FN ISI Export Format VR 1.0 PT J AU Georghiou, L Keenan, M TI Evaluation of national foresight activities: Assessing rationale, process and impact SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article ID TECHNOLOGY FORESIGHT; TRANSITION AB The paper addresses the question of what constitutes an appropriate evaluation strategy for national foresight activities in different situations. The variety of rationales for foresight is explored, ranging from a desire to set priorities through to participation-oriented goals and building new networks around common visions and strategies. A generational model of foresight is used to show the evolution of key evaluation issues. The generic motivations for evaluation of accountability, justification and learning are discussed in the context of foresight. Evaluation grounded in the concept of behavioural additionality and the systems failure rationale is shown to be more suited as a rationale for foresight as public policy. Assessing the effects of foresight requires an understanding that it is only one of several influences on public policy. To be effective it needs to be tuned into the strategic behaviour and cycles of policy and economic actors. Cases are presented of evaluation of foresight programmes in the United Kingdom, Germany and Hungary. It is concluded that there is no "one-size-fits-all" evaluation approach and that the method selected is conditioned by motivation, timing and the level of aggregation. Foresight cannot be fully evaluated independently from its context. Foresight is being strengthened by the emergence of rigorous and systematic knowledge to assist learning and improvement. (c) 2005 Elsevier Inc. All rights reserved. C1 Univ Manchester, Manchester Business Sch, PREST, Manchester M13 9PL, Lancs, England. RP Georghiou, L, Univ Manchester, Manchester Business Sch, PREST, Oxford Rd, Manchester M13 9PL, Lancs, England. EM Luke.Georghiou@manchester.ac.uk CR *NISTEP 2 POL OR R, 1992, 25 NISTEP 2 POL OR R *OECD, 1998, TECHN PROD JOB CREAT *ROYAL AC ENG, 1998, PREL ASS IMP FOR *UK PARL OFF SCI T, 1997, SCI SHAP FUT TECHN F ARROW KJ, 1962, RATE DIRECTION INVEN, P609 BUISSERET TJ, 1995, INT J TECHNOL MANAGE, V10, P587 CUHLS K, 2004, RES EVALUAT, V13, P143 DURAND T, 2003, J FORECASTING, V22, P161 GEORGHIOU L, 2001, P INT C TECHN FOR AP, V77 GEORGHIOU L, 2002, INNOVATION POLICY SU, P7 GEORGHIOU L, 2004, TECHN FOR SUMM BUD H GIBBONS M, 1986, EVALUATION RES SELEC GRUPP H, 1999, TECHNOL FORECAST SOC, V60, P92 HARPER JC, 2003, VISION DOCUMENT EFOR HAVAS A, 2003, J FORECASTING, V22, P179 HENKEL M, 2000, HIGHER ED MANAGEMENT, V12, P67 KEENAN M, 2000, THESIS U MANCHESTER KUHLMANN S, 1999, IMPROVING DISTRIBUTE KUWAHARA T, 1999, TECHNOL FORECAST SOC, V60, P12 LIPSEY R, 1998, STI REV, P31 MARTIN BR, 1999, TECHNOL FORECAST SOC, V60, P37 METCALFE JS, 1997, INT J SOC EC, V24 SCRIVEN M, 1969, ED PRODUCT REPORT, V2, P36 SCRIVEN M, 1991, EVALUATION THESAURUS SMITH K, 2000, ENTERPRISE INNOVATIO, V1, P73 STUFFLEBEAM DL, 2001, AM J EVAL, V22, P183 WEBSTER A, 1999, TECHNOVATION, V19, P413 NR 27 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD SEP PY 2006 VL 73 IS 7 BP 761 EP 777 PG 17 SC Business; Planning & Development GA 076TP UT ISI:000239981000001 ER PT J AU Harmaakorpi, V Uotila, T TI Building regional visionary capability. Futures research in resource-based regional development SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE futures research; dynamic capabilities; visionary capability; regional innovation systems; innovation policies ID DYNAMIC CAPABILITIES; FORESIGHT; MANAGEMENT; KNOWLEDGE AB In the present study, regional visionary capability is seen as a crucial factor in building regional competitive advantage under the present techno-economic paradigm. Regions are considered as strongly path-dependent entities needing to create new, even radical, paths to stay competitive in a rapidly changing world. The Regional Development Platform Method (RDPM) is presented as an innovative tool in developing regional innovation systems. The RDPM consists of eight phases and the focus of the present article is on the fourth phase of the RDPM: the search for new regional development paths and building regional visionary capability. The RDPM has been tested in the Lahti (Finland) regional innovation system revealing the need to develop the fourth phase further. (c) 2005 Elsevier Inc. All rights reserved. C1 Lappeenranta Univ Technol, Lahti Unit, FIN-15140 Lahti, Finland. Helsinki Univ Technol, Lahti Ctr, FIN-15140 Lahti, Finland. RP Harmaakorpi, V, Lappeenranta Univ Technol, Lahti Unit, Saimaankatu 11, FIN-15140 Lahti, Finland. EM vesa.harmaakorpi@lut.fi CR *EUR COMM, 2002, 20478 EUR COMM *EUR, 2001, 20128 EUR EN AHLQVIST T, UNPUB PROJECT PLAN C BAUMAN Z, 1993, POSTMODERN ETHICS BOSCHMA R, 2002, C REG STUD ASS PIS I CAMAGNI R, 1995, IND ENTERPRISE ITS E CAMAGNI R, 2002, 42 C EUR REG SCI ASS CARIOLA M, 2004, FUTURES, V36, P1063 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 CUHLS K, 2003, J FORECAST, V22 DOLOREUX D, 2002, TECHNOL SOC, V24, P243 EEROLA A, 2002, TEKNOLOGIAN ENNAKOIN, V2174 EISENHARDT KM, 2000, STRATEGIC MANAGE J, V21, P1105 GERTLER MS, 2004, FUTURES, V36, P45 HAMALAINEN TJ, 2003, NEW OUTLOOK IND POLI HARMAAKORPI V, 2002, 42 C EUR REG SCI ASS HARMAAKORPI V, 2003, C REG STUD ASS PIS I HARMAAKORPI V, 2003, PERINTEISESTA TEOLLI HARMAAKORPI V, 2004, THESIS HELSINKI U TE HELMER O, 1983, LOOKING FORWARD GUID IIITTO PH, 2003, MAAKUNTAOHJELMA 2003 IIITTO PH, 2003, OSAAMISEN OHJELMASOP JOHNSON D, 1988, BASIC FORECASTING TE KRUGMAN P, 1998, POP INTERNATIONALISA LIST D, 2004, TECHNOL FORECAST SOC, V71, P525 MASINI E, 1993, WHY FUTURES STUDIES NAUMANEN M, 2004, TEKBARO TEKNOLOGIABA PORTER ME, 1998, HARVARD BUS REV NOV, P89 PUGLISI M, 2002, FUTURES, V34, P761 RONDE P, 2003, TECHNOL FORECAST SOC, V70, P419 SALMENKAITA JP, 2004, TECHNOL FORECAST SOC, V71, P897 SCOTT AJ, 2000, REGIONS WORLD EC COM SOTARAUTA M, 2002, ALUEELLISEN KEHITTAM STAHLE P, 2003, ALUEELLISEN INNOVAAT STORPER M, 1997, REGIONAL WORLD TERRI TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 TURA T, 2005, REG STUD, V39, P1111 UOTILA T, 2005, FUTURES, V37, P849 VARTIAINEN P, 1998, 61998 MIN INT AFF NR 39 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD SEP PY 2006 VL 73 IS 7 BP 778 EP 792 PG 15 SC Business; Planning & Development GA 076TP UT ISI:000239981000002 ER PT J AU Park, G Park, Y TI On the measurement of patent stock as knowledge indicators SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE technological knowledge; measurement; indicator; patent stock; citation-based; valuation-based ID R-AND-D; TECHNOLOGICAL-PROGRESS; PRODUCTIVITY GROWTH; TECHNICAL CHANGE; INDUSTRY; CITATIONS; DIFFUSION; RIGHTS; FLOWS; DETERMINANTS AB Most of the conventional indicators for measuring the amount of technological knowledge (TK) have so far been input-based indicators. Hence, there is growing need to develop output-based indicators, and accordingly some studies have been conducted thereon. However, previous research has adopted patent count or patent stock by simple count in measuring the amount of TK as output-based indicators. The principal problem with using this variable is that the value of individual patent is too heterogeneous. That is a large portion of these patent databases are either of little value or nothing at all. As a result, patent count or patent stock by simple count cannot be seen as a suitable measure of TK. In this study, we attempted to resolve the value-heterogeneity problem in measuring patent stock. The notion of citation-based patent stock (CPS) and valuation-based patent stock (VPS) is proposed in this paper and the calculation method is described in detail. In CPS, the economic value of individual patent is assumed to be proportional to the number of citations received from other patents. And in VPS, the economic value of individual patent is derived from the value distribution of patents registered in some cohort by manipulating the patent renewal data. We validated the indicators by comparing them with the usual input-based indicators and by analyzing the relationships between them and the productivity growth empirically. (c) 2005 Elsevier Inc. All rights reserved. C1 Seoul Natl Univ, Sch Engn, Dept Ind Engn, Seoul 151742, South Korea. Elect & Telecommun Res Inst, Taejon 305700, South Korea. RP Park, Y, Seoul Natl Univ, Sch Engn, Dept Ind Engn, San 56-1,Shillim Dong, Seoul 151742, South Korea. EM gwangman@etri.re.kr parkyt@cybernet.snu.ac.kr CR *OECD, 1999, RES DEV IND EXP RES *OECD, 2001, SPEC ISS NEW SCI TEC ABERNATHY WJ, 1978, TECHNOL REV, V80, P40 ALBERT MB, 1991, RES POLICY, V20, P251 ANDERSON P, 1991, RES TECHNOL MANAGE, V34, P26 BARNEY JA, 2002, AIPLA QJ, V30, P317 BERNSTEIN JI, 1989, REV ECON STUD, V56, P249 BIERLY P, 1996, STRATEGIC MANAGE J, V17, P123 CLARK KB, 1985, RES POLICY, V14, P235 DENG Z, 1999, FINANCIAL ANAL J, V55, P20 DOSI G, 1982, RES POLICY, V11, P147 GOTO A, 1989, REV ECON STAT, V71, P555 GRILICHES Z, 1979, BELL J ECON, V10, P92 GRILICHES Z, 1980, AM ECON REV, V70, P343 GRILICHES Z, 1990, J ECON LIT, V28, P1661 HALL BH, 2000, MARKET VALUE PATENT HALL BH, 2002, PATENTS CITATIONS IN HARHOFF D, 2003, RES POLICY, V32, P1343 HIRSCHY M, 2001, PACIFIC BASIN FINANC, V9, P65 KARKI MMS, 1997, WORLD PATENT INFORMA, V19, P269 KAYAL A, 1999, TECHNOL FORECAST SOC, V60, P237 KAYAL AA, 1999, IEEE T ENG MANAGE, V46, P127 LACH S, 1995, ECON LETT, V49, P101 LANJOUW JO, 1998, J IND ECON, V46, P405 LANJOUW JO, 1999, 7345 NBER LEONCINI R, 1996, RES POLICY, V25, P415 MACGARVIE M, 2005, ECON LETT, V87, P121 MANSFIELD E, 1980, AM ECON REV, V70, P863 MOWERY DC, 1998, RES POLICY, V27, P507 NARIN F, 1984, IEEE T ENG MANAGE, V31, P172 NELSON R, 1982, EVOLUTIONARY THEORY PAKES A, 1984, R D PATENS PRODUCTIV PAKES A, 1986, ECONOMETRICA, V54, P755 PAKES A, 1989, MICROECONOMICS, P331 PAPACONSTANTINOU G, 1998, RES POLICY, V27, P301 PARK GM, 2003, J SCI IND RES INDIA, V62, P157 PARK Y, 2004, TECHNOVATION, V24, P387 PAVITT K, 1984, RES POLICY, V13, P343 POLANYI M, 1966, TACIT DIMENSION RIM MH, 2005, ETRI J, V27, P206 SCHANKERMAN M, 1986, ECON J, V96, P1052 SCHERER FM, 1982, RES POLICY, V11, P227 SIRILLI G, 1998, IDEA PAPER SERIES, V1 SORENSON O, 2004, RES POLICY, V33, P1615 SULLIVAN RJ, 1994, ECONOMICA, V61, P37 TIJSSEN RJW, 2001, RES POLICY, V30, P35 YOON B, 2004, J HIGH TECHNOLOGY MA, V15, P37 NR 47 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD SEP PY 2006 VL 73 IS 7 BP 793 EP 812 PG 20 SC Business; Planning & Development GA 076TP UT ISI:000239981000003 ER PT J AU Reichardt, B Weber, C TI Corporate venture capital in Germany: A comparative analysis of 2000 and 2003 SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article ID ORGANIZATIONS AB Established corporations are often at a disadvantage visa vis technology-based entrepreneurial firms when it comes to generating and adapting to radical technological and business-model innovation. Consequently, industrial corporations increasingly wanted to participate in the financial or strategic success of start-ups. The tool of choice for many corporations was Corporate Venture Capital (CV L). CVC had already seen two waves of popularity in the USA when it was introduced in Germany in the early 1990s. This development is often assumed to have come to a halt in 2001, when so-called 'New Economy' spiraled into decline. This paper analyzes central attributes of strategy, investment and organization of the CVC units active in Germany in 2000 and 2003. We find evidence for a continuation of strong CVC activity in Germany. We differentiate between CVC units that were a) active at both points in time, i.e. 'survivors' b) those that have closed down since 2000, i.e. 'losers' and c) those that were founded after 2000, 'new entrants'. The comparison of the characteristics allows us to make inferences for the use of CVC. (c) 2006 Published by Elsevier Inc. C1 Univ St Gallen, St Gallen, Switzerland. Berlin Social Sci Res Ctr, Berlin, Germany. RP Reichardt, B, Univ St Gallen, St Gallen, Switzerland. EM bent.reichardt@gmail.com CR *BVK, 2003, ANN STAT BUND DEUTSC ABARNATHY WJ, 1985, RES POLICY, V14, P3 ABERNATHY W, 1978, TECHNOL REV, V2, P40 ALBACH H, 1987, DIE BANK, V7, P358 AMIT R, 2000, VALUE DRIVERS E COMM BIRKSNEHAW J, 2002, BUSINESS STRATEGY RE, V13, P10 BYGRAVE WD, 1992, VENTURE CAPITAL CROS CHESBROUGH HW, 2003, OPEN INNOVATION NEW CHRISTENSEN CM, 1997, INNOVATORS DILEMMA N COOPER AC, 1976, BUS HORIZONS, V19, P61 FREEMAN J, 1998, VENTURE CAPITAL GROW GOMPERS PA, 1998, W6725 NBER GOMPERS PA, 2002, FEDERAL RESERVE BANK, V4, P1 GORMAN M, 1987, 9288015 HARV BUS SCH HANNAN MT, 1977, AM J SOCIOL, V82, P929 HIGUERA AM, 2002, COPORATE VENTURE CAP HILTZIK M, 1999, DEALERS LIGHTNING KLEIN H, 2002, INTERNAL CORPORATE V LEWIS M, 1999, NEW NEW THING SOME M RAUSER I, 2003, VALUE ADDED CORPORAT REICHARDT BC, 2005, THESIS U ST GALLEN S REYNOLDS PD, 2003, GLOBAL ENTREPRENEURS RIGBY DK, 2003, MANAGEMENT TOOLS TEC ROPER B, 2004, CORPORATE VENTURE CA SAHLMAN WA, 1990, J FINANC ECON, V27, P473 SCHILDT H, 2003, I STRATEGY INT BUSIN SCHWEEN K, 1996, CORPORATE VENTURE CA SIEGEL R, 1988, J BUSINESS VENTURING, V3, P233 SMITH D, 1988, FUMBLING FUTURE STAHLER P, 2001, GESCHAFTSMODELLE DIG SULL DN, 1999, HARVARD BUS REV, V77, P42 UTTERBACK JU, 1994, MASTERING DYNAMICS I WEBER C, 2002, RISIKOKAPITALGEBER D WEBER C, 2005, COPORATE ENTREPRENEU, P127 NR 34 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD SEP PY 2006 VL 73 IS 7 BP 813 EP 834 PG 22 SC Business; Planning & Development GA 076TP UT ISI:000239981000004 ER PT J AU Bengisu, M Nekhili, R TI Forecasting emerging technologies with the aid of science and technology databases SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE forecasting; S-curves; foresight; emerging technologies AB Short term forecasting was applied to 20 emerging technologies under the "Machine and Materials" category based on the Vision 2023 foresight study previously conducted for Turkey. This scientometric approach uses the most suitable keywords linked to the technology in question and determines the number of publications and patents in those fields for a given year. Database analysis of publications and patents in the previous 11 years indicates that while the majority of the top 20 technologies identified by the experts are indeed emerging (i.e. the number of research and/or patenting in these technologies is increasing), some of them have not actually attracted too much interest in the science and technology (S&T) community. Forecasts based on S-curves indicate steady growth in some of the selected technologies. There is a high correlation between the number of scientific publications and patents in most of the technologies investigated. The method is proposed as a simple and efficient tool to link national foresight efforts to international S&T activities and to obtain quantitative information for prioritized technologies that could be used for technology management and decision making for research funding and technology investment. (c) 2005 Elsevier Inc. All rights reserved. C1 Eastern Mediterranean Univ, Dept Ind Engn, TR-10 Mersin, Turkey. RP Bengisu, M, Eastern Mediterranean Univ, Dept Ind Engn, TR-10 Mersin, Turkey. EM murat.bengisu@emu.edu.tr CR *TUBITAK, 2001, 0103 TUBITAK BTP *TUBITAK, 2003, VIS 2023 PROJ MACH M *TUBITAK, 2004, VIS 2023 TECHN FOR D BENGISU M, 2003, SCIENTOMETRICS, V58, P473 BURGELMAN RA, 1996, STRATEGIC MANAGEMENT DELURGIO SA, 1998, FORECASTING PRINCIPL FRANSES PH, 1994, TECHNOLOGICAL FORECA, V46, P45 LIM K, 2000, RELATIONSHIP PUBLICA, V4120 MARTINO JP, 2003, TECHNOL FORECAST SOC, V70, P719 PATEL P, 1994, RES POLICY, V23, P533 NR 10 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD SEP PY 2006 VL 73 IS 7 BP 835 EP 844 PG 10 SC Business; Planning & Development GA 076TP UT ISI:000239981000005 ER PT J AU Tang, HK TI Adoption of navigation technologies: Five historical and contemporary cases SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE technology adoption; complex product and system; systemic innovation; technological entrepreneurship; marine industry; aviation industry; navigation technology ID INNOVATION; SYSTEM AB Five navigation technologies are studied with the aim of discovering why some of them have more difficulties and take longer time than the others to develop and reach the users. The case histories of their development are presented and compared according to their technological antecedents, their applications and the organizations involved. The analysis shows that multiple stakeholders with different agendas coupled with technological uncertainties and ambiguities have a negative impact on adoption. It also shows that entrepreneurs can play a significant role in accelerating the diffusion of technological innovations if the technological system allows for the parallel development of complements or new markets. The paper also highlights the need for deeper understanding of how complex products and systems should be managed in an environment marked by interconnectedness and multiple influential stakeholders. (c) 2005 Elsevier Inc. All rights reserved. C1 Nanyang Technol Univ, Sch EEE, Singapore 639798, Singapore. RP Tang, HK, Nanyang Technol Univ, Sch EEE, Nanyang Ave, Singapore 639798, Singapore. EM ehktang@ntu.edu.sg CR *GARM, 2003, GARM ANN REP *ICAO, 11 AIR NAV C 2003, V1 *ICAO, 1995, 48 ICAO *NAS, 1997, GLOB PS SYST *TFA METH WORK GRO, 2003, TECHNOL FORECAST SOC, V71, P217 ARNOLD RP, 1992, IEEE PLANS 92 POS LO, P367 AYRES RU, 1994, J ECON BEHAV ORGAN, V24, P35 BIANCHETTI F, 2004, HYDRO INT JUN, P33 BOHN RE, 1994, SLOAN MANAGE REV, V36, P61 CHESBROUGH HW, 1996, HARVARD BUSINESS JAN, P65 CHRISTENSEN CM, 2004, RES TECHNOLOGY M JUL, P12 CLARK M, 1996, WHY CANT FEDERAL AVI DAVIES A, 1998, FUTURES, V30, P293 EDELENBOS J, 2003, INT J TECHNOL POLICY, V3, P1 EHLERS P, 2003, HYDROGRAPHIC J, V107 HOBDAY M, 1998, RES POLICY, V26, P689 HOBDAY M, 2000, RES POLICY, V29, P793 MARTIN JM, 1996, TECHNOL FORECAST SOC, V53, P81 MARTINO J, 1983, TECHNOLOGICAL FORECA MCCOUBREY A, 1996, P INT FREQ CONTR S H, P1225 MINTZBERG H, 1994, RISE FALL STRATEGIC MOORE GA, 1999, CROSSING CHASM OCONNOR JJ, 1997, ENGLISH ATTACK LONGI ROGERS EM, 2003, DIFFUSION INNOVATION ROSENBERG N, 1995, FUTURIST JUL, P16 SCHRADER S, 1993, J ENG TECHNOL MANAGE, V10, P73 SOBEL D, 1996, LONGITUDE VANDERHEIJDEN R, 2002, INT J TECHNOLOGY POL, V2, P20 VANGEENHUIZEN M, 2002, INT J TECHNOLOGY POL, V2, P5 VANWYK RJ, 2004, TECHNOLOGY UNIFYING WALKER W, 2000, RES POLICY, V29, P833 WALLACE LE, 1998, NASA SPECIAL PUBLICA, V4216, CH4 WEE BG, 2004, PAPER SCREEN WILLIAMS JED, 1992, SAILS SATELLITES WOOD A, 2002, AVIATION INT NEW OCT NR 35 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD SEP PY 2006 VL 73 IS 7 BP 845 EP 859 PG 15 SC Business; Planning & Development GA 076TP UT ISI:000239981000006 ER PT J AU Arranz, N de Arroyabe, JCF TI Joint R&D projects: Experiences in the context of European technology policy SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE joint R&D projects; invention; innovation; diffusion ID ORGANIZATIONAL ARRANGEMENTS; DEVELOPMENT CONSORTIA; UNITED-STATES; INNOVATION; ALLIANCES; KNOWLEDGE; NETWORKS; COLLABORATION; EMBEDDEDNESS; COOPERATION AB Joint R&D projects have emerged as a significant model for the development of research and technological activities. Our study examines, through an exploratory analysis, the typology of joint R&D projects and the characteristics of R&D networks in which the projects are developed. In addition, the interrelation between the R&D projects in the context of European Technology Policy is analysed. Findings from survey data collected on joint R&D projects carried out in the context of European Framework Programmes indicate that three groups of R&D projects can be identified (invention, innovation and diffusion projects), and that each of these projects is managed inside the R&D network with a different degree of structuring and external opening. The analysis of interrelations between R&D projects also shows a low, non-linear and non-progressive interrelation. This conclusion is an important question to bear in mind in the design of scientific and technological policies. (c) 2005 Elsevier Inc. All rights reserved. C1 UNED, Dept Econ & Hist, Madrid, Spain. ESIC, Business Sch Management & Mkt, Madrid, Spain. RP Arranz, N, UNED, Dept Econ & Hist, Madrid, Spain. EM narranz@cee.uned.es juancarlos.fernandez@esic.es CR ARONSON ZH, 2001, TECHNOLOGY MANAGEMEN, P539 ARRANZ N, 2002, BUSINESS COOPERATION BAGOZZI RP, 1988, J ACADEMY MARKETING, V16, P74 BALACHANDRA R, 1997, IEEE T ENG MANAGE, V44, P276 BETZ F, 1996, HDB TECHNOLOGY MANAG, CH8 BONACCORSI A, 1994, R&D MANAGE, V24, P229 BRANSTETTER LG, 2002, AM ECON REV, V92, P143 CHIESA V, 1998, R&D MANAGE, V28, P199 CHURCHILL GA, 1979, J BUS RES, V7, P25 COLARELLIOCONNO.G, 1998, J PRODUCTION INNOVAT, V15, P151 COOMBS R, 2001, 43 U MANCH CTR RES I CYERT RM, 1997, ORGAN DYN, V25, P45 DEARROYABE JCF, 2000, IND HIGH ED, V14, P191 DEARROYABE JCF, 2002, TECHNOL FORECAST SOC, V69, P703 DOZ YL, 2000, STRATEGIC MANAGE J, V21, P239 DUSSAUGE P, 1999, COOPERATIVE STRATEGY DYER JH, 2000, STRATEGIC MANAGE J, V21, P345 EDQUIST C, 1997, SYSTEMS INNOVATION T, P16 FRIAR J, 1985, TECHNOL SOC, V7, P143 GEORGHIOU L, 1986, POST INNOVATION PERF GERBING DW, 1988, J MARKETING RES, V25, P186 GERINGER JM, 1989, J INT BUS STUD, V20, P235 GOMESCASSERES B, 1987, COLUMBIA J WORLD SUM, P97 GRAHAM M, 1985, TECHNOL SOC, V7, P179 GRANOVETTER M, 1985, AM J SOCIOL, V91, P481 GULATI R, 1995, ACAD MANAGE J, V38, P85 GULATI R, 1998, STRATEGIC MANAGE J, V19, P293 HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371 HAGEDOORN J, 1999, LEARNING DYNAMIC INT HAGEDOORN J, 2000, RES POLICY, V29, P567 HAIR J, 1998, MULTIVARIATE DATA AN HAM RM, 1998, RES POLICY, V26, P661 HARRIGAN KR, 1986, MANAGING JOINT VENTU HAUSCHILDT J, 1992, R&D MANAGE, V22, P105 HENDERSON R, 1996, RAND J ECON, V27, P32 IMAI K, 1984, INT J IND ORGAN, V2, P285 JORESKOG KG, 1969, PSYCHOMETRIKA, V34, P183 KHANNA T, 1998, ORGAN SCI, V9, P340 KILLING JP, 1983, STRATEGIES JOINT VEN KLETTE TJ, 2000, RES POLICY, V29, P471 KLINE L, 1986, POSITIVE SUM STRATEG KOGUT B, 1988, COOPERATIVE STRATEGI, P169 KOTABE M, 1995, STRATEGIC MANAGE J, V16, P621 LAREDO P, 1996, TECHNOLOGICAL COLLAB, P143 LORANGE P, 1992, STRATEGIC ALLIANCES MANSFIELD E, 1988, MANAGE SCI, V34, P1157 MARKIDES C, 1998, SLOAN MANAGE REV, V39, P31 MIYATA Y, 1996, TECHNOVATION, V16, P123 MYTELKA L, 1991, STRATEGIC PARTNERSHI, P182 NONAKA I, 1995, KNOWLEDGE CREATING C NUNNALLY JC, 1978, PSYCHOMETRIC THEORY OSBORN RN, 1997, ACAD MANAGE J, V40, P261 PETERS J, 1998, INT STUD MANAGE ORGA, V27, P158 PISANO GP, 1990, ADMIN SCI QUART, V35, P153 POWELL WW, 1987, CALIF MANAGE REV, V30, P67 POWELL WW, 1990, RES ORGAN BEHAV, V12, P295 POWELL WW, 1994, HDB EC SOCIOLOGY, P368 POWELL WW, 1996, ADMIN SCI QUART, V41, P116 RING PS, 1992, STRATEGIC MANAGE J, V13, P483 RING PS, 1994, ACAD MANAGE REV, V19, P90 ROBERTS EB, 1987, GENERATING TECHNOLOG ROBERTSON TS, 1998, STRATEGIC MANAGE J, V19, P515 ROTHWELL R, 1994, INT MARKET REV, V22, P56 ROWLEY T, 2000, STRATEGIC MANAGE J, V21, P369 SAKAKIBARA M, 1997, RES POLICY, V26, P447 SANTORO MD, 1999, TECHNOLOGY INNOVATIO, P55 SAVIOZ P, 1999, TECHNOLOGY INNOVATIO, P137 SCHUMACKER RE, 1996, BEGINNERS GUIDE STRU TEECE DJ, 1992, J ECON BEHAV ORGAN, V18, P1 TEECE DJ, 1998, CALIF MANAGE REV, V40, P55 TERPSTRA V, 1993, J INT MARKETING, V1, P4 TIDD J, 1997, R&D MANAGE, V27, P359 TIMMERS P, TECHNOLOGY INNOVATIO, P591 TROTT P, 1998, INNOVATION MANAGEMEN TURPIN T, 1996, R&D MANAGE, V26, P267 VONHIPPEL E, 1988, SOURCES INNOVATION VONORTAS NS, 1997, RES POLICY, V26, P577 WEBER C, 2001, TECHNOLOGY MANAGEMEN, P349 WILLIAMSON OE, 1999, STRATEGIC MANAGE J, V20, P1087 ZOBEL R, 1999, TECHNOLOGY INNOVATIO, P571 NR 80 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD SEP PY 2006 VL 73 IS 7 BP 860 EP 885 PG 26 SC Business; Planning & Development GA 076TP UT ISI:000239981000007 ER PT J AU Chu, PY Lin, YL Hsiung, HH Liu, TY TI Intellectual capital: An empirical study of ITRI SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE intellectual capital (IC); non-profit organization; Industrial Technology Research Institute (ITRI); R&D; performance evaluation ID FIRM AB Intellectual capital (IC) could provide a new instrument for observing organizational hidden value. While most intellectual capital studies are either theoretical or exploratory, some western research facilities are publishing annual reports based on intellectual capital. Nevertheless, Asian empirical studies are much rarer than western ones, let alone conducting comparison among them. Industrial Technology Research Institute (ITRI), founded in 1973, is a non-profit national R&D organization, aiming to develop Taiwan industrial technologies. This paper firstly attempts to associate the components of the intellectual capital, namely, human capital, structural capital and relational capital with the value/performance of ITRI. Secondly, we find intellectual capital highly relevant to the value creation process and warrant strategic accumulation for R&D organizations. (c) 2005 Elsevier Inc. All rights reserved. C1 Natl Chiao Tung Univ, Dept Management Sci, Hsinchu 30050, Taiwan. RP Chu, PY, Natl Chiao Tung Univ, Dept Management Sci, 1001 Ta Hsueh Rd, Hsinchu 30050, Taiwan. EM pychu@mail.nctu.edu.tw yllin2@ms27.hinet.net CR *AUSTR RES CTR, 1999, INT CAP REP *DAN AG DEV TRAD I, 2000, INT CAP STAT GUID *GERM AER CTR, 2001, INT CAP REP *ITRI, 1973, ANN REP *ITRI, 2003, 30 YEAR SPEC PROJ ABEYSEKERA I, 2005, CRIT PERSPECT ACCOUN, V16, P151 AMIT R, 1993, STRATEGIC MANAGE J, V14, P33 BARNEY J, 1991, J MANAGE, V17, P99 BONTIS N, 1999, EUROPEAN MANAGEMENT, V17, P391 BRENNAN N, 2001, ACCOUNT AUDIT ACCOUN, V14, P423 BUKH PN, 2001, SCANDINAVIAN J MANAG, V17, P87 CHATZKEL J, 2001, IN PRESS J INTELLECT DAVIES J, 1999, MANAGE ACC UK SEP, P34 DEPABLOS PO, 2002, J INTELLECT CAP, V12, P287 DIERKES M, 2001, BERTHOIN ANATAL CHIL EDVINSSON L, 1994, DIRECTOR INTELLECTUA EDVINSSON L, 1997, INTELLECTUAL CAPITAL FREEMAN C, 1995, CAMBRIDGE J EC, V19 FREEMAN C, 2004, IND CORP CHANGE, V13, P541 HSU CW, 2001, TECHNOVATION, V21, P123 JOHAN R, 1998, LONG RANGE PLAN FEB, P150 JOHANNESSEN JA, 2005, INT J INFORM MANAGE, V25, P151 JOHNSON WHA, 1999, INT J TECHNOL MANAGE, V18, P562 LIST F, 1845, NATL SYSTEM POLITICA OLSSON B, 2001, J HRCA, V6, P39 PETRASH G, 1996, EUROPEAN MANAGEMENT, V14, P365 PIKE S, 2001, STRATEGIC MANAGEMENT ROOS G, 1997, LONG RANGE PLAN, V30 ROOS J, 1998, INTELLECTUAL CAPITAL SMITH GV, 2000, VALUATION INTELLECTU STEWART TA, 1994, FORTUNE 1003, P28 SUBBARAO AV, 1997, J HRCA, V2, P53 SVEIBY K, 1997, NEW ORG WEALTH NR 33 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD SEP PY 2006 VL 73 IS 7 BP 886 EP 902 PG 17 SC Business; Planning & Development GA 076TP UT ISI:000239981000008 ER PT J AU Turton, H TI Sustainable global automobile transport in the 21st century: An integrated scenario analysis SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE sustainable development; climate change; energy security; technological change; hydrogen; transport; automobiles ID GREENHOUSE-GAS EMISSIONS; SYSTEMS; MODEL; POWER AB Transport represents a significant threat to long-term sustainable development, and is one of the fastest-growing consumers of final energy and sources of greenhouse gas emissions. Moreover, transport is heavily reliant on petroleum, a limited resource that is also associated with geopolitical risks to security of supply. Together, threats to the global environment and limited resource availability warrant a closer examination of possible pathways to a sustainable transport system. This study describes a sustainable automobile transport scenario based on the SRES B2 scenario, but with key demographic and economic drivers updated to incorporate developments between 1990 and 2000, and revisions to population projections. Multiple sustainable development objectives are incorporated, including: i) continuing economic growth, with a moderate reduction in disparities in income between different world regions; ii) maintaining a buffer of oil and gas resources to enhance security of energy supply, both globally and in vulnerable regions; iii) abating greenhouse gas emissions to ensure atmospheric CO2 concentrations do not exceed double pre-industrial levels; and iv) ensuring global mobility demands are met, without resorting to assumptions about a large counter-trend shift to public transport or lower travel demand. We then explore the technological, economic, fuel production and infrastructure implications of realizing this scenario over the long term. This provides a number of policy insights by identifying critical developments required for the emergence of a sustainable global passenger transport and energy system. (c) 2005 Elsevier Inc. All rights reserved. EM turton@iiasa.ac.at CR *DOC, 1999, EFF NAT SEC IMP CRUD *DOE, 2002, TECHN ROAD MAP GEN 4 *EC, 2001, EUR STRAT SEC EN SUP *EIA, 2002, INT EN OUTL 