUS P, 1994, HEALTHC FINANC MANAG, V48, P57 METZGER JB, 1995, PATIENT CARE INFORMA, P1 MORRISSEY J, 1995, MODERN HEALTHCARE, V25, P142 MOYNIHAN JJ, 1994, HEALTHC FINANC MANAG, V48, P59 MOYNIHAN JJ, 1995, HEALTHC FINANC MANAG, V49, P82 ROBINSON JC, 1995, HEALTH AFFAIR, V14, P117 SALTMAN RB, 1990, MILBANK Q, V68, P597 SALTMAN RB, 1991, INT J HEALTH SERV, V21, P615 SALTMAN RB, 1992, HEALTH POLICY, V21, P143 SALTMAN RB, 1994, INT J HEALTH SERV, V24, P201 SALTMAN RB, 1995, PHYSICIAN EXECUTIVE, V21, P11 SANDBERG L, 1995, HEALTHCARE FORUM J, V38, P48 SCOTT JS, 1995, HLTH MANAGEMENT TECH, V16, P36 TAN JKH, 1994, HEALTH CARE MANAGE R, V19, P72 TERRIS M, 1990, J PUBLIC HLTH POLICY, V11, P151 VONDERSCHULENBU.JM, 1994, SOC SCI MED, V39, P1473 WHEELER M, 1994, HLTH MANAGEMENT TECH, V15, P22 WORK M, 1995, J HEALTHCARE RESOURC, V13, P23 WRIGHT B, 1994, HEALTHC FINANC MANAG, V48, P66 ZWANZIGER J, 1994, HEALTH AFFAIR, V13, P118 NR 48 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 1998 VL 15 IS 3-5 BP 237 EP 255 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZC467 UT ISI:000072582200005 ER PT J AU Blyth, AJC TI Identifying requirements for the management of medical information technology SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE scenario modelling; enterprise modelling; business process reengineering; medical informatics; management of medical informatics ID PERSPECTIVES; SYSTEMS AB The management of any information technology system involves the management of social values which are mediated through the system by stakeholders via resources. Nowhere is this mon critical than in the medical sector. Evidence has shown us that the ability to identify correctly the social values, the stakeholders which mediate the social values, and the resources which act as tokens for the social values, is vital in determining the success or failure of the system. Various medical information system failures can be directly attributed to the incorrect identification of stakeholders, and the encapsulation of incorrect social values. Consequently in order to build a manageable medical information technology system we need to identify requirements associated with a) the social values that the information system will be required to mediate, b) the stakeholders who will perform the mediation, and c) the resources that are required by the mediation process. In this paper I will show how, through the application of a scenario modelling technique, we can identify these requirements. C1 Univ Glamorgan, Dept Comp Studies, Pontypridd CF37 1DL, M Glam, Wales. RP Blyth, AJC, Univ Glamorgan, Dept Comp Studies, Pontypridd CF37 1DL, M Glam, Wales. CR *S W THAM REG HLTH, 1993, REP INQ LOND AMB SER AMARAVADI CS, 1995, ADV COMPUTERS, V40 ANTON AI, 1994, 6 C ADV INF SYST ENG AUSTIN JL, 1962, DO THINGS WORDS BARROWS RC, 1996, J AM MED INFORM ASSN, V3, P139 BENGTSSON S, 1994, INT J BIOMED COMP S1, V35, P29 BENNER KM, 1993, INFORMATION SYSTEM D BERNARD D, 1979, ACM COMPUT SURV, V11, P3 BEYNONDAVIES P, 1995, EUR J INFORM SYST, V4, P171 BLYTH A, 1993, IFIP WG 8 1 INFORMAT, P189 BLYTH A, 1995, ACM SIGOIS B, V16, P25 BLYTH A, 1995, TRANSFORMING HLTH CA, P299 BLYTH AJC, 1992, COMPUTER SOFTWARE AP CHECKLAND P, 1981, SYSTEMS THINKING SYS CHECKLAND P, 1990, SOFT SYSTEMS METHODO COMMISSION A, 1995, YOUR INF STUD INF MA CONRATH D, 1988, P 8 4 C OFF INF SYST CONRATH D, 1989, OFFICE SUPPORT SYSTE DARDENNE A, 1993, SCI COMPUT PROGRAM, V20, P3 EHN P, 1989, WORK ORIENTED DESIGN ELLIS C, 1979, SIMULATION MEASUREME, P225 ELLIS CA, 1980, ACM COMPUT SURV, V12, P27 FLOWERS S, 1995, LONDON AMBULANCE SER FOX R, 1995, COMMUN ACM, V38, P10 GLASSER J, 1981, P 2 INT C INF SYST, P233 HAMMER M, 1977, COMMUN ACM, V20, P832 HOLBROOK H, 1990, ACM SIGSOFT, V15 KLING R, 1980, COMPUT SURV, V12, P61 LEVESON N, 1995, SAFEWARE SYSTEM SAFE LYYTINEN K, 1987, COMPUT SURV, V19, P5 LYYTINEN K, 1987, OXFORD SURVEYS INFOR, V4, P257 LYYTINEN K, 1991, COMPUT J, V35, P342 MARKUS ML, 1983, COMMUN ACM, V26, P430 MASON RO, 1981, CHALLENGING STRATEGI MELLOR P, 1994, HIGH INTEGRITY SYSTE, V1, P101 MOFFETT JD, 1994, J ORG COMPUTING, V4, P1 MUMFORD E, 1987, COMPUTERS DEMOCRACY MUMFORD E, 1994, J STRATEGIC INF SYST, V3, P313 MUMFORD F, 1975, IFIP HUMAN CHOICE CO SEARLE JR, 1979, EXPRESSION MEANING SLOANE S, 1991, AI MAGAZINE SPR, P80 STAMPER R, 1985, KNOWLEDGE REPRESENTA, P55 WANG W, 1992, 2 INT C SYST INT, P127 WELLS W, 1995, REPORT LONDON AMBULA WILLIAMS LS, 1992, CAN MED ASSOC J, V147, P1534 WITTGENSTEIN L, 1961, TRACTATUS LOGICO PHI NR 46 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 1998 VL 15 IS 3-5 BP 256 EP 269 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZC467 UT ISI:000072582200006 ER PT J AU Brent, WH TI The information asymmetry and valuation effects on health care technology SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE asymmetric information; capital technology; health care firms ID SEASONED EQUITY OFFERINGS; ANNOUNCEMENTS; ISSUES; MARKET; EARNINGS; SPREAD; FIRMS AB The asymmetry in information between the managers of a health care firm and the rest of the market is of particular importance in corporate finance. This paper studies the effect that information asymmetry has on the financial behaviour of for-profit hospitals during the processes of capital structure formation and accumulation of the wealth needed to advance their health technology. The results indicate that information asymmetry matters in the formulation of a health firm's external and internal capital formation and thereby the extent of its ability to acquire technology. Risk of the market and abnormal cashflow returns are key measures of information asymmetry. As expected, the level of information asymmetry increases the drop observed in the stock price of the firm at or near the announcement date. C1 Howard Univ, Sch Business, Dept Finance & Insurance, Washington, DC 20059 USA. RP Brent, WH, Howard Univ, Sch Business, Dept Finance & Insurance, Washington, DC 20059 USA. CR *HLTH CAR INV AN I, 1991, COMP PERF US HOSP SO BLOMQVIST A, 1991, J HEALTH ECON, V10, P411 BREARLEY RA, 1987, INTRO RISK RETURN CO BROWN SJ, 1985, J FINANC ECON, V14, P3 CLEVERLY WO, 1990, FINANCIAL REPORT HOS CLEVERLY WO, 1992, ESSENTIALS HLTH CARE COONEY JW, 1993, J FINANC ECON, V33, P149 COPELAND TE, 1988, FINANCIAL THEORY COR DIERKENS N, 1991, J FINANC QUANT ANAL, V26, P181 ELTON EJ, 1991, MODERN PORTFOLIO THE FRIEND F, 1993, HOSP CAPITAL FORMATI, P37 FROOT KA, 1992, J FINANC, V47, P1461 GAPENSKI LC, 1993, UNDERSTANDING HLTH C JACOBS P, 1991, EC HLTH MED CARE KORAJCZYK RA, 1990, ASYMMETRIC INFORMATI, P257 LUCAS DJ, 1990, J FINANC, V45, P1019 MACKIEMASON JK, 1990, ASYMMETRIC INFORMATI, P63 MASULIS RW, 1986, J FINANC ECON, V15, P91 MILLER MH, 1985, J FINANC, V40, P1031 MYERS SC, 1984, J FINANC ECON, V13, P187 MYERS SC, 1984, J FINANC, V39, P100 NAYYAR PR, 1993, ACAD MANAGE J, V36, P28 RITTER J, 1992, J FINANC, V46, P3 ROCK K, 1986, J FINANC ECON, V15, P187 SMITH CW, 1986, J FINANC ECON, V15, P3 TRIPATHY N, 1992, J FINANC RES, V15, P39 VENKATESH PC, 1986, J FINANC, V41, P1089 WAHEED A, 1993, FINANC MANAGE, V22, P119 WELCH I, 1989, J FINANC, V44, P421 ZAROWIN P, 1989, J FINANC, V44, P1385 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 1998 VL 15 IS 3-5 BP 270 EP 298 PG 29 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZC467 UT ISI:000072582200007 ER PT J AU Lant, TK Eisner, AB TI Pharmaceutical R&D in an era of managed healthcare: using integrative teams to produce enduring competitive advantage SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE pharmaceutical research and development; managed healthcare; teams; capabilities; competence ID TECHNOLOGY; INNOVATION; FIRM AB Medical technology organizations are faced with greater performance pressure in the new managed healthcare environment. In particular, pharmaceutical research and development (R&D) organizations are expected to create new and useful therapeutic treatments with greater resource constraints than ever previously experienced. We explore how pharmaceutical R&D organizations are changing the way they manage the research process in response to changing organizational and environmental constraints. This paper suggests an integrative team approach to the efficient and effective management of pharmaceutical R&D in a managed healthcare environment. We view integrative teams as an important means of increasing R&D productivity and producing competitive advantage. C1 NYU, Stern Sch Business, Dept Management, New York, NY 10012 USA. Pace Univ, Lubin Sch Business, Management & Management Sci Dept, Pleasantville, NY 10570 USA. RP Lant, TK, NYU, Stern Sch Business, Dept Management, 44 W 4th St, New York, NY 10012 USA. CR 1995, MED MARKETING MEDIA, V30, P40 *PFIZ INC, 1994, ANN REP *PHARM RES MAN AM, 1995, PHARM RES MAN AM ANN ANCONA DG, 1992, ORGAN SCI, V3, P321 BARNETT AA, 1995, BUS HEALTH, V13, P41 BAUMAN RP, 1992, J BUS STRAT, V13, P4 BENOIT E, 1989, FINANCIAL WORLD, V158, P29 BOWMAN EH, 1993, STRATEGIC MANAGEMENT, V14 BOYATZIS RE, 1992, HUMAN RESOURCES PLAN, V15, P15 BRIMEYER JR, 1994, I INVESTOR, V28, SS10 BROWN JS, 1991, ORGAN SCI, V2, P40 CONKLIN M, 1995, HLTH CARE STRATEGIC, V13, P1 CONKLIN M, 1995, HLTH CARE STRATEGIC, V13, P23 DOUGHERTY D, 1992, ORGAN SCI, V3, P179 DRAPIN L, 1995, HLTH MANAGEMENT TECH, V16, P14 DRAPIN L, 1995, HLTH MANAGEMENT TECH, V16, P55 GARUD R, 1994, STRATEGIC MANAGE J, V15, P365 HAMMER M, 1993, REENGINEERING CORP HENDERSON R, 1994, STRATEGIC MANAGE J, V15, P63 JOHNSON DEL, 1995, HLTH CARE STRATEGIC, V13, P2 KEIDEL RW, 1994, ACAD MANAGEMENT EXEC, V8, P12 KOGUT B, 1992, ORGAN SCI, V3, P383 KUNDA G, 1992, ENG CULTURE CONTROL LAWRENCE PR, 1967, ORG ENV MANAGING DIF LEVINE JB, 1990, BUSINESS WEEK 0910, P92 MOENCH E, 1995, PHARM EXECUTIVE, V15, P52 NAUDE A, 1995, CHEM MARKETING REPOR, V248, SR3 NELSON F, 1995, MED MARKET MEDIA, V30, P98 NONAKA I, 1990, CALIF MANAGE REV, V32, P27 SHON M, 1994, CHEM MARKETING REPOR, V245, SR3 SPENCER WJ, 1990, CALIF MANAGE REV, V32, P45 THOMPSON JD, 1967, ORG ACTION TYRE MJ, 1992, ORGAN SCI, V3, P301 WEBER J, 1991, BUSINESS WEEK 0318, P102 WEBER J, 1994, BUSINESS WEEK 1017, P204 NR 35 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 1998 VL 15 IS 3-5 BP 299 EP 321 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZC467 UT ISI:000072582200008 ER PT J AU Koku, PS TI Information management and the profitability of firms in the field of medical technology SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE new products; preannouncements; announcements; medical technology; event study methodology ID RESEARCH-AND-DEVELOPMENT; MARKET; RETURNS AB This study examines the connection between the profitability of the firm and the different forms of new-product-related information released, in the pharmaceutical and related industries, while the product is still under development. We classify new-product-related information into such categories as preannouncements, announcements, detailed and non-detailed and examine the stock market's reaction when a firm releases such information. The results show that there is a statistically significant market reaction to detailed announcements (t-value = 2.07, p = .04) and announcements that receive extensive press coverage (t-value = 2.92, p = .00). No such reaction was, however, found for preannouncements. The results suggest that managers of firms in the field of medical technology could enhance the value of the firm by releasing detailed announcements on innovative activities as opposed to preannouncing. C1 Florida Atlantic Univ, Coll Business, Ft Lauderdale, FL 33301 USA. RP Koku, PS, Florida Atlantic Univ, Coll Business, Univ Tower,220 SE 2nd Ave, Ft Lauderdale, FL 33301 USA. CR *CTR RES SEC PRIC, 1991, CRSP TAP *STAND POORS CORP, 1992, COMP TAP BROWN SJ, 1985, J FINANC ECON, V14, P3 CHANEY PK, 1991, J BUS, V64, P573 CHYNOWETH E, 1993, CHEM WEEK, V152, P32 DIMASI JA, 1991, J HLTH EC, V10, P107 EDDY RA, 1980, DECISION SCI 0111, P90 ELIASHBERG J, 1988, J MARKETING RES, V25, P282 FAMA EF, 1969, INT ECON REV, V10, P1 FAMA EF, 1970, J FINANC, V25, P383 FAMA EF, 1976, FDN FINANCE GRABOWSKI H, 1990, MANAGE SCI, V36, P804 HORSKY D, 1987, MARKET SCI, V6, P320 KELM KM, 1995, ACAD MANAGE J, V38, P770 KLEIN B, 1981, J POLITICAL EC, V89, P615 LONGOWITZ NS, 1992, RES TECHNOLOGY MANAG, V35, P39 MUTH JF, 1961, ECONOMETRICA, V29, P315 ODAGIRI H, 1992, RES POLICY, V21, P335 ROBINSON WT, 1985, J MARKETING RES, V22, P305 SCHUMPETER J, 1934, THEORY EC DEV WEISBROD BA, 1991, J ECON LIT, V29, P523 WITTINK D, 1982, NEW PRODUCTS SECURIT 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 1998 VL 15 IS 3-5 BP 322 EP 335 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZC467 UT ISI:000072582200009 ER PT J AU Heidenberger, K Roth, M TI Taxonomies in the strategic management of health technology: the case of multiperiod compartmental HIV/AIDS policy models SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE management of health technology; strategic management; policy analysis; taxonomy; multiperiod compartmental epidemic models; HIV/AIDS ID HUMAN-IMMUNODEFICIENCY-VIRUS; COST-EFFECTIVENESS ANALYSIS; TRANSMISSION DYNAMICS; HIV TRANSMISSION; AIDS EPIDEMIC; ECONOMIC APPRAISAL; DECISION-SUPPORT; CHILDBEARING AGE; CONTACT PATTERNS; SCREENING WOMEN AB This paper reflects on the role and potential of multidimensional taxonomies in the strategic management of health technology. A case in point is multiperiod compartmental modelling of the HIV/AIDS pandemic where our comprehensive taxonomy can be instrumental in the evaluation of current policy tools and the exploration of possible extensions. For this purpose we first briefly point to sample taxonomies in selected areas with a special focus on HIV/AIDS. Then we present a new matrix-based taxonomy that identifies and classifies the structure and parameters of policy-oriented multiperiod compartmental HIV/AIDS epidemic models by compartment characteristics, transition paths and kinds, infection mechanisms, mixing patterns, intervention strategies, epidemiological and health economic impact measures. C1 Univ Vienna, Sch Social & Econ Sci, A-1210 Vienna, Austria. RP Heidenberger, K, Univ Vienna, Sch Social & Econ Sci, Bruenner Str 72, A-1210 Vienna, Austria. CR *GOV STUD SYST, 1977, HLTH PLANN METH TECH *NAT AC SCI, 1987, MAN TECHN HIDD COMP *WHO, 1995, GLOB PROGR AIDS HIV ANDERSON RM, 1988, J ACQ IMMUN DEF SYND, V1, P241 ANDERSON RM, 1989, AIDS, V3, P333 BAILEY NTJ, 1975, MATH THEORY INFECT D BANTA HD, 1990, JAMA-J AM MED ASSOC, V264, P235 BARR AE, 1992, BENEFITS Q, V8, P66 BIRCH S, 1995, INT J TECHNOLOGY MAN, P60 BIRCH S, 1995, MANAGING TECHNOLOGY BOILY MC, 1991, IMA J MATH APPL MED, V8, P221 BRANDEAU ML, 1990, AIDS PUBLIC POLICY J, V5, P119 BRANDEAU ML, 1991, INTERFACES, V21, P5 BRANDEAU ML, 1992, ARCH INTERN MED, V152, P2229 BRANDEAU ML, 1993, MANAGE SCI, V39, P72 BRANDEAU ML, 1994, MODELING AIDS EPIDEM, P121 BROOKMEYER R, 1994, AIDS EPIDEMIOLOGY QU BUNN MD, 1994, HLTH MARKETING Q, V11, P75 CROSS P, 1990, HLTH SERVICES MANAGE, V86, P284 CRYSTAL R, 1966, INQUIRY, V3, P3 DAVIES L, 1994, SOC SCI MED, V38, P1601 DIETZ K, 1988, MATH BIOSCI, V90, P397 DRUMMOND MF, 1980, METHODS EC EVALUATIO FLESSA S, 1989, GESUNDHEITSOKONOMISC GAFNI A, 1993, J HEALTH ECON, V12, P325 GAIL MH, 1989, STAT MED, V8, P59 GARBER AM, 1994, HEALTH AFFAIR, V13, P115 GELIJNS A, 1994, HEALTH AFFAIR, V13, P28 GELIJNS AC, 1991, MED INNOVATION CROSS, V2 GELIJNS AC, 1994, MED INNOVATION CROSS, V4 GOLDSMITH J, 1994, HEALTH AFFAIR, V13, P80 GREER AL, 1985, INT J TECHNOL ASSESS, V1, P669 GREMY F, 1993, MED INFORM, V18, P185 HEIDENBERGER K, 1982, MEHTODS INF MED, V21, P197 HEIDENBERGER K, 1984, 3 INT C SYST SCI HLT, P100 HEIDENBERGER K, 1990, QUANTITATIVE MODELLE HEIDENBERGER K, 1991, OFFENTL GESUNDH WES, V53, P241 HEIDENBERGER K, 1992, SOCIO ECON PLAN SCI, V26, P129 HEIDENBERGER K, 1993, EUR J OPER RES, V70, P167 HEIDENBERGER K, 1996, OR SPEKTRUM, V18, P1 HELLINGER FJ, 1992, INQUIRY-J HEALTH CAR, V29, P356 HETHCOTE HW, 1992, MODELLING HIV TRANSM HETHCOTE HW, 1994, MODELLING AIDS EPIDE, P91 HOMER JB, 1991, INTERFACES, V21, P26 ISHAM V, 1988, J ROY STAT SOC A GEN, V151, P5 JACQUEZ JA, 1988, MATH BIOSCI, V92, P119 KAPLAN EH, 1989, EVALUATION REV, V13, P107 KAPLAN EH, 1989, OPER RES, V37, P198 KAPLAN EH, 1989, REV INFECT DIS, V11, P289 KAPLAN EH, 1993, INTERFACES, V23, P7 KLARMAN HE, 1965, MEASURING BENEFITS G KLARMAN HE, 1974, INT J HEALTH SERV, V4, P325 LAUBER M, 1992, SOC WORK RES ABSTR, V8, P3 MARTIN MJC, 1995, MANAGING INNOVATION MAY RM, 1988, PHIL T R SOC LOND B, V321, P565 PALTIEL AD, 1991, J ACQ IMMUN DEF SYND, V4, P795 PALTIEL AD, 1994, MODELING AIDS EPIDEM, P53 PAPPAS C, 1988, READINGS MANAGEMENT, P229 PFEIFFER W, 1982, TECHNOLOGIE PORTFOLI RETTIG RA, 1994, HEALTH AFFAIR, V13, P7 ROMIEU I, 1991, HUM BIOL, V63, P683 ROWLEY JT, 1994, AIDS, V8, P539 RUTTEN FFH, 1994, MAKING DECISIONS HLT SALZBERG AM, 1991, SOCIO ECON PLAN SCI, V25, P167 SALZBERG AM, 1993, SOCIO ECON PLAN SCI, V27, P153 SATTENSPIEL L, 1990, AM J PHYS ANTHROPOL, V82, P421 SATTENSPIEL L, 1990, YEARB PHYS ANTHROPOL, V33, P245 SCHWAGER SJ, 1989, LECTURE NOTES BIOMAT, V83, P2 SCHWARTZ WB, 1994, HEALTH AFFAIR, V13, P70 SETHI NK, 1985, LONG RANGE PLANN, V18, P89 SEXTON TR, 1991, INTERFACES, V21, P64 THOMAS RW, 1994, ENVIRON PLANN A, V26, P1147 TORRANCE GW, 1986, J HEALTH ECON, V5, P1 VANDENBOOM FML, 1992, AIDS YEAR 2000 EPIDE VERNARDAKIS N, 1994, INT J REHABIL RES, V17, P201 WEINER JP, 1993, J HEALTH POLIT POLIC, V18, P75 WEINSTEIN MC, 1977, NEW ENGL J MED, V296, P716 WEINSTEIN MC, 1981, MED DECIS MAKING, V1, P309 WEISBROD BA, 1991, J ECON LIT, V29, P523 WEYER J, 1988, AIDS FORSCHUNG, V3, P206 XU LD, 1994, INT J BIOMED COMPUT, V36, P281 NR 81 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 1998 VL 15 IS 3-5 BP 336 EP 358 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZC467 UT ISI:000072582200010 ER PT J AU Birnbaum, D Somers, MJ TI Mapping the terrain of hospital work: technological constraints on work design and redesign SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE task level technology; work redesign; health care ID OCCUPATIONAL IMAGE AB Cross occupational task structures in hospitals were used to study the organization of hospital work. The notion of a terrain or topography of work was introduced to understand task level technologies and to capture boundaries and areas for negotiation among occupational groups. Implications for the reorganization of hospital work were considered, especially in light of changing work structures and new technologies in hospital settings. C1 Rhodes Coll, Memphis, TN 38112 USA. New Jersey Inst Technol, Sch Ind Management, Newark, NJ 07102 USA. RP Birnbaum, D, Rhodes Coll, Memphis, TN 38112 USA. CR ABBOTT A, 1988, SYSTEM PROFESSIONS E BIRNBAUM D, 1986, HUM RELAT, V39, P661 BIRNBAUM D, 1988, J HLTH HUMAN RESOURC, V10, P351 BIRNBAUM D, 1989, WORK OCCUPATION, V16, P200 BIRNBAUM D, 1995, J HLTH HUMAN SERVICE, V17, P303 GARWOOD MK, 1991, PERS PSYCHOL, V44, P743 HAMMER M, 1993, REENGINERING CORPORA HUGHES E, 1958, MEN THEIR WORK HULIN CL, 1985, RES ORGAN BEHAV, V7, P39 KUNDA G, 1992, ENG CULTURE CONTROL LANG M, 1998, JOB ANAL HDB BUSINES, P1141 LATHROP J, 1993, RESTRUCTURING HLTH C PETERS T, 1993, LIBERATION MANAGEMEN PETERS T, 1994, T PETERS SEMINAR CRA STRAUSS A, 1978, NEGOTIATIONS STRAUSS A, 1985, SOCIAL ORG MED WORK THOMPSON J, 1967, ORG ACTION VANMAANEN J, 1984, RES ORG BEHAV VROMAN H, 1994, MANAGING ORG QUALITY WEBER D, 1991, HEALTHCARE FORUM J, P18 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 1998 VL 15 IS 3-5 BP 359 EP 380 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZC467 UT ISI:000072582200011 ER PT J AU Gelders, L Proost, A Feenstra, L TI Introducing a formal quality system in a medical department: case study of the ENT (ORL) Department at the Catholic University Leuven SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE quality systems; quality assurance; continuous improvement; hospital organization ID DOCTORS ROLE; MANAGEMENT; NHS AB This paper describes the experience of introducing a formal Quality System in the ENT (Ear - Nose - Throat - Head & Neck surgery) department of the Medical Faculty at K.U.Leuven. This department is a typical medical unit in a university environment with responsibilities for education, research and patient service. Today formal Quality Systems are well introduced in production organizations and they also emerge in service organizations, but they are much less common in university medical departments. Quality systems are used as a tool for quality assurance and continuous improvement. This paper describes the different phases in the development of the ENT-quality system. After describing the origin and history of the project, we elaborate on the structure of the formal Quality System (based upon a quality handbook, procedures, measurement of performance indicators, corrective and preventive actions). Finally we comment on implementation issues and plans for future development. C1 Katholieke Univ Leuven, Ctr Ind Management, B-3001 Heverlee, Belgium. Katholieke Univ Leuven Hosp, Dept Ear Nose Throat Head & Neck Surg, B-3000 Louvain, Belgium. RP Gelders, L, Katholieke Univ Leuven, Ctr Ind Management, Celestijnenlaan 300A, B-3001 Heverlee, Belgium. CR *INT ORG STAND, 1990, GUID AUD QUAL SYST ASHOOR A, 1995, INT J QUAL HEALTH C, V7, P57 BERWICK DM, 1992, BRIT MED J, V304, P235 BERWICK DM, 1992, BRIT MED J, V304, P304 BURNETT L, 1993, AUSTR CLIN REV, V13, P3 DONABEDIAN A, 1980, DEFINITION QUALITY A GELDERS L, 1993, EUROPEAN J ENG ED, V18, P369 GELDERS L, 1995, EUROPEAN J ENG ED, V20, P467 GIRAUD A, 1992, QUAL ASSUR HLTH CARE, V4, P19 JOINER TA, 1993, AM J MED QUAL, V8, P152 KIRK JME, 1994, CLIN RADIOL, V49, P272 LETORT NR, 1994, J AM DIET ASSOC, V94, P1404 MOSGES R, 1994, HNO, V42, P251 MUSFELDT CD, 1991, J SOC HLTH SYST, V2, P25 OAKLAND JS, 1994, TOTAL QUALITY MANAGE SELBMANN HK, 1995, CHIRURG, V66, P647 STEFFEN GE, 1988, JAMA-J AM MED ASSOC, V260, P56 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 1998 VL 15 IS 3-5 BP 381 EP 390 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZC467 UT ISI:000072582200012 ER PT J AU Leonard, KJ Kelly, CN LeBlanc, J Van Deursen, J TI A proposal for a centralized patient record database: the need to identify patient data elements to measure costs, clinical outcomes and benchmarking SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE health care benchmarking; accreditation requirements; TQM AB Although health care industry benchmarking is a feasible and worthwhile objective, the lack of consistent and accessible data makes it extremely difficult to do any reasonable comparisons. Therefore, this paper concentrates on the first phase of research pertaining to the identification of data measures and information requirements solely. We conclude with an investigation into whether the creation of a centralized database is a necessary and sufficient condition to begin benchmarking in the health industry. Future research will focus on these areas. C1 Univ Toronto, Fac Med, Dept Hlth Adm, Toronto, ON M5S 1A8, Canada. Wilfrid Laurier Univ, Sch Business & Econ, Waterloo, ON N2L 3C5, Canada. Grad River Hosp Corp, Kitchener, ON N2G 1G3, Canada. RP Leonard, KJ, Univ Toronto, Fac Med, Dept Hlth Adm, 12 Queens Pk Crescent W, Toronto, ON M5S 1A8, Canada. CR *SCI COUNC BRIT CO, 1992, SHAR HLTH INF OV 50, P5 BOYLE W, 1995, HEALTHCARE COMPUTING, V9, P56 CROSS MA, 1996, HEALTHCARE EXECUTIVE, V11, P6 JIRSCH D, 1993, HEALTHCARE MANAGEMEN, V6, P27 LEONARD KJ, 1994, CREDIT RES DIGES OCT, P1 LEONARD KJ, 1995, EUR J OPER RES, V80, P350 LEONARD KJ, 1995, INT J QUALITY RELIAB, V12, P79 MERCER K, 1996, HLTH LAW CANADA, V16, P114 NAYLOR CD, 1994, ICES PRACTICE ATLAS, V1 NAYLOR CD, 1994, ICES PRACTICE ATLAS, V2 POLJAK A, 1995, 1995 C HLTH POL RES ROBINSON D, 1995, HEALTHCARE COMPUTING, V9, P63 SAMUELSON D, 1995, OR MS TODAY FEB, P26 SEATON B, 1995, HEALTHCARE COMPUTING, V9, P53 NR 14 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 1998 VL 15 IS 3-5 BP 391 EP 401 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZC467 UT ISI:000072582200013 ER PT J AU Eitel, DF TI Managing medical waste technology: how US hospitals adapted to change SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE medical waste; policy window; health care technology; US hospitals; public policy ID INFECTIOUS WASTE AB A total of 78 US hospitals responded to a survey in a nation-wide sample for the purpose of analysing their medical waste technology management practices under changing laws and regulations in the early 1990s. Findings show that 77% of these hospitals implemented changes in one or more of their operations in storage, treatment, handling, transport and disposal of medical waste and staff training because of federal, state or local laws. The article includes backgrounds of those responsible for managing this technology, various hospital problems encountered, benefits and costs of implementing these laws, and roles of infectious control committees. A brief discussion of the US Medical Waste Tracking Act is included. Global implications and future needs are also discussed. RP Eitel, DF, 1732 N Wilshire Lane, Arlington Hts, IL 60004 USA. CR 1989, FED REG 0324, V54, P12326 *AM HOSP ASS, 1990, AHA GUID HLTH CAR FI *US GEN ACC OFF, 1990, GAORCED9086 BURKE EL, 1994, J ENVIRON HEALTH, V56, P11 CRAGGS R, 1995, AM CITY COUNTY, V110, P44 HERSHKOWITZ A, 1990, TECHNOLOGY REV AUG, P35 KINGDON J, 1995, AGENDAS ALTERNATIVES LICHTVELD M, 1990, PUBLIC HLTH IMPLICAT MACKNIGHT KT, 1993, ENV L, V23, P785 NAKAMURA RT, 1992, J HEALTH POLIT POLIC, V17, P299 ROGERS A, 1992, LANCET, V340, P541 RUTALA WA, 1989, JAMA-J AM MED ASSOC, V262, P1635 RUTALA WA, 1991, NEW ENGL J MED, V325, P578 TICKELL O, 1992, NEW SCI, V133, P34 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 1998 VL 15 IS 3-5 BP 402 EP 420 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZC467 UT ISI:000072582200014 ER PT J AU Shimshak, DG Ashrafi, N TI Application of loglinear modelling to inpatient data for temporomandibular joint disorder claimants SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE loglinear modelling; temporomandibular Joint Disorders (TMD); inpatient hospital claims data; healthcare management ID PREVALENCE AB The primary purpose of this paper was to demonstrate the application of loglinear modelling to the analysis of inpatient hospital claims data for TMD claimants. The database of a major medical insurer was used to study 1,819 patients who were diagnosed and treated for TMD along with their Non-TMD matches. Using loglinear modelling, it was found that Major Diagnostic Categories and TMD were not independent variables. Further, three categories were significantly related to patients with TMD: 'Neoplasm' and 'Pregnancy' showed a significant inverse relationship while 'Digestive System' showed a significant direct relationship. These findings provide healthcare providers with a better understanding of TMD and its relationship to disorders that lead to patient hospitalization. C1 Univ Massachusetts, Dept Management Sci & Informat Syst, Boston, MA 02125 USA. RP Shimshak, DG, Univ Massachusetts, Dept Management Sci & Informat Syst, 100 Morrissey Blvd, Boston, MA 02125 USA. CR *NAT CTR HLTH STAT, 1980, INT CLASS DIS 9 REV DEMARIS A, 1992, LOGIT MODELLING PRAC EVERITT BS, 1977, ANAL CONTINGENCY TAB LERESCHE L, 1991, J PROSTHET DENT, V65, P131 LOCKER D, 1988, COMMUNITY DENT ORAL, V16, P310 MCNEILL C, 1990, J AM DENT ASSOC, V120, P253 MCNEILL C, 1993, TEMPOROMANDIBULAR DI OKESON JP, 1986, J AM DENT ASSOC, V112, P473 RUGH JD, 1985, J DENT EDUC, V49, P398 SCHIFFMAN EL, 1990, J AM DENT ASSOC, V120, P295 SHIMSHAK DG, 1995, C TMJ IMPL HLTH CAR 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 1998 VL 15 IS 3-5 BP 421 EP 432 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZC467 UT ISI:000072582200015 ER PT J AU Shaw, B TI Innovation and new product development in the UK medical equipment industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; networks; information sharing; linkages; users; innovation cycle; complementary assets; medical equipment AB This research examined the Innovation Process, for 34 UK medical equipment innovations developed by 11 companies, 26 through multiple and continuous interaction between the entrepreneurs and other actors in networks. There were ten stages identified in the innovation cycle and the effective management ensured opportunities for sustainable cost advantage and/or product or process differentiation at the different stages in the cycle. The networking enabled both 'outside and inside product champions' to flourish within a learning process consisting of learning by doing, learning by using and learning by interaction. The speed and flexibility of the innovation process was enhanced by an overlapping approach at the different stages and the sharing of intense and rich information, the latter being enabled through linkages within the organization and with the accumulated knowledge embedded in society and with research. For successful innovation, the integration of the activities of the actors in the network, the management of the sequential learning process, the adoption of an overlapping approach, the linking to knowledge in society, using complementary assets and creating credibility in the innovations was seen as essential. C1 Oxford Brookes Univ, Sch Business, Oxford OX33 1HX, England. RP Shaw, B, Oxford Brookes Univ, Sch Business, Oxford OX33 1HX, England. CR *ESRC, 1995, INN ORG BUS PROC THE *HMSO, 1995, REAL OUR POT STRAT S ALLEN T, 1977, MANAGING FLOW TECHNO ANDREASEN PB, 1990, RES LAB DENMARK INNO COLEMAN J, 1966, MED INNOVATIONS DIFF CRANE D, 1972, INVISIBLE COLL DIFFU CUNNINGHAM MT, 1991, COMPETITIVENESS NETW, P251 DENZIN N, 1970, RES ACT SOCIOLOGY DRCKER P, 1985, INC MAGAZINE OCT FREEMAN C, 1987, TECHNOLOGY POLICY EC GEERTZ, 1976, INTERPRETATION CULTU GLASER B, 1967, DISCOVERY GROUNDED T HILLS GE, 1987, RES MARK ENTR INT P IMAI K, 1985, UNEASY ALLIANCE MANA JARILLO JC, 1988, STRATEGIC MANAGEMENT, V9, P31 KIRZNER I, 1973, COMPETITION ENTREPRE KLINE SJ, 1986, OVERVIEW INNOVATIONS KRISTENSEN PS, 1991, 3 INT PROD MAN NEW P LOTZ P, 1991, DEMAND SIDE EFFECTS MATTSON LG, 1986, 3 INT MARK PURCH IMP ROTHWELL R, 1974, RES POLICY, V3, P258 SASHI CM, 1991, RES MARK ENTR INT P SCHON DA, 1967, TECHNOLOGY CHANGE SCHUMPETER JA, 1961, THEORY EC DEV ENQUIR SHAW B, 1986, GTHESIS U SUSSEX SUS SHAW B, 1988, R&D MANAGE, V18, P121 SHAW B, 1988, TECHNOVATION, V4, P45 SHAW B, 1991, ENTREP REGION DEV, V3, P111 TEECE DJ, 1986, RES POLICY, V15, P285 TURNBULL PW, 1986, INVESTING RELATIONSH VONHIPPEL E, 1982, RES POLICY, V11, P95 VONHIPPEL E, 1988, SOURCES INNOVATION VONHIPPEL E, 1990, 314790BPS MIT WP NR 33 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 1998 VL 15 IS 3-5 BP 433 EP 445 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZC467 UT ISI:000072582200016 ER PT J AU Woodside, AG Breaux, R Briguglio, E TI Testing care-giver acceptance of new syringe technologies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE care-givers; syringe/needle-point technologies; brand awareness AB The research design and empirical results of an exploratory study are reported of an experiment to estimate care-giver (n = 29) acceptance of alternative syringe technologies. The experiment included five independent factors: four syringe technologies in four sizes (1, 2, 3, and 5 ccs), offered by four manufacturers, and sold by two distributors at five prices; an orthogonal, fractional factorial design of 25 factor combinations was used. The dependent measures included the subject's 'short-listing' and constant-sum 'purchase' of 100 syringes. Main results: estimated purchase share increased 6.9 per 100 syringes due to the new syringe technology that combined automatic needle protection and syringe-locking features; after syringe technology, most subjects had strong preferences to buy syringes manufactured by Becton & Dickinson; increasing price had a strong, negative impact on purchases; while less important, most subjects preferred to buy the 3 cc size and to order from the (known) large versus small distributor. The results did not vary significantly among care-givers working (n = 16) versus not working (n = 11) with HIV/AIDS patients. C1 Tulane Univ, AB Freeman Sch Business, New Orleans, LA 70118 USA. RP Woodside, AG, Tulane Univ, AB Freeman Sch Business, New Orleans, LA 70118 USA. CR 1989, SAWTOOTH NEWS FAL, V5, P5 CHURCHILL GA, 1996, BASIC MARKETING RES HOWARD JA, 1994, BYER BEHAV MARKETING JAGGER J, 1988, NEW ENGL J MED, V319, P284 PAGE AL, 1987, J PROD INNOVAT MANAG, V4, P120 PEDHAZUR EJ, 1982, MULTIPLE REGRESSION SCOTT JE, 1984, J MARKETING, V48, P54 SELIGMANN J, 1989, NEWSWEEK, V20, P82 WOODSIDE AG, 1992, ADV BUSINESS MARKETI 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 1998 VL 15 IS 3-5 BP 446 EP 457 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZC467 UT ISI:000072582200017 ER PT J AU Gay, EG TI A State's use of the electronic medical record: a means to address Arkansas' health care responsibilities to her children - promoting access to cost-effective care SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE electronic medical record; real time; claims system; Medicaid primary care; sentinel events; clinical markers AB A state-wide approach to finance health care for children, 18 and under, through Arkansas Project Access (APA) began with the intention of creating a seamless, quasi-public system through which a state-wide, paediatric/adolescent managed care system would be established. Successful managed care systems require a valid system of communication that is robust, timely, user-friendly - one that integrates essential data elements to foster adherence to program goals, as well as reduces hassles for claims payment. The Arkansas Verification of Eligibility and Claims Submission System (AVECS) was jointly developed by the State's Medicaid Office and a for-profit data system corporation. Three types of data input devices were furnished providers, the choice of which was based on individual, user preference. The system became mandatory for claim submission as of summer 1993. Administrative costs are less than 10 cents per transaction. Payment is made in a timely fashion; i.e., ten working days - far faster than most private insurance plans. Provider payment denials have declined from an average of 25% to 30% with paper claims to an average of only two (2) to 10% with the AVECS. C1 Univ Memphis, Hlth Serv Adm, Memphis, TN 38152 USA. RP Gay, EG, Univ Memphis, Hlth Serv Adm, Memphis, TN 38152 USA. CR *ALPH CTR, 1996, STAT IN HLTH CARE RE, V16, P5 *CHILDR DEF FND, 1993, STAT AM CHILDR *EDS, 1992, AEVCS VEND SPEC *EDS, 1992, AVECS VEND SPEC BUIL, P15 *GOV HLTH CAR TASK, 1994, HLTH CAR REF ARK *GOV TASK FORC, 1994, GOV TASK FORC REP *PHYS PAYM REV COM, 1993, ANN REP C, P277 *PPRC, 1993, ANN REP C BRIA MD, 1933, TOPICS HLTH INFORMAT, V14, P1 DARBY M, 1993, REP MED GUIDELINES O, V4, P5 DAVIS K, 1990, HLTH CARE COST CONTA EISENBERG JM, 1991, JAMA-J AM MED ASSOC, V265, P3113 GAPENSKI LC, 1993, UNDERSTANDING HLTH C GARDENER E, 1993, MODERN HEALTHCARE, V23, P35 HADLEY JP, 1993, HLTH CARE FINANCING, V15, P1 IGLEHART JK, 1992, NEW ENGL J MED, V326, P1715 JACOBS P, 1991, EC HLTH MED CARE KONGSTVEDT PR, ESSENTIAL MANAGED HL KUNITZ SC, 1994, TOPICS HLTH INFORMAT, V15, P1 LOPREST P, 1993, STATE LEVEL DATA BOO MCCLOSKEY AH, 1995, REFORMING HLTH CARE MCILRATH S, 1992, AM MED NEWS, P40 MILIO N, 1996, ENGINES EMPOWERMENT MILIO N, 1996, ENGINES EMPOWERMENT, P21 MILLER ME, 1993, HLTH CARE FINANCING, V15, P55 MOFFITT R, 1993, HLTH CARE FINANCING, V15, P12 MULLER A, 1995, REPORT COST SAVINGS RAETZMAN SO, 1992, REFORMING HLTH CARE RAFFEL MW, 1994, US HLTH SYSTEM ORIGI RHODES L, 1992, ARKANSAS DEMOCRAT GA, B5 TIERNEY WM, 1993, JAMA-J AM MED ASSOC, V269, P379 WEINER JP, 1990, QUALITY REV B, V16, P424 WINTERBOTTOM C, 1995, STATE LEVEL DATABOOK WORTHLEY JA, 1988, NY TIMES 0207, B1 WORTHLEY JA, 1995, MANAGING COMPUTERS H NR 35 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 1998 VL 15 IS 3-5 BP 458 EP 469 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZC467 UT ISI:000072582200018 ER PT J AU Lachman, R TI Forms of technology and effectiveness of infertility clinics SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE health care delivery; organizational technology; patients' involvement ID ORGANIZATIONAL-EFFECTIVENESS; CUSTOMER; MODEL AB The form of technology adopted by a clinic (long-linked vs. intensive technology) was examined here as a contingency factor in assessing the effectiveness of two infertility clinics. Each clinic used a different medical technique for treatment, reflecting a different form of technology. The relationships of technology forms with clinic effectiveness were explored using a case-study approach. It appeared that the 'intensive' form of technology had different implications for clinic effectiveness than did the 'long-linked' form. The analyses suggested that underlying the different technology forms, and probably the key factor relating to clinics' effectiveness, was the differential patients' involvement (low in the long-linked, and high in the intensive) in the very production of the clinics' services. The findings suggest that the structural dimension of technology may serve as an important contingency of clinic effectiveness. The consequences this contingency may have for the relationships between technology and effectiveness of clinics, are discussed. C1 Coll Management, Sch Business Adm, Tel Aviv, Israel. RP Lachman, R, Coll Management, Sch Business Adm, Tel Aviv, Israel. CR BOWEN DE, 1986, HUM RESOURCE MANAGE, V25, P371 BOWEN DE, 1989, ACAD MANAGE REV, V14, P75 CAMERON KS, 1978, ADM SCI Q, V23, P604 CAMERON KS, 1981, ADM SCI Q, V26, P525 CAMERON KS, 1984, RES ORG BEHAV, V6 CAMERON KS, 1986, MANAGE SCI, V32, P539 CAMERON KS, 1986, MANAGE SCI, V32, P86 CONNOLLY T, 1980, ACAD MANAGE REV, V5, P211 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 EVAN WM, 1976, ORG ADM SCI, V7, P15 GEORGOPOULOS BS, 1986, ORG STRUCTURE PROBLE GRESOV C, 1990, ORGAN STUD, V11, P513 JOBSON JD, 1982, ACAD MANAGE J, V25, P25 JONES TM, 1995, ACAD MANAGE REV, V20, P404 KATZ D, 1978, SOCIAL PSYCHOL ORG LACHMAN R, 1994, ISSUES SPECIAL ED RE, V9, P22 LACHMAN R, 1995, 951 COLL MAN SCH BUS LARSSON R, 1989, ACAD MANAGE REV, V14, P213 MACSTRAVIC S, 1988, HOSP HLTH SERVICES A, V33, P15 MARTIN DP, 1990, HOSP HEALTH SERV ADM, V35, P591 PERROW C, 1967, AM SOCIOL REV, V32, P194 PROVAN KG, 1980, ACAD MANAGE J, V23, P221 QUINN RE, 1983, MANAGE SCI, V29, P363 SHARMA DD, 1991, INT OPERATIONS PROFE SHARMA DD, 1994, INT BUSINESS REV, V3, P15 SHERIDAN JE, 1995, 55 ACAD MAN M VANC C SIVULA P, 1995, AC MAN 55 M VANC BC THOMPSON JD, 1967, ORG ACTION, P84 TSUI AS, 1990, ADM SCI Q, V35, P485 ZAMMUTO RF, 1984, ACAD MANAGE REV, V9, P606 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 1998 VL 15 IS 3-5 BP 470 EP 489 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZC467 UT ISI:000072582200019 ER PT J AU McCutchen, WW Swamidass, PM TI Explaining the differences in domestic and cross-boundary strategic alliances in the pharmaceutical/biotech industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE biotech industry; pharmaceutical industry; strategic alliances; international strategic alliances ID TECHNOLOGY; INTEGRATION; INNOVATION AB In this exploratory empirical study of 83 domestic and 101 cross-boundary strategic alliances, we find very strong evidence to show that distinct attributes define the two kinds of alliances. Further, significantly different motivations explain domestic and cross-boundary alliances. In addition, strategic behaviour theory and synergy explain strategic alliances of both kinds better than transaction costs theory or mimetic theory. Finally, certain types of strategic alliances progress more smoothly than others. The study offers a number of avenues for future research. C1 CUNY Bernard M Baruch Coll, Sch Business, Dept Management, New York, NY 10010 USA. Auburn Univ, Thomas Walter Ctr Technol Management, Auburn, AL 36849 USA. RP McCutchen, WW, CUNY Bernard M Baruch Coll, Sch Business, Dept Management, Box F1831,17 Lexington Ave, New York, NY 10010 USA. CR 1993, MANAGEMENT REV MAR, P24 1994, NY TIMES 0804, D4 *WINDH INF INC, 1990, PHARM STRAT ALL 1986 *WINDH INF INC, 1992, HLTH CAR STRAT, V2 *WINDH INF INC, 1992, PHARM STRAT ALL JAN *WINDH INF INC, 1993, PHARM STRAT ALL JAN ARORA A, 1990, J IND ECON, V38, P361 ATUAHENEGIMA K, 1992, J PROD INNOVAT MANAG, V9, P156 BARLEY SR, 1992, NETWORKS ORG STRUCTU BYRNE JA, 1993, BUSINESS WEEK 0208, P98 CHAKRABARTI AK, 1991, J ENG TECHNOL MANAGE, V8, P243 CONTRACTOR FJ, 1988, COOPRATIVE STRATEGIE DIMAGGIO P, 1983, J ECON BEHAV ORGAN, V4, P305 FLIGSTEIN N, 1985, AM SOCIOL REV, V50, P377 HAGEDOORN J, 1992, RES POLICY, V21, P163 HAMILTON WF, 1990, EUR J OPER RES, V47, P141 HARRIGAN KR, 1985, STRATEGIES JOINT VEN HILL CWL, 1990, STRATEGIC MANAGE J, V11, P117 KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319 MASON JC, 1993, MANAGEMENT REV MAY, P10 MOORE SD, 1994, WALL STREET J 1102, A1 MOORE SD, 1994, WALL STREET J 1102, B12 PISANO GP, 1991, RES POLICY, V20, P237 SHAN W, 1990, EUROPEAN J OPERATION, V47, P172 TEECE DJ, 1986, RES POLICY, V15, P285 THOMAS GL, 1988, INT COLLABORATIVE VE WALTERS BA, 1994, BUSINESS HORIZON JUL, P5 WILLIAMSON OE, 1975, MARKETS HIERARCHIES WILLIAMSON OE, 1985, EC I CAPITALISM 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 1998 VL 15 IS 3-5 BP 490 EP 506 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZC467 UT ISI:000072582200020 ER PT J AU McLaughlin, CP Simpson, KN TI The new realities in health care technology assessment in US Institutions SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE capitation contracts; negotiated prices; diseconomy of scale AB Changes in US health care financing have prompted changes in technology assessment in US health care institutions. Emphasis is shifting from capital budgeting proposals in support of revenue enhancement to marginal cost analysis in support of cost-reducing measures. This requires skills related to marginal cost finding and analysis, detailed process and activity mapping, outcome mapping, and integrative modelling. The implementation of these skills also calls for structural adjustments related to top management involvement and governance processes, multidisciplinary analysis teams, financial management outside of capital budgeting, and institutional values with respect to resource allocation, skills which many institutions currently lack. If they are not to be at the mercy of vendors and payers who are trying to specify the technologies to be used, they must be equipped to make independent judgments about efficiency, effectiveness, quality and value. C1 Univ N Carolina, Sch Publ Hlth, Kenan Flagler Business Sch, Chapel Hill, NC 27515 USA. Univ N Carolina, Sch Publ Hlth, Dept Hlth Policy & Adm, Chapel Hill, NC 27515 USA. RP McLaughlin, CP, Univ N Carolina, Sch Publ Hlth, Kenan Flagler Business Sch, Carroll Hall,CB 3490, Chapel Hill, NC 27515 USA. CR *NIH, 1994, REP NHLBI WORKSH ART BUXTON MJ, 1988, HLTH SERVICES MANAGE, V1, P43 CAREY TS, 1995, NEW ENGL J MED, V333, P913 CARPENTER CE, 1994, HEALTHCARE FINANCIAL, V48 CODDINGTON D, 1996, MAKING INTEGRATED HL DRUMMOND MF, 1980, PRINCIPLES EC APPRAI DRUMMOND MF, 1987, EC APPRAISAL HLTH TE HOWSON CP, 1991, ADVERSE EFFECTS PERT KIBBE DC, 1994, JOINT COMM J QUAL IM, V20, P181 MCLAUGHLIN CP, 1994, CONTINUOUS QUALITY I, P335 MCLAUGHLIN CP, 1994, CONTINUOUS QUALITY I, P361 SIMPSON K, IN PRESS MED LAB OBS 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 1998 VL 15 IS 3-5 BP 507 EP 521 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA ZC467 UT ISI:000072582200021 ER PT J AU Coates, JF TI Long-term technological trends and their implications for management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE business management; energy technology; environmentalism; genetics technology; government management; information technology; materials technology AB Four enabling technologies (information, genetics, materials, energy) and one enabling issue (environmentalism) are discussed in the context of Worlds 1, 2 and 3 - the advanced nations, the nations in economic balance and the nations in desperate straits. Implications for management are discussed for both business and public policy. RP Coates, JF, COATES & JARRATT INC,3738 KANAWHA ST NW,WASHINGTON,DC 20015. NR 0 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 6-8 BP 579 EP 595 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA YJ838 UT ISI:A1997YJ83800001 ER PT J AU Ford, D Thomas, R TI Technology strategy in networks SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE company technology system; industrial networks; technology strategy ID INTEGRATION AB This paper is based on a research program which aims to increase our understanding of how companies manage their technology. The research has led to ideas on the 'company technological system'. This is the mechanism by which a company acquires its own technologies, as well as gaining access to those of other companies and by which it applies these technologies to specific or generic customer needs. Central to the idea of the technological system is the function of the firm in combining technological resources from a variety of sources for specific applications, In other words, we recognize the importance of the technological resources that are owned or controlled by other actors. In this way, the firm is characterized not only by the configuration of its own technology, but in addition by its relationships with and linkages to the systems - or discrete technologies - of others. This means that a meaningful technology strategy is inevitably a network strategy. The paper explores the link between technology system, strategy and network dynamics and illustrates this briefly by using illustrations drawn from research into the use of suppliers as sources of distinctive technological competence. C1 HERIOT WATT UNIV,SCH MANAGEMENT,DEPT BUSINESS ORG,EDINBURGH EH14 4AS,MIDLOTHIAN,SCOTLAND. RP Ford, D, UNIV BATH,SCH MANAGEMENT,BATH BA2 7AY,AVON,ENGLAND. CR AMIT R, 1993, STRATEGIC MANAGE J, V14, P33 ANDERSON P, 1990, ADM SCI Q DEC, P603 ASANUMA B, 1990, J JAPANESE INT EC, V3, P1 BIEMANS WG, 1992, MANAGING INNOVATION BIRNBAUMMORE PH, 1994, RES POLICY, V23, P249 BREWER R, 1993, THESIS U BATH COLLIS DJ, 1991, STRATEGIC MANAGE J, V12, P49 COOMBS R, 1991, TECHNOLOGY ANAL STRA, V3 DOSI G, 1982, RES POLICY, V11 DOSI G, 1988, J EC LIT EASTON G, 1993, P 9 IMP C BATH UK FORD ID, 1986, LONG RANGE PLANNING, V19 FORD ID, 1988, LONG RANGE PLANNING, V21 FORD ID, 1989, R D MANAGEMRNT, V19 FORD ID, 1993, P 9 IMP C BATH UK GRANSTRAND O, 1990, RES POLICY, V19 HAKANSSON H, 1989, CORPORATE TECHNOLOGI HAKANSSON H, 1992, IND NETWORKS NEW VIE JOHANSON J, 1992, IND NETWORKS NEW VIE KRISTENSEN T, 1993, P 9 IMP C BATH UK LOVERIDGE R, 1990, STRATEGIC MANAGEMENT MAHONEY JT, 1992, STRATEGIC MANAGE J, V13, P363 MEYER MH, 1993, SLOAN MANAGEMENT SPR, P29 NELSON RR, 1980, EVOLUTIONARY THEORY PFEFFER J, 1978, EXTERNAL CONTROL ORG PRAHALAD CK, 1990, HARVARD BUSINESS MAY RIECK RM, 1993, TECHNOLOGY ANAL STRA, V5 ROTHWELL R, 1988, J MARKETING MANAGEME, V3 RUMELT R, 1984, COMPETITIVE STRATEGI TEECE DJ, 1986, RES POLICY, V15, P285 THOMAS R, 1994, INT J TECHNOL MANAGE, V9, P227 THOMAS RG, 1993, PURCH SUPPL ED RES G VONHIPPEL E, 1988, SOURCES INNOVATION WEISENFELDSCHEN.U, 1994, R D MANAGEMENT, V24 ZAHRA SA, 1994, INT J TECHNOL MANAGE, V9, P172 NR 35 TC 4 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 6-8 BP 596 EP 612 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA YJ838 UT ISI:A1997YJ83800002 ER PT J AU Giget, M TI Technology, innovation and strategy: recent developments SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE corporate strategy; diamond of total innovation; growth through technology approach; innovation process management; marketing of innovation; R&D management; social acceptability of innovation; technology management; triangle of technical innovation; total innovation management AB The relationship between firms and technology appears to vary greatly depending on the sector and the country. In most cases, however, it is possible to observe common trends in expenditure growth, in the centralization of R&D, in increased co-operation and in the reinforcement of R&D structures. The management of R&D and innovation processes, which is also rapidly changing, is marked by the growing role played by marketing, by the consideration of the social acceptability of innovation, and by the 'total innovation' approach. The management of technological competencies is increasingly integrated into the entire strategic process of a company, with the development of product/market strategies towards more technology-oriented strategies. Certain companies even explicitly reorientate their strategies to a 'growth through technology' concept. This paper is based on a survey of developments in R&D management practices in major industrial corporations conducted to help a major European company redefine its R&D management decision-making process. RP Giget, M, EUROCONSULT SA,71-79 BD RICHARD LENOIR,F-75011 PARIS,FRANCE. NR 0 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 6-8 BP 613 EP 634 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA YJ838 UT ISI:A1997YJ83800003 ER PT J AU Abetti, PA TI Convergent and divergent technological and market strategies for global leadership SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Apple Computer; General Electric; high-tech marketing; MapInfo; market strategy; Motorola; Rhone-Poulenc; role of technology; technology strategy; Toray; Toshiba AB This paper analyses the technological and market strategies of eight technology-intensive companies (5 American, 2 Japanese, 1 European) that have achieved global leadership through strategic focus. Both technological and market strategies are divided into two broad categories: (I) convergent; (2) divergent. Therefore, four strategy clusters could occur. A convergent technology strategy is defined as the development and synergistic integration of all technologies necessary to achieve worldwide leadership for a new product. A typical example is the first laptop computer by Toshiba. A divergent technological strategy is defined as the development of alternative technologies, related or unrelated, that will assure leadership in a given market. A typical example is General Electric Medical Systems. A convergent market strategy is defined as the utilization of all marketing efforts to gain worldwide leadership in a specific market segment, as for example General Electric