2002 *EN SAV TRUST, 2005, TRANSP EN EL HYBR *IEA, 2001, SUST EN FUT *IEA, 2003, BAL NON OECD COUNTR *IEA, 2003, EN BAL OECD COUNTR *IEA, 2004, WORLD EN OUTL 2004 *IPCC, 2001, CLIM CHANG 2001 MIT *IPCC, 2001, CLIM CHANG 2001 SCI *IRS, 2004, EL CLEAN FUEL VEH BU, CH12 *PCAST, 1999, POW PARTN FED ROL IN *UN, 2004, WORLD POP 2300 *UNDP, 2004, HUM DEV REP 2004 *US EPA, 2003, INT AN METHANE NITRO *WBCSD, 2004, MOB 2030 M CHALL SUS AUSUBEL J, 1998, EUROPEAN REV, V6, P137 AZAR C, 2003, ENERG POLICY, V31, P961 BARRETO L, 2000, INT J GLOBAL ENERGY, V14, P262 BARRETO L, 2003, INT J HYDROGEN ENERG, V28, P267 BARRETO L, 2004, TECHNOVATION, V24, P615 FISCHER G, 2001, BIOMASS BIOENERG, V20, P151 GINI C, 1921, ECON J, V31, P124 KEITH DW, 2003, SCIENCE, V301, P315 KEMPTON W, 2005, J POWER SOURCES, V144, P268 KLAASSEN G, 2002, ENERGY ENV, V13, P553 KRAM T, 2000, TECHNOL FORECAST SOC, V63, P335 KYPREOS S, 1996, MARKAL MACRO MODEL C KYPREOS S, 2000, INT J GLOBAL ENERGY, V14, P374 LEGGETT J, 1992, CLIMATE CHANGE 1992 LETENDRE SE, 2002, PUBLIC UTIL FORTN, V15, P16 LIPMAN TE, 2004, ENERG POLICY, V32, P101 MANNE A, 1994, ADV SYSTEMS ANAL MOD, P153 MANNE A, 1995, ENERG POLICY, V23, P17 MESSNER S, 2000, ENERGY, V25, P267 MIKETA A, 2004, TECHNICAL DESCRIPTIO NAKICENOVIC N, 1991, TECHNOLOGICAL FORECA, V39, P181 NAKICENOVIC N, 2000, SPECIAL REPORT EMISS ODELL PR, 2004, CARBON FUELS DOMINAT REIJNDERS L, IN PRESS ENERGY POLI RIAHI K, 2000, TECHNOL FORECAST SOC, V63, P175 RIAHI K, 2001, TECHNOLOGY CLUSTERS RIAHI K, 2005, COMMUNICATION ROGNER HH, 1997, ANNU REV ENERG ENV, V22, P217 ROGNER HH, 2000, WORLD ENERGY ASSESSM, CH5 SCHAFER A, 2000, TRANSPORT RES A-POL, V34, P171 SCHRATTENHOLZER L, 2004, ACHIEVING SUSTAINABL, P232 SIMBECK SR, 2002, HYDROGEN SUPPLY COST TURTON H, IN PRESS INT J ENERG TURTON H, IN PRESS LONG TERM S TURTON H, 2004, IR0410 ERIS TURTON H, 2005, UNPUB ECLIPSE INTEGR VANVUUREN D, 2005, UNPUB CLIM CHANGE WIGLEY TML, 1997, MODEL ASSESSMENT GRE WIGLEY TML, 2003, MAGICC SCENGEN 4 1 T WOKAUN A, 2004, EXECUTIVE SUMMMARY S ZAHAVI Y, 1980, TRANSPORT RES REC, V750, P13 NR 58 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUL PY 2006 VL 73 IS 6 BP 607 EP 629 PG 23 SC Business; Planning & Development GA 055TO UT ISI:000238473500001 ER PT J AU D'Emden, FH Llewellyn, RS Burton, MP TI Adoption of conservation tillage in Australian cropping regions: An application of duration analysis SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE adoption; conservation tillage; Australia; duration analysis ID RYEGRASS LOLIUM-RIGIDUM; AGRICULTURAL INNOVATIONS; REDUCED TILLAGE; RESISTANCE; TECHNOLOGIES; PERCEPTIONS; GLYPHOSATE; FARMERS; SOIL; DIFFUSION AB The diffusion of agricultural innovations is rarely rapid. As a result, adoption decisions over time are very likely to be influenced by changes in generic factors such as the price of complementary inputs and environmental conditions. Despite this, the vast majority of studies aiming to explain innovation adoption are limited to cross-sectional data and analysis techniques that cannot accommodate time-dependent variables. This study departs from these attempts by using a duration analysis technique to investigate the significance of time-dependent economic and environmental variables, along with cross-sectional variables such as technology-specific perceptions, on the adoption of soil-conserving cropping practices by grain growers in southern Australia over the period 1983-2003. Of particular interest is the possible trade-off faced by farmers where adoption of no-tillage cropping technology can lead to greater herbicide reliance and subsequently unsustainable weed management due to high risks of herbicide resistance. Results show that factors affecting the cost-effectiveness of herbicides are important in the adoption of the erosion-reducing cropping systems. Several factors relating to the availability and use of technical information are also shown to be influential. The duration analysis approach allowed changes in time-dependent variables, including the fall in the price of the herbicide glyphosate, to be identified as determinants of the timing of no-till adoption. (c) 2005 Elsevier Inc. All rights reserved. C1 Univ Western Australia, Sch Agr & Resource Econ M089, Crawley, WA 6009, Australia. RP D'Emden, FH, Univ Western Australia, Sch Agr & Resource Econ M089, 35 Stirling Hwy, Crawley, WA 6009, Australia. EM fdemden@are.uwa.edu.au CR *ABARE, 2003, AUSTR COMM STAT *ABARE, 2003, AUSTR FARM SURV REP *DEP ENV HER, 2003, STAT ENV REP, CH4 *ISTRO INFO EXTRA, 1997, INT SOIL TILL RES OR, V3 *STAT CORP, 2003, REF MAN *VNTFA, 2004, NO TILL *WANTFA, 2004, NO TILL ESS ADESINA AA, 1993, AGR ECON, V9, P297 ALLMARAS RR, 1998, ADV SOIL WATER CONSE, P99 ANIM FDK, 1999, J AGR ECON, V50, P336 BAKER CJ, 1996, NO TILL SEEDING BAPTISTA R, 2001, TECHNOL FORECAST SOC, V66, P31 BEKELE W, 2003, ECOL ECON, V46, P437 BURTON M, 2003, AUST J AGR RESOUR EC, V47, P29 CARLETTO C, 1999, ECON DEV CULT CHANGE, V47, P345 CARY J, 2001, ADOPTION SUSTAINABLE, P61 CASWELL M, 2001, ADOPTION AGR PRODUCT, V792, P68 CHAN KY, 1998, AGR ENV IMPERATIVE, P129 CLEVES MA, 2002, INTRO SURVIVAL ANAL COVENTRY DR, 1998, 9 AUSTR AGR C AUSTR COX DR, 1972, J ROY STAT SOC B MET, V30, P248 CROSSON P, 1981, CONSERVATION TILLAGE DEMDEN FH, 2005, FACTORS INFLUENCINT FEATHERSTONE AM, 1993, LAND ECON, V69, P67 FEDER G, 1985, ECON DEV CULT CHANGE, V33, P255 FEDER G, 1993, TECHNOL FORECAST SOC, V43, P215 FILHO HD, 1999, TECHNOL FORECAST SOC, V60, P97 FISCHER AJ, 1996, AM J AGR ECON, V78, P1073 FUGLIE KO, 2001, REV AGR ECON, V23, P386 GOULD BW, 1989, LAND ECON, V65, P167 GRAY RS, 1996, CAN J PLANT SCI, V76, P661 HOOPER S, 2002, AUSTR GRAINS IND 200 KIEFER NM, 1988, J ECON LIT, V26, P646 LANCASTER T, 1972, J ROY STAT SOC A GEN, V135, P257 LINDNER RK, 1979, ECON LETT, V2, P187 LINDNER RK, 1987, TECHNOLOGY CHANGE PO, V19, P144 LLEWELLYN RS, 2001, WEED TECHNOL, V15, P242 LLEWELLYN RS, 2002, CROP PROT, V21, P1067 MARRA M, 2003, AGR SYST, V75, P215 MCTAINSH G, 2001, SERIES STATE ENV TEC, V2 MEADE N, 2003, TECHNOL FORECAST SOC, V70, P759 NEVE P, 2003, WEED RES, V43, P418 NORRIS PE, 1987, SO J AGR EC, V19, P79 OCONNELL PJ, 2004, 14 AUSTR WEEDS C WEE PANNELL DJ, 1999, AGROFOREST SYST, V45, P393 POWLES SB, 1998, WEED SCI, V46, P604 RADCLIFFE JC, 2002, PESTICIDE USE AUSTR RAHM MR, 1984, AM J AGR ECON, V66, P405 RAINBOW R, 2003, AUST FARM J JUL, P35 RIGBY D, 2000, SOME AGR PRODUCERS A SADRAS VA, 2003, AGRON J, V96, P236 WALSH MJ, 2004, WEED SCI, V52, P287 WANG HH, 2000, J AGR RESOUR ECON, V25, P547 WEERSINK A, 2005, CROP PROT, V24, P659 WESTRA J, 1997, STAFF PAPER SERIES WILLIAMS P, 1999, MUCH WIND EROSION CO WOSSINK GAA, 1997, AGR SYST, V55, P409 NR 57 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUL PY 2006 VL 73 IS 6 BP 630 EP 647 PG 18 SC Business; Planning & Development GA 055TO UT ISI:000238473500002 ER PT J AU Yeon, S Park, S Kim, S TI A dynamic diffusion model for managing customer's expectation and satisfaction SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE technology; diffusion; adoption; expectation; customer satisfaction; marketing hype; hype cycles; system dynamics ID SYSTEM DYNAMICS; MEDICAL TECHNOLOGIES; INNOVATION DIFFUSION; USER ACCEPTANCE; SUBSTITUTION; REASSESSMENT; VALIDATION; QUALITY AB The paper aims at answering the generic question on how suppliers make the suitable and well-timed decisions in diffusing new technology effectively to adopters. Three major attempts are made for the study: First, investigating the entire process of the adoption and diffusion of technology innovation with reasonably well-accepted models in each areas. Second, proposing an integrated model by concatenating in structured manner the three prominent models for the management of technology innovation such as diffusion model, adoption model, and customer satisfaction model. Third, exploring the dynamic mechanism underlying outward behaviors of the integrated model proposed in the study which depicts the causal relationships that influence technology adoption and diffusion behaviors. An exploration of the dynamic mechanism underlying outward behaviors of the integrated model is presented in the study by introducing the system dynamics simulation technique. These attempts made for the study and the results perhaps allow both researchers and practitioners to gain insight into the causal factors influencing customers' adoption decision making processes and thereby into the potential diffusion patterns resulting from those adoption processes. (c) 2005 Elsevier Inc. All rights reserved. C1 ETRI, Taejon 305350, South Korea. Chungbuk Natl Univ, Dept MIS, Chungbuk 361736, South Korea. RP Yeon, S, ETRI, 161 Gajong Dong, Taejon 305350, South Korea. EM sjyeon@etri.re.kr CR *GARTN RES, 2003, STRAT AN REP ANDERSON EW, 1993, MARK SCI, V12, P215 ANDERSON EW, 1994, J MARKETING, V58, P53 BARLAS Y, 1989, EUR J OPER RES, V42, P59 BARLAS Y, 1996, SYST DYNAM REV, V12, P183 BASS FM, 1969, MANAGE SCI, V15, P215 BLACKMAN AW, 1974, TECHNOLOGICAL FORECA, V6, P41 BLACKMAN WA, 1972, TECHNOL FORECAST SOC, V3, P291 CHOI WY, 1996, CUSTOMER RETENTION S DAVIS FD, 1989, MANAGE SCI, V35, P982 DAVIS FD, 1989, MIS QUART, V13, P319 FINKELSTEIN SN, 1984, R&D MANAGE, V14, P175 FISHBEIN M, 1975, BELIEF ATTITUDE INTE FISHER DK, 2000, INT FOOD AGRIBUSINES, V3, P281 FORRESTER JW, 1961, IND DYNAMICS FORRESTER JW, 1973, D1967 MIT SYST DYN FORRESTER JW, 1980, TESTS BUILDING CONFI GRILICHES Z, 1957, ECONOMETRICA, V25, P501 HESKETT J, 1994, PUTTING SERVICE PROF HOMER JB, 1987, TECHNOL FORECAST SOC, V31, P197 KUZENTS S, 1930, SECULAR MOVEMENTS PR LEE IS, 2003, J QUAL MANAGE, V31 LEE YH, 2002, POLITICAL EC INFORM MAHAJAN V, 1977, IEEE T ENG MANAGE, V24, P12 MAHAJAN V, 1979, TECHNOLOGICAL FORECA, V15, P127 MAHAJAN V, 1993, HDB OR MS, V5 MANSFIELD E, 1961, ECONOMETRICA, V29, P741 PARASURAMAN A, 1991, J RETAILING, V67, P420 PARASURAMAN A, 1994, J MARKETING, V58, P111 PEARL R, 1925, STUDIES HUMAN BIOL REICHHELD FF, 1990, HARVARD BUS REV, V68, P105 ROGERS EM, 1971, COMMUNICATIONS INNOV ROGERS EM, 1993, DIFFUSION INNOVATION ROGERS EM, 1995, DIFFUSION INNOVATION ROGERS EM, 2003, DIFFUSION INNOVATION SHARIF MN, 1976, TECHNOLOGICAL FORECA, V9, P89 SHARIF MN, 1981, TECHNOLOGICAL FORECA, V20, P63 SHARIF MN, 1984, IEEE T ENG MANAGE, V31, P76 STERMAN JD, 2000, BUSINESS DYNAMICS SY SWANN GMP, 2001, INT J IND ORGAN, V19, P1119 WATANABE C, 2004, TECHNOL FORECAST SOC, V71, P365 WIND J, 1987, J PROD INNOVAT MANAG, V4, P43 NR 42 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUL PY 2006 VL 73 IS 6 BP 648 EP 665 PG 18 SC Business; Planning & Development GA 055TO UT ISI:000238473500003 ER PT J AU Guan, JC Mok, CK Yam, RCM Chin, KS Pun, KF TI Technology transfer and innovation performance: Evidence from Chinese firms SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE technology transfer; innovation performance; Chinese industrial firms AB This paper explores the relationship between technology transfer activities and innovation performance with special reference to Chinese industrial firms. It is based on a recent nationwide survey covering 2334 Chinese industrial firms. The impact of technology transfer on their innovative performance was analyzed for all the responded firms and similar analyses also addressed the issue from perspectives of general industrial firms versus high-tech firms, and large firms versus small and medium firms. Several critical types of technology transfer activities were identified and both positive and negative impacts were discussed along with the Pearson correlation analysis and stepwise regression analysis. The study revealed that the innovation activities in Chinese manufacturing firms could not be boosted substantially merely through the acquisition of key equipment and apparatus from abroad. The findings also suggested that Chinese firms should develop their technological absorptive capacity and transformative capacity, and foster technology transfer and communications among trading partners. Moreover, it would be crucial for Chinese firms to stress the nurturing of indigenous innovation capabilities so as to sustain their performance improvement. (c) 2005 Elsevier Inc. All rights reserved. C1 City Univ Hong Kong, Dept Mfg Engn & Engn Management, Kowloon, Hong Kong, Peoples R China. Beijing Univ Aeronaut & Astronaut, Sch Management, Beijing, Peoples R China. Univ W Indies, Dept Mech Engn, Trinidad, Trinid & Tobago. RP Yam, RCM, City Univ Hong Kong, Dept Mfg Engn & Engn Management, Tat Chee Ave, Kowloon, Hong Kong, Peoples R China. EM guanjianch@sina.com meckmok@cityu.edu.hk mery@cityu.edu.hk mekschin@cityu.edu.hk kfpun@eng.uwi.tt CR *OECD, 1992, PROP GUID COLL INT T BROCKHOFF K, 1996, R&D MANAGE, V26, P49 BRUUN P, 2002, EUROPEAN MANAGEMENT, V20, P98 CHANDRA B, 1992, THESIS U BUFF DEPT G CHANDRA B, 1994, ENTREP REGION DEV, V6, P145 CHEN M, 1996, MANAGING INT TECHNOL CHEN X, 2000, TECHNOVATION, V20, P353 COHEN WM, 1989, ECON J, V99, P569 DORF RC, 1990, TECHNOL FORECAST SOC, V37, P251 ELDRED EW, 1997, RES TECHNOLOGY M JAN, P41 ELDRED EW, 1997, RES TECHNOLOGY M MAR, P29 FU JJ, 2000, TECHNOLOGY INNOVATIO GARUD R, 1994, STRATEGIC MANAGE J, V15, P365 GUAN J, 2002, PRODUCTION INVENTORY, V43, P30 GUAN J, 2003, TECHNOVATION, V23, P737 GUAN JC, IN PRESS TECHNOLOGY HAQUE I, 1995, TRADE TECHNLOGY COMP HOFFMAN K, 1990, MANAGING INT TECHNOL HOWELLS J, 1996, TECHNOL ANAL STRATEG, V8, P91 KILLING P, 1980, COLUBIA J WORLD BUSI, V3, P38 KIM L, 1997, IMITATION INNOVATION KUMAR V, 1991, J TECHNOLOGY TRANSFE, V24, P81 LEMOINE F, 2004, WORLD DEV, V32, P829 MEYER AD, 2001, EUROPEAN MANAGEMENT, V19, P140 NAJMABADI F, 1995, DEV IND TECHNOLOGY NARIN F, 1989, SCIENCE, V245, P600 ROSENBERG N, 1982, INSIDE BLACK BOX TEC SOLO RA, 1972, INDUCING TECHNOLOGY WAGNER CS, 1999, GLOBAL SCI TECHNOLOG WALTER J, 2000, J TECHNOLOGY TRANSFE, V25, P3 YAM RCM, 2004, RES POLICY, V33, P1123 NR 31 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUL PY 2006 VL 73 IS 6 BP 666 EP 678 PG 13 SC Business; Planning & Development GA 055TO UT ISI:000238473500004 ER PT J AU Scapolo, F Miles, I TI Eliciting experts' knowledge: A comparison of two methods SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE cross-impact; Delphi; forecasting; transport ID CROSS-IMPACT ANALYSIS; SMIC 74; DELPHI; TECHNOLOGY AB This paper reports on a detailed comparison of the practical application of two well-known forecasting methods - a surprisingly rare exercise. Delphi and cross-impact analyses are among the best-known methods that apply quantitative approaches to derive forecasts from expert opinion. Despite their prominence, there is a marked shortage of clear guidance as to when and where-and how-particular methods can be useful, or as to what their costs and benefits are. This study applied the two methods to the same area, future European transport systems, using the same expert knowledge base. The results of the implementation of the two techniques were assessed and evaluated, in part through two evaluation questionnaires completed by the experts who participated in the study. This paper describes these encounters with methodology and evaluation, presents illustrative results of the forecasting study, and draws lessons as to good practice in use of these specific methods, as well as concerning methodological good practice in general - for example, stressing the need for systematic documentation, and the scope for debate about established practices. (c) 2006 Elsevier Inc. All rights reserved. C1 DG JRC IPTS, E-41092 Seville, Spain. Univ Manchester, Sch Business, Manchester, Lancs, England. RP Scapolo, F, DG JRC IPTS, Edif Expo,C-Inca Garcilaso, E-41092 Seville, Spain. EM fabiana.scapolo@cec.eu.int ian.miles@mbs.ac.uk CR *CEC, 1993, ADV TRANSP TEL 199 1 *CEC, 1993, ADV TRANSP TEL 199 2 *CEC, 1993, ADV TRANSP TEL 199 3 *CEC, 1993, ADV TRANSP TEL 199 4 *CEC, 1993, ADV TRANSP TEL 199 5 *CEC, 1993, ADV TRANSP TEL 199 6 BARBIEIR EM, 1993, FUTURES STUDY BEASLEY JE, 1983, FUTURES, V15, P226 BEDFORD MT, 1972, FUTURE COMMUNICATION BLACKMAN AW, 1973, TECHNOLOGICAL FORECA, V5, P233 DALKEY NC, 1969, DELPHI METHOD, V3 DALKEY NC, 1971, EXPT ASSESSMENT DELP DALKEY NC, 1975, DELPHI METHOD TECHNI, P236 DUCOS G, 1983, FUTURIBLES, V71, P37 DUPERRIN JC, 1975, FUTURES, V7, P302 DUVAL A, 1974, CROSS IMPACT HDB CON ENZER S, 1978, FUTURES, V10, P227 EVANS J, 1987, JUDGMENTAL FORECASTI, P31 FISCHER RG, 1978, J ACAD LIBR, V4, P64 GLENN JC, 2003, FUTURES RES METHODOL GODET M, 1976, FUTURES, V8, P336 GODET M, 1990, PROBLEMS METHODES PR GODET M, 1993, ANTICIPATION ACTION GORDON T, 1968, FUTURES, V1, P100 HELMER O, 1977, FUTURES, V9, P17 HELMER O, 1981, FUTURES, V13, P389 HILL KQ, 1975, TECHNOLOGICAL FORECA, V7, P179 KANE J, 1975, DELPHI METHOD TECHNI, P369 KAYA Y, 1979, TECHNOLOGY FORECASTI, V14, P243 KELLEY P, 1976, FUTURES, V8, P341 MAKRIDAKIS S, 1983, FORECASTING METHODS MARBACH G, 1991, PREVISIONI FONDAMENT MARTINO JP, 1993, TECHNOLOGY FORECASTI MCLEAN M, 1976, FUTURES, V8, P345 MITCHELL RB, 1976, FUTURES, V8, P340 MITCHELL RB, 1976, FUTURES, V8, P64 MITCHELL VW, 1991, TECHNOL ANAL STRATEG, V3, P333 PARENTE FJ, 1984, J FORECASTING, V3, P173 PARENTE FJ, 1987, JUDGEMENTAL FORECAST, P128 RUSH H, 1989, FUTURES, V21, P249 SACKMAN H, 1975, DELPHI CRITIQUE SALANCIK JR, 1971, TECHNOLOGICAL FORECA, V3, P65 SCAPOLO F, 1999, PROSPECTIVE ENV CONS, P397 STOVER J, 1973, FUTURES, V5, P308 TUROFF M, 1972, TECHNOLOGICAL FORECA, V3, P309 WOUNDENBERG F, 1991, TECHNOL FORECAST SOC, V40, P131 NR 46 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUL PY 2006 VL 73 IS 6 BP 679 EP 704 PG 26 SC Business; Planning & Development GA 055TO UT ISI:000238473500005 ER PT J AU Rask, M TI Closure in risk debates: Pre-assessment of Finnish forest biotechnology SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article AB The aim of this paper is to contribute to a more systematic and integrative pre-assessment of risk. The paper argues that although there are many insights into 'pre-assessment' within the field of risk studies, it suffers from a lack of robust methodological tools and approaches. A problem with the neglect of such approaches is that factors that set the stage for further steps in the risk-handling chain can remain in a state of implicit assumptions, impose biased interpretation of relevant risk issues and mislead the consideration of active intervention options. The suggestion of this article is that 'social arena analysis,' combined with the identification of 'closure mechanisms,' can provide a practical and theoretically anchored tool for the pre-assessment of risk. The value of this approach is demonstrated through the analysis of a debate on the future and risks of Finnish forest biotechnology, and in a final discussion on policy options emerging from the analysis. (c) 2006 Elsevier Inc. All rights reserved. C1 Helsinki Univ Technol, Lab Environm Protect, Helsinki 02015, Finland. RP Rask, M, Helsinki Univ Technol, Lab Environm Protect, POB 2300, Helsinki 02015, Finland. EM mikko.rask@hut.fi CR 2001, BIOTEKNIIKA MULLISTA 2001, METSUPUIDEN GEENITET *EC, 2001, EUR GOV, P35 *HELS SAN, 2003, GEEN TUL MET *MET KEH TAP, 2002, TAP TASK, V24 *MMM, 2003, MAAJ METS GEEN TOIMI *OPM, 2003, BIOTKN TUTK JULK RAH AKERMAN M, 2001, YMPARISTOPOLITIKKA ARONEN T, 2002, METSATIETEEN AIKAKAU, P131 BAUER M, 1997, RESISTANCE NEW TECHO BAUER M, 2002, BIOTECHNOLOGY MAKING BOHM G, 2001, RES SOC PROBLEMS PUB BORCH K, 2005, TECHNOL FORECAST SOC, V72, P549 FLYNN J, 2001, RISK SOC POLICY SERI FULLER S, 2000, ISSUES SOC GASKEL G, 2001, BIOTECHNOLOGY 1996 2 HAGGMAN H, 2002, FINNISH FOREST CLUST, P421 HAYRINENALESTAL.M, 2004, MEDIATING PUBLIC CON, P49 HAYRINENALESTLO M, 2004, 11 STAGE HOKKANEN P, 2004, TIEDEPOLITIKKA, V29, P19 HUKKINEN J, 1990, POLICY SCI, V23, P307 HUKKINEN J, 1999, I ENV MANAGEMENT CON HUKKINEN J, 2002, TULEVASIUUS NTY RISK, P277 JAEGER CC, 2001, RISK UNCERTAINTY RAT KAFATOS FC, 2002, BIOTECHNOLOGY FINLAN KAHNEMAN D, 1982, JUDGEMENT UNCERTAINT KARKKAINEN K, 2005, METLAN ROOLI TUTIMUS, P27 KAUPPILA J, 2005, OIKEUS, P4 KERKHOF MV, 2005, TECHNOL FORECAST SOC, V72, P733 KRIMSKY S, 1992, SOC THEORIES RISK KUVAJA S, 1998, TROPIIKIN VIHREA KUL LAESTADIUS S, 2000, TECHNOL ANAL STRATEG, V12, P192 LASH S, 2000, RISK ENV MODERNITY LUHMANN N, 1982, AUFSATZE THEORIE GES LUKES S, 1974, STUDIES SOC LUPTON D, 1999, RISK MCCARTHY JD, 1987, SOC MOVEMENTS ORG SO MIKOLA J, 2002, TAUSTASELVITYS MAA J, P42 MISA TJ, 1997, SHAPING TECHNOLOGY B, P109 NIELSEN TH, 2002, BIOTECHNOLOGY MAKING, P179 NORTH DC, 1999, I I CHANGE EC PERFOR PALVA T, 2002, FUNCTIONAL GENOMICS, P427 PARSONS T, 1951, SOC SYSTEM PINCH TJ, 1999, SOC CONSTRUCTION TEC, P17 RASK M, 2003, SCI PUBL POLICY, V30, P441 RENN O, 1992, SOCIAL THEORIES RISK, P179 RENN O, 2005, INTEGRATIVE APPROACH SLOVIC P, 2000, PERCEPTION RISK CULT SOPANEN T, 2002, METSATIETEEN AIKAKAU, P166 TEERI T, 2002, BIOSYNTHESIS LIGNIN, P409 TILLY C, 1978, MOBILIZATION REVOLUT TORGERSEN H, 2001, 122001 ITA, P26 VONWARTBURG WP, 1999, GENE TECHNOLOGY SOC YANCHUK A, 2002, FOREST GENETIC RES, V30 NR 54 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUL PY 2006 VL 73 IS 6 BP 705 EP 730 PG 26 SC Business; Planning & Development GA 055TO UT ISI:000238473500006 ER PT J AU Chen, CJ Watanabe, C TI Diffusion, substitution and competition dynamism inside the ICT market: The case of Japan SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE ICT; institution; institutional elasticity; diffusion model; mobile telephony; Internet ID SUCCESSIVE GENERATIONS; PRODUCTS; MODEL; STRATEGIES; MOBILE; ENTRY AB Under the new information society paradigm that emerged in the 1990s, contrary to its conspicuous achievement as an industrial society, Japan is experiencing a vicious cycle between non-elastic institutions and insufficient utilization of the potential benefits of information and communication technology (ICT). However, a dramatic deployment of mobile telephones with Internet access service such as NTT DoCoMo's i-mode service in the late 1990s provides encouragement that, once the potential is exploited, Japan's institutional systems can effectively stimulate the self-propagating nature of ICT. The rapid deployment of Internet Protocol (IP) mobile service in Japan can be attributed to worldwide advances in the utilization of personal computers (PCs) and the Internet. Thus, a complex technology web triggered by the dramatic advancement of PCs and the Internet and co-evolving diffusion, substitution and competition dynamism has emerged in the global ICT market, particularly in Japan's mobile communication business. The above observations prompt the hypothetical view that, despite a lack of institutional elasticity, recent advances in Japan's IP mobile service deployment can be attributed to a co-evolutionary dynamism between diffusion, substitution and competition inside the ICT market. Thus, policy questions could be how to create such a co-evolutionary dynamism by means of ICT innovation, enriched functions, reduced price and competitive environment. In order to demonstrate the foregoing hypothesis, an empirical analysis of the mechanism co-evolving diffusion, substitution and competition dynamism inside Japan's ICT market is attempted by utilizing four types of diffusion models identical to respective diffusion dynamics. (c) 2005 Elsevier Inc. All rights reserved. C1 Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, Tokyo 1528522, Japan. RP Watanabe, C, Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, 2-12-10 W9-49 Ookayama, Tokyo 1528522, Japan. EM chihiro@me.titech.ac.jp CR *INF COM RES INC, 2002, MOB COMM SERV INF CO *ITU, 2003, BIRTH BROADB ITU INT *ITU, 2003, ITU TEL IND DAT *JIPDC, 2003, IT WHIT BOOK *MPHPT, 2003, FIX LIN SUBSCR REP I *NTT MOB COMM NET, 1999, NTT DOC VIS 2010 *OECD, 2001, OECD GROWTH PROJ REP *WORLD BANK, 2003, WORLD DEV IND ALLISON PD, 1982, DISCRETE TIME METHOD BASS FM, 1969, MANAGE SCI, V15, P215 CADIMA N, 2000, DP2598 CTR EC POL RE DOCKNER E, 1988, MARKET SCI, V7, P315 EASINGWOOD CJ, 1983, MARKET SCI, V2, P273 FOURT LA, 1960, J MARKETING, V25, P31 GRUBER H, 2001, INT J IND ORGAN, V19, P1189 HAMANAKA J, 2003, COMP ANAL I ELASTICI HEDSTROM P, 1994, AM J SOCIOL, V99, P1157 HORSKY D, 1988, MARKET SCI, V7, P356 JUN DB, 1999, TECHNOL FORECAST SOC, V61, P45 JUN DB, 2002, INT J FORECASTING, V18, P561 KONDO R, 2003, TECHNOL SOC, V25, P319 MAHAJAN V, 1993, J MARKETING, V57, P39 MAHAJAN V, 1996, TECHNOL FORECAST SOC, V51, P109 MANSFIELD E, 1961, ECONOMETRICA, V29, P741 NORTON JA, 1987, MANAGE SCI, V33, P1069 OREN SS, 1984, MARKET SCI, V3, P247 PARKER P, 1994, INT J RES MARK, V11, P17 PETERSON RA, 1978, MULTI PRODUCT GROWTH RAO RC, 1985, J MARKETING RES, V22, P283 RODINI M, 2003, TELECOMMUN POLICY, V27, P457 SCHREYER P, 2000, IMPACT INFORM COMMUN SHARIF MN, 1981, TECHNOLOGICAL FORECA, V20, P63 TENG JT, 1983, MANAGE SCI, V29, P1067 THOMPSON GL, 1984, MARKET SCI, V3, P148 NR 34 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUL PY 2006 VL 73 IS 6 BP 731 EP 759 PG 29 SC Business; Planning & Development GA 055TO UT ISI:000238473500007 ER PT J AU Demski, JS Frimor, H Sappington, DEM TI Audit error SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE endogenous; intentional audit error; imperfect accounting; earnings manipulation AB We study a setting in which a manager can exaggerate the observed measure of his performance, e.g., engage in window dressing or adopt unusually aggressive accounting. To limit such behavior, the firm's owner can adopt an accounting system that is less prone to manipulation. However, such a system also reduces the information content of the observed performance measure. We identify conditions under which the firm's owner will intentionally adopt an accounting system that admits self-interested manipulation by the manager in order to secure a more informative performance measure. (c) 2006 Elsevier B.V. All rights reserved. C1 Univ Florida, Fisher Sch Accounting, Gainesville, FL 32611 USA. Univ So Denmark, Dept Business & Econ, DK-5230 Odense M, Denmark. Univ Florida, Warrington Coll Business, Dept Econ, Gainesville, FL 32611 USA. RP Demski, JS, Univ Florida, Fisher Sch Accounting, POB 117166, Gainesville, FL 32611 USA. EM joel.demski@cba.ufl.edu CR DEMSKI JS, 2004, J ACCOUNTING RES, V42, P31 FELTHAM GA, 1994, ACCOUNT REV, V69, P429 HALL B, 1998, Q J ECON, V103, P653 IJIRI Y, 1971, J ACCOUNTING RES, V9, P73 NR 4 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR-JUN PY 2006 VL 23 IS 1-2 BP 4 EP 17 PG 14 SC Engineering, Industrial GA 050QG UT ISI:000238102400002 ER PT J AU Deng, Z Lev, B TI In-process R&D: To capitalize or expense? SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE R&D; capitalization; cashflows; intangibles ID VALUE-RELEVANCE AB The FASB recently proposed the capitalization of acquired in-process R&D costs to replace the current practice of expensing this item. This proposal will likely be strongly opposed by corporate executives. We examine whether in-process R&D is an asset worthy of capitalization or an expense, and, if it is an asset, how reliable is its estimate. We find a significant association between the values of in-process R&D and acquiring firms' cash flows during the 3 years subsequent to acquisition, thereby supporting the FASB's proposal to recognize in-process R&D as an asset. Preliminary tests are positive for the reliability/objectivity of inprocess R&D estimates. (c) 2006 Elsevier B.V. All rights reserved. C1 NYU, Stern Sch Business, Kaufman Management Ctr, New York, NY 10012 USA. NYU, Baruch Coll, New York, NY 10012 USA. RP Lev, B, NYU, Stern Sch Business, Kaufman Management Ctr, 44 W 4th St,Suite 10-92, New York, NY 10012 USA. EM blev@stern.nyu.edu CR ABOODY D, 1998, J ACCOUNTING RES S, V36, P161 CLEM A, 2004, MARKET REACTION PROP DENG Z, 1997, VALUATION ACQUIRED R DENG Z, 1999, VALUATION ACQUIRED R DOWDELL TD, 2001, RESTATEMENT IN PROCE DOWDELL TD, 2004, IN PRESS J ACCOUNTIN HOPKINS PE, 2000, ACCOUNT REV, V75, P257 IJIRI Y, 1996, ACCOUNT REV, P474 KOTHARI SP, 2002, REV ACC STUD, V7, P355 LEV B, 1996, J ACCOUNT ECON, V21, P107 LEV B, 1999, J ACCOUNTING RES, V37, P353 LEV B, 2001, INTANGIBLES MANAGEME MACDONALD E, 1998, WALL STREET J, V21 MACDONALD E, 1999, WALL STREET J, V22 NR 14 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR-JUN PY 2006 VL 23 IS 1-2 BP 18 EP 32 PG 15 SC Engineering, Industrial GA 050QG UT ISI:000238102400003 ER PT J AU Fellingham, J Schroeder, D TI Quantum information and accounting SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE double entry accounting; quantum information; principal-agent AB The paper employs quantum probabilities to demonstrate that double entry information processing is efficient in a two-agent control setting. Quantum probabilities differ from classical probabilities as a result of quantum interference. Double entry information processing emerges naturally when interference is combined with quantum correlation or entanglement to produce a reduced set of potential performance measures. That is, both agents' performances are evaluated based on the same information signal, and this compact information system is more incentive-efficient than evaluating each agent on his or her own signal. (c) 2006 Published by Elsevier B.V. C1 Ohio State Univ, Fisher Coll Business, Columbus, OH 43210 USA. RP Fellingham, J, Ohio State Univ, Fisher Coll Business, 2100 Neil Ave, Columbus, OH 43210 USA. EM fellingham.1@osu.edu CR ACZEL A, 2001, ENTANGLEMENT GREATES ARYA A, 2000, CONT ACCOUNTING RES, V17 ARYA A, 2000, MANAGEMENT SCI, V46 BELL J, 1964, PHYSICS, V1 BLACKWELL D, 1951, P 2 BERK S MATH STAT BOUWMEESTER D, 2000, PHYS QUANTUM INFORM CHRISTENSEN J, 2003, ACCOUNTING THEORY DIRAC P, 1958, PRINCIPLES QUANTUM M FELLER W, 1950, INTRO PROBABILITY TH FEYNMAN R, 1963, FEYNMAN LECT PHYS, V1 HOLMSTROM B, 1979, BELL J EC IJIRI Y, 1971, J AM STAT ASS, V66 IJIRI Y, 1975, STUDIES ACCOUNTING R, V10 MATTESSICH R, 1964, ACCOUNTING ANAL METH NAHIN P, 1998, IMAGINARY TALE STORY NIELSEN M, 2000, QUANTUM COMPUTATION NIELSEN M, 2003, SCI AM, V288, P5 TEGMARK M, 2001, SCI AM ZEILINGER A, 2000, SCI AM, V282, P4 ZURIC W, 1991, PHYS TODAY NR 20 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR-JUN PY 2006 VL 23 IS 1-2 BP 33 EP 53 PG 21 SC Engineering, Industrial GA 050QG UT ISI:000238102400004 ER PT J AU Ferrante, CJ TI Innovative sharing: Shared accounting information as a facilitator of trust and performance SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE accounting information; trust; employee performance AB Creating and maintaining competitive advantage requires firms to foster strategies that encourage and support employees' efforts. In this paper, I report on a large U.S. firm's innovation to share accounting information with employees. Based on data from 258 employees, I report that shared accounting information impacts workers' trust in management and performance. (c) 2006 Elsevier B.V. All rights reserved. C1 USAF Acad, Dept Management, HG USAFA DFM, Colorado Springs, CO 80840 USA. RP Ferrante, CJ, USAF Acad, Dept Management, HG USAFA DFM, 2354 Fairchild Dr,Suite 6H-130, Colorado Springs, CO 80840 USA. EM claudia.ferrante@usafa.af.mil CR ARTHUR JB, 1994, ACAD MANAGE J, V37, P670 BARTHOLOMEW DJ, 1987, LATENT VARIABLE MODE BARTON TL, 1998, OPEN BOOK MANAGEMENT BLOCK P, 1993, STEWARDSHIP CHOOSING CASE J, 1998, OPEN BOOK MANAGEMENT CSE J, 1995, OPEN BOOK MANAGEMENT DAVIS JH, 2000, STRATEGIC MANAGE J, V21, P563 DAVIS TRV, 1997, ORGAN DYN, V25, P6 FOLGER R, 1989, ACAD MANAGE J, V32, P115 IJIRI Y, 1975, THEORY ACCOUNTING ME KANTER RM, 1997, ROSABETH MOSS KANTER LOCKE EA, 1990, THEORY GOAL SETTING MAYER RC, 1995, ACAD MANAGE REV, V20, P709 MINTZBERG H, 1990, HARVARD BUS REV, V68, P163 PATON WA, 1940, INTRO CORPORATE ACCO PFEFFER J, 1998, HUMAN EQUATION BUILD RANDOLPH WA, 1995, ORGAN DYN, V26, P37 ROBINSON SL, 1994, J ORGAN BEHAV, V15, P245 SALAM S, 2000, BLACKWELL HDB PRINCI, P274 TOMKINS C, 2001, ACCOUNT ORG SOC, V26, P161 WHITENER EM, 2001, J MANAGE, V27, P515 ZAND DE, 1972, ADM SCI Q, V17, P229 NR 22 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR-JUN PY 2006 VL 23 IS 1-2 BP 54 EP 63 PG 10 SC Engineering, Industrial GA 050QG UT ISI:000238102400005 ER PT J AU Ijiri, Y Lin, HJ TI Symmetric accounting to integrate 'goods' and 'bads' in the double-entry framework: Logically stretching the domain of conventional accounting to the other half space SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE double-entry bookkeeping; symmetric accounting; conventional and environmental accounting AB Conventional accounting deals with "goods," resources that are of positive value to firms. This paper extends it to symmetrically deal with "bads," items that are detrimental to firms. Goods (bads) are recorded on the debit (credit) side of the balance sheet. Likewise, receivables, i.e. anticipated increases, of goods (bads) are on the debit (credit); payables, i.e. anticipated decreases, of goods (bads) are on the credit (debit). Bads include environmentally hazardous items as well as impaired goods with high closure costs. Use of a cost accounting system to record goods and bads in an integrated manner is also briefly explored. (c) 2006 Elsevier B.V. All rights reserved. C1 Carnegie Mellon Univ, Tepper Sch Business, Pittsburgh, PA 15213 USA. Univ Florida, Fisher Sch Accounting, Gainesville, FL 32611 USA. RP Ijiri, Y, Carnegie Mellon Univ, Tepper Sch Business, 5000 Forbes Ave, Pittsburgh, PA 15213 USA. EM ijiri@andrew.cmu.edu CR *EPA, 1995, INTR ENV ACC BUS MAN *EPA, 2000, LEAN GREEN SUPPL CHA *EPA, 2006, VAL POT ENV LIAB MAN ADAMS R, 2000, ACCOUNTING FINANCIAL BOUC S, 2002, BISETS ASSOCIATED FU DEBREU G, 1959, THEORY VALUE AXIOMAT DERBYSHIRE J, 2003, PRIME OBSESSION FEYNMAN RP, 1965, CHARACTER PHYS LAW FEYNMAN RP, 1997, 6 NOT SO EASY PIECES GARNER B, 1999, BLACKS LAW DICT GRAVESON RH, 1974, CONFLICT LAWS PRIVAT IJIRI Y, 1965, ACCOUNT REV, P36 IJIRI Y, 1968, MANAGE ACCOUNTING, P49 IJIRI Y, 1975, THEORY ACCOUNTING ME PREWITT E, 1994, ALLIED SIGNAL MANAGI SALOMONE R, 2001, 32 U MESS NR 16 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR-JUN PY 2006 VL 23 IS 1-2 BP 64 EP 78 PG 15 SC Engineering, Industrial GA 050QG UT ISI:000238102400006 ER PT J AU Ijiri, Y Lin, HJ TI Moral hazard depicted in Markov processes with strategy options SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE moral hazard; incentive measurement; Markov processes; strategy options; optimization algorithm AB This paper investigates moral hazard issues using Markov processes with payoffs and strategy options, an algorithm developed by Howard [Howard, R.A., 1960. Dynamic Programming and Markov Processes. MIT Technology Press/John Wiley & Sons, NY]. An option consists of a probability vector and an expected payoff for a given state. Each state may have one or more options. Choice of options for each state, called "a strategy", must be fixed by the manager at the start. An "n-period" manager tries to maximize his/her cumulative payoff (undiscounted or discounted) over n periods. As n -> infinity, the manager's strategy becomes in line with owners' interest as the firm lasts indefinitely. Managerial implications of the analyses are examined. (c) 2006 Elsevier B.V. All rights reserved. C1 Carnegie Mellon Univ, Tepper Sch Business, Pittsburgh, PA 15213 USA. Univ Florida, Fisher Sch Accounting, Gainesville, FL 32611 USA. RP Ijiri, Y, Carnegie Mellon Univ, Tepper Sch Business, 500 Forbes Ave, Pittsburgh, PA 15213 USA. EM ijiri@andrew.cmu.edu CR ARROW KJ, 1985, PRINCIPALS AGENTS ST FEYNMAN R, 1965, CHARACTER PHYS LAW GLOVER J, 2000, J INT FINANCIAL MANA, V13, P32 HOWARD RA, 1960, DYNAMIC PROGRAMMING HOWARD RA, 1971, DYNAMIC PROBABILISTI, V1 IJIRI Y, 2003, J MANAGEMENT ACCOUNT, V12, P3 KEMENY JG, 1960, FINITE MARKOV CHAINS LIN H, 2006, IN PRESS CONT ACC RE RADNER R, 1981, ECONOMETRICA, V49, P1127 STRANG G, 2003, INTRO LINEAR ALGEBRA NR 10 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR-JUN PY 2006 VL 23 IS 1-2 BP 79 EP 99 PG 21 SC Engineering, Industrial GA 050QG UT ISI:000238102400007 ER PT J AU Mittendorf, B TI Incentives and the role of flexible production in facilitating information exchange SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE asymmetric information; flexible production; incentives ID DECISION INFORMATION; AGENCY AB Flexible production gives a firm the ability to adjust operational decisions quickly in response to new information. Providing such agility is a commonly discussed advantage of technological innovation. This paper discusses another, less apparent, role of flexible technology. When a firm finds it difficult to elicit pertinent information from self-interested parties, operational flexibility can help foster information exchange. Roughly stated, flexible technology provides the firm a carrot to dangle to employees - an agent is tom between understating productivity to procure more favorable incentive terms and overstating productivity to convince the firm to expand the project and his role therein. (c) 2006 Elsevier B.V. All rights reserved. C1 Yale Univ, Sch Management, New Haven, CT 06520 USA. RP Mittendorf, B, Yale Univ, Sch Management, 135 Prospect St, New Haven, CT 06520 USA. EM brian.mittendorf@yale.edu CR ANTLE R, 1999, CONTEMP ACCOUNT RES, V16, P397 ANTLE R, 2001, INCENTIVE PROBLEMS T ARYA A, 2001, J ACCOUNTING RES, V39, P405 ARYA A, 2004, REV ACC STUD, V9, P399 DYE RA, 1983, J ACCOUNTING RES, V21, P514 GRENADIER SR, 2005, J FINANC ECON, V75, P493 LEWIS TR, 1989, J ECON THEORY, V49, P294 MYERSON RB, 1979, ECONOMETRICA, V47, P61 PENNO M, 1984, J ACCOUNTING RES, V22, P177 TRIGEORGIS L, 1999, REAL OPTIONS MANAGER NR 10 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR-JUN PY 2006 VL 23 IS 1-2 BP 100 EP 113 PG 14 SC Engineering, Industrial GA 050QG UT ISI:000238102400008 ER PT J AU Pacharn, P Zhang, L TI Accounting, innovation, and incentives SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; incentives; intangible asset; goodwill; task assignment ID RESEARCH-AND-DEVELOPMENT AB This paper studies two scenarios of incentive issues related to innovation: the first is related to organizational innovation and the second is related to technological innovation. In the first scenario, we show that diversification across substitutive projects can actually make incompetent management more visible, and hence reduce incentive costs. In the second scenario, we illustrate that the new accounting standard on goodwill impairment may have a positive impact on incentive contracts even when the agent does not have control over the result of the impairment test. In both scenarios, we emphasize the out-of-equilibrium stewardship role of accounting information. We also stress the importance of distinguishing information content from value of information in contracting. (c) 2006 Elsevier B.V. All rights reserved. C1 SUNY Buffalo, Dept Accounting & Law, Jacobs Management Ctr 366, Buffalo, NY 14260 USA. Univ Calif Los Angeles, Anderson Sch Management, Los Angeles, CA 90095 USA. RP Pacharn, P, SUNY Buffalo, Dept Accounting & Law, Jacobs Management Ctr 366, Buffalo, NY 14260 USA. EM ppacharn@buffalo.edu lzhang@anderson.ucla.edu CR ABOODY D, 1988, J ACCOUNTING RES, P161 ABOODY D, 2000, J FINANC, V55, P2747 ANTHONY R, 1998, MANAGEMENT CONTROL S ANTLE R, 1988, ACCOUNT REV, P700 ARYA A, 1998, CONTROLLABILITY PRIN BRICKLEY J, 1996, ORG ARCHITECTURE MAN CHANDRA U, 2004, INCOME CONSERVATISM DEMSKI J, 1994, MANAGERIAL USES ACCO DEMSKI J, 2002, ACCOUNTING HORIZONS, P157 HOLMSTROM B, 1991, J LAW ECON ORGAN, V7, P24 HUGHES L, 2005, CONTEMP ACCOUNT RES, V22, P1 LEV B, 1996, J ACCOUNT ECON, V21, P107 MILGROM P, 1992, EC ORG MANAGEMENT MORCK R, 2003, INTANGIBLE ASSETS VA, P269 PACHARN P, 2002, THESIS CARNEGIEMELLO SOUGIANNIS T, 1994, ACCOUNT REV, V69, P44 ZHANG L, 2003, J MANAGEMENT ACCOUNT, P225 NR 17 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR-JUN PY 2006 VL 23 IS 1-2 BP 114 EP 129 PG 16 SC Engineering, Industrial GA 050QG UT ISI:000238102400009 ER PT J AU Ronen, J TI A proposed corporate governance reform: Financial statements insurance SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE accounting; auditing; insurance; liability; financial statements ID COMPENSATION AB The inherent conflicts of interest in the auditor-client relationship and the unobservability of financial statement quality are likely culprits in the recent corporate scandals such as Enron and WorldCom. The solution proposed here is a financial statement insurance (FSI) mechanism. Instead of appointing and paying auditors, companies would purchase financial statement insurance that provides coverage to investors against losses suffered as a result of misrepresentation in the financial reports. The coverage and the premiums would be publicized. The insurance carriers then would appoint and pay the auditors. Those announcing higher limits of coverage and smaller premiums would distinguish themselves in the eyes of the investors as companies with higher quality financial statements. In contrast, those with smaller or no coverage or higher premiums would reveal themselves as having lower quality financial statements. Every company would be eager to get higher coverage and pay smaller premiums, lest it be identified as the latter. By transferring the hiring decision to the insurer, this scheme eliminates the auditor's inherent conflict of interest. The publicization of the coverage and the premium credibly signals the quality of the insured's financial statements and direct investments towards better projects. At the same time, the ability to signal the quality of financial statements provides companies with incentives to improve them. Thus, FSI will result in fewer misrepresentations and, accordingly, in fewer suits and smaller shareholders' losses, as well as a more efficient allocation of resources. (c) 2006 Elsevier B.V. All rights reserved. C1 NYU, Stern Sch Business, New York, NY USA. RP Ronen, J, NYU, Stern Sch Business, 40 W 4th St, New York, NY USA. EM jronen@stern.nyu.edu CR ACKERLOF GA, 1970, QUICKLY J EC BAKER GP, 1988, J FINANC, V43, P593 BEBCHUK LA, 1990, CALIF LAW REV, V78, P1071 CORE JE, 1999, J FINANC ECON, V51, P371 CRASWELL AT, 1995, J ACCOUNT ECON, V20, P297 CUNNINGHAM LA, 2004, CONNECTICUT INSURANC, V11, P69 CUNNINGHAM LA, 2004, UCLA LAW REV, V52, P413 DEANGELO, 1981, J ACCOUNTING EC, P113 DONTOH A, 2004, FINANCIAL STATEMENTS DYE RA, 1991, J ACCOUNT ECON, V14, P347 GREENSPAN A, 1996, CHALLENGE CENTRAL BA GROUT P, 1994, ECON POLICY, V19, P307 GROUT P, 1994, ECON POLICY, V19, P349 JENSEN M, 2004, 392004 ECGI JENSEN MC, 2004, 442004 ECGI LEVITT A, 2002, TAKE STREET RONEN J, 1981, HDB FINANCIAL EC RONEN J, 2002, J FINANCIAL MARKETS, V5, P349 RONEN J, 2002, STANFORD J LAW BUSIN, V8, P1 NR 19 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR-JUN PY 2006 VL 23 IS 1-2 BP 130 EP 146 PG 17 SC Engineering, Industrial GA 050QG UT ISI:000238102400010 ER PT J AU Landeta, J TI Current validity of the Delphi method in social sciences SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE Delphi method; consensus; policy Delphi; expert judgement elicitation; Delphi validity ID TECHNOLOGY; FUTURE; INFORMATION; DIRECTIONS; FORECASTS; EXPERTS; DESIGN; TOOL AB The Delphi method is a popular technique for forecasting and an aid in decision-making based on the opinions of experts, which has been in existence for over half a century. This work evaluates its methodology and reviews its validity in the present day, especially in the area of Social Sciences. Three recent applications in this field are also explained, professional in nature, which have some characteristics that are not frequent with respect to other Delphi studies published. The main aim of two of these studies was to provide input for economic or statistical quantitative models, using the judgement of expert groups, while the third study aimed to analyse a complex social reality by means of a Policy Delphi in order to obtain reliable infomation before taking a policy decision. These applications highlight how this technique may be adapted to different social realities and requirements, making a positive contribution to social progress, provided it is applied with the necessary methodological rigour and with a good knowledge of the social medium in which it is being applied. Finally, there is an explanation of a number of lessons learned from the theory and aforementioned experiences, which may contribute to the successful outcome of a Delphi exercise. (c) 2005 Elsevier Inc. All rights reserved. C1 UPV, EHU, Inst Appl Business Econ, Bilbao 48015, Spain. RP Landeta, J, UPV, EHU, Inst Appl Business Econ, C-Lehendakari Aguirre 83, Bilbao 48015, Spain. EM jon.landeta@ehu.es CR BECKER G, 1970, J CLIN PSYCHOL, V26, P207 BLIND K, 2001, TECHNOL FORECAST SOC, V68, P131 CHAKRAVARTI AK, 1998, TECHNOL FORECAST SOC, V58, P155 CUHLS K, 1994, OUTLOOK JAPANESE GER DAJANI JS, 1979, TECHNOL FORECAST SOC, V13, P81 DALKEY N, 1963, MANAGE SCI, V9, P458 DRANSFELD H, 2000, TECHNOL FORECAST SOC, V63, P81 ERFFMEYER RC, 1984, GROUP ORGAN STUD, V9, P509 GORDON T, 1968, FUTURES, V1, P100 GORDON TJ, 1964, P2982 RAND CORP GUPTA UG, 1996, TECHNOL FORECAST SOC, V53, P185 GUSTAFSON DH, 1973, ORGAN BEHAV HUM PREF, V9, P280 HELMER O, 1959, MANAGE SCI, V6, P25 HELMER O, 1963, P2718 RAND CORP HUCKFELDT VE, 1974, TECHNOL FORECAST SOC, V7, P175 JAIRATH N, 1994, CAN J NURS ADM, V7, P29 KAPLAN A, 1949, P93 RAND CORP KEENEY S, 2001, INT J NURS STUD, V38, P195 LANDETA J, 1999, METODO DELPHI TECNIC LANDETA J, 2002, QUESTIO, V26, P175 LANDETA J, 2004, 1J JORN LUS ESP GEST LEONTIEF W, 1966, INPUT OUTPUT EC LINSTONE H, 1975, DELPHI METHODS TECHN LINSTORE H, 1975, DELPHI METHODS TECHN LUDLOW J, 1975, DELPHI METHOD TECHNI MARTINO JP, 1970, FUTURIST, V4, P63 MARTINO JP, 1993, TECHNOLOGICAL FORECA MARTINO JP, 2003, TECHNOL FORECAST SOC, V70, P719 MCKENNA HP, 1994, J ADV NURS, V19, P1221 MILKOVICH GT, 1972, MANAGE SCI, V19 OKOLI C, 2004, INFORM MANAGE-AMSTER, V42, P15 PARENTE FJ, 1984, J FORECASTING, V3, P173 PARENTE RJ, 2005, TECHNOL FORECAST SOC, V72, P401 RAYENS MK, 2000, POLICY POLITICS NURS, V1, P308 RIEGER WG, 1986, TECHNOL FORECAST SOC, V29, P195 RIGSS WE, 1983, TECHNOL FORECAST SOC, V23, P89 ROWE G, 1999, INT J FORECASTING, V15, P353 ROWE G, 2005, TECHNOL FORECAST SOC, V72, P377 SACKMAN H, 1974, R1283PR RAND CORP SCHEIBE M, 1975, DELPHI METHOD TECHNI SHIN T, 1998, TECHNOL FORECAST SOC, V58, P125 SNIEZEK JA, 1990, GROUP ORGAN STUD, V15, P5 TAPIO P, 2002, TECHNOL FORECAST SOC, V70, P83 TICHY G, 2004, TECHNOL FORECAST SOC, V71, P341 TUROFF M, 1970, TECHNOLOGICAL FORECA, V2, P149 VANDEVEN A, 1974, ACAD MANAGE J, V17, P605 VANDIJK JAGM, 1990, TECHNOL FORECAST SOC, V37, P293 WEAVER TW, 1971, DELPHI CRITICAL REV, V7 WELTY G, 1971, JOINT STAT M AM STAT, P377 NR 49 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUN PY 2006 VL 73 IS 5 BP 467 EP 482 PG 16 SC Business; Planning & Development GA 048QG UT ISI:000237961000001 ER PT J AU Ramanathan, R TI A multi-factor efficiency perspective to the relationships among world GDP, energy consumption and carbon dioxide emissions SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE climate change; carbon dioxide emissions; fossil and non-fossil energy consumption; economic growth; data envelopment analysis; technology forecasting ID CLIMATE-CHANGE; DEVELOPING-COUNTRIES; KUZNETS CURVE; INTENSITY; EVOLUTION AB Most of the research articles on climate change study the relationships between economic growth, and, carbon dioxide (CO2) emission or energy consumption separately for analyzing the impacts of economic growth and energy consumption on global carbon dioxide emissions. In this paper, the linkages among CO2 emissions, Gross Domestic Product (GDP) growth and energy consumption are studied simultaneously using Data Envelopment Analysis (DEA). The time period considered for the study is 1980-2001. The results show that world in the year 1980 was the most efficient in achieving the highest economic growth, emitting least carbon dioxide for a given level of energy consumption for that year. The efficiency index reduced in the next 8 years, fluctuated with a declining trend for the next 7 years, and began to rise from 1996 till 2001. The model is further extended in this paper for technology forecasting to identify the links between energy consumption and carbon dioxide emissions for achieving projected levels of GDP under two different assumptions on efficiency index. It has been identified using the forecasting model that, when the carbon dioxide emissions are restricted to the levels emitted in the year 1990 and when the efficiency index for the year 2025 is assumed to be at the level registered for the year 1980 (highest value), the nonfossil energy consumption needed to meet the GDP level projected for 2025 will be much smaller (35.46 quadrillion Btu for the reference GDP) than the values actually recorded in the year 1990 (44.59). However, the non-fossil energy consumption in 2025 (118.8) increases much more than the actual recorded in the year 1990 when the efficiency index in 2025 is assumed to be at the level registered for the year 1990. (c) 2006 Elsevier Inc. All rights reserved. C1 Sultan Qaboos Univ, Coll Commerce & Econ, Al Khoud, Oman. RP Ramanathan, R, Univ Nottingham, Sch Business, Jubilee Campus,Wollaton Rd, Nottingham NG8 1BB, England. EM ram.ramanathan@nottingham.ac.uk CR *IPCC SECR, 2001, CLIM CHANG 2001 IMP *US DOE EN INF ADM, 2002, IN EN ANN *US DOE EN INF ADM, 2004, IN EN OUTL ANG BW, 1999, ENERG POLICY, V27, P943 ARROW KJ, 1996, CLMATE CHANGE 1995 E, P57 BEDI C, 1994, JOINT IMPLEMENTATION, P141 CHARNES A, 1994, DATA ENVELOPMENT ANA CLAUSSEN E, 1998, COMPLEX ELEMENTS GLO EHRLICH PR, 1972, B ATOM SCI, V28, P16 EKINS P, 2000, EC GROWTH ENV SUSTAI FARE R, 1989, REV ECON STAT, V71, P90 GALEOTTI M, 1999, ENERG POLICY, V27, P565 GOLANY B, 1997, SOCIOECONOMIC PLANNI, V31, P191 GOLDEMBERG J, 1996, ENERG POLICY, V24, P759 GRUBLER A, 1994, RP949 INT I APPL SYS JEPMA CJ, 1996, CLIMATE CHANGE 1995, P225 KAYA Y, 1990, IPCC EN IND SUBGR RE LOVELL CAK, 1995, OPER RES LETT, V18, P147 MARKANDYA A, 1998, EC GREENHOUSE GAS LI MIELNIK O, 1999, ENERG POLICY, V27, P307 NORDHAUS WD, 1992, SCIENCE, V258, P1315 NORDHAUS WD, 1996, AM ECON REV, V86, P741 PARIKH J, 1993, GLOBAL ENVIRON CHANG, V3, P276 PHYLIPSEN GJM, 1997, ENERG POLICY, V25, P715 RAMANATHAN R, J OPER RES SOC, V56, P732 RAMANATHAN R, 1998, IEEE T SYST MAN CY C, V28, P541 RAMANATHAN R, 2000, ENERG POLICY, V28, P743 RAMANATHAN R, 2002, INT J GLOBAL ENERGY, V17, P214 RAMANATHAN R, 2003, INTRO DATA ENVELOPME RINGIUS L, 1998, ENERG POLICY, V26, P777 ROBERTS JT, 1997, WORLD DEV, V25, P191 SCHIPPER L, 1997, ENERG POLICY, V25, P639 SCHIPPER L, 1997, ENERG POLICY, V25, P651 SCHIPPER L, 2000, ENERG POLICY, V28, P351 SEIFORD LM, 2002, EUR J OPER RES, V142, P16 SUN JW, 1999, ENERG POLICY, V27, P691 UNRUH GC, 1998, ECOL ECON, V25, P221 YORK R, 2003, ECOL ECON, V46, P351 NR 38 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUN PY 2006 VL 73 IS 5 BP 483 EP 494 PG 12 SC Business; Planning & Development GA 048QG UT ISI:000237961000002 ER PT J AU Hilas, CS Goudos, SK Sahalos, JN TI Seasonal decomposition and forecasting of telecommunication data: A comparative case study SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE forecast evaluation; seasonal adjustment; time series; call data pattern recognition; model selection ID WEIGHTED MOVING AVERAGES AB In this paper, forecasting models for the monthly outgoing telephone calls in a University Campus are presented. The data have been separated in the categories of international and national calls as well as calls to mobile phones. The total number of calls has also been analyzed. Three different methods, namely the Seasonal Decomposition, Exponential Smoothing Method and SARIMA Method, have been used. Forecasts with 95% confidence intervals were calculated for each method and compared with the actual data. The outcome of this work can be used to predict future demands for the telecommunications network of the University. (c) 2005 Elsevier Inc. All rights reserved. C1 Aristotle Univ Thessaloniki, Dept Phys, Radiocommun Lab, GR-54124 Thessaloniki, Greece. Technol Educ Inst Serres, Dept Informat & Commun, GR-62124 Serres, Greece. RP Sahalos, JN, Aristotle Univ Thessaloniki, Dept Phys, Radiocommun Lab, GR-54124 Thessaloniki, Greece. EM chilas@teiser.gr sgoudo@skiathos.physics.auth.gr sahalos@auth.gr CR AKAIKE H, 1973, P 2 INT S INF THEOR, P267 BOX GEP, 1976, TIME SERIES ANAL FOR GARDNER ES, 1985, J FORECASTING, V4, P1 HOLT CC, 2004, INT J FORECASTING, V20, P5 MAKRIDAKIS S, 1982, J FORECASTING, V1, P11 MAKRIDAKIS SG, 1998, FORECASTING METHODS SCHWARZ G, 1978, ANN STAT, V6, P461 WINTERS PR, 1960, MANAGE SCI, V6, P324 YAFEE R, 2000, INTRO TIME SERIES AN NR 9 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUN PY 2006 VL 73 IS 5 BP 495 EP 509 PG 15 SC Business; Planning & Development GA 048QG UT ISI:000237961000003 ER PT J AU Papagiannidis, S Berry, J Li, F TI Well beyond streaming video: IPv6 and the next generation television SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE Internet Protocol version 6; Internet Television; next generation Internet; emerging technologies ID IMPACT; INNOVATION; INTERNET; COST AB The Internet has provided a plethora of commercial opportunities, the majority of them arising from advances in software and networking. As the technology evolves in an ever increasing pace, new opportunities are bound to be created. This paper examines how one of these technologies, the 6th version of the Internet Protocol, may affect the Internet and the opportunities associated with it, by looking at one specific emerging application: Internet Television (IPTv). In particular, the paper examines the possible impact and implications of multicasting on television broadcasts. Television and cable broadcasters have looked for ways to exploit the potential of narrowcast for a long time, but conventional narrowcast business models have been hampered by the geographic and technological limitations in reaching audiences big enough to be economically viable. The Internet, however, is naturally disposed toward one-to-one communications and high levels of interactivity thus providing a significant platform from which to broadcast. The television industry has been selected in order to highlight that emerging Internet technologies can significantly affect well-established industries and markets and create new opportunities when carefully exploited. More specifically by reducing entry barriers it can allow SMEs to enter markets that traditionally required large investments. The paper discusses the implications for policy makers and regulatory bodies, entrepreneurs wishing to start new channels, established television broadcasters and finally the viewers themselves. (c) 2005 Elsevier Inc. All rights reserved. C1 Univ Newcastle Upon Tyne, Sch Business, Newcastle Upon Tyne NE1 7RU, Tyne & Wear, England. RP Papagiannidis, S, Univ Newcastle Upon Tyne, Sch Business, Armstrong Bldg, Newcastle Upon Tyne NE1 7RU, Tyne & Wear, England. EM savvas.papagiannidis@ncl.ac.uk CR *UCLA, 1969, UCLA 1 STAT NAT COMP *US DEP DEF, 2003, NEXT GEN INT PROT EN ADLER M, 2002, 13 ANN ACM SIAM S DI ALMEROTH KC, 1998, COMPUT NETWORKS ISDN, V30, P431 ARCHER A, 2004, APPROXIMATION COLLUS BISWAS A, 2004, J BUS RES, V57, P681 BRYHNI H, 1996, P ACM MULT C, P99 CARPENTER BE, 2003, FUTURE GENER COMP SY, V19, P191 CHRISTENSEN CM, 1997, INNOVATORS DILEMMA T DAVIES J, 2002, UNDERSTANDIGN IPV6, P544 DEERING SE, 1990, ACM T COMPUT SYST, V8, P85 DIMITROVA N, 1999, P 7 ACM INT C MULT 1 FARBER DJ, 1997, ACM, V40, P135 FEIGENBAUM J, 2001, J COMPUT SYST SCI, V63, P21 FEIGENBAUM J, 2003, THEOR COMPUT SCI, V304, P215 HAVICK J, 2000, TECHNOL SOC, V22, P273 HJELSVOLD R, 2001, 10 INT WORLD WID WEB HOBSPAWN A, 2003, 10 YEARS STATE INTER JEFFRES LW, 2004, TELEMAT INFORM, V21, P317 KAKABADSE N, 2000, KNOWL PROCESS MANAG, V7, P133 KLEINROCK L, 2004, TECHNOL SOC, V26, P193 LEE SM, 2003, ENVIRON FLUID MECH, V3, P331 LUCKY RW, 2004, TECHNOL SOC, V26, P233 MALERBA F, 1996, RES POLICY, V25, P451 MARSON I, 2004, CHIAN LAUNCHES LARGE MOLINEROFERNAND.P, 2003, SIGCOMM COMPUT COMMU, V33 MUSTAFFA S, 2004, TECHNOVATION, V24, P85 PARK JS, 2005, TECHNOVATION, V25, P739 SCHUMPETER JA, 1934, THEORY EC DEV SCHUMPETER JA, 1943, CAPITALISM SOCIALISM, P431 SHANE S, 2000, ACAD MANAGE REV, V25, P217 SHANE S, 2003, HUMAN RESOURCE MANAG, V13, P257 SHOOK CL, 2003, J MANAGE, V29, P379 SMYTH B, 2000, KNOWL-BASED SYST, V13, P53 SUSSMAN LR, 2000, J GOV INFORM, V27, P537 TAKAHASHI E, 2001, AS PAC S INF TEL TEC TAKAHASHI E, 2002, 10 INT TEL NETW PLAN WALCZUCH R, 2000, EUROPEAN MANAGEMENT, V18, P561 WALKER R, 2003, J MED SYST, V27 WILLIAMS NI, 2003, 1 INT S INF COMM TEC NR 40 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUN PY 2006 VL 73 IS 5 BP 510 EP 523 PG 14 SC Business; Planning & Development GA 048QG UT ISI:000237961000004 ER PT J AU Cheng, CH Chang, JR Yeh, CA TI Entropy-based and trapezoid fuzzification-based fuzzy time series approaches for forecasting IT project cost SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE forecasting; fuzzy time series; minimize entropy principle; trapezoid fuzzification; project cost ID ENROLLMENTS AB A main drawback of existing fuzzy time series forecasting methods is that they lack persuasiveness in determining universe of discourse and the length of intervals. Two approaches are proposed for overcoming the problem, and the proposed approaches are more objective and reasonable to improve the persuasiveness in determining the universe of discourse, length of intervals and membership functions of fuzzy time series. The first approach is using Minimize Entropy Principle Approach (MEPA) to partition the universe of discourse and build membership functions, and the second is using Trapezoid Fuzzification Approach (TFA). Monthly amount data of IT project expenditure of a company are used to evaluate the performance of the proposed approaches. The forecasting accuracies of the proposed approaches are better than those of previous