Medical Systems. Finally, a divergent market strategy is defined as targeting a broad spectrum of customers across many industries, with a great variety of diverse applications. A typical example is the Toray Company of Japan which has achieved worldwide leadership in the application of carbon fibres. The paper discusses the characteristics of the four strategy clusters, their applicability on a contingency basis, and their impact on corporate strategy and organization. Guidelines for practical implementation are offered, which appear to be applicable within the triad of North America, Western Europe and Japan. RP Abetti, PA, RENSSELAER POLYTECH INST,TROY,NY 12180. CR *GEST, 1986, GRAPP TECHN NOUV STR, P158 *MAP CORP, 1994, MAP CORP PROSP *TOR IND INC, 1994, TOR TECHN REF MAN *TOR IND INC, 1994, TOR TECHN REF ABELL DF, 1980, DEFINING BUSINESS ST ABETTI PA, 1984, PLANNING REV, V12, P24 ABETTI PA, 1984, PLANNING REV, V12, P45 ABETTI PA, 1988, RES TECHNOL MANAGE, V31, P40 ABETTI PA, 1989, CUSTOMER DRIVEN MARK, P15 ABETTI PA, 1989, LINKING TECHNOLOGY B, CH6 ABETTI PA, 1991, INT J TECHNOLOGY MAN, P40 ABETTI PA, 1991, MEASURING COST EFFEC, P9 ABETTI PA, 1994, INT J TECHNOL MANAGE, V9, P529 ABETTI PA, 1995, INT J TECHNOLOGY MAN, P139 BADGUARAHANIAN L, 1994, MANAGEMENT TECHNOLOG, V1, P240 BENHAIM D, 1994, MAPINFO RES REPORT BURGELMAN RA, 1988, STRATEGIC MANAGEMENT, P257 COOPER RG, 1993, WINNING NEW PRODUCTS FEDDELER P, 1989, APPLE COMPUTER 1987 LEVITT T, 1975, HARVARD BUS REV, V53, P1426 MARTIN MJC, 1984, MANAGING TECHNOLOGIC, P9 MORONE J, 1991, UNPUB GE PLASTICS MORONE J, 1993, WINNING HIGH TECH MA NEFF R, 1990, BUSINESS WEEK 0615, P110 NONAKA I, 1991, J ENG TECHNOL MANAGE, V8, P67 SHANKLIN WL, 1987, ESSENTIALS MARKETING STRYKER M, 1993, REVIEW JAN, P2 WILLYARD CH, RES MANAGE, V30, P13 NR 28 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 6-8 BP 635 EP 657 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA YJ838 UT ISI:A1997YJ83800004 ER PT J AU Anthony, MT McKay, JC TI Balancing product development in high-technology industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE high-technology industry; product development AB Because it involves all levels of the organization and crosses all functional boundaries, product development is very difficult to control. Unbalanced control is at the root of many of the symptoms of troubled product-development performance. The authors investigate the four primary unbalanced product-development behaviours exhibited by organizations and present four balancing mechanisms to correct these flaws. In their view, balancing product development contains a structured development methodology and project assessments at specific, high-impact decision points that involve top management appropriately while still allowing empowerment and ownership by the project teams. RP Anthony, MT, PITTIGLIO RABIN & MCGRATH,9 RIVERSIDE RD,WESTON,ACT 02193,AUSTRALIA. CR BUTTERWORTHHEIN., 1995, PRODUCT STRATEGY HIG MCGRATH ME, 1992, PRODUCT CYCLE TIME E MCGRATH ME, 1995, PRODUCT STRATEGY HIG NR 3 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 6-8 BP 658 EP 669 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA YJ838 UT ISI:A1997YJ83800005 ER PT J AU Sutherland, JW TI Addressing the shortfall in process control systems SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE control systems; control theory; process management; technology management AB There is a shortfall or imbalance between the steady increase in the complexity of process-related technologies, and the much slower rate of increase in the sophistication of process control systems. This paper explores two avenues alone which this imbalance can be attacked, The first would more aggressively exploit opportunities for incremental instrumental improvements, while the second suggests more fundamental changes to both structure and substance. RP Sutherland, JW, VIRGINIA COMMONWEALTH UNIV,SCH BUSINESS,RICHMOND,VA 23284. CR 1984, READINGS ANCIENT INV 1986, AVOIDING MANAGING EN ALLEN FR, 1992, MANAGEMENT RISK SOC ANTSAKLIS PJ, 1993, INTRO INTELLIGENT AU AYLOR S, 1992, COMPUT IND ENG, V22, P481 BIERNSON G, 1988, PRINCIPLES FEEDBACK, V2 BIONDO SJ, FUNDAMENTALS EXPERT CARNINO A, 1990, MAN RISKS TECHNOLOGI CHERNOUSENKO VM, 1991, CHERNOBYL INSIGHT IN CHESMOND CJ, 1990, BASIC CONTROL SYTEM DROUIN M, 1991, CONTROL COMPLEX SYST DURRANTWHYTE HF, 1988, INTEGRATION COORDINA FERRY TS, 1984, READINGS ACCIDENT IN FRANKLIN G, 1991, FEEDBACK CONTROL DYN HAGER GD, 1990, TASK DIRECTED SENSOR HARMON P, 1990, CREATING EXPERT SYST HEHMANN A, 1993, NONIDENTIFIER BASED HIROTA K, 1993, IND APPL FUZZY TECHN IGNIZIO JP, 1991, INTRO EXPERT SYSTEMS IRWIN GW, 1992, TRANSPUTERS REAL TIM JAMSHIDI M, 1992, RECENT ADV COMPUTER LEWIS RS, 1988, CHALLENGER FINAL VOY LIN CF, 1994, ADV CONTROL SYSTEMS LIN CT, 1994, NEURAL FUSSY CONTROL MARTIN D, 1980, 3 MILE ISLAND PROLOG MCCONNELL M, 1978, CHALLENGER MAJOR MAL MILLER WT, 1990, NEURAL NETWORKS CONT NUGENT T, 1973, DEATH BUFFALO CREEK OHBA R, 1992, INTELLIGENT SENSOR T OSTROFSKY B, 1977, DESIGN PLANNING DEV PAGE GF, 1993, APPL NEURAL NETWORKS PERROW C, 1984, NORMAL ACCIDENTS LIV PETERSEN D, 1984, HUMAN ERROR REDUCTIO RAO M, 1992, INTEGRATED SYSTEMS I RASMUSSEN J, 1987, NEW TECHNOLOGY HUMAN ROGERS E, 1993, PARALLEL PROCESSING SHCHERBAK I, 1989, CHERNOBYL DOCUMENTAR SHERIDAN TB, 1992, TELEROBOTICS AUTOMAT STARR P, 1983, 3 MILE ISLAND SOURCE STEPHENS M, 1980, 3 MILE ISLAND SUTHERLAND JW, 1988, TECHNOLOGICAL FORECA, V34 SUTHERLAND JW, 1989, STRATEGIC MANAGEMENT TZAFESTAS SG, 1991, INTELLIGENT ROBOTICS TZAFESTAS SG, 1993, APPL CONTROL CURRENT VEMURI SV, 1992, ARTIFICIAL NEURAL NE WARWICK K, 1991, ADV METHODS ADAPTIVE WOODSON T, 1966, INTRO ENG DESIGN NR 47 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 6-8 BP 670 EP 700 PG 31 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA YJ838 UT ISI:A1997YJ83800006 ER PT J AU Hitomi, K TI Manufacturing strategy for future production moving toward manufacturing excellence SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE computer-integrated manufacturing (CIM); corporate strategy; green production; high added-value production; manufacturing strategy; strategy; tactics AB The meaning and characteristics of strategy being explained, manufacturing strategy is mentioned. A few basic strategies to be taken for future production perspectives are discussed: computer-integrated manufacturing (CIM), high added-value production, resource-saving and environment-preserving (green) production. It is concluded that the concept of socially appropriate production based upon the satisfaction-consciousness spirit is vital for manufacturing excellence in the coming age. C1 NANJING UNIV,INT BUSINESS SCH,NANJING,PEOPLES R CHINA. CHONGQING UNIV,CHONGQING,PEOPLES R CHINA. NANKAI UNIV,TIANJIN,PEOPLES R CHINA. RP Hitomi, K, RYUKOKU UNIV,COLL BUSINESS ADM,KYOTO,JAPAN. CR ANSOFF HI, 1965, CORPORATE STRATEGY BUFFA ES, 1984, M COMPETITIVE CHALLE COOLEY M, 1987, ARCHITECT BEE GUNN TG, 1987, MANUFACTURING COMPET HARRINGTON J, 1973, COMPUTER INTEGRATED HILL T, 1985, MANUFACTURING STRATE HITOMI K, 1989, ESSENTIAL COMPUTER I HITOMI K, 1990, ESSENTIALS MANUFACTU HITOMI K, 1991, INT J PRODUCTION EC, V25 HITOMI K, 1993, PRINCIPLES COMPUTER HITOMI K, 1994, INTRO TODAYS ADV MAN HITOMI K, 1996, MANUFACTURING SYSTEM HITOMI K, 1996, TECHNOVATION, V16 MORIARTY RT, 1989, HARVARD BUSINESS REV, V67 SWAMIDASS PM, 1987, MANAGEMENT SCI, V33 WAKUTA H, 1983, FACTORY AUTOMATION O WISEMAN C, 1989, STRATEGIC INFORMATIO NR 17 TC 10 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 6-8 BP 701 EP 711 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA YJ838 UT ISI:A1997YJ83800007 ER PT J AU Pillai, AS Lal, VN Rao, KS TI Concurrent engineering experiences in high-tech defence projects SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE concurrent engineering; consortia; organizational culture; design reviews; Indian Guided Missile Programme; investment risk; multi-functional teams; pre-production reviews; program management; technical uncertainties; technology transfer; transition management AB The Indian Guided Missile Programme may he the first in the country to adapt the philosophy of concurrent engineering (CE) for the development of high-technology weapon systems. The management of IGMDP took enormous risk and proceeded with the concurrent development of the technology, the product, as well as the establishment of production facilities. During the implementation of this concurrent development and production process, a number of hurdles have been encountered which further led to the development of new ideas, tools and techniques to realize the weapon systems in shorter time frames. The net result of these efforts is not only the saving in time from the design of weapon systems to their induction, but also the build-up in technological confidence that swept through all those organizations that participated in this program. This paper presents the experiences of the Indian Guided Missile Programme in implementing the various concurrent engineering practices. C1 DEF RES & DEV LAB,HYDERABAD 500258,ANDHRA PRADESH,INDIA. RP Pillai, AS, DEF RES & DEV LAB,INTEGRATED GUIDED MISSILE DEV PROGRAMME,HYDERABAD 500258,ANDHRA PRADESH,INDIA. CR DEYOUNG HG, 1991, ELECT BUSINESS JAN, P53 EVANCZUK S, 1989, HIGH PERFORMANCE NOV, P18 GOLDSTEIN ML, 1988, IND WEEK APR, P21 KANTER RM, 1989, HARVARD BUSINESS NOV, P85 KERZNER H, 1993, PROJECT DYNAMICS JUL, P8 KOTTER JP, 1990, HARVARD BUSINESS MAY, P103 MCKINNIS C, 1991, COMPUTER AIDED E FEB, P18 RICHARDSON KD, 1991, P U SO CAL CONC ENG, P1 ROSENBLATT A, 1991, IEEE SPECTRUM JUL, P22 THRYFT AR, 1991, COMPUTER DESIGN MAR, P1 WINNER RI, 1988, ROLE CONCURRENT ENG NR 11 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 6-8 BP 712 EP 726 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA YJ838 UT ISI:A1997YJ83800008 ER PT J AU Singh, KJ Lewis, JW TI Concurrent engineering: institution, infrastructure and implementation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE concurrent engineering; metrics; teaming; enterprise integration; customer focus; change; requirements; process understanding; communications AB Global competitive pressures are now driving traditional manufacturing organizations to move from a sequential, adversarial product-design process to simultaneous design by integrated, multifunctional teams operating in co-operation with both customers and suppliers. Goals for time-to-market, total quality, affordability, flexibility and supportability have become as important as product performance. Concurrent processes are replacing the time-consuming sequential review-based methods of the past. The objective is to achieve right the first time production of complex systems in less time, with better quality and at lower cost. While these three goals are somewhat contradictory, advanced computer technology and new team-based business cultures enable industry to realize these goals while simultaneously meeting customers' requirements. The key to success lies in 'managing for performance' through top-down institutional changes, standardized infrastructure and bottom-up incremental implementation of the new concepts. C1 GE CO,CORP RES & DEV,SCHENECTADY,NY 12301. RP Singh, KJ, GE AIRCRAFT ENGINES,1 NEUMANN WAY,MD-GD326,CINCINNATI,OH 45215. CR *DARPA, 1988, WORKSH CONC DES *ESPR CONS AMICE, 1989, OPEN SYSTEN ARCHITEC, V1 *WRIGHT AER LAB, 1981, AFWALTR814023 WRIGHT CHAO NH, 1989, CONCURRENT PRODUCT P JAGANNATHAN V, 1991, CONCURRENT ENG KINSTREY MM, 1990, P 2 NAT S CONC ENG C LEWIS JW, 1994, CE94 CONCURRENT ENG WINNER RI, 1988, R338 I DEF AN NR 8 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 6-8 BP 727 EP 738 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA YJ838 UT ISI:A1997YJ83800009 ER PT J AU Aoyama, M TI Managing the concurrent development of large-scale software systems SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE software development management; software development process; software factory; software development environment; concurrent engineering; lean production AB This paper proposes a new model of managing software development known as concurrent development, in which multiple features or functions are concurrently developed along with the entire development lifecycle. A key to success is a coherent integration of software process-management techniques. The techniques of process modelling, process management and computer-based management support system are discussed. Applying concurrent development to large-scale communication software systems, we have shortened the development cycle-time from one year to three months, and evolutionally improved the development process. Discussions on related process-management techniques reveal the unique characteristics of concurrent development. C1 FUJITSU LABS LTD,INTEGRATED SYST DIV,GLOBAL DEV SUPPORT,NAKAHARA KU,KAWASAKI,KANAGAWA 211,JAPAN. RP Aoyama, M, NIIGATA INST TECHNOL,DEPT INFORMAT & ELECT ENGN,1719 FUJIHASHI,KASHIWAZAKI 94511,JAPAN. CR AGRESTI WW, 1986, NEW PARADIGMS SOFTWA AOYAMA M, 1987, ACM SIGSOFT SOFTWARE, V12, P20 AOYAMA M, 1988, P IEEE C SOFTW MAINT, P40 AOYAMA M, 1989, IEEE SOFTWARE, V6, P31 AOYAMA M, 1990, 14TH P INT COMP SOFT, P330 AOYAMA M, 1992, P SIG SOFTW ENG WORK, P1 AOYAMA M, 1993, IEEE SOFTWARE, V10, P46 AOYAMA M, 1995, J INFORMATION PROCES, V36, P442 AOYAMA M, 1995, P 1995 AS PAC SOFTW, P158 BOEHM B, 1986, ACM SOFTWARE ENG NOT, V11, P22 CARTER DE, 1992, CONCURRENT ENG PRODU CUSUMANO MA, 1991, JAPANS SOFTWARE FACT DRUCKER PF, 1992, MANAGING FUTURE HAMMER M, 1993, REENGINEERING CORPOR HUMPHREY WS, 1989, MANAGING SOFTWARE PR OHNO T, 1978, TOYOTA PRODUCTION SY OSTERWEIL LJ, 1987, 9TH P INT C SOFTW EN, P2 PUTNUM IH, 1980, SOFTWARE COST ESTIMA ROOS D, 1990, MACHINE CHANGED WORL ROSENBLATT A, 1991, IEEE SPECTRUM, V28, P22 NR 20 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 6-8 BP 739 EP 765 PG 27 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA YJ838 UT ISI:A1997YJ83800010 ER PT J AU Guimaraes, T TI The support and management of user computing in the 1990s SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE end-user computing; EUC management; EUC support; information centres ID MODEL; SUCCESS; SATISFACTION; USAGE AB As company investment in end-user computing (EUC) grows, so does the need for the organization to provide end-user support and training, to encourage resource sharing, to establish mechanisms for management and operational control over data resources, systems quality assurance, and resource acquisition. To satisfy these needs, many organizations have established Information Centres !IC). ICs have been shown to be very dynamic organizations which are continuously evolving and vary dramatically from company to company in terms of location, resources available, and the types of services provided. The study reported in this paper surveyed 156 organizations to assess present shifts in EUC and IC activities, as well as the impact of IC performance on EUC overall company effectiveness and payoffs from EUC. The results show among other things that in many organizations the EUC support burden is being shifted to IS departments, to outsiders, and to the end-users themselves; that EUC support is indeed a requirement for overall EUC effectiveness and for the company to derive payoffs from the EUC investment. RP Guimaraes, T, TENNESSEE TECHNOL UNIV,JE OWEN CHAIR EXCELLENCE,POB 5022,COOKEVILLE,TN 38505. CR 1994, BUSINESS KOREA, V12, P39 *AM MAN ASS, 1988, 1988 AMA REP INF CTR *CRWTH COMP COURS, 1990, TRENDS END US COMP, V5, P10 AMOROSO DL, 1991, J MANAGEMENT INFORMA, V8, P63 BURROWS P, 1994, BUSINESS WEEK 0822, P29 CARR HH, 1987, MIS QUART, V11, P325 DOLL WJ, 1988, MIS QUART, V12, P259 DOTSON T, 1982, COMPUTERWORLD, V16, P21 EINDOR P, 1992, INT INFORMATION SYST, V1, P124 GAGINALP EG, 1994, COMPUTER RESELL 0829, V2, P215 GUIMARAES T, 1984, DATAMATION JUL, P127 GUIMARAES T, 1984, DATAMATION JUL, P130 GUIMARAES T, 1984, J INFORMATION SYSTEM, V1, P3 GUIMARAES T, 1986, HUMAN RESOURCE PLANN, V9, P69 GUIMARAES T, 1986, MIS QUART, V10, P179 GUIMARAES T, 1992, INFORMATION SYSTEMS, V3, P273 GUIMARAES T, 1993, J MANAGEMENT INFORMA, V9, P145 GUIMARAES T, 1994, INFORMATION MANAGEME, V26, P33 HILDEBRAND C, 1991, COMPUTERWORLD, V59, P58 IGBARIA M, 1989, INFORM MANAGE, V16, P187 IGBARIA M, 1990, INFORM MANAGE, V19, P73 IGBARIA M, 1990, OMEGA-INT J MANAGE S, V18, P637 IGBARIA M, 1995, JMIS, V11 JUNEAU L, 1991, COMPUTERWORLD, V59, P59 LEE DMS, 1986, MIS QUART, V10, P313 LEITHEISER RL, 1986, MIS QUART, V10, P337 MAGAL SR, 1988, MIS QUART, V12, P413 MAGAL SR, 1991, J MANAGEMENT INFORMA, V8, P91 NUNNALLY JC, 1978, PSYCHOMETRIC THEORY PATTON R, 1995, ELECTRONICS, V68, P12 PRSTON HH, 1994, PC WEEK, V11, A1 RIVARD S, 1988, COMMUN ACM, V31, P552 ROBERTS DR, 1991, INFORMATION CTR Q, V7, P36 SHERMAN S, 1994, FORTUNE, V129, P76 SULLIVANTRAINOR M, 1988, COMPUTERWORLD S 0912, P6 THOMPSON RL, 1991, MIS QUART, V15, P125 VANKIRK D, 1995, INFOWORLD 0123 VENKATRAMAN N, 1987, MANAGE SCI, V33, P687 ZMUD RW, 1983, MIS Q, V7, P43 NR 39 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 6-8 BP 766 EP 788 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA YJ838 UT ISI:A1997YJ83800011 ER PT J AU Takahashi, T TI Management for enhanced R&D productivity SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE business strategy; process decision program chart; productivity; Quality Function Deployment; R&D management; R&D productivity; R&D strategy AB This paper discusses ways to improve a company's R&D performance. Finding appropriate projects is crucial to the company's links to commercialization. Since commercialization requires co-operation from top management as well as all the company-wide management, one must make sure that R&D projects match the corporate strategy. Also, to avoid missing the moving target, the R&D action plan must account for uncertainty factors. Thus, the most critical role for an R&D manager is to keep the R&D projects abreast of the corporate strategy at all times. RP Takahashi, T, SUMITOMO MET MIN CO LTD,DIV ENERGY & ENVIRONM,NEW BUSINESS PLANNING & PROMOT GRP,MINATO KU,TOKYO 105,JAPAN. CR *BUS RES I INC, 1992, TYP R D STRUCT REP O, P9 *UN JAP SCI ENG RE, 1986, SPEC ISS 7 MAN TOOLS, V33 AKAO Y, 1993, HINSHITSU TENKAI NYU FUKUI T, 1992, TBR CONFIDENTIAL REP, V2, P10 KENKYUKAI SK, 1992, SEIKOH SURU JIGYO SH TAKABATAKE T, 1993, TRANSPORT THERMAL PR, P1 NR 6 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 6-8 BP 789 EP 803 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA YJ838 UT ISI:A1997YJ83800012 ER PT J AU Teichert, TA TI Success potential of international R&D co-operations SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE conjoint measurement; co-operation; European research programs; interactive effects; research and development ID COOPERATIVE RESEARCH; CONJOINT-ANALYSIS; JOINT VENTURES; COMPETITORS AB Key success factors for co-operative research and development projects and their interactive effects are examined, Hypotheses are derived from theoretical and empirical evidence, They are tested simultaneously, using an experimental design. Results support, in general, the expected directions of functional and dysfunctional effects. They also show that preferences vary between co-operators and that different types can be distinguished. The method of conjoint measurement is applied to a new area. The technique is described and assessed. It is shown that new insights can be gained by implementing this simultaneous method of evaluation. Illustrations are included to ease further applications in this area. CR *ESPRIT, 1989, REV ESPRIT 1984 1988 *FIRMA, 1989, COOP R D IND BRESSER RK, 1986, ACAD MANAGE REV, V11, P408 BROCKHOFF K, 1991, INT J TECHNOL MANAGE, V6, P361 CHESNAIS F, 1988, TECHNICAL CHANGE EC, P496 CIBORRA C, 1991, STRATEGIC PARTNERSHI, P78 DOBBERSTEIN N, 1992, THESIS KIEL FUSFELD HI, 1985, HARVARD BUS REV, V63, P60 GREEN PE, 1978, J CONSUM RES, V5, P103 GREEN PE, 1984, J MARKETING RES, V21, P155 GREEN PE, 1990, J MARKETING OCT, P3 GREENHALGH L, 1981, J CONFLICT RESOLUT, V25, P301 HAGEDOORN J, 1990, UNPUB TECHNOLOGY COO HAGEDOORN J, 1991, INT J TECHNOLOGY MAN, P81 HAHN GJ, 1966, 66C165 GE HAKANSON L, 1993, R&D MANAGE, V23, P273 HARRIGAN KR, 1985, STRATEGIES JOINT VEN HAUSLER J, 1991, UNPUB ARCHITECTURE R HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361 IMAI K, 1985, UNEASY ALLIANCE, P337 KATZ ML, 1986, RAND J ECON, V17, P527 KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319 LINK AN, 1989, COOPERATIVE RES US M LOUVIERE JJ, 1988, ANAL DECISION MAKING MARITI P, 1983, J IND ECON, V31, P437 NELSON RD, 1967, TECHNOLOGY EC GROWTH OHMAE K, 1985, TRIAD POWER COMING S PISANO GP, 1990, ADMIN SCI QUART, V35, P153 RICHARDSON R, 1972, EC J, V82 ROTERING C, 1990, FORSCHUNGS ENTWICKLU SCHRADER S, 1990, ZWISCHENBETRIEBLICHE SHAPIRO C, 1985, AM ECON REV, V75, P25 SINHA DK, 1991, MANAGE SCI, V37, P1091 TEECE DJ, 1986, RES POLICY, V15, P285 TEECE DJ, 1988, TECHNICAL CHANGE EC, P256 WEDER R, 1989, THESIS ST GALLEN WEISENFELD U, 1989, EINFLUSSE VERFAHRENS WILLINGER M, 1988, TECHNICAL CHANGE EC, P239 WOLFF MF, 1989, RES TECHNOLOGY M MAY, P9 WOLFF MF, 1991, UNPUB FUE KOOPEATION NR 40 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 6-8 BP 804 EP 821 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA YJ838 UT ISI:A1997YJ83800013 ER PT J AU Nakano, M Nobutomo, H Okada, M Mizushima, A TI Research on how to develop R&D strategies using the soft systems approach SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE research and development management; soft systems approach; technology domain; research and development strategic planning AB To motivate researchers and increase productivity of research and development activities in corporate entities, it is necessary to start by drawing up a R&D strategy. This strategy must be understood and shared by all researchers so that research and development activities can be conducted in the direction of that strategy. Using a soft systems approach, the authors have developed a method allowing the drawing up of strategies that can be shared and applied easily. The authors further suggest means to modify this method to fit the needs of different types of companies. RP Nakano, M, MITSUBISHI RES INST INC,CHIYODA KU,2-3-6 OTEMACHI,TOKYO 100,JAPAN. CR JONATHAN R, 1989, RATIONAL ANAL PROBLE MASAYA N, 1993, 8 ANN C JAP SOC SCI, P227 MASAYA N, 1994, 1 MIN S SPEC COORD F MASAYA N, 1994, 9 ANN C JAP SOC SCI, P16 PETER BC, 1989, SYSTEMS THINKING SYS NR 5 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 6-8 BP 822 EP 833 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA YJ838 UT ISI:A1997YJ83800014 ER PT J AU Murashige, KH TI Industrial policy and biotechnology - Can intellectual property protection systems catch up? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE biotechnology; patent; EST; distributional justice AB Inventions of a sort never envisioned by the framers of the patent statute have arisen from the modern science of biotechnology. Such inventions are often laden with ethical and economic issues that are new. This paper explores the trends in patent protection inspired by such inventions and the implications of these trends. RP Murashige, KH, MORRISON & FOERSTER LLP,2000 PENN AVE NW,WASHINGTON,DC 20006. CR 1995, BIOTECHNOLOGY N 0102 1995, FED REGISTER, V60, P97 1995, SCIENCE, V270, P1112 *BNA INC, 1996, DAIL REP EX EISENBERG RS, 1994, U PITTSBURGH LAW REV, P633 FISHER B, 1990, AIPLA Q J, V18, P52 LEMLE MA, 1994, AIPLA Q J SUM, P369 RIFKIN J, 1995, COALITION ANIMAL PAT SIMON E, 1995, CAN US LJ, V21, P75 SIMON E, 1995, CANADIAN US LAW J, V21 YANG WW, 1995, J SCI TECHNOLOGY LAW, V1, P5 YANG WW, 1995, WON BOSTON U J SCI T, V5 NR 12 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 5 BP 471 EP 484 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XW660 UT ISI:A1997XW66000001 ER PT J AU Prasad, VCS TI Development and commercialization of a high technology component - A case study of an Indian company SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE R&D; commercialization; products; technology transfer; imbedded technology; technology commercialization model; strategic view AB The paper presents a case study of a technology development and commercialization process in a large Indian company. The organizational structure of the company and the environment in which the case had taken place were presented along with the strategies for implementation. The technology transfer and commercialization process is discussed within the framework of a systems analysis approach using a technology commercialization model and the concept of imbedded technology. However, the outcome of the project has not been according to expectations. The reasons found after analysis are inadequate communication and somewhat differing objectives of the different players involved. The need for a strategic view and the scope for exploring the use of information technology tools to minimise the communication barriers is outlined to gain better benefits from such efforts. RP Prasad, VCS, TATA RES DESIGN & DEV CTR,PLOT 54B,HADAPSAR IND ESTATE,PUNE 411013,MAHARASHTRA,INDIA. CR BALLATO A, 1996, AM CERAM SOC BULL, V75, P73 HUBER GP, 1991, ORGAN SCI, V2, P88 MARTIN C, 1992, AM CERAM SOC BULL, V71, P333 MASON RM, 1996, ORG INTELLIGENCE AL, P218 NOORI H, 1990, READINGS CASES MANAG PRASAD S, 1994, APPL THEOR ELECTROPH, V4, P3 RUBENSTEIN AH, 1989, MANAGING TECHNOLOGY SMILOR RW, 1989, J TECHNOLOGY TRANSFE, V14, P11 NR 8 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 5 BP 485 EP 495 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XW660 UT ISI:A1997XW66000002 ER PT J AU Drury, DH TI The dialectic of IT chargeback systems SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE IT management; IT costs; chargeback systems; systems complexity; IT control ID MANUFACTURING OVERHEAD COST; ORGANIZATIONS; USER AB Many organizations have adopted chargeback systems whereby users are charged for the IT resources which they use. The purpose is to control the costs of information technology. Chargeback systems have recently received a resurgence of interest with the rapid change in IT. Many writers are currently advocating chargeback systems to control the escalating costs. Chargeback systems are expected to increase user awareness of IT costs, and thereby, improve decisionmaking and effectiveness of Information Technology. Many organizations have never adopted chargeback systems. They have used other management techniques for controlling IT costs. Chargeback systems have been controversial since the earliest computer applications. The current environment has added new issues which have provoked discussion. This article discusses the advantages and disadvantages of chargeback systems. The emphasis is on new issues which have arisen due to the changing technological environment. The dimensions which frame the discussion are the evolving empowerment of users, complexity of systems, and the cost structure. Recommendations are made for effectively using chargeback systems alternatives. RP Drury, DH, MCGILL UNIV,FAC MANAGEMENT,1001 SHERBROOKE ST W,MONTREAL,PQ H3A 2T5,CANADA. CR 1993, CAPACITY MANAGEMENT, V21, P5 *INF INC, 1978, 1978 CPU SURV ACKOFF R, 1967, MANAGE SCI, V14, P147 AMBROSIA J, 1990, COMPUTERWORLD, V24, P25 AMBROSIA J, 1992, COMPUTERWORLD, V26, P67 ANDERSON SW, 1995, ACCOUNT REV, V70, P363 ANTHONY RN, 1995, MANAGEMENT CONTROL S BERGERON F, 1986, MIS Q, V10, P224 BERGSTROM LP, 1987, BUSINESS SOFTWARE RE, V6, P36 BOOKMAN PG, 1972, COMPUTER DECISIO SEP, P28 BRIDGES L, 1994, PC WEEK SEP, P37 BROWN B, 1988, NETWORK WORLD, V5, P19 BUSE J, 1988, DATAMATION, V34, P47 BUTLER J, 1992, SOFTWARE MAGAZINE, V12, P48 CAFASSO R, 1995, COMPUTERWORLD, V29, P129 CALDWELL B, INFORMATION WEEK MAR, P94 CALL B, 1987, PC WEEK 0303, P41 CALLOWAY E, 1996, PC WEEK NOV, E4 CASH JI, 1984, HARVARD BUS REV, V62, P98 CHANDLER AD, 1977, VISIBLE HAND MANAGER COOKE DP, 1992, CIO, V5, P84 CRAIG RA, 1991, CAPACITY MANAGEMENT, V19, P1 CROWLEY A, 1994, PC WEEK 1128, P26 DEARDEN J, 1973, HARVARD BUSINESS NOV, P68 DELOITTE, 1996, 8 ANN CIO SURVEY DIEHR DM, 1975, J SYSTEMS MANAGE MAR, P16 DRURY DH, 1980, INFOR NOV, P342 DRURY DH, 1982, INFORMATION MANAGEME, V5, P31 DRURY DH, 1997, IN PRESS INFORMATION ELMS T, 1993, SYSTEMS 3X 400, V21, P12 EMERY J, 1986, COMPUTERWORLD, V20, P81 ENKE S, 1996, PROPOSED PRICING COM FERNBERG PM, 1993, MANAGING OFFICE TECH, V38, P29 FOSTER G, 1990, J ACCOUNT ECON, V12, P309 GOTLIEB L, 1995, CMA MAGAZINE NOV, P23 GOVINDARAJAN V, 1990, ACAD MANAGE J, P259 GRAHAM S, 1994, COMPUTING CANADA MAR, P8 GREENBERGER M, 1966, MANAGE SCI, V12, P888 HENRY B, 1990, DATAMATION, V36, P89 HOSHOWER LB, 1986, J ACCOUNTING EDP, V1, P4 HUFNAGEL EM, 1989, MIS QUART, V13, P415 JAYSON S, 1995, MANAGEMENT ACCOU SEP, P28 JOHNSON HT, 1987, MANAGEMENT ACCOU JAN, P22 JOY JJ, 1972, J SYSTEMS MANAGE NOV, P36 KARON P, 1994, COMPUTERWORLD, V28, P106 KATZ D, 1966, SOCIAL PSYCHOL ORG KOBIELUS J, 1992, NETWORK WORLD, V9, P29 KORZENIOWSKI P, 1994, SOFTWARE MAGAZINE, V14, P49 KRIEBEL CH, 1980, P 1 INT C INF SYST LONG GG, 1993, OFFICE SYSTEMS, V10, P35 MARKUS LM, 1987, INTERFACES MAY, P54 MCFARLAN FS, 1973, HARVARD BUSINESS MAY, P131 MCFARLAN GJ, 1986, CANADIAN DATASYSTEMS, V18, P47 MCGEE RW, 1987, J ACCOUNTING EDP, V2, P43 MCKELL LJ, 1979, COMPUT SURV, V11, P105 MCKINNON WP, 1987, MIS Q MAR, P5 MCLEAN ER, 1993, COMMUN ACM, V36, P79 MERCY J, 1991, CAPACITY MANAGEMENT, V19, P1 MEYER MH, 1991, MIS Q DEC, P455 MILLER D, 1982, MANAGE SCI, V28, P1013 MOAD J, 1995, DATAMATION JAN, P16 MOLLOY M, 1991, NETWORK WORLD, V8, P19 NOLAN RL, 1977, COMMUN ACM, V20, P177 NUBEN N, 1970, COMMUNICATIONS A AUG, P467 OLEARY M, 1992, CIO, V5, P30 OLSON MH, 1982, MIS Q, V6, P47 PANZAR JC, 1981, AM ECON REV, V71, P268 PAUL LG, 1996, PC WEEK DEC, E6 PERRY WE, 1988, J ACCOUNTING EDP, V4, P8 POPADIC RP, 1975, INFORMATION SYSTEMS, P154 PORTER ME, 1985, COMPETITIVE ADVANTAG RADDING A, 1990, BANK MANAGEMENT, V66, P50 RADDING A, 1990, BANK MANAGEMENT, V66, P52 RAGHUNATHAN B, 1994, OMEGA-INT J MANAGE S, V22, P321 RETHIS R, 1972, IBM SYST J, P74 REVSINE L, 1970, ACCOUNT REV OCT, P704 SCHOEMAKER PJH, 1990, MANAGE SCI, V36, P1178 SCHRAGE M, 1993, COMPUTERWORLD, V27, P33 SCHRODER HM, 1967, HUMAN INFORMATION PR SHREDNICK, 1992, CIO, V5, P74 SKINNER W, 1974, HARVARD BUS REV, V52, P113 SMIDT S, 1968, MANAGE SCI, V14, B581 SNYDERS J, 1986, INFOSYSTEMS, V33, P42 SOBCZAK JJ, 1974, DATAMATION FEB, P61 STREUFERT S, 1965, J PERS SOC PSYCHOL, V2, P736 STREUFERT S, 1965, PSYCHON SCI, V3, P249 SWANSON EB, 1974, MANAGE SCI, V21, P178 TAFTI MH, 1992, INT J RESOURCE MANAG, V3, P4 TOSCANO S, 1994, PC WEEK 0704, P17 TURNEY PB, 1977, MIS Q MAR, P27 VANLENGEN CA, 1994, CAPACITY MANAGEMENT, V22, P9 WETHERBE JC, 1988, CIO DEC, P62 WIORKOWSKI GK, 1973, DATAMATION AUG, P60 NR 93 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 5 BP 496 EP 512 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XW660 UT ISI:A1997XW66000003 ER PT J AU Russ, M Camp, SM TI Strategic alliances and technology transfer: An extended paradigm SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE strategic alliances; technology transfer; conceptual framework ID ARRANGEMENTS; COMPETITION; COOPERATION; VENTURES; FIRMS; KEY AB Going beyond the classic options of purchase, research and development, and joint venture, strategic alliances have been described as a valuable means for acquiring new technology. Much of what is understood about technology acquisition is based on communications and information processing theory. Despite the intuitive similarities, however, researchers have generally failed to explore the linkages in theory and process between 1) establishing and maintaining strategic alliances, and 2) transferring technology. The purpose of this study is to develop a theoretical framework which is pertinent to advance the theory building in the areas of strategic alliances and technology transfer. C1 JAMES MADISON UNIV,DEPT MANAGEMENT,HARRISONBURG,VA 22807. RP Russ, M, FRANKLIN UNIV,GRAD SCH BUSINESS,201 S GRANT AVE,COLUMBUS,OH 43215. CR AJAMI RA, 1979, ARAB RESPONSE MULTIN AJAMI RA, 1991, J GLOBAL MARKETING, V5, P55 AJAMI RA, 1991, MAKING ORG COMPETITI, P309 AVERY CM, 1989, THESIS U TEXAS AUSTI BADARACCO JL, 1991, KNOWLEDGE LINK BAILEY RE, 1990, TECHNOLOGY TRANSFER, P7 BORYS B, 1989, ACAD MANAGE REV, V14, P234 BUCKLEY PJ, 1991, MANAGE INT REV, V31, P7 CAMP SM, 1992, MIDW DIV AC MAN 1992, P262 DEVINE M, 1987, J TECHNOLOGY TRANSFE, V12, P27 ERNST, 1990, ELECT 90 NEW COMPETI EVANS TP, 1986, MANAGEMENT REV FEB, P26 FORREST JE, 1990, J SMALL BUS MANAGE, V28, P37 GALBRAITH JR, 1990, MANAGING COMPLEXITY, P37 GATEWOOD E, 1988, P MAN HIGH TECHN FIR, P181 GRAY B, 1991, J APPLIED BEHAVIORAL, V27, P3 GREEN S, 1988, LONG RANGE PLANN, V21, P121 GULATI R, 1995, ADMIN SCI QUART, V40, P619 HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HAYDEN FG, 1985, J ECON ISSUES, V19, P383 HERRMANN JF, 1983, RES MANAGE, V26, P21 JORDE TM, 1989, CALIF MANAGE REV, V31, P25 KANTER RM, 1994, HARVARD BUS REV, V72, P96 KELLER RT, 1990, ACAD MANAGEMENT EXEC, V4, P33 KOGUT B, 1991, MANAGE SCI, V37, P19 KOGUT B, 1993, J INT BUS STUD, V24, P625 LARSON JK, 1986, IND U TECHNOLOGY TRA LORENZONI G, 1988, J BUSINESS VENTURING, V3, P41 MADU CN, 1989, TECHNOL FORECAST SOC, V35, P327 MCCARDLE KF, 1985, MANAGE SCI, V31, P1372 MCGUINNESS N, 1990, J PROD INNOVAT MANAG, V7, P173 NASHAR AS, 1990, STRATEGIC LEADERSHIP, P196 NIEDERKOFLER M, 1991, J BUS VENTURING, V6, P237 OUNJIAN ML, 1987, IEEE T ENG MANAGE, V34, P194 PARKHE A, 1991, J INT BUS STUD, V22, P579 PARKHE A, 1993, ACAD MANAGE J, V36, P794 PENROSE ET, 1959, THEORY GROWTH FIRM PORTER ME, 1985, COMPETITIVE ADVANTAG PORTER ME, 1986, COMPETITION GLOBAL I, P315 POWELL WW, 1987, CALIF MANAGE REV, V30, P67 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P71 REAMS BD, 1986, U IND RES PARTNERSHI ROGNES J, 1995, INT J PURCHASING MAT, V31, P12 SCHOENECKER TS, 1989, J TECHNOLOGY TRANSFE, V14, P28 SENGE PM, 1990, 5 DISCIPLINE ART PRA SHANKLIN WL, 1984, MARKETING HIGH TECHN SPANN MS, 1995, IEEE T ENG MANAGE, V42, P19 STATA R, 1989, SLOAN MANAGE REV, V30, P63 VYAS NM, 1995, J BUSINESS IND MARKE, V10, P47 WHITE W, 1977, RES MANAGE, V20, P30 WILLIAMS F, 1990, TECHNOLOGY TRANSFER WILLIAMSON OE, 1985, EC I CAPITALISM WILLIAMSON OE, 1991, STRATEGIC MANAGE J, V12, P75 ZHAO LM, 1992, IEEE T ENG MANAGE, V39, P13 NR 54 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 5 BP 513 EP 527 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XW660 UT ISI:A1997XW66000004 ER PT J AU Yang, C Tarng, MY Hsu, FM TI The management of science and technology projects in Taiwan SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Research and Development; project; management; performance evaluation; model ID IMPLEMENTATION; STRATEGY; TACTICS; MODEL AB Since 1982, in order to raise the global technology competitiveness, the Ministry of Economic Affairs (MOEA) in Taiwan, ROC has offend about five hundred million US dollars each year to support applied research in technology development through a program called 'Science and Technology Projects (STP)'. This research reports an operational model called IPRCE (Input-Process-Result-Channel-Effect) for management and performance evaluation. To achieve operational effectiveness and efficiency of the STP, this research conducts three forums among members of industry, government, Legislative Yuan, and academia. In the first forum, the evaluation criteria and items in IPRCE are evaluated and approved. In the second forum, the weighting system for IPRCE criteria is determined for reference in actual STP evaluation. From the weights of the five stages in IPRCE, it is found that the professionals focus on the effectiveness rather than efficiency. In the third forum, the processes of STP operation are investigated thoroughly and comprehensive suggestions induced. According to the suggestions of professionals, the MOEA plans to do some milestone changes: 1. to change proposal operation from bottom-up to top-down, 2, to open the STP to industries, 3. to reduce the proposing process from 18 months to 6 months. RP Yang, C, NATL CHIAO TUNG UNIV,INST MANAGEMENT SCI,4F,SEC 1,CHUNG SHIAO W RD,TAIPEI 100,TAIWAN. CR *MIN EC AFF, 1991, RES EV MOD SCI TECHN *MIN EC AFF, 1991, TECHN PION *NAT SCI COUNC, 1986, TRAC AN SCI TECHN PR BROWN MG, 1988, RES TECHNOL MANAGE, V31, P11 BUSHNELL DS, 1990, TRAIN DEV J, V44, P41 FORTENBERRY JG, 1981, IND MANAGEMENT SEP, P25 PAPPAS RA, 1985, RES MANAGEMENT MAY, P15 ROBBINS SP, 1990, ORG THEORY STRUCTURE SCHAINBLATT AH, 1982, RES MANAGEMENT MAY SCHULTZ RL, 1987, INTERFACES, V17, P34 SLEVIN DP, 1987, SLOAN MANAGE REV, V29, P33 SZAKONYI R, 1994, RES TECHNOLOGY M MAR, P27 SZAKONYI R, 1994, RES TECHNOLOGY M MAY, P44 VLIEGEN HJW, 1990, IEEE T ENG MANAGE, V37, P185 NR 14 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 5 BP 528 EP 538 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XW660 UT ISI:A1997XW66000005 ER PT J AU Hamilton, WF TI Managing technology as a strategic asset SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE corporate strategy; strategic positioning; strategic technology planning AB For firms facing rapid advances in technology and intense global competition, the integration of technology into strategic thinking and decision making is essential for growth - and even for survival. It is in this context that this paper addresses the managerial challenges and choices presented to firms attempting to employ technology as a strategic asset. Emphasis is placed on creating managerial language, frameworks, processes and focal issues as a foundation to support the effective integration of technology into strategy. RP Hamilton, WF, UNIV PENN,WHARTON SCH,3537 LOCUST WALK,PHILADELPHIA,PA 19104. CR ABETTI PA, 1989, MANAGEMENT REV FEB, P37 ACKOFF RL, 1977, WHARTON MAGAZINE WIN, P36 BITONDO D, 1981, RES MANAGEMENT NOV, P19 BOER FP, 1991, RES TECHNOLOGY M MAR, P12 CHESTER AN, 1994, RES TECHNOLOGY M JAN, P25 DODGSON M, 1991, INT J TECHNOLOGY MAN, P95 FRIAR J, 1986, TECHNOLOGY MODERN CO, P50 FROHMAN AL, 1985, CALIF MANAGE REV, V27, P48 GRAY DH, 1986, HARVARD BUSINESS JAN, P89 KANTROW A, 1980, HARVARD BUSINESS JUL, P1 KLIMSTRA PD, 1992, RES TECHNOLOGY M JAN, P22 MINTZBERG H, 1994, HARVARD BUSINESS JAN, P107 MITCHELL GM, 1986, TECHNOLOGY MODERN CO, P132 MITCHELL GR, 1988, RES TECHNOLOGY M MAY, P15 MITCHELL GR, 1992, RES TECHNOLOGY M SEP, P13 MORITA A, 1987, RES TECHNOLOGY MAR, P12 MORONE J, 1993, WINNING HIGH TECH MA OLD BS, 1982, HARVARD BUSINESS JAN, P6 PORTER ME, 1985, COMPETITIVE ADVANTAG RANSLEY DL, 1994, RES TECHNOLOGY M MAR, P19 REICH LS, 1985, MAKING AM IND RES SC ROUSSEL PA, 1991, 3 GENERATION R D, P64 SKINNER W, 1969, HARVARD BUSINESS MAY STACEY GS, 1990, INT J TECHNOL MANAGE, V5, P389 STALEY JL, 1990, INT J TECHNOL MGMT, V5, P627 SZAKONYI R, 1989, RES TECHNOLOGY M MAY, P28 WILLYARD CH, 1987, RES MANAGEMENT SEP, P13 WYMAN J, 1985, SLOAN MANAGEMENT SUM, P59 NR 28 TC 4 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 2-4 BP 163 EP 176 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XQ447 UT ISI:A1997XQ44700001 ER PT J AU Bessant, J TI Developing technological capability through manufacturing strategy SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE continuous improvement; manufacturing; strategy; technological capabilities; technological innovation ID CONTINUOUS IMPROVEMENT AB Technological innovation represents an important mechanism whereby firms can respond to the challenges of the late 1990s environment. Without a coherent strategic framework within which to make technological choices, however, there is a risk that even heavy investments will fail to enhance organizational performance. This paper reviews the concept of manufacturing strategy as a mechanism for guiding the development of process capability and presents a four-phase model for its development, based on research and literary review. This model involves a systematic planning process and a participative approach to implementation, but it also argues the need to consider the prevailing mind set of strategic decision-makers. It is suggested that even well-crafted plans may fail because they address the wrong problems or deploy too limited a set of solutions. Generating momentum to ensure strategic plans are realized is not an automatic process, but involves motivation through leadership, customer focus, crisis or other drives. The paper concludes with some examples that illustrate this model in practice. RP Bessant, J, UNIV BRIGHTON,CTR RES INNOVAT MANAGEMENT,BRIGHTON BN1 9PH,E SUSSEX,ENGLAND. CR ABERNATHY WJ, 1978, TECHNOL REV, V80, P40 BESSANT J, 1991, MANAGING ADV MANUFAC BESSANT J, 1994, INT J PRODUCTION EC BESSANT J, 1994, TECHNOVATION, V14, P17 BODDY D, 1987, TECHNICAL CHANGE AUD BOYNTON AC, 1993, IBM SYST J, V32, P40 BRODNER P, 1985, FABRIK 2000 ALTERNAT CAMP R, 1989, BENCHMARKING SEARCH DAVENPORT T, 1992, PROCESS INNOVATION R DEMEYER A, 1992, CREATING PRODUCT VAL DEMEYER A, 1992, CREATING VIRTUAL FAC ETTLIE J, 1988, TAKING CHARGE MANUFA GARVIN D, 1993, HARVARD BUSINESS REV GARVIN DA, 1991, HARVARD BUSINESS NOV, P80 HAMMER M, 1990, HARVARD BUSINESS REV HAYES R, 1988, DYNAMIC MANUFACTURIN HAYES RH, 1984, RESTORING OUR COMPET HILL T, 1993, MANUFACTURING STRATE HOLLANDER S, 1965, SOURCES INCREASED EF IMAI K, 1987, KAIZEN ISHIKURE K, 1988, LONG RANGE PLANN, V21, P10 KAPLINSKY R, 1994, CHALLENGE EASTERNISA KUHN TS, 1962, STRUCTURE SCI REVOLU LEONARDBARTON D, 1988, RES POLICY, V17 LEONARDBARTON D, 1992, SLOAN MANAGEMENT REV MILLER J, 1992, BENCHMARKING GLOBAL NONAKA I, 1991, HARVARD BUSINESS NOV PAVITT K, 1991, BRIT J MANAGE, V2, P41 PEREZ C, 1989, TECHNICAL CHANGE EC PETERS T, 1988, THRIVING CHAOS QUINN J, 1992, ACAD MANAGEMENT EXEC, V6, P46 SCHROEDER DM, 1991, SLOAN MANAGE REV, V32, P67 SENGE P, 1990, 5 DISCIPLINE SIRKIN H, 1990, HARVARD BUSINESS JUL, P26 SKINNER W, 1978, MANUFACTURING CORPOR SLACK N, 1992, MANUFACTURING ADVANT SLACK N, 1994, INT J OPER PROD MAN, V14, P59 SMITH S, 1990, MANAGING CHANGE TEECE D, 1992, COMPETITIVE CHALLENG TEECE D, 1992, DYNAMIC CAPABILITIES TREMBLAY P, 1994, COMP ANAL TECHNOLOGI TUSHMAN M, 1987, ADM SCI Q, V31, P439 UTTERBACK J, 1994, MASTERING DYNAMICS I VOSS C, 1992, MANUFACTURING STRATE WALTON RE, 1986, HUMAN RESOURCE PRACT WHEELWRIGHT S, 1992, REVOLUTIONISING PROD WOMACK J, 1991, MACHINE CHANGED WORL NR 47 TC 4 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 2-4 BP 177 EP 195 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XQ447 UT ISI:A1997XQ44700002 ER PT J AU Saito, F TI Managing technology development at NEC corporation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE computers and communications (C&C); core technology program; distributed R&D; R&D activity; technology development management AB The profile of NEC is briefly introduced. The concept of C&C as the result of the eventual fusion of communication and computer technology is NEC's corporate philosophy. The distributed R&D regime is the principal feature of technology development management at NEC. Research and project activities and their management at NEC RED Group are described. The Core Technology Program is introduced as a strategic tool for technology development management. C1 NEC CORP LTD,TSUKUBA LAB,TSUKUBA,IBARAKI,JAPAN. CR *NEC CORP, 1972, NIPP DENK KAB 70 NEN, P206 *NEC CORP, 1984, NEC CORP 1 80 YEARS, P81 KLINE SJ, 1985, RES MANAGE, V28, P36 KOBAYASHI K, 1977, INTELCOM 77 ATLANTA UENOHARA M, 1987, ENG EXCELLENCE, P69 UENOHARA M, 1991, RES TECHNOL MANAGE, V34, P17 NR 6 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 2-4 BP 196 EP 207 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XQ447 UT ISI:A1997XQ44700003 ER PT J AU Lei, DT TI Competence-building, technology fusion and competitive advantage: the key roles of organizational learning and strategic alliances SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE core competencies; firm history; organizational learning; strategic alliances; technology fusion ID RESEARCH-AND-DEVELOPMENT; RESOURCE-BASED VIEW; JOINT VENTURES; INNOVATION; FIRM; PERSPECTIVES; INDUSTRY; MARKET; POWER; DIVERSIFICATION AB This paper examines the critical roles of organizational learning and strategic alliances in facilitating competence-building and technology fusion efforts within organizations. The accumulation of knowledge, skills and technological capabilities is a path-dependent process that depends on a systematic investment in continuous organizational learning. The knowledge base that lays the foundation of the firm's core competence is composed of both explicit and tacit forms of knowledge. Tacit knowledge is embedded in the social fabric of the organization's processes, dynamic routines and internal communication paths, and provides a firm-specific resource to sustain competitive advantage. Core competencies should be regarded as technological strategic options that enable a firm to selectively enter new markets according to its strategy and differentiated growth path. The competence-building process may be seen as having two distinct stages: competence acquisition/transformation and competence extension/application. By working in parallel with the internal development of core competencies, strategic alliances facilitate the learning, absorption and internalization of knowledge and skills from other firms. Technology fusion is the blending of older, current and emerging technologies from different industries to create higher-order products and competencies. Firms that work with an array of partners from related and unrelated industries may be able to learn and apply technological breakthroughs to create new types of products whose underlying 'fused' technologies represent a blend of diverse knowledge streams. RP Lei, DT, SO METHODIST UNIV,EDWIN L COX SCH BUSINESS,DALLAS,TX 75275. CR ANDERSON P, 1990, ADM SCI Q, V35, P606 ARGYRIS C, 1978, ORG LEARNING ARTHUR WB, 1983, UNPUB COMPETING TECH BADARACCO JL, 1991, KNOWLEDGE LINK FIRMS BAHRAMI H, 1992, CALIF MANAGE REV, V34, P33 BARNEY J, 1991, J MANAGE, V17, P99 BARTLETT CA, 1989, MANAGING BORDERS TRA BETTIS RA, 1992, ACADEMY MANAGEMENT E, V6, P7 BETTIS RA, 1994, TECHNOLOGY STRATEGY BLEEKE J, 1991, HARVARD BUS REV, V69, P127 BOURGEOIS LJ, 1988, MANAGE SCI, V34, P816 BOWMAN EH, 1993, ACAD MANAGE REV, V18, P760 BOWONDER B, 1994, INT J TECHNOL MANAGE, V9, P575 BUZZELL RD, 1975, HARVARD BUS REV, V51, P97 CAVES RE, 1971, ECONOMICA, V38, P1 CHANDLER A, 1990, SCALE SCOPE DYNAMICS CHEMAWAT P, 1991, COMMITMENT DYNAMIC S CLARK K, 1991, PRODUCT DEV PERFORMA CLARK KB, 1990, HARVARD BUS REV, V68, P107 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COLLIS DJ, 1991, STRATEGIC MANAGE J, V12, P49 CONTRACTOR FJ, 1988, COOPERATIVE STRATEGI DIERICKX I, 1989, MANAGE SCI, V35, P1504 DOSI G, 1988, J ECON LIT, V26, P1120 DOUGHERTY D, 1992, STRATEGIC MANAGE J, V13, P77 FERGUSON CH, 1990, HARVARD BUS REV, V68, P55 FIOL CM, 1985, ACAD MANAGE REV, V10, P803 FOLTA TB, 1994, ACAD MANAGEMENT P, P27 GALE B, 1972, REV ECON STAT, V54, P412 GOLDHAR JD, 1994, INT J TECHNOL MANAGE, V9, P709 GRANT RM, 1991, CONT STRATEGY ANAL C HAMEL G, 1989, HARVARD BUS REV, V67, P133 HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HAMEL G, 1994, COMPETING FUTURE HARRIGAN KR, 1985, STRATEGIES JOINT VEN HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HILL CWL, 1988, ACAD MANAGE REV, V13, P401 HITT MA, 1991, STRATEGIC MANAGE J, V12, P327 HITT MA, 1993, J ENG TECHNOL MANAGE, V10, P161 HOSKISSON RE, 1993, ORGAN SCI, V4, P325 HOSKISSON RE, 1994, DOWNSCOPING TAMING D HUBER GP, 1991, ORGAN SCI, V2, P88 IMAI M, 1986, KAIZEN KEY JAPANS CO ITAMI H, 1987, MOBILIZING INVISIBLE KANZ JW, 1994, INT J TECHNOL MANAGE, V9, P733 KHANNA T, 1994, ACAD MANAGEMENT P, P42 KODAMA F, 1992, HARVARD BUS REV, V70, P70 KODAMA F, 1995, EMERGING PATTERNS IN KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319 LEI D, 1991, ORGAN DYN, V19, P44 LEI D, 1992, CALIF MANAGE REV, V35, P81 LEI D, 1995, J MANAGEMENT, V21 LEI D, 1996, J MANAGE, V22, P549 LEONARDBARTON D, 1992, SLOAN MANAGE REV, V34, P53 LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 LIEBERMAN MB, 1988, STRATEGIC MANAGEMENT, V9, P41 MAHONEY JT, 1992, STRATEGIC MANAGE J, V13, P363 MANSFIELD E, 1985, J IND ECON, V34, P217 MCDONALD R, 1986, Q J ECON, V101, P707 MCGILL ME, 1993, ORGAN DYN, V22, P67 MCGILL ME, 1994, SMARTER ORG MERTON RC, 1973, BELL J ECON, V4, P141 MILES RE, 1986, CALIF MANAGE REV, V28, P62 MILES RE, 1992, CALIF MANAGE REV, V34, P53 MONTGOMERY CA, 1985, ACAD MANAGE J, V28, P789 NELSON RR, 1982, EVOLUTIONARY THEORY NONAKA I, 1991, HARVARD BUS REV, V69, P96 OHMAE K, 1989, HARVARD BUS REV, V67, P143 PISANO GP, 1990, ADMIN SCI QUART, V35, P153 POLANYI M, 1967, TACIT DIMENSION PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1985, COMPETITIVE ADVANTAG PORTER ME, 1990, COMPETITIVE ADVANTAG PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 REED R, 1990, ACAD MANAGE REV, V15, P88 REICH RB, 1986, HARVARD BUS REV, V64, P78 RUMELT RP, 1974, STRATEGY STRUCTURE E RUMELT RP, 1982, STRATEGIC MANAGE J, V3, P359 SCHERER FM, 1990, IND MARKET STRUCTURE SHARP DJ, 1991, SLOAN MANAGE REV, V32, P69 TALLMAN SB, 1991, STRATEGIC MANAGE J, V12, P69 TEECE DJ, 1986, J ECON BEHAV ORGAN, V7, P21 TEECE DJ, 1992, 926 CCC U CAL BERK TEECE DJ, 1994, 949 CCC U CAL BERK THORELLI HB, 1986, STRATEGIC MANAGE J, V7, P37 VONHIPPEL E, 1988, BOARD JUN, P52 VONHIPPEL E, 1994, MANAGE SCI, V40, P429 WEICK KE, 1979, SOCIAL PSYCHOL ORG WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 WINTER SG, 1987, COMPETITIVE CHALLENG WRIGHT RW, 1994, ACAD MANAGEMENT BEST, P52 NR 91 TC 11 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 2-4 BP 208 EP 237 PG 30 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XQ447 UT ISI:A1997XQ44700004 ER PT J AU Traynor, K Traynor, S TI The degree of innovativeness and marketing approaches used by high-technology firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE advertising; high-technology; image; innovation; marketing; planning; promotional methods; R&D; sales; strategic factors ID TECH AB Do high-technology firms with different levels of innovativeness market their products and services differently? The growing concern about the ability of high-technology firms to market their products and services effectively has increased interest in the marketing strategies and promotional techniques that work best, This study investigates the perceptions of high-technology executives from firms with different levels of innovativeness regarding which strategic factors and promotional methods are most effective. In addition, high-technology firms' expenditures on strategic and promotional factors are compared by level of innovativeness, Conclusions indicate that the firms with greater innovation are mote aggressive, take greater risks and possess a more creative and outward-looking attitude. C1 CLARION UNIV PENNSYLVANIA,DEPT COMP INFORMAT SCI,CLARION,PA 16214. RP Traynor, K, CLARION UNIV PENNSYLVANIA,DEPT MKT,CLARION,PA 16214. CR *SAS I, 1987, SAS US GUID ANDREWS B, 1975, CREATIVE PRODUCT DEV ANSOFF HI, 1967, HARVARD BUSINESS NOV, P71 BUZZELL RD, 1987, PIMS PRINCIPLE LINKI CRAWFORD CM, 1983, NEW PRODUCTS MANAGEM DAVIS LA, 1982, TECHNOLOGY INTENSITY DAY G, 1986, ANAL STRATEGIC MARKE DRUCKER PF, 1973, MANAGEMENT TASKS RES FREEMAN C, 1974, EC IND INNOVATION PORTER ME, 1980, COMPETITIVE STRATEGY SHANKLIN WL, 1987, ESSENTIALS MARKETING STEELE LW, 1975, INNOVATION BIG BUSIN TRAYNOR K, 1984, P INT C TECHN TECHN, P402 TRAYNOR K, 1989, IND MARKET MANAG, V18, P281 TRAYNOR K, 1989, J ADVERTISING RES, V29, P30 TRAYNOR K, 1992, IND MARKET MANAG, V21, P77 TWISS B, 1974, MANAGING TECHNOLOGIC WIND YJ, 1982, PRODUCT POLICY CONCE NR 18 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 2-4 BP 238 EP 248 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XQ447 UT ISI:A1997XQ44700005 ER PT J AU Denton, DK TI Bright or bleak: will technology replace us? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE artificial intelligence; business applications for expert systems; decision making; expert systems; systems management AB The paper focuses on the use of expert systems and some of their typical uses, as well as their potential managerial uses in predicting probabilities of a particular outcome. The article shows how expert systems can aid managers in improving performance. Expert systems may, in fact, aid in the rebirth of the generalist manager and hold enormous potential for small business. They hold the promise of reducing the guesswork of business and creating a case where managers can become less tied to mundane tasks and, instead, focus on those areas where new knowledge is being created. RP Denton, DK, SW MISSOURI STATE UNIV,DEPT MANAGEMENT,GLASS HALL 414,901 S NATL SPRINGFIELD,SPRINGFIELD,MO 65804. NR 0 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 2-4 BP 249 EP 253 PG 5 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XQ447 UT ISI:A1997XQ44700006 ER PT J AU Karuppan, CM TI Advanced manufacturing technology and stress: technology and management support policies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE advanced manufacturing technology (AMT); shop-floor automation; stress; technology management ID PSYCHOLOGY; FRAMEWORK; WORK; JOB AB This paper examines the characteristics of the working environment of advanced manufacturing technology (AMT), which may pose stress-related threats to employees. These characteristics are associated with the technology itself (unreliability, unpredictability, performance, pacing and interface) or with the nature of AMT work (interdependence. pressure to increase automation, layout, skills obsolescence). The negative impact of these potential sources of stress. however, can be buffered or even eliminated with relatively inexpensive technological features and sound management policies designed to increase the operator's job control. These measures facilitate the implementation of AMT so that its full benefits can be reaped. RP Karuppan, CM, SW MISSOURI STATE UNIV,DEPT MANAGEMENT,901 S NATL,SPRINGFIELD,MO 65804. CR ARGOTE L, 1983, SLOAN MANAGE REV, V24, P31 CAIN CM, 1987, BUSINESS INSURANCE, V21, P28 COOPER R, 1971, AM PSYCHOL, V26, P467 CORBETT JM, 1987, BEHAVIOUR INFORMATIO, V6, P441 DOOLEY D, 1987, J OCCUP PSYCHOL, V60, P115 ENGELBERGER JE, 1980, ROBOTICS PRACTICE FRANKENHAEUSER M, 1976, J HUMAN STRESS, V2, P35 FRENCH JRP, 1972, FAILURE SUCCESS FRESE M, 1989, APPL PSYCHOL-INT REV, V38, P29 GANSTER DC, 1989, INT REV IND ORG PSYC, P235 HAZLEHURST RJ, 1969, OCCUP PSYCHOL, V43, P169 HELLER F, 1989, APPL PSYCHOL-INT REV, V38, P15 HIGGINS NC, 1986, J VOCAT BEHAV, V29, P66 HILL KD, 1985, COMPUTERS PEOPLE PRO, P81 HUDIBURG RA, 1989, PSYCHOL REP, V65, P1387 HYER N, 1984, J OPERATIONS MANAGEM, V4, P183 IVANCEVICH JM, 1987, JOB STRESS THEORY SU, P229 JOHANSSON G, 1978, ERGONOMICS, V21, P583 KARASEK RA, 1979, ADM SCI Q, V24, P285 KARUPPAN CM, 1990, THESIS U NEBRASKA LI KARUPPAN CM, 1994, PRODUCTION INVENTORY, V35, P29 MARTIN R, 1989, ACAD MANAGE J, V32, P69 MEREDITH JR, 1986, INT J PROD RES, V24, P1043 SHOSTAK AB, 1985, JOB STRESS BLUE COLL, P7 STACK J, 1992, GREAT GAME BUSINESS VANCOTT HP, 1985, ERGONOMICS, V28, P1135 WALL TD, 1990, J ORGAN BEHAV, V11, P201 WALTON RE, 1987, HARVARD BUS REV, V65, P98 NR 28 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 2-4 BP 254 EP 264 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XQ447 UT ISI:A1997XQ44700007 ER PT J AU Keys, LK TI Management and organizational challenges to technology (paradigm) S-curve change management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE automobile industry; consumer electronics; cultural change; life-cycle; maturity; technology paradigm; S-curve ID PRODUCTS; SYSTEM AB Over the past thirty to forty years a body of knowledge has begun to be established on major company challenges/problems of managing the transition from a successful historical old technology-based business to a new technology base. Consumer electronics, VCRs, photocopiers and personal computers provide several examples of fatal or near-fatal unsuccessful transitions of US companies to a new technology-based business. Drawing on this knowledge base, the author presents a case for the automobile industry displaying signs of an old technology business base which could forebode serious problems to its future continued success without major business/technology changes. RP Keys, LK, CLEVELAND STATE UNIV,FENN COLL ENGN,CLEVELAND,OH 44115. CR 1988, FORD ANN REPORT, P48 1994, AAA WORLD MAR, P31 1994, BUSINESS WEEK 0530 1994, ECONOMIST 0804, P63 1994, US TODAY 0209, B1 ANDERSON JW, 1994, SUNDAY ADVOCATE 1023, P5 BETZ F, 1989, MANAGING TECHNOLOGY BRO U, 1993, FORTUNE 0905, P97 BROWN JS, 1991, HARVARD BUSINESS JAN, P102 CAREY J, 1994, BUSINESS WEEK 0530, P104 CARROLL P, 1993, BIG BLUES UNMAKING I COOK WJ, 1994, US NEWS WORLD R 0411, P43 DRISCALL L, 1992, BUSINESS WEEK 0622, P120 DUBEY S, 1994, WALL STREET J, B4 ECCLES RG, 1991, HARVARD BUSINESS JAN, P131 EMANUELSON L, 1994, MOTOR TREND JUL, P52 FERGUSON CH, 1993, COMPUTER WARS W CAN FISHER AB, 1985, FORTUNE 1111, P35 FLEMING A, 1993, AUTOMOBILE NEWS 0329, P21 FOSTER RN, 1988, INNOVATION ATTACKERS GREINER LE, 1972, HARVARD BUS REV, V50, P37 HALBERSTAM D, 1986, RECKONING, P35 HANNA AM, 1988, 1 INT MAN TECHN C II, P17 ISBRANDT RH, 1963, MOTOR TREND FEB, P39 ISBRANDT RH, 1963, MOTOR TREND FEB, P89 JOHNSON HT, 1987, RELEVANCE LOST RISE JOHNSON HT, 1992, RELEVANCE REGAINED JONES B, 1990, COMMUNICATION FEB KELLER M, 1989, RUDE AWAKENING RISE, P42 KELLER M, 1993, COLLISION GM TOYOTA KERWIN K, 1993, BUSINESS WEEK 1129, P66 KEYS LK, 1990, IEEE T COMPON HYBR, V13, P83 KEYS LK, 1991, IEEE T COMPON HYBR, V14, P602 KEYS LK, 1992, IEEE T COMPON HYBR, V15, P282 KEYS LK, 1993, ENG MANAGEMENT J, V5, P11 KEYS LK, 1994, P 4 INT C MAN TECHN, P1132 KEYS LK, 1995, TECHNOLOGY MANAGEMEN, V2, P226 KIRKPATRICK D, 1994, FORTUNE SEP, P109 LEVY S, 1994, POPULAR SCI FEB, P56 LEVY S, 1994, POPULAR SCI FEB, P80 LIZELL M, 1994, MECHATRONICS, V4, P207 LIZELL M, 1994, MECHATRONICS, V4, P215 LOVINS AB, 1993, P EUR COUNC EN EFF E, P1 MCCOSH D, 1994, POPULAR SCI MAY, P46 MCKESSEN M, 1994, ADVOCATE 0824, C4 MCVAY B, 1963, MOTOR TREND JUL, P20 MCVAY B, 1963, MOTOR TREND JUL, P91 MILLER CA, 1982, POPULAR SCI NOV, P143 MULLER TZ, 1993, A SMITH HIS TIME OUR SCHWEITZER G, 1992, MECHATRONICS, V2, P65 SHINA RA, 1993, ENVIRONMENTALIST, V13, P111 SMITH DK, 1988, FUMBLING FUTURE XERO SOBEL R, 1986, RCA TULLY S, 1993, FORTUNE 0308, P30 WOODRUFF D, 1993, BUS WEEK, V3, P116 ZIEMKE MC, 1994, J APPL MANUFACTURING, V6, P83 NR 56 TC 3 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 2-4 BP 265 EP 276 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XQ447 UT ISI:A1997XQ44700008 ER PT J AU Fallah, MH TI Process audit: from compliance to self-management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE audit; assessment; process audit; process management; quality; software quality AB In the past decade we have seen phenomenal improvements in the New Product and Service Introduction processes (NPSI). Applications of tools and methods, and use of process and quality management approaches have enabled companies to reduce continuously their cycle time, introduce products faster, cheaper, with higher quality, and better satisfy market needs. Among the enabling technologies, audits and assessments have played a critical role in driving these improvements. In major companies these have become a permanent fixture of the NPSI processes. This paper discusses evolution of audits and assessments, and application of these tools from products to processes. The author presents recent developments in process audits for software and hardware development, some results achieved, and future trends. RP Fallah, MH, LUCENT TECHNOL BELL LABS,101 CRAWFORDS CORNER RD,ROOM 2M-530,HOLMDEL,NJ 07733. CR *AT T, 1986, PROC QUAL MAN IMPR *NIST, 1994, MBNQA 1994 AW CRIT CARTER DE, 1992, CE CONCURRENT ENG DE HUMPHREY W, 1989, MANAGING SOFTWARE JONES C, 1991, APPL SOFTWARE MEASUR SHEWHART WA, 1986, STAT METHODS VIEWPOI NR 6 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 2-4 BP 277 EP 286 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XQ447 UT ISI:A1997XQ44700009 ER PT J AU Zhao, LM TI International technology-transfer negotiations: towards a win-win strategy SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE developing countries; international technology transfer; negotiation; win-win strategy AB This paper argues that a win-win international technology transfer (ITT) negotiation requires firms to effectively manage both economic and psychological dimensions. This approach is applied with data derived from four cases of ITT negotiation between US and Chinese firms. Key elements in ITT negotiation - value of resources, power and power resources, understanding, rewards and costs, and satisfaction - are examined. Results show that psychological factors in conjunction with economic factors exert influence on the process and eventual outcome of an ITT negotiation. RP Zhao, LM, LEXMARK INT INC,WORLDWIDE BUSINESS DEV,LEXINGTON,KY 40511. CR CHESNAIS F, 1986, STI REV, V1, P85 CONTRACTOR FJ, 1980, J INT BUS STUD, V11, P47 DEPAUW J, 1981, US CHINESE TRADE NEG EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 FISHER G, 1980, INT NEGOTIATION CROS FISHER R, 1982, GETTING YES NEGOTIAT HUBER GP, 1985, STRATEGIC MANAGE J, V6, P171 KARRASS CL, 1988, NEGOTIATE CLOSE MAKE KEDIA BL, 1988, ACAD MANAGE REV, V13, P559 KERLINGER FN, 1986, F BEHAVIORAL RES NEWMAN WH, 1992, CALIF MANAGE REV, V35, P68 NIERENBERG GI, 1986, COMPLETE NEGOTIATOR PRUITT DG, 1993, NEGOTIATION SOCIAL C PYE L, 1982, CHINESE COMMERCIAL N PYE LW, 1986, HARVARD BUS REV, V64, P74 REDDY NM, 1990, RES POLICY, V19, P285 ROBINSON RD, 1988, INT TRANSFER TECHNOL SCHOONMAKER AN, 1989, NEGOTIATE WIN SHENKAR O, 1987, J APPL BEHAV SCI, V23, P263 SHROEDER PE, 1982, CHINA Q, V91, P486 TEECE D, 1976, MULTINATIONAL CORPOR VONGLINOW MA, 1988, HUMAN RESOURCE MANAG, V27, P201 WARRINGTON MB, 1983, MANAGE DECIS, V21, P3 YAU OHM, 1988, EUR J MARKETING, V22, P44 YIN RK, 1981, KNOWLEDGE CREATION D, V3, P97 YIN RK, 1984, CASE STUDY RES DESIG NR 26 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 2-4 BP 287 EP 296 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XQ447 UT ISI:A1997XQ44700010 ER PT J AU Levin, M TI Technology transfer is organizational development: an investigation into the relationship between technology transfer and organizational change SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE change; learning; learning organization; organizational development; technology transfer AB The main thrust of the paper is to argue that technology transfer enforces organization development. The point of departure is that technology is constructed through human activity. Values, culture and skills in the design process are built into technological artefacts. Operation of new technology invokes an organizational development process linked with the introduction of new technology. The major managerial challenge in technology transfer is to use the transfer process as a vehicle for creating a learning organization. The second part of the gaper is devoted to pinpointing managerial challenges in technology transfer. These challenges, which emerge from the conceptualization of technology transfer, are discussed in detail. The paper concludes by presenting a case in which the introduction of new technology enforced large-scale learning processes. RP Levin, M, NORWEGIAN UNIV SCI & TECHNOL,DEPT IND ECON & TECHNOL MANAGEMENT,N-7034 TRONDHEIM,NORWAY. CR *OECD, 1992, REP TECHN EC PROGR T ARMSTRONG JH, 1979, CULTURAL DISCONTINUI BIJKER WE, 1978, SOCIAL CONSTRUCTION, P17 BIJKER WE, 1978, SOCIAL CONSTRUCTION, P51 COLLINS HM, 1978, SOCIAL CONSTRUCTION, P329 CUMMINGS TG, 1993, ORG DEV CHANGE DREYFUS H, 1986, MIND MACHINE POWER H EMERY F, 1959, CHARACTERISTICS SOCI EMERY F, 1976, DEMOCRACY WORK FRENCH WL, 1989, ORG DEV THEORY THEOR GUSTAVSEN B, 1992, DIALOGUES DEV LATOUR B, 1987, SCI ACTION FOLLOW SC LAWLER EE, 1986, HIGH INVOLVEMENT MAN LEONARDBARTON D, 1990, TECHNOLOGY TRANSFER, P43 LEVIN M, 1981, COVERALL JEANS STUDY LEVIN M, 1994, MANAGEMENT TECHNOLOG LEWIN K, 1951, FIELD THEORY SOCIAL MACKENZIE D, 1985, SOCIAL SHAPING TECHN MORGAN G, 1988, RIDING WAVE CHANGE D NELSON RR, 1982, EVOLUTIONARY THEORY POLANYI M, 1987, TACIT DIMENSION SCHON D, 1987, ED REFLECTIVE PRACTI SCHON DA, 1983, REFLECTIVE PRACTITIO SENGE PM, 1990, 5 DISCIPLINE ART PRA THOMAS RJ, 1994, WHAT MACHINES CANT D TRIST E, 1981, EVOLUTION SOCIO TECH VROOM VH, 1989, NEW LEADERSHIP MANAG ZUBOFF S, 1988, AGE SMART MACHINE FU NR 28 TC 4 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 2-4 BP 297 EP 308 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XQ447 UT ISI:A1997XQ44700011 ER PT J AU Sharif, MN TI Technology strategy in developing countries: evolving from comparative to competitive advantage SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE source of comparative advantage; strategic progression; technological capabilities; technological competitiveness; technology management; technology strategy ID INNOVATION; MANAGEMENT AB As a result of recent unprecedented technological advances and the current trend of trade liberalization in the developing countries, businesses today have become truly global. There are no such things as local, protected markets any more, and no business is free from significant international competition. All enterprises, no matter where they are located, are affected in one way or another by global trends in an increasingly competitive world economy. However, this international economic competition is nowadays fought on the basis of acquired technological competencies, rather than locally available factor cost advantage. Thus, technology has emerged as a key resource of profound importance for sustaining corporate profitability Even the enterprises in developing countries cannot remain isolated from the interdependent and competitive global business system, and have to use technology as a strategic variable for survival and growth. Therefore, this paper attempts to develop a framework for establishing an integrated technology-based competition strategy by enterprises in developing countries in line with the premise that a combination of lower-cost and technological-edge give rise to a real comparative advantage, which is essential for sustaining businesses under free-market competition. Four selected case studies from South Korea and Indonesia are included in the paper to show that, as markets deregulate and trade is liberalized, competition becomes more intense, but at the same time technological competitiveness also gives companies opportunities in the global markets if they are adequately prepared to evolve from factor-cost-based comparative advantage to technology-value based competitive advantage. RP Sharif, MN, ASIAN INST TECHNOL,SCH MANAGEMENT,GPO BOX 2754,BANGKOK 10501,THAILAND. CR 1987, TECHNOLOGICAL FORECA, V32, P1 *AD LITTL INC, 1984, MAN SYST 1980S *COUNC COMP, 1990, STRAT ASS NAT TECHN *OECD, 1992, TECHN EC KEY REL SCI *WORLD EC FOR, 1993, WORLD COMP AMSDEN AH, 1989, ASIAS NEXT GIANT S K AUERBACH P, 1988, COMPETITION EC IND C AYRES RU, 1988, TECHNOL FORECAST SOC, V33, P189 BADAWY MK, 1989, MANAGEMENT NEWSLETTE, V1 BOLWIJN PT, 1990, LONG RANGE PLANN, V23, P44 CHOI HS, 1983, BASES SCI TECHNOLOGY CHOI HS, 1984, IND RES LESS DEV COU CHOI HS, 1989, SPRINGBOARD MEASURES DODSON EN, 1985, TECHNOL FORECAST SOC, V27, P129 DOSI G, 1988, J ECON LIT, V26, P1120 DUSSAUGE P, 1992, STRATEGIC TECHNOLOGY ERNST D, 1989, TECHNOLOGY GLOBAL CO ESPOSITO E, 1993, TECHNOL FORECAST SOC, V43, P1 FORD D, 1988, LONG RANGE PLANN, V21, P85 FRANSMAN M, 1984, TECHNOLOGICAL CAPABI FROHMAN AL, 1984, RES MANAGE, V27, P36 FUSFELD AR, 1989, INT J TECHNOL MANAGE, V4, P601 GAYNOR GH, 1991, ACHIEVING COMPETITIV GRUPP H, 1986, TECHNOL FORECAST SOC, V30, P123 HAYES RH, 1994, HARVARD BUSINESS JAN, P77 HEDLEY D, 1982, LONG RANGE PLANN, V10, P147 HILL CT, 1992, TECHNOL FORECAST SOC, V41, P351 HYUN Y, 1989, LONG RANGE PLANN, V22, P63 JOHNSON G, 1988, EXPLORING CORPORATE JONES O, 1994, INT J TECHNOLOGY MAN, V9, P156 KHALIL TM, 1992, MANAGEMENT TECHNOLOG, V3 KLEINDORFER PR, 1990, EUR J OPER RES, V47, P214 LITTLE AD, 1981, STRATEGIC MANAGEMENT MAJOR JR, 1985, TECHNOLOGICAL FORECA, V27, P335 MARTINO JP, 1985, TECHNOLOGICAL FORECA, V27, P147 MITROFF I, 1993, UNBOUNDED MIND MORONE J, 1993, WINNING HIGH TECH MA NAISBITT J, 1990, MEGATRENDS 2000 NASUTION H, 1993, THESIS OHMAE K, 1990, BORDERLESS WORLD POW PETERS T, 1989, THRIVING CHAOS HDB M PITRODA S, 1993, HARVARD BUSINESS NOV, P66 PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1985, COMPETITIVE ADVANTAG PORTER ME, 1990, COMPETITIVE ADVANTAG PRAHALAD CK, 1990, HARVARD BUS REV, V68, P71 RAMANATHAN K, 1993, APPL IND TECHNOLOGY ROBERTS EB, 1987, CREATING TECHNOLOGIC SAHAL D, 1985, TECHNOL FORECAST SOC, V27, P1 SCHMENNER RW, 1989, MANAGEMENT PRODUCTIV SHAKER AZ, 1993, STRATEGIC MANAGEMENT, V14, P451 SHAKER AZ, 1994, INT J TECHNOLOGY MAN, V9, P172 SHARIF MN, 1988, SCI PUBL POLICY, V15, P195 SHARIF MN, 1988, SCI PUBL POLICY, V15, P217 SHARIF MN, 1989, TECHNOL FORECAST SOC, V36, P201 SHARIF MN, 1991, ENV STRATEGY EUROPE, P40 SHARIF MN, 1994, TECHNOL ANAL STRATEG, V6, P80 SHARIF MN, 1994, TECHNOLOGICAL FORECA, V45, P61 SHARIF N, 1992, TECHNOL FORECAST SOC, V42, P367 SHARIF N, 1994, TECHNOL FORECAST SOC, V47, P103 SOLOW RM, 1989, MADE AM REGAINING PR STACEY GS, 1990, INT J TECHNOL MANAGE, V5, P389 STEELE LW, 1989, MANAGING TECHNOLOGY SUGIHARTO Y, 1993, THESIS TATSUNO SM, 1990, CREATED JAPAN IMITAT TOFFLER A, 1971, FUTURE SHOCK TOFFLER A, 1981, 3 WAVE TOFFLER A, 1990, POWERSHIFT UTTERBACK JM, 1994, MASTERING DYNAMICS I NR 69 TC 6 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 2-4 BP 309 EP 343 PG 35 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XQ447 UT ISI:A1997XQ44700012 ER PT J AU Reddy, P Sigurdson, J TI Strategic location of R&D and emerging patterns of globalization: the case of Astra Research Centre India SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE developing countries; East European countries; globalization of R&D; location of R&D low-cost countries; scientification; transnational corporations (TNCs) AB Transnational corporations (TNCs) have started performing some of their strategic R&D in some developing and East European countries. The main objectives of this paper are to analyse the driving forces behind such a move by TNCs, examine the type of R&D functions being carried out, and to draw possible strategic implications for the R&D management. Our study is carried out through a review of literature, case studies and discussions with the companies. The results of our study indicate that the primary driving forces behind the emerging phenomenon are the companies' efforts to gain access to scientific personnel as well as to reduce R&D costs. The companies involved are observed to be mostly those dealing with science-based technologies, In the emerging phenomenon. which may affect the competitiveness of the companies, ability to spot the talent worldwide and quickly grasp the opportunities to utilize such talents is necessary. Ability to coordinate and integrate R&D and manufacturing activities across different cultural settings, and deal with unique problems such as inadequate patent laws and communication facilities. becomes imperative. RP Reddy, P, LUND UNIV,RES POLICY INST,BOX 2017,S-22002 LUND,SWEDEN. CR 1989, FAR E EC REV 0302 1990, ELECT WEEKLY 0725 1990, ELECT WORLD NEW 0727 1992, BUSINESS WEEK 1130 1992, ECONOMIST 0530 1992, FAR E EC REV 0430 1993, SCI AM FEB 1994, INDIA EC UPDATE 0501, P8 *OECD, 1988, SCI TECHN POL OUTL 1 *UNDP, 1992, WORLD DEV SEP BARTLETT CA, 1991, MANAGING BORDERS TRA BEHRMAN JN, 1980, OVERSEAS R D ACTIVIT CANTWELL J, 1992, TECHNOLOGY MANAGEMEN CASSON M, 1993, R D MANAGEMENT, V23 CHESNAIS F, 1988, TECHNICAL CHANGE EC CRAEMER D, 1976, OVERSEAS RES DEV US DEMEYER A, 1989, R D MANAGEMENT 0402, V19 DEMEYER A, 1993, R D MANAGEMENT, V23 DORRENBACHER C, 1991, INTERECONOMICS MAY DUNNING JH, 1992, TECHNOLOGY MANAGEMEN FREEMAN C, 1982, EC IND INNOVATION GRANSTRAND O, 1992, TECHNOLOGY MANAGEMEN HAKANSON L, 1990, MANAGING GLOBAL FIRM HAKANSON L, 1993, RES POLICY, V22, P373 HOWELLS JR, 1993, IMPACT GLOBALIZATION HYMER S, 1976, INT OPERATIONS NATL KENNEY M, 1994, RES POLICY, V23, P305 PEARCE RD, 1991, CTC REPORTER SPR PEREZ C, 1988, TECHNICAL CHANGE EC PORTER ME, 1990, HARVARD BUSINESS MAR, P73 RAMACHANDRAN J, 1991, CURRENT SCI, V60 RONSTADT R, 1977, RES DEV ABROAD US MU SAMPATH K, 1990, BIOSPECTRA NOV SHETTY A, 1991, EC TIMES INDIA 0928 SIGURDSON J, 1990, MEASURING DYNAMICS T VALIUKOV V, 1992, INT SEM TRANSF SCI P YAMADA B, 1990, 28 OECD NR 37 TC 4 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 2-4 BP 344 EP 361 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XQ447 UT ISI:A1997XQ44700013 ER PT J AU Eto, H TI Fundamental research on market and its relationship with R&D organization SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE cultural behaviour; design concept; organizational architecture; organizational communication; organizational design; organizational interface; R&D and marketing; users' behaviour ID INTERFACE; INDUSTRY AB Several R&D-intensive firms have set up social or human study centres or laboratories besides their technical R&D laboratories. This paper presents a conceptual frame to analyse this phenomenon Using published data on corporate organization structure and R&D expenditure, their characteristics and tasks are identified in relation to R&D organizational architecture. Further, communication channels are discussed between market and technical researches. Based on the empirical and conceptual analyses, claims are made that, besides their defined task of fundamental market research, a by-product may be to clean up the corrupted sales activities and to provide a bridge between technical R&D and marketing activities through proper channels. RP Eto, H, UNIV TSUKUBA,INST SOCIOECON PLANNING,TSUKUBA,IBARAKI 305,JAPAN. CR ALLEN TJ, 1977, MANAGING FLOW TECHNO ARROW KJ, 1962, REV ECON STUD, V29, P155 BERGEN SA, 1982, R&D MANAGE, V12, P21 DEMEYER A, 1984, R&D MANAGE, V14, P239 ETO H, 1991, IEEE T ENG MANAGE, V38, P146 GUNZ HP, 1977, R&D MANAGE, V7, P173 GUPTA AK, 1986, IEEE T ENG MANAGE, V33, P25 HAX AC, 1981, OPER RES, V29, P417 HOLAK SL, 1991, J PROD INNOVAT MANAG, V8, P267 IWAMURA A, 1991, J PROD INNOVAT MANAG, V8, P104 IWASAWA M, 1993, R D STRATEGIES JAPAN, P31 KENNARD RB, 1991, J PROD INNOVAT MANAG, V8, P184 MACKENZIE KD, 1986, MANAGE SCI, V32, P622 RADOSEVICH R, 1984, R D MANAGE, V14, P229 SONG XM, 1992, J PROD INNOVAT MANAG, V9, P91 SOUDER W, 1980, MANAGEMENT RES INNOV, P29 SZEWCZAK EJ, 1987, OMEGA, V16, P103 TUSHMAN ML, 1980, MANAGEMENT RES INNOV, P91 NR 18 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 2-4 BP 362 EP 373 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XQ447 UT ISI:A1997XQ44700014 ER PT J AU Whiston, TG TI On the management of design: the importance of 'coupling' SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE design; innovation; integration; interdisciplinary training; management; multidisciplinary training; organizational integration ID ORGANIZATIONAL INTEGRATION NEEDS; UK COMMERCIAL STRUCTURES; TECHNICAL CHANGE; MANAGERIAL; INNOVATION AB Design, whether of product, process or system, is not an added-on feature: rather it is fundamental to the structure, functional characteristics, evolutionary potential, marketability and economic viability of anything which is created or manufactured. The managerial function should not isolate or restrict itself from any dimension of the creative. innovative or manufacturing process. it therefore follows that an intimate coupling, overlap and mutual involvement between manager and designer is required in order to ensure the most efficient and effective systems development. This in turn implies that the training and education of bath managers and designers are contiguous and multi-functional in order that maximum mutual understanding is achieved. It also implies, especially within the manufacturing arena, that more integrative multi-functional organizational structures evolve. Such developments as lean production, post-Fordism and concurrent engineering both exemplify and demand such an integrative paradigm. Whilst many cultural, institutional, educational and attitudinal barriers mitigate against the full attainment of multifunctional integration, as well as the encouragement of interdisciplinary or multi-disciplinary skills (and hence. at least potentially, the best 'coupling' of manager and designer), nevertheless in recent years several important policy initiatives have been introduced at corporate, educational and national policy levels which serve to reduce such obstacles or barriers. RP Whiston, TG, UNIV SUSSEX,SCI POLICY RES UNIT,BRIGHTON BN1 9RF,E SUSSEX,ENGLAND. CR 1988, JUPITER MANAGEMENT T *SERC, 1983, SERC MON *SERC, 1992, SERC B, V4, P12 BESSANT J, 1992, INT EXPERIENCE ED TR BESSANT J, 1993, INT J TECHNOL MANAGE, V8, P197 BOADEN RJ, 1986, MANAGING AMT BOWONDER B, 1993, INT J TECHNOLOGY MAN, V8, P135 CLARK KB, 1989, J ENG TECHNOL MANAGE, V6, P25 COPLIN JF, 1986, INT J TECHNOLOGY MAN, V1, P351 DUMAINE B, 1989, FORTUNE 0213, P30 ETTLIE JE, 1990, MANAGING DESIGN PROC FREEMAN C, 1982, EC IND INNOVATION GAYNOR GH, 1993, EXPLOITING CYCLE TIM GRAVES A, 1991, TECHNOLOGY FUTURE EU KENNEDY AJ, 1983, REV SERV INTEGRATED MURRAY R, 1990, C TECHN LAB ENT REG PARNABY J, 1994, INT J TECHNOL MANAGE, V9, P497 PIORE MJ, 1984, 2 IND DIVIDE POSSIBI ROSENTHAL SR, 1990, BRIDING CULTURES ENG ROTHWELL R, 1982, INNOVATION SMALL MED ROTHWELL R, 1989, R&D MANAGE, V19, P147 ROTHWELL R, 1990, R&D MANAGE, V20, P193 SENKER J, 1993, TEACHING CO PERFORMA SENKER P, 1991, NEW TECHNOLOGY WORK, V6, P91 TWISS B, 1985, NONMSC RES INITIATIV UGHANWA D, 1988, TECHNOVATION, V7, P377 VRAKKING WJ, 1992, TECHNOVATION, V12, P297 WHEELWRIGHT S, 1984, RESTORING OUR COMPET WHISTON TG, 1986, MANAGEMENT ASSESSMEN WHISTON TG, 1986, MANAGEMENT TECHNICAL WHISTON TG, 1987, 5 SPSG WHISTON TG, 1987, TRAING CIRCUMSTANCES WHISTON TG, 1988, B INT BUREAU ED, P1 WHISTON TG, 1989, TECHNOVATION, V9, P577 WHISTON TG, 1990, TECHNOVATION, V10, P47 WHISTON TG, 1990, TECHNOVATION, V10, P95 WHISTON TG, 1992, GLOBAL PERSPECTIVE 2 WHISTON TG, 1992, MANAGERIAL ORG INTEG WHISTON TG, 1992, RES HIGHER ED UK US, CH5 WHISTON TG, 1993, SCI TECHNOLOGY POLIC, V1, P17 WHISTON TG, 1993, UK MANUFACTURING COM WHISTON TG, 1994, DISPOSAL RECYCLING M WOMACK J, 1990, MACHINE CHANGED WORL WOMACK J, 1991, MACHINE CHANGED WORL NR 44 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 2-4 BP 374 EP 400 PG 27 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XQ447 UT ISI:A1997XQ44700015 ER PT J AU Hobday, M TI The technological competence of European semiconductor producers SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE application-specific integrated circuit (ASIC); complementary metal-oxide semiconductor (CMOS); dynamic random-access memory (DRAM); erasable programmable read-only memory (EPROM); European Community (EC); European Strategic Programme of Research in Information Technology (ESPRIT); integrated circuit (IC); Joint European Sub-micron Silicon Initiative (JESSI); microprocessor unit (MPU); static random-access memory (SRAM) AB A new method for assessing changing corporate technological competence and the impact of European collaboration policies is developed and applied to the case of the European semiconductor industry. The data indicate that European technological competencies improved in the latter half of the 1980s. Increasingly, European firms adopted pro-active technology partnerships (joint ventures and technology exchanges) as opposed to passive activities (second-sourcing and licensing). Although the European research and development subsidy programmes of the 1980s attempted to remedy Europe's weaknesses, there are reasons for questioning the policy methods chosen. Given the risks of high cost close-to-market subsidies, policies for the 1990s should seek to encourage technology transfer from non-European partners and to stimulate healthy competition within Europe. RP Hobday, M, UNIV SUSSEX,SCI POLICY RES UNIT,BRIGHTON BN1 9RF,E SUSSEX,ENGLAND. CR 1989, WALL STREET J 0619, P1 1991, ELECT TIMES 0627 1992, ELECT TIMES 0116, P6 *CEC, 1987, ESPRIT PROGR PROJ SY, P1 *CEC, 1991, EUR EL INF TECHN IND *ICE, 1991, MID TERM 1991 STAT F DELAPIERRE M, 1991, STRATEGIC PARTNERSHI GUY K, 1991, EVALUATION ALVEY PRO HAKLISCH CS, 1986, TECHNICAL ALLIANCES HOBDAY M, 1992, TECHNOVATION, V12, P75 NR 10 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 2-4 BP 401 EP 414 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XQ447 UT ISI:A1997XQ44700016 ER PT J AU Osterlund, J TI Informatics for technology management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE communication; competence; corporate structure; informatics; learning; living systems; management by informatics; organizational culture; systems science AB In the new product development (NPD) organization at a Swedish company making high-technology products some problems were recognized. Development of very deep core competencies was vital to the company. This required an organization of strong monodisciplinary competence groups. The product complexity resulted in many such groups of different competencies. This caused problems for the project management to coordinate the different resources. Another problem area was the need for extensive communication for external, cross-functional, and internal cooperation to achieve fast time to market of matured products of the right quality. The situation is structured into time aspects and 'living' systems components. The Resource Box model is applied to the NPD process for structuring it into information axes. Examples are provided of the Resource Boxes as an informatics tool. Management by informatics is defined by its components in perspectives of individuals, organization, and communication technology. RP Osterlund, J, ROYAL INST TECHNOL,STORHAGSVAGEN 41,S-12554 ALVSJO,SWEDEN. CR ACKOFF RL, 1981, CREATING CORPORATE F ALBUS JS, 1981, BRAINS BEHAVIOR ROBO ALLEN TJ, 1977, MANAGING FLOW TECHNO ALLEN TJ, 1994, INFORMATION TECHNOLO ASHBY WR, 1956, INTRO CYBERNETICS BEER S, 1979, HEART ENTERPRISE BUNGE M, 1979, TREATISE BASIC PHILO, V4 BUNGE M, 1983, TREATISE BASIC PHILO, V5 DAFT RL, 1986, MANAGEMENT SCI, V32 DAVIDOW WH, 1992, VIRTUAL CORPORATION HAMEL G, 1990, HARVARD BUS REV, V68, P79 HEDLUND G, 1986, HUM RESOURCE MANAGE, V25, P9 LEAWITT HJ, 1974, ORG FUTURE INTERACTI LINDSAY PH, 1977, HUMAN INFORMATION PR MILLER GA, 1956, PSYCHOL REV, V63 MILLER JG, 1978, LIVING SYSTEMS NONAKA I, 1994, ORG SCI, V5 OSTERLUND J, 1991, IEEE T ENG MANAGEMEN, V38 OSTERLUND J, 1994, COMPETENCE MANAGEMEN RAMSTROM D, 1967, EFFICIENCY CONTROL S RECHTIN E, 1992, IEEE SPECTRUM OCT THAMHAIN HJ, 1984, ENG PROGRAM MANAGEME UHR L, 1984, ALGORITHM STRUCTURED NR 23 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 2-4 BP 415 EP 438 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XQ447 UT ISI:A1997XQ44700017 ER PT J AU Gagnon, RJ Haldar, S TI Assessing advanced engineering technologies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE decision process; engineering technologies; economics; evaluation criteria; survey results; technology assessment ID CAPITAL-BUDGETING TECHNIQUES; PERFORMANCE AB The process of evaluating new technologies significantly affects their development, diffusion and adoption. While academic literature reviews on the assessment of advanced manufacturing technologies have been completed, there is insufficient understanding of the actual processes for evaluating advanced engineering technologies in the professional world. This paper reports on the results of a survey of US engineering managers and their knowledge, experiences and perceptions of the process by which advanced engineering technologies are evaluated in their firms, and compares these results with those of prior, notable surveys. The engineering managers surveyed are members of the American Society for Engineering Management (ASEM) which generously pre-screened and provided the member database. RP Gagnon, RJ, N CAROLINA AGR & TECH STATE UNIV,SCH BUSINESS & ECON,GREENSBORO,NC 27411. 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J. Technol. Manage. PY 1997 VL 14 IS 2-4 BP 439 EP 469 PG 31 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XQ447 UT ISI:A1997XQ44700018 ER PT J AU Bessant, J Caffyn, S TI High-involvement innovation through continuous improvement SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE continuous improvement; implementation; capability; behavioural routines AB Continuous improvement (CI) in all aspects of the business is essential for meeting the challenge of today's turbulent environments. One increasingly popular strategy for enabling continuous improvement is through mobilising a high level of involvement of the workforce in sustained incremental problem-solving. Although the potential benefits of such high involvement innovation are considerable, implementing programmes of this kind is not easy. This paper reports on a five year research programme exploring implementation issues in CI and presents a framework model for the development of CI which draws upon extensive case study work. In particular it identifies a series of levels of CI performance and the blocks and enablers associated with them. RP Bessant, J, UNIV BRIGHTON,CTR RES INNOVAT MANAGEMENT,BRIGHTON BN2 4AT,E SUSSEX,ENGLAND. CR 1996, WORKS MANAGEMENT JUL, V49, P7 *DEP TRAD IND, 1995, MAN WINN *DEP TRAD IND, 1995, WINN ADLER P, 1992, RES ORG BEHAV BELL M, 1992, TECHNOLOGY MANAGEMEN BESSANT J, 1991, MANAGING ADV MANUFAC BESSANT J, 1992, IND HIGHER ED, V6, P185 BESSANT J, 1996, TECHNOL ANAL STRATEG, V8, P59 BURNES B, 1992, MANAGING CHANGE CROSBY PB, 1977, QUALITY IS FREE DEMING WE, 1982, QUALITY PRODUCTIVITY DEMING WE, 1986, OUT CRISIS DERTOUZOS M, 1989, MADE AM REGAINING PR ETTLIE J, 1988, TAKING CHARGE MANUFA GARVIN D, 1988, MANAGING QUALITY GARVIN DA, 1993, HARVARD BUS REV, V71, P78 GIDDENS A, 1984, CONSTITUTION SOC HAMEL G, 1994, COMPETING FUTURE HOLLANDER S, 1965, SOURCES INCREASED EF HUMPHREY WS, 1988, IEEE SOFTWARE, V5, P73 IMAI K, 1987, KAIZEN ISHIKURE K, 1988, LONG RANGE PLANN, V21, P10 JAIKUMAR R, 1986, HARVARD BUSINESS NOV JURAN J, 1985, JURAN LEADERSHIP QUA KAPLINSKY R, 1994, CHALLENGE EASTERNISA KAPLINSKY R, 1995, EUROPES NEXT STEP KAY J, 1993, FDN CORPORATE SUCCES LAMMING R, 1993, PARTNERSHIP LEONARD D, 1992, SLOAN MANAGE REV, V33, P23 LEONARDBARTON D, 1994, MANAGING NEW TECHNOL LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LILLRANK P, 1990, CONTINUOUS IMPROVEME MAJCHRZAK A, 1988, HUMAN SIDE FACTORY A MONDEN Y, 1983, TOYOTA PRODUCTION SY NELSON RR, 1982, EVOLUTIONARY THEORY NONAKA I, 1991, HARVARD BUSINESS NOV, P96 NONAKA I, 1991, J ENG TECHNOL MANAGE, V8, P67 OAKLAND J, 1989, TOTAL QUALITY MANAGE PAULK M, 1993, CMUSEI93TR24 PAVITT K, 1991, BRIT J MANAGE, V2, P41 PFEFFER J, 1994, COMPETITIVE ADVANTAG ROBINSON A, 1991, CONTINUOUS IMPROVEME SCHONBERGER R, 1985, WORLD CLASS MANUFACT SCHONBERGER RJ, 1982, JAPANESE MANUFACTURI SCHROEDER DM, 1991, SLOAN MANAGE REV, V32, P67 SCHROEDER M, 1993, CALIFORNIA MANAGEMEN, V35 SENGE P, 1990, 5 DISCIPLINE SHINGO S, 1983, REVOLUTION MANUFACTU SIRKIN H, 1990, HARVARD BUSINESS JUL, P26 SUZAKI K, 1988, NEW MANUFACTURING CH TREMBLAY P, 1994, THESIS U SUSSEX WHEELWRIGHT S, 1992, REVOLUTIONISING PROD WICKENS P, 1987, ROAD NISSAN FLEXIBIL WOMACK J, 1991, MACHINE CHANGED WORL NR 54 TC 17 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 1 BP 7 EP 28 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XL265 UT ISI:A1997XL26500002 ER PT J AU Hessenberger, M Schneider, H Kuhn, J TI Continuous improvement as an improvement tool for logistics SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE capability; lead time; kaizen success level; 5S movement; 4M scheme AB Continuous-improvement processes (CIP) are fostering the capability of companies. Capability itself is determined by three elements: climate, competence and capacity and each of these is measurable by indicators. Such improvement in capability is the central goal for CIP. The CIP approach of Mercedes-Benz's Sindelfingen Plant is dedicated to achieving a substantial logistics improvement in the first phases of a CIP project. During these phases positive improvements for time and costs have been realized. Moving further ahead requires other elements (e.g. human-orientated ones) to be involved. Thus sustainable kaizen success levels are built up. They are helping to attain a better position in different markets than other competitors. C1 TECH UNIV ILMENAU,FAC BUSINESS STUDIES & ECON,D-98684 ILMENAU,GERMANY. MERCEDES BENZ PLC SINDELFINGEN PLANT,CTR VT VCC G 104,D-71059 SINDELFINGEN,GERMANY. MERCEDES BENZ PLC,CTR VT VCC G 104,SINDELFINGEN PLANT,D-71059 SINDELFINGEN,GERMANY. RP Hessenberger, M, MERCEDES BENZ,CTR SLP B 104,SINDELFINGEN PLANT,D-71059 SINDELFINGEN,GERMANY. CR ANSOFF HI, 1990, IMPLANTING STRATEGIC BESSANT J, 1988, TECHNOLOGY TREND SER, V8 MONDEN Y, 1993, TOYOTA PRODUCTION SY STAEHLE W, 1990, MANAGEMENT WOMACK J, 1992, 2 REVOLUTION AUTOMOB NR 5 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 1 BP 29 EP 38 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XL265 UT ISI:A1997XL26500003 ER PT J AU Mertins, K Heisig, P Krause, O TI Integrating business-process re-engineering with human-resource development for continuous improvement SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE business-process re-engineering; human-resources development; empowerment; continuous improvement; training; team-work; case study; change management AB The integration of business-process re-engineering and human-resource development enhances the performance of a company's business processes due to the integration of the process knowledge and empowerment of employees. This integration could serve as a basis for continuous-improvement processes. It also helps to overcome the deficits of business-process re-engineering concerning aspects of the quality of working life. A general framework is outlined. Methods and tools are described. A short case study reports on the first practical results of a participative BPR approach. RP Mertins, K, FRAUNHOFER INST PROD SYST & DESIGN TECHNOL,IPK BERLIN,SYST PLANNING DIV,PASCALSTR 8-9,D-10587 BERLIN,GERMANY. CR BUTERA F, 1909, SYMBIOSIS HUMAN ARTI, P1003 COULSONTHOMAS C, 1994, BUSINESS PROCESS REE COULSONTHOMAS CJ, 1994, BUSINESS PROCESS REE, P17 DEPOLIGNAC O, 1995, P 5 IFAC S AUT SYST, P119 DOWNING S, 1995, SYMBIOSIS HUMAN ARTI, P1011 DUHNKRACK T, 1984, ZIELBILDUNG STRATEGI GERST D, 1995, SOFI MITTEILUNGEN, V22, P39 GOUILLART FJ, 1995, BUSINESS TRANSFORMAT HAMMER M, 1990, HARVARD BUSINESS JUL, P104 HARRINGTON HJ, 1991, BUSINESS PROCESS IMP HOWAHLT J, 1995, BEITRAGE FORSCHUNG, V80 KAPLAN RB, 1991, MCKINSEY Q, P27 KARWOWSKI W, 1994, INT J HUM FACTOR MAN, V4, P1 KRAUSE O, 1995, IGIC HDB LIEDTKE P, 1995, Z WIRTSCHAFTLICHEN F, V90, P104 MCHUGH P, 1993, BUSINESS PROCESS REE MERTINS K, 1993, ADV PRODUCTION MANAG MERTINS K, 1994, MODELLIERUNGSMETHODE MERTINS K, 1994, Z WIRTSCHAFTLICHEN F, V89, P359 MERTINS K, 1994, Z WIRTSCHAFTLICHEN F, V89, P479 MERTINS K, 1994, Z WIRTSCHAFTLICHEN F, V89, P587 MERTINS K, 1995, BENCHMARKING PRAXIS MERTINS K, 1995, P 5 IFAC S AUT SYST, P113 MERTINS K, 1995, SYMBIOSIS HUMAN ARTI, P1021 MERTINS K, 1996, P INT WORKSH MOD TEC MERTINS K, 1996, PREPARING WORLD CLAS ODGAARD I, 1995, SYMBIOSIS HUMAN ARTI, P1017 OLIVER J, 1993, MANAGEMENT TODAY AUG, P18 TACKRAY J, 1993, MANAGE TODAY, P40 YOURDON E, 1989, MODERN STRUCTURED AN NR 30 TC 4 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 1 BP 39 EP 49 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XL265 UT ISI:A1997XL26500004 ER PT J AU Gieskes, JFB Baudet, F Schuring, RW Boer, H TI Continuous improvement in the Netherlands: Current practices and experiences in Dutch manufacturing industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE continuous improvement; the Netherlands AB In order to get insight into the current continuous-improvement practices in European industry, EuroCINet carried out a survey in its member countries. In this article, continuous-improvement activities in a sample of 135 Dutch industrial companies are described. The results show that CI is a relatively new development for companies in the Netherlands and the main motivators to start CI are costs, delivery reliability and quality. Many companies are starting a process of CI; few, however, have a sustained process. CI is widespread through companies and not limited to the manufacturing departments. However, less than 50 per cent of all employees are actively engaged in CI activities. The survey revealed that for companies it is difficult to measure the effect of CI and link these results to market requirements. RP Gieskes, JFB, UNIV TWENTE,SCH MANAGEMENT STUDIES,POB 217,NL-7500 AE ENSCHEDE,NETHERLANDS. CR 1995, KWALITEIT BEDRIF NOV, P8 BESSANT J, 1994, TECHNOVATION, V14, P17 NR 2 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 1 BP 50 EP 60 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XL265 UT ISI:A1997XL26500005 ER PT J AU Riis, JO Knopp, J Gertsen, F TI Combining different approaches to company development SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE modelling change process; project; continuous improvement; company development; cross-functional development; classification AB This paper represents an attempt to shed light on an important issue for company development: namely, the orchestration of individual development projects and initiatives of different types and nature necessary for achieving an overall significantly improved performance. The paper will first introduce three approaches to developmental initiatives: (a) cross-functional development; (b) functional development; (c) local development. Then incremental and innovative changes will be discussed and a more differentiated classification will be proposed. This provides a framework for modelling different developmental processes, which will be illustrated by means of case examples. In addition, the results of a Danish survey on continuous improvements will be related to the three types of initiatives. Tentative theoretical and practical implications will be outlined. RP Riis, JO, UNIV AALBORG,DEPT PROD,AALBORG,DENMARK. CR BESSANT J, 1995, 2 INT C MAN NEW PROD BRINER W, 1990, PROJECT LEADERSHIP CAFFYN S, 1995, P EUR C 6 7 DEC GATW GERTSEN F, 1995, P EUR C 6 7 DEC GATW IMAI M, 1986, KAIZEN LILLRANK P, 1989, CONTINUOUS IMPROVEME RIIS JO, 1990, PRODUCTION PLANNING, V1, P102 RIIS JO, 1990, PRODUCTION PLANNING, V1, P45 SUZAKI K, 1993, NEW SHOP FLOOR MANAG NR 9 TC 3 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 1 BP 61 EP 73 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XL265 UT ISI:A1997XL26500006 ER PT J AU Neerland, H TI The use of a structured planning model to develop high-quality goals in a quality-implementation programme SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE project planning; development of project objectives; evaluation of project achievements; diversion of productivity aims in operational objectives; improved definition of the term productivity AB The programme KVALIT is an improvement programme with twenty-eight co-operating Norwegian companies within the IT industry. The programme is financed by public and company funding. Public funding is granted by the Norwegian Industrial and Regional Development Fund (SND) and the Norwegian Research Council (NFR). The programme started in Spring 1994 and is planned to end by the beginning of 1997. Before the start of the programme, the funding authorities demanded that the programme should audit and contiguously document the progress of the programme. Therefore, at the start of the programme, a system for project planning and evaluation of results was developed. The specifications for the system contained two elements: (1) the planning system should provide operational and practical means for planning and evaluating internal improvement projects in the participating companies; (2) the measuring system should include means for presentation and visualization of results. RP Neerland, H, SINTEF,PROD ENGN,N-7034 TRONDHEIM,NORWAY. CR ANDERSEN GH, 1993, PROJECT MANAGEMENT O NEERLAND H, 1995, 19950218 SINTEF ROLSTADAS, 1995, PERFORMANCE MANAGEME NR 3 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 1 BP 74 EP 85 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XL265 UT ISI:A1997XL26500007 ER PT J AU Lindberg, P Berger, A TI Continuous improvement: Design, organization and management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE continuous improvement; organization; management performance AB The paper analyses and describes strategies for designing, organizing and managing systems for Continuous Improvement (CI). CI is defined as a broad change program, planned, organized and systematic, and distinguished from project based models of change. Based on case studies and survey research, four basic strategies for the design and organization of CI is identified; three team-based strategies and one individually based strategy. These, in turn, depend on the basic task design (individual or group tasks), and whether the improvement task is integrated or parallel. It is argued that the design largely depend on the definition of process, goals and content of the improvement tasks. Further, it is shown that companies tend to move from expert-oriented strategies to more organic strategies as maturity evolves, and that Swedish models for CI seems to be more organic in nature, as compared to the more expert-oriented Japanese approaches. C1 CORE,GOTHENBURG,SWEDEN. CHALMERS UNIV TECHNOL,DEPT OPERAT MANAGEMENT & WORK ORG,GOTHENBURG,SWEDEN. RP Lindberg, P, CHALMERS UNIV TECHNOL,DEPT IND MANAGEMENT & ECON,S-41296 GOTHENBURG,SWEDEN. CR BERGER A, 1995, STANDIGA FORBATTRING BERGER A, 1996, THESIS CHALMERS U TE BESSANT J, 1994, TECHNOVATION, V14, P17 BUCHANAN D, 1992, EXPERTISE CHANGE AGE CAFFYN S, 1995, P 1 EUR 6 7 DEC GATW, P11 COUGHLAN P, 1995, P 1 EOUR C 6 7 DEC G, P43 EMORY CW, 1991, BUSINESS RES METHODS HACKMAN JR, 1995, ADMIN SCI QUART, V40, P309 HELLEVIK O, 1987, FORSKNINGSMETODER SO IMAI M, 1986, KAIZEN KEY JAPANS CO LILLRANK P, 1989, CONTINUOUS IMPROVEME LILLRANK P, 1995, ORGAN STUD, V16, P971 LINDBERG P, 1994, PRODUKTION JORDEN RU MINTZBERG H, 1992, STRATEGIC MANAGE J, V13, P39 MITCHELL M, 1992, RES DESIGN EXPLAINED MOHRMAN SA, 1995, DESIGNING TEAM BASED PHILLIPS S, 1994, PERSONNEL J OCT, P110 NR 17 TC 10 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 1 BP 86 EP 101 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XL265 UT ISI:A1997XL26500008 ER PT J AU Chapman, RL Hyland, PW Jenkins, RJ Sloan, TR TI Continuous improvement in Australian manufacturing firms: Findings of a survey in New South Wales SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Australia; continuous improvement; manufacturing; quality management AB As in many industrialized nations, the manufacturing sector in Australia has been forced into rapid change in recent years due to the twin pressures of rapid industry deregulation and increasing business globalization. These pressures have resulted in dramatic increases in competition in most market segments and industry rationalization in many previously protected industry sectors. Manufacturing companies that wish to survive and prosper into the new millennium will have to adopt flexible strategies, leading-edge technologies and an acceptance of change across ali levels in the company workforce. One approach to counteract these pressures being used successfully in many Japanese and European companies is continuous improvement (CI), defined here as ''a company wide process of focused and continuous incremental innovation'' (Bessant, 1994). As part of an international study examining CI in medium to large manufacturing firms, survey responses from 203 firms based in New South Wales, Australia, with turnovers greater than Aus $10 million, have been analysed in order to determine the level of CI implementation and the tools and techniques used in such implementation. General conclusions from the study suggest that while awareness of the importance and value of CI is widespread amongst these firms, implementation is frequently limited to manufacturing and operations areas; employees below senior management level have little or no involvement in direction setting; quality improvement and cost reduction are by far the main drivers for CI activities; and adoption of specific tools and techniques is generally limited to the basic problem-solving and process-analysis tools. RP Chapman, RL, UNIV WESTERN SYDNEY MACARTHUR,FAC BUSINESS & TECHNOL,INCITE RES GRP,POB 555,CAMPBELLTOWN,NSW 2560,AUSTRALIA. CR *DEP IND SCI TECHN, 1995, 1994 95 ANN REP BESSANT J, 1994, TECHNOVATION, V14, P17 DELOITTE T, 1994, VISION MANUFACTURING, V3 HAYES RH, 1994, HARVARD BUS REV, V72, P77 LOCKE R, 1995, INT LABOUR REV, V134, P139 NETTLE D, 1995, ASIA PACIFIC J QUALI, V4, P56 NR 6 TC 3 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 1 BP 102 EP 115 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XL265 UT ISI:A1997XL26500009 ER PT J AU Bartezzaghi, E Corso, M Verganti, R