methods. (c) 2005 Elsevier Inc. All rights reserved. C1 Natl Yunlin Univ Sci & Technol, Dept Informat Management, Yunlin 640, Taiwan. Natl Yunlin Univ Sci & Technol, Grad Sch Management, Yunlin 640, Taiwan. RP Chang, JR, Natl Yunlin Univ Sci & Technol, Dept Informat Management, 123,Sect 3,Univ Rd, Yunlin 640, Taiwan. EM g9120806@pine.yuntech.edu.tw CR CHEN SM, 1996, FUZZY SET SYST, V81, P311 CHRISTENSEN R, 1980, ENTROPY MINIMAX SOUR, V1 COX E, 1994, HDB PRACTITIONERS GU HUARNG K, 2001, FUZZY SET SYST, V123, P387 MILLER GA, 1956, PSYCHOL REV, V63, P81 ROSS TJ, 2000, FUZZY LOGIC ENG APPL SONG Q, 1993, FUZZY SET SYST, V54, P1 SONG Q, 1993, FUZZY SET SYST, V54, P269 SONG Q, 1994, FUZZY SET SYST, V62, P1 SULLIVAN J, 1994, FUZZY SET SYST, V64, P279 TSENG FM, 1999, TECHNOL FORECAST SOC, V60, P263 WANG HF, 1996, IFORS 96 VANC CAN JU YAGER RR, 1994, J INTELL FUZZY SYST, V2, P39 ZADEH LA, 1965, INFORM CONTR, V8, P338 NR 14 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUN PY 2006 VL 73 IS 5 BP 524 EP 542 PG 19 SC Business; Planning & Development GA 048QG UT ISI:000237961000005 ER PT J AU Palm, E Hansson, SO TI The case for ethical technology assessment (eTA) SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE ethical technology assessment; technology assessment; dialogue; ethics; check-list; technology developers ID PHILOSOPHY; EMBRYOS AB New technologies often give rise to previously unknown ethical problems, and it often takes many years to fully integrate them in society. We propose a new form of technology assessment that will focus on the ethical implications of new technologies; ethical technology assessment (eTA). Ethical technology assessment will serve as a tool for identifying adverse effects of new technologies at an early stage. It should be undertaken in dialogue with technology developers and have the form of a continuous dialogue rather than a single evaluation at a specific point in time. eTA can be conducted on the basis of a check-list that refers to nine crucial ethical aspects of technology; (1) Dissemination and use of information, (2) Control, influence and power, (3) Impact on social contact patterns, (4) Privacy, (5) Sustainability, (6) Human reproduction, (7) Gender, minorities and justice, (8) International relations, and (9) Impact on human values. Ethical technology assessments should not be committed to any particular moral theory. Instead they should be open to different perspectives and solutions. (c) 2005 Elsevier Inc. All rights reserved. C1 Royal Inst Technol, Dept Philosophy & Hist Technol, S-10044 Stockholm, Sweden. RP Palm, E, Royal Inst Technol, Dept Philosophy & Hist Technol, Teknikringen 78b, S-10044 Stockholm, Sweden. EM elinpalm@infra.kth.se CR BARROSO P, 2000, ETHICS AGE INFORM TE, V7 BECK U, 1992, RISK SOC NEW MODERNI BENNETT CJ, 1991, SCI TECHNOL, V16, P51 BOTAN C, 1996, COMMUN MONOGR, V63, P293 BREY P, 1998, POLITICS COMPUTER SY BRUCE DM, 2002, J MOL BIOL, V319, P917 BRUNTLAND G, 1987, OUR COMMON FUTURE WO CLARKE R, 1998, PRIVACY IMPACAT ASSS GOONATILAKE S, 1994, TECHNOL FORECAST SOC, V45, P63 GRUNWALD A, 1999, ETHICAL PERSPECT, V6, P171 GRUNWALD A, 2000, SCI ENG ETHICS, V6, P181 HANSSON SO, 2004, TOPOI-INT REV PHILOS, V23, P145 HANSSON SO, 2005, ETHICS WORKPLACE PRI HEYD D, 1996, BIOETHICS, V10, P292 HOEDEMAEKERS R, 2001, J MED PHILOS, V2, P273 JOHNSON D, 1994, COMPUTER ETHICS KLUVER LK, 2001, EUROPEAN PARTICIPATO KOWALSKI E, 1994, MOGLICHKEITEN GRENZE KUNKLE GC, 1995, TECHNOL SOC, V17, P175 KYMLICKA W, 1993, BIOETHICS, V7, P1 OGBURN WF, 1996, SOCIAL CHANGE REGARD OSTMAN J, 2004, TREATING PREVENTING REUZEL R, 2004, INT J TECHNOL ASSESS, V2, P119 ROPOHL G, 1996, ETHIK TECHNIKBEWERTU SCHOT J, 1997, TECHNOL FORECAST SOC, V54, P251 SCHOT J, 1998, BIRTH NEW POLITICS T SKKORUPINSKI B, 2000, TECHNIKFOLGENABSCHAT TENHAVE HAMJ, 1995, HASTINGS CENT REP, V25, P13 TOULMIN S, 1981, HASTINGS CENT REP, V11, P31 VERWEIJ M, 1997, J MED ETHICS, V23, P305 ZEILER K, 2003, DIMENSIONS HLTH HLTH NR 31 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUN PY 2006 VL 73 IS 5 BP 543 EP 558 PG 16 SC Business; Planning & Development GA 048QG UT ISI:000237961000006 ER PT J AU Jan, TS Chen, YJ TI The R&D system for industrial development in Taiwan SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE R&D; industrial development; ITRI; task analysis ID DEVELOPING-COUNTRIES; TECHNOLOGY; STRATEGIES; DYNAMICS AB The research and development (R&D) system for industrial development in Taiwan is made up of three parts: industrial firms, government-supported institutes (GSIs), and academic institutes and universities. The Taiwanese experience showed that the effective interaction of the GSIs and the industrial firms has successfully supported the development of its industry. The Industrial Technology Research Institute (ITRI) played the key role in industrial development during recent decades. This study provides a comprehensive analysis of ITRI and the way in which it fulfills its role through an examination of its major tasks. The implications for developing countries are also discussed. (c) 2005 Elsevier Inc. All rights reserved. C1 Natl Chiao Tung Univ, Dept Management Sci, Hsinchu 30050, Taiwan. RP Jan, TS, Natl Chiao Tung Univ, Dept Management Sci, 1001 Ta Hsueh Rd, Hsinchu 30050, Taiwan. EM jts@mail.nctu.edu.tw yjchen@itri.org.tw CR *BUR INT CULT ED R, 2002, ED STAT INF *IND TECHN RES I, 1991, NAN REP ITRI *NAT SCI COUNC, 2003, ROC WHIT PAP SCI TEC, P11 *ROC NAT SCI COUNC, 2003, IND SCI TECHN, P34 BOULTON W, 1997, PB97167076 LOYOL COL CHANG PL, 1998, IEEE T ENG MANAGE, V45, P349 CHANG PL, 2000, IND INNOVATION, V7, P185 ETZ F, 1998, MANAGEMENT TECHNOLOG, P74 HOU C, 1993, NATL INNOVATION SYST HSU CW, 2001, TECHNOVATION, V21, P123 HSU PH, 2003, R&D MANAGE, V33, P79 HSUEH L, 2003, WHITE PAPER SMALL ME, P324 JAN TS, 2000, J OPER RES SOC, V51, P1041 JAN TS, 2004, J OPER RES SOC, V55, P1145 KIM L, 1997, IMITATION INNOVATION, P200 LIN O, 1994, DEV TRANSFER IND TEC LIU RJ, 2000, LONG RANGE PLANN, V33, P322 MATHEWS J, 2000, TIGER TECHNOLOGY CRE MATHEWS JA, 2002, RES POLICY, V31, P633 MINTZBERG H, 1971, MANAGE SCI, V18, P97 MINTZBERG H, 1975, HARVARD BUS REV, V53, P49 NELSON R, 1993, NATL INNOVATIONS SYS NOBLE G, 2000, 200002 U CAL ROGERS EM, 2001, TECHNOVATION, V21, P253 VELOSO F, 2001, TECHNOL FORECAST SOC, V66, P87 WU F, 1998, P 7 S IND MAN TAIP, P215 YUNOS MGM, 2002, J CHANGE MANAGEMENT, V3, P177 NR 27 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUN PY 2006 VL 73 IS 5 BP 559 EP 574 PG 16 SC Business; Planning & Development GA 048QG UT ISI:000237961000007 ER PT J AU Yoo, SH Moon, HS TI An estimation of the future demand for portable Internet service in Korea SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE portable Internet service; willingness to pay; dichotomous choice; contingent valuation ID TEST-MARKET EVALUATION; CONTINGENT VALUATION; ECONOMIC-BENEFITS; MODEL AB Portable Internet service (PIS), which refers to wireless Internet service that can be accessed via a portable terminal at every time and at any place, is scheduled to be launched in Korea in early 2006. Thus, both the government and the industry need to obtain quantitative information on the future demand for the service. This study attempts to estimate future demand for the PIS, to analyze the determinants of the demand, and to conduct pre-test-market evaluation of the service. To this end, the dichotomous choice contingent valuation method is employed. On the whole, respondents accepted the contingent market and were willing to contribute a significant amount, on average. This willingness varies according to individual characteristics. Finally, the study discusses the importance of including valuation method in a pre-test-market evaluation of the PIS and presents the implications of the results, such as the mean willingness to pay (WTP) and the effects of individual characteristics and concerns about the service on the WTP. (c) 2005 Elsevier Inc. All rights reserved. C1 Hoseo Univ, Sch Business & Econ, Chungnam 330713, South Korea. Korea Inst Sci & Technol Evaluat & Planning, Seoul 137130, South Korea. RP Yoo, SH, Hoseo Univ, Sch Business & Econ, 268 Anseo Dong, Chungnam 330713, South Korea. EM shyoo@office.hoseo.ac.kr hsmoon@kistep.re.kr CR ARROW K, 1993, NOAA PAN CONT VAL NA BATT CE, 1997, TELECOMMUN POLICY, V21, P743 CAMERON TA, 1987, J MARKETING RES, V24, P389 CAMERON TA, 1987, REV ECON STAT, V69, P269 DAS M, 1995, EXTENSIONS ODERED RE GONZALEZCABAN A, 1997, ECOL ECON, V21, P63 HANEMANN WM, 1984, AM J AGR ECON, V66, P332 KRINSKY I, 1986, REV ECON STAT, V68, P715 LILIEN GL, 1983, MARKETING DECISION M MCCONNELL KE, 1990, J ENVIRON ECON MANAG, V18, P19 MITCHELL RC, 1989, USING SURVEYS VALUE RANDALL A, 1986, VALUING ENV GOODS AS, P114 ROE B, 1996, J ENVIRON ECON MANAG, V31, P145 SILK AJ, 1978, J MARKETING RES, V15, P171 URBAN GL, 1993, DESIGN MARKETING NEW WILLIG RD, 1976, AM ECON REV, V66, P587 YOO SH, 2001, URBAN STUD, V38, P49 YOO SH, 2002, APPL ECON LETT, V9, P315 NR 18 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUN PY 2006 VL 73 IS 5 BP 575 EP 587 PG 13 SC Business; Planning & Development GA 048QG UT ISI:000237961000008 ER PT J AU Mao, MZ Chirwa, EC TI Application of grey model GM(1,1) to vehicle fatality risk estimation SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE motor vehicle; fatality; risk forecasting; grey model; crashworthiness; accident AB A mathematical model known as grey model GM(1, 1) has been herewith employed successfully in the estimation of vehicle fatality risk. Its application to the UK and US data sets yields exact predictions that are of high repeatability with characteristics depicting high reliability and efficiency. Another advantage is that these results are obtained without using any assumptions. In the analysis, the model normally deals directly with original data and searches the intrinsic regularity of data. The forecasting accuracy is related to the sample number n in grey model, and the accuracies for smoothed fatality risk predictions are higher than those for short-term predictions. The total time-dependent trends for these cases show very small variability between the real and prediction values, hence showing the theory to be working. For rollover cases, US data sets show that the risk of occupants to experience fatal injuries is decreasing and the fluctuating amplitude is declining. The theory predicted this trend and showed the time-dependent curves for data set and prediction to be in-phase. Another interesting observation that has come from the study is that UK and US experience similar phases in the time-dependent trend of motor vehicle fatality risk despite the different perception of safety between the USA and UK, especially when it comes to occupant usages of restraint systems. (c) 2004 Elsevier Inc. All rights reserved. C1 Bolton Inst, Automot & Aerosp Res Grp, Dept Engn & Safety, Bolton BL3 5AB, England. RP Chirwa, EC, Bolton Inst, Automot & Aerosp Res Grp, Dept Engn & Safety, Bolton BL3 5AB, England. EM c.chirwa@bolton.ac.uk CR *NHTSA, 2002, NHTSA DOC TRAFF SAF CHANG TC, 1999, P IEEE INT C SYST MA, V3, P309 DENG JL, 1989, J GREY SYSTEM, V1, P1 DENG JL, 1989, J GREY SYSTEM, V1, P125 DENG JL, 1989, SYSTEM CONTROL LETT, V1, P288 EVANS AW, 2003, ACCIDENT ANAL PREV, V35, P459 HSU LC, 2001, TECHNOL FORECAST SOC, V67, P291 HUANG YP, 1994, 2 NAT C FUZZ THEOR A, P406 LI PL, 1990, J GREY SYST, V2, P133 LIANG MT, 2001, J CHIN INST ENG, V24, P85 TAN GJ, 1999, ICAMT99, P559 TAN GJ, 2000, J THEORY PRACT SYST, V20, P98 TSENG FM, 2003, TECHNOL FORECAST SOC, V70, P563 YU PS, 2001, J AM WATER RESOUR AS, V37, P151 ZHU ZX, 1998, J TROP METEOROL REDA, V4, P359 NR 15 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUN PY 2006 VL 73 IS 5 BP 588 EP 605 PG 18 SC Business; Planning & Development GA 048QG UT ISI:000237961000009 ER PT J AU Sousa, I Wallace, D TI Product classification to support approximate life-cycle assessment of design concepts SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE product classification; hierarchical clustering; life-cycle assessment; conceptual design; learning surrogate LCA models AB Many companies are beginning to change the way they develop products due to increasing awareness of sustainable development. Designers, who play a key role in product development, are being asked to incorporate environmental criteria into the design process. The need for analytically based conceptual design methods for integrated life-cycle assessment (LCA) has motivated the development of an approximate life-cycle assessment concept based upon learning algorithms. Although preliminary tests on general approximate models showed promise, it was observed that grouping products to create specialized learning surrogate LCA models for different classes of products might further improve results. This paper presents work to develop an automated classification system to support the specialization of surrogate LCA models for different groups of products. Hierarchical clustering is used to guide a systematic identification of product groups based upon environmental categories. These groupings are then used to create automated classification schemes using the C4.5 decision tree algorithm. Although further data are needed to induce good generalization performance, resulting product classification systems are considered to be a viable approach to support specialized learning surrogate LCA models for different classes of products. (c) 2005 Elsevier Inc. All rights reserved. C1 MIT, CADlab, Cambridge, MA 02139 USA. RP Sousa, I, MIT, CADlab, 77 Massachusetts Ave 3-455, Cambridge, MA 02139 USA. EM iss@alum.mit.edu drwallac@mit.edu CR *DFS, 1994, TU DELFT VAR STUD LC *ECPC, 1993, CONC ISS N AM IND CL *FRANKL ASS LTD, 1990, EN ENV PROF AN CHILD *FRANKL ASS LTD, 1994, LIF CYCL ASS ETH GLY *PRE CONS, 1999, SIMAPRO 4 US MAN *SETAQC SOC ENV TO, 1999, STREAML LIF CYCL ASS *UK EC BOARD, 1992, EC CRIT WASH MACH *US C OFF TECHN AS, 1992, GREEN PROD DES CHOIC ALLENBY BR, 1992, DESIGN ENV IMPLEMENT BAUMANN H, 2000, 301 AFR SWED WAST RE BHAMRA TA, 1999, P 1 INT S ENV CONSC, P329 BORLAND N, 1998, P 1998 ASME DES ENG BORLAND N, 2000, J IND ECOL, V3, P33 CLARK T, 1999, ECODESIGN CHECKLISTS DUDA R, 1997, PATTERN CLASSIFICA 1 EISENHARD J, 2000, P 2000 ASME DES ENG ERIKSSON M, 2000, LIFE CYCLE ASSESSMEN FIKSEL J, 1996, DESIGN ENV CREATING GRAEDEL TE, 1995, ENVIRON SCI TECHNOL, V29, P134 HANSSEN OJ, 1996, THESIS NORWEGIAN U S HANSSEN OJ, 1999, J CLEAN PROD, V7, P27 KAEBERNICK H, 2000, P 7 INT SEM LIF CYCL KRISHNAN V, 2001, MANAGE SCI, V47, P1 MUELLER KG, 1999, P ECODESIGN 99 IEEE, P114 NEWELL S, 1998, THESIS MIT CAMBRIDGE PARK JH, 1999, P 1 INT S ENV CONSC, P830 QUINLAN JR, 1993, C4 5 PROGRAMS MACHIN REULEAUX F, 2004, ENG MAGAZINE ROMBOUTS JP, 1998, P 1998 IEEE INT S EL, P287 ROMESBURG HC, 1984, CLUSTER ANAL RES ROSE CM, 1998, P IEEE INT S EL ENV, P322 ROSE CM, 1999, P IEEE INT S EL ENV, P219 ROSE CM, 2000, P 2000 IEEE INT S EL, P99 SHARMA A, 1996, STREAMLINING LCA CAS SOUSA I, 1999, P 6 CIRP INT SEM LIF, P209 SOUSA I, 2001, J IND ECOLOGY, V4 ULRICH K, 2000, PRODUCT DESIGN DEV NR 37 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAR PY 2006 VL 73 IS 3 BP 228 EP 249 PG 22 SC Business; Planning & Development GA 030RQ UT ISI:000236652500002 ER PT J AU Moors, EHM Dijkema, GPJ TI Embedded industrial production systems - Lessons from waste management in zinc production SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE embeddedness; zinc production; waste management AB To meet the sustainability challenge private companies must implement corporate strategies and adopt novel technologies. The technical and social embeddedness of industrial production systems, however, complicates these systems' transition towards sustainability. In the paper, mechanisms and conditions are reported for the development and implementation of waste management options in embedded industrial production systems. The focus is on the Dutch zinc production industry, which had to deal with a major waste problem; the generation of jarosite. The industry's options were to increase the jarosite waste storage capacity, to develop a jarosite treatment process or to switch to a zinc-ore of low-iron content whereby no jarosite waste would be generated anymore. Required conditions appeared to be a combination of technological capability and technical embedding and favourable economics. Case study research, however, revealed that adequate stakeholder management is crucial to address social pressure exerted and to obtain external acceptance for any transition strategy. Whilst appropriate, internal technological capabilities are important, effective interactions with and enrolment of various firm-external actors are crucial. In the case of zinc, access to the heterogeneous external actor network was critical for the development of the jarosite treatment solution direction. In conclusion, both the technical, organizational and social embedding of new technologies are crucial for successful implementation. (c) 2005 Elsevier Inc. All rights reserved. C1 Univ Utrecht, Copernicus Inst, Dept Innovat Studies, NL-3508 TC Utrecht, Netherlands. Delft Univ Technol, Dept Technol Policy & Management, Sect Energy & Ind, NL-2628 BX Delft, Netherlands. RP Moors, EHM, Univ Utrecht, Copernicus Inst, Dept Innovat Studies, Heidelberglaan 2,POB 80115, NL-3508 TC Utrecht, Netherlands. EM e.moors@geog.uu.nl g.p.j.dijkema@tbm.tudelft.nl CR *NRC, 1997, WERKG BIJ BUD ZINK G *PASM, 1999, PASM ANN ENV REP 199 ANNEMA JA, 1991, MOGELIJKHEDEN ONMOGE, R6 AYRES RU, 1996, IND EC CLOSING MAT C BEIJER P, 1997, BRABANTSE MILIEU FED DEKRUIJF H, 1997, COMMUNICATION 0321 DIJKEMA GPJ, 1999, COMPUT CHEM ENG S, V23, S795 DONDERS B, 1994, BUDELCO BV GEDOEMD T ELGERSMA F, 1992, THESIS DELFT U DELFT FROSCH RA, 1989, SCI AM, V261, P144 HASKONING, 1985, ZWARE METALENVERONTR JOLLY JH, 1985, BUREAU MINES B, V675, P923 MOORS EHM, 2000, METAL MAKING MOTION PAVITT K, 1984, RES POLICY, V13, P343 REUTER M, 1998, ZINC COURSE NOTES ZI, P1 SCHINKEL JN, 1995, TECHNOLOGISCHE MOGEL, P22 STOBAUGH R, 1987, INNOVATION COMPETITI VANLUIT B, 1984, LANDBOUWKUNDIG TIJDS, P19 VONWEIZSACKER E, 1997, FACTOR 4 DOUBLING WE WALL AJ, 1994, METALS MINERALS ANN, P47 WEBER A, 1909, STANDORT IND NR 21 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAR PY 2006 VL 73 IS 3 BP 250 EP 265 PG 16 SC Business; Planning & Development GA 030RQ UT ISI:000236652500003 ER PT J AU Conceicao, P Heitor, MV Vieira, PS TI Are environmental concerns drivers of innovation? Interpreting Portuguese innovation data to foster environmental foresight SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE environmental foresight; innovation; policy; innovation survey AB The relationship between environmental concerns and innovation is analyzed in the context of Portuguese manufacturing firms, with the ultimate goal to foster measures of environmental foresight. Based on data from the Community Innovation Survey in Portugal, simple statistical tests, including Chi(2), t, and Levene's tests and contingency tables (adjusted standardized residuals), were used to study the relationship between firms' characteristics and the introduction of innovation aiming to reduce environmental damage. Environmental foresight is discussed based on three groups of variables that allow considering the industrial context that frames firm's actions, the economic performance of the firm and its innovation patterns. Results show that the development of innovation due to environmental concerns is positively associated with the firm's size and exports share, and negatively associated with its technological content. Moreover, it is shown that the firms that introduced innovations due to environmental concerns are likely to belong to an economic group, to have performed continuous R&D, or received public support. It is also shown that "lack of organizational flexibility" and "lack of receptivity by customers" are the two most relevant innovation barriers for these firms. (c) 2006 Elsevier Inc. All rights reserved. C1 Univ Calif Berkeley, Dept Civil & Environm Engn, Berkeley, CA 94720 USA. Inst Super Tecn, Ctr Innovat Technol & Policy Res, Lisbon, Portugal. RP Vieira, PS, Univ Calif Berkeley, Dept Civil & Environm Engn, Berkeley, CA 94720 USA. EM pedroc@dem.ist.utl.pt mheitor@dem.ist.utl.pt pvieira@ce.berkeley.edu CR *OECD, 2005, SCI TECHN IND SCOR I CONCEICAO P, 2001, INNOVATION PORTUBAL CONCEICAO P, 2003, TECHNOL FORECAST SOC, V70, P583 CONCEICAO P, 2005, INNOVATION ALL LEARN FAUCHEUX S, 1998, SUSTAINABILITY FIRMS GRUBLER A, 1998, TECHNOLOGY GLOBAL CH GRUBLER A, 2003, TECHNOLOGICAL CHANGE HART S, 1997, HARVARD BUSINESS JAN, P66 HART S, 1999, SLOAN MANAGE REV, V41, P1 LOOMIS J, 2001, ENV POLICY ANAL DECI PALMER K, 1995, J ECON PERSPECT, V9, P119 PAVITT K, 1984, RES POLICY, V13, P343 PORTER M, 1995, HARVARD BUSINESS SEP PORTER ME, 1995, J ECON PERSPECT, V9, P97 SANTOS FM, 2004, ACAD MANAGEMENT P, J1 VIEIRA PS, 2001, THESIS TU LISBON POR NR 16 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAR PY 2006 VL 73 IS 3 BP 266 EP 276 PG 11 SC Business; Planning & Development GA 030RQ UT ISI:000236652500004 ER PT J AU Ferrao, P Amaral, J TI Assessing the economics of auto recycling activities in relation to European Union Directive on end of life vehicles SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE end-of-life vehicles; ASR-automobile shredder residue; European Union Directive on end-of-line vehicles; ASR recycling; recycling models AB Technical requirements for car design and minimum reuse and recovery rates for end-of-life vehicles (ELV) are the subject of a new EU Directive on ELV. This Directive is expected to induce changes in the infrastructures required for ELV processing, and presents a challenge to maintain such economically viable infrastructure. Technical-cost models of ELV processing operators were developed to interpret the changing economics of auto recycling activities under the new EU Directive on ELV. The results obtained show that the recycling targets defined in the EU Directive for 2006, require the removal of an increased number of plastic parts from an ELV. In particular, removing up to 14% of the ELV mass results in a recycling rate over 80%, even for vehicles with a ferrous content up to about 65%. These operations can be performed economically by dismantlers, provided that they may get a steady flow of ELV hulks, free of charge, and that the international quotation for steel scrap does not come significantly below 120 Euro/ton. In the long term, developing separation technologies for automotive shredder residues and finding recycling possibilities for the products gained from the separation, might be a valuable scenario to meet the 2015 recycling quotas. (c) 2005 Elsevier Inc. All rights reserved. C1 Inst Super Tecn, P-1049001 Lisbon, Portugal. Inst Super Tecn, Ctr Innovat Technol & Policy Res, Lisbon, Portugal. RP Ferrao, P, Inst Super Tecn, Av Rovisco Pais, P-1049001 Lisbon, Portugal. EM ferrao@ist.utl.pt CR *APME, 1999, PLAST MAT CHOIC AUT *EUCAR, 2001, IDIS INT DISM INF SY *IPTS JRC, 2000, REG INN AR END LIF V *MONT, 1992, NUOV MAT CHIM CAS SE FERRAO P, 2002, INT J ECOL ENV SCI, V28, P27 FRANCOIS O, 2003, P INT AUT REC C GEN REIS ICC, 1999, THESIS U TECNICA LIS VANHERPE I, 2003, P INT AUT REC C GEN NR 8 TC 1 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAR PY 2006 VL 73 IS 3 BP 277 EP 289 PG 13 SC Business; Planning & Development GA 030RQ UT ISI:000236652500005 ER PT J AU Lee, JJ Gemba, K Kodama, F TI Analyzing the innovation process for environmental performance improvement SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE social demand articulation; environmental innovation AB This paper elaborates the concept of demand articulation in product innovation to analyze innovation for environmental improvement. A conceptual framework has been developed that allows analysis of social demand articulation, the process that stimulates firms toward environmental innovation. Knowledge and information flows that raise the technological capability and awareness level of firms and consumers for environmental improvement are discerned. Their indicators have been developed based on the number of research papers and newspaper articles on environmental issues, respectively. Statistically significant results have been obtained on the role of knowledge and information flows on environmental innovations. Use of the framework on case studies revealed knowledge and information flows on local air quality and global warming led to the development of high-efficiency, low-emission automobiles. In conclusion, social demand articulation is an effective process by which knowledge and information flows mobilize the requisites needed for a successful environmental innovation. (c) 2005 Published by Elsevier Inc. C1 Univ Tokyo, Res Ctr Adv Econ Engn, Meguro Ku, Tokyo 1538904, Japan. RP Lee, JJ, Univ Tokyo, Res Ctr Adv Econ Engn, Meguro Ku, 4-6-1 Komaba, Tokyo 1538904, Japan. EM lee@fklab.aee.u-tokyo.ac.jp CR 1995, EARTH HUMAN ENV FORU *GOV JAP, 1971, WHIT PAP ENV *GOV JAP, 1989, QUAL ENV JAP *GOV JAP, 1992, WHIT PAP ENV *GOV JAP, 1997, WHIT PAP ENV *HOND MOT CORP, 1998, ANN CVCC ENG, V8 *IGES, 1999, BUS ENV GOV *TOY MOT CORP, 1997, TOY HYBR SYST COOMBS R, 1987, EC TECHNOLOGICAL CHA JAFFE AB, 2000, NATL BUREAU EC RES W, V7970 JANIC M, 1999, TRANSPORT RES D-TR E, V4, P159 KEMP R, 1997, ENV POLICY TECHNICAL KODAMA F, 1992, HARVARD BUSINESS JUL, P70 KODAMA F, 1995, EMERGING PATTERNS IN LEE JJ, 2001, ANNU REV ENERG ENV, V26, P167 LETCHUMANAN R, 2000, RES POLICY, V29, P59 NONAKA I, 2000, LONG RANGE PLANN, V33, P5 PORTER ME, 1995, J ECON PERSPECT, V9, P97 ROSENBERG N, 1994, EXPLORING BLACK BOX SCHERER FM, 1990, IND MARKET STRUCTURE SHIROYAMA H, 2000, NIRA C TOK SUSSKIND L, 2000, PUBLIC ENTREPRENEURS TOYAMA R, 2000, HITOTSUBASHI BUSINES, P4 WAITZ IA, 2001, AIRCRAFT ENV NR 24 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAR PY 2006 VL 73 IS 3 BP 290 EP 301 PG 12 SC Business; Planning & Development GA 030RQ UT ISI:000236652500006 ER PT J AU Verhoef, EV van Houwelingen, JA Dijkema, GPJ Reuter, MA TI Industrial ecology and waste infrastructure development: A roadmap for the Dutch waste management system SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE industrial ecology; waste management; waste policy; recycling; residue grade; sustainability; infrastructure development; roadmap AB Decision-making on waste infrastructures is difficult because waste management is a complex, politically loaded and emotionally charged issue that is neither well structured, nor well understood. While sustainability is the ultimate goal of the EU environmental policy, there is no commonly accepted approach for its realisation. Industrial ecology has been suggested as a roadmap to sustainability. Its prescriptive tier can provide organising principles for more sustainable practices: closed material cycles, cascaded energy use and flexible system configuration. The engineering concepts, grade and recovery, provide a simple yet powerful means to assess policies and infrastructure concepts with respect to sustainability. When combined, industrial ecology and engineering yield sound infrastructure design specifications and decision-making support for waste infrastructure. (c) 2006 Published by Elsevier Inc. C1 Dept Technol Policy & Management, NL-2628 BX Delft, Netherlands. Dept Earth Sci, NL-2628 RX Delft, Netherlands. EM E.V.Verhoef@ta.tudelft.nl J.A.vanHouwelingen@ta.tudelft.nl G.P.J.Dijkema@tbm.tudelft.nl m.a.reuter@unimelb.edu.au CR *AFV OV ORG, 2000, BEST OV DISC VERBR I, P4 *AFV OV ORG, 2000, ONTW PROGR GESCH INZ *EEA, 1999, WAST GEN MAN *RIVM CBS, 1999, MILIEU COMPENDIUM 19 AYRES RU, 1994, GREENING IND ECOSYST BONTOUX L, 1996, 17271 EUR I PROSP TE BOTS P, 2000, J MULTI CRITERIA DEC, V9, P56 CORNELISSEN AAJ, 1998, 776221003 RIVM DALMIJN WL, 1995, P R 95 REC REC REINT, V3, P352 DIGRE M, 1960, P INT MIN PROC C I M DIJKEMA GPJ, 2001, P 5 INT C TECHN POL DOUGLAS JM, 1988, CONCEPTUAL DESIGN CH LIEM AKD, 1993, INTEGRATED CRITERIA MACDONALD ML, 1996, J SOLID WASTE TECHNO, V23, P73 NIJHOF GH, 1997, P 3 ASM INT C REC ME, P429 OLDENBURG KU, 1997, J CLEAN PROD, V5, P103 OOMS T, 1999, AFVALVERWERKING NEDE SAGAR AD, 1997, J CLEAN PROD, V5, P39 SLOOTWEG H, 1999, INTERNAL COMMUNICATI TCHOBANOGLOUS G, 1993, INTEGRATED SOLID WAS THOMAS B, 1990, J URBAN PLAN D-ASCE, V116, P150 THWAITES P, 1986, 3 M CAN IND COMP SOC NR 22 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAR PY 2006 VL 73 IS 3 BP 302 EP 315 PG 14 SC Business; Planning & Development GA 030RQ UT ISI:000236652500007 ER PT J AU Gordon, T Pease, A TI RT Delphi: An efficient, "round-less" almost real time Delphi method SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE Delphi; ontology; artificial intelligence; futures methodology; futures research; foresight; conference room Delphi; real time Delphi; natural language processing; decision making; real time decision making; policy research; experts studies; roundless Delphi; on line Delphi; millenium project AB The authors have recently developed a new approach to performing a Delphi study that does not involve the use of sequential "rounds" and as a result, greatly improves the efficiency of the process and shortens the time to perforin such studies. This paper describes this process, RT Delphi, and illustrates its use in a decision-making application drawn from the Millennium Project of the American Council for the United Nations University. The illustrative application involves setting priorities among strategies for dealing with anticipated terrorist activities that might be initiated by a single deranged individual. (c) 2005 American Council for the United Nations University. Published by Elsevier Inc. All rights reserved. C1 Articulate Software, San Francisco, CA USA. RP Gordon, T, 1 Smilax Dr, Old Lyme, CT 06371 USA. EM tedjgordon@worldnet.att.com CR *PREST U MANCH I I, KNOWL SOC DELPH SURV *U MANCH, 2005, PREST WP 4 1 FUT FOR GORDON T, 1964, RAND PUBLICATION P, P2982 GORDON T, 2003, DELPHI METHOD FUTURE HUCKFELDT VE, 1974, TECHNOL FORECAST SOC, V7, P175 LINSTONE H, 1975, DELPHI METHOD TECHNI NILES I, 2001, P FOIS 2003 OCT 17 1 PEASE A, 2003, CEUR WORKSH P SER, V71 PEASE A, 2003, P 2003 IEEE INT C NA, P777 SALO A, 2004, INT J FORESIGHT INNO, V1, P249 TUROFF M, 1996, GAZING ORACLE DELPHI NR 11 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAY PY 2006 VL 73 IS 4 BP 321 EP 333 PG 13 SC Business; Planning & Development GA 033BN UT ISI:000236821400001 ER PT J AU Weimer-Jehle, W TI Cross-impact balances: A system-theoretical approach to cross-impact analysis SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE cross-impact; system; theory; scenario; analysis ID FUTURE BUSINESS ENVIRONMENTS; STATES INDUSTRIAL COMPANIES; MULTIPLE SCENARIOS; INTERACTIVE MODEL; SIMULATION; KSIM AB Cross-Impact methods are standard tools of the scenario technique. They provide a number of structured processes for the deduction of plausible developments of the future in the form of rough scenarios and are based on expert judgments about systemic interactions. Cross-Impact methods are mostly used for analytical tasks which do not allow the use of theory-based computational models due to their disciplinary heterogeneity and the relevance of ''soft'' system knowledge, but on the other hand are too complex for a purely argumentative systems analysis. The essentials of a new Cross-Impact approach (Cross-Impact Balance Analysis, CIB) are outlined; it is of high methodological flexibility and is especially suitable for the use in expert discourses due to its transparent analytical logic. Due to its mathematical qualities it is also particularly well suited for the analytical integration of calculable system parts. An application of CIB to a project on the generation of electricity and climate protection is described. For a theoretical foundation of the CIB method relations to systems theory, especially to the theory of dynamic systems, are discussed. This explicates that CIB scenarios correspond to the solutions of slowly time-varying pair-force systems. (c) 2005 Elsevier Inc. All rights reserved. C1 Univ Stuttgart, Inst Social Sci 5, Res Unit Risk & Sustainabil, D-70174 Stuttgart, Germany. RP Weimer-Jehle, W, Univ Stuttgart, Inst Social Sci 5, Res Unit Risk & Sustainabil, Seidenstr 36, D-70174 Stuttgart, Germany. EM wolfgang.weimer-jehle@soz.uni-stuttgart.de CR ALTER S, 1979, FUTURES, V11, P132 ARETZ A, 2004, CROSS IMPACT METHOD, P753 ASAN U, 2004, OMEGA-INT J MANAGE S, V32, P443 BLANNING RW, 1999, FUTURES, V31, P39 BLOOM MF, 1975, TECHNOL FORECAST SOC, V8, P35 BOHRINGER C, 2003, CLIMATE POLICY KYOTO BRAUERS J, 1986, Z BETRIEBSWIRT, V56, P631 BROCKHOFF K, 1977, PROGNOSEVERFAHREN UN, P179 CHO KT, 2004, EUR J OPER RES, V156, P420 DUPERRIN JC, 1975, FUTURES, V7, P302 ENZER S, 1980, TECHNOL FORECAST SOC, V17, P141 ENZER S, 1980, TECHNOL FORECAST SOC, V17, P211 FONTELA E, 1976, LONG RANGE PLAN, V9, P29 FORRESTER JW, 1968, PRINCIPLES SYSTEMS FORRESTER JW, 1981, IND DYNAMICS FORSTER G, 2002, SZENARIEN LIBERALISI FORSTER G, 2003, TECHNIKFOLGENABSCHAT, V12 FORSTER G, 2004, CROSS IMPACT METHOD GIERL H, 2000, Z PLAN, V11, P61 GODET M, 1983, FUTURES, V15, P181 GODET M, 1993, ANTICIPATION ACTION GORDON T, 1968, FUTURES, V1, P100 GORDON TJ, 1976, TECHNOLOGIES FORECAS, V9, P191 GOTZE U, 1991, SZENARIO TECHNIK STR HAKEN H, 1983, SYNERGETICS INTRO HELMER O, 1972, FUTURES, V4, P149 HELMER O, 1977, FUTURES, V9, P17 HELMER O, 1981, FUTURES, V13, P389 HONTON EJ, 1985, FUTURE SCENARIOS BAS, V44 HUSS WR, 1987, TECHNOL FORECAST SOC, V31, P219 JENKINS L, 1997, TECHNOL FORECAST SOC, V55, P15 JEONG GH, 1997, TECHNOL FORECAST SOC, V55, P215 KANE J, 1972, TECHNOLOGICAL FORECA, V4, P129 KELLEY P, 1976, FUTURES, V8, P341 LINNEMAN RE, 1979, LONG RANGE PLANN, V12, P83 LINNEMAN RE, 1983, LONG RANGE PLANN, V16, P94 LIPINSKI AJ, 1990, ENERGY, V15, P379 LIPINSKI H, 1979, FUTURES, V11, P151 MALASKA P, 1984, LONG RANGE PLANN, V17, P45 MCLEAN M, 1976, FUTURES, V8, P345 MERISTO T, 1989, EUR J OPER RES, V38, P350 PARASHAR A, 1997, ENVIRON IMPACT ASSES, V17, P427 PORTER M, 1985, COMPETITIVE ADV TOFFOLI T, 1986, CELLULAR AUTOMATA MA, P259 VONNEUMANN J, 1966, THEORY SELF REPRODUC WAKELAND W, 1976, TECHNOL FORECAST SOC, V9, P213 WEIMERJEHLE W, 2001, VERFAHRENSBESCHREIBU NR 47 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAY PY 2006 VL 73 IS 4 BP 334 EP 361 PG 28 SC Business; Planning & Development GA 033BN UT ISI:000236821400002 ER PT J AU Lee, J Cho, YS Lee, JD Lee, CY TI Forecasting future demand for large-screen television sets using conjoint analysis with diffusion model SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE new product diffusion model; conjoint analysis; television; forecasting ID SUCCESSIVE GENERATIONS; DURABLES AB The methodological framework proposed in this paper addresses two limitations of the basic Bass diffusion model: that it does not reflect competition among products nor does it forecast demand for products that do not exist in the marketplace. The model consists of four steps. First, to investigate consumer preferences for product attributes, we use conjoint analysis to estimate the utility function of consumers. Next we estimate the dynamic price function of each competing product to reflect technological changes and the evolving market environment. Then we derive dynamic utility function by combining the static utility function and the price function. Finally, we forecast the sales of each product using estimated market share and sales data for each period, which are derived from the dynamic utility function and from the Bass diffusion model, respectively. We apply this model to South Korea's market for large-screen televisions. The results show that (1) consumers are sensitive to picture resolution and cost and (2) in the near future, should the market see the introduction of liquid crystal display (LCD) TVs with screens larger than 50 inches, the high resolution and steep price drop of LCD will lead LCD TVs to capture a larger market share than TVs with other display types. Finally, our results show that TVs with 40-inch screens are preferred over TVs with larger screens. (c) 2005 Elsevier Inc. All rights reserved. C1 Seoul Natl Univ, Coll Engn, Technoecon & Policy Program, Seoul 151742, South Korea. RP Lee, JD, Seoul Natl Univ, Coll Engn, Technoecon & Policy Program, Seoul 151742, South Korea. EM leejd@snu.ac.kr CR *KISDI, 2001, TRENDS INF COMM IND, V3, P370 *KISTI, 2001, MARK TRENDS DISPL EQ *MCIE, 2002, DEV STRAG DISPL IND *MIN COMM IND EN K, 2003, 10 NEXT GEN ENG DEV BASS FM, 1969, MANAGE SCI, V15, P215 BAYUS BL, 1993, MANAGE SCI, V39, P1319 ELIASHBERG J, 1986, MARKET SCI, V5, P20 GRILICHES Z, 1957, ECONOMETRICA, V25, P501 ISLAM T, 1997, TECHNOL FORECAST SOC, V56, P49 ISLAM T, 2000, EUR J OPER RES, V125, P551 JAIN DC, 1990, J BUS ECON STAT, V8, P163 JUN DB, 1999, TECHNOL FORECAST SOC, V61, P45 JUN DB, 2000, TELECOMMUN SYST, V14, P311 KIM WJ, 2005, IN PRESS TECHNOL FOR KRISHNAN TV, 2000, J MARKETING RES, V37, P269 KWON S, 2003, OUTLOOK PDP TV LENK PJ, 1990, MARKET SCI, V9, P42 LILIEN GL, 1981, MANAGE SCI, V27, P493 LIM YM, 2001, WAR NEXT GENERATION MAHAJAN V, 1990, J MARKETING, V54, P1 MAHAJAN V, 1996, TECHNOL FORECAST SOC, V51, P109 MANSFIELD E, 1961, ECONOMETRICA, V29, P741 PARKER P, 1994, INT J RES MARK, V11, P17 SULTAN F, 1990, J MARKETING RES, V27, P70 TRAIN K, 2002, DISCRETE CHOICE METH NR 25 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAY PY 2006 VL 73 IS 4 BP 362 EP 376 PG 15 SC Business; Planning & Development GA 033BN UT ISI:000236821400003 ER PT J AU Kim, J TI Infrastructure of the digital economy: Some empirical findings with the case of Korea SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE digital economy; supply and demand; infrastructure AB While different conceptions of the digital economy exist, there is a common ground where discussion on digital economy can be fostered. Taking the notion that digital economy as a continuum from the existing old economy, this paper regards the manufacturing sector of the digital equipment as the digital infrastructure. Upon this, this research attempts to analyze the supply and demand side development patterns of the infrastructure of the digital economy in Korea between 1989 and 2000 with the Bank of Korea's data in order to present the dynamic that brought the growth of digital economy. Research findings show that there has been an unique mechanism in the development of IT sector in Korea, while policy measures have been broadly identical to the promotion of other sectors. (c) 2004 Elsevier Inc. All rights reserved. C1 Kon Kuk Univ, Dept Publ Adm, Seoul 143701, South Korea. RP Kim, J, Kon Kuk Univ, Dept Publ Adm, Hwa Yang Dong 1, Seoul 143701, South Korea. EM junmokim@empal.com CR *KDI, KDI EC OUTL 2001 SEO *KOR ASS EL IND PR, 2002, KOR EL IND YB *STAT BUR KOR, MAN EXTR STAT REP AMSDEN A, 1989, ASIAS NEXT GIANT S K ANCHORDOGUY M, 1988, INT ORGAN, V42, P509 BRYNJOLFSSON E, 2000, UNDERSTANDING DIGITA CORTADA JW, 2000, 21 CENTURY BUSINESS GALBRAITH JK, 1998, J EC DEV, V23, P1 HARRISON B, 1994, LEAN MEAN CHANGING L HONG GS, KDI POLICY STUDIES S KIM JM, 1999, KOREAN PUBLIC ADM J KIM JM, 2001, TECHNOL FORECAST SOC, V67, P188 KIM JM, 2002, S KOREAN EC LEE HK, 1996, KOREAN EC PERSPECTIV LIEBOWITZ S, 2002, RETHINKING NETWORK E NORTON RD, 1986, J ECON LIT, V24, P1 SAKONG I, 1987, MACROECONOMIC POLICY SENYO J, 2002, DIGITAL BRIDGES DEV SHIN S, 1999, KDI POLICY STUDIES S SHY O, 2001, EC NETWORK IND TAPSCOTT D, 1995, DIGITAL EC PROMISE P TAPSCOTT D, 1999, CREATING VALUE NETWO TAPSCOTT D, 2000, HARNESSING POWER BUS WARD JH, 1963, J AM STAT ASSOC, V58, P236 NR 24 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAY PY 2006 VL 73 IS 4 BP 377 EP 389 PG 13 SC Business; Planning & Development GA 033BN UT ISI:000236821400004 ER PT J AU Knoben, J Oerlemans, LAG Rutten, RPJH TI Radical changes in inter-organizational network structures: The longitudinal gap SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE inter-organizational networks; radical change; longitudinal research; network structure ID ALLIANCE FORMATION; INTERFIRM RELATIONSHIPS; STRATEGIC ALLIANCES; COLLABORATION; FIRM; TECHNOLOGY; INNOVATION; EVOLUTION; INDUSTRY; COOPERATION AB The main goal of the research presented in this paper is to provide an overview of the available insights concerning radical changes in inter-organizational network structures. The following research question has been formulated: what is known about the way organizations in networks deal with, and are affected by, radical changes in inter-organizational network structures? In order to answer this question, a review of the most relevant literature dealing with changes in network structure over time is presented. The literature reviewed has been analyzed by comparing the role of change in the analysis (independent vs. dependent variable) as well as the manner in which change is conceptualized (incremental vs. radical change and dyadic vs. network change). It is found that studies that observe networks changing over time are scarce. Nevertheless, the available studies provide some interesting insights concerning the fort-nation, evolution and termination of dyadic ties, network evolution, and the effects of (radical) changes in network structure. However, more research on several specific topics seems necessary. These topics are: the link between dyadic change and change at the network level, the evolution of network structures, the processes through which critical events lead to changes in network structures, and the effects of radical changes in network structures. (c) 2005 Elsevier Inc. All rights reserved. C1 Tilburg Univ, Dept Org Studies, NL-5000 LE Tilburg, Netherlands. Univ Pretoria, Dept Engn & Technol Management, ZA-0002 Pretoria, South Africa. RP Knoben, J, Tilburg Univ, Dept Org Studies, Warandelaan 2,POB 90153, NL-5000 LE Tilburg, Netherlands. EM J.knoben@uvt.nl CR AHUJA G, 2000, ADMIN SCI QUART, V45, P425 AHUJA G, 2000, STRATEGIC MANAGE J, V21, P317 ANDERSSON P, 1999, J BUS RES, V46, P291 AXELSSON B, 1992, IND NETWORKS NEW VIE BARLEY SR, 1986, ADMIN SCI QUART, V31, P78 BAUM JAC, 1999, STUDYING ORG THEORY BECKMAN CM, 2004, ORGAN SCI, V15, P259 BORGATTI SP, 2003, J MANAGE, V29, P991 BOSCHMA RA, 2005, REG STUD, V39, P61 BURKHARDT ME, 1990, ADMIN SCI QUART, V35, P104 BURT RS, 1992, STRUCTURAL HOLES SOC CROSS R, 2002, CALIF MANAGE REV, V44, P25 DAHLEN P, 2003, DISSOLUTION BUSINESS DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55 DOZ YL, 2000, STRATEGIC MANAGE J, V21, P239 FICHMAN M, 1991, ACAD MANAGE REV, V16, P442 GREVE HR, 2002, BLACKWELL COMPANION GULATI R, 1995, ADMIN SCI QUART, V40, P619 GULATI R, 1999, STRATEGIC MANAGE J, V20, P397 HALINEN A, 1999, J MANAGE STUD, V36, P779 HANNAN MT, 1989, ORG ECOLOGY HAVNES PA, 2001, SMALL BUS ECON, V16, P293 HITE JM, 2001, STRATEGIC MANAGE J, V22, P275 HUMAN SE, 2000, ADMIN SCI QUART, V45, P327 KILDUFF M, 2003, SOCIAL NETWORKS ORG KOKA BR, 2002, STRATEGIC MANAGE J, V23, P795 KOZA MP, 1999, ORGAN SCI, V10, P638 LEVINTHAL DA, 1988, ADMIN SCI QUART, V33, P345 LORENZONI G, 1999, STRATEGIC MANAGE J, V20, P317 MADHAVAN R, 1998, STRATEGIC MANAGE J, V19, P439 MARSILI M, 2004, P NATL ACAD SCI USA, V101, P1439 MEYER AD, 1990, STRATEGIC MANAGE J, V11, P93 MITCHELL W, 1996, STRATEGIC MANAGE J, V17, P169 MIZRUCHI MS, 1996, ANNU REV SOCIOL, V22, P271 OERLEMANS LAG, 2005, REGIONAL STUDIES, V39 OLIVER AL, 1998, ORGAN STUD, V19, P549 OLIVER C, 1990, ACAD MANAGE REV, V15, P241 PARK SH, 1996, MANAGE SCI, V42, P875 PIORE MJ, 1984, 2 IND DIVIDE POWELL WW, 1996, ADMIN SCI QUART, V41, P116 PROVAN KG, 1995, ADMIN SCI QUART, V40, P1 ROSENKOPF L, 2001, ADMIN SCI QUART, V46, P748 SINGH K, 1996, STRATEGIC MANAGE J, V17, P99 SOH PH, 2003, RES POLICY, V32, P1569 STORMS E, 1991, FUSION TECHNOL, V20, P433 STUART TE, 1998, ADMIN SCI QUART, V43, P668 TSAI WP, 2000, STRATEGIC MANAGE J, V21, P925 VANDEVEN AH, 1984, ADMIN SCI QUART, V29, P598 NR 48 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAY PY 2006 VL 73 IS 4 BP 390 EP 404 PG 15 SC Business; Planning & Development GA 033BN UT ISI:000236821400005 ER PT J AU Wei, YM Liang, QM Fan, Y Okada, N Tsai, HT TI A scenario analysis of energy requirements and energy intensity for China's rapidly developing society in the year 2020 SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE energy requirement; energy intensity; input-output model; scenario analysis ID OECD-COUNTRIES; DEMAND; EMISSIONS AB Both energy requirements and energy intensity are crucial to the development of a society. This article uses an input-output model to assess how social and economic changes will affect energy requirements and energy intensity for China's rapidly developing society. According to the proposed input-output model, six scenarios were sequentially developed by introducing major impact factors, such as technological advancement, population, income, and urbanization, in order to project China's energy requirements. Based on 1997 data, the impact of economic and social changes on China's energy requirements in 2010 and 2020 were quantitatively analyzed. The results show that technological advancement has the strongest impact on energy intensity. Based on these findings, some related conclusions and corresponding policy recommendations are proposed. (c) 2005 Elsevier Inc. All rights reserved. C1 Chinese Acad Sci, Inst Policy & Management, Beijing 100080, Peoples R China. Kyoto Univ, Kyoto 6110011, Japan. Natl Sun Yat Sen Univ, Kaohsiung 80424, Taiwan. RP Wei, YM, Chinese Acad Sci, Inst Policy & Management, Beijing 100080, Peoples R China. EM ymwei@mail.casipm.ac.cn CR *CHIN AC SOC SCI, 2002, I SOC, P1 *CHIN EC INF NETW, 2001, NETWORK EC, P10 *NAT BUR STAT DEP, 1999, P R CHIN INP OUTP TA *STAT NAT POW NETW, 2002, NEWL POW IND WORLD ALCANTARA V, 2004, ENERG POLICY, V32, P177 CHRISTODOULAKIS NM, 2000, ENERG ECON, V22, P395 DONG CZ, 2000, INPUT OUTPUR ANAL, P372 EDIGER VS, 2002, ENERG CONVERS MANAGE, V43, P473 FARLA JCM, 2000, ENERGY, V25, P609 HAAS R, 1998, ENERG ECON, V20, P421 HUBACEK K, 2001, STRUCTURAL CHANGE EC, V12, P367 MACRI DM, 2001, TECHNOVATION, V21, P1 MILLER RE, 1985, INPUT OUTPUT ANAL FD PERSAUD AJ, 2001, ENERG POLICY, V29, P303 SILBERGLITT R, 2003, TECHNOL FORECAST SOC, V70, P297 SUN JW, 2002, ENERG POLICY, V30, P631 SUN JW, 2003, ENERG POLICY, V31, P519 TIWARI P, 2000, ENERG POLICY, V28, P771 WEBER C, 2000, ENERG POLICY, V28, P549 WILTING HC, 1998, ENERGY, V23, P815 NR 20 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAY PY 2006 VL 73 IS 4 BP 405 EP 421 PG 17 SC Business; Planning & Development GA 033BN UT ISI:000236821400006 ER PT J AU Lin, JT Wang, FK Lo, SL Hsu, WT Wang, YT TI Analysis of the supply and demand in the TFT-LCD market SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE supply; demand; TFT-LCD; transfer function model ID TECHNOLOGY; DISPLAYS; CHAIN AB A methodology for the analysis of the supply and demand in the Thin-Film Transitor (TFT)-liquid crystal display (LCD) market in 2004 is proposed. The quarterly history supply and demand data are collected from 63 factories in Taiwan, Korea, Japan, and China during 2000-2003. This method takes into the account supply, demand, and differences between supply/demand. For the supply, a heuristic approach is used to forecast the future supply. For the demand, a transfer function model is used to forecast the future demand. The difference analysis of the supply and demand shows that it can predict whether or not there appears to be a shortage in the market of 2004. In addition, three important managerial implications such as pricing strategy, product-mix decision, and customer's priority are discussed in this paper. (c) 2004 Elsevier Inc. All rights reserved. C1 Natl Taiwan Univ Sci & Technol, Dept Management, Taipei 106, Taiwan. Natl Tsing Hua Univ, Dept Ind Engn & Engn Management, Hsinchu 300, Taiwan. AU Optron Corp, Desktop Display Business Unit, Mkt Div, Hsinchu 300, Taiwan. RP Wang, FK, Natl Taiwan Univ Sci & Technol, Dept Management, 43 Keelung Rd,Sec 4, Taipei 106, Taiwan. EM fukwun@mail.ntust.edu.tw CR *AUT FOR SYST, 2002, AUT VERS 5 0 BOX GP, 1994, TIME SERIES ANAL FOR CHAN FTS, 2004, INT J PROD RES, V42, P1 CHUNG K, 2002, P IEEE IEDM, P385 JANG J, 2002, P IEEE, V90, P501 KAWAMOTO H, 2002, P IEEE, V90, P460 MENTLEY DE, 2002, P IEEE, V90, P453 ZHAO XD, 2001, INT J PROD RES, V39, P3923 NR 8 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAY PY 2006 VL 73 IS 4 BP 422 EP 435 PG 14 SC Business; Planning & Development GA 033BN UT ISI:000236821400007 ER PT J AU Wu, SY Hung, SC Lin, BW TI Agile strategy adaptation in semiconductor wafer foundries: An example from Taiwan SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE semiconductor; wafer foundry; industry evolution; TSMC; UMC ID INDUSTRY STRUCTURE AB The purpose of this paper is to discuss and examine how two Taiwanese firms-TSMC and UMC-who compete in the highly dynamic global semiconductor industry, are able to use their unique strategies to create a new wafer foundry sector. The birth of foundry business gave rise to the vertical disintegration of the IC industry. As the foundry industry evolved along its life cycle of embryonic, growth to shake-out stage, the focus of the foundry business migrated from manufacturing-centric to technology-centric and now to customer-centric. Various strategies were adopted at each stage by the incumbents to cope with the changes in the industry environment to sustain business growth. (c) 2005 Elsevier Inc. All rights reserved. C1 Natl Tsing Hua Univ, Inst Technol Management, Hsinchu, Taiwan. RP Hung, SC, Natl Tsing Hua Univ, Inst Technol Management, 101,Sec 2,Kuang Fu Rd, Hsinchu, Taiwan. EM schung@mx.nthu.edu.tw CR 2000, ASIAMONEY TSMC STRET, V11, P12 CHANG PL, 1998, IEEE T ENG MANAGE, V45, P349 CLENDENIN M, 2002, EEE TIMES 0730 EDQUIST C, 2004, OXFORD HDB INNOVATIO FLENNERY R, 2000, WALL STREET J 0110, P17 HOU C, 1993, NATL INNOVATION SYST LANGLOIS RN, 2000, STRATEGIC MANAGE J, V21, P1163 LINDEN G, 2003, IND CORP CHANGE, V12, P545 LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT MACHER JT, 2004, ADV STRAT M, V21, P317 MATHEWS JA, 1997, CALIF MANAGE REV, V39, P26 PORTER ME, 1996, HARVARD BUS REV, V74, P61 SAXENIAN AL, 1994, REGIONAL ADV CULTURE TUNG AC, 2001, REV DEV EC, V5, P266 WATANABE M, 1984, IEEE T ELECTRON DEV, V31, P1562 NR 15 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAY PY 2006 VL 73 IS 4 BP 436 EP 451 PG 16 SC Business; Planning & Development GA 033BN UT ISI:000236821400008 ER PT J AU Chen, CJ Wu, HL Lin, BW TI Evaluating the development of high-tech industries: Taiwan's science park SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE science park; high-tech industry; DEA; Malmquist indices; technical efficiency; scale efficiency ID DATA ENVELOPMENT ANALYSIS; BANK BRANCHES; EFFICIENCY; DEA; TECHNOLOGY; PERFORMANCE; INNOVATION; STRATEGY AB Science park has been widely recognized for its importance to the development of high-tech industries. However, as the space availability is limited, selection of firms with better efficiency and/or growth potential in specific high-tech industries to get into the science parks has become a critical issue for the Taiwan government. Accordingly, this study applies Data Envelopment Analysis (DEA), a multiple inputs-multiple outputs evaluation method, to analyze the comparative performances of the six high-tech industries currently developed at Taiwan's Hsinchu Science Park. Malmquist indices of productivity change are also used to analyze the growth potentials of the six high-tech industries. In addition, individual output/input ratio analysis is done to examine the differences on individual productivity items between the efficient and inefficient industries. The results of these analyses provide some policy implications for Taiwan and other countries facing the similar problems. (c) 2005 Elsevier Inc. All rights reserved. C1 Natl Cheng Kung Univ, Grad Inst Business Adm, Tainan, Taiwan. Natl Tsing Hua Univ, Inst Technol Management, Hsinchu, Taiwan. RP Chen, CJ, Natl Cheng Kung Univ, Grad Inst Business Adm, 1,Ta Hsueh Rd, Tainan, Taiwan. EM chungjen@mail.ncku.edu.tw hlwu@mail.ncku.edu.tw bwlin@mx.nthu.edu.tw CR *ITIS, 2001, YB SEM IND AVKIRAN NK, 2001, SOCIOECONOMIC PLANNI, V35, P57 BANKER RD, 1984, MANAGE SCI, V30, P1078 CASTELLS P, 1994, TECHNOPOLES WORLD MA CHAMES A, 1978, EUR J OPER RES, V2, P429 CHANG HH, 1998, OMEGA-INT J MANAGE S, V26, P307 CHEN CJ, 2004, INFORM MANAGE-AMSTER, V41, P839 COOPER WW, 1995, SOCIO ECON PLAN SCI, V29, P85 FARE R, 1994, PROD FRONTIERS FARRELL MJ, 1957, J ROYAL STATISTICA A, V120, P253 GOLANY B, 1989, OMEGA-INT J MANAGE S, V17, P237 HSU CW, 2001, TECHNOVATION, V21, P123 KOZMETSKY G, 1998, OMEGA-INT J MANAGE S, V26, P153 LIU SJ, 1998, IEEE T ENG MANAGE, V45, P296 MARTIC M, 2001, EUR J OPER RES, V132, P343 ORAL M, 1990, EUR J OPER RES, V46, P282 PARKAN C, 1987, ENG COST PROD ECON, V12, P237 PHILLIMORE J, 1999, TECHNOVATION, V19, P673 ROBERTS R, 1998, RES POLICY, V27, P159 STOREY DJ, 1998, RES POLICY, V26, P1037 YEH QJ, 1996, J OPER RES SOC, V47, P980 YUNOS JM, 1997, ENERG ECON, V19, P255 NR 22 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAY PY 2006 VL 73 IS 4 BP 452 EP 465 PG 14 SC Business; Planning & Development GA 033BN UT ISI:000236821400009 ER PT J AU Glenn, JC TI Nanotechnology: Future military environmental health considerations SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE nanotechnology; future; environment; health; military AB Lux Research estimates that more than $8.6 billion will be spent in 2005 on nanotechnology R&D worldwide and that the majority of funds are shifting from basic research to the development of applications. Little is known about the environmental and health risks of manufactured nanomaterials. In 2003 the European Union funded the NANOSAFT project to assess the technology's environmental and health risks. In July 2003 the US Environmental Protection Agency invited proposals to study environmental and health impacts of nanotechnology. The U.S. government has budgeted $39 million in 2006 for studies of environmental, health, and safety impacts of nanotechnology. The military is a major force in nanotechnology R & D; hence, it can play a key role in understanding and managing nanotechnology risks. As a result, the Millennium Project conducted a two-round Delphi to identify and rate important forms of nanotechnology-related environmental pollution and health hazards that could result from any military activities and to suggest military research that might reduce these problems. The full report is available in the CD Chapter 5 attached to the 2005 State of the Future report. An expert panel on these issues was asked its judgments on the full range of nanotechnologies of the present and future-from nanobulk-process nano (simple structures) and top-down nano (low-volume production) to nano-built nano (high-volume, low-cost, complex high-performance components and even whole products). (c) 2005 American Council for the United Nations University. Published by Elsevier Ltd/B.V./Inc. All rights reserved. C1 United Nations Univ, Amer Council, Washington, DC 20016 USA. RP Glenn, JC, United Nations Univ, Amer Council, 4421 Garrison St NW, Washington, DC 20016 USA. EM jglenn@igc.org CR GORDON TJ, 2003, DELPHI METHOD FUTURE NR 1 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD FEB PY 2006 VL 73 IS 2 BP 128 EP 137 PG 10 SC Business; Planning & Development GA 019TN UT ISI:000235859700006 ER PT J AU Marz, S Friedrich-Nishio, M Grupp, H TI Knowledge transfer in an innovation simulation model SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE innovation processes; evolutionary simulation model; market performance; knowledge transfer AB To understand the development of innovation processes in these knowledge-driven economics, one needs to focus on underlying processes of creating and sharing new knowledge. In this paper, an evolutionary simulation model is used to achieve some insights into these innovation processes. The model is based on the one hand on rules about market performance, investments and R&D strategies, and on the other hand on a model concerning knowledge creation (the ability of firms to create knowledge through intramural R&D efforts and the ability to discover and absorb new developments from basic academic research and competitors) and knowledge transfer based on an exponentionally expanding pool of (not necessarily new) knowledge of innovations in the own sector, but also from external sources. It is demonstrated that the imitative firm can be economically more successful but this strategy may prove to be superior only after a long time span. (c) 2005 Elsevier Inc. All rights reserved. C1 Univ Karlsruhe, Inst Econ Policy Res IWW, Karlsruhe, Germany. Fraunhofer Inst Syst & Innovat Res ISI, Karlsruhe, Germany. EM Sven.Maerz@siemens.com grupp@iww.uni-karlsruhe.de CR COHEN WM, 1990, ADMIN SCI QUART, V35, P128 FAGIOLO G, 2003, STRUCT CHANGE EC ANA, V14, P237 GHOSHAL S, 2005, ACAD MANAG LEARN EDU, V4, P75 GRUPP H, 1998, FDN EC INNOVATION TH HULLMANN A, 2001, INT WISSENSTRANSFER MALERBA F, 1999, IND CORP CHANGE, V8, P3 MARCH JG, 1991, ORGAN SCI, V2, P1 MARCH JG, 1991, ORGAN SCI, V2, P71 MARZ S, 2003, THESIS KARLSRUHE U NELSON R, 1982, EVOLUTIONARY THEORY NONAKA I, 1997, ORG WISSENS NOOTEBOOM B, 1999, INTERFIRM ALLIANCES NOOTEBOOM B, 2000, J MANAGEMENT GOVERNA, V4, P69 NOOTEBOOM B, 2000, LEARNING INNOVATION PELI G, 1997, COMPUTATIONAL MATH O, V3, P43 NR 15 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD FEB PY 2006 VL 73 IS 2 BP 138 EP 152 PG 15 SC Business; Planning & Development GA 019TN UT ISI:000235859700007 ER PT J AU LePoire, DJ TI Logistic analysis of recent environmental interest SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE logistic; environment; history AB Progress in some fields has been shown to occur through a sequence of high-activity periods that often exhibit logistic growth patterns. Previously, this was