TI Continuous improvement and inter-project learning in new product development SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE new product development; continuous improvement; innovation management; learning ID INNOVATION; KNOWLEDGE AB In an age of discontinuity, one of the few sources of sustainable competitive advantage remains in the ability of companies to innovate their products effectively. As innovative processes for products become more frequent and strategically relevant, long-term competitiveness compels firms to exploit synergy and learning among projects. In fact, mastering the overall process of knowledge creation, dissemination and application is the basis for creating and continuously improving a capability in product development. Learning through sequences of unique innovations, however, is neither simple nor natural, but requires adequate enabling mechanisms. This paper proposes an interpretative model of learning in product innovation. The objective is to identify the barriers that inhibit learning and the main enabling mechanisms to overcome them. The application of these mechanisms and their effects on a firm's performance are discussed on the basis of the results of research involving nineteen case studies of Italian and Swedish companies. RP Bartezzaghi, E, POLITECN MILAN,P LEONARDO DA VINCI 32,I-20133 MILAN,ITALY. CR ARGYRIS C, 1982, REASONING LEARNING A ARORA A, 1994, RES POLICY, V23, P523 BASILI VR, 1995, SLOAN MANAGEMENT FAL, P55 BATESON G, 1972, STEPS ECOLOGY MIND BESSANT J, 1994, TECHNOVATION, V14, P17 BOWEN HK, 1994, HARVARD BUS REV, V72, P110 CAFFYN S, 1995, 1 EUR M CRAWL CAFFYN S, 1996, QUALITY R D CLARK KB, 1991, PRODUCT DEV PERFORMA CLARK KB, 1993, MANAGING NEW PRODUCT COHEN WM, 1990, ADMIN SCI QUART, V35, P128 CORSO M, 1996, QUALITY R D CUSUMANO MA, 1992, RES POLICY, V21, P265 DEGEUS AP, 1992, EUR J OPER RES, V59, P1 DEMING WE, 1986, OUT CRISIS FIOL CM, 1985, ACAD MANAGE REV, V10, P803 GALBRAITH JR, 1973, DESIGNING COMPLEX OR HAMEL G, 1994, COMPETING FUTURE HAYES RH, 1988, DYNAMIC MANUFACTURIN HEDLUND G, 1994, STRATEGIC MANAGE J, V15, P73 HUGHES GD, 1996, J PROD INNOVAT MANAG, V13, P89 IMAI K, 1985, UNEASY ALLIANCE, P337 JURAN JM, 1988, JURANS QUALITY CONTR MAIDIQUE MA, 1985, RES POLICY, V14, P299 MAY C, 1993, J GEN MANAGE, V18, P1 MCGILL ME, 1992, ORG DYNAMICS SUM, P5 MCKEE D, 1992, J PROD INNOVAT MANAG, V9, P232 MEREDITH JR, 1989, PROJECT MANAGEMENT M RAHMAN S, 1995, TQM MAGAZINE, V7, P25 ROBINSON A, 1991, CONTINUOUS IMPROVEME SANDERSON S, 1995, RES POLICY, V24, P761 SCHRAGE M, 1989, HARVARD BUSINESS NOV, P42 SENGE PM, 1992, EUR J OPER RES, V59, P137 SIMON HA, 1976, ADM BEHAVIOR SLACK N, 1995, OPERATIONS MANAGEMEN STATA R, 1989, SLOAN MANAGEMENT SPR, P63 TAKEUCHI H, 1986, HARVARD BUSINESS JAN, P137 TWISS B, 1989, MANAGING TECHNOLOGIC VERGANTI R, 1996, QUALITY R D VONHIPPEL E, 1995, RES POLICY, V24, P1 WARD A, 1995, SLOAN MANAGEMENT SPR, P43 WHEELWRIGHT SC, 1992, HARVARD BUS REV, V2, P70 WHEELWRIGHT SC, 1992, REVOLUTIONING PRODUC NR 43 TC 14 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 1 BP 116 EP 138 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XL265 UT ISI:A1997XL26500010 ER PT J AU Coughlan, P Keating, M Bergin, M TI Towards an understanding of continuous improvement in manufacturing industry in Ireland SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE continuous improvement; small and medium sized enterprises; Ireland AB Continuous improvement has been adopted in firms throughout the world. The extent of adoption in Ireland is unknown although there is anecdotal evidence of recent initiatives and impressive achievements in subsidiaries of multi-national enterprises. In this paper, we will explore some of the issues facing manufacturing firms in Ireland as they attempt to engage in initiatives to improve the practice and performance of their activities on a continuous basis. This exploration will be with a view to informing the design of a detailed study of continuous improvement (CI) activities and achievements in Ireland as part of a Eureka Project. RP Coughlan, P, UNIV DUBLIN TRINITY COLL,SCH BUSINESS STUDIES,DUBLIN 2,IRELAND. CR *LUC ENG SYST, 1992, MIN GUID LUC MAN SYS ARGYRIS C, 1991, HARVARD BUSINESS REV, V69 BENDERS J, 1995, P 2 INT C EUR OP MAN, P21 BESSANT J, 1992, CREATIVITY INNOVATIO, V1, P59 BESSANT J, 1995, P 2 INT EUROMA C MAN, P31 COUGHLAN P, 1996, UNPUB FORBAIRT APR FORFAS, 1994, IRISH INNOVATION SUR HALL RW, 1989, INT TRENDS MANUFACTU, P183 SCHON D, 1987, ED REFLECTIVE PRACTI SCHONBERGER RJ, 1994, OPERATIONS MANAGEMEN NR 10 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 1 BP 139 EP 145 PG 7 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XL265 UT ISI:A1997XL26500011 ER PT J AU Smeds, R TI Radical change through incremental innovations: Generic principles and cultural differences in evolution management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE enterprise evolution; process innovation; generic management principles; inter-cultural comparisons; management practices and methods ID STRATEGIC MANAGEMENT; DESIGN AB In the present turbulent environment, enterprises compete through their capability to manage innovation. The evolutionary process of the enterprise can be managed as a succession of innovations towards a vision, if generic evolution management principles are followed. The results from three empirical studies suggest also that the shared values of national culture are more important than a fit with organizational culture for successful evolution management. The critical cultural dimensions are power, distance and uncertainty avoidance. This should be taken into account also in the development of managerial methods. RP Smeds, R, HELSINKI UNIV TECHNOL,DEPT IND MANAGEMENT,OTAKAARI 8,FIN-02150 ESPOO,FINLAND. CR ANDERSEN B, 1995, THESIS U TRONDHEIM T ANSOFF HI, 1991, STRATEGIC MANAGE J, V12, P449 BARTUNEK JM, 1988, PARADOX TRANSFORMATI, P137 BURGELMAN RA, 1983, MANAGE SCI, V29, P1349 BURGELMAN RA, 1988, INNOVATION MANAGEMEN, P63 BURGELMAN RA, 1991, ORGAN SCI, V2, P239 COLOM J, 1994, BENCHMARKING THEORY, P51 COTTON JL, 1988, ACAD MANAGE REV, V13, P8 DOUMEINGTS G, 1995, REENGINEERING ENTERP, P284 DRUCKER PF, 1985, INNOVATION ENTREPREN HAYES RH, 1994, HARVARD BUSINESS JAN, P77 HERZBERG F, 1966, WORK NATURE MAN HOFSTEDE G, 1991, CULTURES ORG SOFTWAR HOWELL JM, 1990, ADMIN SCI QUART, V35, P317 HUBER GP, 1984, MANAGE SCI, V30, P928 JANTSCH E, 1980, SELF ORG KANTER RM, 1983, CHANGE MASTERS KOLB D, 1984, EXPT LEARNING EXPERI LAAKSO T, 1995, REENGINEERING ENTERP, P302 LILLRANK P, 1988, THESIS U HELSINKI MINTZBERG H, 1988, INNOVATION MANAGEMEN, P167 MINTZBERG H, 1994, HARVARD BUSINESS JAN, P107 MINTZBERG H, 1994, LONG RANGE PLANN, V27, P12 MINTZBERG H, 1994, LONG RANGE PLANN, V27, P22 MORGAN G, 1986, IMAGES ORG MUMFORD E, 1981, SYSTEMS OBJECTIVES S, V1, P5 NICOLIS G, 1977, SELF ORG NONEQUILIBR NONAKA I, 1995, KNOWLEDGE CREATING C OAKLAND JS, 1993, TOTAL QUALITY MANAGE RUOHOMAKI V, 1995, SIMULATION GAMING YB, V3, P264 SAHAL D, 1982, BEHAV SCI, V27, P249 SCHEIN EH, 1985, ORG CULTURE LEADERSH SCHONBERGER RJ, 1982, JAPANESE MANUFACTURI SHETTY YK, 1993, LONG RANGE PLANN, V26, P39 SMEDS R, 1988, INT STUDIES MANAGEME, V17, P90 SMEDS R, 1993, 824 EU SMEDS R, 1994, INT J OPER PROD MAN, V14, P66 SMEDS R, 1994, TELEMATICS WORK, P313 SMEDS R, 1995, SIMULATION GAMES LEA, P145 SMEDS R, 1995, SIMULATION GAMING YB, V3, P246 SMEDS R, 1996, BUSINESS CHANGE REEN, V2, P62 SMEDS R, 1996, MATH COMPUTING MANAG, V80 SMEDS R, 1996, MODELLING TECHNIQUES, P161 STACEY R, 1993, LONG RANGE PLANN, V26, P10 URABE K, 1988, INNOVATION MANAGEMEN, P3 VANDEVEN AH, 1986, MANAGE SCI, V32, P590 WOMACK J, 1990, MACHINE CHANGED WORL ZUBOFF S, 1991, HARVARD BUSINES MAR, P164 NR 48 TC 8 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 14 IS 1 BP 146 EP 162 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XL265 UT ISI:A1997XL26500012 ER PT J AU Olk, P Xin, K TI Changing the policy on government-industry cooperative R&D arrangements: Lessons from the US effort SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE R&D; government policy; international technology transfer ID ISOMORPHISM AB This paper examines the recent attempt by the USA to imitate the organizing approaches used in four industrialized countries (France, Germany, UK and Japan) in an effort to spur on technological innovation and collaboration, and to develop closer working relationships between the US federal government and US corporations. Our analysis finds that the USA has been only marginally successful in mimicking the foreign organizational arrangements. We discuss the lessons learned from this example for understanding changes in technology policy and for institutional theory. C1 UNIV SO CALIF,SCH BUSINESS ADM,LOS ANGELES,CA 90089. RP Olk, P, UNIV CALIF IRVINE,GRAD SCH MANAGEMENT,IRVINE,CA 92697. CR *C RES SERV, 1991, TRANSF TECHN PUBL FU *DEP COMM, 1989, FED TECHN TRANSF ACT *PAN GOV ROL CIV T, 1992, GOV ROL CIV TECHN BU *US GEN ACC OFF, 1994, NAT LAB AR THEIR R D *US GEN ACC OFF, 1994, TECHN TRANSF BEN COO *US HOUS REPR COMM, 1992, TECHN TRANSF FED LAB *US SEN COMM COMM, 1988, COMM FED FUND R D GU *US SEN COMM GOV A, 1992, TECHN POL COMP FED G BARON S, 1990, RES TECHNOLOGY M JAN, P38 CHESNAIS F, 1993, NATL INNOVATION SYST, P192 DAMANPOUR F, 1984, ADM SCI Q, V29, P92 DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147 GEE S, 1981, TECHNOLOGY TRANSFER GIBSON D, 1994, R D COLLABORATION TR HAUNSCHILD PR, 1993, ADMIN SCI QUART, V38, P564 HAVEMAN HA, 1993, ADMIN SCI QUART, V38, P593 KECK O, 1993, NATL INNOVATION SYST, P115 KOGUT B, 1991, STRATEGIC MANAGE J, V12, P33 KOGUT B, 1993, COUNTRY COMPETITIVEN, P179 LUNDVALL BA, 1988, TECHNICAL CHANGE EC, P349 MANSFIELD E, 1991, RES TECHNOLOGY MANAG, P24 MEZIAS SJ, 1994, EVOLUTIONARY DYNAMIC, P179 MOWERY D, 1993, NATL INNOVATION SYST, P29 NELSON R, 1984, HIGH TECHNOLOGY POLI NELSON R, 1993, NATL INNOVATION SYST NELSON RR, 1993, NATL INNOVATION SYST, P3 ODAGIRI H, 1993, NATL INNOVATION SYST, P76 PORTER ME, 1990, COMPETITIVE ADVANTAG ROESSNER JD, 1990, TECHNOLOGY TRANS FAL, P5 SAMLI AC, 1985, TECHNOLOGY TRANSFER, P133 SAMLI AC, 1985, TECHNOLOGY TRANSFER, P3 SCOTT W, 1982, ORG ENV RITUAL RATIO, P155 SMILOR R, 1992, TECHNOLOGY TRANSFER, P129 TEECE DJ, 1992, J ECON BEHAV ORGAN, V18, P1 TYSZKIEWICZ M, 1991, TECHNOLOGY TRANS FAL VONHIPPEL E, 1988, SOURCES INNOVATION WALKER W, 1993, NATL INNOVATION SYST, P158 WILLIAMS F, TECHNOLOGY TRANSFER NR 38 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 7-8 BP 710 EP 728 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XL190 UT ISI:A1997XL19000002 ER PT J AU Hee, CH Soo, KJ TI Transition of the government role in research and development in developing countries: R&D and human capital SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE government role; R&D manpower; government research institute; technology tree; re-education; retraining; manpower; management system; appropriate technology (AT) ID TECHNOLOGY AB The role of government in research and development needs to evolve with changes in circumstance and institutions. In the past, because developing countries were at a low level of technological development, governments had to lay the foundations for building infrastructure, including the establishment of government research institutes and research complexes, and the promotion of national R&D projects. However, as developing countries improve their economic status, they need indigenous technological development and enterprises with resident R&D capabilities superior to those of government institutes. This is only possible through changes in the role of government. In this paper, we trace the growth of Korea as a developing country, and the Korean government's evolving role in the national R&D system. We also look at the government's role with respect to R&D and human capital. C1 KOREA ADV INST SCI & TECHNOL,DEPT MANAGEMENT & POLICY,YOOSEONG KU,TAEJON 305701,SOUTH KOREA. RP Hee, CH, INST SCI & TECHNOL POLICY,DIV SCI & TECHNOL,POB 255,SEOUL 130650,SOUTH KOREA. CR *AG SCI TECHN, 1993, WHIT PAP SCI TECHN J *COMM SCI ENG PUBL, 1992, GOV ROL CIV TECHN BU *GEN ACC OFF, 1992, GAORECD936 *IND TECHN COUNC A, 1992, DRIV TECHN MULT CULT *MAN STUD BOARD CO, 1988, C TECHN TRANSF WASH *NAT SCI FDN, 1993, 93303 NSF *OECD, 1991, CHOOS PRIOR SCI TECH *WHIT HOUS OFF SCI, 1990, US TECHN POL BARTEL AP, 1987, REV ECON STAT, V69, P1 BOWONDER B, 1992, SCI PUBL POLICY, V19, P207 BOZEMAN B, 1990, POLICY SCI, V23, P25 CHOI HS, 1989, SPRINGBOARD MEASURES CHUBIN DE, 1992, SCI PUBL POLICY, V19, P334 CHUBIN DE, 1992, SCI PUBLIC POLIC JUN, P181 CLARKE M, 1987, ROLE S T EC COMPETIT, P9 COHEN S, 1993, TOTAL QUALITY MANAGE, P13 CROWELL G, 1989, SCI PUBL POLICY, V16, P202 DENIOZOS D, 1994, TECHNOVATION, V14, P197 DRILHON G, 1991, OECD OBSERVER, V170, P5 ETZKOWITZ H, 1994, SCI PUBL POLICY, V121, P79 GEVIRTZ C, 1994, DEV NEW PRODUCT TQM, P3 HILPERT U, 1991, STATE POLICIES TECHN KIM YW, 1991, STUDY MANAGEMENT SYS KLOCHKO Y, 1993, SCI PUBL POLICY, V20, P405 LEE IK, 1992, STUDY ADV BASIC SCI, P184 MANSFIELD E, 1982, TECHNOLOGY TRANSFER MARK H, 1984, MANAGEMENT RES I LOO MCCORMICK KJ, 1991, NEW TECHNOLOGY WORK, V6, P5 MICHEL C, 1989, SCI PUBL POLICY, V16, P61 MILLER R, 1992, R&D MANAGE, V122, P3 NAYATAMI Y, 1990, R D TQC, P1 PAVITT K, 1977, SCI TECHNOLOGY MODER SHARIF N, 1983, MANAGEMENT TECHNOLOG SHIN DH, 1993, SHIN DONG AH, P508 SONG HJ, 1991, WHO STAYS WHO RETURN TANAKA, 1994, ENG TECHNOLOGY, V35, P1 TISDELL CA, 1981, SCI TECHNOLOGY POLIC WEBSTER A, 1994, SCI PUBL POLICY, V21, P89 WOOD LV, 1993, RES TECHNOL MANAGE, V36, P39 NR 39 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 7-8 BP 729 EP 743 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XL190 UT ISI:A1997XL19000003 ER PT J AU Xue, L TI Promoting industrial R&D and high-tech development through science parks: The Taiwan experience and its implications for developing countries SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Science park; industrial R&D; high-tech development; Taiwan; Hsinchu Science-based Industrial Park (HSIP); developing countries AB This paper offers a comprehensive review of the development of Hsinchu Science-based Industrial Park (HSIP) in the context of an overall strategy to promote industrial R&D and develop high-tech industries in Taiwan. The technical and economic background of HSIP is examined. Critical factors contributed to the success of HSIP an discussed in detail. Several salient Features of HSIP and their implications for developing countries are identified and discussed. They are as follows: active involvement of the government, accumulation of knowledge and skill, and focus on manufacturing and demand-motivated R&D. C1 GEORGE WASHINGTON UNIV,CTR INT SCI & TECHNOL POLICY,WASHINGTON,DC 20052. RP Xue, L, GEORGE WASHINGTON UNIV,DEPT ENGN MANAGEMENT,WASHINGTON,DC 20052. CR 1993, BUSINESS WEEK 1129 *CCNAA, 1994, SIN SCI NEWSBR, V2, P6 *COUNC EC PLANN DE, 1992, TAIW STAT DAT BOOK, P196 *EXP PROC ZON ADM, 1991, EXP PROC ZON ITS 25 *NAT SCI COUNC, 1988, NSC REV 1986 87, P194 *NAT SCI FDN, 1982, U IND RES REL SEL ST CASTELLS M, 1994, TECHNOPOLES WORLD MA CHEN KF, 1990, TAIWAN RADICAL Q SOC, V3 CHEN TH, 1981, TAIWAN EXPERIENCE 19, P72 CHIANG JT, 1988, TECHNOL SOC, V10, P185 DIERDONCK RV, 1991, R&D MANAGE, V21, P2 GWYNNE P, 1993, RES TECHNOLOGY M MAR HO JH, 1992, IND NEWS, V22 HOU CM, 1993, NATL INNOVATION SYST LI ZZ, 1991, STRATEGY HIGHTECH DE MASSEY D, 1992, HIGHTECH FANTASIES S, P14 SUN YZ, 1992, SMES DEV REPUBLIC CH, V8, P62 SWINBANKS D, 1994, RES TECHNOLOGY M MAR WOLFF MF, 1994, RES TECHNOLOGY M MAR XU XX, 1979, BACKGROUND SIGNIFICA ZHENG QL, 1992, LAND DEV IND GROWTH, V5, P27 NR 21 TC 3 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 7-8 BP 744 EP 761 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XL190 UT ISI:A1997XL19000004 ER PT J AU Tan, RR Lung, SSC TI Promoting collaborative R&D in Taiwan: An empirical study focused on the information processing component of the decision making process SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE collaborative R&D; R&D management; path analysis; industrial R&D ID PRODUCT DEVELOPMENT; UNITED-STATES; COOPERATION; TECHNOLOGY AB A general decision making framework to approach the initial adoption of callaborative R&D is proposed and a path model is used to study the information processing component within thr general framework. Survey data from electronics and information industry, chemical industry, and the industrial machinery equipment industry in Taiwan are used to rest the causal relationship. The results show that the current status on the awareness, pursuing of knowledge, extent of interest, and probability of adoption are modest. Intensity of competition, understanding of the availability of government incentives, relative technology posture, and motivations provide the positive influences. On the basis of the relative position of the firm within these influencing factors, firms or industries can be classified into four types: proactive, policy-induced, passive, and parochial. To be effective, government would have to follow different policies and strategies to promote collaborative R&D effort. C1 NATL CENT UNIV,SCH MANAGEMENT,DEPT BUSINESS ADM,CHUNGLI 32054,TAIWAN. NATL CHIAO TUNG UNIV,INST MANAGEMENT SCI,TAIPEI,TAIWAN. RP Tan, RR, NATL CENT UNIV,SCH MANAGEMENT,INST IND MANAGEMENT,CHUNGLI 32054,TAIWAN. CR ALIC JA, 1990, TECHNOVATION, V10, P319 BARNETT HG, 1953, INNOVATION BASIS CUL, P7 BETTMAN JR, 1979, INFORMATION PROCESSI, CH2 BOZEMAN B, 1994, TECHNOVATION, V14, P145 BROCKHOFF K, 1991, INT J TECHNOL MANAGE, V6, P361 BROCKHOFF K, 1991, TECHNOVATION, V11, P219 BRUCE M, 1995, R&D MANAGE, V25, P33 DILLON WR, 1984, MULTIVARIATE ANAL ME, P430 DODGSON M, 1992, TECHNOL ANAL STRATEG, V4, P227 DODGSON M, 1992, TECHNOL ANAL STRATEG, V4, P83 ENGEL JF, 1978, CONSUMER BEHAVIOR, CH12 ENGEL JF, 1995, CONSUMER BEHAVIOR, CH14 EVAN WM, 1990, SLOAN MANAGE REV, V31, P37 FUSFELD HI, 1985, HARVARD BUS REV, V63, P60 GRABOWSKI HG, 1968, J POLITICAL EC, V76, P292 HAIR JF, 1992, MULTIVAR DATA ANAL, P427 HAMEL G, 1989, HARVARD BUS REV, V67, P133 HAUSLER J, 1994, RES POLICY, V23, P47 HOWARD JA, 1989, CONSUMER BEHAVIOR AP, CH3 HOWARTH CS, 1994, TECHNOVATION, V14, P243 JORDE TM, 1990, J ECON PERSPECT, V4, P75 KARL GJ, 1989, LISREL 7 USERS REFER LINK AN, SO EC J, V49, P342 LITTLER D, 1991, TECHNOVATION, V11, P457 LITTLER D, 1993, TECHNOL ANAL STRATEG, V5, P211 LUNN J, 1986, Q REV ECON BUS, V26, P31 MEISEL JB, 1983, Q REV ECON BUS, V23, P28 ONIDA F, 1988, EUR INT C MIL 18 20 OUCHI WG, 1988, CALIFORNIA MANAGEMEN, V30, P9 ROSEGGER G, 1991, INT J TECHNOLOGY MAN, P256 SANCHEZ AM, 1994, TECHNOVATION, V14, P63 TEICHERT T, 1993, TECHNOVATIN, V13, P519 WATERSON M, 1983, APPL ECON, V15, P379 ZAGNOLI P, 1994, R&D MANAGE, V24, P3 NR 34 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 7-8 BP 762 EP 795 PG 34 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XL190 UT ISI:A1997XL19000005 ER PT J AU Reger, G vonWichertNick, D TI A learning organization for R&D management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE research and development; R&D management; technology management; generalized management models; organizational learning; organizational structure; network of committees; organizational culture AB Today, only if an enterprise has a command of technologies, will it be able to develop new products in time and thereby expand its competitive advantages. Consequently, the main task of research and development (R&D) management is the creation and improvement of technological potentials which are preserved in the aggregated knowledge of the company. In this contribution an organizational framework will be considered that creates the setting for an efficient R&D management in enterprises. Firstly, future challenges and their impacts on R&D are considered as a background. Secondly, two general models will be presented that describe how R&D management reacted to past challenges and how it is going to develop in the future. Finally, based on these general insights and a short description of the main characteristics of learning organizations, a model of a learning organization for R&D management will be created that encompasses both the organizational structure as well as its culture. RP Reger, G, FRAUNHOFER INST SYST & INNOVAT RES,BRESLAUER STR 48,D-76139 KARLSRUHE,GERMANY. CR *BUND FORSCH TECHN, 1993, DTSCH DELPH ENTW WIS *COMM EUR COMM, 1994, RES TECHN MAN ENT IS *OECD, 1991, TECHN CHANG WORLD ALBERT M, 1984, PERSONNEL, V61, P12 ALBERT U, 1984, PERSONNEL, V61, P28 ARGYRIS C, 1978, ORG LEARNING BUCKLEY PJ, 1991, FUTURE MULTINATIONAL CASSON M, 1993, R&D MANAGE, V23, P91 COOMBS R, 1994, RES TECHNOLOGY MANAG DANIELMEYER HG, 1993, FORSCHUNGSMANAGEMENT, P11 DIERKES M, 1992, WANDEL UNTERNEHMEN S, P19 DOZ Y, 1993, INT WORKSH EV TECHN ERNSTE M, 1992, REGIONAL DEV CONT IN EWALD A, 1989, ORG STRATEGISCHE TEC GARVIN DA, 1993, HARVARD BUS REV, V7, P78 GERYBADZE A, 1992, HDB UMWELTMANAGEMENT GOULDNER AW, 1957, ADM SCI Q, V2, P281 GRUPP H, 1992, DYNAMICS SCI BASED I GRUPP H, 1993, SCI TECHNOLOGY POLIC, P179 GRUPP H, 1993, TECHNOLOGIE BEGINN 2, V3 HEDBERG B, 1981, HDB ORG DESIGN, P3 HILL W, 1981, ORGANISATIONSLEHRE Z KASPER H, 1986, Z ORG, P115 KIESER A, 1992, ORGANISATION KLIMECKI R, 1991, MANAGEMENTFORSCHUNG, V1, P103 KOGOUT B, 1992, ORG SCI, V3, P383 KUHN A, 1990, UNTERNEHMENSFUHRUNG LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 LEVITT D, 1988, ANN REV SOCIOLOGY, V14 MAIDIQUE MA, 1984, SLOAN MANAGE REV, V25, P17 MARCH JG, 1976, AMBIGUITY CHOICE ORG, P319 MEADOWS DH, 1992, LIMITS GROWTH NELSON RR, 1982, EVOLUTIONARY THEORY PRAHALAD CK, 1990, HARVARD BUS REV, V5, P79 REGER G, 1994, RES TECHNOLOGY MANAG REGER G, 1996, ORG SCI TECHNOLOGY W RIEKHOF HC, 1987, Z ORG, P14 ROTHWELL R, 1993, PRIVATES STAATLICHES ROUSSEL PA, 1991, 3 GENERATION R D MAN SCHMELZER HJ, 1992, ORG CONTROLLING PROD SOETE L, 1993, INNOVATIONSOKONOMIE TEBBE K, 1990, ORG PRODUKTINNOVATIO NR 42 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 7-8 BP 796 EP 817 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XL190 UT ISI:A1997XL19000006 ER PT J AU Vadlamani, BL TI An integrative framework for R&D management in system industries SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE system industries; cognitive mode of R&D; social mode of R&D; marketing mode of R&D; technology portfolio; R&D management ID ENVIRONMENTS; TECHNOLOGIES; INNOVATION; STRATEGY AB Heterogeneous component technologies can converge into systems with novel functionalities, creating new industries. Analysing 1193 events in the interactive television industry during 1992-95, this paper describes the characteristics of such system industries. It models the dynamism and complexity of system industries using the 'social construction of technology' and 'technological systems' perspectives. it then develops an integrative framework for R&D management in system industries based on the insights. RP Vadlamani, BL, UNIV MASSACHUSETTS,DEPT MANAGEMENT,100 MORRISSEY BLVD,BOSTON,MA 02125. CR 1995, ADVERTISING AGE, V66, P14 1995, BROADCASTING CABLE, V125, P50 1995, ECONOMIST, P63 ARTHUR WB, 1989, ECON J, V99, P116 ASTLEY WG, 1983, ACAD MANAGE REV, V8, P576 BERGER PL, 1967, SOCIAL CONSTRUCTION CALLON M, 1987, SOCIAL CONSTRUCTION DOSI G, 1982, RES POLICY, V11, P147 EISENHARDT KM, 1989, ACAD MANAGE J, V32, P543 GARUD R, 1993, STRATEGIC MANAGE J, V14, P351 GILDER G, 1992, LIFE TELEVISION HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HODGE WW, 1995, INTERACTIVE TELEVISI HUGHES TP, 1983, NETWORKS POWER ELECT PERKINS R, 1995, BIB INTERACTIVE TELE TEECE DJ, 1986, RES POLICY, V15, P285 VADLAMANI BL, 1994, SRATEGIC ROLE TECHNO ZUCKER LG, 1988, I PATTERNS ORG NR 19 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 7-8 BP 818 EP 832 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XL190 UT ISI:A1997XL19000007 ER PT J AU Bowonder, B Miyake, T TI R&D and business strategy: Analysis of practices at Canon SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Canon; R&D and business strategy; innovation; strategic alliances ID GLOBAL STRATEGY; MANAGEMENT; INNOVATION AB Canon has been one of the most innovative high technology companies in Japan. Canon has been able to strategically reposition itself effectively through systematic long range technology forecasting, identification of product segments with high potential and introduction of products in these segments ahead of its competitors. Canon has used globalization, alliances and innovation in a well coordinated manner. The R&D strategy of Canon involves incorporation of user perspective in problem formulation, then rapid problem solution through multifunctional groups, rapid productionization and continuous improvement of manufacturing process. The business strategy of Canon can be termed as dynamic competence building in which distinctive competencies are renewed with the objective of dynamically maintaining its competitive edge. C1 UNIDO,INVESTMENT & TECHNOL PROMOT DIV,A-1400 VIENNA,AUSTRIA. RP Bowonder, B, ADM STAFF COLL INDIA,HYDERABAD 500049,ANDHRA PRADESH,INDIA. CR *CAN, 1992, ANN REP ARROW KJ, 1985, AM ECON REV, V75, P303 BOWONDER B, 1992, R&D MANAGE, V22, P319 BOWONDER B, 1993, INT J TECHNOLOGY MAN, V8, P135 BOWONDER B, 1994, WORLD COMPETITION, V18 CHRYSLER M, 1990, IEEE SPECTRUM, V27, P113 DOSI G, 1988, TECHNICAL CHANGE EC, P13 DOSI G, 1991, SCI PUBL POLICY, V18, P353 GHOSHAL S, 1987, STRATEGIC MANAGE J, V8, P425 KONO T, 1992, LONG RANGE PLANNING LEI D, 1992, CALIF MANAGE REV, V35, P81 LEONARDBARTON D, 1992, SLOAN MANAGE REV, V35, P23 LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 MAHONEY JT, 1992, STRATEGIC MANAGE J, V13, P363 NAKAHARA T, 1992, LONG RANGE PLANN, V25, P63 NELSON RR, 1991, SCI PUBL POLICY, V18, P347 NELSON RR, 1991, STRATEGIC MANAGE J, V12, P61 NELSON RR, 1993, LEARNING TECHNOLOGIC, P9 NONAKA I, 1989, J BUS VENTURING, V4, P299 PRAHALAD CK, 1990, HARVARD BUS REV, V90, P79 STEVENSON HH, 1990, STRATEGIC MANAGE J, V11, P17 TEECE DJ, DYNAMIC CAPABILITIES TEECE DJ, 1988, INTERFACES, V18, P46 TERAMOTO Y, 1994, GLOBAL STRATEGY JAPA, P71 YAMANOUCHI T, 1989, LONG RANGE PLANN, V22, P11 NR 25 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 7-8 BP 833 EP 852 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XL190 UT ISI:A1997XL19000008 ER PT J AU Ljungman, LC TI Multifunction project management - A new profession SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE product development; project management; time-to-market AB This paper introduces a model for multi function project management and describes the problems that had to be dealt with when implementing the model. The author points to the benefits and shortcomings of process management and TQM (Total Quality Management) in this case. The new project management model has meant a cultural revolution for project management and shortened time-to-market penetration. RP Ljungman, LC, UNIV STOCKHOLM,VINKELVAGEN 7A,S-13550 TYRESO,SWEDEN. CR ANDREASEN MM, 1987, INTEGRATED PRODUCT D CHARAN R, 1991, HARVARD BUSINESS SEP HAMMER M, 1993, REENGINEERING CORPOR JURAN JM, 1993, HARVARD BUSINESS JUL, P43 MURRAY EJ, 1969, MOTIVATION EMOTION NORELL M, 1992, THESIS ROYAL I TECHN OSTERLUND J, 1994, COMPETENCE MANAGEMEN PINTO MB, 1990, INNOVATION J PRODUCT, P200 SMITH PG, 1991, DEV PRODUCTS HALF TI STALK G, 1992, HARVARD BUSINESS MAR, P57 NR 10 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 7-8 BP 853 EP 864 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XL190 UT ISI:A1997XL19000009 ER PT J AU Khoong, CM TI Elements of a long term IT R&D agenda and its management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE information; models; strategy; workplaces AB The exploitation of technology in organizations is ubiquitous today. More and more, information technology (IT) proponents have to grapple with the question of bringing next waves of technological advances into organizations, rather than the easier question of merely automating manually operated organizations. This paper explores a deep concern facing IT R&D strategists today: realization of a long term, sustainable agenda that would ride the future waves of advances in organizations and capitalize on the usage of technologies to lead such advances. RP Khoong, CM, INST INFORMAT TECHNOL,NATL COMP BOARD,71 SCI PK DR,SINGAPORE 05111,SINGAPORE. CR CHASE RB, 1990, PRODUCTION OPERATION DAVENPORT T, 1993, PROCESS INNOVATION GRUDIN J, 1994, COMPUTER, V27, P19 KHOONG CM, IEEE T SYST MAN CYB, V24, P100 KHOONG CM, P WORKSH OP MAN 94 S, P1 KLING R, 1994, ADV COMPUT, V39, P239 NUNAMAKER JF, 1989, DECISION SUPPORT SYS, V5 RIECKEN D, COMMUN ACM, V37, P18 SAATY TL, 1991, PREDICTION PROJECTIO SAGE AP, 1992, SYSTEMS ENG SALVENDY G, 1992, HDB IND ENG STACEY R, 1993, LONG RANGE PLANN, V26, P10 STOHR EA, 1992, INFORMATION SYSTEMS WOLSTENHOLME EF, 1990, SYSTEM ENQUIRY SYSTE NR 14 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 7-8 BP 865 EP 873 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XL190 UT ISI:A1997XL19000010 ER PT J AU Papageorgiou, JC TI Trends in R&D human resources and funding in the major industrialized countries SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE R&D management; innovation; forecasting; technology management; competitiveness; scientists/engineers ID TECHNOLOGY AB The recent geopolitical changes in the world, the technological advancements, and the globalization of the economy are changing the global competitive environment. Individual countries have to look several years into the future, consider alternative scenarios for that environment, and develop analogous national policy. R&D policy which will greatly affect the future of an economy and its competitiveness cannot be ignored. Comparative trends for two of the factors that could affect R&D and innovation, i.e. the density of scientists and engineers in R&D and R&D expenditures as a percentage of GDP, are identified for some major industrialized countries. They show the general direction of each of these countries with respect to these important factors. These analyses are necessary for national public policy planning in R&D and innovation. Similar studies could be carried out regarding other factors that have an impact upon R&D and innovation. RP Papageorgiou, JC, UNIV MASSACHUSETTS,COLL MANAGEMENT,MANAGEMENT SCI & INFORMAT SYST DEPT,100 MORRISSEY BLVD,BOSTON,MA 02125. CR *NAT SCI BOARD, 1993, NSF931 NAT SCI BOARD COATES JF, 1987, HUMAN RESOURCE PLANN, V10, P219 FRANKO LG, 1989, STRATEGIC MANAGE J, V10, P449 GARDNER M, 1988, CHEMTECH, V18, P457 GLISMANN HH, 1988, MANAGE SCI, V34, P1169 GRILICHES Z, 1988, J ECON PERSPECT, V1, P9 MAKRIDAKIS S, 1983, FORECASTING METHODS MANSFIELD E, 1988, AM EC REV MAY, P223 MANSFIELD E, 1988, MANAGE SCI, V34, P1157 NARIN F, 1987, RES POLICY, V16, P143 PATEL P, 1987, NATIONAL I EC RE NOV, P72 PATEL P, 1987, RES POLICY, V16, P59 PATEL P, 1989, NATL WESTM BANK Q R, P27 PAVITT K, 1988, OXFORD REV ECON POL, V4, P35 POLLACKJOHNSON B, 1990, INT J FORECASTING, V6, P39 PRAIS SJ, 1988, NATL I ECON REV, V127, P76 SLAUGHTER S, 1990, BUSINESS CONT WO WIN, P27 SOETE LG, 1983, SCIENTOMETRICS, V5, P31 NR 18 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 7-8 BP 874 EP 894 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XL190 UT ISI:A1997XL19000011 ER PT J AU Dooley, JJ Miller, KB Ashton, WB TI A case study of problems using international R&D statistics as a basis for decision making SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE R&D policy; R&D portfolios; R&D statistics; international data collection; purchasing power parity rates AB The challenges and opportunities of the global economy make international research and development information increasingly important to those in key decision-making positions in the world. This paper presents a case study of efforts to collect international information to assist decision makers in one research and development agency of the US government. The lack of a standard international method for collecting data created difficulties for researchers seeking to compare data from 10 industrialized nations and the European Community (European Union). The authors recommend that immediate efforts to improve the reliability and the usefulness of international R&D statistics be undertaken and that the Organization for Economic Cooperation and Development play a leading role. RP Dooley, JJ, PACIFIC NW LAB, RICHLAND, WA 99352 USA. CR 1993, ECONOMIST 0515 *MIN INT TRAD IND, 1991, EN POL IEA COUNTR 19 *NAT SCI FDN, 1991, INT SCI TECHN DAT UP *OECD IEA, 1984, OECD IEA SCOP STUD E *ORG EC COOP DEV I, 1991, EN POL IEA COUNTR 19 *ORG EC COOP DEV, 1981, MEAS SCI TECHN ACT P *ORG EC COOP DEV, 1991, BAS SCI TECHN STAT *ORG EC COOP DEV, 1992, PURCH POW PAR REAL E, V1 *ORG EC COOP DEV, 1994, SCI TECHN POL REV OU *US DEP EN, 1992, 9 US DEP EN NR 10 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 7-8 BP 895 EP 907 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XL190 UT ISI:A1997XL19000012 ER PT J AU Chiaromonte, F TI How innovation is changing R&D SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE management of technology; innovation; R&D management AB The paper starts with an introduction to the concept of management of technology and its evolution. Some reasons for its relevance are stated and some priorities are underlined. Then the emergence of new paradigms in R&D management is described. A research project - presently running in Italy - focused on how R&D organization, management and contents evolve when confronted with innovations problems is considered, with a brief illustration of the sample selected and results expected. RP Chiaromonte, F, STUDIO CHIAROMONTE,VIA ADDA 105,I-00198 ROME,ITALY. CR *INN REL CTR LARIE, 1996, GREEN PAP INN *ISTAT, 1995, SURVEY TECHNOLOGY 4 ARCHIBUGI D, 1994, EIMS EUROPEAN INNOVA, V11 CHIAROMONTE F, 1992, INNOVATION MANAGEMEN DORGHAM MA, 1985, INT J TECHNOLOGY MAN, V1 METCALFE S, 1995, HDB EC INNOVATION TE ROBERTS E, 1996, R D BOARD STERLACCHINI A, 1996, UNPUB INPUTS OUTPUTS TEECE DS, 1986, PROFITING TECHNOLOGI NR 9 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 5-6 BP 461 EP 470 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XG629 UT ISI:A1997XG62900001 ER PT J AU Chiesa, V Manzini, R TI Managing virtual R&D organizations: Lessons from the pharmaceutical industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE virtual organization; R&D; virtual R&D; strategic alliances; research networks ID TECHNOLOGY AB Ln this paper, the virtual organization of R&D in Pharmaceuticals is studied. A virtual organization in Research and Development is designed to access external knowledge and resources, necessary for generating and developing successful innovations. A survey has been conducted on nine pharmaceutical companies (from the USA, Europe and Japan), aimed to investigate the characteristics of Research and Development collaborations. It is argued that dramatically different criteria are needed for creating and managing the virtual organization of Research activities and of Development activities. This is recognised as a key issue to ensure that a scientific and technological collaboration is successful. C1 POLITECN MILAN,I-20133 MILAN,ITALY. UNVI C CATTANEO,LIBERO IST,I-21053 CASTELLANZA,ITALY. RP Chiesa, V, CNR,ITIA,V LOMBARDIA 20-A,I-20133 MILAN,ITALY. CR *PHRMA, STAT DAT ALBERTINI S, 1995, R&D MANAGE, V25, P377 ARORA A, 1994, RES POLICY, V23, P523 CHATTERJE D, 1996, RES TECHNOLOGY M MAR, P48 CHESBROUGH HW, 1996, HARVARD BUSINESS JAN, P65 CHIESA V, 1996, 6 INT FOR TECHN MAN CHIESA V, 1996, EUROPEAN MANAGEMENT, V14 DAVIDOW WH, 1992, VIRTUAL CORPORATION DELLAVALLE F, 1993, R&D MANAGE, V23, P4 DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55 DREWS J, 1989, EUROPEAN MANAGEMENT, V7, P23 DREWS J, 1992, DRUG NEWS PERSPECT, V5, P133 FITZGERALD JD, 1992, R&D MANAGE, V22, P3 FORREST JE, 1992, R&D MANAGE, V22, P41 FORREST JE, 1996, R&D MANAGE, V26, P141 GOOLD M, 1994, CORPORATE LEVEL STRA HENDERSON R, 1994, HARVARD BUSINESS JAN KODAMA F, 1992, HARVARD BUS REV, V70, P70 PERRINO AC, 1989, RES TECHNOL MANAGE, V32, P3 PRAHALAD CK, 1987, MULTINATIONAL MISSIO QUINN JB, 1994, SLOAN MANAGEMENT SUM, P43 UPTON DM, 1996, HARVARD BUSINESS JUL VENKATESAN R, 1992, HARVARD BUSINESS NOV WESTNEY DE, 1990, MANAGING GLOBAL FIRM NR 24 TC 7 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 5-6 BP 471 EP 485 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XG629 UT ISI:A1997XG62900002 ER PT J AU Stainer, A Nixon, B TI Productivity and performance measurement in R&D SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE R&D; productivity; performance measurement; benchmarking; strategy; innovation AB The paper discusses the challenges facing productivity and performance measurement in research and development (R&D). Traditional methods are generally not appropriate because of the nature of the output which is long-term and often intangible. R&D can be related to three types of pertinent measures which are the process, the output and the pay-off. Capability and latency are also illustrated as the strategic link between productivity and performance. Total productivity, supported by a family of partial yardsticks, is advocated as the most effective means of control. Benchmarking is shown as significant and important in the pursuit of improved R&D management. It is stressed that though measurement may be difficult it is vital for the success of R&D strategic planning. C1 UNIV DUNDEE,DEPT ACCOUNTANCY & BUSINESS FINANCE,DUNDEE DD1 4HN,SCOTLAND. RP Stainer, A, MIDDLESEX UNIV,BOUNDS GREEN RD,LONDON N11 2NQ,ENGLAND. CR *EUR IND RES MAN A, 1995, EV R D PROJ, P7 *HOUS LORDS SEL CO, 1991, INN MAN IND BEAN AS, 1995, RES TECHNOL MANAGE, V38, P25 BEAN TJ, 1992, RES TECHNOL MANAGE, V35, P32 BEER S, 1981, BRAIN FIRM, P162 BOER FP, 1994, RES TECHNOL MANAGE, V37, P16 BOOTH R, 1993, MANAGE ACCOUNTING, V71, P20 BROWN WB, 1992, IEEE T ENG MANAGE, V39, P325 CATLEY D, 1996, C PERF MEAS R D LINK CREELMAN J, 1996, FINANCIAL DIRECT APR, P39 ECCLES RG, 1991, HARVARD BUSINESS JAN, P131 FOSTER RN, 1985, RES TECHNOLOGY M JAN FRANCIS P, 1995, RES TECHNOLOGY MANAG, P45 GEANURACOS J, 1993, PERFORMANCE MEASUREM, P1 GEISLER E, 1995, OMEGA-INT J MANAGE S, V23, P281 GOLDSMITH NM, 1993, IEEE EXPERT, V8, P4 GRANT RM, 1995, CONT STRATEGY ANAL, P256 GRAYSON CJ, 1988, AM BUSINESS 2 MINUTE, P256 KAPLAN RS, 1991, HARVARD BUSINESS JAN, P71 KARLOF B, 1993, BENCHMARKING, R9 KRAUSE I, 1993, PLANNING REV, V21, P16 KUROSAWA K, 1992, PRODUCTIVITY MEASURE, P53 LYNCH RL, 1995, MEASURE MEASURE CORP, P63 MILLER R, 1994, MANAGEMENT TECHNOLOG, V4, P452 MIZAUR D, 1993, 4 INT C PROD QUAL RE NIXON B, 1996, ACC9606 U DUND, P1 OAKLAND JS, 1993, TOTAL QUALITY MANAGE, P171 QUIRMBACH HC, 1993, RAND J ECON, V24, P157 ROTHWELL R, 1992, R&D MANAGE, V22, P221 SMALL I, 1993, BUSINESS STRATEG AUT, V4, P41 STAINER AI, 1989, PRODUCTIVITY MANAGEM, V2, P191 SZAKONYI R, 1995, WORLD CLASS RES DEV, P1 THOR CG, 1993, HDB PRODUCTIVITY MEA THOR CG, 1994, MEASURES SUCCESS CRE, P1 TROSKEY GT, 1993, PRODUCTIVITY QUALITY, V4, P358 WEINSTOCK A, 1991, INNOVATION MANUFACTU, P266 WILEY WR, 1994, R D MAR, P14 NR 37 TC 5 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 5-6 BP 486 EP 496 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XG629 UT ISI:A1997XG62900003 ER PT J AU Ghosn, AA AlJazzaf, MI Nazar, A TI A model for evaluating organization performance with application to a non-profit R&D organization SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE restructuring; organizational performance; evaluation model; nonprofit R&D organization AB All organizations, regardless of their nature and type of work, may occasionally face external and/or internal constraints that could hamper their performance and may necessitate their restructuring as well. Thus, periodical assessment and analysis of the performance of the organization or some of its units is needed. A general model to assess the performance of an organization is presented here. The methodology used allows thorough scrutiny at the functional, organizational unit and the whole organization levels. The results obtained using this model could provide grounds and tools for appropriate management decisions and actions to enhance the quality and effectiveness of the organization. The model was successfully applied to an R&D organization. It was concluded based on this application that it could as well be applied to other organizations if the assessment criteria are properly selected. C1 KUWAIT INST SCI RES,TECHNOECONOM DIV,KUWAIT 13109,KUWAIT. RP Ghosn, AA, KUWAIT INST SCI RES,OFF MANAGEMENT PLANNING,POB 24885,KUWAIT 13109,KUWAIT. CR ARCHER ED, 1993, RES TECHNOLOGY MANAG, V32, P45 BOOTH R, 1993, MANAGE ACCOUNTING, V71, P20 KRAUSE I, 1993, PLANNING REV, V21, P16 SEWARD E, 1992, RES TECHNOL MANAGE, V35, P28 SZAKONYI R, 1994, RES TECHNOL MANAGE, V37, P44 NR 5 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 5-6 BP 497 EP 510 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XG629 UT ISI:A1997XG62900004 ER PT J AU Lee, M Om, K TI The concept of effectiveness in R&D project selection SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE effectiveness; proposal; project selection; R&D institute ID MANAGEMENT SCIENCE; PRODUCT SUCCESS; METHODOLOGY; INDUSTRIAL; BEHAVIOR; MODELS AB The concept of effectiveness in R&D project selection is proposed in this article. The effectiveness is defined as the degree of overlapping among the three sets of items, that is, the items the proponents of an R&D project consider important, the items the evaluators of the proposal take into account, and the items that the top managers perceive substantially affecting success and failure of the projects. Then, the potential usefulness of the concept is demonstrated by applying it to Korean data. The result shows that meaningful analysis regarding the difference in the effectiveness between public and private R&D institutes can be made. RP Lee, M, KOREA ADV INST SCI & TECHNOL,DEPT MANAGEMENT & POLICY,373-1 KUSONG DONG,TAEJON 305701,SOUTH KOREA. CR ALBALA A, 1975, IEEE T ENG MANAGE, V22, P153 AUGOOD DR, 1973, IEEE T ENG MANAGE, V20, P114 BAKER NR, 1964, IEEE T ENG MANAGE, V11, P124 BAKER NR, 1974, IEEE T ENG MANAGE, V21, P165 BAKER NR, 1975, MANAGE SCI, V21, P1164 BECKER RH, 1980, RES MANAGE, V23, P34 CETRON MJ, 1967, IEEE T ENG MANAGE, V14, P4 CLARKE TE, 1974, IEEE T ENGINEERING M, V21, P9 COOPER MJ, 1978, RES TECHNOL MANAGE, V21, P29 COOPER RG, 1979, J MARKETING, V43, P93 COOPER RG, 1981, IEEE T ENG MANAGE, V28, P54 COOPER RG, 1987, R&D MANAGE, V17, P175 COOPER RG, 1990, R&D MANAGE, V20, P47 COSTELLO D, 1983, TECHNOL FORECAST SOC, V23, P353 CROW M, 1987, RES POLICY, V16, P229 DANILA N, 1989, R&D MANAGE, V19, P47 DRUCKER PF, 1973, PUBLIC INTEREST, V33, P43 FAHMI P, 1990, R&D MANAGE, V20, P155 FAUST RE, 1971, RES MANAGE, V14, P47 FOTTLER MD, 1981, ACAD MANAGE REV, V6, P1 GAYNOR GH, 1990, RES TECHNOL MANAGE, V33, P43 GEE RE, 1971, RES MANAGE, V14, P8 GERSTENFELD A, 1976, IEEE T ENG MANAGE, V23, P116 HALL DL, 1990, IEEE T ENG MANAGE, V37, P126 HELIN AF, 1974, IEEE T ENG MANAGE, V21, P159 KRAWIEC F, 1984, RES MANAGE, V27, P21 LEE JJ, 1986, IEEE T ENG MANAGE, V33, P141 LIBERATORE MJ, 1983, MANAGE SCI, V29, P962 MAHER PM, 1974, MANAGE SCI, V21, P119 MANDAKOVIC T, 1985, MANAGE SCI, V31, P1257 MANDAKOVIC T, 1985, R D MANAGE, V15, P23 ORAL M, 1991, MANAGE SCI, V37, P871 PERRY JL, 1988, ACAD MANAGE REV, V13, P182 PLEBANI LP, 1981, RES MANAGE, V24, P34 RAINEY HG, 1976, PUBLIC ADMIN REV, V36, P233 RITCHIE E, 1970, R&D MANAGE, V1, P3 RUBENSTEIN AH, 1966, INT FED OP RES SOC B SCHMIDT RL, 1992, IEEE T ENG MANAGE, V39, P189 SOUDER WE, 1972, MANAGE SCI, V18, B526 SOUDER WE, 1986, RES MANAGE, V29, P36 WHALEY WM, 1971, RES MANAGE, V14, P25 WHORTON JW, 1981, ACAD MANAGE REV, V6, P357 NR 42 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 5-6 BP 511 EP 524 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XG629 UT ISI:A1997XG62900005 ER PT J AU AlMazidi, S Ghosn, AA TI A management model for technology and R&D selection SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE evaluation process; management; management review; evaluation AB Research proposals at the Kuwait Institute for Scientific Research (KISR) undergo a two-stage review process which includes technical and management reviews. These reviews scrutinize the proposed R&D projects and associated technologies to ensure compliance with the institute's strategic plans and goals. The evaluation process is judgmental in nature, which makes the decisionmaking process very complex. To soften the evaluation complexity, a model was developed to assist top and middle management in their decision making when selecting among the various proposed technologies and R&D projects The model is based on Multi-perspective Decision Support Analysis. The perspectives considered include: Scientific/Technical, Management, National/ Socio-economic and Document preparation/presentation perspectives. Each perspective consists of a set of statements to be answered using multiple-choice answers which indicate the extent of agreement with a given statement. The model can be implemented for PC users. It is quantifiable, comprehensive, objective, flexible for further development and its output can be utilized in future analysis. A case study at KISR using the model is presented herein including analysis of available data and related discussions and remarks. RP AlMazidi, S, KUWAIT INST SCI RES,DIV POLICY & PLANNING,POB 24885,SAFAT 13109,KUWAIT. CR OLD PROPOSAL EVALUAT *KUW I SCI RES, 1982, STAT PRINC LINSTONE HA, 1981, MULTIPLE PERSPECTIVE TISDEL CA, 1981, SCI TECHNOLOGY POLIC YAPIJAKIS C, PROG WAT TECH, V13, P425 NR 5 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 5-6 BP 525 EP 541 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XG629 UT ISI:A1997XG62900006 ER PT J AU Liao, ZQ Greenfield, PF TI The impact of generic competitive strategies on corporate R&D: An empirical study in Japan SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE generic competitive strategies; R&D; strategic management; technology-based companies; Japan ID ORGANIZATIONAL CONTEXT; BUSINESS STRATEGIES; D MANAGEMENT; PERFORMANCE; UNIT AB This project sought to explore the impact of generic competitive strategies on corporate research and development (R&D) in Japanese technology-based companies through an extensive survey. It results in the generation of information on how Japanese firms approach the integration of R&D and corporate strategic management. Research hypotheses are empirically tested on the basis of the feedback provided by R&D managers from eighty-five leading companies in Japan. The results suggest that both cost leadership and differentiation have considerable impact on corporate R&D. However, Japanese managers particularly place great emphasis on the overall differentiation, because the strategy enables companies to satisfy the increasing demand of customers from a broad range of market segments, We also find out that Japanese managers in different types of industries and different sizes of firms tend to perceive each generic strategic alternative similarly important. Finally, we conclude that consistency with a firm's competitive strategy is considered essential for strategic R&D management. C1 UNIV QUEENSLAND,OFF PRO VICE CHANCELLOR,BRISBANE,QLD 4072,AUSTRALIA. RP Liao, ZQ, NANYANG TECHNOL UNIV,NANYANG BUSINESS SCH,NANYANG AVE,SINGAPORE 639798,SINGAPORE. CR *CIT CORP, 1992, THIS CIT *HIT LTD, 1992, ANN REP *MATS COMM IND CO, 1991, ANN REP *NITS CORP, 1991, CORP PROF *SCI TECHN AG, 1995, WHIT PAP SCI TECHN 1 *SCI TECHN AG, 1996, WHIT PAP SCI TECHN 1 *TOYO KEIZ INC, 1992, JAP CO HDB ABETTI PA, 1991, INT J TECHNOLOGY MAN, V6, P40 BOWMAN C, 1992, EUROPEAN MANAGEMENT, V10, P210 COOPER AC, 1989, R&D MANAGE, V19, P115 DANILA N, 1989, R&D MANAGE, V19, P47 DAVIS PS, 1993, J BUS RES, V27, P183 DESS GG, 1984, ACAD MANAGE J, V27, P467 ERICKSON TJ, 1990, SLOAN MANAGE REV, V31, P73 GALBRAITH CS, 1983, STRATEGIC MANAGEMENT, V2, P153 HAMBRICK DC, 1983, ACAD MANAGE J, V26, P213 HAMBRICK DC, 1983, ACAD MANAGE J, V26, P68 LASSAR WM, 1996, STRATEGIC MANAGE J, V17, P613 LIBERATORE MJ, 1990, STRATEGIC MANAGEMENT, P141 MCNAMEE P, 1989, LONG RANGE PLANN, V22, P63 MILLER D, 1986, ORGAN STUD, V7, P37 MILLER D, 1986, STRATEGIC MANAGE J, V7, P233 MILLER D, 1988, ACAD MANAGE J, V31, P280 PETRONIC G, 1985, LONG RANGE PLANN, V16, P15 PORTER M, 1983, RES TECHNOLOGICAL IN, V1 PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1985, COMPETITIVE ADVANTAG SCHLIE TW, 1995, J BUS RES, V33, P103 STACEY GS, 1990, INT J TECHNOLOGY MAN, V5, P398 STAHL M, 1992, STRATEGIC MANAGEMENT STEELE LW, 1988, RES TECHNOLOGY M MAR, P17 THOMPSON A, 1992, STRATEGIC MANAGEMENT TIMM NH, 1975, MULTIVARIATE ANAL AP TWISS BC, 1989, R&D MANAGE, V19, P79 VILJOEN J, 1991, STRATEGIC MANAGEMENT WHITE RE, 1986, STRATEGIC MANAGE J, V7, P217 NR 36 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 5-6 BP 542 EP 553 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XG629 UT ISI:A1997XG62900007 ER PT J AU Fernandez, E Junquera, B Vazquez, CJ TI Sectorial influence on R&D policies of Spanish firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; sectorial influence; sectorial innovative differences; R&D policies; technological opportunities AB The aim of this study is to analyse whether there are sectorial differences among Spanish industrial firms with regard to their R&D policies. In this sense, we have carried out a cluster analysis in order to group the firms according to their research effort. The results obtained show the existence of a very small group of firms which carry out a great amount of research. Besides, being part of sectors with a great amount of technological opportunities, they maintain a remarkable trend among the firms which also belong to their sector. On the other band, most of those which carry out minimal research effort, show sectorial differences, although these are very small. C1 UNIV INST FIRM,OVIEDO,SPAIN. UNIV OVIEDO,FAC ECON,OVIEDO,SPAIN. UNIV VALLADOLID,E-47002 VALLADOLID,SPAIN. RP Fernandez, E, FAC CIENCIAS ECONOM & EMPRESARIALES,AVDA CRISTO,S-N,OVIEDO 33071,SPAIN. CR ARROW KJ, 1962, RATE DIRECTION INVEN BALDWIN WL, 1969, SO EC J, V36, P18 BHATTACHARYA S, 1979, INNOVATION COMMUNICA BISQUERRA R, 1987, INTRO CONCEPTUAL ANA, V2 BUESA M, 1989, INNOVACION IND DEPEN COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOMBS R, 1990, TECHNICAL CHANGE EC GUMBAU M, 1994, INFORMACION COME FEB, P117 KAMIEN MI, 1982, ESTRUCTURA MERCADO I KAY NM, 1979, INNOVATING FIRM LEIBENSTEIN H, 1966, AM ECON REV, V56, P392 LEVIN RC, 1987, BROOKINGS PAPERS EC, V3, P783 MCNALLY R, IND MARKET STRUCTURE MOLERO J, 1983, TECNOLOGIA IND NELSON R, 1959, J POLITICAL EC, V67, P297 PORTER M, 1987, VENTAJA COMPETITIVIA PUNJ G, 1983, J MARKETING RES, V20, P134 SANCHEZ MP, 1994, INFORMACION COMERCIA, P99 SCHERER FM, 1965, CANADIAN J EC POLITI, V31, P256 SCHMOOKLER J, 1966, INVENTION EC GROWTH USHER D, 1964, ECONOMICA, V31, P279 VEGA AVR, 1993, SEGMENTACION MERCADO NR 22 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 5-6 BP 554 EP 562 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XG629 UT ISI:A1997XG62900008 ER PT J AU Wei, CC TI The current status of R&D activities in Taiwan SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE research; R&D; S&T, technology AB This article investigates the research and development (R&D) activities in Taiwan. A science and technology (S&T) development system is presented to overview the overall research environment. Various measures taken by the government to promote the R&D capability are discussed. R&D expenditures are careful examined to relate to the progress of the science and technology. The objective of this study is to disclose the relative technological position of Taiwan on the global stage so that necessary actions can be implemented to refine the R&D capability and to gain the competitive advantage. RP Wei, CC, CHUNG HUA POLYTECH INST,DEPT IND MANAGEMENT,30 TUNG SHIANG,HSINCHU,TAIWAN. CR 1992, SCI TECHNOLOGY INDIC *NSF, 1989, NAT PATT R D RES *NSF, 1990, NAT PATT R D RES *OECD, 1992, MAIN SCI TECHN IND *REP CHIN, 1993, IND SCI TECHN EMORY WC, 1985, BUSINESS RES METHODS EVANS JR, 1991, CREATIVE THINKING DE NR 7 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 5-6 BP 563 EP 570 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XG629 UT ISI:A1997XG62900009 ER PT J AU Hsieh, CH KoWang, SP TI The development of capability for tackling R&D issues in small companies: A case of a CNC-controller manufacturer in Taiwan SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE R&D capabilities; growth of R&D capabilities; R&D scope; R&D time; small and medium-sized enterprises ID TECHNOLOGY AB This study attempts to clarify the question of how we should observe the growth of R&D capabilities in Taiwan's small companies. It examines the local characteristics of SMEs' (Small and Medium-sized Enterprises) R&D activities and argues the inadequacy of applying western theories directly in the unique environment of Taiwan. A new premise of how to conduct the observation is proposed. A case study is administrated in a small firm of CNC control boxes manufacturer to illustrate the adequacy of this premise. The implications of this case and its theoretical generalization for observation of SMEs' R&D capabilities are discussed. RP Hsieh, CH, NATL CHIAO TUNG UNIV,INST MANAGEMENT SCI,COLL MANAGEMENT,4F,114,SECT 1,CHUNG HSIAO W RD,TAIPEI,TAIWAN. CR 1985, RES MANAGEMENT, V28 1993, TAIWAN MACHINERY SEP, V30, T18 *ITRI MECH IND RES, MECH IND REV *TECHN ATL TEAM, 1987, TECHNOLOGICAL FORECA, V32, P19 *TECHN ATL TEAM, 1987, TECHNOLOGICAL FORECA, V32, P69 ALEXANDER AJ, 1985, TECHNOLOGICAL FORECA, V27, P177 BROWN MG, 1988, RES TECHNOL MANAGE, V31, P11 DODSON EN, 1985, TECHNOL FORECAST SOC, V27, P129 DUMBLETON JH, 1986, MANAGEMENT HIGH TECH, P7 KNIGHT KE, 1985, TECHNOL FORECAST SOC, V27, P107 KROGH LC, 1988, RES TECHNOLOGY MANAG, V31, P10 LEAVITT HJ, 1975, MANAGERIAL PSYCHOL MARTINO JP, 1985, TECHNOLOGICAL FORECA, V27, P147 MCGRATH JE, 1964, NEW PERSPECT ORGAN, P533 MILLER JG, 1978, LIVING SYSTEMS PATTERSON WC, 1983, RES MANAGE, V26, P23 RANFTL RM, 1977, RES MANAGE, V20, P25 SAVIOTTI PP, 1985, TECHNOL FORECAST SOC, V27, P309 SCHAINBLATT AH, 1982, RES MANAGE, V25, P10 SHARIF MN, 1986, TECHNOL FORECAST SOC, V29, P119 YIN RK, 1984, CASE STUDY RES DESIG NR 21 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 5-6 BP 571 EP 587 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XG629 UT ISI:A1997XG62900010 ER PT J AU Liao, ZQ Greenfield, PF TI Major considerations in the corporate development of R&D strategies within Australian technology-based firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE R&D; decision making; strategic management; competitive market environment; technology-based firms; Australia AB The work reported in this paper empirically examines major considerations in corporate R&D decision making in Australia. A set of hypotheses are tested through analyzing the data obtained from one hundred and twelve technology-based companies with R&D activities, Australian R&D managers generally perceive that consistency with customer requirements, a firm's competitive strategy and the competitive market environment is critical for strategic R&D decision making. They also believe that R&D decisions must take into account both current technological trends and a firm's resources and capability, Australian companies, while taking advantage of government tax incentives for industrial R&D, do not regard such incentives as key to formulating corporate R&D strategies. C1 UNIV QUEENSLAND,OFF PRO VICE CHANCELLOR,BRISBANE,QLD 4072,AUSTRALIA. RP Liao, ZQ, NANYANG TECHNOL UNIV,NANYANG BUSINESS SCH,SINGAPORE 639798,SINGAPORE. CR 1992, SCITECH JUL, P12 *AUSTR BIOT ASS, 1990, AUSTR NZ BIOT DIR 19 *AUSTR BUR STAT, 1991, 81040 AUSTR BUR STAT *AUSTR SCI TECHN C, 1991, RES TECHN FUT DIR *BUR IND EC, 1989, 7 BUR IND EC AGPS *COMM DEP IND TECH, 150 TAX INC RES DEV *COMM DEP IND TECH, 1991, AUSTR SCI INN BRIEF *IND RES DEV BOARD, 1990, IND RES AUSTR, V1 *QUEENSL DEP BUS I, 1991, DIR RES DEV QUEENSL *TASK FORC COMM RE, 1991, BRING MARK BEAR RES DUSSAUGE P, 1994, STRATEGIC TECHNOLOGY ERICKSON T, 1991, ENG MANAGEMENT R SPR, P34 ERMERS A, 1988, SCI TECHNICAL RES CT EVANS PC, 1991, INNOVATION AUSTR FRANCIS S, 1992, BUSINESS WHOS WHO AU FROHMAN A, 1985, RES MANAGEMENT MAY, P36 FUMIO K, 1992, HARVARD BUSINESS JUL, P70 HILL CWL, 1992, STRATEGIC MANAGEMENT IRVINE J, 1988, EVALUATING APPL RES JOHNSTON R, 1990, TECHNOLOGY STRATEGY MITCHELL GR, 1988, INT J TECHNOL MANAGE, V3, P253 PORTER ME, 1983, RES TECHNOLOGICAL IN PORTER ME, 1985, COMPETITIVE ADVANTAG STACEY GS, 1990, INT J TECHNOLOGY MAN, V5, P398 THOMPSON A, 1993, STRATEGIC MANAGEMENT TWISS BC, 1989, R&D MANAGE, V19, P79 NR 26 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 5-6 BP 588 EP 600 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XG629 UT ISI:A1997XG62900011 ER PT J AU LeBlanc, LJ Nash, R Gallagher, D TI A comparison of US and Japanese technology management and innovation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology management; technological innovation; Japan; USA ID COMPANIES AB Small and medium enterprises (SMEs) have re-emerged as an important part of modem economies, because of their flexibility and innovative ability. We undertook research to understand how US and Japanese manufacturing SMEs develop and implement new technologies, with emphasis bn their external diffusion linkages. We specifically compared the sources and utilization of new technologies by SMEs and their reasons for implementation. Sources of technology include company affiliations, equipment sales representatives, parts vendors, public assistance programs, etc. The utilization of new technology includes basic computer equipment, CAD/CAM, CIM, FMS, and others. Reasons for implementing new technologies include lower cost, higher quality, faster product development time, and lower WIP. Surveys were sent to SMEs in Kentucky and Tennessee and in Japan in seven major industrial groups. In this article, we discuss and contrast these US vs. Japanese responses. C1 VANDERBILT UNIV,SCH ENGN,NASHVILLE,TN 37203. SAP AMER INC,ATLANTA,GA 30328. NATL INST SCI & TECHNOL POLICY SCI & TECHNOL AGCY,CHIYODA KU,TOKYO 100,JAPAN. RP LeBlanc, LJ, VANDERBILT UNIV,OWEN GRAD SCH MANAGEMENT,401 21ST AVE S,NASHVILLE,TN 37203. CR BILLINGS BA, 1995, R&D MANAGE, V25, P365 DAFT RL, 1993, ORG THEORY DESIGN DYER JH, 1993, SLOAN MANAGE REV, V35, P51 KUROKAWA S, 1996, SLOAN SCH MANAGE JAN LAWRENCE P, 1993, HARVARD BUSINESS JAN, P44 LIKER JK, 1996, RES POLICY, V25, P59 LYNN LH, 1993, J ENG TECHNOL MANAGE, V10, P53 MAJCHRZAK A, 1988, HUMAN SIDE FACTORY A SHAPIRA P, 1992, ISSUES SCI TECHNOL, V8, P66 SHAPIRA P, 1995, 1994 MODERNIZATION F SIMON H, 1992, HARVARD BUSINESS MAR, P115 STARR M, 1993, INT J TECHNOLOGY MAN, V8, P86 VASCONCELLOS E, 1994, IEEE T ENG MANAGE, V41, P315 NR 13 TC 5 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 5-6 BP 601 EP 614 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XG629 UT ISI:A1997XG62900012 ER PT J AU Henriksen, AD TI A technology assessment primer for management of technology SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology assessment; management of technology; technology analysis; competitiveness ID PUBLIC-POLICY; HEALTH-CARE; PERSPECTIVE; PRINCIPLE; QUESTIONS; MODEL AB Technology assessment (TA) is an important component of effective management of technology. It is therefore important for technology managers to have a range of technology assessment techniques in order to obtain meaningful information for making decisions and maintaining a viable position in the globally competitive marketplace. The purpose of this article is to compile and present a comprehensive toolkit of TA techniques that can lead to improved and more effective management of enterprise product, process, and supporting technologies. The numerous methods and techniques of TA are organized in this paper into nine different categories: economic analysis, decision analysis, systems engineering/analysis, technological forecasting, information monitoring, technical performance assessment, risk assessment, market analysis, and externalities/impact analysis. Specific assessment techniques in each of the nine categories are presented and discussed, and applications from the literature are provided. The role of the manager of technology in the TA process is emphasized. C1 LOS ALAMOS NATL LAB,TECHNOL & SAFETY ASSESSMENT DIV,MS F609,LOS ALAMOS,NM 87545. RP Henriksen, AD, UNIV NEW MEXICO,RO ANDERSON GRAD SCH MANAGEMENT,ALBUQUERQUE,NM 87131. CR 1995, MODERN HEALTHCARE, V25, P24 *OFF TECHN ASS, 1994, ID HEALTH TECHN WORK ARTHUR WB, 1990, SCI AM FEB, P92 AYRES RU, 1992, INT J TECHNOL MANAGE, V7, P17 BABCOCK C, 1995, COMPUTERWORLD, V29, P118 BEGLEY R, 1994, CHEM WEEK, V154, P24 BERKOWITZ D, 1993, HLTH SYSTEMS REV, V26, P36 BERNOLD T, 1985, R&D MANAGE, V15, P179 BRAUN E, 1987, INT J TECHNOLOGY MAN, V2, P515 BREINER S, 1994, R&D MANAGE, V24, P141 BRISTOL T, 1991, P C TECHN MAN NEW IN CASSAK D, 1991, MED MARKET MEDIA, V26, P70 CASTENADA ME, 1990, HEALTHCARE FORUM, V33, P100 CASTENDA ME, 1990, HEALTHCARE FORUM, V33, P105 CHAMBERS MR, 1991, INT J PROD ECON, V25, P191 CHAMBERS WC, 1995, INT J TECHNOL MANAGE, P48 CLAUSEN C, 1993, TECHNOL ANAL STRATEG, V5, P83 COATES JF, 1995, RES TECHNOL MANAGE, V38, P11 COATES VT, 1982, TECHNOLOGICAL FORECA, V22, P331 CREPEA AT, 1995, J CLIN ENG, V20, P297 DAVIS FD, 1989, MIS QUART, V13, P319 DEGEORGE RT, 1986, BUSINESS ETHICS DONOVAN PF, 1982, TECHNOLOGICAL FORECA, V22, P223 EDDY DM, 1989, OPER RES, V37, P210 FORRESTER JW, 1961, IND DYNAMICS GAGNON RJ, 1995, ENG MANAGEMENT J, V7, P15 GARBER AM, 1994, HEALTH AFFAIR, V13, P115 GERYBADZE A, 1994, R&D MANAGE, V24, P131 GILLILAND MW, 1991, J PROFESSIONAL ISSUE, V117, P123 GOODMAN CS, 1987, BUS HEALTH, V4, P14 GOONATILAKE S, 1994, TECHNOL FORECAST SOC, V45, P63 GOULET D, 1994, TECHNOL FORECAST SOC, V45, P47 GROTH JC, 1993, MANAGEMENT DECISIONS, V31, P34 HENRIKSEN AD, 1995, REMEDIATION, V5, P113 HENRIKSEN AD, 1995, REMEDIATION, V5, P7 HENRIKSON ADP, 1995, J ENV SCI HLTH A, V30, P2269 HILBRINK JO, 1989, IEEE T ENG MANAGE, V36, P37 HILBRINK JO, 1990, IEEE T ENG MANAGE, V37, P284 HOHMEYER O, 1993, TECHNOLOGY DEMOCRACY, V2, P409 HUMPHREYS KK, 1983, JELENS COST OPTIMIZA KEENEY RL, 1976, DECISIONS MULTIPLE O KILPATRICK AO, 1991, INT J PUBLIC ADMIN, V14, P59 KIRCHNER M, 1991, BUS HEALTH, V9, P20 KLOBAS JE, 1995, J INFORM SCI, V21, P95 KOGAN RJ, 1991, MED MARKET MEDIA, V26, P18 LINSTONE HA, 1975, DELPHI METHOD TECHNI LOHR KN, 1988, INQUIRY, V25, P37 LUMSDON K, 1992, HOSPITALS, V66, P2 MALONEY JD, 1982, TECHNOLOGICAL FORECA, V22, P321 MARTINO JP, 1993, TECHNOLOGICAL FORECA MAYO LH, 1982, TECHNOLOGICAL FORECA, V22, P267 MENDELSON DN, 1995, HEALTH AFFAIR, V14, P83 MERKHOFER MW, 1982, TECHNOLOGICAL FORECA, V22, P237 MURAMATSU R, 1990, TECHNOVATION, V10, P305 NAIMARK GM, 1994, MED MARKET MEDIA, V29, P36 NELSON CA, 1986, EUROPEAN J OPERATION, V24, P346 NEUMANN PJ, 1994, HEALTH AFFAIR, V13, P206 NOORI H, 1995, R&D MANAGE, V25, P309 OTTENSMEYER EJ, 1991, J BUS ETHICS, V10, P519 PORTER AL, 1980, GUIDEBOOK TECHNOLOGY PORTER AL, 1991, FORECASTING MANAGEME PRASAD AVS, 1990, TECHNOL FORECAST SOC, V38, P151 RAPPA MA, 1994, R&D MANAGE, V24, P183 READ MJ, 1994, INT J TECHNOLOGY MAN, V9 ROBINSON CJ, 1991, RISK MANAGEMENT, V38, P65 ROBINSON CJ, 1991, RISK MANAGEMENT, V38, P67 ROWLAND PJ, 1992, TRUSTEE, V45, P25 ROWLAND PJ, 1992, TRUSTEE, V45, P8 RUGE MH, 1993, P 1993 EUR SIM MULT, P139 RUGE MH, 1995, SYSTEMS ANAL MODELLI, V18, P763 SAATY TL, 1980, ANAL HIERARCHY PROCE SHIPLEY MF, 1991, P 1991 C TECHN MAN N SMITS R, 1995, POLICY SCI, V28, P271 SUYDAM PR, 1995, HOSPITAL MAT MANAGEM, V16, P58 TAYLOR KS, 1994, HOSP HEALTH NETWORK, V68, P58 TESAR G, 1994, R&D MANAGE, V24, P199 THORNBURY JR, 1992, EUR J RADIOL, V14, P147 TSCHIRKY HP, 1994, R&D MANAGE, V24, P121 ULVILA JW, 1987, INTERFACES, V17, P1 VANREMOORTERE F, 1992, RES TECHNOL MANAGE, V35, P8 WAGNER M, 1991, MODERN HEALTHCARE, V21, P29 WATTS D, 1993, HEALTHC FINANC MANAG, V47, P21 WHITE BL, 1988, TECHNOLOGY ASSESSMEN YOUSSEF MA, 1993, INT J TECHNOL MANAGE, V8, P355 ZAIDMAN B, 1987, R D MANAGE, V17, P269 NR 85 TC 7 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 5-6 BP 615 EP 638 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XG629 UT ISI:A1997XG62900013 ER PT J AU Liang, CK Nkasu, MM TI Stochastic project management (SPM) practices in Hong Kong and the Pearl River Delta area: A survey SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE project management; stochastic project management; Hong Kong industries; Pearl River Delta area industries AB This paper is a culmination of studies emanating from a survey which has been conducted into the current practices of stochastic project management among organizations within Hong Kong and the Pearl River Delta (PRD) zone of the Peoples' Republic of China (PRC). The study was prompted by the need to identify the concomitant stochastic variables which impinge upon successful project performances in Hong Kong in particular, and the Pearl River Delta area in general, as a prelude towards developing a suitable computer integrated stochastic project management methodology encompassing the key variables as identified. In addition, the study also sought to explore some of the project success barriers which the respondents had encountered individually and collectively during the course of the performance of a project which they had recently completed either in Hong Kong or in the PRD, in terms of various parameters such as access to appropriate computer tools (hardware and software), the computer literacy level of the project managers, and the impact of other emerging technologies. One of the notable outcomes of this study is that the most significant stochastic variables influencing project management success among the 62 respondents involved in the survey are the resources - personal, equipment, materials, funds, etc. - utilised. This leads one to adduce that the factor of resources sharing between a number of activities play a significant role in project performance success in Hong Kong and the PRD. In this paper, these and other results emanating from the study are presented, discussed and some inferences and/or implications for the development of a coherent and pragmatic stochastic project management methodology are drawn. C1 CITY UNIV HONG KONG,DEPT MFG ENGN & ENGN MANAGEMENT,KOWLOON,HONG KONG. CR *CHIN MAN ASS HONG, 1993, DIR MEMB CHIN MAN AS *FED HONG KONG IND, 1992, HONGKONG IND FEB, P10 *GT PUBL LTD, IND AUTOMATIC, V11 *GT PUBL LTD, IND AUTOMATION, V12 *HONG KONG GOV, 1994, HONG KONG CAR DIR *HONG KONG PROD CO, 1994, HONG KONG PRODUC JUL, P17 *HONG KONG TEL, 1993, HONG KONG BUS TEL DI *HONG KONG TRAD DE, 1993, HONG KONG ENT, V11 *HONG KONG TRAD DE, 1993, HONG KONG ENT, V12 *PROV GUANGD TEL C, 1994, PROV GUANGD BUS TEL *SHENZH TEL CO, 1994, SHENZH YELL PAG BADIRU AB, COMPUTER TOOLS MODEL CHUAH KB, INT J PROJECT MANAGE, V13, P253 GOBELI DH, 1987, PROJECT MANAGEMENT J, V18, P81 LARSON EW, 1992, IEEE T ENG MANAGE, V36, P119 MEREDITH JR, 1989, PROJECT MANAGEMENT M NKASU MM, 1993, P 2 INT C MAN TECHN, P470 NKASU MM, 1995, INT J COMPUTERS JAN NKASU MM, 1995, ME RES B, V3, P51 NORUSIS MJ, 1993, REFERENCE GUIDE SPSS ROSSI PH, 1983, HDB SURVEY RES SUNG YW, 1991, CHINA HONG KONG CONN TUMMALA VMR, 1993, P 2 INT M, P383 UPTON GJG, 1978, ANAL CROSS TABULATED WEISBERG HF, 1989, INTRO SURVEY RES DAT NR 25 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 5-6 BP 639 EP 660 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XG629 UT ISI:A1997XG62900014 ER PT J AU Liu, SJ Shyu, J TI Strategic planning for technology development with patent analysis SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE patent; TFT (Thin Film Transistor); LED (Light Emitting Diode); strategic planning; Taiwan AB Patents contain much technological information. This paper demonstrates that patent analysis facilitates a unique scheme for technology development. Two cases are employed to illustrate the effectiveness of a patent database. The first case provides strategic planning for developing Light Emitting Diode (LED) material technology. The second case, involving Thin Film Transistor (TFT), displays that the development trend in related patents corresponds to the technology roadmap in the industrial sector. To reduce the uncertainties of solely employing patent data, this study also incorporates academic journal findings and industrial information. Results presented herein demonstrate that patents can function not only as a map for tracking the technology trajectory, but also a guidepost for technology planning and forecasting. C1 EPISTAR CORP,HSINCHU,TAIWAN. RP Liu, SJ, NATL CHIAO TUNG UNIV,INST MANAGEMENT TECHNOL,HSINCHU,TAIWAN. CR *OFF TECHN ASS FOR, 1977, 8 REP TECHN ASS FOR ALOK K, 1991, IEEE T ENG MANAGE, V38, P78 ASHTON B, 1988, RES TECHNOL MANAGE, V31, P42 ASHTON WB, 1989, RES TECHNOL MANAGE, V32, P36 BASBERG BL, 1987, RES POLICY, V16, P131 BEIER F, 1991, IIC, V8, P387 BERKOWITZ L, 1993, RES TECHNOL MANAGE, V36, P26 LIU SJ, 1997, INT J TECHNOL MANAGE, V13, P308 MARTIN BR, 1983, RES POLICY, V12, P76 MASAKI K, 1991, DISPLAY DEVICES, V2, P24 MOGEE ME, 1991, RES TECHNOL MANAGE, V34, P43 NARIN F, 1987, RES POLICY, V16, P143 NARIN F, 1992, SCI PUBL POLICY, V19, P369 WADA T, 1992, OPTOELECTRONICS DEVI, V7, P211 WERNER K, 1994, IEEE SPECTRUM JUL, P30 ZENZO T, 1991, DISPLAY DEVICES, V2, P20 NR 16 TC 8 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 5-6 BP 661 EP 680 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XG629 UT ISI:A1997XG62900015 ER PT J AU DeFilippo, JS TI World-class manufacturing in Chengdu: A case study on China's first aviation joint venture SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE lean manufacturing; cellular manufacturing; pull production; one-piece flow; aerospace; joint venture; globalization; China; Chengdu Engine Company; Pratt & Whitney AB This paper describes the economic conditions in China that contributed to a joint venture between United Technologies' Pratt & Whitney and Chengdu Engine Company. It discusses the elements of world-class manufacturing that Pratt & Whitney brings to the Sino-American venture. The paper examines Chinese cultural attributes and management practices that may conflict with the philosophies of world-class manufacturing. Presents a case study on how Pratt & Whitney and some other global companies are confronting and minimizing such conflicts. It argues that China can, and does, successfully adopt world-class management practices when the global partner is sensitive to the legacy of central planning. Concludes with some lessons learned by Pratt & Whitney and others that may be of value to business leaders who are contemplating joint ventures with Chinese partners. RP DeFilippo, JS, UNIV CONNECTICUT,SCH BUSINESS,GREAT HARTFORD AREA CAMPUS,1800 ASYLUM AVE,W HARTFORD,CT 06117. CR 1984, MASSACRE INNOCENTS, V1, P30 1994, CHINA BUSINESS PORTA 1996, CHEM WEEK 0804, P6 1996, FORGING NEW BONDS FL 1996, WALL STREET J 1226 *EC INT UN LTD, 1996, CHANG CORP CULT CHIN *PR NEWSW ASS, 1996, PR NEWSWIRE 0212 *US DEP COMM INT T, 1994, CHIN BUS GUID GERACE TA, 1995, HARVARD BUSINESS MAR HALL RW, 1987, ATTAINING MANUFACTUR KENNEDY RM, 1996, COMMUNICATION 1125 KRISTOFF ND, 1989, NY TIMES 0621, A8 LEWIS D, 1995, LIFE DEATH JOINT VEN LUBBEN RT, 1988, JUST TIME MANUFACTUR MALLOY RL, 1994, CHINA GUIDE MONDEN Y, 1986, APPL JUST TIME AM JA OVERHOLT WH, 1993, CHINA NEXT EC SUPERP SUZUKI K, 1993, NEW SHOP FLOOR MANAG WANG W, 1996, COMMUNICATION 1125 NR 19 TC 4 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 5-6 BP 681 EP 694 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XG629 UT ISI:A1997XG62900016 ER PT J AU Link, AN Finan, WF TI Quantifying the private returns to collaborative research: The case of SEMATECH SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE SEMATECH; collaborative research AB American companies have embraced collaborative research ventures as an organizational form conducive for carrying out critical, advanced research programs. This is evidenced, in part, by the rapid growth in consortium research since the passage of the US National Cooperative Research Act of 1984. However, there is a conspicuous absence of detailed case studies that document the returns to member companies involved in collaborative research ventures. This void is due to the perception, both on the part of consortium managers and member companies, that such an evaluation would lack rigour and be too cumbersome to undertake. This paper presents a general methodology for evaluating the returns to collaborative research membership, and illustrates it by summarizing an analysis of the private returns to the corporate members of a cooperative research venture called SEMATECH. C1 TECHNECON ANALYT RES,WASHINGTON,DC 20037. RP Link, AN, UNIV N CAROLINA,JOSEPH M BRYAN SCH BUSINESS & ECON,GREENSBORO,NC 27412. CR *SEMATECH, 1993, AM PARTN WORKS ANN R *US GEN ACC OFF, 1992, SEMATECHS TECHN PROG ALRICH HE, 1995, RES POLICY, P301 BEECY LR, 1994, QUANTIFYING PRIVATE BIDAULT F, 1994, R&D MANAGE, P33 DODGSEN M, 1992, TECHNOLOGICAL COLLAB FINAN WF, 1994, EVALUATION VALUE SEM GRILICHES Z, 1992, SCANDINAVIAN J EC, V94, P29 GRINDLEY P, 1994, J POLICY ANAL MANAG, P723 HAGEDOORN J, 1995, RES POLICY, P207 IRWIN DA, 1994, 4974 NBER JUSTMAN M, 1995, RES POLICY, P259 LEYDEN DP, 1992, GOVT ROLE INNOVATION LINK AN, 1987, TECHNOLOGICAL CHANGE LINK AN, 1989, COOPERATIVE RES DEV LINK AN, 1989, COOPERATIVE RES US M LINK AN, 1992, C R D TAX POL REV PL LINK AN, 1993, EVALUATING R D IMPAC LINK AN, 1994, NAT SCI F C FUT DIR LINK AN, 1995, FISCAL MEASURES PROM LINK AN, 1996, REV IND ORGAN, P617 LINK AN, 1996, REV IND ORGAN, P737 SCHILL RL, 1994, R&D MANAGE, P261 ZAGNOLI P, 1994, R&D MANAGE, P3 ZUSCOVITCH E, 1988, FUTURES, P266 NR 25 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 5-6 BP 695 EP 705 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA XG629 UT ISI:A1997XG62900017 ER PT J AU Hansen, SO Wakonen, J TI Innovation, a winning solution? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Schumpeter; European Union; Green Paper on Innovation; invention; diffusion; dissemination; technology; competitiveness AB Ever since professor Joseph Schumpeter defined a cycle starting phenomenon that became established as innovation have societies as well as enterprises been on trails to find innovations. The definitional requirement of starting cycles was rightly interpreted as equal to success. This shortcut might have caused some confusion that is detectable in today's wide and equivocal use of the term innovation. Definitional accuracy is a virtue itself. But it neither makes or breaks success and from success' point of view it might not even be interesting whether there is an unequivocal definition of innovation, it only seeks its own survival. The importance of discussing definition is justified by the conceptual change in the occurrence of innovation: it is no longer a scientifically verifiable fact based on detected data, or that has become the more seldom employed dimension, but a future expectation. The latter receives increasing amounts of funding and is the core activity of large and small enterprises. Innovation is an activity attracting major interest particularly in Europe. The European Union has prepared for the adoption of an innovation programme which has gone through a wide review in all the Member States. The objectives inbound to this initiative are wide and comprehensive. They range from the old cliche of 'Europe lags behind' to solving the unemployment problems in Europe. There is no doubt that the stakes are high in innovation. The overall weight of innovation is enough to justify any measures. That, however, is not the complete picture. Innovation as an activity, a solve-all serendipity has fundamental societal relevance beyond its expected results. The matter in point is financing or even direct support. It seems that societal financiers assume increasing responsibility for providing means for 'innovative' ventures in the hope of allowing innovations to mature. Whatever the purpose of the main exercise, it is important that the difinitional clarities prevail under circumstances of multiple interests such as innovation being vital as well for the private as the public domain. Although misconceptions seldom are causes in their own right it could be of essence to clarify the basic tenets in a branch that is under continuous public interest. C1 ERKSAAR LTD,WORLD TRADE CTR TURKU,TURKU 20100,FINLAND. RP Hansen, SO, VAASA UNIV,WOLFFINTIE 34,VAASA 65200,FINLAND. CR 1996, CORDIS FOCUS 0812 1996, SCRIP 0730 1996, SCRIP MAGAZINE JUL *COMM EUR COMM DG, 1994, GOOD PRACT MAN TRANS, V1 *COMM EUR COMM, 1993, B EUR COMM S, V6 *EUR COMM, 1995, GREEN PAP INN DRAFT *OECD, 1988, SCI TECHN POL OUTL CLEMENCE RV, 1950, SCHUMPETERIAN SYSTEM DELEUZE G, 1995, NEGOTIATIONS 1972 19 HALE D, 1996, SCRIP MAGAZINE JUL KUHN TS, 1967, STRUCTURE SCI REVOLU KUHN TS, 1974, CRITICISM GROWTH KNO NAUWELAERS C, 1995, INNOVATIVE REGIONS C RADFORD C, 1996, DRIVING CALIFORNIA SCHUMPETER J, 1931, THEORIE WIRTSCHAFTLI SCHUMPETER J, 1989, ESSAUYS THOMAS F, 1996, SCRIP MAGAZINE JUL NR 17 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 4 BP 345 EP 358 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WY514 UT ISI:A1997WY51400001 ER PT J AU Jenkins, S Forbes, S Durrani, TS Banerjee, SK TI Managing the product development process .1. An assessment SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE phase development; stage/gate models; product and cycle-time excellence; technology acquisition ID RESEARCH-AND-DEVELOPMENT; DEVELOPMENT CYCLE; PROJECTS AB Recent studies have indicated that a company's chances of success in launching new products is dependent upon the management of the new product development process. The increasing rate of technological change coupled with increasing global competition, means that a high rate of new product development and introduction in the marketplace is vital to a company's continued growth and long-term survival. In this part methodologies for new product development, including: (a) Phased Development, (b) Stage/Gate Models, (c) Product and Cycle-time Excellence - PACE and, (d) Total Design, are investigated. The strengths and weaknesses of each methodology are assessed and proposals for improved management of the new product development process in manufacturing are discussed. C1 UNIV STRATHCLYDE,DEPT DESIGN MANUFACTURE & ENGN MANAGEMENT,GLASGOW G1 1XJ,LANARK,SCOTLAND. RP Jenkins, S, UNIV STRATHCLYDE,ROYAL COLL,DEPT ELECT & ELECT ENGN,204 GEORGE ST,GLASGOW G1 1XW,LANARK,SCOTLAND. CR BOOZ A, 1982, NEW PRODUCT MANAGEME BOWEN HK, 1994, HARVARD BUS REV, V72, P110 BOWEN HK, 1994, HARVARD BUS REV, V72, P131 BURKART RE, 1994, RES TECHNOL MANAGE, V37, P27 COOPER RG, 1990, BUSINESS HORIZON MAY, P20 COOPER RG, 1993, LONG RANGE PLANN, V26, P74 COOPER RG, 1994, INT MARKET REV, V11, P60 COOPER RG, 1994, J PROD INNOVAT MANAG, V11, P3 DEMAIO A, 1994, EUR J OPER RES, V78, P178 DONOVAN SS, 1994, RES TECHNOL MANAGE, V37, P12 KUCZMARSKI TD, 1992, PLANNING REV JUL, P24 MCGRATH ME, 1992, PRODUCT DEV SUCCESS MURPHY K, 1992, PERS J, V71, P60 NEWTON DP, 1994, R&D MANAGE, V24, P83 OCONNOR P, 1993, R D MAGAZINE JUL, P67 PUGH S, 1990, TOTAL DESIGN INTEGRA ROUSSEL PA, 1991, 3 GENERATION R D SMITH PG, 1991, DEV PRODUCTS HALF TI SMITH PG, 1992, RES TECHNOL MANAGE, V35, P44 TOWNER SJ, 1994, LONG RANGE PLANN, V27, P57 WHEELWRIGHT SC, 1992, HARVARD BUS REV, V70, P70 WHITING R, 1991, ELECT BUSINESS JUN, P40 WHITING R, 1991, ELECT BUSINESS JUN, P50 YOUNG LH, 1991, ELECT BUSINESS JUN, P75 NR 24 TC 4 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 4 BP 359 EP 378 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WY514 UT ISI:A1997WY51400002 ER PT J AU Jenkins, S Forbes, S Durrani, TS Banerjee, SK TI Managing the product development process .2. Case studies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE phase development; stage/gate models; product and cycle-time excellence; technology acquisition; best practice; recommendations ID DEVELOPMENT CYCLE AB In part I the management of product development was studied, and a number of methodologies were assessed. The work identified the principle strengths and weaknesses contained within structured product development processes in use in industry today. These methodologies have been credited with a fair degree of success in improving the productivity and quality of the product development process. The aim of this paper is to describe how these methodologies are applied in a number of case study organizations, and to present proposals for the improvement and continued development of the product development management process. A proposed framework for product development is presented that may act as a guide for companies seeking to advance the quality of their current product development process. C1 UNIV STRATHCLYDE,DEPT DESIGN MANUFACTURE & ENGN MANAGEMENT,GLASGOW G1 1XW,LANARK,SCOTLAND. RP Jenkins, S, UNIV STRATHCLYDE,DEPT ELECT & ELECT ENGN,204 GEORGE ST,GLASGOW G1 1XW,LANARK,SCOTLAND. CR BOWEN HK, 1994, HARVARD BUS REV, V72, P110 BROWNLIE DT, 1992, IND MANAGEMENT DATA, V92, P3 BURKART RE, 1994, RES TECHNOL MANAGE, V37, P27 CHESTER AN, 1994, RES TECHNOL MANAGE, V37, P25 COOPER RG, 1990, BUSINESS HORIZON MAY, P20 COOPER RG, 1993, LONG RANGE PLANN, V26, P74 COOPER RG, 1994, INT MARKET REV, V11, P60 COOPER RG, 1994, J PROD INNOVAT MANAG, V11, P3 DONOVAN SS, 1994, RES TECHNOL MANAGE, V37, P12 KUCZMARSKI TD, 1992, PLANNING REV JUL, P24 MCGRATH ME, 1992, PRODUCT DEV SUCCESS MURPHY K, 1992, PERS J, V71, P60 OCONNOR P, 1993, R D MAGAZINE JUL, P67 ROUSSEL PA, 1991, 3 GENERATION R D SMITH PG, 1992, RES TECHNOL MANAGE, V35, P44 TOWNER SJ, 1994, LONG RANGE PLANN, V27, P57 WHEELWRIGHT SC, 1992, HARVARD BUS REV, V70, P70 WHITING R, 1991, ELECT BUSINESS JUN, P40 WHITING R, 1991, ELECT BUSINESS JUN, P50 NR 19 TC 3 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 4 BP 379 EP 394 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WY514 UT ISI:A1997WY51400003 ER PT J AU Kim, JS Choi, JH TI Barriers to the software industry development in Japan: The structure of the industry and software manpower SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Japanese software industry; division of labour; deviated market structure; management practices; productivity; supply structure of software manpower; firms' performance AB While the Japanese manufacturing firms have competitiveness in the world market, the Japanese software industry seems to be unsuccessful yet despite some efforts in firms and government. In this paper, we try to find Out the reason through an analysis of industry structure and software manpower. As most businesses in the Japanese software industry were done by the division of labour for the customized software development of the mainframe computer, the software industry was largely driven by mainframe computer vendors. In this business practice, the highly dependent relationship between firms had a large influence on the exploitation of software manpower as well as its performance in the firm. Another feature is the deviated market structure to one side. In the structural characteristics such as the division of labour and the deviated market structure, software firms focused on managerial issues rather than on the development of a creative and innovative developer's ability. The issues of software manpower show the close interaction with the industry structure. In addition, it is shown that the software industry has been developed by a quantitative manpower expansion rather than a qualitative improvement. In particular, the problems in the supply side are considered, An analysis of manpower in the firm shows the low productivity of the software developer. With the results of an analysis of the industry structure and manpower in the Japanese software industry, we suggest some implications. RP Kim, JS, KOREA ADV INST SCI & TECHNOL,GRAD SCH MANAGEMENT,DONGDAEMOON GU,207-43 CHEONGRYANGRI DONG,SEOUL 130012,SOUTH KOREA. CR *MIN INT TRAD IND, 1987, SOFTW MANP 2000 AKIMA N, 1989, IEEE SOFTWARE MAR, P13 ALIC JA, 1991, TECHNOL ANAL STRATEG, V3, P177 AZUMA M, 1994, J SYST SOFTWARE, V26, P5 BABA Y, 1995, RES POLICY, V24, P473 CARMEL E, 1995, IEEE T ENG MANAGE, V42, P50 COTTRELL T, 1994, RES POLICY, V23, P143 CUSUMANO MA, 1989, IEEE SOFTWARE MAR, P23 CUSUMANO MA, 1990, MANAGE SCI, V36, P1384 CUSUMANO MA, 1991, JAPANS SOFTWARE FACT HAUPTMAN O, 1990, J ENG TECHNOL MANAGE, V7, P49 HUMPHREY WS, 1991, 13TH IEEE P ICSE, P38 IMANO K, 1990, SOFTWARE IND MANAGEM KOPEZ H, 1993, SOFTWARE IND CURRENT STEINMULLER WE, 1995, INT COMPUTER SOFTWAR TOTSUKA H, 1990, JAPANESE SOFTWARE IN UTTAL B, 1984, FORTUNE, V15, P112 WAKASUGI R, 1992, RES POLICY, V21, P1 YOSHI H, 1992, PRACTICE PERSPECTIVE NR 19 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 4 BP 395 EP 412 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WY514 UT ISI:A1997WY51400004 ER PT J AU Lennon, SJ TI The management of technology in a South African power utility SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology; management; electric; utility; research; decision-making; organization; characteristics AB In a changing South Africa there is increasing competition for scarce resources for social reconstruction, economic development and environmental benefaction. It is therefore critical that resources are optimally allocated through good management practices. Technology management is seen to play a major role in this regard. This is particularly so for a capital and technology intensive industry such as a power utility. This paper describes the technology management influences in a large power utility and discusses how these may be addressed via the application of the Management of Technology (MOT). The relevant decision making factors and organization characteristics for effective MOT are detailed. It is concluded that MOT should be an integral part of business management in playing a major role in defining the strategic direction and business efficacy of any technology dependent organization. CR ABETTI PA, 1991, SPECIAL PUBLICATION, P40 BATEMAN TS, 1990, MANAGEMENT FUNCTION, P411 COLLINS G, 1991, SPECIAL PUBLICATION, V6, P568 SWIERCZECK FW, 1991, SPECIAL PUBLICATION, V6, P1 TURNER CR, 1991, ELECT CONTROL MAR, P15 NR 5 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 4 BP 413 EP 420 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WY514 UT ISI:A1997WY51400005 ER PT J AU Plenert, G TI Requirements for technology transfer to Third World countries SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology transfer; Third World countries; production planning AB Why do Western production planning and control systems including MRP and JIT enjoy little or no success in Third World countries? Haven't we in the West already learned the best methods of production control? Shouldn't these same control systems be transferable to factories in other countries? This article discusses the key differences that exist in the installation of Production Planning systems in developing environments and discusses what these experiences teach Western manufacturers about their plants. RP Plenert, G, BRIGHAM YOUNG UNIV,MSM,IBM,PROD & QUAL RES GRP,660 TNRB,PROVO,UT 84602. CR GOLDRATT EM, 1986, GOAL NADLER G, 1990, BREAKTHROUGH THINKIN PASCALE RT, 1981, ART JAPANESE MANAGEM PLENERT GJ, 1982, PRODUCTION INVENTORY, V23 PLENERT GJ, 1988, INT J MANAGEMENT DEC PLENERT GJ, 1988, KYBERNETES, V17 PLENERT GJ, 1989, ADV MANUFACTURIN OCT PLENERT GJ, 1989, ORG DEV J SPR, V7 PLENERT GJ, 1990, INT MANAGEMENT PRODU PLENERT GJ, 1990, INTERFACES, V21 NR 10 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 4 BP 421 EP 425 PG 5 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WY514 UT ISI:A1997WY51400006 ER PT J AU Levy, M Powell, P TI Assessing the value of information systems planning at Heath Springs SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE information systems; planning; small and medium sized enterprises; competitive advantage AB While information systems planning has long been advocated for large businesses, there has only been a tacit feeling that smaller companies can gain from such activities. Further, there are very few worked examples of how smaller companies might carry out information systems planning and what benefits might be obtained. This paper attempts to address both these deficiencies by describing the development of an information systems plan for a UK spring manufacturer and then analysing the potential benefits that may accrue to the organization. RP Levy, M, UNIV WARWICK,WARWICK BUSINESS SCH,INFORMAT SYST RES UNIT,COVENTRY CV4 7AL,W MIDLANDS,ENGLAND. CR CHECKLAND P, 1981, SYSTEMS THINKING SYS EARL MJ, 1989, MANAGEMENT STRATEGIE GALLIERS RD, 1991, J INFORMATION SYSTEM, V1 GALLIERS RD, 1993, J INFORMATION SYSTEM, V3 KANTER RM, 1994, HARVARD BUSINESS JUL LEVY M, 1996, EVALUATING FRAMEWORK NOLAN RL, 1979, HARVARD BUSINESS MAR SINCLAIR SW, 1986, J INFORMATION SY SPR, P8 WARD J, 1990, STRATEGIC INFORMATIO NR 9 TC 4 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 4 BP 426 EP 442 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WY514 UT ISI:A1997WY51400007 ER PT J AU Ventura, J Marbella, F TI An analysis of the process of packaging substitution in the drinks industry: The Spanish case SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technological change; drinks packaging industry; Spain AB The aim of this article is to describe and analyse the factors governing the process of diffusion of technological change in the drinks packaging industry which occurred in Spain between 1982 and 1992. This industry is characterised by the presence of four main technological choices: glass bottles, composite cartons, plastic containers, and metal cans. These compete to satisfy the demands of the bottling industry. This brings with it a need to carry out any analysis of the competition among them on two planes: on the one hand, competition between different sections of industry, and on the other competition between firms in the same section. Moreover, the processes and results of competition affecting containers will be modified by regulations aimed at protecting the environment. This set of factors, together with the current patterns and tendencies affecting the world of consumers and the presence of major multinational industrial groups both in the supply of containers and as users and distributors of them, leads to a high level of complexity in the chain of production linking basic raw materials to finished goods and to disposal of them after use, affected by environmental concerns. C1 UNIV LEON,E-24071 LEON,SPAIN. RP Ventura, J, UNIV OVIEDO,FAC CC ECON & EMPRESARIALES,AVE CRISTO S-N,E-33071 OVIEDO,SPAIN. CR ABELL DF, 1980, DEFINING BUSINESS ST BAIN JS, 1956, BARRIERS NEW COMPETI BOWER, 1986, WHEN MARKETS QUAKE MANSFIELD E, 1961, ECONOMETRICA, V29 PENROSE ET, 1959, THEORY GROWTH FIRM PORTER ME, 1991, STRATEGIC MANAGE J, V12, P95 PRAHALAD C, 1990, HARVARD BUS REV, V66, P79 STONEMAN P, 1995, HDB EC INNOVATION TE TIROLE, 1990, THEORY IND ORG NR 9 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 4 BP 443 EP 460 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WY514 UT ISI:A1997WY51400008 ER PT J AU Freund, B Konig, H Roth, N TI Impact of information technologies on manufacturing SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE information technology; manufacturing; production; cultural change; changes in industry and society; product innovation; productivity enhancement; simulation AB The article defines and describes the impacts of Information Technologies on manufacturing, where manufacturing is understood as the process of producing the product capabilities according to customer needs, covering all the steps in the value adding chain. The first impact describes changes in society and industry with a focus on employment and industrial relations. The second impact is on dynamics of technological and business processes by usage of simulation as an interdisciplinary acceleration tool. The third impact deals with both electronics and software as value adding core elements of products. A fourth impact may be identified on classic products, where sensor technologies speed up production processes with a significant quality enhancement. Finally the impact of information technology on the human user itself is addressed. Cultural change is shown to be necessary and inevitable to tackle the future economical risks of the information age. RP Freund, B, SIEMENS AG,CORP PROD DEPT,OTTO HAHN RING 6,D-81730 MUNICH,GERMANY. CR BURCKHARDT W, 1994, MUNCH K DOEMENS G, 1995, INT C REC ADV MECH I KONIG H, 1992, 492 CIM NEFIODOW LA, 1991, FUNFTE KONDRATIEFF SIEMENS AG, 1995, SINUMERIK 840D DIGIT TEICHMANN D, 1994, 23 INT FEM C BAD BAD NR 6 TC 4 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 3 BP 215 EP 228 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WY513 UT ISI:A1997WY51300001 ER PT J AU Brown, MA TI Performance metrics for a technology commercialization program SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE program evaluation; technology policy; performance metrics ID INNOVATION PROGRAMS; GOVERNMENT AB This paper describes the results of an evaluation of the Energy-Related Inventions Program (ERIP), one of the longest-running commercialization assistance programs in the USA. The program has been subjected to a series of evaluations since 1984. The performance metrics produced over this decade of data collection, when compared with metrics from other technology innovation efforts, suggest that the Energy-Related Inventions Program has been highly successful. The process of generating these metrics has underscored some of the difficult issues that must be addressed to fairly appraise public investments in technology commercialization. These include: (1) the need to track the progress of program participants for extended periods; (2) complexities associated with accounting for spin-off technologies; (3) determining the external and internal validity of program evaluations; and (4) dealing with performance data that are dominated by a small number of highly successful technologies. RP Brown, MA, OAK RIDGE NATL LAB,ENERGY EFFICIENCY & RENEWABLE ENERGY PROGRAM,POB 2008,OAK RIDGE,TN 37831. CR 1991, CHEM ENG NEWS 0708 *BOOZ HAM, 1982, MAN 1980S *EN INF ADM, 1995, DOEEIA038494 *FUT GROUP, 1984, NTIS US SMALL BUS AD *OFF TECHN ASS, 1995, OTABPITC165 *US C, 1995, OTABPITC165 *US DEP COMM, 1995, STAT ABSTR US 1995 *US DEP EN, 1995, CORP R D TRANS CHANG *US DEP EN, 1995, EN TOD TOM INV STRON BIRLEY S, 1987, J BUS VENTURING, V2, P155 BROWN MA, 1993, J TECHNOLOGY TRANSFE, V18, P5 BROWN MA, 1993, TECHNOL SOC, V15, P185 BROWN MA, 1994, ORNLCON381 BROWN MA, 1995, RES POLICY, V24, P669 BUISSERET TJ, 1995, INT J TECHNOL MANAGE, V10, P587 CAMPBELL DT, 1971, EXPT QUASI-EXPT DESI CHRISMAN JJ, 1987, J BUS VENTURING, V2, P315 COOPER RG, 1983, RES MANAGE, V26, P20 CRAWFORD CM, 1987, RES MANAGE, V30, P20 DOMBROWSKI LP, 1991, GAS RES INSIGHTS MAY FLORIDA R, 1993, ISSUES SCI TECHNOL, V9, P61 GELLER H, 1996, AM COUNCIL ENERG FEB KIRCHHOFF BA, 1988, J BUSINESS VENTURING, V3, P261 LIVESAY HC, 1996, TECHNOVATION, V16, P173 ROESSNER JD, 1989, RES POLICY, V18, P343 RORKE ML, 1986, LONGITUDINAL EXAMINA TASSEY G, 1995, TECHNOLOGY EC GROWTH, P95 NR 27 TC 3 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 3 BP 229 EP 244 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WY513 UT ISI:A1997WY51300002 ER PT J AU Noori, H Munro, H Deszca, G Cohen, M TI Managing the P/SDI process: Best-in-class principles and leading practices SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE benchmarking; new product and service development ID FIRMS AB In today's competitive, high technology markets where firms are faced with persistently falling margins, a well-managed Product/Service Development and Introduction (P/SDI) process is critical to success. This article begins by outlining the typical problems and issues faced by high technology firms in the management of their P/SDI processes. An in-depth best-in-class benchmarking exercise uncovered leading practices that have contributed to more 'efficient' and 'effective' P/SDI processes. Since these exact practices cannot be expected to perfectly match the needs of all high technology firms, best-in-class principles are developed which underlie and drive P/SDI success. Adherence to these principles is key for firms to decrease costs, increase revenue, and improve overall profitability associated with a more successfully managed P/SDI process. C1 UNIV BRADFORD,BRADFORD BD7 1DP,W YORKSHIRE,ENGLAND. RP Noori, H, WILFRID LAURIER UNIV,SCH BUSINESS & ECON,WATERLOO,ON N2L 3C5,CANADA. CR 1992, MACHINE DESIGN 0910, V64, P81 1993, DATAMATION 0715, V39, S12 1994, HEALTHCARE PR M 0908, V3 1996, BUSINESS WIRE 0723 *BOOZ HAM, 1982, NEW PROD MAN 1980S BERGEN SA, 1988, R&D MANAGE, V18, P201 BLACKWOOD F, 1996, SAN FRANCISCO B 0510, V10, P38 BLEICHER F, 1989, ORGANIZATION, P355 BOBROW EE, 1991, MARKETING NEWS APR, V15, P27 CAPON N, 1990, MANAGE SCI, V36, P1143 CAULKIN S, 1990, MANAGEMENT TODAY NOV, P60 COOPER RG, 1993, ENG MANAGE REV, V21, P5 COOPER RG, 1995, J PROD INNOVAT MANAG, V12, P374 CRAWFORD CM, 1984, J PROD INNOVAT MANAG, V2, P85 DESZCA G, 1996, LAURIER BUSINESS SCH DETORO I, 1995, QUALITY PROGR JAN, P61 DWYER LM, 1990, INT J TECHNOL MANAGE, V5, P721 EALEY L, 1991, AUTOMOTIVE IND JAN, V171, P28 FUREY T, 1987, PLANNING REV SEP GATTENIO CA, 1996, CMA MAGAZINE APR, P21 GUPTA A, 1992, J PRODUCTION INNOVAT, P11 HEGARTY WH, 1990, J PROD INNOVAT MANAG, V7, P186 HOWIE P, 1993, AEROSPACE AM APR, P31 JOHNE A, 1988, R&D MANAGE, V18, P227 MARTIN A, 1993, PRISM, P119 MILLER C, 1993, MARKETING NEWS, V13, P10 MILLER LG, 1993, J CLIN PSYCHOPHARM, V13, P1 NICHOLS G, 1996, ABA BANK J JUN, P20 NOORI H, 1995, PRODUCTION OPERATION NOORI H, 1996, LAURIER BUSINESS SCH OSENGA M, 1994, DIESEL PROG ENGINE D, V60, P10 PORTER ME, 1985, COMPETITIVE ADVANTAG PYROR L, 1989, J BUSINESS STRAT NOV, P29 ROSENEAU M, 1990, FASTER NEW PRODUCT D RUMMLER G, 1991, SUPERVISION MAY SHRIVASTAVA P, 1987, J MANAGE STUD, V24, P24 SLATER SF, 1993, IND MARKET MANAG, V1, P225 SPENDOLINI M, 1992, BENCHMARKING BOOK SWINK M, 1996, BUS HORIZONS, V39, P41 TUCKER F, 1987, HARVARD BUSINESS JAN URBAN GL, 1980, DESIGN MARKETING NEW WALLEK S, 1991, MCKINSEY Q, V1 WHEELWRIGHT S, 1995, LEADING PRODUCT DEV YOVOVICH BG, 1993, BUS MARKET, V1, P33 ZANGWILL W, 1993, LIGHTNING STRATEGIES NR 45 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 3 BP 245 EP 268 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WY513 UT ISI:A1997WY51300003 ER PT J AU McCarthy, I Leseure, M Ridgway, K Fieller, N TI Building a manufacturing cladogram SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE cladistic; manufacturing; management; evolution; classification AB This article presents the findings of an investigation into the classification of manufacturing systems based on cladistics and the theory of natural selection. The article describes the benefits and application of cladistic classifications for those concerned with manufacturing advancement and technology management. The information presented provides researchers and consultants who have no prior knowledge of classification theory, with an introduction to this school of classification, along with rules and guidelines on how to construct, validate and analyse a manufacturing system cladogram. RP McCarthy, I, UNIV SHEFFIELD,DEPT ENGN MECH,MAPPIN ST,SHEFFIELD S1 3JD,S YORKSHIRE,ENGLAND. CR *EPSRC, 1996, BLUEPR CONTR DES PRO CAMIN JH, 1965, EVOLUTION, V19, P311 CARROLL GR, 1982, ADM SCI Q, V27, P169 DOBZHANSKY T, 1973, AM BIOL TEACH, V35, P125 FELSENSTEIN J, 1983, ANNU REV ECOL SYST, V14, P313 FORD H, 1926, ENCY BRITANNICA S, V2, P821 FOREY PL, 1992, CLADISTICS PRACTICAL FREEMAN J, 1983, AM SOCIOL REV, V48, P692 GOOD IJ, 1965, MATH COMPUTER SCI ME, P115 HANNAN MT, 1989, ORG ECOLOGY HENNIG W, 1950, DTSCH ZENTRAVERLAG JEFFREY C, 1977, BIOL NOMENCLATURE LEQUESNE WJ, 1969, SYST ZOOL, V18, P201 LINNEAUS C, 1753, SPECIES PLANTARUM MCCARTHY I, 1995, INTEGRATED MANUFACTU, V6, P37 MCCARTHY IP, 1995, DEV MANUFACTURING CL MINELLI A, 1994, BIOL SYSTEMATICS STA QUICKE DLJ, 1993, PRINCIPLES TECHNIQUE RIDLEY M, 1993, EVOLUTION SAGASTI F, 1970, GEN SYSTEMS, V15 SNEATH PHA, 1973, NUMERICAL TAXONOMY P WAGNER WH, 1961, RECENT ADV BOT, V1, P841 WAGNER WH, 1963, REGNUM VEG, V27, P63 WOMACK JP, 1990, MACHINE CHANGED WORL NR 24 TC 7 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 3 BP 269 EP 286 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WY513 UT ISI:A1997WY51300004 ER PT J AU Verheve, D Lehoucq, S TI Choices for technological resources SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technological choices; firm strategy; flexibility; quality; normalization; certification; modularity; conception AB This paper shows how technology had to look to new directions of development to meet the current industrial context characteristics i.e. the changes of demand specifications. Needs for equipment flexibility, quality control and products electronisation are described. Technological choices