demonstrated for local environmental issues during the U.S. Progressive Era through an analysis of environmental (aerial and water-borne) diseases. Later (1970s and 1980s), logistic growth trends in interest (articles and legislation) in national environmental concerns was demonstrated. Recently, environmental attention has included global issues resulting in several international environmental treaties that attempt to address the concerns. Logistic analysis is applied to the recent trends of interest in international environmental issues. This interest is measured at many levels: popular magazine articles, popular books, research-oriented books, and international treaties. There are indications that the elevated level of international environmental interest might have passed the midpoint, in the 1990s, of a 5-decade period. This recent period is compared with previously identified periods concerning local and national environmental issues. Possible reasons for the trends include the recent increasing rate and scope of technological development and the related, perhaps delayed social response. Potential future trends might indicate the relative rate of technological development and social resolution of its impacts. A possible leading indicator is the business and governance response to new technologies, like nanotechnology, which might be responsibly developed to mitigate previous environmental issues without introducing new unintended environmental consequences. (c) 2005 Elsevier Inc. All rights reserved. C1 Argonne Natl Lab, Environm Assessment Div, Argonne, IL 60439 USA. RP LePoire, DJ, Argonne Natl Lab, Environm Assessment Div, 9700 S Cass Ave, Argonne, IL 60439 USA. EM dlepoire@anl.gov CR 2001, ECONOMIST 0927 *BRUNDTL COMM, 1987, OUR COMM FUT *INT RISK GOV COUN, 2002, PROP *UNFF, 2004, FACT SHEET AUSUBEL JH, 2001, TECHNOL SOC, V23, P131 BARRINGER F, 2004, NY TIMES 0914 BOLCH B, 1993, APOCALYPSE NOT SCI E CALDWELL LK, 1998, NATL ENV POLICY ACT CRAWFORDBROWN D, 2004, RISK ANAL, V24 FLAGEN R, 2004, IWGN WORKSH REP SEPT HEABERLIN SW, 2004, CASE NUCL GEN ELECT HEILBRONER RL, 1991, INQUIRY HUMAN PROSPE LINSTONE HA, 1996, TECHNOL FORECAST SOC, V51, P195 LOMBORG B, 2001, SKEPTICAL ENV MARCHETTI C, 1980, TECHNOLOGICAL FORECA, V18, P2004 MARCHETTI C, 1990, 12675 EN EUR COMM EU MEADOWS DH, 1972, LIMITS GROWTH NEUZIL M, 1996, MASS MEDIA ENV CONFL PAEHLKE R, 1997, ENV CANADIAN SOC, P251 PONTING C, 1991, GREEN HIST WORLD REES M, 2003, OUR FINAL HOUR RIFKIN J, 2004, EUROPEAN DREAM ROBERTSON JD, 1919, GEN CHRONOLOGICAL SU WOODBRIDGE R, 2004, NEXT WORLD WAR TRIBE NR 24 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD FEB PY 2006 VL 73 IS 2 BP 153 EP 167 PG 15 SC Business; Planning & Development GA 019TN UT ISI:000235859700008 ER PT J AU Lin, BW Li, PC Chen, JS TI Social capital, capabilities, and entrepreneurial strategies: a study of Taiwanese high-tech new ventures SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE entrepreneurship; social capital; capabilities; entrepreneurial strategies ID PERFORMANCE; MODEL; ENVIRONMENT; INNOVATION; RESOURCES; FRAMEWORK; NETWORKS; CREATION; GROWTH; FIELD AB This paper examines the effects of social capital, entrepreneurs' capabilities and entrepreneurial strategies on the performance of technology-based new ventures. Using concepts derived from the entrepreneurship and strategy management literatures, we identify three categories of factors and develop corresponding hypotheses. Using a sample of 125 Taiwanese high-tech new ventures to test these hypotheses, we find that entrepreneurs' management experience may not be an advantage for high-tech new ventures. The six Stevenson entrepreneurial strategies can have different effects on the performance of new ventures, whereas social capital actually moderates the effects of entrepreneurial strategies and resources on the performance. High-tech entrepreneurship is a complex phenomenon with a wide range of factors, including societal contexts, entrepreneurial strategies and entrepreneurs' capabilities; and these factors interact with each other. There is no single route to entrepreneurial success or failure: successful entrepreneurs are those who can adjust their entrepreneurial strategies according to their social capital and capabilities. (c) 2004 Elsevier Inc. All rights reserved. C1 Natl Tsing Hua Univ, Inst Technol Management, Hsinchu 30013, Taiwan. Yuan Ze Univ, Dept Business Adm, Chungli, Taiwan. RP Lin, BW, Natl Tsing Hua Univ, Inst Technol Management, 101,Sec 2,Kuan Fu Rd, Hsinchu 30013, Taiwan. EM bwlin@mx.nthu.edu.tw pochien@saturn.yzu.edu.tw jcchen@saturn.yzu.edu.tw CR ABDNOR J, 1988, J SMALL BUS MANAGE, V26, P1 ABETTI P, 1992, INT J TECHNOL MANAGE, V7, P129 ABRAHAMSON E, 2001, ENTREPRENEURSHIP DYN ADLER PS, 2002, ACAD MANAGE REV, V27, P17 ALVAREZ SA, 2001, J MANAGE, V27, P755 BAUM JR, 2001, ACAD MANAGE J, V44, P292 BOUCHIKHI H, 1993, ORGAN STUD, V14, P549 BROWN TE, 2001, STRATEGIC MANAGE J, V22, P953 BURT RS, 1992, STRUCTURAL HOLES COHEN SS, 2000, UNDERSTANDING SILICO COLEMAN JS, 1988, AM J SOCIOL, V94, P95 DAVIS D, 1991, J ACADEMY MARKETING, V19, P43 DINTENFASS M, 1997, AM HIST REV, V102, P105 DUBINI P, 1991, J BUS VENTURING, V6, P305 ELNAMAKI MSS, 1990, LONG RANGE PLANN, V23, P78 ENTRIALGO M, 2001, SMALL BUS ECON, V16, P223 GARTNER WB, 1985, ACAD MANAGE REV, V10, P696 GRANOVETTER M, 2000, ENTREPRENEURSHIP HITT MA, 2002, J LEADERSHIP ORG STU, V9, P3 HITT MA, 2002, STRATEGIC ENTREPRENE, P129 HOUSE B, 2000, W J BLACK STUD, V24, P183 HUNT JG, 1988, J MANAGMENT J, V7, P61 IBRAHIM AB, 1986, AM J SMALL BUSINESS, V11, P41 JACOBS J, 1961, DEATH LIFE GREAT AM JARILLO JC, 1989, J BUS VENTURING, V4, P133 JOHANNISSON B, 1987, INT STUDIES MANAGEME, V17, P49 JONESEVANS D, 1996, INT SMALL BUS J, V14, P15 KOLVEREID L, 1994, INT SMALL BUSINESS J, V12, P14 LERNER M, 2001, J BUS VENTURING, V16, P77 LIPPARINI A, 1994, J BUS VENTURING, V9, P125 LYONS TS, 2002, J DEV ENTREPRENEURSH, V7, P193 MORRIS MH, 1993, J MANAGE, V19, P595 MOSAKOWSKI E, 1998, ORGAN SCI, V9, P625 NAMAN JL, 1993, STRATEGIC MANAGE J, V14, P137 PRUSAK L, 2001, HARVARD BUS REV, V79, P86 RIPSAS S, 1998, SMALL BUS ECON, V10, P103 SHANE S, 2000, ACAD MANAGE REV, V25, P217 SHANE S, 2001, ACAD MANAGE REV, V26, P13 SHANE S, 2002, MANAGE SCI, V48, P154 SMALLBONE D, 2001, SMALL BUS ECON, V16, P249 STEARNS TM, 1996, J BUS RES, V36, P1 STEINER SH, 2001, MED DECIS MAKING, V21, P163 STEVENSON H, 1983, 9384131 HARV BUS SCH STEVENSON HH, 1985, HARVARD BUS REV, V63, P85 SWEDBERG R, 2000, ENTREPRENEURSHIP VANDEVEN AH, 1993, J BUSINESS VENTURING, V8, P211 VENKATARAMAN S, 1990, J BUS VENTURING, V5, P277 WOO CY, 1994, J MANAGE STUD, V31, P507 NR 48 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD FEB PY 2006 VL 73 IS 2 BP 168 EP 181 PG 14 SC Business; Planning & Development GA 019TN UT ISI:000235859700009 ER PT J AU Ilonen, J Kamarainen, JK Puumalainen, K Sundqvist, S Kalvianen, H TI Toward automatic forecasts for diffusion of innovations SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE innovation; diffusion; forecast; self-organizing map (SOM); neural networks; clustering ID MULTINATIONAL DIFFUSION; CONSUMER DURABLES; PRODUCT GROWTH; TECHNOLOGICAL SUBSTITUTION; MOBILE TELECOMMUNICATIONS; EUROPEAN-UNION; MODELS; ADOPTION; COUNTRIES; PATTERNS AB The paper presents an automated framework for forecasting the diffusion of innovations. The framework utilizes existing diffusion information from any market areas or similar products introduced to the markets earlier. The existing data, be it little, enormous, or not present at all, defines a corresponding decision path in the model, and following the path generates a forecast by maximizing the available information. An information-processing technique called a self-organizing map, SOM, was used to generate a map of the economic, technological and social market characteristics that have been found to affect diffusion. This map is used as a basis for finding suitable analogies for predicting the diffusion of an innovation in a specific market. The framework is applied in the context of predicting the diffusion of cellular subscriptions and Internet use worldwide and, separately, in the European Union, including the new member states. In the experiments the model yielded significantly better results than a regression using the Bass model. The method allows analysts to concentrate on more qualitative issues and the system to perform complicated computing operations. Furthermore, the system is self-refining since its accuracy continuously improves when new and more up-to-date information is added to the database. The proposed framework and methods aim to move present theory toward more practical and automatic prediction tools for company analysts and diffusion researchers. (c) 2004 Elsevier Inc. All rights reserved. C1 Lappeenranta Univ Technol, Telecom Business Res Ctr, Dept Informat Technol, FI-53851 Lappeenranta, Finland. Lappeenranta Univ Technol, Telecom Business Res Ctr, Dept Business Adm, FI-53851 Lappeenranta, Finland. RP Kamarainen, JK, Lappeenranta Univ Technol, Telecom Business Res Ctr, Dept Informat Technol, POB 20, FI-53851 Lappeenranta, Finland. EM Jarmo.Ilonen@lut.fi Joni.Kamarainen@lut.fi Kaisu.Puumalainen@lut.fi Sanna.Sundqvist@lut.fi Heikki.Kalvianen@lut.fi CR HUMAN DEV REPORT 200 AGARWAL M, 2002, INT J FORECASTING, V18, P487 ANTONELLI C, 1993, J ECON BEHAV ORGAN, V20, P227 BASS FM, 1969, MANAGE SCI, V15, P215 BASS FM, 1993, J MARKETING RES, V30, P1 BAYUS BL, 1994, J PROD INNOVAT MANAG, V11, P300 CHATFIELD C, 1986, INT J FORECASTING, V2, P401 DEKIMPE MG, 1998, TECHNOL FORECAST SOC, V57, P105 DEKIMPE MG, 2000, J MARKETING RES, V37, P47 DEKIMPE MG, 2000, TECHNOL FORECAST SOC, V63, P25 EASINGWOOD CJ, 1983, MARKET SCI, V2, P273 ELIASHBERG J, 1996, MODELING LEADLAG PHE FILDES R, 1994, J OPER RES SOC, V45, P1 GANESH J, 1996, J ACAD MARKET SCI, V24, P328 GANESH J, 1997, J ACAD MARKET SCI, V25, P214 GANESH J, 1998, J INT MARKETING, V6, P32 GATIGNON H, 1985, J CONSUM RES, V11, P849 GATIGNON H, 1989, MARKET SCI, V8, P231 GRUBER H, 2001, EUR ECON REV, V45, P577 GRUBER H, 2001, INT J IND ORGAN, V19, P1189 HARWEY N, 2001, PRINCIPLES FORECASTI HEELER RM, 1980, MANAGE SCI, V26, P1007 HELSEN K, 1993, J MARKETING, V57, P60 ILONEN J, 2003, THESIS LAPPEENRANTA JAIN D, 1995, UNPUB CULTURAL INFLU KANG B, 1996, ETRI J, V18, P87 KOHONEN T, 1990, P IEEE, V78, P1464 KOHONEN T, 1995, SPRINGER SERIES INFO KUMAR V, 1998, J PROD INNOVAT MANAG, V15, P255 LAWRENCE K, 1981, APPL DIFFUSION MODEL LAWRENCE M, 2000, INT J FORECASTING, V16, P147 LILIEN G, 2000, NEW PRODUCT DIFFUSIO MAHAJAN V, 1979, J MARKETING, V43, P55 MAHAJAN V, 1979, TECHNOLOGICAL FORECA, V14, P231 MAHAJAN V, 1986, TECHNOL FORECAST SOC, V30, P331 MAHAJAN V, 1990, J MARKETING, V54, P1 MAHAJAN V, 1994, TECHNOL FORECAST SOC, V45, P221 MAHAJAN V, 2000, INT SERIES QUANTITAT MARTINO JP, 2003, TECHNOL FORECAST SOC, V70, P719 OZER M, 1999, J PROD INNOVAT MANAG, V16, P77 PARKER PM, 1994, INT J FORECASTING, V10, P353 PETERSON R, 1978, RES MARKETING PUTSIS W, 1979, MARK SCI, V16, P354 PUUMALAINEN K, 2002, P GLOB BUS TECHN ASS, P615 PUUMALAINEN K, 2002, THESIS LAPPEENRANTA SANDERS NR, 1994, INTERFACES, V24, P92 SANDERS NR, 2003, INTERFACES, V33, P90 SCHMITTLEIN D, 1982, MARKET SCI, V1, P57 SRINIVASAN V, 1986, MARKET SCI, V5, P169 STEWART TR, 2001, PRINCIPLES FORECASTI, P81 SULTAN F, 1990, J MARKETING RES, V27, P70 SUNDQVIST S, 2005, J BUS RES, V58, P107 TAKADA H, 1991, J MARKETING, V55, P48 TALUKDAR D, 2002, MARKET SCI, V21, P97 TASHMAN L, 2001, DIFFUSION FORECASTIN TASHMAN LJ, 1991, INT J FORECASTING, V7, P209 TELLIS GJ, 2003, MARKET SCI, V22, P188 THOMAS RJ, 1985, J PROD INNOVAT MANAG, V2, P45 URBAN GL, 1996, J MARKETING, V60, P47 WONG BK, 1994, EXPERT SYST, V12 WONG BK, 1998, INFORM MANAGE, V34, P129 WRIGHT M, 1997, MARKETING B, V8, P15 NR 62 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD FEB PY 2006 VL 73 IS 2 BP 182 EP 198 PG 17 SC Business; Planning & Development GA 019TN UT ISI:000235859700010 ER PT J AU Chang, YC Chen, MH Hua, MS Yang, PY TI Managing academic innovation in Taiwan: Towards a 'scientific-economic' framework SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE higher education institution; academic innovation; patenting and licensing; university-industry partnership; firm incubation ID UNIVERSITY TECHNOLOGY-TRANSFER; BAYH-DOLE ACT; INTELLECTUAL PROPERTY; START-UPS; GROWTH; ENTREPRENEURSHIP; COMMUNITIES; INVENTIONS; ECOLOGY; FIRMS AB Since the passage of the Science and Technology Basic Law in 1999, Taiwanese universities have taken a more "scientific-economic" approach to protect and commercialize their research. This research mainly examines innovation activities such as patenting, licensing, and incubated startups in the context of Taiwanese higher education institutions (HEIs). The "scientific-economic" framework used to analyze the strategic aspects influencing these academic innovations includes (1) intellectual property managerial capabilities, (2) the strength of external industrial partnerships, (3) the university entrepreneurial orientation, and (4) government research policy. Four hypotheses were developed. Data were collected via a questionnaire with all 122 HEIs in Taiwan surveyed. The research reveals that the aspects of intellectual property managerial capability, HEI-industry partnerships, and academic entrepreneurial orientation are useful to distinguish the university's innovation performance on patent grants, licensing incomes, and firm incubation. Also, government support on research plays a moderating role in academic innovation. Managerial and policy implications for managing innovation effectively in universities were drawn. (c) 2005 Elsevier Inc. All rights reserved. C1 Natl Tsing Hua Univ, Inst Technol Management, Hsinchu 300, Taiwan. Natl Chung Hsing Univ, Grad Inst Technol & Innovat Management, Taichung 402, Taiwan. Natl Chi Nan Univ, Dept Int Business Studies, Puli 545, Nantou, Taiwan. Cent Taiwan Univ Sci & Technol, Int Business Dept, Taichung 406, Taiwan. RP Chang, YC, Natl Tsing Hua Univ, Inst Technol Management, 101,Sec 2,Kuang Fu Rd, Hsinchu 300, Taiwan. EM yucchang@mx.nthu.edu.tw CR *NSF, 1999, SCI TECHN IND BEATH J, 2003, INT J IND ORGAN, V21, P1301 BORDT M, 1999, SURVEY INTELLECTUAL COX D, 1999, GOVT LAB TRANSITION DIEZ JR, 2000, EUR PLAN STUD, V8, P451 DIGREGORIO D, 2003, RES POLICY, V32, P209 DRUILHE C, 2001, NEW TECHNOLOGY BASED, P175 DUKE CR, 1995, J PROD BRAND MANAG, V4, P5 ETZKOWITZ H, 1997, U GLOBAL KNOWLEDGE E ETZKOWITZ H, 2003, RES POLICY, V32, P109 FRIEDMAN J, 2003, J TECHNOLOGY TRANSFE, V28, P17 GEUNA A, 1999, EC KNOWLEDGE PRODUCT GIBBONS M, 1994, NEW PRODUCTION KNOW HACKETT EJ, 2001, DEGREES COMPROMISE I HARVEY K, 1996, INNOVATION INTELLECT HOWELLS J, 1998, IND ACAD LINKS UK HOWELLS J, 1999, TECHNOL ANAL STRATEG, V11, P17 HSU PH, 2003, R&D MANAGE, V33, P79 HUNT CS, 1998, RES ORGAN BEHAV, V20, P267 JENSEN R, 2001, AM ECON REV, V91, P240 JENSEN RA, 2003, INT J IND ORGAN, V21, P1271 KLOFSTEN M, 1999, VENTURE CAPITAL INT, V1, P83 LEHRER M, 2004, CALIF MANAGE REV, V46, P55 LINK AN, 2003, INT J IND ORGAN, V21, P1217 MARTIN S, 2000, RES POLICY, V29, P437 MCKELVEY MD, 1997, U GLOBAL KNOWLEDGE E MOWERY DC, 2001, RES POLICY, V30, P99 OTALA I, 1994, J EUR IND TRAIN, V18, P13 PODOLNY JM, 1995, AM J SOCIOL, V100, P1224 SANTOS FM, 2003, TECHNOL FORECAST SOC, V70, P687 SANZMENENDEZ L, 2003, RES POLICY, V32, P209 SHANE S, 2002, J BUS VENTURING, V17, P537 SHANE S, 2002, MANAGE SCI, V48, P154 SHANE S, 2004, J BUS VENTURING, V19, P127 SHANE SA, 2004, ACAD ENTREPRENEURSHI SIEGEL DS, 2003, RES POLICY, V32, P27 STORCK J, 2000, SLOAN MANAGE REV, V41, P63 SUNG TK, 2003, TECHNOL FORECAST SOC, V70, P449 THURSBY JG, 2001, J TECHNOLOGY TRANSFE, V26, P59 THURSBY JG, 2002, MANAGE SCI, V48, P90 THURSBY JG, 2002, RES POLICY, V31, P109 NR 41 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD FEB PY 2006 VL 73 IS 2 BP 199 EP 213 PG 15 SC Business; Planning & Development GA 019TN UT ISI:000235859700011 ER PT J AU Genus, A TI Rethinking constructive technology assessment as democratic, reflective, discourse SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE constructive technology assessment; democratic technology; risk society; reflection; discourse AB This paper conceives technology assessment potentially to be a constructively democratic, reflective and discursive process. The paper reviews selected literature focusing on the notion and practice of constructive technology assessment (CTA). CTA aims to produce better technology in a better society, and emphasises the early involvement of a broad array of actors to facilitate social learning about technology and potential impacts. The paper presents a new perspective of CTA based on a discussion of contiguous research on the social implications and control of technology, reflexivity and reflection in the 'risk society' (Beck), and on public understanding and participation in science and technology. The paper concludes that the future development of CTA is well served by improved articulation or revision of core elements of the approach, for example by emphasising a concern for interaction and socio-technical criticism based on democratic principles. In addition, to conceive of CTA as a discursive activity may facilitate the analysis of the limitations in practice on the role of non-experts participating in technology assessment and the capacity for self-reflection of all actors. (c) 2005 Elsevier Inc. All rights reserved. C1 Univ Newcastle Upon Tyne, Sch Business, Newcastle Upon Tyne NE1 7RU, Tyne & Wear, England. RP Genus, A, Univ Newcastle Upon Tyne, Sch Business, 2nd Floor Armstrong Bldg, Newcastle Upon Tyne NE1 7RU, Tyne & Wear, England. EM audley.genus@ncl.ac.uk CR *EUR COMM, 2000, EUROPTA PART METH TE ALADJEM TK, 1995, HIST EUR IDEA, V20, P909 ANDERSEN I, 1999, SCI PUBL POLICY, V26, P331 BACHRACH P, 1962, AM POLIT SCI REV, V56, P947 BANTHIEN H, 2003, GOVERNANCE EUROPEAN BECK U, 1992, RISK SOC NEW MODERNI BECK U, 1994, REFLEXIVE MODERNISAT BECK U, 1995, ECOLOGICAL POLITICS BECK U, 1996, RISK ENV MODERNITY N BECK U, 1999, WORLD RISK SOC BENTON L, 1999, ENV DISCOURSE PRACTI CALLON M, 1995, MANAGING TECHNOLOGY COLLINGRIDGE D, 1980, SOCIAL CONTROL TECHN COLLINGRIDGE D, 1992, MANAGEMENT SCALE COLLINGRIDGE D, 1994, TECHNOL FORECAST SOC, V45, P1 CRONBERG T, 1995, PUBLIC PARTICIPATION DURRENBERGER G, 1999, SCI PUBL POLICY, V26, P341 FINNEY C, 1999, SCI PUBL POLICY, V26, P361 FISCHER F, 1999, SCI PUBL POLICY, V26, P294 FIXDAL J, 1997, SCI PUBL POLICY, V24, P366 FOUCAULT M, 1980, POWER KNOWLEDGE SELE GENUS A, 1997, RES POLICY, V26, P169 GENUS A, 2000, DECISIONS TECHNOLOGY GREEN K, 1999, RES POLICY, V28, P777 GRIN J, 1997, 57 RATH I GRUNDAHL J, 1995, PUBLIC PARTICIPATION HORNING G, 1999, SCI PUBL POLICY, V26, P351 JOLY PB, 2001, ASESSING PUBLIC DEBA JORGENSEN U, 1995, MANAGING TECHNOLOGY JOSS S, 1995, PUBLIC PARTICIPATION JOSS S, 1998, SCI PUBL POLICY, V25, P2 JOSS S, 1999, SCI PUBL POLICY, V26, P321 KLUVER L, 1995, PUBLIC PARTICIPATION KNIGHT D, 1991, ORGAN STUD, V12, P252 LEVIDOW L, 1998, TECHNOL SOC, V20, P211 LINDBLOM CE, 1990, INQUIRY CHANGE LINDBLOM CE, 1990, POLICY MAKING PROCES LUKES S, 1974, POWER RADICAL VIEW RIP A, 1986, KNOWLEDGE, V8, P349 RIP A, 1994, EASST NEWSL, V13, P11 RIP A, 1995, MANAGING TECHNOLOGY RIP A, 2001, OECD PROC, P197 RIP A, 2001, SCI PRECAUTION MANAG, V2, P94 RIP A, 2002, COEVOLUTION SCI TECH RIP A, 2002, SHAPING TECHNOLOGY G, P155 ROSENBERG N, 2001, OECD PROC, P7 ROWE G, 2000, SCI TECHNOL HUM VAL, V25, P3 SCHEDLER P, 2001, POLICY POLIT, V29, P337 SCHON DA, 1991, REFLECTIVE PRACTITIO SCHOT J, 1997, TECHNOL FORECAST SOC, V54, P251 SCHOT J, 2001, TECHNOL ANAL STRATEG, V13, P39 SORENSON KH, 2002, SHAPING TECHNOLOGY G THOMPSON S, 2001, POLICY POLIT, V29, P351 WILLIAMS R, 1996, RES POLICY, V25, P865 WINNER L, 1977, AUTONOMOUS TECHNOLOG WYNNE B, 1995, MANAGING TECHNOLOGY NR 56 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JAN PY 2006 VL 73 IS 1 BP 13 EP 26 PG 14 SC Business; Planning & Development GA 001WB UT ISI:000234572300002 ER PT J AU Jakobs, K TI Shaping user-side innovation through standardisation - The example of ICT SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE innovation; standardisation; users; ICT AB This paper looks at the relations that exist between standardisation and user-side innovation in ICT. Some necessary background information are followed by a discussion of how standards and user-side innovations are shaped. A mutual influence between standardisation and innovation can be identified. To avoid the emergence of standards that are beneficial only for a handful of users a co-ordinated representation of users in standards setting is suggested. (c) 2005 Elsevier Inc. All rights reseved. C1 Univ Aachen, Dept Comp Sci, D-52074 Aachen, Germany. RP Jakobs, K, Univ Aachen, Dept Comp Sci, Ahornstr 55, D-52074 Aachen, Germany. EM Kai.Jakobs@i4.informatik.rwth-aachen.de CR ALEXANDER D, 1995, STANDARDS INNOVATION BEGG V, 1993, COMMUN ACM, V36 BESEN FM, 1995, STANDARDS INNOVATION BUCHANAN DA, 1985, ORG BEHAV CARGILL CF, 1989, INFORMATION TECHNOLO CARGILL CF, 1995, STANDARDS POLICY INF COWAN R, 1992, NEW TECHNOLOGIES OUT COZIJNSEN A, 1993, HDB INNOVATION MANAG DANKBAAR B, 1992, NEW TECHNOLOGIES OUT DAVID PA, 1987, EC POLICY TECHNOLOGI DAVID PA, 1995, STANDARDS INNOVATION EGYEDI T, 1996, THESIS EGYEDI TM, 2003, P SIIT 2003 FERNE G, 1995, STANDARDS POLICY INF FLECK J, 1995, SOZIALE OKONOMISCHE FORAY D, 1995, STANDARDS INNOVATION ISAAK J, 1995, STANDARDS POLICY INF JAKOBS K, 1999, P UKAIS 99 UK AC INF JAKOBS K, 2001, IEEE COMMUN MAG, V39 JAKOBS K, 2002, P INT C HIST COMP NE JAKOBS K, 2004, P E CHALLENGES NAEMURA K, 1995, STANDARDS INNOVATION ORLIKOWSKI WJ, 1991, CHANGING FRAMES UNDE, V3368 ORLIKOWSKI WJ, 1994, ACM T INF SYS, V12, P1999 RADA R, 2000, IT STANDARDS STANDAR ROGERS EM, 1995, DIFFUSION INNOVATION SALTER L, 1993, P MULT COMM SCHMIDT SK, 1992, NEW TECHNOLOGIES OUT SPRING MB, 1995, STANDARDS POLICY INF WILLIAMS R, 1992, NEW TECHNOLOGIES OUT WILLIAMS R, 1995, SOCIAL SHAPING INTER WILLIAMS R, 1996, RES POLICY, V25 WILLIAMS R, 1997, SOCIAL SHAPING INFOR NR 33 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JAN PY 2006 VL 73 IS 1 BP 27 EP 40 PG 14 SC Business; Planning & Development GA 001WB UT ISI:000234572300003 ER PT J AU Kent, J Faulkner, A Geesink, I FitzPatrick, D TI Towards governance of human tissue engineered technologies in Europe: Framing the case for a new regulatory regime SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE human tissue engineered technologies; regulation and governance; risk regulation; European Commission ID HUMAN IMPLANT TECHNOLOGIES; INTERNATIONAL HARMONIZATION; HUMAN-GENETICS; POLITICS; INNOVATION; PROGRESS AB The development of human tissue engineered technologies, located in the context of wider debates around the governance of biotechnology, raises important issues. This paper explores these issues by examining theoretical approaches to the regulation of risk, the limits of technical risk assessment and implications of scientific uncertainty in this area. We consider broader social concerns and how these shape contemporary debates relating to the sourcing and use of human tissue-engineered technologies. We examine the emergence of a new regulatory, 'regime' in Europe and the social shaping of a regulatory space between medicinal products, medical devices and biologics where these innovative products may be situated. Reporting on recent policy initiatives and a survey of regulatory authorities in Europe, we analyse the ways in which public trust in these technologies may be engendered, providing insight into public participation in policy debate and relations between industry and the regulatory state at national and European levels. (c) 2005 Elsevier Inc. All rights reserved. C1 Univ W England, Sch Sociol, Fac Humanities Languages & Social Sci, Bristol BS16 1QY, Avon, England. Cardiff Univ, Sch Social Sci, Cardiff, Wales. Univ Coll Dublin, Dept Mech Engn, Dublin 2, Ireland. RP Kent, J, Univ W England, Sch Sociol, Fac Humanities Languages & Social Sci, Bristol BS16 1QY, Avon, England. EM Julie.Kent@uwe.ac.uk CR HUMAN TISSUES CELLS 2000, NAT BIOTECHNOL S, V18 2002, ISOTIS SWISS AUTHORI 2002, WORLD TECHNOLOGY EVA 2004, OFFICIAL J L, V102, P48 *COUNC EUR, 2002, GUID SAF QUAL ASS OR *DEP HLTH, 1989, REV GUID RES US FOET *DEP HLTH, 1997, GUID NOT PROC STOR I *DEP HLTH, 2000, GUID MICR SAF HUM OR *DEP HLTH, 2001, COD PRACT TISS BANKS *DEP HLTH, 2002, DRAFT COD PRACT IMP *DEP HLTH, 2002, HUM BOD HUM CHOIC LA *DEP HLTH, 2003, PROP NEW LEG HUM OR *DG ENT, 2004, PROP HARM REG FRAM H *EU COMM DG ENT, 2002, NEED LEG FRAM HUM TI *EU COMM DG ENT, 2003, RES CONS NEED COMM *EUCOMED, 2003, QUAL SAF HUM TISS CE *EUR, 2003, PRES LUYT F FUERSTL *I PROSP TECHN STU, 2004, 21000 EN EUR *MED DEV AG MDA, 2002, COD PRACT PROD HUM D *MRC, 1989, HUM TISS BIOL SAMPL *SCI COMM MED PROD, 2001, OP STAT ART TISS ENG ABRAHAM J, 2001, HEALTH RISK SOC, V3, P113 ABRAHAM J, 2002, REGULATING MECH EURO ABRAHAM J, 2002, SOC STUD SCI, V32, P337 ABRAHAM J, 2002, SOCIOLOGY, V36, P67 ABRAHAM J, 2003, SOC SCI MED, V57, P195 ALTENSTETTER C, 2001, 29 ECPR JOINT WORKSH BECK U, 1992, RISK SOC NEW MODERNI BOUCHIE A, 2002, NAT BIOTECHNOL, V20, P1178 BROWN P, 2001, J COMME BIOTECHNOL, V7, P287 CHIGNON T, 2003, INITIATIVES HARMONIZ COX M, 2000, ACTION BIOMATER COX M, 2000, ACTION BIOMATERI MAY ELMALEM S, 2002, THESIS FAULKNER A, 2001, SOC SCI MED, V53, P895 FOOTE SB, 2002, MED TECHNOLOGY LEADE HELLMAN KB, 1997, ANN NY ACAD SCI, V831, P1 HOOD C, 2001, GOVT RISK UNDERSTAND INDECH B, 2000, FOOD DRUG LAW, V55, P342 JONES M, 2003, NEW GENET SOC, V22, P21 KENT J, 2002, HEALTH RISK SOC, V4, P189 KENT J, 2003, PUBLIC UNDERST SCI, V12, P403 KRIMSKY S, 2000, INT J BIOTECHNOL, V2, P231 LAW J, 1992, SHAPING TECHNOLOGY B LYSAGHT MJ, 2001, TISSUE ENG, V7, P485 MORAN M, 2001, PARLIAMENT AFF, V54, P15 NAUGHTON G, 2001, NAT BIOTECHNOL, V19, P709 NEWELL P, 2002, 146 I DEV STUD PASCAL P, 2000, MED BIOL ENG COMPUT, V38, P241 PICKUP S, 2002, COMMUNICATION 1223 SALTER B, 2002, HEALTH RISK SOC, V4, P325 SCHERER SS, 2002, J PERIPHER NERV SYST, V7, P1 SCHUTTE E, UNPUB EUROPEAN REGUL SCHUTTE E, 2003, PUBL HEAR QUAL SAF H SCOONES I, 2002, 147 I DEV STUD SMITH D, 2002, LEGAL REGULATORY ISS VOGEL D, 2001, NEW POLITICS RISK RE WHITESIDE P, 2003, REGULATION CELL BASE WILLIAMS D, 2001, CLARITY RISK CHALLEN WOMACK C, 2000, BRIT J BIOMED SCI, V57, P250 NR 61 TC 1 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JAN PY 2006 VL 73 IS 1 BP 41 EP 60 PG 20 SC Business; Planning & Development GA 001WB UT ISI:000234572300004 ER PT J AU Borras, S TI Legitimate governance of risk at the EU level? The case of genetically modified organisms SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE European governance; risk; genetically modified organisms; democracy; participation; input legitimacy; output legitimacy AB In the past few years, the EU has been establishing a new regulatory framework for GMOs, a central issue in the governance of risk that came under fierce attack in the mid-1990s. The primary question addressed in this article is whether this new framework will be able to solve the legitimacy problem of GMO governance at the EU level. Focusing on theories concerning input-output legitimacy and democracy and the role of expertise, this article examines the level of involvement of stakeholders in the process leading to the new rules; the predominant mechanisms of representation that have been used in that process; and the forms of participation in the day-to-day governance of risk as envisaged in the new rules. Based on document analysis and a series of interviews with central stakeholders, the conclusions bring up two further theoretical matters regarding EU governance, namely the transformative nature of citizenship and the conceptual distinction between input- and output-legitimacy. (c) 2005 Elsevier Inc. All rights reserved. C1 Roskilde Univ Ctr, Dept Social Sci, DK-4000 Roskilde, Denmark. RP Borras, S, Roskilde Univ Ctr, Dept Social Sci, POB 260, DK-4000 Roskilde, Denmark. EM borras@ruc.dk CR *E COMM, 2000, COMM COMM PREC PRINC *E COMM, 2000, WHIT PAP FOOD SAF *E COMM, 2001, WHIT PAP EUR GOV *E COMM, 2002, COMM COMM REINF CULT *E COMM, 2002, SCI SOC ACT PLAN *E COMM, 2004, COMM COMM ANDERSEN SS, 1996, EUROPEAN UNION DEMOC BANCHOFF T, 1999, LEGITIMACY EUROPEAN BECK U, 1992, RISK SOC NEW MODERNI BECK U, 1999, WORLD RIK SOC BORRAS S, 2003, INNOVATION POLICY EU BORRAS S, 2004, I CHANGE VALUES LEAR BUONANNO L, 2001, EUR INTEGR ONLINE PA, V5 CALLON M, 2001, AGIR MONDE INCERTAIN CALLON M, 2003, SCI INNOVATION RETHI CHRISTOFOROU T, 2003, SCI PUBL POLICY, V30, P205 CROSS A, 2003, SCI PUBL POLICY, V30, P189 DRYZEK JS, 1990, DISCOURSIVE DEMOCRAC EASTON D, 1965, SYSTEMS ANAL POLITIC EETEN MV, 2001, SCI PUBL POLICY, V26, P423 FISCHER F, 1990, TECHNOCRACY POLITICS FISCHER F, 2000, CITIZENS EXPERTS ENV FLYNN J, 2001, RISK MEDIA STIGMA UN GIBBONS M, 1994, NEW PRODUCTION KNOWL GUSTON D, 2000, POLITICS SCI ASSURIN HABERMAS J, 