criteria are also listed with emphasis on prototypes extrapolation problems, normalization and certification needs, modularity advantage, conception modifications, equipment environment importance, logistics use and human resources formation. Integration is pointed out to us as the key word for technological choices. RP Verheve, D, UNIV MONS,DEPT CHEM TECHNOL,17 PL WOROCQUE,B-7000 MONS,BELGIUM. CR CHELLI H, 1987, TRAVAIL METHODES, P3 CIBERT A, 1985, REV FRANCAISE GESTIO, P106 DUJARDIN JF, 1985, TRAVAIL METHODES, P31 GERMAIN J, 1987, TRAVAIL METHODES, P23 GERWIN D, 1981, ORG IMPACT FMS SOME LEQUEMENT J, 1983, USINE FUTUR PROCHE, P103 MERIENNE J, 1987, SILICATES IND, V1, P21 MORIN J, 1988, EXCELLENCE TECHNOLOG OGUS A, 1987, TRAVAIL METHODES, P33 NR 9 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 3 BP 287 EP 292 PG 6 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WY513 UT ISI:A1997WY51300005 ER PT J AU Scalise, D TI Comparative study on potential business opportunities: China, USSR, Eastern Europe SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE integrated world economy; direct investments; investment opportunities AB This paper identifies changes which have taken place in the world's political and economic structure, such as the cessation of the Cold War, the Middle Eastern crisis, etc. It suggests causes of such changes. The paper then considers the alternative market opportunities that have been created for small- and medium-sized US businesses that have evolved as a result of this transformation. It considers technology investment as one alternative and whilst highlighting problems that could arise, the paper does provide evidence that steps have been taken to eliminate such problems. RP Scalise, D, UNIV SAN FRANCISCO,MCLAREN SCH BUSINESS,SAN FRANCISCO,CA 94117. CR BUSINESS AM 0409, P100 WALL STREET J 0321, A10 1990, NATIONS BUSINESS APR, P48 1990, US DEP STATE DI 1022, P214 1990, WORLD INTELLECTU AUG, V4, P176 1991, WALL STREET J 0404, C1 CONVERSE R, 1990, BUSINESS AM 0618, P2 GUMBEL P, WALL STREET J 1220, A3 JANNENBAUM JA, 1990, WALL STREET J 0914, B2 JUSTER KI, 1990, US DEP STATE DI 1022, P214 KEMPE F, 1991, WALL STREET J 0111, A6 LANGLEY A, 1990, WALL STREET J 1030, A17 LUYAN L, 1991, PEOPLES DAILY 0124 MANGUSSON P, 1990, BUSINESS WEEK 0604, P130 MCGREGOR J, 1990, WALL STREET J 1220, A12 MELLER MN, 1990, INTELLECTUAL PRO AUG, P129 OSLUND A, 1989, WORLD TODAY NOV, P188 REVZIN P, 1990, WALL STREET J 1019, A12 SCHARES GE, 1990, BUSINESS WEEK INNOVA, P132 SUKBERSTEUBM DM, 1990, INT FINANCIAL LA APR, P23 WOLF C, 1990, WALL STREET J 1119, A14 NR 21 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 3 BP 293 EP 307 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WY513 UT ISI:A1997WY51300006 ER PT J AU Liu, SJ Lee, JF TI Liquid crystal display industry in Taiwan SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Liquid crystal display; patent analysis; high-tech; industry competition; Taiwan AB This paper presents an overview of Taiwan's LCD (Liquid crystal display) industry to illustrate the emergence of competitive advantages of Taiwan's high-tech development. It shows that Taiwanese firms are evolving from manufacturing labour-intensive items of LCDs to more technology intensive TFT LCD. The worldwide LCD demands are growing at a fast pace and Japan leads both in technology and economy of scale. South Korea is next to Japan in terms of market share and production scale, while the USA and European countries are trying to keep up with the world demands. A patent analysis was performed to analyze the technology trend and leading companies. Japan dominates the technology leadership and SHARP plays a key role of TFT technology development. The increase in Labour wages cause Taiwan's industry to be less competitive in the labour-intensive products of TN-LCDs. However, supportive industrial policy, experienced engineers, well-developed IC infrastructures, ample sources of capital investment, and quick response to market needs, serve as the vehicle ibr Taiwan's competitiveness in the international arena of LCD industry. RP Liu, SJ, NATL CHIAO TUNG UNIV,INST MANAGEMENT & TECHNOL,HSINCHU,TAIWAN. CR *MIN EC AFF, 1994, 6 YEAR NAT DEV PLAN *NAT SCI COUNC, 1994, IND SCI TECHN *WORLD EC FOR INT, 1995, WORLD COMP REP 1995 LI KT, 1988, EVOLUTION POLICY TAI MASAKI K, 1991, DISPLAY DEVICES, P24 PORTER ME, 1990, COMPETITIVE ADVANTAG ROSENBERG N, 1992, TECHNOLOGY WEALTH NA ROSENBERG N, 1994, EXPLORING BLACK BOX SCHERER FM, 1992, INT HIGH TECHNOLOGY SCHUMPETER A, 1976, CAPITALISM SOCIALISM WADA T, 1992, OPTOELECTRONICS DEVI, V7, P211 ZENZO T, 1991, DISPLAY DEVICES, P20 NR 12 TC 3 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 3 BP 308 EP 325 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WY513 UT ISI:A1997WY51300007 ER PT J AU Aggarwal, S TI Re-engineering: A breakthrough or little new SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Re-engineering; cost reduction; business objectives; methodology AB The paper first provides various definitions of re-engineering. Next, it explains why companies undertake re-engineering and what are the major inputs to it, An attempt is made to provide a sequence of steps that must be gone through for implementing any re-engineering project, In addition, the paper highlights the great risks and problems, which cannot be avoided during its execution. Iii the end, the authors argue that re-engineering includes little that is new, rather most of its constituents can be found in the improvement programs of the past. Even the success factors for re-engineering are not much different than those of the other programs. The paper also provides a tabular analysis of 25 published re-engineering caselets in support of the thesis that reengineering is not new but it can be any combination of action-items which can help to improve the profitability and long-term survival of the company. Finally a few conjectures about the future of such programs are also outlined. RP Aggarwal, S, SUFFOLK UNIV,BOSTON,MA 02108. CR 1995, ECONOMIST 0506, P63 BALLOU RH, 1995, INTERFACES MAY, P22 CLEMONS EK, 1995, SLOAN MANAGEMENT SUM, P61 COOPER R, 1995, SLOAN MANAGEMENT SUM, P39 DIXON JR, 1994, CALIFORNIA MANAG SUM, P93 GARVIN DA, 1995, HARVARD BUSINESS SEP, P79 HALES HL, 1994, IND ENG SEP, P17 HALL EA, 1994, MCKINSEY Q, P107 HAMMER M, 1990, HARVARD BUSINESS JUL, P104 HARRISON B, 1993, PLANNING REV MAR, P6 HOLLAND D, 1995, BUS HORIZONS, P79 MARTINEZ EV, 1995, SLOAN MANAGEMENT SUM, P51 STEVEN AL, 1994, NATL PRODUCTIVIT AUT, P557 STEWART TA, 1993, FORTUNE AUG, P41 VASILASH GS, 1993, PRODUCTION JUN, P9 NR 15 TC 4 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 3 BP 326 EP 344 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WY513 UT ISI:A1997WY51300008 ER PT J AU vandeKraats, AH Thurlings, LFG TI A new approach towards strategic decision taking in a multi-product innovative organization .1. The structure SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE organizational culture; management role; product management; product specification; R&D planning; strategic decision-taking; strategic technology management; teamwork; technology strategy AB Part I of this paper described the structure of a new strategic decision-taking process. Basically, it consists of a series of informative maps, which are constructed during interactive mass meetings by the participants. In this way essential information is shared throughout the organization and even beyond. However, when going through the various phases, management and workers are cooperating according to rules that are different from those they are used to in the formal hierarchical setting: the first steps are set to change to managerial culture. Part II (p. 102) explains how the leading manager can consolidate these changes in culture. C1 PHILIPS RES LABS,KNOWLEDGE TRANSFER SERV DEPT,EINDHOVEN,NETHERLANDS. RP vandeKraats, AH, PHILIPS SEMICOND,PROD DIV SEMICOND,EINDHOVEN,NETHERLANDS. CR *EIRMA, HELS C PAP, V42, P53 BURGELMAN RA, 1994, ADMIN SCI QUART, V39, P24 HAMEL G, 1989, HARVARD BUS REV, V67, P63 HANDY C, 1992, MANAGING DREAM LEARN KATZ R, 1993, RES TECHNOLOGY NOV, P13 MATTHEWS WH, 1990, IMD PERSPECTIVE MANA THURLINGS L, IN PRESS RES TECHNOL NR 7 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 2 BP 93 EP 101 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WM478 UT ISI:A1997WM47800001 ER PT J AU vandeKraats, AH Thurlings, LFG TI A new approach towards strategic decision-taking in a multi-product innovative organization .2. The culture SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE organizational culture; management role; product management; product specification; R&D planning; strategic decision-taking; strategic technology management; teamwork; technology strategy AB Part I of this paper described the structure of a new strategic decision-taking process. Basically, it consists of a series of informative maps, which are constructed during interactive mass meetings by the participants. In this way essential information is shared throughout the organization and even beyond. However, when going through the various phases, management and workers are cooperating according to rules that are different from those they are used to in the formal hierarchical setting: the first steps are set to change to managerial culture. This paper explains how the leading manager can consolidate these changes in culture. C1 PHILIPS RES LABS,KNOWLEDGE TRANSFER SERV DEPT,EINDHOVEN,NETHERLANDS. RP vandeKraats, AH, PHILIPS SEMICOND,PROD DIV SEMICOND,EINDHOVEN,NETHERLANDS. CR BRIGGSMYERS I, 1993, MANUAL GUIDE DEV USE HAMEL G, 1994, COMPETING FUTURE, P202 HANDY C, MANAGING DREAM LEARN NADLER DA, ORG ARCHITECTURE NONAKA I, 1991, HARVARD BUS REV, V69, P96 SOUDER W, 1987, MANAGING NEW PRODUCT, CH13 THURLINGS LFG, 1996, P 5 INT C MAN TECHN NR 7 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 2 BP 102 EP 109 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WM478 UT ISI:A1997WM47800002 ER PT J AU Chester, AN TI Evolution of technology management at Hughes SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE business culture; core competence; Hughes Aircraft Company; R&D management; research management; technology management; technology strategy; technology AB This paper addresses the effect of internal business culture on the local applicability, in fact the success or failure, of various technology management strategies. As an extension of our benchmarking studies of high technology companies, we trace the evolution of the internal culture and 'personality' of Hughes Aircraft Company, paying particular attention to those factors affecting the management of technology. This leads to a clear description of the distinctive characteristics of the company today, as a basis for understanding the viability of various technology management tools and strategies. RP Chester, AN, HUGHES ELECT CORP,HUGHES RES LABS,POB 80028,LOS ANGELES,CA 90080. CR CHESTER AN, 1994, RES TECHNOL MANAGE, V37, P25 CHESTER AN, 1995, RES TECHNOL MANAGE, V38, P14 HYLAND LA, MANAGEMENT PRINCIPLE HYLAND LA, 1993, CALL ME PAT AUTOBIOG LEWIS WW, 1990, SLOAN MANAGE REV, V31, P57 MATHEWS WE, 1983, COMMUNICATION NR 6 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 2 BP 110 EP 119 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WM478 UT ISI:A1997WM47800003 ER PT J AU Chester, AN TI Business culture and the practice of technology management SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE business culture; core competence; Hughes Aircraft Company; R&D management; research management; technology management; technology strategy; technology AB This article builds upon the previous article in this issue, 'Evolution of Technology Management at Hughes'. Here we analyse some technology management tools and techniques in our corporation, Hughes Electronics, in comparison with other companies, to examine the effect of company culture on technology management. RP Chester, AN, HUGHES ELECT CORP,HUGHES RES LABS,POB 80028,LOS ANGELES,CA 90080. CR CHESTER AN, 1994, RES TECHNOL MANAGE, V37, P25 CHESTER AN, 1995, RES TECHNOL MANAGE, V38, P14 LEWIS WW, 1990, SLOAN MANAGE REV, V31, P57 OHMAE K, 1989, HARVARD BUS REV, V67, P143 NR 4 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 2 BP 120 EP 132 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WM478 UT ISI:A1997WM47800004 ER PT J AU Lin, MJJ TI The research on the measurement of corporate technology capability SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE analytic hierarchy process (AHP) technique; electronics and electrical industries; Taiwan; technology capability; technology transfer AB There is a consensus among scholars supporting the notion that firms that receive technology transfer need a certain level of technological capability to transfer technology effectively from external sources. However, technology capability has many different dimensions and is difficult to measure. Thus there is no complete set of indicators that can measure the degree of technology capability in the existing literature. This research adopted Sharif and Ramanathan and Autio and Laamanen's viewpoint and synthesised perspectives from different scholars, confirmed by industry experts. Through the use of panel discussions and analytic hierarchy process technique the author develops a questionnaire to measure the technology capability of individual firms. To test the validity of this questionnaire, the author compares the experts' ranking and questionnaire survey results. The result shows that they are not significantly different. There is therefore evidence to suggest that the questionnaire is valid in measuring a firm's technology capability. RP Lin, MJJ, NATL CENT UNIV,DEPT BUSINESS ADM,CHUNGLI 32054,TAIWAN. CR AUTIO E, 1995, INT J TECHNOL MANAGE, V10, P643 BABA Y, 1995, INT J TECHNOL MANAGE, V10, P732 HAKAM AN, 1988, INT J TECHNOLOGY MAN, V3, P181 HAYES RH, 1984, RESTORING OUR COMPET MADU CN, 1989, LONG RANGE PLANN, V22, P115 SAATY TL, 1977, J MATH PSYCHOL, V15, P234 SHARIF N, 1987, TECHNOLOGICAL FORECA, V32 SMILOR RW, 1991, RES TECHNOLOGY M JAN, P44 SOUDER WB, 1987, MANAGING NEW PRODUCT WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD WONG JK, 1995, INT J TECHNOL MANAGE, V10, P788 ZAHRA SA, 1994, INT J TECHNOL MANAGE, V9, P172 NR 12 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 2 BP 133 EP 139 PG 7 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WM478 UT ISI:A1997WM47800005 ER PT J AU Cricelli, L Gastaldi, M Levialdi, N TI A system of Science and Technology Parks for the Rome area SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Science and Technology parks; Rome area; technology transfer AB In this paper, starting from a survey of Rome industrial and scientific area, we attempt to provide a project hypothesis for the setting up of a 'network' of Science and Technology Parks in Lazio. This network would provide a fundamental link between the firms (especially the SMEs) and the scientific base that are present in the Rome area. We propose a potential operational structure, based on the network enterprise concept, to enable the business and science worlds to achieve the proper degree of symbiosis. C1 UNIV ROMA TOR VERGATA,DEPT PROD SYST & COMP SCI,I-00173 ROME,ITALY. RP Cricelli, L, CONSORZIO PARCHI SCI TECNOL,VIALE PARIOLI 39-B,I-00197 ROME,ITALY. CR *APSTI, 1993, PARCH POL SCI TECN *APSTI, 1993, PARCH SCI TECN *COMM EUR COMM, 1994, EUR WAY INF SOC ACT *CONF FILAS, 1992, STRUTT IND LAZ NEL T *CONS PARCH SCI TE, 1995, IL PARC SCI TOR VERG *GRUPP LAV COM ROM, 1993, IL POL TECN ROM *OECD, 1982, INN SMALL MED FIRMS ADLER PS, 1989, IEEE T ENG MANAGE, V36, P87 BARBIERI M, 1995, TECNOPOLIS UNA STORI DIOGUARDI G, 1983, NUOVI MODELLI ORG IM FEDERLAZIO, 1991, VALUTAZIONE EFFETTI FORMICA P, 1994, MUTANTI AZIENDALI NR 12 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 2 BP 140 EP 152 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WM478 UT ISI:A1997WM47800006 ER PT J AU LopezEguilaz, MJ Perez, S TI The measurement of technology transfer: Situation in Spain SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology transfer; cross border payment; quantitative indicator; qualitative indicator; data sources AB Over the last few years there has been a trend towards greater interrelation between the various economic systems and in particular an increasing process of globalization which is still going on. As a result, this has given rise to a new technical and economic system with a different structure from its predecessor. The data requirements for these scientific and technological systems, which are becoming more and more important in the world's economies, pose the challenge of improving, or in some cases simply preserving, the indicators used in the past by gradually introducing procedures to increase their quality or by taking corrective steps to maintain those parameters identified, through an appropriate assessment of the source or sources of the data used in their compilation, as best defining the concepts which are later to be used for the various assessments which might foreseeably give rise to the implementation of corrective action. Without overlooking the ever larger requirement and obligation imposed by various international organizations for the establishment of homogeneous definitions thus allowing international comparisons of the different data. The traditional dichotomy between the handling of quantitative and qualitative data indicators must no longer be posed in such terms as the producers of these indicators are faced with considerable limitations in the process of constructing them due to the effects of globalization mentioned above. These must, therefore, be used in accordance with the goals to be achieved and should be considered as complementary information within the process of measuring variables with many different facets. Specifically, the requirements imposed in the EU related with the liberalization of exchange controls and the total elimination of prior verification for all kinds of invisible transactions represent a considerable problem for the measurement of the corresponding process. In this paper the author, gives a description of such problems and its present situation. C1 UNIV IND ENGN,MADRID,SPAIN. CR *FOND MON INT, 1989, MAN BAL PAG *FRASC MAN OECD, 1981, MEAS SCI TECHN ACT *PAT 90, 1991, P 1 EUR C IND PROP R *PROGR TECN EC OEC, 1990, EV REC SIST CIENC TE *TBP MAN OECD, 1988, MEAS SCI TECHN ACT MINER, 1987, ESPANA EUROPA UN FUT MUNOZ MS, 1984, DEPENDENCIA TECNOLOG PAMPILLON E, 1992, DEFICIT TECNOLOGICO PEREZ SE, 1996, THESIS PORTER E, 1991, VENTAJA COMPETITIVA RAGUE M, 1979, CONTRATOS TRANSFEREN RUBIO S, 1986, INDEPENDENCIA TECNOL VALDES JS, 1987, GESTION TECNOLOGIA E NR 13 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 2 BP 153 EP 164 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WM478 UT ISI:A1997WM47800007 ER PT J AU Sabourin, V Pinsonneault, I TI Strategic formation of competitive high technology clusters SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE competitive strategies; industrial clusters; high technology AB This research examines the role of four strategic resources in the competitiveness of high technology clusters: highly qualified manpower, technological infrastructure, knowledge resources (patents and intellectual protection) and capital. More specifically, the research compares the competitiveness of three clusters of the Canadian biotechnology industry: healthcare, agribusiness and environment, and highlights significant differences in the role played by these four strategic resources. RP Sabourin, V, UNIV QUEBEC,DEPT ADM SCI,1495 ST DENIS,CP 6192,SUCC CTRVILLE,MONTREAL,PQ H3C 4R2,CANADA. CR *CIT, 1988, STRAT PLAN BIOT *ERNST YOUNG, 1994, CAN BIOT 94 CAP POT *GEST, 1986, GRAPP TECHN NOUV STR BURRILL GS, 1989, BIOTECH 90 NEXT DECA DAHMEN E, 1982, EC LONG VIEW APPL CA, V3 DRUCKER PF, 1988, HARVARD BUSINESS JAN, P45 DUFFEY J, 1988, CALIFORNIA MANAG SPR FILDES RA, 1990, CALIFORNIA MANAG SPR, P63 GAGNE P, 1993, ATLAS IND QUEBEC GOMEZMEJIA LR, 1985, PERSONNEL DEC, P31 HAMILTON WF, 1990, CALIFORNIA MANAG SPR, P73 HATZICHRONOGLOU T, 1991, TECHNOLOGY NATL COMP, P177 HEBERT S, 1994, REPERTOIRE CO BIOTEC JACQUEMIN A, 1987, NEW IND ORG KELLEY RE, 1985, GOLD COLLAR WORKER H KLEINKLENCHT A, 1987, HUMAN RESOURCE MANAG KLEINKNECHT A, 1990, RES POLICY, V19, P387 LOVERIDGE R, 1990, STRATEGIC MANAGEMENT MENSCH, 1975, INNOVATION PROCESS E MILLER R, 1987, GROWING NEXT SILICON MOHRMAN AM, 1990, MANAGING COMPLEXITY, P216 MOWERY DC, 1979, RES POLICY, P103 PORTER ME, 1993, AVANTAGE CONCURRENTI RIGGS HE, 1988, MANAGING HIGH TECHNO SCHUMPETER JA, 1939, BUSINESS CYCLES TOLEDANO J, 1978, REV EC IND, V6, P149 TOWNSEND J, 1981, 16 SCI POL UN WELLONS PA, 1985, US COMPETITIVENESS W YOUNG A, BIOTECH 88 MARKETPLA ZYSMAN J, 1983, AM IND INT COMPETITI NR 30 TC 3 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 2 BP 165 EP 178 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WM478 UT ISI:A1997WM47800008 ER PT J AU Baruch, Y TI High technology organization - What it is, what it isn't SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE high technology organization; classification; definition; management ID LABOR-MARKETS; MANAGEMENT; COMPANIES; FIRMS AB A large number of definitions of 'High Technology' have been used in the literature. This paper reviews and clarifies many of the classifications suggested by academic scholars. It explores how managers in such organizations characterise 'high technology organizations', and suggests an approach which provides us with a clear and what could be an agreed and acceptable definition of 'high technology organization'. The work consists of a survey and discussion of the advantages and shortcomings of past approaches used for such a classification. The idea is based on an analysis of the opinions of(a) 24 academic works, and (b) more than 100 top level managers in 60 high technology organizations in Israel and the UK and the match between these and those of academic scholars. The analysis results in a suggested set of three criteria for the classification issue - percentage of employees with a university degree (more than ten); percentage of investment in research and development (more than five); and the area of activity of the organization (industrial sector). RP Baruch, Y, UNIV E ANGLIA,NORWICH & LONDON BUSINESS SCH,SCH MANAGEMENT,NORWICH NR4 7TJ,NORFOLK,ENGLAND. CR *DTI, 1994, SMALL BUS BRIT ANTHES GH, 1992, COMPUTERWORLD, V26, P1 ANTHES GH, 1992, COMPUTERWORLD, V26, P20 AYDALOT P, 1988, HIGH TECHNOLOGY IND BAMBERGER P, 1989, HUM RESOURCE MANAGE, V28, P349 BARUCH Y, 1996, CAREER DEV INT, V1, P43 BOTKIN JW, 1985, FRONTIERS CREATIVE I, P25 CARNOY M, 1985, INT LABOUR REV, V124, P643 CASH JI, 1988, CORPORATE INFORMATIO CHAKRABARTI AK, 1989, J ENG TECHNOL MANAGE, V6, P99 COLCLOUGH G, 1990, WORK OCCUPATION, V17, P3 DINOPOULOS E, 1993, J INT ECON, V32, P49 FORESTER T, 1987, HIGH TECH SOC GARDEN AM, 1990, R&D MANAGE, V20, P337 GLASMEIER AK, 1983, 407 U CAL I URB REG GOMEZMEJIA LR, 1990, ORG ISSUES HIGH TECH HADLOCK P, 1991, MON LABOR REV, V114, P26 HENDERSON J, 1988, GLOBALISATION HIGH T KLEINGARTNER A, 1987, HUMAN RESOURCE MANAG KUHN RL, 1985, FRONTIERS CREATIVE I, P365 LEPKOWSKI W, 1994, CHEM ENG NEWS, V72, P7 LEVINE JB, 1992, BUSINESS WEEK 0713, V3274, P43 MARKUSEN A, 1986, HIGH TECH AM MCGEE MK, 1991, MANAGE REV, V80, P22 OAKEY R, 1988, MANAGEMENT INNOVATIO OAKEY RP, 1981, HIGH TECHNOLOGY IND OKAY R, 1995, HIGH TECHNOLOGY NEW PITRODA S, 1993, HARVARD BUS REV, V71, P66 RABINO S, 1989, J BUS RES, V18, P195 RASHISH P, 1989, EUROPE, V292, P14 RAYNER BCP, 1990, ELECT BUSINESS, V16, P89 RIGGS HE, 1985, MANAGING HIGH TECHNO ROBERTS EB, 1991, ENTREPRENEURS HIGH T ROGERS EM, 1985, SILICON VALLEY FEVER SLATTER S, 1992, GAMBLING GROWTH MANA TODD D, 1990, WORLD ELECT IND VONGLINOW MA, 1990, MANAGING COMPLEXITY WILSON JS, 1994, CHALLENGE, V37, P11 YUEN EC, 1990, PERS REV, V19, P36 NR 39 TC 14 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 2 BP 179 EP 195 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WM478 UT ISI:A1997WM47800009 ER PT J AU Jegathesan, J Gunasekaran, A Muthaly, S TI Technology development and transfer: Experiences from Malaysia SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology transfer; conceptual model; experiences from Malaysia ID DEVELOPING-COUNTRIES AB ASEAN is one of the fastest growing economic regions in the world. This region is experiencing a strong economic growth and technological development with a view to maintaining the competitiveness of its firms. The major problem is to formulate a strategic framework for future technology development and transfer taking into account both external and internal factors in countries of the ASEAN. The literature available is reviewed with a view to developing a suitable model for technology development and transfer. The model is illustrated with the help of the experiences obtained from Malaysia on technology development and transfer. A list of strategic options is discussed for effective transfer of technology to developing countries from Malaysian perspectives. C1 BRUNEL UNIV,DEPT MFG & ENGN SYST,UXBRIDGE UB8 3PH,MIDDX,ENGLAND. MONASH UNIV,FAC BUSINESS & ECON,SCH BUSINESS & ELECT COMMERCE,CHURCHILL,VIC 3842,AUSTRALIA. RP Jegathesan, J, MALAYSIAN IND DEV AUTHOR,6TH FLOOR,WISMA DAMANSARA,DAMANSARA HTS,POB 10618,KUALA LUMPUR 50720,MALAYSIA. CR AJAMI R, 1990, INT J TECHNOLOGY MAN, V5, P165 ALI SN, 1989, J INFORM SCI, V15, P81 BELL M, 1992, WORLD BANK RES OBS S, P257 BROADBENT KP, 1990, INFORMATION SOC, V7, P203 CARLSSON B, 1991, 18 ANN C SEPT 1 3 FE CUNNINGHAM RB, 1994, INT J PUBLIC ADMIN, V17, P101 DJEFLAT A, 1988, INT J TECHNOLOGY MAN, V3, P149 GOLD D, 1991, CTC REPORTER, P21 HABIBIE BJ, 1990, INT J TECHNOL MANAGE, V5, P489 JEGATHESAN J, 1994, APEC TECHN TRANSF SE KIM YS, 1989, HUMAN SYSTEMS MANAGE, V8, P217 MADU CN, 1989, LONG RANGE PLANN, V22, P115 MARTON K, 1991, WORLD ECON, V14, P199 MARTON K, 1992, INTERECONOMICS, V27, P133 PACK H, 1992, WORLD BANK RES OBS S, P283 PERRINO AC, 1989, RES TECHNOL MANAGE, V32, P12 PLATAIS KW, 1992, FINANC DEV, V29, P34 SARFARAZ AR, 1993, T AM ASS COST ENG SHIELDS P, 1989, INFORMATION SOC, V61, P47 SIDDAYAO CM, 1988, ENERG POLICY, V16, P608 SINGH RK, 1990, MIDDLE E EXECUTIVE R, V13, P13 TUMA EH, 1987, J DEV AREAS, V21, P403 VALENTI M, 1991, MECH ENG, V113, P64 VAMBERY RG, 1993, MULTINATIONAL BUSINE, V1, P47 WESCOTT WF, 1992, COLUMBIA J WORLD BUS, V27, P144 NR 25 TC 5 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 2 BP 196 EP 214 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WM478 UT ISI:A1997WM47800010 ER PT J AU Coughlan, P Brady, E TI Evolution towards integrated product development in subsidiaries of multinational enterprises SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE development capabilities; technical resources; organizational slack; product development AB This paper presents findings from a collaborative benchmarking project carried out among four subsidiaries of multinational manufacturing enterprises in Ireland. The research explored how these subsidiaries acquired specialised capabilities and broadened their mandates through generating their product development skills, and through establishing linkages between successive product development projects, with their own supply base and with management at corporate level. RP Coughlan, P, UNIV DUBLIN TRINITY COLL,SCH BUSINESS STUDIES,DUBLIN 2,IRELAND. CR *INT BENCHM CLEAR, 1992, BENCHM COD COND BARTLETT CA, 1986, HARVARD BUSINESS NOV BISHOP PM, 1986, CANADIAN IND TRANSIT CARLSSON M, 1992, P INT PROD DEV MAN C, P89 CHEISA V, 1994, OPERATIONS STRATEGY, P145 CHIESA V, 1993, BRIT AC MAN C MILT K CHIESA V, 1995, TECHNOLOGICAL INNOVA, P179 COAGAN DJ, 1993, NEW CONCEPTS INNOVAT COGHLAN D, 1994, IRISH BUSINESS ADM R, V15, P119 COUGHLAN P, 1992, REV PRACTICE ISSUES COUGHLAN P, 1995, MANAGEMENT NEW PRODU, P71 COUGHLIN P, 1995, J MANAGERIAL PSYCHOL, V10, P41 ETTLIE JE, 1992, P INT PROD DEV MAN C, P159 FITZGERALD A, 1994, TECHNOLOGY INNOVATIO HURST D, 1994, P 2 INT PROD DEV MAN, P353 POYNTER TA, 1985, INT STUDIES MANAGEME, V14, P91 SCHON DA, 1983, REFLECTIVE PRACTITIO VOSS CA, 1993, INNOVATION YOUR MOVE VOSS CA, 1994, INT J OPER PROD MAN, V14, P83 WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD NR 20 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 7-8 BP 733 EP 747 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WJ791 UT ISI:A1996WJ79100002 ER PT J AU Nelson, CW TI From free money to free market SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technological innervation; small business; investment; subsidy; venture capital; commercialization; anti-missile technology ID INNOVATION; GOVERNMENT AB The US Small Business Innovation Research programme has attracted private sector investment in new technology developed for anti-missile defences. From the SBIR programme within the Ballistic Missile Defence Organization small US firms have issued public stock, grown 48% in employment, and attracted a growing pool of private sector money to match the government subsidy. Other governments can subsidize firms with a little free money in ways that can lead to products in a free market without government having over-subsidized the uncompetitive. RP Nelson, CW, US DEPT DEF,BALLIST MISSILE DEF ORG,7100 DEF PENTAGON,WASHINGTON,DC 20301. CR 1982, ECONOMICS 0626 1993, WALL STREET J 0601 1994, ECONOMIST 0813 *BALL MISS DEF ORG, TECHN APPOL REP 1993 *US DEP COMM, 1993, STAT ABSTR US *US GEN ACC OFF, 1992, GAORCED9237 ACHS ZJ, 1988, AM ECON REV, V78, P678 AMIT R, 1990, CALIFORNIA MANGE SPR AMIT R, 1990, MANGEMENT SCI OCT ARMINGTON C, 1983, NSFISI383016 BROOK I BAILEY EJ, 1987, INT J TECHNOLOGY MAN, V2, P337 BROCK WA, 1987, EC SMALL BUSINESS TH BROWN C, 1990, EMPLOYERS LARGE SMAL BYGRAVE W, 1989, J BUS VENTURING, V4, P93 COHEN L, 1994, AM EC ASS PAPERS P COOPER AC, 1964, HARVARD BUSINESS MAY COOPER AC, 1976, BUSINESS WEEK 0308, P90 CUDAHY, 1984, FORTUNE DEC, P173 DEARDEN J, 1990, AM EC REV DEC FERGUSON CH, 1988, HARVARD BUSINESS MAY FINEMAN S, 1976, INDICATORS INT TREND FLORIDA R, 1993, ISSUES SCI TECHN SUM FREEAR J, 1990, J BUS VENTURING, V5, P77 GILDER G, 1989, MICROCOSM QUANTUM RE HANSEN SB, 1989, J POLICY ADM, V2, P172 HARRISON B, 1994, LEAN MEAN CHANGING L LETWIN S, 1992, ANATOMY THATCHERISM MANSFIELD E, 1977, PRODUCTION APPL NEW, P22 MARKUSEN AR, 1983, HIGH TECH AM WHAT WH MARUCA RF, 1993, HARVARD BUSINESS JUL MASON CM, 1991, VENTURE CAPITAL INT MOORE I, 1993, RES POLICY, V22, P507 MOWERY DC, 1992, RES POLICY, V21, P125 NISHIMURA H, 1994, NIKKEI WEEKLY 0801 OOGHE H, 1991, J BUS VENTURING, V6, P381 PAVITT K, 1987, J IND EC MAR PHILLIPS BD, 1990, IMPORTANCE SMALL FIR POUSCHINE T, 1992, FORBES 0525 PRESTON JT, 1994, TECHNOLOGY MANAGEMEN, V1, P1 ROESSNER JD, 1989, RES POLICY, V18, P343 ROMEO AA, 1984, SOCIAL VERSUS PRIVAT ROTHWELL JR, 1985, RES POLICY, V14 RUHNKA JC, 1992, J BUS VENTURING, V7, P137 SIMON, 1988, HARVARD BUS REV, V66, P49 SIRBY MA, 1978, FEDERAL POLICY, P176 TASSEY G, 1977, PUBLIC POLICY, V25, P479 TYSON LD, 1994, SMALL BUS ECON, V6, P165 YOUNG JE, 1988, J BUSINESS VENTURING, V3, P77 NR 48 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 7-8 BP 748 EP 759 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WJ791 UT ISI:A1996WJ79100003 ER PT J AU Boekholt, P TI Financing innovation in the post-subsidy era - Public support mechanisms to mobilise finance for innovation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation policy; risk capital; venture capital; barriers to innovation; European Union; New Technology Based Firms, public support mechanisms, R&D AB Access to external finance for innovation projects and new technology based firms, appears to be a major bottleneck for many entrepreneurs. Private and institutional investors are not eager to provide the necessary risk-capital fur technology related endeavours. To address this 'market failure' policy makers at European, national and regional level have come up with a mixture of new and traditional schemes and initiatives to mobilise private capital for innovation. Many of these, often experimental initiatives are designed separately in their national and regional settings. The paper argues that supporting the cross-border learning process between policy makers, Financial and innovation experts could enhance the spread of 'good practice' in these new types of policy initiatives. RP Boekholt, P, TECHNOPOLIS,3 PAVILION BLDG,BRIGHTON BN1 1EE,E SUSSEX,ENGLAND. CR *EC BUR ING BANK, 1994, MILJ MIDD KLEINB 199 *EUR COMM, 1995, GREEN PAP INN *EUR VENT CAP ACC, 1993, 1993 EVCA YB *OECD, 1991, TECHN CHANG WORLD *OECD, 1992, TECHN EC KEY REL *OECD, 1993, SYST NAT FIN INN BOEKHOLT P, 1994, BELEIDSINSTRUMENTEN BOEKHOLT P, 1994, THESIS U ASTON BIRMI BOEKHOLT P, 1994, WORKSH MOB PRIV CAP BYGRAVE WD, 1992, VENTURE CAPITAL CROS HARRISON RT, 1993, FIN EARL STAG TECHN ROTHWELL R, 1990, EUROPEAN RES NOV, P7 NR 12 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 7-8 BP 760 EP 768 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WJ791 UT ISI:A1996WJ79100004 ER PT J AU Laamanen, T Autio, E TI Dominant dynamic complementarities and technology-motivated acquisitions of new, technology-based firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE acquisitions; technology strategy; new technology-based firms; technology transfer; technological systems; national systems of innovation; technology acquisition ID INNOVATION; DISCONTINUITIES; MECHANISMS; DESIGNS AB The borderlines between a firm and its environment are becoming increasingly blurred. Small firms and large firms can be viewed as constituting innovation networks where dynamic complementarities between small and large firms are exploited. Network structures are different in different industries, markets, and in different technological systems. The characteristics of the industry, market, or technological system can be expected to affect the configuration of innovation networks. In addition, it is expected that network transactions, which provide a basic mechanism of change in networks, are different in different industries, markets, and technological systems. Studies on industry evolution in Finland and the conceptual analysis in the present paper indicate that some interrelationships exist between systemic determinants and the patterns of acquisition of new, technology-based firms. The concept of dominant dynamic complementarities is developed and used to hypothesize differences in size distributions of technology-based firms in different industries. A tentative typology of dominant dynamic complementarities is developed. RP Laamanen, T, HELSINKI UNIV TECHNOL,INST IND MANAGEMENT,OTAKAARI 1F,FIN-02150 ESPOO,FINLAND. CR AMENDOLA M, 1990, RES POLICY, V19, P419 ANDERSON P, 1990, ADMIN SCI QUART, V35, P604 AUTIO E, 1993, TECHNOLOGY TRANSFER, P52 AUTIO E, 1995, 3 INT C HIGH TECHN S AUTIO E, 1995, INT J TECHNOL MANAGE, V10, P643 AUTIO E, 1995, THESIS HELSINKI U TE AUTIO E, 1996, IN PRESS SMALL BUSIN BIDAULT F, 1994, R&D MANAGE, V24, P384 BUONO AF, 1989, HUMAN SIDE MERGERS A CARLSSON B, 1991, J EVOLUTIONARY EC, V1, P93 COVIN J, 1991, J HIGH TECHNOLOGY MA, V1, P39 FORREST JE, 1992, R&D MANAGE, V22, P41 FREEMAN C, 1988, TECHNICAL CHANGE EC, P330 GRANDORI A, 1995, ORGAN STUD, V16, P183 GRANSTRAND O, 1990, J ECON BEHAV ORGAN, V13, P367 GRANSTRAND O, 1992, R D MANAGEMENT, V22 HAKANSON L, 1992, 924 RP STOCKH SCH EC, P1 HAKANSSON H, 1989, CORPORATE TECHNOLOGI HASPESLAGH PC, 1991, MANAGING ACQUISITION, P145 HOBDAY M, 1994, TECHNOL ANAL STRATEG, V6, P231 HOBDAY M, 1995, COMPLES SYSTEM VS MA KANZ JW, 1994, INT J TECHNOL MANAGE, V9, P733 KEIL T, 1995, TECHNOLOGY TRANSFER LARSSON R, 1990, LUND STUDIES EC MANA, V10 LINDHOLM A, 1994, THESIS CHALMERS U GO LOVIO R, 1993, EVOLUTION FIRM COMMU LOVIO R, 1993, THESIS HELSINKI SCH LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT MILES RE, 1986, CALIFORNIA MANAGEMEN, V28 NELSON RR, 1992, IND CORP CHANGE, V1, P347 PAVITT K, 1984, RES POLICY, V13, P343 ROBERTS EB, 1991, RES POLICY, V20, P283 ROTHWELL R, 1983, J GEN MANAGE, V8, P5 ROTHWELL R, 1984, OMEGA-INT J MANAGE S, V12, P19 ROTHWELL R, 1989, ENTREP REGION DEV, V1, P275 ROTHWELL R, 1992, R&D MANAGE, V22, P221 ROTHWELL R, 1994, INT J TECHNOL MANAGE, V9, P629 ROTHWELL R, 1994, INT MARKET REV, V11, P7 SAXENIAN A, 1991, RES POLICY, P423 SEGAL, 1986, NEW TECHNOLOGY BASED STANKIEWICZ R, 1994, SCI PUBL POLICY, V21, P99 SUAREZ FF, 1995, STRATEGIC MANAGE J, V16, P415 TEECE DJ, 1986, RES POLICY, V15, P285 TEECE DJ, 1992, DYNAMIC CAPABILITIES TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 UTTERBACK J, 1994, MASTERING DYNAMICS I UTTERBACK JM, 1975, OMEGA-INT J MANAGE S, V3, P639 YLIRENKO H, 1995, THESIS HELSINKI U TE NR 48 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 7-8 BP 769 EP 786 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WJ791 UT ISI:A1996WJ79100005 ER PT J AU Guild, PD Bachher, JS TI Equity investment decisions for technology based ventures SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE decision making criteria; equity investors; business angels; private venture capitalists; public venture capital funds; financing innovation; technological entrepreneurship; new ventures AB One major challenge facing early stage technology based companies is obtaining timely capital to aid their growth. This study sought to advance understanding of the decision making criteria currently used by Canadian equity investors to evaluate technology based companies which are seeking early stages of financing (seed, start-up or first stages). Sixty individuals belonging to one of three equity investor types participated: business angels (BAs, n = 20), private venture capitalists (PVCs, n = 20) and public venture capital funds (PVCFs, n = 20). Data were collected using questionnaires administered through on-site personal interviews. Analyses reported here focus on group differences among decision making criteria as investors evaluated the business worthiness of one of their recent specific technology based business ventures. A total of 95 criteria were derived from previous investment literature and these subsequently received a priori assignment to one of these five categories: (1) characteristics of the entrepreneur(s), (2) characteristics of the market targeted by the venture, (3) characteristics of the venture offering, (4) investor(s) requirements and (5) characteristics of the investment proposal from the venture to the investor(s). Stability of ranked importance ordering for these five categories was tested using Friedman two-way ANOVA by ranks. Results revealed significant stability among the five categories within groups of each investor type: for BAs, the order of importance was (1,3,2,4,5); for PVCs, it was (1,2,3,4,5) and for PVCFs, it was (1,2,3,5,4). Next, specific key criteria as applied by these types of investors were located. For example, key criteria for BAs included: the entrepreneurs' familiarity with product and market; their familiarity with customer requirements; their ability to anticipate need for change; and evidence of truthfulness in their proposal. For PVCs, key criteria included: the entrepreneurs' ability to bring about change; attractive growth potential of market; cash out potential expected by the investors; and expected rate of return on investment to the investors. For PVCFs, key criteria included: evidence of truthfulness in the proposal; the entrepreneurs' familiarity with customer requirements; and their management commitment to success. RP Guild, PD, UNIV WATERLOO,FAC ENGN,DEPT MANAGEMENT SCI,WATERLOO,ON N2L 3G1,CANADA. CR *ACVCC, 1992, VENT CAP CAN GUID SO BOGLE GT, 1992, J SMALL BUSINESS ENT, V9, P2 BRUCH J, 1986, ENTREPRENEURSHIP BRUNO AV, 1982, FRONTIERS ENTREPRENE, P289 COOPER RG, 1988, J MARKETING MANAGEME, P19 DALCIN PE, 1993, CANADIAN INFORMAL IN DAVIS TJ, 1984, J BUS STRAT, V5, P45 DORSEY T, 1979, TECHNICAL SERIES U T, V3 HALL HJ, THESIS U GEORGIA ATH HALL J, 1993, J BUS VENTURING, V8, P25 MACMILLAN IC, 1985, J BUSINESS VENTURING, V1, P119 POINDEXTER JB, THESIS, V37, A2 ROBERTS EB, 1990, IEEE T ENG MANAGE, V37, P81 RUBY L, 1984, ROLE VENTURE CAPITAL SCHILT WK, 1991, DREAM MAKERS DEAL BR, P85 SHARWOOD G, 1989, THRESHOLD CANADAS ME SILVER AD, 1985, VENTURE CAPITAL COMP TYEBJEE TT, 1984, MANAGE SCI, V30, P1051 WELLS WA, THESIS, V35, P7475 WETZEL WE, 1983, SLOAN MANAGEMENT SUM, P23 NR 20 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 7-8 BP 787 EP 795 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WJ791 UT ISI:A1996WJ79100006 ER PT J AU Lang, JW TI Strategic alliances between large and small high-tech firms (the small firm licensing option) SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE strategic alliances; licensing technologies; SMEs and technology transfer AB In this paper, I have used the material gathered from the interviews with directors of the three companies studied, to attempt to understand why they have been successful in their respective licensing agreements. Specifically, I examine three related questions: why licensing may be a beneficial form of partnering for the small firm to take?; how the small firm may protect itself in the agreements?; and the importance of the boundary spanning role and micro-bargaining situations struck at the firm boundaries. Clearly, any 'results' and/or conclusions are tentative and point to the need for further work in this area. This paper does attempt to address a relatively overlooked area of research and study, that of small/large firm alliances using licensing as thr preferred mode of partnering. The majority of the literature published to date in this area subsume licensing as a governance structure under the wider umbrella of strategic alliances. In addition, research in these topics tends to lean towards the large firm as licensor. In this paper, the reader will see this reversed, ie, small firm as licensor. The research was conducted via in-depth interviews with various personnel of the companies involved and took a grounded theory approach in exploring and gathering the data. This methodology was adopted due to the lack of existing research in this topic and therefore the need to generate new data. RP Lang, JW, UNIV CAMBRIDGE,JUDGE INST MANAGEMENT STUDIES,CAMBRIDGE CB2 1AG,ENGLAND. CR *UMIST, 1993, MANCH SCH MAN CONTRACTOR F, 1988, COOPERATIVE STRATEGI CONTRACTOR FJ, 1990, MANAGE INT REV, V30, P31 DODGSON M, 1991, MANAGEMENT TECHNOLOG DODGSON M, 1993, TECHNOLOGICAL COLLAB GAMSEY E, 1993, CAMBRIDGE RES PAPER, V5 GARNSEY E, 1994, OEI COURSE NOTES HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HAMEL G, 1994, COMPETENCE BASED COM HAMEL G, 1994, COMPETING FUTURE LANG J, 1995, STRATEGIC FLEXIBILIT LEI D, 1992, CALIFORNIA MANAGEMEN OAKEY, 1988, MANAGEMENT INNOVATIO PUCIK V, 1988, HUMAN RESOURCES MANA, V27 SHAN WJ, 1990, STRATEGIC MANAGE J, V11, P129 SLATTER S, 1992, GAMBLING GROWTH NR 16 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 7-8 BP 796 EP 807 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WJ791 UT ISI:A1996WJ79100007 ER PT J AU Oakes, IK Lee, GL TI Approaches to innovation amongst component suppliers: Some smaller firm perspectives SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE original equipment manufacturers (OEMs); smaller component suppliers; supply chain rationalisation; product/process innovation; market-pull; technology-push; work organization; technological change; market concentration; market diversification AB The authors relate approaches to innovation amongst smaller firms to changes confronting component suppliers. The discussion draws on the experiences of four smaller component suppliers who are part of a research project into the impact of changes in supply chain relationships on the operation of some small and medium sized manufacturing firms in the West Midlands. The article explains why such component suppliers in the automotive supply chain are being forced to make strategic decisions regarding their future role. A typology is introduced which distinguishes innovation in work organization with that based upon technological change and strategies based on market concentration or market diversification. The four case studies illustrate why component suppliers are having to make these types of strategic choices and their likely impact upon future competitiveness. C1 ASTON UNIV,FAC MANAGEMENT LANGUAGES & EUROPEAN STUDIES,ASTON BUSINESS SCH,BIRMINGHAM B4 7ET,W MIDLANDS,ENGLAND. RP Oakes, IK, UNIV CENT ENGLAND,FAC ENGN & COMP TECHNOL,BIRMINGHAM B42 2SU,W MIDLANDS,ENGLAND. CR 1994, FINANCIAL TIMES 0712 *BOST CONS GROUP, 1993, EV COMP CHALL EUR AU *DEP TRAD IND CONF, 1993, INN BEST PRACT *DEP TRAD IND, 1994, SMALL FIRMS BRIT REP *INN ADV BOARD, 1993, GETT MESS ACR IMPR C *SMALL BUS RES CEN, 1992, STAT BRIT EMP GROWTH BOLTON JE, 1971, SMALL FIRMS REPORT C BOWONDER B, 1994, TECHNOLOGY ANAL STRA, V6 FRANKO LG, 1989, STRATEGIC MANAGE J, V10, P449 HOBSON R, 1994, TIMES 0524, P28 LEE GL, 1993, 3RD BIENN HIGH TECHN MACBETH DK, 1994, PARTNERSHIP SOURCING ROY R, 1986, PRODUCT DESIGN TECHN ZAHRA SA, 1994, TECHNOLOGY ANAL STRA, V6 NR 14 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 7-8 BP 808 EP 819 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WJ791 UT ISI:A1996WJ79100008 ER PT J AU Jones, O Tang, N TI Networks for technology transfer: Linking HEIs and SMFs SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE networks; SMFs; HEIs; technology; transfer ID UNIVERSITIES; INDUSTRY; BRITAIN AB It is increasingly recognised that networks are central to the effective transfer of technology. This paper examines the way in which such networks are established by HEIs (Higher Education Institutes). Equally significant is the acceptance that Small- and Medium-Sized Firms (SMFs) make valuable economic and social contributions through their distinctive capabilities for innovation. However, SMFs rarely possess adequate R&D assets and generally need to acquire new technologies from external sources. It is suggested that collaboration between HEIs and SMFs has considerable potential for strengthening innovatory activity in the UK. However, there is very little detailed information on the way in which networks are established and maintained by HEIs. Questionnaire data on the extent and importance of links with SMFs were obtained from 37 HEIs. In addition, interviews were carried out with the individuals responsible for marketing science and technology in five HEIs. Every HEI in the sample had established contacts with SMFs and almost 70% claimed that such alliances had made at least a 'moderate' impact on technology transfer. Furthermore, this figure increased to 95% when respondents were asked the likely impact on HEIs in the next five years. The interviews provided detailed information on the processes by which HEIs create transfer technology network links with SMFs. C1 UNIV LEICESTER,CTR MANAGEMENT,LEICESTER LE1 7RH,LEICS,ENGLAND. RP Jones, O, ASTON UNIV,ASTON BUSINESS SCH,STRATEG MANAGEMENT GRP,BIRMINGHAM B4 7ET,W MIDLANDS,ENGLAND. CR *CEST, 1990, ATT EXPL SCI TECHN *SEG QUINC PARTN, 1985, CAMBR PHEN GROWTH HI *UN, 1993, SMALL MED SIZ TRANSN ACS ZJ, 1990, INNOVATION SMALL FIR CONTRACTOR PJ, 1988, COOPERATIVE STRATEGI COOMBS R, 1987, EC TECHNOLOGICAL CHA DODGSON M, 1993, INT J TECHNOLOGY MAN, P8 FORREST JE, 1992, R&D MANAGE, V22, P41 FREEMAN C, 1990, RES POLICY, V20, P500 HUTTON W, 1995, STATE WERE IN JONES O, 1994, ALLIANCES SMES HEIS JONES O, 1995, RP9511 AST BUS SCH LEONARD C, 1993, IND HIGHER ED SEP, P176 MACMILLAN TB, 1992, MANAGING TECHNOLOGIC OAKEY R, 1988, MANAGEMENT INNOVATIO OAKEY R, 1994, HIGH TECHNOLOGY SMAL ROTHWELL R, 1982, INNOVATION SMALL MED ROTHWELL R, 1991, R&D MANAGE, V21, P125 SEGAL NS, 1986, TECHNOVATION, V4, P189 SENKER P, 1994, NEW TECH WORK EMPLOY, V9, P81 STOREY DJ, 1994, UNDERSTANDING SMALL NR 21 TC 3 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 7-8 BP 820 EP 829 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WJ791 UT ISI:A1996WJ79100009 ER PT J AU Jolly, D Ramani, SV TI Technology creation in the biotechnology sectors: The French connection SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE biotechnology sectors; generic technology; codified knowledge ID COMPANIES AB This paper examines how a government committed to the development of biotechnology sectors succeeded in a country where there was a retard in scientific knowledge, weak links between firms and scientific institutions and sluggish capital markets. Based on in-depth interviews with prominent figures from the biotechnology sectors and secondary data, the paper looks at the development of the biotechnology sectors in France, as a response of the firms, the research community, and the financial markets, to the coordination and initiatives of the French Government. We show that despite the shortcomings of the state intervention, research in biotechnology is now thriving in France, a small sector of dedicated biotechnology firms has been created and a few large diversified firms are working on creating major innovations with a global market. We then draw inferences from the French experience on the conditions favourable for the development of biotechnology sectors in any late comer country, and conclude with the policy implications that such conditions entail. C1 INST NATL RECH AGRON,GRENOBLE,FRANCE. RP Jolly, D, GRP ESC GRENOBLE,GRENOBLE,FRANCE. CR 1986, BIOFUTUR MAR *COM NAT EV RECH, 1994, AUTR REG RECH SEPT E *CONS EC SOC, 1983, J OFFICIEL REPUBLIQU *OFF TECHN ASS, 1991, BIOT GLOB EC ACHARYA R, 1994, IMPACT NEW TECHNOLOG AITELHADJ, 1989, ENTERPRISE FACE MUTA BULL AT, 1982, BIOTECHNOLOGY INT TR CALLON M, 1994, RECHERCHE, V25, P378 DELAPIERRE M, 1988, COOPERATION FIRMS RE ERNST, 1991, MOSAIQUE BIOTECH GEST, 1986, GRAPPES TECHNOLOGIQU GUIGNARD P, 1994, THESIS U PIERRE MEND HEIDRICH AG, 1994, BIO-TECHNOL, V12, P342 HODGSON J, 1992, BIO-TECHNOL, V10, P1421 JOLLY D, 1994, 94 22 CETAI HEC JOLY PB, 1993, ANAL DEPOTS BREVETS JOLY PB, 1993, CAN EUROPEAN CHEM CO PINON JC, 1990, BIOFUTUR, P107 RAMANI S, 1995, PRIVATE SOCIAL INCEN RAUGEL PJ, 1990, BIOFUTUR, P95 RAUGEL PJ, 1992, BIOTECH FORUM EUROPE, V9, P206 SHARP M, 1989, STRATEGIES NEW TECHN, P119 SHARP M, 1994, CHALLENGES GLOBALIZA NR 23 TC 6 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 7-8 BP 830 EP 848 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WJ791 UT ISI:A1996WJ79100010 ER PT J AU Guimaraes, LEC Penny, JET Moody, S TI Product design and social needs: The case of north-east Brazil SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE non-professional design; socially useful design; industrial design; engineering design; technical