1979, COMMUNICATION EVOLUT HERITIER A, 1996, J EUROPEAN PUBLIC PO, V3, P149 HERVEY TK, 2002, EUROPEANIZATION REGU JACHTENFUCHS M, 2001, J COMMON MARK STUD, V39, P245 JAEGER CC, 2001, RISK UNCERTAINTY RAT JOERGES C, 1997, INTEGRATING SCI EXPE JOERGES C, 1997, J EUR PUBLIC POLICY, V4, P609 LEVIDOW L, 2001, SCI PUBL POLICY, V28, P345 LIBERATORE A, 2003, SCI PUBL POLICY, V30, P146 MAJONE G, 2000, J COMMON MARK STUD, V38, P273 MORAVCSIK A, 2003, INTEGRATION EXPANDIN NOWOTNY H, 2001, RETHINKING SCI KNOWL NOWOTNY H, 2003, SCI PUBL POLICY, V30, P151 PATTERSON LA, 2000, POLICY MAKING EUROPE, P317 PESTRE D, 1997, REV EC IND, V79, P163 RADAELLI CM, 1999, TECHNOCRACY EUROPEAN SCHARPF FW, 1999, GOVERNING EUROPE EFF SCHARPF FW, 2002, REV FR SCI POLIT, V52, P609 SKOGSTAD G, 2001, J COMMON MARK STUD, V38, P485 SKOGSTAD G, 2003, J EUR PUBLIC POLICY, V10, P321 SONNERT G, 2002, IVORY BRIDGES CONNEC TURNER SP, 2003, LIBERAL DEMOCRACY 3 VONSCHOMBERG R, 1998, APPRAISAL WORKING PR VOS E, 2000, J CONSUMER POLICY, V23, P227 WARLEIGH A, 2003, DEMOCRACY EUROPEAN U WEALE A, 2003, SCI PUBL POLICY, V28, P413 WESSELS W, 2003, INTEGRATION EXPANDIN NR 52 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JAN PY 2006 VL 73 IS 1 BP 61 EP 75 PG 15 SC Business; Planning & Development GA 001WB UT ISI:000234572300005 ER PT J AU Gordon, TJ Glenn, JC Jakil, A TI Frontiers of futures research: What's next? SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE futures research methodology; new technologies; decision making; uncertainty; non-linear systems; futures methodology issues AB This paper describes some important frontiers of futures research with the aim of identifying new opportunities for improving the value and utility of the field. These frontiers include the exploration and/or the reexamination of (a) Potential for integrating new technology with futures research methods, (b) Ways to reduce the domain of the unknowable, (c) Ways to account for uncertainty in decision making, (d) Strategies for planning and management of nonlinear systems operating in the chaotic regime, (e) Ways to improve understanding of psychological factors that lead to irrational decisions (f) Appropriate levels of aggregation in investigation of forecasting problems. (g) The potential offered by new sources of social data. (c) 2005 American Council for the United Nations University. Published by Elsevier Inc. All rights reserved. C1 UN Univ, Amer Council, Washington, DC 20016 USA. RP Glenn, JC, UN Univ, Amer Council, 4421 Garrison St NW, Washington, DC 20016 USA. EM jglenn@igc.org CR GLENN JC, 2002, FUTURES RES METHODOL GORDON TJ, 1992, TECHNOL FORECAST SOC, V42, P1 KAHNEMAN D, 1982, JUDGMENT UNCERTAINTY KUHN T, 1970, STRUCTURE SCI REVOLU LEMPERT RJ, 2003, SHAPING NEXT ONE HUN NR 5 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD NOV PY 2005 VL 72 IS 9 BP 1064 EP 1069 PG 6 SC Business; Planning & Development GA 994ID UT ISI:000234023900002 ER PT J AU Porter, AL TI QTIP: Quick technology intelligence processes SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE technical intelligence; bibliometrics; technology foresight; technology management; rapid technology analyses; tech mining; text mining; knowledge discovery in databases AB Empirical technology analyses need not take months; they can be done in minutes. One can thereby take advantage of wide availability of rich science and technology publication and patent abstract databases to better inform technology management. To do so requires developing templates of innovation indicators to answer standard questions. Then, one can automate routines to generate composite information representations ("one-pagers") that address the issues at hand, the way that the target users want. (c) 2005 Elsevier Inc. All rights reserved. C1 Search Technol Inc, R&D, Norcross, GA 30071 USA. Georgia Tech, Technol Policy & Assessment Ctr, Atlanta, GA USA. RP Porter, AL, Search Technol Inc, R&D, 4960 Peachtree Ind Blv,Suite 230, Norcross, GA 30071 USA. EM aporter@searchtech.com CR CHEN C, 2003, MAPPING SCI FRONTIER CHEN GT, 2003, RAIRO-OPER RES, V37, P179 DEBRUIJN H, 2004, TECHNOL ANAL STRATEG, V16, P261 ERNST H, 2003, WORLD PATENT INFORMA, V25, P233 KONTOSTATHIS A, 2004, SURVEY TEXT MINING C, P185 NEWMAN NC, 2001, INFORMATION OUTLOOK, V5, P24 PORTER AL, 2002, SCIENTOMETRICS, V53, P351 PORTER AL, 2004, GETTING WHAT YOU NEE PORTER AL, 2005, TECH MINING EXPLOITI SHIFFRIN RM, 2004, P NATL ACAD SCI U S1, V101, P5183 TEICHERT T, 2002, IEEE IEMC, P596 WATTS RJ, 1997, TECHNOL FORECAST SOC, V56, P25 NR 12 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD NOV PY 2005 VL 72 IS 9 BP 1070 EP 1081 PG 12 SC Business; Planning & Development GA 994ID UT ISI:000234023900003 ER PT J AU Patton, KM TI The role of scanning in open intelligence systems SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE scanning process; open intelligence systems; SRIC-BI AB Every month, SRI Consulting Business Intelligence (SRIC-BI) professionals assemble more than 100 short abstracts of developments that they perceive to be signals of change, discontinuities, inflection points, outliers, or disruptive developments. The effort is part of a continuous scanning process and Scan program that allows SRIC-BI to gauge the ongoing turbulent confluence of culture, commerce, and technology that defines today's business environment. For more than 25 years, scanning has played an essential role in SRIC-BI's and SRI International's foresight capabilities by providing a systematic means for surveying the broad external environment for change vectors. Traditional monitoring processes in most organizations are largely arbitrary, depending on what concerned individuals or leaders in the organization are reading, thinking about, and sharing informally with each other. But in today's world, arbitrary is insufficient. No foresight function can operate with confidence without a disciplined process for spotting new patterns of change and bringing those issues into the organization for early consideration and action. This article describes the scanning process as SRIC-BI practices it, the importance of open intelligence systems, what benefits the scanning process can provide to organizations, and what problems organizations typically run into when setting up scanning systems. (c) 2004 Elsevier Inc. All rights reserved. C1 SRI Int, Consulting Business Intelligence, Scan Program, Menlo Pk, CA 94025 USA. RP Patton, KM, SRI Int, Consulting Business Intelligence, Scan Program, BS268,333 Ravenswood Ave, Menlo Pk, CA 94025 USA. EM kpatton@sric-bi.com CR BEINHOCKER ED, 2002, MCKINSEY Q, V2, P48 BUCHANAN M, 2003, STRATEGY BUSINESS, V34, P71 BUCHANAN M, 2003, STRATEGY BUSINESS, V34, P76 GROVE AS, 1999, ONLY PARANOID SURVIV HAECKEL S, 1999, ADAPTIVE ENTERPRISE, P9 KURZWEIL R, 1999, AGE SPIRITUAL MACHIN, P103 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG, P135 SCANLON J, 2004, ID, V65, P61 NR 8 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD NOV PY 2005 VL 72 IS 9 BP 1082 EP 1093 PG 12 SC Business; Planning & Development GA 994ID UT ISI:000234023900004 ER PT J AU van Merkerk, RO van Lente, H TI Tracing emerging irreversibilities in emerging technologies: The case of nanotubes SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE emerging technology; irreversibility; technology assessment; expectations; agenda building ID CARBON NANOTUBE; NETWORKS AB This paper contributes to the development of methods for mapping and understanding the dynamics of emerging technologies. Our key concept is the notion of irreversibilities that emerge in the ongoing activities of researchers, institutes, policy makers and firms. Emerging irreversibilities denote the first socio-cognitive patterns that decrease the fluidity and openness, and that, eventually constrain and enable future activities. To trace the emerging irreversibilities we focus on the dynamics of expectations and the agenda building processes. A three-level framework is presented to analyse and visualise the dynamics in three interrelated contexts: the level of the research groups, the technological field and the society. This three-level framework allows the analyst to study different perspectives of a specific case and at the same time retain overview of the situation. By applying it to a particular application in nanotechnology, we will show that it is possible to trace the emerged irreversibilities. To conclude, we will discuss how the analysis of early dynamics is a vital ingredient of technology assessment studies that, indirectly (by means of the involved actors), seeks to influence the technological development at stake. By placing the constructive technology assessment (CTA) approach in a historical perspective of technology assessment, we will show the relevance of our method for CTA studies. (c) 2005 Elsevier Inc. All rights reserved. C1 Univ Utrecht, Dept Innovat Studies, NL-3508 TC Utrecht, Netherlands. RP van Merkerk, RO, Univ Utrecht, Dept Innovat Studies, POB 80125, NL-3508 TC Utrecht, Netherlands. EM r.vanmerkerk@geo.uu.nl h.vanlente@geo.uu.nl CR 2003, CIENTIFICA NANOTECHN *ETC GROUP, 2003, BIG DOWN *ETC GROUP, 2004, PLAY GOD GAL *OECD, 1992, TECHN EC KEY REL *ROY SOC, 2004, NAN NAN OPP UNC ARNALL AH, 2003, FUTURE TECHNOLOGIES BALL P, 2001, NATURE, V414 BALL P, 2002, NATURE NEWS SERVICE CALLON M, 1995, MANAGING TECHNOLOGY, P307 COLLINGRIDGE D, 1980, SOCIAL CONTROL TECHN COLLINS PG, 2000, SCI AM, V283, P62 DIEHL MR, 2002, ANGEW CHEM INT EDIT, V41, P353 DOSI G, 1984, LONG WAVES WORLD EC, P78 GEELS FW, 2002, SHAPING TECHNOLOGY G, P359 HUANG Y, 2001, SCIENCE, V291, P630 KROTO HW, 1985, NATURE, V318, P162 LATOUR B, 1987, SCI ACTION NELSON RR, 1977, RES POLICY, V6, P36 ODOM TW, 1998, NATURE, V391, P62 RIP A, 1995, MANAGING TECHNOLOGY RIP A, 1998, HUMAN CHOICE CLIMATE, V2, P327 ROCO MC, 1999, J NANOPART RES, V1, P1 RUECKES T, 2000, SCIENCE, V289, P94 SCHOT J, 1997, TECHNOL FORECAST SOC, V54, P251 SMITS R, 1991, THESIS NETHERLANDS TANS SJ, 1998, NATURE, V393, P49 UTTERBACK JM, 1994, MASTERING DYNAMICS I VANLENTE H, 1993, PROMISING TECHNOLOGY VANLENTE H, 1998, SOC STUD SCI, V28, P221 VANLENTE H, 2000, CONTESTED FUTURES SO, P43 NR 30 TC 1 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD NOV PY 2005 VL 72 IS 9 BP 1094 EP 1111 PG 18 SC Business; Planning & Development GA 994ID UT ISI:000234023900005 ER PT J AU Fleischer, T Decker, M Fiedeler, U TI Assessing emerging technologies - Methodological challenges and the case of nanotechnologies SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE science and technology roadmapping; technology assessment; nanotechnology ID ROADMAPS; SCIENCE AB Technology Assessment reflecting on R&D and technological trends in the area of nanotechnology and its implications is confronted with the problem that most scientific endeavours of nanotechnology can be allocated to basic research while most of the technological visions related to nanotechnology are far (> 10 years) in the future. Since technology assessment has to integrate the socio-economic context of a technical product in order to be comprehensive, in the case of nanotechnology a preparing step is necessary which connects the ongoing basic research with the visions communicated either by the scientist themselves or by the media. In this paper we propose to adapt the well known tool 'roadmapping' to contribute to the solution of this problem. This poses new challenges for roadmapping methodology in terms of level of aggregation and timeframe. (c) 2005 Elsevier Inc. All rights reserved. C1 Forschungszentrum Karlsruhe GmbH, Inst Technol Assessment & Syst Anal, ITAS, D-76021 Karlsruhe, Germany. RP Fleischer, T, Forschungszentrum Karlsruhe GmbH, Inst Technol Assessment & Syst Anal, ITAS, POB 36 40, D-76021 Karlsruhe, Germany. EM Torsten.Fleischer@itas.fzk.de CR BUTSCHI D, 2004, BRIDGES SCI SOC POLI CCOMPANO R, 1999, MICROELECTRONICS ADV DACOSTA O, 2003, 73 IPTS FERNHOLZ G, 2003, MSTNEWS, V5, P42 FLEISCHER T, 2002, TECHNIKGESTALTUNG NA FLEISCHER T, 2003, GLOBAL ZUKUNFTSFAHIG, V5 GALVIN R, 1998, SCIENCE, V280, P803 GRUNWALD A, 2002, TECHNIKFOLGENABSCHAT KOSTOFF RN, 2001, IEEE T ENG MANAGE, V48, P132 LINTON JD, 2004, TECHNOL FORECAST SOC, V71, P1 PASCHEN H, 2004, NANOTECHNOLOGIE FORS PORTER AL, 2004, TECHNOL FORECAST SOC, V71, P287 SCHMID G, SMALL DIMENSIONS MAT WALSH S, 2003, INT ROADMAP MEMS MIC WALSH ST, 2004, TECHNOL FORECAST SOC, V71, P161 NR 15 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD NOV PY 2005 VL 72 IS 9 BP 1112 EP 1121 PG 10 SC Business; Planning & Development GA 994ID UT ISI:000234023900006 ER PT J AU Boyack, KW Rahal, N TI Evaluation of Laboratory Directed Research and Development investment areas at Sandia SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE Laboratory-Directed Research and Development; investment; Sandia ID LATENT SEMANTIC ANALYSIS; KNOWLEDGE DOMAINS; VISUALIZATION AB Sandia National Laboratories conducts a variety of research projects each year under its Laboratory-Directed Research and Development (LDRD) program. Recently, information visualization techniques have been used with corporate data to map several LDRD investment areas for the purpose of understanding strategic overlaps and identifying potential opportunities for future development outside of our current technologies. Tools, techniques, and specific analyses are presented here. We find that these tools and techniques hold great promise for aiding the future direction of the science and technology enterprise. (c) 2004 Elsevier Inc. All rights reserved. C1 Sandia Natl Labs, Albuquerque, NM 87185 USA. RP Boyack, KW, Sandia Natl Labs, POB 5800, Albuquerque, NM 87185 USA. EM kboyack@sandia.gov nrahal@sandia.gov CR BORNER K, 2003, ANNU REV INFORM SCI, V37, P179 BOYACK KW, 2002, J AM SOC INF SCI TEC, V53, P764 BOYACK KW, 2003, J AM SOC INF SCI TEC, V54, P447 BOYACK KW, 2004, P IEEE INF VIS 2004, P965 BOYACK KW, 2004, P NATL ACAD SCI U S1, V101, P5192 DAVIDSON GS, 2001, P IEEE INF VIS 2001, P23 DEERWESTER S, 1990, J AM SOC INFORM SCI, V41, P391 DOWLING J, 2002, THESIS MONASH U KIM SK, 2001, SCIENCE, V293, P2087 KOLDA TG, 1998, ACM T INFORM SYST, V16, P322 LANDAUER TK, 2004, P NATL ACAD SCI U S1, V101, P5214 NR 11 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD NOV PY 2005 VL 72 IS 9 BP 1122 EP 1136 PG 15 SC Business; Planning & Development GA 994ID UT ISI:000234023900007 ER PT J AU Devezas, TC TI Evolutionary theory of technological change: State-of-the-art and new approaches SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE technology evolution; technological change; complex systems; universal Darwinism ID INNOVATIONS; BEHAVIOR; WORLD; MODEL AB It is well known the fact that the world of technology is full of biological metaphors, as for instance, evolution, mutation, selection, life cycle, survival of the fittest, etc. One of the most powerful technological forecasting tools, the logistic equation, has its origin in the biological realm and has won the status of a 'natural law' of technology diffusion due to its considerable success as an empirically descriptive and heuristic device capturing the essential changing nature of technologies, products, markets and industries. Viewed on the most general level, living systems, from cells to societies, exhibit common properties, with some attending intrinsic fundamental invariants. Recognition of this fact in last decades is leading firmly to a new scientific paradigm, a complex bio-socio-economics, with the convergence of different fields of science toward what may be the clue to understand the modus operandi of 'evolution' per se-the development of evolutionary algorithms for many different problem-solving and/or theoretical applications. The fields of evolutionary computation and artificial life have reached a stage of some maturity and we are witnessing today an intense debate on 'universal Darwinism' as a broad theoretical framework for the analysis of the evolution of all open, complex systems, including socio-economic systems. This debate has been in great part centered on the striking similarities between biological evolution and technological/cultural evolution. This paper, divided into four parts, intends to present the state-of-the-art on this debate and tries to answer the question on the validity of evolutionary models of technological change. After some introductory thoughts in the first part, it is tried in the second part to summarize in five points some of the still missing pieces to complete the puzzle to developing a firmly based Evolutionary Theory of Technological Change (ETTC). Each of these five points are then discussed more in detail in the third part, being also commented on briefly the most promising approaches under way. The fourth part with conclusions closes the article, making six fundamental theoretical considerations that were not yet accounted for in formal models and/or simulations of technological systems stand out. (c) 2005 Elsevier Inc. All rights reserved. C1 Univ Beira Interior, Technol Forecasting & Innovat Theory Working Grp, Covilha, Portugal. RP Devezas, TC, Univ Beira Interior, Technol Forecasting & Innovat Theory Working Grp, Covilha, Portugal. EM tessalen@demnet.ubi.pt CR BARABASI AL, 2003, SCI AM MAY, P50 BASLALLA G, 1988, EVOLUTION TECHNOLOGY BOWONDER, 1999, TECHNOL FORECST SOC, V62, P51 BROWN TL, 2003, MAKING TRUTH ROLES M CAMPBELL DT, 1960, PSYCHOL REV, V67, P380 CORNING P, 2003, NATURES MAGIC SYNERG DAWKINS R, 1983, EVOLUTION MOL MEN, P403 DEVEZAS T, 2003, TECHNOL FORECAST SOC, V70, P819 DEVEZAS T, 2006, SEM CAL GULB FDN HEL DEVEZAS TC, 2001, TECHNOL FORECAST SOC, V68, P1 DEVRIES H, 1904, SPECIES VARIETIES TH FISHER JC, 1971, TECHNOLOGICAL FORECA, V3, P75 FISHER RA, 1930, GENETICAL THEORY NAT FROMMER I, 2003, NETWORKS, V4, P174 GOLDBERG DE, 2000, TECHNOL FORECAST SOC, V64, P7 GOLDENBERG J, 2001, TECHNOL FORECAST SOC, V68, P293 GOLDENBERG J, 2004, TECHNOL FORECAST SOC, V71, P881 HODGSON GM, 2002, J EVOL ECON, V12, P259 HOLLAND J, 1998, EMERGENCE CHAOS ORDE KAUFFMAN S, 1995, HOME UNIVERSE KOZA J, 1992, GENETIC PROGRAMMING KOZA JR, 2003, SCI AM FEB, P52 LINSTONE HA, 1999, TECHNOL FORECAST SOC, V62, P1 LOBO J, 2004, NEUTRALITY TECHNOLOG MARCHETTI C, 1980, TECHNOL FORECAST SOC, V18, P257 MICHALEWICZ Z, 2002, SOLVE IT MODERN HEUR MODIS T, 1992, PREDICTIONS SOC TELL MOKYR J, 2003, TECHNOLOGICAL INNOVA NELSON RR, 1982, EVOLUTIONARY THEORY PEARL R, 1925, BIOL POPULATION GROW POPPER K, 1972, OBJECTIVE KNOWLEDGE PORTER AL, 2004, TECHNOL FORECAST SOC, V71, P287 RICHERSON PJ, 2001, HIST PHIL LIFE SCI, V23, P425 SACHSSE H, 1978, ANTHR TECHNIK SIGMUND A, 1990, DYNAMICAL SYSTEMS TH SILVERBERG G, 2005, J ECON DYN CONTROL, V29, P225 SOLE RV, 2002, 0207029 SFI STRUMSKY D, 2003, 0302003 SFI WOLFRAM S, 2002, NEW KIND SCI ZIMAN J, 2003, TECHNOLOGICAL INNOVA NR 40 TC 1 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD NOV PY 2005 VL 72 IS 9 BP 1137 EP 1152 PG 16 SC Business; Planning & Development GA 994ID UT ISI:000234023900008 ER PT J AU Poon, JPH MacPherson, A TI Innovation strategies of Asian firms in the united states SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE Asian latecomers; technology sourcing; applied research; marketing capability ID RESEARCH-AND-DEVELOPMENT; TECHNOLOGICAL INNOVATION; PRODUCT DEVELOPMENT; LATECOMER FIRMS; KNOWLEDGE; SUCCESS; PERFORMANCE; MODEL AB This paper examines the relationship between Asian firms' technological and non-technological strategies and innovation capability. Particular attention is focused on subsidiaries in the United States (US) with headquarter units in South Korea, Singapore, and Taiwan. Empirical evidence from a sample of 151 subsidiary plants and establishments suggests that Asian firms invest in the US to upgrade their their knowledge base with a view to supporting new product and market-based innovations. The results of an ordered probit regression model of innovation performance suggests that new product development and marketing capability make a significant contribution to increased US patents among Asian firms while applied research is only marginally significant in explaining firms' innovation capability. The major sources of innovation capability are revolved around a tacit understanding of technology and products than more explicit forms of knowledge. Our empirical findings also suggest that stronger business performance is associated with new product development and marketing capability. (c) 2005 Elsevier B.V. All rights reserved. C1 SUNY Buffalo, Canada US Trade Ctr, Buffalo, NY 14261 USA. RP Poon, JPH, SUNY Buffalo, Canada US Trade Ctr, 105 Wilkeson Quad, Buffalo, NY 14261 USA. EM Jesspoon@buffalo.edu geoadm@buffalo.edu CR BARNEY J, 1991, J MANAGE, V17, P99 CHO DS, 1998, ORGAN SCI, V9, P489 CHOUNG J, 2000, WORLD DEV, V28, P969 CLAYCOMB C, 2002, INT J QUALITY RELIAB, V19, P649 CUMMINGS JL, 2003, J ENG TECHNOL MANAGE, V20, P39 DEMAREST M, 1997, LONG RANGE PLANN, V30, P37 DOUGHERTY D, 2000, J ENG TECHNOL MANAGE, V17, P321 DROGE C, 2003, DECISION SCI, V34, P541 EDMONDSON AC, 2003, DECISION SCI, V34, P197 GARCIA R, 2002, J PROD INNOVAT MANAG, V19, P110 GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109 GUPTA AK, 1986, J MARKETING, V50, P7 HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371 HOBDAY M, 1995, WORLD DEV, V23, P1171 JUNG K, 2002, INT J ACCOUNTING, V37 KOGUT B, 1993, J INT BUS STUD, V24, P625 LI T, 1998, EUR J MARKETING, V34, P57 MATHEWS JA, 2000, TIGER TECHNOLOGY CRE MOENAERT RK, 1994, J PROD INNOVAT MANAG, V11, P31 NELSON RR, 1982, EVOLUTIONARY THEORY NELSON RR, 1991, STRATEGIC MANAGE J, V12, P61 NIGHTINGALE P, 1998, RES POLICY, V27, P689 NONAKA I, 1991, HARVARD BUS REV, V69, P96 POLANYI M, 1967, TACIT DIMENSION RITTER T, 2003, INT J TECHNOL MANAGE, V26, P482 ROTHWELL R, 1988, J MARKETING MANAGEME, V3, P372 ROY S, 2004, J ACAD MARKET SCI, V32, P67 SALOMO S, 2003, INT J TECHNOL MANAGE, V26, P442 SCHEWE G, 1996, J ENG TECHNOL MANAGE, V13, P55 SHAN W, 1997, J INT BUS STUD, V28, P18 SONG XM, 1998, J PROD INNOVAT MANAG, V15, P124 SPENDER JC, 1996, STRATEGIC MANAGE J, V17, P45 STINCHCOMBE AL, 1965, HDB ORG TEECE DJ, 1977, ECON J, V87, P242 TEECE DJ, 1996, J ECON BEHAV ORGAN, V31, P193 WEERAWARDENA J, 2003, J STRATEGIC MARKETIN, V11, P15 WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 NR 37 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD DEC PY 2005 VL 22 IS 4 BP 255 EP 273 PG 19 SC Engineering, Industrial GA 994DW UT ISI:000234011800001 ER PT J AU Rabelo, L Speller, TH TI Sustaining growth in the modern enterprise: A case study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE system dynamics; growth; strategic business units; new product development; causal modeling AB This paper describes a model developed to demonstrate the constancy of and virtual need for change in a sustaining organization. Several executives from different organizations were interviewed in order to capture the dynamics structure. Essential variables were listed and causal modeling was used to obtain important relationships. Equations of interrelationships among the variables were developed. Validation of the model was performed at two levels: (1) validation of the structure as suggested by the causal modeling process using a new methodology and (2) validation of the emergent behavior by using case studies of industries which have different time rates of evolution. (c) 2005 Elsevier B.V. All rights reserved. C1 Univ Cent Florida, Coll Engn & Comp Sci, Orlando, FL 32816 USA. MIT, Sch Engn, Engn Syst Div, Cambridge, MA 02139 USA. RP Rabelo, L, Univ Cent Florida, Coll Engn & Comp Sci, Eng Bldg 2,Off 312,4000 Cent Florida Blvd, Orlando, FL 32816 USA. EM lrabelo@mail.ucf.edu tspeller@mit.edu CR BELL D, 2000, COMPAQ COMPUTER INTE BRANDENBURGER A, 1996, HARVARD BUSINESS REV CASADESUSMASANE.R, 1997, INTEL CORP 1997 2000 CHRISTENSEN C, 1997, INNOVATORS DILEMMA ELBERG E, 2000, THESIS MIT SLOAN SCH FARHOOMAND A, 2000, DELL SELLING DIRECTL FINE C, 1998, CLOCKSPEED FORRESTER J, 1971, PRINCIPLES SYSTEMS GARVIN D, 1991, BOEING 767 CONCEPT P GOLDRATT E, 1997, CRITICAL CHAIN GROVE A, 1996, ONLY PARANOID SURVIV IMBERMAN W, 2001, WHY ENG STRIKE BOEIN OVANS A, 2001, INSIDE BOEINGS BIG M RIVKIN J, 1999, MATCHING DELL SENGE P, 1994, 5 DISCIPLINE CURRENC STERMAN J, 2000, BUSINESS DYNAMICS THOMKE S, 1999, HARVARD BUSINESS SCH NR 17 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD DEC PY 2005 VL 22 IS 4 BP 274 EP 290 PG 17 SC Engineering, Industrial GA 994DW UT ISI:000234011800002 ER PT J AU Chen, S TI Task partitioning in new product development teams: A knowledge and learning perspective SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE outsourcing; alliances; new product development; knowledge transfer; analysis; synthesis; tacit knowledge ID EXTERNAL TECHNOLOGY ACQUISITION; COMPETITIVE ADVANTAGE; INNOVATION PROCESS; JOINT VENTURES; MULTINATIONAL-CORPORATIONS; STRATEGIC ALLIANCES; MODEL; FIRM; COMMUNICATION; PERFORMANCE AB R&D alliances and outsourcing elements of the new product development process are now commonplace practices among many firms. However, little previous work has examined how these organizational choices influence project knowledge and learning. Based on a comparison of three new product development projects in the software industry, this paper examines how task partitioning in the project influences learning and knowledge development within the firm. The paper suggests that internal development projects encourage synthetic learning and development of architectural and tacit knowledge; in contrast, outsourcing and joint ventures encourage analytic learning and development of component and explicit knowledge. (c) 2005 Elsevier B.V. All rights reserved. C1 Australian Natl Univ, Natl Grad Sch Management, Canberra, ACT 200, Australia. RP Chen, S, Australian Natl Univ, Natl Grad Sch Management, Sir Roland White Bldg,McCoy Circuit, Canberra, ACT 200, Australia. EM stephen.chen@anu.edu.au CR AKGUN AE, 2002, EUROPEAN J INNOVATIO, V5, P57 BROWN SL, 1995, ACAD MANAGE REV, V20, P2 CAMPIONE TJ, 2003, RES TECHNOL MANAGE, V46, P12 CARAYANNIS EG, 2002, TECHNOVATION, V22, P625 CASTILLO J, 2002, J MANAGE INQUIRY, V11, P46 CLARK KB, 1991, PRODUCT DEV PERFORMA CONWAY S, 1995, TECHNOL ANAL STRATEG, V7, P327 COOPER RG, 1986, WINNING NEW PRODUCTS COWAN R, 2000, IND CORP CHANGE, V9, P211 DAFT RL, 1986, MANAGE SCI, V32, P554 DATAR S, 1997, MANAGE SCI, V43, P452 DOUGHERTY D, 2001, ORGAN SCI, V12, P6 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 EISENHARDT KM, 1995, ADMIN SCI QUART, V40, P84 GALBRAITH JR, 1977, ORG DESIGN GALE RP, 1992, BONE MARROW TRANSPL, V9, P303 GALES L, 1995, J ENG TECHNOL MANAGE, V12, P77 GARUD R, 1994, STRATEGIC MANAGE J, V15, P365 GARUD R, 1996, INT J TECHNOL MANAGE, V11, P883 GRANSTRAND O, 1992, R&D MANAGE, V22, P111 GRIFFIN A, 1992, MANAGE SCI, V38, P360 GUPTA AK, 2000, STRATEGIC MANAGE J, V21, P473 HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HANDFIELD RB, 1999, CALIF MANAGE REV, V42, P59 HANSEN MT, 2002, ORGAN SCI, V13, P232 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HITT MA, 2000, J ENG TECHNOL MANAGE, V17, P231 HOEGL M, 2001, ORGAN SCI, V12, P435 HYMES D, 1972, SOCIOLINGUISTICS IANISITI M, 1995, CALIFORNIA MANAGEMEN, V38, P37 INKPEN AC, 1995, J MANAGE STUD, V32, P595 INKPEN AC, 1998, ORGAN SCI, V9, P454 JARILLO JC, 1988, STRATEGIC MANAGEMENT, V9, P31 KAKABADSE N, 2000, J MANAGEMENT DEV, V19, P670 KAZANJIAN RK, 2000, J ENG TECHNOL MANAGE, V17, P273 KESSLER EH, 1996, ACAD MANAGE REV, V21, P1143 KESSLER EH, 2000, R&D MANAGE, V30, P213 KODAMA F, 1992, HARVARD BUS REV, V7, P70 KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319 KOGUT B, 1992, ORGAN SCI, V3, P383 KUWADA K, 1998, ORGAN SCI, V9, P719 LAMBE CJ, 1997, J PROD INNOVAT MANAG, V14, P102 LARSSON R, 1998, ORGAN SCI, V9, P285 LEVITT RE, 1999, MANAGE SCI, V45, P1479 LIND MR, 1991, ORGAN SCI, V2, P195 LYNN GS, 2000, INT J TECHNOL MANAGE, V20, P490 MATUSIK SF, 1998, ACAD MANAGE REV, V23, P680 MILLAR J, 1997, TECHNOL ANAL STRATEG, V9, P399 MOHRMAN SA, 2003, J ENG TECHNOL MANAGE, V20, P7 MOLLEMAN E, 2003, J ENG TECHNOL MANAGE, V20, P271 MONAERT RK, 1990, R&D MANAGE, V20, P291 NOBEL R, 1998, STRATEGIC MANAGE J, V19, P479 NONAKA I, 1995, KNOWLEDGE CREATING C OLSON EM, 1995, J MARKETING, V59, P48 PETTIGREW AM, 1990, ORGAN SCI, V1, P267 PFEFFER J, 1978, EXTERNAL CONTROL ORG POLANYI M, 1966, TACIT DIMENSION POLLEY D, 1996, INT J TECHNOL MANAGE, V11, P871 PROVAN KG, 1983, ACAD MANAGE REV, V8, P79 PROVAN KG, 1989, ACAD MANAGE J, V32, P202 PURSER RE, 1992, J ENG TECHNOL MANAGE, V9, P1 QUINN JB, 1994, SLOAN MANAGE REV, V35, P43 REAGANS R, 2001, ORGAN SCI, V12, P502 REED R, 1990, ACAD MANAGE REV, V15, P88 RITCHEY T, 1991, SYST RES, V8, P21 ROBERTSON TS, 1998, STRATEGIC MANAGE J, V19, P515 SCHILL RL, 1994, R&D MANAGE, V24, P261 SICOTTE H, 2000, J ENG TECHNOL MANAGE, V17, P1 SINGH K, 1997, ACAD MANAGE J, V40, P339 SPENDER JC, 1996, STRATEGIC MANAGE J, V17, P45 SPERBER D, 2002, MIND LANG, V17, P3 TAKEISHI A, 2001, STRATEGIC MANAGE J, V22, P403 TAKEISHI A, 2002, ORGAN SCI, V13, P321 TSAI W, 