innovation; informal sector; low income users; small firms; developing countries; north-east Brazil AB Product design has a significant role within the overall process of innovation. It is through design that ideas and demands from the market are expressed in material form and transformed into hardware. This paper presents the findings of a survey of small firms producing light engineering products in Paraiba, a state in the north-eastern region of Brazil. The aim of the survey was to obtain an overview of the activities of entrepreneurs, evidence of innovation, methods used in new product development, and the level of training and institutional support available. It argues that this important aspect of innovation has been neglected in the development literature. Recognition of this innovative potential is crucial to the development of small firms in developing countries. C1 ASTON UNIV,DEPT MECH & ELECT ENGN,BIRMINGHAM B4 7ET,W MIDLANDS,ENGLAND. RP Guimaraes, LEC, UNIV FED PARAIBA,CTR SCI & TECHNOL,DEPT IND DESIGN,CAMPUS 2,AV APRIGIO VELOSO 882,BR-58109970 CAMPINA GRAND,PB,BRAZIL. CR 1992, ECONOMIST, P96 *ACCION INT, 1991, BRAZ, P4 *APPR TECHN INT, 1985, ANN REP TECHN SMALL, P6 *FIEP, 1992, CAD IND EST PAR, P291 *SEBRAE, 1992, ABR HOR PAR SUA EMPR, P1 *SEBRAE, 1992, PROM LEAFL, P3 BENNET J, 1987, HUNGER MACHINE, P160 BHALL AS, 1992, SMALL MEDIUM ENTERPR, P4 BHALLA AS, 1992, TECHNOLOGICAL CAPABI, R5 BLANCHARD F, 1989, TRAINING WORK INFORM, R9 BONSIEPE G, 1990, HIST IND DESIGN DOMI, V3, P252 BONSIEPE G, 1991, DESIGN ISSUES, V7, P17 FREEMAN C, 1982, EC IND INNOVATION, P184 GAMSER M, 1989, MICROENTERPRISES DEV, P192 GORB P, DESIGN STUDIES, V8, P150 HARPER M, 1984, SMALL BUSINESS 3 WOR, P11 JEFFREY KR, 1985, DESIGN STUDIES, V6, P18 KABECHA WW, 1994, THESIS U WARWICK COV, P5 MACDONALD N, 1991, BRAZIL MASK CALLED P, P111 PACEY P, 1992, J DESIGN HIST, V5, P217 POSTON D, 1990, THESIS U WARWICH, P168 REDDY AKN, 1979, GLOBL ACTION APPROPR, P94 SMILLIE I, 1991, MASTERING MACHINE PO, P12 VYAS KH, 1991, J DESIGN HIST, V4, P187 NR 24 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 7-8 BP 849 EP 864 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WJ791 UT ISI:A1996WJ79100011 ER PT J AU Hinterhuber, HH TI Strategic cost management: Preliminary lessons from European companies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE discounted investment and operating expenses; discounted production flows; experience curve pricing; innovation; intangible factors; internal rate of return; pay-back period; strategy; strategic management; stakeholder satisfaction; tactics; target costing AB Entrepreneurial drive, technology, and productivity are three characteristics which give many European companies a role of worldwide importance. This article describes strategic cost management within the framework of strategic management reflecting the current European approach. The conclusion is that at present European companies (1) are making core competencies the guiding ideas of their strategies, and (2) are striving aggressively to increase their value, first by reengineering practices, and second by 'inventing' new markets and satisfying all stakeholders, not only the shareholders, better and quicker than the competitors or other reference companies are able to do. C1 BOCCONI UNIV,MILAN,ITALY. RP Hinterhuber, HH, INNSBRUCK UNIV,DEPT MANAGEMENT,A-6020 INNSBRUCK,AUSTRIA. CR BENTIVOGLI C, 1994, INT REV STRATEGIC MA, V5, P133 DEWOOT P, 1988, ECONOMICA, P21 GRASSMANN PJ, 1991, STOCKT LECT LOND BUS HANDLER SA, 1992, J STRATEGIC CHANGE, V1, P19 HAY M, 1993, SINERGIE, V11, P205 HINTERHUBER HH, 1994, INT EXECUTIVE, V36, P275 HINTERHUBER HH, 1994, UNTERNEHMEASWERT LEA HINTERHUBER HH, 1995, BUSINESS CHANGE REEN, V2, P63 HINTERHUBER HH, 1996, STRATEGISCHE UNTERNE NAYAK PR, 1992, PRISM, P5 RUMI J, 1982, MATHNAWI NR 11 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 1 BP 1 EP 14 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WJ792 UT ISI:A1997WJ79200001 ER PT J AU Fernandes, E Valdiviezo, LE TI Total cost management of interdependent projects SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE total cost management; ABC system; cost function; interdependent projects AB This paper develops a methodology based on Portfolio Analysis to select a configuration of interdependent projects. Several methodologies were developed to help selection of investment projects. These methodologies do not consider interproject dependency. The decision to minimize some kind of costs in a project may have as consequence a very large cost for the whole system. This is particularly true for large projects as: Energy Transmission and Generation, Roads, Railways, Airports, etc. To assess different options a combinatorial problem is formulated. Resolving this problem will lead to a viable solution which maximizes the performance of the system and minimizes risk. A case is simulated to show different performances and cash flows during projects development. RP Fernandes, E, FED UNIV RIO DE JANEIRO,COPPE,CTR TECNOL,SALA F-110,CIDADE UNIV,CAIXA POSTAL 68501,BR-21945970 RIO JANEIRO,BRAZIL. CR ANDREATTA G, 1985, FACTORY FUTURE, P675 BUSSEY L, 1978, EC ANAL IND PROJECTS DRAAIJER DJ, 1992, INT J OPER PROD MAN, V12, P24 ELTON EJ, 1978, MODERN PORTFOLIO THE FREEMAN P, 1977, OPERATIONAL RES Q, V22, P253 JOHN, 1970, PORTFOLIO ANAL CAPIT JOHNSON HT, 1987, RELEVANCE LOST RISE JOHNSON TH, 1992, RELEVANCE REGAINED KI SY, 1993, IIE T, V25, P34 MAIO A, 1994, EUROPEAN J OPERATION, P178 ONG NS, 1992, INT J OPERATIONS PRO, V12, P24 VALDIVIEZO L, 1993, 14 ENEGEO ANN UFPB J, P601 ZHUANG L, 1992, INT J OPER PROD MAN, V12, P38 NR 13 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 1 BP 15 EP 24 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WJ792 UT ISI:A1997WJ79200002 ER PT J AU Scarf, PA Christer, AH TI Applications of capital replacement models with finite planning horizons SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE capital replacement; maintenance; fleet size ID EQUIPMENT AB Capital replacement models with finite planning horizons can be used to model replacement policies in complex operational contexts. They may also be used to investigate the cost consequences of technological change. This paper reviews the application of these models in various such contexts. We also compare fixed planning horizon models with variable planning horizon models. As technological change, and hence the requirement of users and customers, often drives replacement decisions rather than cost optimality, the modelling focuses not only on obtaining optimal policies, but also on determining the increased cost of sub-optimal policies. The role of penalty cost formulations is also discussed. These ideas are illustrated using a number of case histories from medicine and transport. RP Scarf, PA, UNIV SALFORD,CTR OPERAT RES & APPL STAT,MANCHESTER M5 4WT,LANCS,ENGLAND. CR BEAN JC, 1994, NAV RES LOG, V41, P117 BOUAMRA O, 1996, THESIS U SALFORD UK CHRISTER AH, 1980, J OPERATIONAL RES SO, V31, P497 CHRISTER AH, 1984, DEV OPERATIONAL RES, P31 CHRISTER AH, 1987, J OPERATIONAL RES SO, V38, P993 CHRISTER AH, 1987, J OPL RES SOC, V38, P473 CHRISTER AH, 1988, OPERATIONAL RES, V87, P343 CHRISTER AH, 1994, J OPER RES SOC, V45, P261 DESOUSA JF, 1992, VEHICLE REPLACEMENT EILON S, 1966, OPL RES Q, V17, P59 ELTON EJ, 1976, OPL RES Q, V27, P93 FRENCH S, 1988, DECISION THEORY INTR HASTINGS NAJ, 1969, OPL RES Q, V20, P337 HAWKINS CA, 1977, OPL RES Q, V28, P313 JARDINE AKS, 1976, P I MECH ENG, V190, P71 KAUFMANN A, 1963, METHODS MODELS OR LAKE DH, 1979, J OPL RES SOC, V30, P405 LINDLEY DV, 1985, MAKING DECISIONS SCARF PA, 1993, MCS9316 U SALF SCARF PA, 1994, IMA B, V30, P181 SCARF PA, 1995, IMA J MATH APPL BUSI, V6, P39 SIMMS BW, 1984, EUR J OPER RES, V15, P183 NR 22 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 1 BP 25 EP 36 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WJ792 UT ISI:A1997WJ79200003 ER PT J AU Towill, DR TI The seamless supply chain - The predator's strategic advantage SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE business processes; supply chains; strategic advantage; reengineering; decision support systems; system simulation; cost metrics AB It is no longer sufficient for a winning organization to operate in isolation, however effective it may be in performing its core business. To survive, let alone win, it must be part of one or more supply chains producing world class performance. Each company in the chain must be internally 'lean' but additionally must operate in a 'seamless' environment in which all information relevant to the efficient operation of the total system is available on time and in an undistorted form. The term 'predator' has been coined in the literature to describe the supply chain leader with the vision, drive, and determination to re-engineer the entire supply chain so as to satisfy end-customer needs. The paper reviews the techniques available to 'predators' seeking to gain competitive advantage for their supply chains, including industrial engineering, operations engineering, production engineering, and information technology. Not all conceivable improvements can be implemented overnight, however desirable they might appear, hence the advocacy of simulation models within a decision support system so that top management can prioritise proposed Improvement Programmes against the relevant performance metric. In the example used to indicate the approach the technological, organizational, and attitudinal problems to be solved by top management in achieving the seamless supply chain are all highlighted. RP Towill, DR, UNIV WALES COLL CARDIFF,IND SYST DYNAM GRP,QUEENS BLDG,POB 917,CARDIFF CF2 1XH,S GLAM,WALES. CR ANDERSON P, 1988, 5 INT WORK SEM PROD ANDRASKI JC, 1994, INT J LOGISTICS MANA, V5, P1 BAXTER LF, 1993, ISATA C AACH SEP BERRY D, 1994, P 8 INT WORK SEM PRO, V3, P131 BRACE G, LOGISTICS INT 1994, P9 BURBIDGE J, 1994, COMMUNICATION BURT DN, 1989, HARVARD BUSINESS JUL, P127 CASSELL M, 1994, FINANCIAL TIMES 0110 CASTLE DC, 1993, P 2 IND ENG RES C, P762 CAULKIN S, 1994, OBSERVER 0703 CHILD P, 1991, SLOAN MANAGEMENT FAL, P73 DAVIS T, 1993, SLOAN MANAGEMENT SUM, P35 ELLRAM L, 1991, INT J PHYS DISTRIB, V22, P13 ELORANTA E, 1991, ENG COST PROD ECON, V21, P155 EVANS GN, 1995, J PRODUCTION PLANNIN, V6, P38 FARMER D, 1991, EFFECTIVE PIPELINE M FORRESTER JW, 1961, IND DYNAMICS GILCHRIST S, 1994, TIMES 0906 HARRINGTON TC, 1990, INT J PHYS DISTRIB, V20, P17 HAYES RH, 1994, HARVARD BUSINESS JAN, P77 HILL T, 1993, MANUFACTURING STRATE HOEKSTRA S, 1992, INTEGRAL LOGISTICS S INGER R, 1995, PROD PLAN CONTROL, V6, P246 JOHANSSON HJ, 1993, BUSINESS PROCESS REE JONES TD, 1985, INT J PHYS DISTRIB, V5, P16 KALOO U, 1977, THESIS U WALES CARDI KOSTA A, 1991, INT J PHYS DISTRIB, V21, P15 LAMMING R, 1992, PARTNERSHIP STRATEGI MACBETH DK, 1994, PARTNERSHIP SOURCING PARNABY J, 1991, INT J TECHNOL MANAGE, V6, P15 SCHMIDT JD, 1993, P 2 IND ENG RES C, P138 SCOTT C, 1991, INT J PHYS DISTRIB, V21, P23 SMALL BW, 1983, P I MECH ENG B-MANAG, V197, P131 SOUTHALL JT, 1988, BPICS CONTROL APR, P29 STALK G, 1992, HARVARD BUSINESS MAR, P57 STALK GH, 1990, COMPETING TIME TIME STEVENS GC, 1989, INT J PHYS DISTRIB, V19, P3 TOWILL DR, 1991, IEE PROC-A, V138, P11 TOWILL DR, 1992, INT J PHYS DISTRIB, V22, P3 TOWILL DR, 1992, P I MECH ENG B-J ENG, V206, P233 TOWILL DR, 1993, J I PURCHASING S JUL, P38 TOWILL DR, 1994, PROD PLAN CONTROL, V5, P82 WOMACK JP, 1994, HARVARD BUSINESS MAR, P93 WOMACK JP, 1996, LEAN THINKING NR 44 TC 31 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 1 BP 37 EP 56 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WJ792 UT ISI:A1997WJ79200004 ER PT J AU Stainer, A TI Productivity and strategic management accounting SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE benchmarking; capital input; European; performance measures; productivity; strategic management accounting AB Productivity is defined and presented in both its performance measurement role and its strategic context for manufacturing and service sectors. The development of productivity, especially total productivity, and its connection with management accounting is highlighted. The inter-relationship of productivity analysis to competitive advantage and technology is also discussed. Strategic management accounting, incorporating productivity, is shown to focus on price recovery and profitability with alternative methods revealed. The approach for external estimations for competitive analysis, utilising benchmarking, is set out. Capital input within productivity measurement is studied, specifically examining inflation, technological change and capacity maintenance. Allied to total productivity, a methodology is put forward for capital input for strategic analysis. RP Stainer, A, MIDDLESEX POLYTECH,BOUNDS GREEN RD,LONDON N11 2NQ,ENGLAND. CR ASCH D, 1992, LONG RANGE PLANN, V25, P105 BELCHER JG, 1988, PRODUCTIVITY PLUS PL, P216 BICHENO J, 1989, INT J OPERATIONS PRO, V9, P56 BROMWICH M, 1994, MANAGE ACCOUNTING, P127 CHRISTOPHER M, 1992, LOGISTICS SUPPLY CHA, P10 CHRISTOPHER WF, 1993, HDB PRODUCTIVITY MEA CRAIG CE, 1973, SLOAN MANAGEMENT SPR, P13 EILON S, 1976, APPL PRODUCTIVITY AN, P47 EILON S, 1992, MANAGEMENT PRACTICE, P105 FISHER TJ, 1990, INT J OPERATIONS PRO, V10, P60 FITZGERALD L, 1991, PERFORMANCE MEASUREM, P7 GARVIN DA, 1992, OPERATIONS STRATEGY, P126 GROSSMAN ES, 1993, HDB PRODUCTIVITY MEA HAN KH, 1991, MANAGE ACCOUNTING, V2, P249 HARRISON M, 1993, OPERATIONS MANAGEMEN, P28 HEAP J, 1992, PRODUCTIVITY MANAGEM, P59 HORNELL E, 1992, IMPROVING PRODUCIVIT, P9 HORNELL E, 1994, ACHIEVING SERVICE PR, P252 KAPLAN RS, 1989, ADV MANAGEMENT ACCOU, P321 KARLOF B, 1993, BENCHMARKING SINGPOS, P45 KAY J, 1993, FDN CORPORATE SUCCES, P19 LEE TA, 1985, INCOME VALUE MEASURE, P106 MILLER D, 1984, HARVARD BUSINESS MAY, P145 PORTER ME, 1985, COMPETITIVE ADVANTAG, P33 SADLER G, 1993, HDB PRODUCTIVITY MEA SHANK JK, 1989, STRATEGIC COST ANAL, P182 SIMMONDS K, 1981, OCCASIONAL PAPER SER, P1 STAINER AI, 1991, PRODUCTIVITY QUALITY, V3, P139 SUMANTH DJ, 1984, PRODUCTIVITY ENG MAN, P47 TALAYSUM AT, 1987, PRODUCTIVITY MANAGEM, V1, P61 TAUSSIG RA, 1985, MANAGEMENT ACCOU MAY, P49 TIDD J, 1994, NEW WAVE MANUFACTURI, P22 TROSKEY GT, 1993, PRODUCTIVITY QUALITY, V4, P358 VANLOGGERENBERG B, 1982, NATL PRODUCTIVITY RE, V1, P87 VANLOOGERENBERG B, 1994, C PROD PRES PROF POS WARD K, 1992, STRATEGIC MANAGEMENT, P33 WORKMANDAVIES CL, 1994, C PROD PRES PROF POS NR 37 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 1 BP 57 EP 67 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WJ792 UT ISI:A1997WJ79200005 ER PT J AU Sihn, W vonBriel, R TI Process cost calculation in a fractal company SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE controlling; fractal company; guide prices; process-cost calculation; decentralised workgroups AB Organization structures in the 21st century which have been built upon Tayloristic, centralist approaches are no longer capable of surviving in the new market dynamics. The organizational concept of the fractal company as a decentralized, holistic approach offers the necessary vitality which can react to changes in a targeted manner. With this, the self-organizing. decentralized company units have an increased need for coordination. A special problem is the coordination between central service areas and decentralized production areas with the aid of coordination mechanisms resembling those found in markets. Controlling as a decisive element in the coordination of a company requires an efficient instrument. Profess cost calculation, in contrast with other costing systems, represents an efficient instrument in establishing customer-supplier relations far company units which look after service functions. Combined with conventional costing considerations, this instrument makes a 'holistic company navigation' possible and thereby facilitates coordination within a fractal corporation. in order to actually achieve internal coordination which resembles market conditions, the decentralized company units require further qualitative information such as delivery service and quality data. The quality, motivation and customer consciousness of the employees, however, remain the essential characteristics of the company's ''vitality.'' RP Sihn, W, FRAUNHOFER INST MFG ENGN & AUTOMAT,IPA,CORP MANAGEMENT DEPT,STUTTGART,GERMANY. CR DRUCKER P, 1989, MANAGING FUTURE, P10 HORVATH P, 1014 VDI, P59 HORVATH P, 1990, CONTROLLING JOHNSON HT, 1987, RELEVANCE LOST RISE JOHNSON HT, 1994, CONTROLLING JAHRBUCH, P2 KAPLAN RS, 1991, PROZESSKOSTENMANAGEM, P11 KUPPER HU, HDB BETRIEBSWIRTSCHA, P647 MANDELBROT BB, 1987, FRAKTALE GEOMETRIE N PLEUS P, UMSTRUKTURIERUNG SCH WARNECKE HJ, 1993, FRAKTALE UNTERNEHMEN, P142 WARNECKE HJ, 1993, PRODUKTIONSBETRIEB, V1 WARNECKE HJ, 1995, AUFBRUCH FRAKTALEN U WARNECKE JJ, 1994, STRATEGIEN PRODUKTIO, P89 NR 13 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 1 BP 68 EP 77 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WJ792 UT ISI:A1997WJ79200006 ER PT J AU Szklo, AS Maia, LOA Qassim, RY TI A kaizen budgeting model SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE cost management; Japanese manufacturing; kaizen budgeting; kaizen value distribution model AB In addition to high quality, low cost and frequent on-time delivery, management accounting methods have been shown to he factors behind Japanese manufacturing excellence. A prominent example is Toyota's cost management system based on kaizen budgeting. in this paper, a quantitative model based on linear programming is developed as a decision support tool for determining the distribution of kaizen values through company processes and plants. C1 FED UNIV RIO DE JANEIRO,COPPE,BR-21945970 RIO JANEIRO,BRAZIL. RP Szklo, AS, FED UNIV RIO DE JANEIRO,SCH ENGN,CAIXA POSTAL 68529,BR-21945970 RIO JANEIRO,BRAZIL. CR COOPER R, 1991, DESIGN COST MANAGEME HIROMOTO T, 1988, HARVARD BUSINESS JUL, P22 OSTRENGA MR, 1992, ERNST YOUNG GUIDE TO SCAPENS RW, 1991, MANAGEMENT ACCOUNTIN SCHRAGE L, 1987, USERS MANUAL LINDO STEIN RE, 1994, NEXT PHASE TOTAL QUA TANAKA T, 1994, J COST MANAGEMEN FAL, P56 WIERSEMA WH, 1995, ACTIVITY BASED MANAG WOODS MD, 1994, TOTAL QUALITY ACCOUN NR 9 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 1 BP 78 EP 83 PG 6 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WJ792 UT ISI:A1997WJ79200007 ER PT J AU Ray, TG Mann, L TI A heuristic for maintenance budget allocation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE maintenance; budget; heuristic; capital allocation; network; procedure AB Management is often faced with a situation in which funds are Limited. In maintenance, this requires that some work he deferred. In many cases, due to the time framework for the decision, not much thought is given to the procedure for addressing which projects should be deferred. This paper is directed at the development of a framework for these types of decisions. Although the rigorous application of the ideas contained within the concept may require a substantial time commitment initially, the work involved in applying the procedure can be reduced after the first application. Further, the method can be reduced to a ''quick and dirty'' approach by abstraction or simplification. RP Ray, TG, LOUISIANA STATE UNIV,DEPT IND & MFG SYST ENGN,BATON ROUGE,LA 70803. CR *G C MERR CO, 1971, WEBST 7 NEW COLL DIC BILES WE, 1990, ENCY COMPUTER SCI TE, P229 FARKAS A, 1993, INT J PROD ECON, V32, P155 KENNEDY WJ, 1993, INT J PROD ECON, V32, P277 MANN L, 1966, J IND ENG SEP, P461 MANN L, 1983, MAINTENANCE MANAGEME RAY TG, 1971, THESIS VPI SU BLACKS NR 7 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1997 VL 13 IS 1 BP 84 EP 92 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WJ792 UT ISI:A1997WJ79200008 ER PT J AU Gold, B TI Changing patterns of Japanese participation in US industries SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE industrial competitiveness; Japanese management practices; productivity; product quality, labor development; marketing practices AB This paper reports the findings from twelve National Science Foundation-supported field studies of the significantly changing strategies and policies of Japanese manufacturing firms between successive stages of seeking to increase their competitiveness in various industries in the USA. The analysis covers changes over time, as well as differences among the participants, in ownership patterns, products and marketing, as well as adjustments over time in: production facilities; practices in developing American as compared with Japanese executives and engineers; policies concerning relationships between management and labour; and efforts to strengthen relationships with customers. RP Gold, B, CLAREMONT GRAD SCH,CLAREMONT,CA 91711. CR GOLD B, 1990, TECHNOVATION INT DEC GOLD B, 1991, INT J TECHNOLOGY FEB GOLD B, 1991, TECHNOLOGY TRANSFER GOLD B, 1994, INT J TECHNOLOGY MAN GOLD B, 1995, BUSINESS CONT WO AUG GOLD B, 1995, INT J TECHNOLOGY MAN KHARABANDA OP, 1991, MANAGEMENT ACCOU MAR SASAKI N, 1990, MANAGEMENT IND STRUC NR 8 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 5-6 BP 501 EP 508 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WF560 UT ISI:A1996WF56000002 ER PT J AU Nakamura, Y Shibuya, M TI Japan's technology policy - A case study of the R&D of the Fifth Generation computer systems SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Fifty Generation Computer Project; Joint R&D; Research Consortium; technology policy AB This paper examines the successes and failures of the Fifth Generation Computer Project (FGCP), which was completed in March 1995, in order to discern lessons for future technology policy. While much criticism has been aimed at the FGCP for failing to produce commercial results, the enhancement of Japan's industrial competitiveness was never the goal of the project. Rather, the primary objective was to carry out basic research with government funding to benefit the international community. Here we attempt an evaluation of the FGCP's success with respect to this primary objective by considering three factors: 1. its impact on academic research 2. international spillovers created by the project 3. its ability to overcome externalities associated with research in high technology fields. We conclude that the FGCP fulfilled its primary objective. Finally we note that, unlike most government-funded projects, which tend to wither once funding is cut off, the FGCP has succeeded in weaning the research projects it spawned away from government funding. RP Nakamura, Y, MINIST INT TRADE & IND,RES INST INT TRADE & IND,CHIYODA KU,1-3-1 KASUMIGASEKI,TOKYO 100,JAPAN. CR *CHIEN YT, 1992, NIKKEI SANGYO N 0610 AKIRA G, 1984, IND POLICY JAPAN BEASON R, 1993, 1644 HARV I EC RES D CHALMERS J, 1982, MITI JAPANESE MIRACL DERTOUZOS ML, 1989, MADE AM REGAINING PR EUGENE K, 1972, JAPAN GOVT BUSINESS FEIGENBAUM EA, 1983, 5 GENERATION ARTIFIC FEIGENBAUM EA, 1988, RISE EXPERT COMPANY FRANSMAN M, 1990, MARKET COOPERATION C IZUO H, 1989, P IEEE, V77 KAZUHIDE I, 1991, GEKKAN KIKAISHINKO, V24 KEISANKI ND, 1994, JECC COMPUTER NOTES KIYONORI K, 1987, KEIZAI NO SEITAI KRUGMAN P, 1994, FOREIGN AFF, V73, P28 KYOJI K, 1992, P INT C 5 GEN COMP S NAKAMURA Y, 1995, STUD INT TRAD IND, V18 ODAGIRI H, 1993, NATL INNOVATION SYST, P76 OKIMOTO DZ, 1989, MITI MARKET PECK MJ, 1986, RES POLICY, V15, P219 SAKAKIBARA K, 1981, HITOTSUBASHI REV, V86 SAXONHOUSE G, 1985, 156 U MICH DEP EC TAKI K, 1993, BIT BESSATSU DAIGOSE UCHIDA S, 1994, P INT S 5 GEN COMP S WAKASUGI R, 1985, GIJUTSU KAKUSHIN TO YOSHIKAWA H, 1994, MADE JAPAN NIHON SEI NR 25 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 5-6 BP 509 EP 533 PG 25 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WF560 UT ISI:A1996WF56000003 ER PT J AU Tsuda, K TI The strategy for human resources development in SMI SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE human resources; in-house education/training; blue collar worker; computer system; control strategy; mechanical engineering (education); steel business AB The Japanese steel industry has achieved a number of advances which centre around the expansion of facilities and significant innovations in operating technologies. However, these improvements have limitations in improving international competitiveness. In order for Sumitomo Metal Industries Ltd. (SMI) to ensure such competitiveness, it recognizes the importance of also strengthening the contributions of its human resources. This paper discusses such efforts in two areas: (1) the historical development of SMI's education/training system for white and blue collar workers; and (2) the more recent educational and training system for blue collar workers offered in the Human Resources Development Centre which was established in August 1993. RP Tsuda, K, SUMITOMO MET IND LTD,HIGASHI KU,15 KITAHAMA 5 CHOME,OSAKA 541,JAPAN. CR *JAP IR STEEL FED, 1991, REP PROM RED WORK HO *JAP MIN LAB, 1991, LAB WHIT PAP *JAP TRAD UN CONF, 1993, WHIT PAP RENG *MAN COORD AG, 1982, BAS INV EMPL CONST *MAN COORD AG, 1990, NAT CENS *OFF PRIM MIN, 1990, PUBL OP POLL JAP PEO NR 6 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 5-6 BP 534 EP 550 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WF560 UT ISI:A1996WF56000004 ER PT J AU Bowonder, B Sarnot, SL Rao, MS TI Competition in the global electronics display industry: Strategies of major players SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE strategy; electronic displays; LCD; LED ID FLAT-PANEL DISPLAYS; TECHNOLOGIES; FUTURE C1 GOVT INDIA,DEPT ELECT,NEW DELHI 3,INDIA. UNIDO,VIENNA,AUSTRIA. RP Bowonder, B, COLL INDIA,ADM STAFF,HYDERABAD 500049,ANDHRA PRADESH,INDIA. CR *EL IND ASS JAP, 1994, FACTS FIGURES 1994 AJLUNI C, 1995, ELECTRON DES, V43, P183 ARAI S, 1994, DISPLAY DEVICES, P14 BOND J, 1993, SOLID STATE TECHNOL, V36, P37 BORRUS M, 1994, IEEE ENG MANAGEMENT, V22, P98 BOWONDER B, 1994, ELECTRON INFORM PLAN, V21, P683 BOWONDER B, 1994, WORLD COMPETITION, V18, P19 CASTELLANO JA, 1994, SID 94 DIGEST, P215 DONOFRIO R, 1994, INFORM DISPLAY, V10, P12 FLETCHER AG, 1992, ELSEVIER ADV TECHNOL FLORIDA R, 1991, TECHNOL REV, V94, P43 FUJIMOTO I, 1990, DISPLAY DEVICES, P14 GRENIER J, 1991, SOLID STATE TECHNOL, V34, P41 GROSS N, 1994, BUSINESS WEEK JAN, P45 HAYASHI K, 1994, TECHNO JAPAN, V27, P52 HENLEY FJ, SID 94 DIGEST, P687 HIJIKIGAWA M, 1994, SID 94 DIGEST, P165 HIRAYAMA T, 1993, DISPLAY DEVICES, P8 HIRAYAMA T, 1994, J ELECT ENG, V31, P30 HUANG C, 1994, ELECTRONICS, V67, P9 KAYE GM, 1992, PHOTON SPECTRA, P70 KURAKAMI H, 1994, DISPLAY DEVICES, P32 LAUDON KC, 1994, INFORMATION TECHNOLO MIKOSHIBA S, INFORM DISPLAY, V10, P21 MIZUKAMI E, 1993, DIGEST JAPANESE IND, V282, P26 NAKHIEON K, 1994, ELECTRONICS, V67, P6 NAKHIEON K, 1994, ELECTRONICS, V67, P7 OMARA W, 1993, SOLID STATE TECHNOL, V36, P35 PATTON R, 1994, ELECTRONICS, V67, P7 PINNEL MR, 1994, SID 94 DIGEST, P683 REVE T, 1990, FIRM NEXUS TREATIES, P133 SINGER P, 1994, SEMICONDUCTOR INT, V17, P78 TAKITA H, 1994, DISPLAY DEVICES, P32 TANINECZ G, 1994, ELECTRONICS, V67, P6 TANNAS LE, 1994, INFORM DISPLAY, V10, P12 TANNAS LE, 1994, P IEEE, V82, P499 WERNER KI, 1993, IEEE SPECTRUM, V30, P18 WHITAKER JC, 1994, ELECT DISPLAYS WOODARD OC, 1992, BYTE, V17, P159 NR 39 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 5-6 BP 551 EP 576 PG 26 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WF560 UT ISI:A1996WF56000005 ER PT J AU Mathe, H Dagi, TF TI Managing technology for the globalization of service operations SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE globalization; service operations; technology; banking; retailing; health care; delivery system AB This paper summarizes the latest phase of an ongoing research programme regarding the strategic management of globalization in the service sector. In this phase, we have focused on the role of technology in international expansion in three industries which contain virtually the entire spectrum of possibilities from pure service to pure product-based firms. Yet this study demonstrates that their ability and success in incorporating technology has been remarkably similar. The availability of technological applications does not diminish the importance of developing and implementing a coherent overall business strategy. Globalization should not be driven purely by technological capabilities. If the front line operations of the firm are not compatible with expansion before the introduction of technology, they are unlikely to be so afterwards unless the technological innovation is specifically intended to address the limiting factor. Back office operations, on the other hand, may well profit from more generic technological innovations. C1 ESSEC,SCH MANAGEMENT,PARIS,FRANCE. GEORGETOWN UNIV,KENNEDY INST ETH,WASHINGTON,DC 20057. PEACHTREE NEUROSURG,ATLANTA,GA. RP Mathe, H, UNIV LAUSANNE,HEC,LAUSANNE,SWITZERLAND. CR FORTUNE 0822 1991, ECONOMIST 0420 1992, BOURSE FINANCES 1024 1992, COMPUTING NOV 1993, AGENCE EC FINAN 0210 1993, BANKER OCT 1993, ECONOMIST 0828 1993, HARVARD BUSINESS MAY 1993, TRIBUNE EXPANSI 0211 1993, ZERO UN INFORMA 0626 1994, ANN REP 1994, ANN REPORT 1994, ECONOMIST 1119 *BERNST RES, 1993, FUTURE HLTH CARE MAY, P29 *COAST HLTH CAR GR, 1994, ANN REP *COMM EUR COMM, 1992, EC UR ROUND NOV *COOP LYBR, 1994, SPEC ISS CHAIN STOR *ERNST YOUNG NAT R, 1993, GOING GLOB INT OPP R *SIEM MED SYST INC, 1994, LEAS SIEM CREAT SOL *SIEM MED SYST, 1994, SIEM MED SYST FEB *SIEM, 1993, ANN REP *UN CTR TRANSN COP, 1989, FOR DIR INV TRANSN C ANAN, 1990, ABA BANKING J MAR AREND M, 1991, ABA BANKING J NOV AREND M, 1993, ABA BANKING J NOV ASHLEY L, 1990, ANNUAL REPORT BARNES AH, COMMUNICATION BARONE R, 1993, VITAL SPEECHES 0215 BEITEL G, 1990, BANKING SOFTWARE REV BERWICK DM, CURING HLTH CARE BRIDGE T, 1992, CANADIAN BANKER JUL BRYANT J, 1969, HLTH DEV WORLD CAMPBELL A, 1991, TELEMARKETING MA AUG CIALDELL L, 1994, TECHNOLOGY BANKING I CIRIANI M, 1994, ETUDES TECHNOLOGIE S CLEMONS EK, 1993, J MANAGEMENT INFORMA, V10 COLIN J, 1993, PERSPECTIVES RELATIO COLLIER D, 1983, LONG RANGE PLANNING, V16 DAGI TF, 1994, VENTURE CAPITAL STRA DAY J, 1993, BANK SYSTEM TECH APR DAY J, 1993, BANK SYSTEMS TEC JAN FLYER M, 1994, SIEMENS MED SYST SEP FREEDMAN D, 1992, CIO MAGAZINE AUG FREIG F, 1994, PERFORMANCE CONSUMER GANDY T, 1993, BANKER MAR GEER T, 1991, BANKERS MAGAZINE JAN GREENBAUM J, 1993, INFORMATION WEE 0127 GUYON J, 1994, WALL STREET J SEP HENDERSON H, 1994, HEALTHCARE FORUM SEP, P18 HUSSON MA, 1994, WALMART ONE GOL 0709 IACOBUZIO T, 1992, BANK SYSTEM TECH MAY IKEA, 1994, ANN REPORT KASS R, 1992, BANKING SYSTEMS SEP KENJURAMAPLES C, 1991, TEXAS BANKING OCT KISSICK WL, 1994, MED DILEMNAS INFITE KOCHAR P, 1994, TURNING POINT SALES LAJTHA A, 1992, BANKER OCT LOVEMAN AR, 1993, L ASHLEY FED EXPRESS MARGOLIS N, 1992, COMPUTERWORLD 0907 MATHE H, 1990, ALLIANCE NECESSIARE MATHE H, 1991, MANAGING SERVICES BO MATHE H, 1994, LONG RANGE PLANNING, V27 MATHE H, 1995, IN PRESS SERVICE GLO MAXIMOV J, 1993, INT J RETAIL DISTRIB, V21 NAKASIAN G, 1994, COMMUNICATION 1122 NARARRO V, 1976, MED CAPITALISM NEWSHOLME A, 1932, CIVILIZED COMMUNITIE, P29 NIXON B, 1993, SAVINGS COMMUNIT JUN NIXON B, 1993, SAVINGS COMMUNIT NOV OLAUGHLIN KA, 1993, RECONFIGURING EUROPE, CH10 ORTEGA B, 1994, WALL STREET J 0729 OSTER P, 1993, BUSINESS WEEK 0222 PETERSON T, 1994, BUSINESS WEEK 0808 PIRRIE D, 1990, BANKING WORLD DEC RADIGAN J, 1991, BANK SYSTEMS TEC AUG RAOCH S, 1993, MAKING TECHNOLOGY WO ROTH AV, 1991, BANK MANAGEMENT DEC ROTH AV, 1992, WORLD CLASS BANKING ROUX JL, 1990, TELECOMMUNICATIO MAY STEINBORN D, 1992, BANK SYSTEMS TEC AUG TAKAC P, 1992, MANAGMENT DECISION, V30 WARR M, 1991, TELEPHONY APR WISE P, 1992, BANKING WORLD DEC ZUBOF S, 1989, BASIC BOOKS NR 84 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 5-6 BP 577 EP 607 PG 31 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WF560 UT ISI:A1996WF56000006 ER PT J AU Ayres, RU TI Creating industrial ecosystems: A viable management strategy? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE industrial ecosystems; materials cycle; systems integration; wastes as raw materials; returns-to-internalisation; returns-to-closure AB Industrial ecosystems, designed ''from scratch'' to imitate nature by utilizing the waste products of each component company as raw materials - or ''food'' - are an attractive theoretical idea. As yet they are mostly at the proposal stage. It is important to stress that process changes to take advantage of ''returns-to-closure'' (of the materials cycle) - are very definitely not another version of ''end-of-pipe'' treatment of wastes. Is this an idea whose time has come? This paper examines a number of such proposals and considers the prerequisites for success. It appears that there are several: first, a fairly large scale of operation is required. This means that at least one first tier 'exporter' must be present to achieve the necessary scale. Second, at least one other major firm (or industrial sector) must be present locally to utilize the major waste of the exporter, after conversion to a useful form. Third, one or more specialized ''satellite'' firms will be required to convert the wastes of the first tier 'exporter' into useful raw materials for the consumer, and to convert the latter's wastes into marketable commodities, secondary inputs to other local firms, or final wastes for disposal. A final condition, of great importance (and difficult to achieve in practice) is that a reliable mechanism be established to ensure close and long-term technical cooperation - i.e, information sharing - among the participating firms. The guarantor of this cooperation must be either the first tier 'exporter' itself, a major bank, a major marketing organization, or a public agency. The detailed mechanisms by which it can be achieved in practice remain to be worked out. RP Ayres, RU, INSEAD,CMER,F-77305 FONTAINEBLEAU,FRANCE. CR 87904, PL *CORN U CTR ENV SC, 1994, EC IND PARK PROP MON *US BUR MIN, 1989, MIN YB 1989 ABERNATHY WJ, 1978, PRODUCTIVITY DILEMMA AYRES RU, 1982, COALPLEX INTEGRATED AYRES RU, 1991, COMPUTER INTEGRATED AYRES RU, 1993, 9341EPS INSEAD AYRES RU, 1993, 9344EPS INSEAD COTE RP, 1994, DESIGNING OPERATING DENISON EF, 1962, 13 COMM EC DEV DENISON EF, 1974, ACCOUNTING US EC GRO DENISON EF, 1979, ACCOUNTING SLOWER EC FROSCH RA, 1989, SCI AM, V261, P94 GIEDIONS S, 1948, MECH TAKES COMMAND 4, P213 GODLHAR, 1983, HARVARD BUS REV, P141 HAWKEN P, 1993, ECOLOGY COMMERCE DOI MOTLEY EP, 1978, EPA600778225 TRW INC YUN CK, 1980, 4 JOINT M MMIJ AIME ZEBROWSKI M, 1987, TECHNOLOGICAL INNOVA NR 19 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 5-6 BP 608 EP 624 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WF560 UT ISI:A1996WF56000007 ER PT J AU Balachandra, R TI International technology transfer in small business: A new paradigm SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE developing countries; international technology; medium-sized business; small business; technology; technology transfer; technology transfer paradigms AB International technology transfers are growing in recent years as trade barriers are lowered and repatriation of income laws are relaxed in many developing countries. Simultaneously, there have been great improvements in logistics and communications. These developments have transformed the conventional international technology transfer processes. This paper reviews the traditional processes of international technology transfer. The process is illustrated with two case studies, and their problems are briefly discussed. The paradigm of the process and its weaknesses in the present are discussed. With the help of a recent case study involving small businesses the paper presents a new paradigm for technology transfer. Some important features of this paradigm are - small firms can actively seek to sell their technology only, and the crucial role played by the international communication technology. RP Balachandra, R, NORTHEASTERN UNIV,GRAD SCH BUSINESS ADM,BOSTON,MA 02115. CR AHARONI Y, 1991, TECHNOLOGY TRANSFERI, P223 ALALI S, 1991, SCI PUBL POLICY, V18, P295 BARANSON J, 1967, MANUFACTURING PROBLE BARNETT A, 1994, SCI PUBL POLICY, V21, P2 BHAT MC, 1991, J DEV SOC, V7, P121 BLAACHANDRA R, 1980, INT J POLICY INF DEC CAVES RE, 1982, MULTINATIONAL ENTERP CROMWELL G, 1992, WORLD DEV, V20, P979 DEAN CC, 1991, INT EXECUTIVE, V33, P35 DOUTHWAITE C, 1989, COMPUTER AIDED ENG J, V6, P65 HALL GR, 1970, TECHNOLOGY FACTOR IN HYMER S, 1976, INT OPERATION NATL F KIM L, TECHNOLOGY TRANSFER, P223 KINDLEBERGER C, 1970, INT CORPORATION S KNICKERBOCKER FT, 1973, OLIGOPOLISTIC REACTI KOJIMA K, 1978, DIRECT FOREIGN INVES NICHOLS D, 1992, SMALL BUSINESS REPOR, V17, P29 NIOSI J, 1990, WORLD DEV, V18, P1529 OZAWA T, 1983, INT TRANSFER TECHNOL RAAFAT F, 1992, SOCIO ECON PLAN SCI, V26, P181 TEECE DJ, 1981, ANN AM ACAD POLIT SS, V458, P81 VERNON R, 1966, Q J ECON, V80, P190 VERNON R, 1971, SOVEREIGNTY BAY NR 23 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 5-6 BP 625 EP 638 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WF560 UT ISI:A1996WF56000008 ER PT J AU Boura, K Cosmetatos, GP TI Tracing international competitiveness through official trade figures: The case of the Greek food, beverage and tobacco industries SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE trade figures; decomposition; structural change ID TOTAL FACTOR PRODUCTIVITY AB This paper presents a methodology to decompose changes in foreign trade figures with a view to identifying and quantifying the effects of major contributing factors such as prices, physical quantity, quantity mix (structural change) and product quality. The methodology is applied to data on Greek exports and imports of manufactured food, beverage and tobacco products, 1980-1993. Issues of measurement and interpretation are discussed and conclusions drawn. RP Boura, K, NATL TECH UNIV ATHENS,DEPT ENGN MECH,SECT IND MANAGEMENT & OR,ZOGRAFOS 15780,GREECE. CR *COMM EUR COMM, 1983, EUROPEAN EC, V16, P29 *NAT STAT SERV GRE, STAT YB FOR TRAD COSMETATOS G, 1993, EUR J OPER RES, V69, P26 COURBOIS R, 1975, COLLECTIOS INSEE, V35, P1 ELDOR D, 1981, OMEGA, V9, P605 GARRIGOSA EG, 1992, OMEGA-INT J MANAGE S, V20, P553 KUROSAWA K, 1975, OMEGA, V3, P157 MILLER DM, 1987, MANAGE SCI, V33, P1501 RUCH WA, 1981, 6 AM PROD CTR NR 9 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 5-6 BP 639 EP 649 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WF560 UT ISI:A1996WF56000009 ER PT J AU Zysman, J TI Nations, institutions, and technological development SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology; development AB Differences in national structures account for technological outcomes. Technology is a tool for comparativists to analyse the differences in national structures. Does technology drive society, and force an economy's institutions to adapt, or does the character of a society's community and institutional arrangements shape the character of technology? These are not necessarily competing hypotheses, but deeply intertwined stories that reflect the process by which technology recreates itself as it drives adaptations in the society at large. Embedding technological and economic development within institutions with historical roots ion the nation improves upon the purely economical approach to explaining technological growth. RP Zysman, J, UNIV CALIF BERKELEY,BERKELEY ROUNDTABLE INT ECON,2234 PIEDMONT AVE,BERKELEY,CA 94720. CR ABERNATHY WJ, 1978, PRODUCTIVITY DILEMMA ARCHIBUGI D, 1993, U CAMBRIDGE RES PAPE, V14 BAR F, 1992, FUTURE NETWORKING US BORRUS M, 1983, AM IND INT COMPETITI BORRUS M, 1988, COMPETING CONTROL AM BORRUS M, 1988, SCANDINAVIAN EC REV, V1 BORRUS M, 1992, BRIE WORKING PAPER, V53 BORRUS M, 1993, NEW CHALLENGES INT C BUIGUES P, 1993, DOES OWNERSHIP MATTE COHEN S, 1987, MANUFACTURING MATTER DOSI G, 1993, 993 U CAL BERK CTR R DOSI, 1990, EC TECHNOLOGICAL CHA GERSCHENKRON A, 1962, EC BACKWARDNESS HIST GRANOVETTER M, AM J SOCIOL, V19, P481 GUERRIERI P, 1991, TECHNOLOGY INT TRADE, V49 GUERRIERI, 1991, TECHNOLOGICAL TRADE, V54 HERRIGEL G, 1989, IND POLITICS W GERMA KITSCHELT H, 1991, INT ORGAN, V45, P453 KRUGMAN P, 1986, STRATEGIC TRADE POLI LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT NELSON R, 1992, IND CORPORATE CHANGE, V1 NOBLE G, 1992, 1992 AM POL SCI ASS OBRIEN R, 1992, GLOBAL FINANCIAL INT PATEL P, 1992, EC INNOVATION NEW TE POLANYI K, 1944, GREAT TRANSFORMATION SABEL C, 1985, PAST PRESENT, V108, P133 SAMUELS R, 1991, STRATEGIC PARTNERSHI SOSKICE D, 1993, INNOVATION STRATEGIE STIGLITZ J, 1991, CEPR PUBLICATION, V292 STIGLITZ J, 1993, OXFORD REV EC POLICY, V5 STIGLITZ, 1987, 2316 NBER TYSON LD, 1992, WHOS BASHING WHOM TR WEBER S, 1992, HIGHEST STAKES EC FD ZYSMAN J, 1977, POLITICS PRODUCTIVIT ZYSMAN J, 1983, GOVT MARKETS GROWTH ZYSMAN J, 1992, INT J TECHNOLOGY MAN, V7, P161 NR 36 TC 4 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 5-6 BP 651 EP 678 PG 28 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WF560 UT ISI:A1996WF56000010 ER PT J AU Geisler, E Drago, W TI International competitiveness, technology strategy and industry structure: The case of information technology SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE industry structure; information technologies; international competitiveness; technology and strategy ID UNITED-STATES; PRODUCTIVITY; INNOVATION AB This paper examines the literature on the effects of industry structure and technology strategy on the international competitiveness of American companies in the sector of information technology. Key propositions which are prevalent in the literature are described, and several case studies of successes and failures are highlighted. The paper also discusses the paucity of empirical studies in the area of technology and corporate policy, and provides some examples from the literature and from an exploratory field investigation of information technology companies. Finally, the paper proposes some possible scenarios for the future development of the US information technology industry as it matures and solidifies its international position. RP Geisler, E, UNIV WISCONSIN,COLL BUSINESS & ECON,DEPT MANAGEMENT,800 MAIN ST,WHITEWATER,WI 53190. CR 1993, FORTUNE 0617, P56 1993, WALL STREET J 0904 1994, INFORMATION WEE 0711, P48 1994, WALL STREET J 1025 ABETTI PA, 1994, INT J TECHNOL MANAGE, V9, P529 BASEN SM, 1989, CHANGING RULES TECHN, P177 BUGHIN J, 1994, RES POLICY, V23, P653 BURGERS WP, 1993, STRATEGIC MANAGE J, V14, P419 CARR C, 1993, STRATEGIC MANAGE J, V14, P551 COVIN JG, 1994, J MANAGE STUD, V31, P481 DAVID PA, 1987, EC POLICY TECHNOLOGI, P206 FARRELL J, 1986, AM ECON REV, V76, P940 GARUD R, 1993, STRATEGIC MANAGE J, V14, P351 GEISLER E, 1995, J INFORMATION TECHNO, V6, P1 GRAVES SB, 1993, STRATEGIC MANAGE J, V14, P593 HARRIGAN KR, 1988, STRATEGIC MANAGEMENT, V9, P141 HAY DA, 1979, IND EC THEORY EVIDEN JOHANSSON JK, 1994, STRATEGIC MANAGE J, V15, P579 KANZ JW, 1994, INT J TECHNOL MANAGE, V9, P733 KASHLAK RJ, 1994, STRATEGIC MANAGE J, V15, P603 KATZ ML, 1986, J POLIT ECON, V94, P822 KELLEY MR, 1994, MANAGE SCI, V40, P1406 MACMILLAN I, 1985, STRATEGIC MANAGE J, V6, P75 MORRISON AJ, 1992, STRATEGIC MANAGE J, V13, P399 PORTER ME, 1989, COMPETITIVE STRATEGY YIP GS, 1989, SLOAN MANAGE REV, V31, P29 NR 26 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 5-6 BP 679 EP 695 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WF560 UT ISI:A1996WF56000011 ER PT J AU Lamberton, DM TI Infrastructure: A nebulous and overworked construct? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE infrastructure; telecommunications; information; organizational capital AB Recent research on infrastructure investment has focused on a narrow public sector version including transportation facilities, water and sewer lines and communication systems, in part because of measurement problems. Policy debate and popular discussion have taken the same track, infrastructure proving a powerful metaphor, especially in its advertising manifestations, while being a nebulous and overworked construct. A wider view brackets roads, bridges and ports with, for example, property rights. The OECD definition takes in an economic category of networked services and a social category of facilities that provide community services such as education, health and leisure, and law and order. In the case of telecommunications, customers are presented with a patchwork of interconnected, but not fully inter-operable, transmission networks. Research and debate tend to fall short of the expansive NTIA meaning of infrastructure that included fully integrated physical components, information itself, applications and software, network standards and transmission codes, and the people involved. If infrastructure includes what has been found necessary to the functioning of the economy, there are major omissions: e.g. information stocks; organizational capital; and human capital. Unlike Marx and Engels, we do have ''the time, the place [and] the opportunity to allow for the other elements involved in the interaction to come into their rights''. There are implications for inter-operability: Research findings of declining public sector infrastructure are misleading as investment in the other elements, by both public and private sectors, must be examined. Significant complementarities are ignored. Significant sequences or lags between economic actions are ignored. Potential productivity gains and growth rates generally are overstated and funding requirements understated. Management tasks and policy processes are too narrowly conceived. Consumers' surplus derives from the complex combination of technical, economic, social and legal conditions. RP Lamberton, DM, AUSTRALIAN NATL UNIV,RES SCH SOCIAL SCI,URBAN RES PROGRAM,CANBERRA,ACT 0200,AUSTRALIA. CR 1989, NY TIMES 1231, P10 *EPAC, 1993, MED TERM REV OPP GRO *INF INFR TASK FOR, 1993, NAT INF INFR AG ACT, P6 *OECD, 1981, GROWTH TRAD, V1 *OECD, 1986, TRENDS INF EC *OECD, 1991, URB INFR FIN MAN ANTONELLI C, INFORMATION EC POLIC, V6, P4 ARROW KJ, 1974, LIMITS ORG ARROW KJ, 1989, COLLECTED PAPERS KJ, V4 BORTHWICK R, 1994, TELECOMMUNICATIONS P, V18, P618 BROUSSEAU E, INFORMATION EC POLIC, V6, P319 DAVID PA, 1991, PROMETHEUS, V6, P35 ELIASSON G, 1990, KNOWLEDGE BASED INFO ENGELS F, SELECTED CORRESPONDE, P475 ENOS JL, 1991, CREATION TECHNOLOGIC, P109 GRAMLICH EM, 1994, J ECON LIT, V32, P1176 KNIGHT FH, 1921, RISK UNCERTAINTY PRO KRANZBERG M, 1967, TECHNOLOGY W CIVILIZ, V1, P579 LAMBERTON DM, 1965, THEORY PROFIT LAMBERTON DM, 1974, WHO OWNS UNEXPECTED, P16 LAMBERTON DM, 1994, CHANGING INFORMATION, P293 LAMBERTON DM, 1995, COMPETITION FUTURE T LAMBERTON DM, 1995, INT J NEW IDEAS, V4, P33 LAMBERTON DM, 1995, NEW RES FRONTIERS CO LAMBERTON DM, 1996, EC COMMUNICATION INF MACHLUP F, 1980, KNOWLEDGE ITS CREATI, V1 MACHLUP F, 1982, KNOWLEDGE ITS CREATI, V2 MACHLUP F, 1982, SOC KNOWLEDGE INFORM, V20, P10 MACHLUP F, 1984, KNOWLEDGE ITS CREATI, V3 MARKEY EJ, 1993, ISSUES SCI TECHN FAL, P59 MARSCHAK J, 1968, AM ECON REV, V58, P1 MARSHALL A, 1980, PRINCIPLES EC, P780 MENOU MJ, 1993, IN PRESS INTELLIGENT MUSCHAMP H, 1993, NY TIMES 0110, P1 MUSCHAMP H, 1993, NY TIMES 0110, P32 NELSON RR, 1980, AM EC REV PAPERS P, V70, P62 NORTH DC, 1990, I I CHANGE EC PERFOR ROMER P, 1993, ECONOMIST, V328, P64 ROSENBERG K, 1989, TECHNOL REV, V92, P62 SCHUMPETER JA, 1953, HIST ECON ANAL, P631 STAGLIN R, 1989, FRONTIERS INPUT OUTP, P65 STIGLITZ JE, 1993, EC STINCHCOMBE AL, 1990, INFORMATION ORG TAYLOR LD, 1993, TELECOMMUNICATIONS D TEECE DJ, 1994, J ECON BEHAV ORGAN, V23, P19 VENABLE V, 1966, HUMAN NATURE MARXIAN, P31 VONWEIZSACKER CC, 1984, ECONOMETRICA, V52, P1085 NR 47 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 5-6 BP 696 EP 703 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WF560 UT ISI:A1996WF56000012 ER PT J AU Rosegger, G TI Firms' information sources and the technology life cycle SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; technical information; business strategy AB Revolutionary advances in technology have led to many exuberant assessments of the benefits firms could derive from having economical access to ever larger volumes of information. In most of these pronouncements, no attention has been paid to differentiating among sources and types of information, or to examining under what conditions increased information flows, as against internally-generated knowledge, actually produce competitive advantages for firms. Unqualified approval of the 'information revolution' has not, so far, been supported by many empirical investigations of its actual effects, especially with respect to firms' ability to generate and implement advances in their basic technologies. Such investigations may derive guidance from a taxonomic framework suggested here that recognizes differences among an individual firm's sources for enhancing its technical capabilities, as well as changes in the relative significance of these sources over the technology life cycle. RP Rosegger, G, CASE WESTERN RESERVE UNIV,DEPT ECON,WEATHERHEAD SCH MANAGEMENT,CLEVELAND,OH 44106. CR *OFF TECHN ASS, 1988, COMM HIGH TEMP SUP, P135 BENKO RP, 1987, PROTECTING INTELLECT, P36 COPELAND MT, 1951, EXECUTIVE WORK, P111 DRUCKER P, 1970, TECHNOLOGY MANAGEMEN, P3 FOSTER R, 1986, INNOVATION ATTACKER GOLD B, 1977, CALIFORNIA MANAG MAR GOLD B, 1983, IEEE T ENG MANAG MAY GOLD B, 1984, TECHNOLOGICAL PROGRE GOLD B, 1987, OMEGA-INT J MANAGE S, V15, P361 HAGEDOORN J, 1991, INT J TECHNOLOGY MAN, P81 KLINE SJ, 1986, POSITIVE SUM STRATEG, P275 MACHLUP F, 1983, STUDY INFORMATION IN, P641 MALECKI EJ, 1987, TECHNOVATION, V6, P205 NELSON RR, 1982, EVOLUTIONARY THEORY NORDEN PV, 1989, ORSA TIMS B PROGR 28, P6 OAKLEY B, 1990, BRITAINS STRATEGIC C OSBORNE A, 1979, RUNNING WILD NEXT IN ROACH SS, 1986, POSITIVE SUM STRATEG, P93 ROGERS EM, 1983, DIFFUSION INNOVATION ROSEGGER G, 1976, TECHNOLOGICAL FORECA, V9, P401 ROSEGGER G, 1989, COOPERATIVE RES DEV, P167 ROSEGGER G, 1991, INT J TECHNOLOGY MAN, P256 ROSEGGER G, 1991, PROMETHEUS, V9, P5 ROSEGGER G, 1992, INT J TECHNOLOGY MAN, V7 ROSEGGER G, 1995, REVOLUTIONARY CHANGE SETHI V, 1994, MANAGE SCI, V40, P1601 SHERA JH, 1983, STUDY INFORMATION IN, P379 NR 27 TC 4 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 5-6 BP 704 EP 716 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WF560 UT ISI:A1996WF56000013 ER PT J AU Badawy, MK TI A new paradigm for understanding management technology: A research agenda for ''technocologists'' SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE management as technology; managing technical professionals; new paradigm; research agenda ID ORGANIZATIONS AB This article focuses on developing a conceptual framework for understanding management as technology. A three-dimensional model design is introduced representing management core, enabling, and supporting technologies. The key characteristics of the new management paradigm are discussed. An application of the new paradigm to the area of management of technical professionals is presented. Some research directions for management of technology as an emerging discipline are also explored. RP Badawy, MK, VIRGINIA POLYTECH INST & STATE UNIV,FALLS CHURCH,VA 22042. CR 1988, WEBSTERS 9 NEW COLLE, P1211 AKTOUF O, 1992, ACAD MANAGE REV, V17, P407 ALDRIDGE MD, 1990, J ENG TECHNOLOGY MAN, V6, P303 BADAWY MK, 1993, MANAGEMENT NEW TECHN BADAWY MK, 1995, DEV MANAGERIAL SKILL BALDRIDGE M, 1986, REMARK COMMERCE SECR BETTIS RA, 1991, ORGAN SCI, V2, P315 BRODERICK R, 1992, ACADEMY MANAGEMENT E, V6, P7 BUSH CN, RES TECHNOLOGY MANAG, V35, P10 DERTOUZOS ML, 1990, MADE AM REGAINING PR, P129 DRUCKER PF, 1990, HARVARD BUSINESS MAY, P94 DUSSAUGE P, 1992, STRATEGIC TECHNOLOGY, P1 FAYOL H, 1916, IND GEN ADM GEOFFRION AM, 1992, OPER RES, V40, P423 GOMORY RE, 1989, HARVARD BUSINESS NOV, P99 HAYES RH, 1991, J ENG TECHNOL MANAGE, V7, P169 HESSEL MP, 1988, GLOBAL COMPETITIVENE, P121 IYA S, 1992, R&D MANAGE, V22, P265 KOONTZ H, 1961, ACAD MANAGEMENT DEC, P174 KOTTER JP, 1995, NEW RULES SUCCEED TO MITCHELL GR, 1992, RES TECHNOL MANAGE, V35, P13 ORLIKOWSKI WJ, 1992, ORGAN SCI, V3, P398 STALK G, 1988, HARVARD BUSINESS JUL, P41 STARR MK, 1991, GLOBAL CORPORATE ALL, P84 STEEL LW, HARVARD BUSINESS NOV, P133 STEELE L, 1989, MANAGING TECHNOLOGY, P8 STEELE LW, 1991, RES TECHNOL MANAGE, V34, P13 TIDOMASO N, 1992, IEEE SPECTRUM JUN, P20 TSOUKAS H, 1992, HUM RELAT, V45, P637 VANDEVEN AH, 1993, J ENG TECHNOLOGY MAN, V19 VANREMOORTERE F, 1992, RES TECHNOL MANAGE, V35, P8 WEICK KE, 1990, TECHNOLOGY ORG, P1 NR 32 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 5-6 BP 717 EP 732 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA WF560 UT ISI:A1996WF56000014 ER PT J AU Cardoso, JA TI The multimedia content industry: Strategies and competencies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE multimedia content industry; multimedia publishing; competitive strategies; strategic management of core competencies AB The impact of Multimedia in a variety of industry sectors is yet to be fully assessed. So far, the technological perspective has been dominant. Few studies exist dealing with Multimedia outside the telecommunications infrastructure sector, and the enterprises manufacturing components and equipment with multimedia capabilities. This paper focuses on the Content industry sector and is an attempt to identify the 'core competencies' that firms producing multimedia products should develop in order to be competitive. After reviewing the various elements of the Multimedia concept, the 5-Forces model of Michael Porter is used to carry out the structural analysis of the Multimedia Content industry. The value chain for the Multimedia Content producers is examined and the 'Bonsai' model of 'core competencies' is used for competitive advantage diagnosis. Finally, conclusions are drawn on the attractiveness of the sector and suggestions are made on the 'core competencies' deemed necessary, for the enterprises planning to become active in this area, to be successful competitors. RP Cardoso, JA, COMMISS EUROPEAN COMMUNITIES,B-1049 BRUSSELS,BELGIUM. CR 1992, MULTIMEDIA STRATEGIE 1993, ECONOMIST 1204 1994, ECONOMIST 0124 1994, ECONOMIST 0416 1994, ECONOMIST 0430 1994, ECONOMIST 0611 1994, ECONOMIST 0917 1994, ECONOMIST 0924 1994, ECONOMIST 1203 1994, FINANCIAL TIMES 1004 1994, SECTORAL CONVERGENCE 1994, STRATEGIC IMPLICATIO 1995, BUILDING GLOBAL MAR 1995, ECONOMIST 0225 1995, EUR IT IND 1995 FEB *CEC, 1993, 14925 EN CEC *CEC, 1993, MULT REP CEGOS *CEC, 1995, INF MARK OBS ANN REP *EUR IT IND ROUND, 1994, MULT 4 FRAM PROGR *INF LTD, 1994, 942 IMO INF LTD *INT CORP, 1994, MULT HOM *INT MED PUBL LTD, MULT YB 1995 *MIN IND POST TEL, 1993, STRAT IND MOND VERS BULTHUIS W, 1994, EUROPEAN IT C JUN BR CARDOSO JA, 1990, EL IM VIS ARTS C JUL DINKLO JA, 1992, 2 BELG CD ROM MULT C HAMEL G, 1994, COMPETENCE BASED COM HAX AC, 1991, STRATEGY CONCEPT PRO HEYVAERT H, 1995, STRATEGIE ENV I LOOMS PO, 1994, EUR IT C JUN BRUSS PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1985, COMPETITIVE ADVANTAG PRAHALAD CK, 1990, HARVARD BUSINESS MAY NR 33 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 3 BP 253 EP 270 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VW617 UT ISI:A1996VW61700001 ER PT J AU Molina, AH TI Innovation in the context of European R&D collaborative programmes: The case of multimedia and the newspaper industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE European collaboration; innovation; multimedia; newspaper industry; sociotechnical constituencies; alignment AB This paper looks at how European R&D programmes are helping European companies, universities and laboratories to innovate in a situation of great uncertainty generated by the advent of multimedia technology. It looks at the specific case of a European collaborative 'multimedia newspaper' project, with specific emphasis on the project's strategic methodology which draws on a systematic understanding of the nature of processes involved in the emergence of new technologies such as the 'multimedia newspaper'. This methodology treats the entire process as one of creating a multimedia-newspaper 'sociotechnical constituency' - in which major constituents are the final 'readers', and business organizations able to exploit the technology. A brief description of multimedia developments in the newspaper industry is included. RP Molina, AH, UNIV EDINBURGH,DEPT BUSINESS STUDIES,50 GEORGE SQ,EDINBURGH EH8 9JY,MIDLOTHIAN,SCOTLAND. CR 1991, BUSINESS WEEK 0812, P48 1993, BUSINESS WEEK 0510, P46 1993, BUSINESS WEEK 0510, P48 1993, BUSINESS WEEK 0712, P94 1993, FINANCIAL TIMES 0708, P22 1993, FINANCIAL TIMES 0921, R7 1993, FOCUS JAPAN SEP, P5 1993, GUARDIAN 0722, P19 1994, GUARDIAN ONLINE 0623, P5 1995, BUSINESS WEEK 0227, P34 1995, BUSINESS WEEK 1113, P52 1995, BYTE JUN, P147 1995, FINANCIAL TIMES 0515, P32 1995, FINANCIAL TIMES 0821, P10 1995, FINANCIAL TIMES 1026, P16 1995, MACUSER 0526, P66 1995, MACUSER 0526, P76 1995, SUNDAY TIMES 1015, P12 1995, SUNDAY TIMES IN 0903 *CEC, 1986, JOURN EC *ESPRIT REV BOARD, 1989, REV ESPRIT *MULT INT WORK GRO, 1993, REP MULT BRAND S, 1988, MEDIA LAB INVENTING CRACKNELL D, 1995, NEWS WORLD WIDE WEB FELDMAN T, 1991, MULTIMEDIA 1990S LEONARDBARTON D, 1988, RES POLICY, V17, P251 LEONARDBARTON D, 1991, INT J TECHNOL MANAGE, V6, P303 MOLINA A, 1990, FUTURES JUN, P496 MOLINA A, 1990, RES POLICY, P309 MOLINA A, 1995, TECHNOLOGY SOC, V17 MOLINA A, 1996, COST A3 INT RES WORK MOLINA AH, 1993, RES POLICY, V22, P479 OUTING S, 1995, JOINT PARTY 300 PLUS OUTING S, 1995, SHOULD NEW MEDIA PAR SHARP M, 1987, EUROPEAN TECHNOLOGIC SIMPSON P, 1994, EUROPEAN NEWSPAPER I WILLIAMSON OE, 1979, J LAW ECON, V22, P233 NR 37 TC 2 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 3 BP 271 EP 290 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VW617 UT ISI:A1996VW61700002 ER PT J AU Birchall, DW Chanaron, JJ Soderquist, K TI Managing innovation in SME's: A comparison of companies in the UK, France and Portugal SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE France; managing innovation; small and medium-sized enterprises (SME's); United Kingdom; Portugal AB Innovation within small and medium-sized companies has become a subject of much interest. Competitive pressures and globalisation have provided the impetus for innovation. In this paper particular attention is paid to the role of technology management as a factor for success in technological innovation by SME's. C1 CNSS,GRENOBLE,FRANCE. GRP ESC,GRENOBLE,FRANCE. CR *ALGOE, 1991, PMI 90 VERS COMPETIT BOWEN A, 1992, STIMULATING INNOVATI BUCAILLE A, 1991, PMI ENJEUX REGIONAUX CARRIERE JB, 1994, MANAGEMENT TECHNOLOG, V4, P132 CHANARON J, 1991, INNOVATION TECHNOLOG CHANARON JJ, 1990, TECHNOLOGIES IDEOLOG, V9, P73 CHAPELET B, 1995, 5 INT FOR TECHN MAN DODGSON M, 1991, J GEN MANAGE, V17, P45 HATTON L, 1994, J SMALL BUSINESS JUL, P76 KHALIL TM, 1990, P 2 INT C MAN TECHN KHALIL TM, 1992, P 3 INT C MAN TECHN KHALIL TM, 1994, P 4 INT C MAN TECHN KHAN AM, 1989, J BUS VENTURING, V4, P187 MORIN J, 1985, EXCELLENCE TECHNOLOG PFEFFER J, 1978, EXTERNAL CONTROL ORG PRAHALAD CK, 1990, HARVARD BUSINESS MAY, P79 RADA JF, 1987, EFMD C TECHN CHANG G RADOSEVIC S, 1990, INT J TECHNOL MANAGE, V5, P89 RIEDLE K, 1989, TECHNOVATION, V9, P213 RIZZONI A, 1991, INT SMALL BUSINESS J, V9, P31 ROTHWELL R, 1983, J GEN MANAGE, V8, P5 ROTHWELL R, 1986, RECHERCHE DEC, P16 SCHROEDER RG, 1989, J OPERATIONS MANAGEM, V8, P1 SEBORA TC, 1994, J ENG TECHNOL MANAGE, V11, P253 WATERMAN N, 1992, STIMULATING INNOVATI NR 25 TC 5 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 3 BP 291 EP 305 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VW617 UT ISI:A1996VW61700003 ER PT J AU Gregory, MJ Probert, DR Cowell, DR TI Auditing technology management processes SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology management; business process; technology audit AB This paper introduces a new approach to the auditing of technology management systems. The approach is based on a process model of technology management covering identification, selection, acquisition, exploitation and protection of both product and process technologies. An application of the audit to three business units within a high-technology company is used to demonstrate the feasibility and utility of the approach. RP Gregory, MJ, UNIV CAMBRIDGE,MFG ENGN GRP,MILL LANE,CAMBRIDGE CB2 1RX,ENGLAND. CR ALLEN TJ, 1977, MANAGING FLOW TECHNO BURGELMAN RA, 1988, STRATEGIC MANAGEMENT GREGORY MJ, 1995, IN PRESS P I MECH B LEONARDBARTON D, 1992, SLOAN MANAGE REV, P34 LEWIS M, 1993, EIASM WORKSH STRAT C MEYER MH, 1993, SLOAN MANAGEMENT SPR PARNABY J, 1986, INT J TECHNOLOGY MAN, V1 ROUSSEL PA, 1991, 3 GENERATION R D WHEELWRIGHT SC, 1992, REVOLUTIONISING PROD NR 9 TC 6 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 3 BP 306 EP 319 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VW617 UT ISI:A1996VW61700004 ER PT J AU Albagli, A Dawson, P Hasnain, S TI Competitive science and technology intelligence SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE S&T monitoring; technology intelligence; management decisions; competitive analysis AB As industrial economies head irreversibly towards globalization, access to and applications of, new technological information from worldwide sources become critical. The National Research Council of Canada (NRC) has carried out an experiment to determine whether researchers from a national scientific institution can make a contribution to accessing technological information from foreign sources, analyzing that information, generating competitive intelligence and selectively disseminating that intelligence to Canadian firms. A trial copy of an S&T intelligence bulletin was prepared by NRC in order to determine the essential features of a competitive S&T intelligence service. The intelligence in the bulletin was generated from information gathered from worldwide sources by NRC researchers in the course of their normal activities. The bulletin was sent to a small number of technology-intensive firms and the usefulness of the bulletin was evaluated by follow-up interviews. A description of the process of generation and dissemination of intelligence and the formal evaluation of that experiment is presented. RP Albagli, A, NATL RES COUNCIL CANADA,OTTAWA,ON K1A 0R6,CANADA. CR ASHTON WB, 1995, INT J TECHNOL MANAGE, V10, P79 BASLE MA, 1995, INT J TECHNOL MANAGE, V10, P378 BROCKHOFF K, 1991, IND MARKET MANAG, V20, P91 COE DT, 1995, EUR ECON REV, V39, P859 GROSSMAN GM, 1994, J ECON PERSPECT, V8, P23 PAVITT K, 1992, SCI PUBL POLICY, V19, P119 VOYER R, 1994, NEW INNOVATORS, P214 WONG JK, 1995, INT J TECHNOL MANAGE, V10, P788 NR 8 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 3 BP 320 EP 328 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VW617 UT ISI:A1996VW61700005 ER PT J AU Shibata, J TI Structural analysis of continuous contracts in technological trade using numerical simulation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology trade; technology import; technology export; running-royalty; initial payment AB The governmental statistics covering technological trade give a rough outline of each country's activities in this field. The contents of continuous contracts, however, are not known from these statistics. I formulated a new method to estimate each year's contribution arising from continuous contracts and implemented a conjecture using this new method. Successful simulation of the data was achieved and the validity of this new method was demonstrated. I made clear that the characteristics of Japanese technological trade changed on these two decades through an analysis of the simulation models. Further developments along the Lines of this new approach and analysis will be useful in order to reveal the characteristics of each industry and each country in technological trade. RP Shibata, J, NATL INST SCI & TECHNOL POLICY,CHIYODA KU,1-11-39 NAGATA CHO,TOKYO 100,JAPAN. CR *BANQ FRANC FRANC, BAL PAIEM FRANC *CENTR STAT OFF UK, OV EARN ROYALT *DEP COMM US, SURV CURR BUS *DTSCH BUND GERM, TECHN DIENSTL *MIN INT TRAD IND, WHIT PAP INT TRAD *SCI TECHN AG JAP, WHIT PAP SCI TECHN *STAT BUR MAN COOR, REP SURV RES DEV NR 7 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 3 BP 329 EP 359 PG 31 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VW617 UT ISI:A1996VW61700006 ER PT J AU Morgan, EJ Crawford, N TI Technology broking activities in Europe - A survey SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology brokers; licensing; technology transfer; SMEs AB This paper examines the state of development of technology broking activities in the EU in the light of a survey recently conducted for the European Commission, DG XIII under its European Innovation Monitoring System. It appears that, despite the recent growth of such activities, there is considerable scope for further development. The managerial gap in many SMEs means that the services of outside intermediaries are often essential to participate successfully in technology markets. Yet provision is generally very fragmented even in the UK, where the technology broking 'industry' is most established. Based on the results of the research, a number of public policy recommendations are made to enhance provision and assist SMEs to build up their technological competence through the diffusion of industrial best practice. C1 JCL ADVISERS,GLOUCESTER GL7 1YG,ENGLAND. RP Morgan, EJ, UNIV BATH,SCH MANAGEMENT,BATH BA2 7AY,AVON,ENGLAND. CR 1995, 10 EIMS EUR COMM BESSANT J, 1995, RES POLICY, V24, P97 BROOKE MZ, 1994, LICENSING INT SALE P CHROCZIEL P, 1995, NOUVELLES J LICENSIN, P59 LOWE J, 1984, INNOVATION TECHNOLOG LOWE J, 1991, NOUVELLES J LICENSIN, P100 MARX R, 1995, NOUVELLES J LICENSIN, P181 PILORGET L, 1993, INT J TECHNOL MANAGE, V8, P687 RADNOR M, 1991, INT J TECHNOL MANAGE, P113 REILLY RF, 1995, NOUVELLES J LICE JUN, P53 NR 10 TC 3 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 3 BP 360 EP 367 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VW617 UT ISI:A1996VW61700007 ER PT J AU Gottardi, G Bolisani, E TI A critical perspective on information technology management: The case of electronic data interchange SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE information technology; electronic data interchange; technology assessment; strategic technology management ID EDI AB The managerial studies on technology innovation are sometimes characterised by low criticism. The capability of innovations to radically modify processes, structures, and environment is not thoroughly considered. Information technology presents the greatest assessment difficulties; since it directly influences the cognitive content of firms' activities, it creates totally new opportunities and represents a formidable factor changing organizations, inter-firm relationships and market structures. The potential of Electronic Data Interchange (EDI) has been recognised since the mid-seventies; however, the spread of this technology has been slower than predicted, and it faces difficulties tied to non-technical factors. The existing applications are very differentiated, and partially unexpected. The aim of this paper is to examine the real nature of EDI as a tool for the automation of transactions, and to carry out a more realistic evaluation of the conditions and limits to the adoption and diffusion of this innovation. A non-deterministic evaluation of EDI potential is carried out, in order to reduce the obstacles to the comprehension of the impacts on firms and on market structure. Starting from an analysis of the variety of the existing applications, a taxonomy of EDI strategic advantages is suggested. C1 UNIV TRIESTE,DIPARTIMENTO ENERGET,I-34100 TRIESTE,ITALY. RP Gottardi, G, UNIV PADUA,IST INGN GEST,VIALE X GIUGNO 22,I-36100 VICENZA,ITALY. CR *COMM EUR COMM, 1993, EUR EDI INV ANTONELLI C, 1988, NEW INFORMATION TECH ARROW JK, 1984, EC INFORMATION BAMFIELD JAN, 1994, LOGISTICS INFORMATIO, V7 BAMFIELD JAN, 1994, LOGISTICS INFORMATIO, V7, P7 BANERJEE S, 1993, INFORMATION MANAGEME, V26, P85 BANERJEE S, 1993, INT J PHYS DISTRIB, V23, P22 BLOTWIJK M, 1993, HUMAN SYSTEMS MANAGE, V12, P49 BOLISANI E, 1994, FLESSIBILITA TRANSFO BOLISANI E, 1994, GLOBAL TELECOMMUNICA BOUCHARD L, 1993, LONG RANGE PLANN, V23, P365 BOWERSOX DJ, 1992, LOGISTICAL EXCELLENC BROUSSEAU E, 1994, INFORMATION EC POLIC BUYSE P, 1992, P ED S EDI TEXT CLOT CIBORRA CU, 1992, BARILLA EDI FOOD IND DAVID PA, 1994, GLOBAL TELECOMMUNICA DOSI G, 1988, TECHNICAL CHANGE EC EMMELHEINZ MA, 1990, EDI TOTAL MANAGEMENT FREEMAN C, 1987, TECHNICAL CHANGE FUL GARSTONE S, 1995, LOGISTICS INFORMATIO, V8, P30 GHOBADIAN A, 1994, LOGISTICS INFORMATIO, V7, P24 GRAHAM I, 1995, TECHNOL ANAL STRATEG, V7, P3 HANSEN JV, 1989, MIS Q, V13 HARRIS B, 1994, EDI YB HOLLAND C, 1992, STRATEGIC MANAGE J, V13, P539 JELASSI T, 1994, EUROPEAN CASEBOOK CO JONES O, 1994, INT J TECHNOLOGY MAN, V9, P156 KEEN PGW, 1991, SHAPING FUTURE BUSIN KRCMAR H, 1993, 9328TM INSEAD KREMAR H, 1994, EDI EUROPE EMPIRICAL MAUGERI S, 1993, EDI ENJEUX DIFFICULT NEO BS, 1994, INFORM MANAGE, V26, P317 PREKUMAR G, 1994, J MANAGEMENT INFORMA, V11, P157 REEKERS N, 1995, IMPACT EDI INTERORGA ROBSON L, 1994, LOGISTICS INFORMATIO, V7, P35 SCALA S, 1993, INFORM MANAGE, V25, P85 STIGLITZ JE, 1987, EC POLICY TECHNOLOGI THIERAUF RJ, 1990, EDI FINANCE ACCOUNTI UNGERER H, 1988, TELECOMMUNICATIONS E UPTON WR, 1992, P ED S EDI TEXT CLOT VAIRAN A, 1995, J SYSTEMS MANAGE MAR, P60 WILLIAMSON OE, 1975, MARKETS HIERARCHIES ZACK HM, 1994, J SYSTEMS MANAGE DEC, P6 NR 43 TC 6 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 4 BP 369 EP 390 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VW619 UT ISI:A1996VW61900001 ER PT J AU delaMothe, J Voyer, R TI Technological partnering and investment in Europe: The case of advanced electronic technologies in Canada SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE new economy; new competition; strategic alliance; bureaucratic cooperative competition AB The view that the world economy is still one in which nations are thought of as sovereign bodies has become out-dated. Consequently, firms have become dependent on political and economic decisions that have been taken elsewhere in the world. Technology and investment have become interdependent. Consequently, governments can no longer face challenges of the new economy without thinking and acting globally and actively encourage alliances. They must find new ways of helping firms to attract new investment and technologies into firms and regions as well as suggesting means of accessing niche markets abroad. This paper considers one such new approach taken by Canada through the Investment Prospecting Programme. C1 NGL CONSULTING,HULL,PQ,CANADA. NGL CONSULTING,OTTAWA,ON,CANADA. RP delaMothe, J, UNIV OTTAWA,FAC ADM,PROGRAMME RES INT MANAGEMENT & ECON,VANIER HALL,136 JEAN JACQUES LUSSIER,OTTAWA,ON K1N 6N5,CANADA. CR *DEP EXT AFF INT T, SCI TECHN *INV CAN, HIGH TECHN OPP KIT *OFF TECHN ASS, 1988, ADV MAT BY DES DELAMOTHE J, 1994, TECHNOL SOC, V16, P1 DELAMOTHE J, 1994, TECHNOLOGY SOC, V16 DUFOUR P, SCI TECHNOLOGY CANAD DUFOUR P, 1993, SCI TECHNOLOGY CANAD ERNST, 1989, MARKET POTENTIAL ADV FJALLAND M, 1993, UNPUB PROGRAMME RES GEORGHIOU L, 1990, SCI TECHNOLOGY FREE LECLERC M, 1993, SCI TECHNOLOGY CANAD, P125 NOISI J, 1993, R D MANAGEMENT, V23 PAQUET G, SCI PUBL POLICY, V17, P327 RAVI S, 1993, COMPETITIVE ADVANTAG REICH R, 1990, WORK NATIONS TEECE D, 1990, SCI TECHNOLOGY FREE THUROW L, 1992, HEAD TO HEAD NR 17 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 4 BP 391 EP 402 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VW619 UT ISI:A1996VW61900002 ER PT J AU Roy, R Potter, S TI Managing engineering design in complex supply chains SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE engineering; design and development; buyer supplier; procurement; purchasing; supply chain; railways ID JAPANESE AB The trend towards organizing design, development and manufacture via supply chains, rather than predominantly in-house, poses major challenges for design management. Procurement methods based on adversarial competitive tendering are generally unsuited to complex engineering products requiring strong design and development coordination. Literature on 'supplier partnerships' has largely overlooked the implications for managing design and development. This paper reports the results of a major project that focuses upon this issue, concentrating on practical case studies - from British Rail, Netherlands Railways, Rolls Royce and British Coal - that involve the management of 'devolved' engineering design by large business organizations. A spectrum of approaches from in-house to fully devolved design is described. It is concluded that there does not appear to be a single best approach for managing devolved design, but that appropriate approaches for an organization depend on its location in the supply chain and its ability to manage organizational change. RP Roy, R, OPEN UNIV,FAC TECHNOL,DESIGN INNOVAT GRP,CTR TECHNOL STRATEGY,MILTON KEYNES MK7 6AA,BUCKS,ENGLAND. CR 1994, DESIGN APR, P4 *BENCHM RES, 1993, 1993 MAN ATT SURV, P25 *NEDC, 1990, DEV SUPPL ENG *PARTN SOURC LTD, 1991, PARTN SOURC ALLISON R, 1993, INT BUSINESS TEXT CA, P199 BETTS P, 1994, FINANCIAL TIMES 0301 BRUCE M, 1994, STRATEGIC MANAGEMENT BURT DN, 1989, HARVARD BUSINESS JUL, P127 DORE R, 1983, BRIT J SOCIOL, V34, P459 FORD R, 1993, MODERN RAILWAYS APR, P218 FORD R, 1993, MODERN RAILWAYS JAN, P22 FRANCIS A, 1989, COMPETITIVENESS MANA FUNK JL, 1993, IEEE T ENG MANAGE, V40, P224 GILLAN DR, 1993, P COP COMPL PROC 27 HAYES RH, 1988, DYNAMIC MANUFACTURIN MORRIS PWG, 1994, MANAGEMENT PROJECTS OCONNOR PDT, 1994, PRACTICE ENG MANAGEM, P92 POTTER S, 1987, RIGHT LINES LIMITS T POTTER S, 1993, HIGH SPEED TRAINS FA, P145 POTTER S, 1994, P 6 INT FOR DES MAN, P295 REIDEL JCK, 1992, INTEGRATED MANUFACTU, V3, P9 ROSEGGER G, 1991, TECHNOL FORECAST SOC, V39, P81 ROTHWELL R, 1992, R&D MANAGE, V22, P221 SEFTON T, 1992, UNDERSTANDING PARTNE, P3 SHAPIRO RD, 1985, EFFECTIVE SUPPLIER M STEINMETZ WR, 1994, U TRANSP STUD GROUP SUSMAN GI, 1992, INTEGRATING DESIGN M TOWNSEND J, 1980, TECHNICAL INNOVATION, P142 TURNBULL P, 1992, STRATEGIC MANAGE J, V13, P159 WALSH V, 1992, WINNING DESIGN TECHN, CH5 WALSH VM, 1996, RES POLICY, V25 WEBB J, 1993, NEW TECHNOLOGIES FIR, P103 NR 32 TC 7 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 4 BP 403 EP 420 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VW619 UT ISI:A1996VW61900003 ER PT J AU Scarso, E Bolisani, E TI Technology transfer to supplier-dominated sectors. Lessons from the diffusion of CAD in the fashion industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology transfer; technology management; innovation diffusion; CAD; clothing; footwear; Italy AB The growing interest in the mechanisms of technology transfer (TT) and the underlying factors derives from the fact that TI is widely recognised to be at the heart of the growth of productivity and competitiveness in many industries, especially those labelled as supplier-dominated. In this case, since it is a new process technology that has to be transferred to an industrial sector from an external source, useful suggestions about the forces which drive the transfer can be gathered by the innovation diffusion theory. Nevertheless, in order to understand the absolute importance of each factor and the interactive effects among them, lessons from empirical evidence are needed. Taking this into consideration, the paper investigates the history of the diffusion of CAD in the Italian fashion industry. Indications about the variables which have affected the spread of these systems are drawn, and guidelines for governing TT are formulated. C1 UNIV TRIESTE,DIPARTIMENTO ENERGET,I-34100 TRIESTE,ITALY. RP Scarso, E, UNIV PADUA,IST INGN GEST,VIALE X GIUGNO 22,I-36100 VICENZA,ITALY. CR 1995, APPAREL IND MAGA APR ANTONELLI C, 1991, EC INNOVATION NEW TE, P309 ANTONELLI C, 1993, WORKSH INN TRAD SECT ARTHUR WB, 1989, ECON J, V99, P116 AUTIO E, 1995, INT J TECHNOL MANAGE, V10, P643 BESSANT J, 1993, IEEE T ENG MANAGE, V40, P79 BETZ F, 1994, INT J TECHNOL MANAGE, V9, P784 BOLISANI E, 1994, FLESSIBILITA TRASFOR, P69 BOLISANI E, 1995, INNOVAZIONE SVILUPPO, P213 CLEMENTE E, 1991, ATT 4 CONV NAZ UT RI DAVID PA, 1975, TECHNICAL CHOICE INN DAVID PA, 1985, AM ECON REV, V75, P332 DAVIES S, 1979, DIFFUSION PROCESS IN DERCOLE M, 1993, 93028 MERIT DEWITT J, 1994, APPAREL IND MAGA AUG, P79 FRAMBACH RT, 1993, EUR J MARKETING, V27, P22 GIBBONS M, 1986, INT C INN DIFF VEN 1 GOTTARDI G, 1988, PROSPETTIVE INNOVAZI GRILICHES Z, 1957, ECONOMETRICA, V25, P501 HILL T, 1994, APPAREL IND MAGA MAR, P34 HOFFMAN K, 1988, MICROELECTRONICS CLO IRELAND N, 1986, OXFORD ECON PAP, V38, P283 KATZ ML, 1986, J POLIT ECON, V94, P822 LEONARDBARTON D, 1990, TECHNOLOGY TRANSFER, P45 MANSFIELD E, 1961, ECONOMETRICA, V29, P741 MUTINELLI M, 1994, VERSO UNA NUOVA EC P, P201 NABSETH L, 1974, DIFFUSION NEW IND PR PAVITT K, 1984, RES POLICY, V13, P342 ROGERS EM, 1983, DIFFUSION INNOVATION SANTARELLI E, 1993, WORKSH INN TRAD SECT SILVERBERG G, 1988, ECON J, V98, P1032 STIGLITZ JE, 1988, EC POLICY TECHNOLOGI, P125 STONEMAN P, 1983, EC J S MAR, P66 STONEMAN P, 1986, EC J S, P142 STONEMAN P, 1994, ECON J, V104, P918 TESCARO M, 1987, THESIS U PADOVA WILLIAMS F, 1990, TECHNOLOGY TRANSFER ZHAO LM, 1992, IEEE T ENG MANAGE, V39, P13 NR 38 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 4 BP 421 EP 437 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VW619 UT ISI:A1996VW61900004 ER PT J AU Seiler, H TI The legal implementation of regional safety planning: Taking into account the risk based regulation approach SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE regional safety planning; risk assessment; risk-based regulation; safety AB Risks are often interrelated, and one risk may effect another. Regional safety planning is therefore necessary, which should take into account all the risks in a given region and their interactions. Even if, in a purely technical or economic sense, there is a method for optimising the risk situation, it may be very difficult to find a solution which also fits legal and political conditions. Regional safety planning is not merely a technical or economic question, but a political and legal one, even if, of course, the technical and economic facts and constraint have to play an important role. CR BERG, 1995, RISIKOBEWERTUNG ENER NR 1 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 4 BP 438 EP 448 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VW619 UT ISI:A1996VW61900005 ER PT J AU Vicente, JM Palop, F TI Technology monitoring and industrial diversification: A diversification project of an endogamic monoclonal industrial fabric by disseminating innovation opportunities SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology monitoring; diversification; translation of technologies; technology transfer and dissemination; technology scouting SMEs; competences mapping; toy industry AB A pilot project of diversification on a region of small companies with a high concentration on the toy manufacturing industry, is being undertaken by means of gathering, analysing and disseminating knowledge to raise diversifying opportunities. Once the opportunity becomes a stake for a company, the project offers assessment and the participation of catalysts actors to consolidate these opportunities as new business lines for the SMEs. Some conclusions after 15 months of work can be advanced: 1. The need of horizontal approaches, capable of cross search/cross relate opportunities in different sectors or industries, to enlarge ways of thinking in a strongly oriented single industry manufacturing region. 2. The validation of some diversification conditions for the firms to reduce the risk. 3. The significance of the 'mouth to ear' communication for the motivation of the SMEs in exploring new opportunities. In this sense, the role of 'technology difussion meetings', lately described in this paper, were relevant to overcome mentally restrictive attitudes for the firms. CR *CERRM DML ASS EN, 1993, PROP CREAC UN AG COO *EST CREAC CO, 1992, PLAN DES INT ON DIAG *FRAUNH I SYST INN, 1993, TECHN BEG 21 JAHRH *GEN VAL CONS EC H, 1988, EV POBL 1900 FINS 19 *IB CIT COUNC, 1994, IBI PLAN ESTR LOC *OFF SCI TECHN, 1995, REP STEER GROUP TECH *SBA U CAL, COMP CHALL STRAT IND BRENNER M, 1992, NOUVELLES DEC DAVIS S, 1994, MONSTER BED BUSINESS DEGOUL P, 1990, INFORMEDIARY, V4 DEGOUL P, 1992, ANN MINES ESCORSA P, 1994, RECERCA TECNOLOGIA Q HAMEL G, 1994, COMPETING FUTURE KOTTRISCH R, 1992, STANFORD RES INT BUS MARTINET B, 1995, EDITIONS ORG PALOP F, 1994, TECHNOLOGY TRANSFER PONCEAU P, 1994, IND TECHNIQUES PRAHALAD CK, 1990, HARVARD BUSINESS MAY TAYLOR J, 1984, MODERN BUSINESS REPO NR 19 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 4 BP 449 EP 461 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VW619 UT ISI:A1996VW61900006 ER PT J AU Chiesa, V Manzini, R TI Managing knowledge transfer within multinational firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge transfer; internationalisation of technology; global management of technology; R&D and technology strategy; global R&D; international R&D structures; technological innovation; innovation management in multinationals AB Subsidiaries are increasingly involved in the process of technological innovation within multinational firms. The product and technology development process tends to take place on a global basis. This means that technical knowledge is transferred between units geographically dispersed. This paper aims to identify the instruments and mechanisms adopted to transfer technical knowledge within multinational firms. It shows the results of a survey on twelve multinational companies operating in technology-intensive industries [1]. C1 POLITECN MILAN,CNR,ITIA,I-20131 MILAN,ITALY. LIBERO IST UNIV CARLO CATTANEO,I-21053 CASTELLANZA,VARESE,ITALY. RP Chiesa, V, CNR,ITIA,V LOMBARDIA 20-A,I-20131 MILAN,ITALY. CR BARTLETT CA, 1989, MANAGING BORDERS TRA BERTELE U, 1994, GLOBALIZZAZIONE ATTI, V3 CASSON M, 1991, GLOBAL RES STRATEGY CHIESA V, 1995, 21 EIBA ANN C URB DE CHIESA V, 1996, IEEE T ENG MANAGEMEN, V43 DEMEYER A, 1992, TECHNOLOGY MANAGEMEN HAKANSON L, 1988, R D MANAGEMENT, V18 HAMEL G, 1993, HARVARD BUS REV, V71, P2 HOWELLS J, 1990, RES POLICY, V19 PEARCE RD, 1989, INT R D MULTINATIONA PERRINO AC, 1989, RES TECHNOL MANAGE, V32, P3 PRAHALAD CK, 1987, MULTINATIONAL MISSIO SAKAKIBARA K, 1992, TECHNOLOGY WEALTH NA WESTNEY DE, 1990, MANAGING GLOBAL FIRM WESTNEY DE, 1993, P R D MAN C GLOB R D NR 15 TC 7 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 4 BP 462 EP 476 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VW619 UT ISI:A1996VW61900007 ER PT J AU Okko, P Gunasekaran, A TI An analysis of technology transfer and diffusion as a part of growth strategy SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology diffusion; R&D in diffusion process; diffusion model AB In this paper an attempt has been made to identify suitable strategies for technological innovation and transfer. This study stems from an investigation of the experience of Finland in technology transfer. It starts with a review of industrialization and transformation in Finland over many years. Then it discusses how research and development have been utilized in improving technology transfer and in promoting diffusion in Finland. Some reported case studies of technology transfer are investigated with the objective of identifying suitable methods for technology transfer. The impact of technological diffusion on productivity growth is studied with the help of a suitable growth theory model. The impact of education, training, and technological advances such as computers, automation, etc. on technology transfer are examined. Finally, a framework is presented for improving technology transfer and diffusion processes. C1 BRUNEL UNIV,DEPT MFG & ENGN SYST,UXBRIDGE UB8 3PH,MIDDX,ENGLAND. RP Okko, P, INST EUROPEAN STUDIES,POB 110,FIN-20521 TURKU,FINLAND. CR ARROW KJ, 1962, REV ECON STUD, V29, P55 BOOMER MRW, 1991, TECHNOLOGICAL FORECA, V39, P377 JANARO RE, 1992, MANAGEMENT TECHNOLOG, V3 LUCAS RE, 1988, J MONETARY ECON, V22, P3 OKKO P, 1992, P CONF EUR EC ASS S POLT W, 1992, MASTERING TECHNOLOGY, P63 PORTER ME, 1990, COMPETITIVE ADVANTAG ROMER PM, 1990, J POLITICAL EC, V98, S71 SOETE L, 1991, TECHNOLOGY CHANGING SOLOW RM, 1956, Q J ECON, V70, P65 SUITE WH, 1992, MANAGEMENT TECHNOLOG, V3, P339 VERSPAGEN B, 1992, J MACROECON, V14, P631 VUORI S, 357 ETLA RES I FINN VUORI S, 1991, MASTERING TECHNOLOGY VUORI S, 1992, MASTERING TECHNOLOGY NR 15 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 4 BP 477 EP 487 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VW619 UT ISI:A1996VW61900008 ER PT J AU Wilson, G TI From day-to-day coping to strategic management: Developing technological capability among small-scale enterprises in Zimbabwe SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technological capability; management of technological function; Third World; small-scale enterprise; co-operative enterprise; NGOs; intervention AB The ability to move from coping with the day-to-day technological function to managing its strategic function is crucial for the technological capability of an enterprise. Interventions aimed at small-scale enterprise development in Third World countries can assist in this move, but it is important that they neither reduce technology aid to provision of hardware nor provide training for enterprise workers in isolation from their hardware. A systemic approach is required that builds on the existing capabilities in enterprises and which also recognises the impact of the environments in which enterprises operate on their ability to make strategic technological choices. RP Wilson, G, OPEN UNIV,FAC TECHNOL,WALTON HALL,MILTON KEYNES MK7 6AA,BUCKS,ENGLAND. CR *OECD, 1991, MAN TECHN CHANG LESS BHALLA AS, 1991, SMALL MEDIUM ENTERPR BHALLA AS, 1991, SMALL MEDIUM ENTERPR, P4 BRETT EA, 1993, DEV CHANGE, V24, P269 CASTLEY R, 1995, 40 IDPM U MANCH CHELL E, 1990, HARVEST IS DEV RURAL, P183 DAVIS C, 1994, INT J TECHNOL MANAGE, V9, P43 EPSTEIN TS, 1990, HARVEST IS DEV RURAL, P254 HELMSING AHJ, 1991, RURAL DEV PLANNING Z, P256 HELMSING AHJ, 1993, SMALL ENTERPRISES CH HEWITT T, 1992, IND DEV, P208 KAPLINSKY R, 1990, EC SMALL APPROPRIATE LALL S, 1990, BUILDING IND COMPETI LALL S, 1993, DEV CHANGE, V24, P719 MIDDLETON J, 1993, SKILLS PRODUCTIVITY MILLER HG, 1990, INT J TECHNOLOGY MAN, V5, P513 MUMBENGEGWI C, 1993, SMALL ENTERPRISES CH, P144 NAVARETTI GB, 1994, 77 U OXF INT DEV CTR STIGLITZ J, 1987, EC POLICY TECHNOLOGI WILSON GA, 1995, DEV PRACTICE, V5, P128 NR 20 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 4 BP 488 EP 499 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VW619 UT ISI:A1996VW61900009 ER PT J AU Challis, D Samson, D TI Technical effort as a competitive weapon: Experiences of Australian firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology management; technical function management; best practice; case studies; Australian manufacturing firms AB As a platform of operational excellence begins to emerge within Australian manufacturing firms, shortcomings in product, plant and process technology are becoming increasingly transparent, As a consequence, there is a growing interest in rejuvenating firm's technological bases. This work describes the practices of three leading edge Australian firms in developing a strategic technological capability. The technical management practices of these companies are based on some common principles, which provide both opportunities for learning by others in addition to a practice-driven set of elements deserving further field research, A common element in each of the organizations studied is the desire to integrate three key technical management subsystems: strategic, capabilities and organizational, This managerial perspective is illustrated through a number of practices and characteristics observed within these firms, Specific areas discussed include strategic planning processes, the development of a process management capability, the development of team based work structures, organizational development and restructuring and outsourcing, Key findings include: the value of balanced sets of performance measures, leveraging a safety management program to develop a process management capability, difficulties in aligning the values of technical personnel with the principles of a quality culture and the need to develop approaches to preserve technical capabilities when structural changes are undertaken. RP Challis, D, UNIV MELBOURNE,MELBOURNE BUSINESS SCH,200 LEICESTER ST,MELBOURNE,VIC 3053,AUSTRALIA. CR *AUSTR BUR STAT, 1994, MAN TECHN STAT *AUSTR MAN COUNC, 1990, GLOB CHALL AUSTR MAN *AUSTR MAN COUNC, 1994, LEAD WAY *PRIM MIN SCI COUN, 1992, PRIM MIN SCI COUNC R *WORLD COMP REP, 1994, WORLD EC FOR ADLER P, 1992, SLOAN MANAGEMENT WIN HAAS E, 1987, HARVARD BUSINESS MAR HAMILTON W, 1992, INTERFACES JUL HAYES RH, 1994, RESTORING OUR COMPET HILL T, 1992, MANUFACTURING STRATE JONES O, 1994, INT J TECHNOLOGY MAN, V9 KAPLAN R, 1992, HARVARD BUSINESS JAN MEYER M, 1993, SLOAN MANAGEMENT SPR PAVITT K, 1990, CALIFORNIA MANAGEMEN, V32 SAMSON D, 1991, MANUFACTURING OPERAT WHEELWRIGHT S, 1992, BUSINESS HORIZON JUL ZAHRA S, 1990, LONG RANGE PLANNING, V26 ZAHRA S, 1993, STRATEGIC MANAGEMENT, V14 NR 18 TC 0 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 2 BP 126 EP 143 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VQ638 UT ISI:A1996VQ63800001 ER PT J AU Jina, J Bhattacharya, AK Walton, AD TI A new perspective in manufacturing systems design: Turbulence management and rapid re-invention SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE manufacturing systems; time compression; re-invention; turbulence AB Business philosophies such as continuous improvement and TQM have been in existence for some time now and embody a wealth of literature. The principles of Cellular Manufacturing together with various examples of its application and benefits are also well documented. The application of TQM to cellular environments is also well established: the deployment of pertinent measures, making visible performance information, and teamworking being but a few of the examples. Whilst these approaches have enabled manufacturing strategies to be developed and appropriate systems to be implemented, adverse influences such as greater turbulence in the external environment have been at play. Increased competition combined with customer demand for quality, speed, product performance and lower costs are putting an ever greater burden on manufacturing, Not only do products need to be launched faster than ever, but manufacturing needs to be flexible in rapidly retuning its facilities. The move to cellular manufacturing, TQM or CIM or other techniques alone is thus no longer enough. instead, the challenge is increasingly one of compressing the time it lakes to continually 're-invent' the manufacturing system in order to meet the prevailing demands of the market place, The factors that cause manufacturing systems to behave sub optimally are discussed. Particular reference is made to market triggered turbulence as exhibited by mix and volume changes and to internally triggered turbulence such as design change. We show how these factors impact an the critical competitive dimension of time and by using case examples, we develop a framework for 'continual re-invention' of manufacturing systems so as to harness their full capabilities, By clearly distinguishing the processes which enable re-invention from the core manufacturing processes, we consider some issues critical to success: organization structures, skills profiles and the rare of people. RP Jina, J, UNIV WARWICK, INT MFG CTR, COVENTRY CV4 7AL, W MIDLANDS, ENGLAND. CR *ING ENG, 1991, FIN PATH CELL MAN GO BHATTACHARYA AK, 1995, IR MAN COMM 12 C P U BURBIDGE J, 1989, PRODUCTION FLOW ANAL DEMING WE, 1986, OUT CRISIS QUALITY P DRUCKER P, 1990, HARVARD BUSINESS MAY FORRESTER JW, 1975, COLLECTED WORKS JW F GOLDHAR JD, 1991, INT J TECHNOL MANAGE, P162 GOLDMAN SL, 1992, INT J TECHNOLOGY MAN, V8 GOLDMAN SL, 1995, AGILE COMPETITORS VI HILL T, 1993, MANUFACTURING STRATE JAIKUMAR R, 1986, HARVARD BUSINESS NOV JINA J, 1995, AC C 5 INT FOR TECHN JONES DT, 1990, 5 INT OP MAN C MAN S NOHRIA N, 1994, CALIFORNIA MANAG SUM, P70 PARNABY J, 1986, INT J TECHNOLOGY MAN, V1 PINE BJ, 1993, MASS CUSTOMIZATION N PRITCKETT P, 1994, INT J OPERATIONS PRO, V14 SENGE PM, 1990, 5 DISCIPLINE SKINNER W, 1974, HARVARD BUSINESS MAY SKINNER W, 1985, MANUFACTURING FORMID STALK G, 1990, COMPETING TIME TOBIAS AM, 1991, INT J TECHNOLOGY MAN, V6 UPTON DM, 1994, CALIFORNIA MANAG WIN, P72 WARD PT, 1987, INT J OPERATIONS PRO, V7, P5 WHEELWRIGHT SC, 1985, HARVARD BUSINESS JAN WOMACK JP, 1990, MACHINE CHANGED WORL NR 26 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 2 BP 144 EP 162 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VQ638 UT ISI:A1996VQ63800002 ER PT J AU Pandya, KV Satyre, F TI Factors affecting decision making in the implementation of manufacturing technology SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE change management; decision making; technology; management AB Implementing new technologies is a very important decision, and inappropriate investments in process or infrastructure may lead in some cases to the 'death' of the company. This paper presents the findings of a survey carried out by the authors which aimed to investigate the decision making process involved in the implementation of new technology within the manufacturing sector. The first step in the research was to identify the factors influencing such decision making. This led to the development of a questionnaire to determine; firstly, the 'weight' for each of these factors and, secondly, to what degree would some factors affect their decisions. Results of the initial analysis from visits to companies and of the returned questionnaires are discussed in this paper. C1 UNIV STRATHCLYDE,DEPT DESIGN MANUFACTURE & ENGN MANAGEMENT,GLASGOW G1 1XJ,LANARK,SCOTLAND. ECOLE NATL INGENIEURS TARBES,TARBES,FRANCE. CR *DIES ENG EC DEV C, 1984, MAN TECHN IMPL CHANG BRANDON J, 1992, MANAGING CHANGE MANU EARL MJ, 1989, MANAGEMENT STRATEGIE GILL R, 1990, MANAGEMENT TECHNOLOG HILL T, 1993, MANUFACTURING STRATE KEEN PGW, 1987, DECISION SUPPORT SYS LOVERIDGE R, 1990, STRATEGIC MANAGEMENT PREECE D, 1995, ORG TECHNICAL CHANGE RHODES E, 1985, IMPLEMENTING NEW TEC NR 9 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 2 BP 163 EP 180 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VQ638 UT ISI:A1996VQ63800003 ER PT J AU DaVilla, F Panizzolo, R TI An empirical study of the adoption and implementation of advanced technologies in the Italian public sector SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology management, automation; implementation; GIS; local government; case studies AB Adoption and implementation of Geographical Information Systems (GIS) offer the promise of successful improvements in environmental and territorial planning and monitoring. However, the characteristics of these GISs and the complexity of managing them require that, in order to adopt and implement them successfully, there must, from the outset, be a high level of commitment within the organization itself which latter has to invest a large amount of both financial and human resources in the new system. Using a multiple case research strategy, this study investigates the process of adoption and implementation of these systems within local government administrations in Italy. First, the reasons that initially led to the decision to adopt a GIS and the decision making process involved, are highlighted and the obstacles to adoption are identified. This research also offers insights into how local government has managed their GIS implementation and which obstacles have been encountered. Lastly, guidelines are suggested to assist management which is having to grapple with these complex issues. The impetus for this research is not very different from that which has encouraged other researchers to examine the process of adoption and implementation of automation in industrial firms. However, the Public Sector has certain unique features that render a specific study of the organizational processes involved in the adoption of new technology particularly interesting. C1 UNIV PADUA,DIPARTIMENTO INNOVAZ MECCAN & GEST,I-35131 PADUA,ITALY. CR BEATTY C, 1990, BUSINESS Q, V54, P46 BEATTY CA, 1993, INT J TECHNOLOGY MAN, V8, P189 BESSANT J, 1993, INT J TECHNOL MANAGE, V8, P197 BESSANT J, 1994, INT J PROD ECON, V34, P237 BRONZINI F, 1990, P 13 EUR C REG SCI A, P24 BUDIC ZD, 1994, J AM PLANN ASSOC, V60, P244 COURNEEN M, 1993, AM CITY COUNTY, V108, P18 CRAGLIA M, 1991, P 2 INT C COMP URB P, P45 ETTLIE JE, 1986, MANAGING TECHNOLOGIC ETTLIE JE, 1988, TAKING CHARGE MANUFA FROHMAN AL, 1978, CALIFORNIA MANAGEMEN, V20, P5 GALBRAITH JR, 1982, ORGAN DYN, V10, P5 GROVER V, 1990, THESIS U PITTSBURGH HARRISON M, 1990, ADV MANUFACTURING TE LEE GL, 1989, ISSUES MANAGEMENT TE MEREDITH JR, 1989, MONOGRAPH OPERATIONS, V4 METHA AC, 1987, IND ENG, V19, P42 MORE RA, 1986, INT J OPER PROD MAN, V6, P87 PETZOLD R, 1994, AM CITY COUNTY, V109, P56 PREECE D, 1991, MANAGE DECIS, V29, P67 SCHON DA, 1963, HARVARD BUS REV, V41, P77 STRATER S, 1992, AM CITY COUNTY, V107, P16 TAKANAKA H, 1991, LONG RANGE PLANN, V24, P45 UDOKA SJ, 1990, COMPUT IND ENG, V19, P131 VOSS C, 1992, BUSINESS STRATEG SPR, P29 NR 25 TC 1 PU INDERSCIENCE ENTERPRISES LTD PI GENEVA AEROPORT PA WORLD TRADE CENTER BLDG 110 AVE LOUIS CASAI CP 306, CH-1215 GENEVA AEROPORT, SWITZERLAND SN 0267-5730 J9 INT J TECHNOL MANAGE JI Int. J. Technol. Manage. PY 1996 VL 12 IS 2 BP 181 EP 198 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VQ638 UT ISI:A1996VQ63800004 ER PT J AU Ulhoi, JP TI Towards a theoretical and methodological corporate technology management framework. The strategic perspective SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology management theory; technology management tools ID INNOVATION AB This article analyses and discusses the development and achievements of the corporate technology management (TM) field. Based on an extensive survey, it is found that Technology Management in its present form, has existed since the early 1980s, but its roots can be traced back to the early 1970s under such labels as Strategic Management, Engineering Management, Innovation Management, and R&D Management. It is argued that the field of TM has matured to such a degree as to entitle it to be classified as an independent subfield of corporate management. RP Ulhoi, JP, AARHUS SCH BUSINESS,FAC BUSINESS ADM,DEPT MANAGEMENT & ORG,HASLEGAARDSVEJ 10,AARHUS,DENMARK. 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J. Technol. Manage. PY 1996 VL 12 IS 2 BP 199 EP 208 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VQ638 UT ISI:A1996VQ63800005 ER PT J AU Bower, DJ Keogh, W TI Changing patterns of innovation in a process-dominated industry SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; petrochemicals; oil and gas industry; public policy AB Research on innovation in several industries has indicated that individual radical and incremental innovations have involved contributions from communicating networks of scientists and engineers in different organizations. This paper analyses the record of innovation within the downstream (refining and organic chemical production) and upstream (exploration and extraction of oil and gas) sectors of the petrochemical industry. It finds that in the downstream industry a varied group of organizations have mediated innovation, following the cyclical pattern of the Abernathy-Utterback model. On the other hand, while evidence about the upstream petroleum industry indicates a diversity of contributors similar to those found in other industries, the tempo of innovation does not appear to fit cyclical models derived from a number of manufacturing industries. A continuous innovation pattern which has emerged since 1980 in the pharmaceutical industry is discussed as offering a possible model for other industries which must innovate continuously. C1 UNIV ABERDEEN,CTR MANAGEMENT STUDIES,KINGS COLL,ABERDEEN AB9 2TY,SCOTLAND. 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J. Technol. Manage. PY 1996 VL 12 IS 2 BP 209 EP 220 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VQ638 UT ISI:A1996VQ63800006 ER PT J AU Lu, HP TI A framework for GSS evaluation: An organizational perspective SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE acceptance; change; GSS evaluation; validation ID DECISION SUPPORT SYSTEMS; DESIGN AB While the number of Group Support System applications is growing rapidly, current research on system evaluation is fragmented and limited. A framework for GSS evaluation at least serves three purposes: validation (to ensure the GSS does what users intended it to do), design (to improve the design, development and implication of GSS), and decision making (to improve and understand how a group of people make decisions). This paper proposes a framework of GSS evaluation from an organizational perspective to meet the above three aims, and provides a theoretical base that integrates and supports current and future empirical efforts. RP Lu, HP, NATL TAIWAN INST TECHNOL,TAIPEI 10772,TAIWAN. 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J. Technol. Manage. PY 1996 VL 12 IS 2 BP 221 EP 230 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VQ638 UT ISI:A1996VQ63800007 ER EF