2001, ORGAN SCI, V13, P179 TUSHMAN ML, 1977, ADM SCI Q, V22, P587 TUSHMAN ML, 1978, ACAD MANAGE REV, V3, P613 VINING A, 1999, EUROPEAN MANAGEMENT, V17, P645 VONHIPPEL E, 1986, MANAGE SCI, V32, P791 VONHIPPEL E, 1990, RES POLICY, V19, P407 WILLIAMSON OE, 1975, MARKETS HIERARCHIES YIN RK, 1994, CASE STUDY RES DESIG NR 81 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD DEC PY 2005 VL 22 IS 4 BP 291 EP 314 PG 24 SC Engineering, Industrial GA 994DW UT ISI:000234011800003 ER PT J AU Schweizer, L TI Knowledge transfer and R&D in pharmaceutical companies: A case study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE R&D; biotech; M&A; knowledge transfer; innovation ID SUSTAINED COMPETITIVE ADVANTAGE; STRATEGIC ALLIANCES; BIOTECHNOLOGY INDUSTRY; TECHNOLOGICAL DISCONTINUITIES; COMPLEMENTARY ASSETS; INCUMBENTS ADVANTAGE; ABSORPTIVE-CAPACITY; PRODUCT DEVELOPMENT; INNOVATION; FIRM AB This paper analyzes the consequences for the knowledge transfer and the organization of R&D of pharmaceutical companies after the acquisition of biotech companies. Based on four in-depth case studies, this paper comes to the conclusion that there is no systematic biotechnological know-how transfer from the biotech to the pharmaceutical company after the acquisition. Instead, the biotech companies remain independent and take over the role of centers of excellence for R&D within the pharmaceutical companies because that is the only way of preserving the innovative capabilities of the biotech company. (c) 2005 Elsevier B.V All rights reserved. C1 Univ Bamberg, D-96045 Bamberg, Germany. RP Schweizer, L, Univ Bamberg, Feldkirchenstr 21, D-96045 Bamberg, Germany. EM Lars.Schweizer@sowi.uni-bamberg.de CR *BCG, 1999, PHARM IND ITS 2 CENT *BURR CO, 2000, BIOT 99 LIF SCI NEW ABERNATHY WJ, 1985, RES POLICY, V14, P3 AHUJA G, 2001, STRATEGIC MANAGE J, V22, P197 ARORA A, 1990, J IND ECON, V38, P361 BARLEY SR, 1992, NETWORKS ORG STRUCTU, P311 BARNEY J, 1991, J MANAGE, V17, P99 BARNEY JB, 1986, ACAD MANAGE REV, V11, P656 BARTLETT CA, 1990, MANAGING GLOBAL FIRM, P215 BOWER JL, 2001, HARVARD BUS REV, V79, P93 CAPRON L, 1999, STRATEGIC MANAGE J, V20, P987 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DECAROLIS DM, 1999, STRATEGIC MANAGE J, V20, P953 DEEDS DL, 1996, J BUS VENTURING, V11, P41 DEMEYER A, 1989, R&D MANAGE, V19, P135 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 EISENHARDT KM, 2000, HARVARD BUS REV, V78, P91 FLORIDA R, 1997, RES POLICY, V26, P85 GERYBADZE A, 1999, RES POLICY, V28, P251 GHOSHAL S, 1987, STRATEGIC MANAGE J, V8, P425 GLASER B, 1967, DISCOVERY GROUNDED T GREIS NP, 1995, RES POLICY, V24, P609 GUPTA AK, 2000, STRATEGIC MANAGE J, V21, P473 HAGEDOORN J, 2002, J MANAGE STUD, V39, P167 HANSEN MT, 1999, ADMIN SCI QUART, V44, P82 HITT MA, 1996, ACAD MANAGE J, V39, P1084 INKPEN AC, 1998, ORGAN SCI, V9, P454 KENNEY M, 1994, RES POLICY, V23, P305 KUEMMERLE W, 1997, HARVARD BUS REV, V75, P61 LANE PJ, 1998, STRATEGIC MANAGE J, V19, P461 MITCHELL W, 1989, ADMIN SCI QUART, V34, P208 PABLO AL, 1994, ACAD MANAGE J, V37, P803 PETTIGREW AM, 1990, ORGAN SCI, V1, P267 PETTIGREW AM, 1992, STRATEGIC MANAGE J, V13, P5 PISANO GP, 1991, RES POLICY, V20, P237 POWELL WW, 1996, J INST THEOR ECON, V152, P197 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 RANFT AL, 2002, ORGAN SCI, V13, P420 ROTHAERMEL FT, 2000, TECHNOL ANAL STRATEG, V12, P149 ROTHAERMEL FT, 2001, RES POLICY, V30, P1235 ROTHAERMEL FT, 2001, STRATEGIC MANAGE J, V22, P687 SACHS G, 2001, STRATEGIC ALLIANCES SIMONIN BL, 1999, STRATEGIC MANAGE J, V20, P595 SUBRAMANIAM M, 2001, STRATEGIC MANAGE J, V22, P359 SZULANSKI G, 1996, STRATEGIC MANAGE J, V17, P27 TEECE DJ, 1981, ANN AM ACAD POLIT SS, V458, P81 TEECE DJ, 2000, ORG STRATEGIC POLICY TEIGLAND R, 2000, MANAGE INT REV, V40, P49 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 YIN R, 1984, APPL SOCIAL RES METH, V5 ZANDER U, 1995, ORGAN SCI, V6, P76 ZUCKER LG, 1997, RES POLICY, V26, P429 NR 52 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD DEC PY 2005 VL 22 IS 4 BP 315 EP 331 PG 17 SC Engineering, Industrial GA 994DW UT ISI:000234011800004 ER PT J AU Zhang, MJ TI Information systems, strategic flexibility and firm performance: An empirical investigation SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE information systems; strategic flexibility; competitive advantage; firm performance ID SUSTAINED COMPETITIVE ADVANTAGE; RESOURCE-BASED VIEW; MANUFACTURING FLEXIBILITY; TECHNOLOGY CAPABILITY; DYNAMIC CAPABILITIES; MASS CUSTOMIZATION; CORPORATE-STRATEGY; ORGANIZATIONS; BUSINESS; PERSPECTIVE AB This study investigated the bottom-line impacts of IS support for strategic flexibility. The performance effects of IS support for two key components of strategic flexibility (product flexibility and cross-functional coordination) and the moderating effects of unique, complementary knowledge and information were examined and tested with both survey and archival data. The results showed that IS support for product flexibility was positively related to sales growth and returns on sales. The study also found a stronger association between IS support for product flexibility and ROS, and a positive relationship between IS support for cross-functional coordination and sales growth, when IS were complemented by unique knowledge and information. (c) 2005 Elsevier B.V. All rights reserved. C1 Sacred Heart Univ, Dept Management, Fairfield, CT 06825 USA. RP Zhang, MJ, Sacred Heart Univ, Dept Management, 5151 Pk Ave, Fairfield, CT 06825 USA. EM zhangm@sacredheart.edu CR AHMED PK, 1996, LONG RANGE PLANN, V29, P562 ALAVI M, 2001, MIS QUART, V25, P107 ALTER S, 1996, INFORMATION SYSTEMS AMIT R, 1993, STRATEGIC MANAGE J, V14, P33 AMIT R, 2001, STRATEGIC MANAGE J, V22, P493 APPLEGATE LM, 1992, MIS QUART, V16, P469 ARMSTRONG JS, 1977, J MARKETING RES, V14, P396 BAKOS JY, 1986, MIS QUART, V10, P107 BENSAOU M, 1997, INFORM SYST RES, V8, P107 BERRY W, 1985, MULTIPLE REGRESSION BHARADWAJ AS, 2000, MIS QUART, V24, P169 BOURGEOIS LJ, 1981, ACAD MANAGE REV, V6, P29 BOYNTON AC, 1993, CALIF MANAGE REV, V35, P58 BOYNTON AC, 1993, IBM SYST J, V32, P40 BROWN RM, 1995, J MANAGEMENT INFORMA, V11, P215 BRYD TA, 2001, DECISION SCI, V32, P21 BRYNJOLFSSON E, 1993, COMMUN ACM, V35, P66 BRYNJOLFSSON E, 1998, COMMUN ACM, V41, P49 BYRD TA, 2001, INFORMATION RESOURCE, V14, P27 CHAKRAVARTHY BS, 1986, STRATEGIC MANAGE J, V7, P437 CHASE RB, 1989, HARVARD BUS REV, V67, P61 CLARK KB, 1989, HARVARD BUS REV, V67, P94 CLEMONS EK, 1991, MIS QUART, V15, P275 COLLIS DJ, 1994, STRATEGIC MANAGE J, V15, P143 CRON WL, 1983, INFORM MANAGE, V6, P171 EARL MJ, 1994, SLOAN MANAGE REV, V35, P11 EISENHARDT KM, 2000, STRATEGIC MANAGE J, V21, P1105 EVANS JS, 1991, J MANAGE STUD, V28, P69 FEENY DF, 1990, J MANAGEMENT INFORMA, V7, P27 FIEGENBAUM A, 1990, J MANAGE STUD, V27, P133 GERWIN D, 1993, MANAGE SCI, V39, P395 GOLDHAR JD, 1995, ACAD MANAGEMENT EXEC, V9, P73 HARTLEY JR, 1992, CONCURRENT ENG SHORT HATTEN KJ, 1978, ACAD MANAGE J, V21, P592 HAYES RH, 1994, HARVARD BUS REV, V73, P77 HITT MA, 1998, ACAD MANAGEMENT EXEC, V12, P22 HOF RD, 2001, BUS WEEK, V3, P15 HOWELL RA, 1992, MANAGE ACCOUNTING, V74, P28 HULL FM, 1996, IEEE T ENG MANAGE, V43, P133 HYUN JH, 1992, MANUFACTURING REV, V5, P251 JOSHI K, 1998, J INFORMATION TECHNO, V9, P21 JURISON J, 1996, INFORM MANAGE, V30, P75 KARIMI J, 1996, J MANAGEMENT INFORMA, V13, P63 KEARNS GS, 2003, DECISION SCI, V34, P1 KETTINGER WJ, 1994, MIS QUART, V18, P31 KING WR, 1991, IEEE T ENG MANAGE, V38, P293 KIVIJARVI H, 1995, INFORM MANAGE, V28, P143 KONSYNSKI BR, 1990, HARVARD BUS REV, V68, P114 KOTHA S, 1995, STRATEGIC MANAGE J, V16, P21 LADO AA, 1998, J MANAGE, V24, P489 LAU RSM, 1996, SAM ADV MANAGE J, V61, P11 LEI D, 1996, ORGAN STUD, V17, P501 LI MF, 1999, INFORM MANAGE, V35, P43 LUCAS H, 1999, INFORMATION TECHNOLO MAHMOOD MA, 1991, DECISION SCI, V22, P869 MALONE TW, 1999, MANAGE SCI, V45, P425 MARTINSONS MG, 2002, COMMUN ACM, V45, P25 MATA FJ, 1995, MIS QUART, V19, P487 MCGILL ME, 1994, SMARTER ORG MILLER D, 1996, ACAD MANAGE J, V39, P519 NUNNALLY JC, 1978, PSYCHOMETRIC THEORY PALMER JW, 2000, INFORM SYST RES, V11, P241 PARTHASARTHY R, 1992, ACAD MANAGE REV, V17, P86 PINE BJ, 1993, HARVARD BUS REV, V71, P108 PINE BJ, 1993, MASS CUSTOMIZATION N PORTER ME, 2001, HARVARD BUS REV, V79, P63 POWELL TC, 1997, STRATEGIC MANAGE J, V18, P375 PRICE M, 1986, HDB ORG MEASUREMENT REEKERS N, 1994, EUROPEAN J INFORMATI, V3, P169 SAMBAMURTHY V, 2003, MIS QUART, V27, P237 SANCHEZ R, 1995, STRATEGIC MANAGE J, V16, P135 SANCHEZ R, 1997, INT STUDIES MANAGEME, V27, P71 SANTHANAM R, 2003, MIS QUART, V27, P125 SAWHNEY M, 2001, HARVARD BUS REV, V118, P101 SETHI AK, 1990, INT J FLEX MANUF SYS, V2, P289 SETHI V, 1994, MANAGE SCI, V40, P1601 STALK G, 1992, HARVARD BUS REV, V70, P57 STALK G, 1993, HARVARD BUS REV, V71, P93 STEPHENS CS, 1992, MIS QUART, V16, P449 TAM KY, 1998, INFORM SYST RES, V9, P85 TEECE DJ, 1986, RES POLICY, V15, P285 TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 TREACY M, 1993, HARVARD BUS REV, V71, P84 UPTON DM, 1994, CALIF MANAGE REV, V36, P72 UPTON DM, 1995, HARVARD BUS REV, V82, P74 UPTON DM, 1996, HARVARD BUS REV, V88, P123 VENKATRAMAN N, 1990, INFORMATION SYSTEMS, V1, P377 VENKATRAMAN N, 1994, SLOAN MANAGE REV, V35, P73 VESSEY LT, 1992, PRODUCTION INVENTORY, V33, P71 VOLBERDA HW, 1997, LONG RANGE PLANN, V30, P169 WEILL P, 1992, INFORMATION SYSTEMS, V3, P307 ZAMMUTO RF, 1992, ACAD MANAGE REV, V17, P701 ZHU K, 2002, INFORM SYST RES, V13, P275 NR 93 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP PY 2005 VL 22 IS 3 BP 163 EP 184 PG 22 SC Engineering, Industrial GA 971AD UT ISI:000232352600001 ER PT J AU Shea, CM TI Future management research directions in nanotechnology: A case study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE nanotechnology; nanotechnology-based innovation; nanotechnology management ID COMPLEMENTARY ASSETS; CREATIVE DESTRUCTION; ABSORPTIVE-CAPACITY; INNOVATION; FIRMS; TECHNOLOGIES; FAILURE AB Leading experts believe that advances in nanotechnology will lead to dramatic changes in the way materials, devices and systems are understood and created. Generalizations about nanotechnology-based innovations abound in technical circles and in the media, where they are typically described as radical, their anticipated impact on firms as disruptive, and their effect on society as transformative. To-date, no articles have been published in peer-reviewed technology management research journals on the subject. This paper suggests that nanotechnology is a general purpose technology and that, as such, its applications will spread through many economic sectors with varying magnitudes and forms of impact on existing firms and industries. This paper also demonstrates how the innovation management literature can be used to guide further research aimed at anticipating the magnitude and nature of the impact of specific nanotechnology-based innovations. (c) 2005 Elsevier B.V. All rights reserved. C1 Univ New Hampshire, Whittemore Sch Business & Econ, Durham, NH 03824 USA. RP Shea, CM, Univ New Hampshire, Whittemore Sch Business & Econ, Durham, NH 03824 USA. EM christine.shea@unh.edu CR ABERNATHY WJ, 1978, TECHNOL REV, V80, P40 ABERNATHY WJ, 1985, RES POLICY, V14, P3 AFUAH A, 2002, ACAD MANAGE J, V44, P1211 AFUAH A, 2003, INNOVATION MANAGEMEN BRESNAHAN TF, 1995, J ECONOMETRICS, V65, P83 BRUS L, 1999, NANOTECHNOLOGY, CH6 CHRISTENSEN CM, 1996, STRATEGIC MANAGE J, V17, P197 CHRISTENSEN CM, 1997, INNOVATORS DILEMMA N COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOPER AC, 1976, BUS HORIZONS, V19, P61 CRANDELL BC, 1996, NANOTECHNOLOGY MOL S DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 DAMANPOUR F, 1996, MANAGE SCI, V42, P693 FISHBINE G, 2002, INVESTORS GUIDE NANO FOLTA TB, 1998, STRATEGIC MANAGE J, V19, P1007 FOSTER R, 1986, INNOVATION ATTACKERS GATIGNON H, 2002, MANAGE SCI, V48, P1103 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HILL CWL, 2003, ACAD MANAGE REV, V28, P257 HUANG Z, 2003, J NANOPART RES, V5, P1 LANE PJ, 1998, STRATEGIC MANAGE J, V19, P461 MAGRETTA J, 1998, HARVARD BUSINESS MAR, P73 MANN CC, 2000, TECHNOL REV, V103, P42 MARCH JG, 1991, ORGAN SCI, V2, P71 MILES RE, 1986, CALIF MANAGE REV, V28, P62 RATNER D, 2004, NANOTECHNOLOGY HOMEL ROSENBLOOM RS, 1998, TECHNOLOGY ORG COMPE, P215 ROTHAERMEL FT, 2001, STRATEGIC MANAGE J, V22, P687 ROTMAN D, 2001, TECHNOLOGY REV, V46 ROTMAN D, 2002, TECHNOLOGY REV MAR, P36 SCHUMPETER JA, 1934, THEORY EC DEV SULL DN, 1997, IND CORP CHANGE, V6, P461 TEECE DJ, 1997, MANAGING STRATEGIC I, CH19 TRIPSAS M, 1997, STRATEGIC MANAGE J, V18, P119 TRIPSAS M, 2000, STRATEGIC MANAGE J, V21, P1147 TUSHMAN MI, 1997, MANAGING STRATEGIC I, CH1 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 UTTERBACK JM, 1994, MASTERING DYNAMICS I VANDEVEN AH, 1989, ACAD MANAGE REV, V14, P486 WHEELWRIGHT SC, 1992, HARVARD BUSINESS MAR, P70 WILBUR JL, 1999, NANOTECHNOLOGY, CH8 NR 41 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP PY 2005 VL 22 IS 3 BP 185 EP 200 PG 16 SC Engineering, Industrial GA 971AD UT ISI:000232352600002 ER PT J AU Offstein, EH Gnyawali, DR TI CEO compensation and firm competitive behavior: Empirical evidence from the US pharmaceutical industry SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE technology management; executive compensation; competitive behavior; corporate governance ID EXECUTIVE-COMPENSATION; AIRLINE INDUSTRY; PERFORMANCE; PAY; CONSEQUENCES; DISPERSION; LANDSCAPE; STRATEGY; DESIGN; MATTER AB Executive compensation is one of the most critically evaluated aspects of a firm. Driving this attention is the debate into what exactly are the consequences of executive pay. Since a majority of prior compensation research has aggregated industries into a single omnibus sample, it has been difficult to detect compensation effects that are likely industry specific. Accordingly, we focus on a high technology industry and examine how CEO incentive compensation affects firm competitive behavior. Utilizing a sample of U.S. pharmaceutical firms, we find that both short-and long-term incentives of a CEO are positively related to firm competitive aggressiveness. Moreover, our results show a positive relationship between long-term incentives of the top executive and the diversity of competitive moves undertaken by the firm. This study contributes to technology management, compensation, and strategy literatures and generates interesting possibilities for future research. (c) 2005 Elsevier B.V. All rights reserved. C1 Frostburg State Univ, Frostburg, MD 21532 USA. Virginia Polytech Inst & State Univ, RB Pamplin Coll Business, Blacksburg, VA 24061 USA. RP Offstein, EH, Frostburg State Univ, 101 Braddock Rd,342 Frampton Hall, Frostburg, MD 21532 USA. EM eoffstein@frostburg.edu CR 2002, BUSINESS WEEK 0415 ADLER P, 1989, RES TECHNOLOGICAL IN, P25 AMBROSE ML, 1999, J MANAGE, V25, P231 BADAWY MK, 1993, J ENG TECHNOL MANAGE, V10, P1 BALKIN DB, 1987, STRATEGIC MANAGE J, V8, P169 BARKEMA HG, 1998, ORGAN STUD, V19, P975 BAYSINGER B, 1990, ACAD MANAGE REV, V15, P72 BEATTY RP, 1987, STRATEGIC MANAGE J, V8, P305 BLINDER AS, 1990, PAYING PRODUCTIVITY BLOOM M, 1999, ACAD MANAGE J, V42, P25 BORGER J, 2001, US PHARM IND STALKS BOWONDER B, 2003, INT J TECHNOL MANAGE, V25, P201 BOYD BK, 2001, STRATEGIC MANAGE J, V22, P777 CHEN MJ, 1992, ACAD MANAGE J, V35, P539 CHEN MJ, 1995, ACAD MANAGE J, V38, P453 CHEN MJ, 1996, ACAD MANAGE REV, V21, P100 COLLINS J, 2001, GOOD GREAT CRYSTAL GS, 1984, QUESTIONS ANSWERS EX CRYSTAL GS, 1988, FORTUNE NEW YORK, V117, P68 DAILY CM, 1997, J MANAGE, V23, P97 DAVENI R, 1994, HYPERCOMPETITION MAN EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P57 FERRIER W, 1999, ACAD MANAGE J, V43, P372 FERRIER WJ, 2001, ACAD MANAGE J, V44, P858 FINKELSTEIN S, 1988, STRATEGIC MANAGEMENT, V9, P43 FINKELSTEIN S, 1998, ACAD MANAGE J, V41, P179 FINKELSTEIN S, 2003, WHY SMART EXECUTIVES FRIEDMAN L, 1992, J ENG TECHNOL MANAGE, V9, P211 GERHART B, 1990, HDB IND ORG PSYCHOL, P482 GHEMAWAT P, 1986, HARVARD BUS REV, V64, P53 GNYAWALI DR, 2002, 2002 ANN M AC MAN GNYAWALI DR, 2003, 2003 STRAT MAN SOC A GOMEZMEJIA LR, 1987, ACAD MANAGE J, V30, P51 GOMEZMEJIA LR, 1988, HUMAN RESOURCE PLANN, V11, P173 GOMEZMEJIA LR, 1992, COMPENSATION ORG STR GRAY SR, 1997, J MANAGE, V23, P517 GUPTA AK, 1988, EXECUTIVE EFFECT CON HAMBRICK D, 1996, ADM SCI Q, V414, P659 HARRIS G, 2002, WALL STREET J NOV, A3 HARRISON JR, 1988, ADM SCI Q, V33, P211 HAYSTEAD JS, 2003, PHARM TECHNOLOGY, V27, P122 HAYWARD MLA, 1997, ADMIN SCI QUART, V42, P103 HENDERSON AD, 1996, ACAD MANAGE J, V39, P575 HENDERSON AD, 2001, ACAD MANAGE J, V44, P96 HOSMER LT, 1982, J BUS STRAT, V3, P47 HOUSE RJ, 1997, J MANAGE, V23, P409 HYMAN JS, 1991, COMPENSATION HDB JENKINS GD, 1985, GEN LAB FIELD SETTIN KLEIN GA, 1999, SOURCES POWER PEOPLE LATHAM GP, 1992, J ORGAN BEHAV MANAGE, V12, P125 LAWLER EE, 1971, PAY ORG EFFECTIVENES LEFEBVRE E, 1992, J ENG TECHNOL MANAGE, V9, P243 LOCKE EA, 1990, THEORY GOAL SETTING MARCH JG, 1991, ORGAN SCI, V2, P71 MCCARTHY RC, 2003, RES TECHNOL MANAGE, V46, P47 MCCLELLAND DC, 1969, MOTIVATING EC ACHIEV MILLER D, 1994, ADMIN SCI QUART, V39, P1 MILLER D, 1996, STRATEGIC MANAGE J, V17, P419 MILLER DJ, 1995, ACAD MANAGE J, V38, P1361 MILLER JS, 2002, ACAD MANAGE J, V45, P745 MINTZBERG H, 1973, ORGAN DYN, V1, P20 MINTZBERG H, 1976, ADM SCI Q, V21, P246 NAYYAR PR, 1994, ADV STRATEGIC MANA A, V10, P193 NELSON JE, 1998, J BUS STRAT, V19, P25 NICHOLS D, 2001, J BUS ETHICS, V29, P339 NONAKA I, 1994, ORGAN SCI, V5, P14 OFFSTEIN EH, 2003, ANN M AC MAN SEATTL PEDHAZUR EJ, 1991, MEASUREMENT DESIGN A PEDHAZUR EJ, 1997, MULTIPLE REGRESSION PENNINGS JM, 1991, COMPENSATION HDB PFEFFER J, 1993, ADMIN SCI QUART, V38, P382 PINDER CC, 1998, WORK MOTIVATION ORG PORTER M, 1980, COMPETITIVE STRATEGY RAJAGOPALAN N, 1997, STRATEGIC MANAGE J, V18, P761 ROTH K, 1995, ACAD MANAGE J, V38, P200 SALAZAR A, 2003, INFORMATION TECHNOLO, V4, P289 SCHRADER S, 1993, J ENG TECHNOL MANAGE, V10, P73 SMITH KG, 1991, ACAD MANAGE J, V34, P60 SMITH KG, 2001, BLACKWELL HDB STRATE, P315 SPITAL FC, 1992, J ENG TECHNOL MANAGE, V9, P29 TOSI HL, 2000, J MANAGE, V26, P301 UTTERBACK JM, 1994, MASTERING DYNAMICS I VROOM VH, 1964, WORK MOTIVATION WILBON AD, 2003, J ENG TECHNOL MANAGE, V20, P231 YOUNG C, 1998, J BUS STRAT, V19, P21 YOUNG G, 1996, ORGAN SCI, V7, P243 NR 86 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP PY 2005 VL 22 IS 3 BP 201 EP 225 PG 25 SC Engineering, Industrial GA 971AD UT ISI:000232352600003 ER PT J AU Johansen, K Comstock, M Winroth, M TI Coordination in collaborative manufacturing mega-networks: A case study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE collaborative manufacturing; collaborative networks; commercial aerospace industry; mass customization ID ENTERPRISE; IMPACT; FIRMS AB Collaborative manufacturing networks are becoming popular. Today, the scale of these networks can. be enormous, and include a complex myriad of partners from numerous companies and organizations spanning several countries and even continents. This paper explores how these partners successfully coordinate projects through an investigation of One such "collaborative manufacturing mega-network" or CMMN in the commercial aerospace industry. The case is analyzed with the aid of the literary state-of-the-art, and a number of organizational, structural, and cultural issues are discussed including mass customization.Finally, some of the most important factors for the successful CMMN are presented. (c) 2005 Elsevier B.V. All rights reserved. C1 Linkoping Univ, Inst Technol, Dept Mech Engn, Div Prod Syst, S-58183 Linkoping, Sweden. Jonkoping Univ, Sch Engn, Dept Ind Engn & Management, S-55111 Jonkoping, Sweden. RP Johansen, K, Linkoping Univ, Inst Technol, Dept Mech Engn, Div Prod Syst, S-58183 Linkoping, Sweden. EM kerjo@ikp.liu.se CR 1998, AVIATION WEEK S 0817 AYERS J, 2002, CASA SME BLUE BOOK S AZEVEDO AL, 2000, J MATER PROCESS TECH, V107, P431 BERRY T, 1997, MANAGE ACCOUNTING, V75, P74 BOURKE R, 1998, COMPUTER AIDED E OCT BROWN R, 1999, HOMOLOGY HOMOTOPY AP, V1, P1 BUGOS GE, 2001, EH NET ENCY CHAN D, 2000, J MANAGEMENT DEV, V19, P489 CHRISTMAN A, 2003, CAD CAM OUTLOOK SOME CLARK KB, 1991, HARVARD BUSINESS SCH, P409 DACIN MT, 1997, J WORLD BUS, V32, P3 DAMOURS S, 1999, INT J PROD ECON, V58, P63 DAS TK, 1999, ACAD MANAGEMENT EXEC, V13, P50 DEWIT B, 2002, STRATEGY PROCESS CON, P1252 DYER JH, 2000, COLLABORATIVE ADV WI, P209 ELMUTI D, 2001, MANAGE DECIS, V39, P205 FLEURY A, 2003, INTEGRATED MANUFACTU, V14, P16 HALLBERG P, 2002, VIDIREKT JOHNSTON HR, 1988, MIS Q, V12, P37 KILBURN D, 1999, MARKETING WEEK, V22, P20 KINGSLEYJONES M, 2001, FLIGHT INT 0102, P28 KULMALA HI, 2002, INT J PROD ECON, V79, P33 LOESER BO, 1999, IND MARKET MANAG, V28, P453 MAGRETA J, 1998, HARVARD BUS REV, V2, P73 MCCLELLAN M, 2003, OPTIMIZE MAGAZI 0317 MEIXELL MJ, 2004, IN PRESS MASS CUSTOM, P171 OHMAE K, 1992, READINGS CROSS BORDE, P914 PINE J, 1993, MASS CUSTOMIZATION N, P333 QIAO G, 2003, P 2003 WORLD C MASS SAVAGE CM, 1996, 5 GENERATION MANAGEM, P341 SCOTT AJ, 1996, ENTREP REGION DEV, V8, P75 SKYRME DJ, 1999, KNOWLEDGE NETWORKING, P311 SMITH D, 2003, EUROPEAN BUSINESS RE, V15, P262 SOMERS TM, 2003, EUR J OPER RES, V146, P315 WHEELEN TL, 2000, STRATEGIC MANAGEMENT WHITEHOUSE P, 2003, MANUFACTURING ENG, V82, P16 WINROTH M, 2003, P EUROMA POMS C IT NR 37 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP PY 2005 VL 22 IS 3 BP 226 EP 244 PG 19 SC Engineering, Industrial GA 971AD UT ISI:000232352600004 ER PT J AU Devezas, TC Linstone, HA Santos, HJS TI The growth dynamics of the Internet and the long wave theory SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE Internet; Kondratieff waves; K-waves; generational-learning; long waves AB The phenomenal growth of Internet users is slowing down and we expect to approach a world limit in the next decade of about 14% of the world population. On the basis of a historical analysis this basic innovation is placed in the context of the Kondratieff cycles (K-waves) and the associated Generational-Learning model. A quantitative analysis using logistic growth curves allows us to evaluate its growth dynamics and to assert that the Internet is coming to the end of the 4th K-wave downswing or innovation structural phase and will then embark on the 5th K-wave upswing or consolidation structural phase. The debate about the future of the K-wave pattern is considered, specifically the factors bearing on the continuation or alteration of the pattern and the trajectory. (c) 2005 Elsevier Inc. All rights reserved. C1 Portland State Univ, Syst Sci PhD Program, Portland, OR 97207 USA. Univ Beira Interior, Fac Engn, P-6200001 Covilha, Portugal. RP Linstone, HA, Portland State Univ, Syst Sci PhD Program, Portland, OR 97207 USA. EM tessalen@demnet.ubi.pt linstoneh@aol.com humberto@demnet.ubi.pt CR *COUNC COMP, 2004, NAT INN REP THRIV WO *NATO, 2005, UNPUB NATO ADV RES W AYRES RU, 2005, IN PRESS NATO ADV RE BERRY BJL, 1991, LONG WAVE RHYTHMS EC BERRY BJL, 2000, TECHNOL FORECAST SOC, V63, P1 BRIGHT JR, 1968, TECHNOLOGICAL FORECA CANNON J, 2003, DESIGNING TECHNOLOGI CERF V, 2001, COMMUN ACM, V44, P35 DEVEZAS TC, 2001, TECHNOL FORECAST SOC, V68, P1 DEVEZAS TC, 2002, TECHNOL FORECAST SOC, V69, P1 DEVEZAS TC, 2002, TECHNOL FORECAST SOC, V70, P819 FRANK AG, 1998, REORIENT GLOBAL EC A FREEMAN C, 2001, TIME GOES BY IND REV FRIEDMAN T, 2005, NY TIMES 0526, A27 FRIEDMAN T, 2005, WORLD FLAT BRIEF HIS GAINES BR, 1998, TECHNOL FORECAST SOC, V57, P7 GORDON I, LONG WAVE ANAL GRUBLER A, 1990, 5 KONDRATIEFF UPSWIN GRUBLER A, 1998, TECHNOLOGY GLOBAL CH JOY B, 2000, WHY FUTURE DOESNT NE KLEINROCK L, 2001, COMMUN ACM, V44, P41 KRAUSE P, 2000, PROTEUS INSIGHTS 202 LINSTONE HA, 1994, CHALLENGE 21 CENTURY, P151 MARCHETTI C, 1980, TECHNOLOGICAL FORECA, V18, P267 MARCHETTI C, 1988, CITIES THEIR VITAL S, CH7 MENSCH G, 1979, STALEMATE TECHNOLOGY MENSCH G, 2005, NATO ADV RES WORSKH METZ R, 2005, NATO ADV RES WORKSH MEYER C, 2003, ITS ALIVE COMING CON MODIS T, 2005, TECHNOL FORECAST SOC, V72, P938 NORDMANN A, 2004, COVERGING TECHNOLOGI PEREZ C, 1983, FUTURES OCT, P362 REATI A, 2004, Q REV BANCA NAZ LAV, V231, P395 SPENGLER O, 1992, UNTERGANG ABENDLANDE WALLERSTEIN I, 1992, FOREIGN POLICY JUL, P60 WALLERSTEIN I, 2000, INT SOCIOL, V15, P251 WELLMAN B, 2002, INTERNET EVERYDAY LI ZAKON R, HOBBES INTERNET TIME NR 38 TC 2 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD OCT PY 2005 VL 72 IS 8 BP 913 EP 935 PG 23 SC Business; Planning & Development GA 968RA UT ISI:000232178600002 ER PT J AU Modis, T TI The end of the internet rush SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE Internet use; Internet growth; Internet users; logistic growth; world population; European Union formation AB The concept of natural growth in competition is being exploited to produce forecasts for the use of Internet worldwide. Population trends and Internet-user trends indicate that the percentage of the population using the Internet is slowing down everywhere despite large discrepancies: 68% in the US, 45% in Europe, and 8% in the rest of the world. Whereas new growth phases with slow rates of growth should be expected from the third world, the boom years of Internet explosion are over. Significant growth in the use of Internet in the rest of the world must await for a couple of decades. (c) 2005 Elsevier Inc. All rights reserved. RP Modis, T, Via Selva 8, CH-6900 Lugano, Switzerland. EM tmodis@compuserve.com CR 2002, TECHNOLOGICAL FORECA MODIS T, 1998, CONQUERING UNCERTAIN NR 2 TC 3 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD OCT PY 2005 VL 72 IS 8 BP 938 EP 943 PG 6 SC Business; Planning & Development GA 968RA UT ISI:000232178600004 ER PT J AU Huebner, J TI A possible declining trend for worldwide innovation SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE technology limit; innovation rate; invention rate AB A comparison is made between a model of technology in which the level of technology advances exponentially without limit and a model with an economic limit. The model with an economic limit best fits data obtained from lists of events in the history of science and technology as well as the patent history in the United States. The rate of innovation peaked in the year 1873 and is now rapidly declining. We are at an estimated 85% of the economic limit of technology, and it is projected that we will reach 90% in 2018 and 95% in 2038. (c) 2005 Elsevier Inc. All rights reserved. C1 USN, Warfare Ctr, ANGEL Program, Weapons Div, China Lake, CA USA. RP Huebner, J, USN, Warfare Ctr, ANGEL Program, Weapons Div, China Lake, CA USA. EM jhuebner@ridgecrest.ca.us CR *NAT CTR ED, 2003, NAT CTR ED STAT DIG *US CENS BUR, 2003, STAT ABSTR US *US CENS BUR, 2004, HIST EST WORLD POP *US CENS BUR, 2004, TOD MID POP WORLD 19 BUNCH B, 2004, HIST SCI TECHNOLOGY DELONG JB, 2002, MACROECONOMICS, P120 NR 6 TC 3 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD OCT PY 2005 VL 72 IS 8 BP 980 EP 986 PG 7 SC Business; Planning & Development GA 968RA UT ISI:000232178600006 ER PT J AU Wonglimpiyarat, J TI Standard competition: Is collaborative strategy necessary in shaping the smart card market? SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE standard competition; innovation diffusion; competitive advantage; S-curve; competitive strategy; collaborative strategy ID INNOVATION AB This paper is concerned with the standard competition in the three most outstanding innovation cases of videocassette recorder [VCR; video home system (VHS)/Betamax standard competition], Windows operating system for personal computers (PC; Windows standard competition), and smart cards (smart cards standard competition). The study presents a comparative analysis of major conceptual frameworks in innovation management-the Competitive Forces Model by Porter [M. Porter, Competitive Strategy, Free Press, New York, 1980] and the Managing Migration Paths Model by Hamel and Prahalad [G. Hamel and C.K. Prahalad, Competing for the future, Harvard Business School Press Boston, MA, 1994] for empirical analysis and discussions. It is argued that the ability to establish an industry standard enables an innovator to create competitive advantage. In other words, the ability to establish an industry standard provides a platform for an innovator to excel at the innovation process by generating a continuity of commercially successful innovations. The paper evaluates the strategic management of innovations by studying the previous standard competition of innovations, to suggest the direction of smart cards. The players in, the smart card industry may use this empirical analysis to define strategic approach for their plan to compete in smart card launch. (c) 2004 Published by Elsevier Inc. C1 Minist Sci & Technol, Natl Sci & Technol Dev Agcy, Pathum Thani 12120, Thailand. RP Wonglimpiyarat, J, Minist Sci & Technol, Natl Sci & Technol Dev Agcy, 114 Thailand Sci Pk,Paholyothin Rd,Klong 1, Pathum Thani 12120, Thailand. EM jaruneew@mtec.or.th CR DAFT RL, 1982, RES SOCIOLOGY ORG, V1, P129 DODGSON M, 1993, TECHNOLOGICAL COLLAB DOSI G, 1982, RES POLICY, V11, P146 FOXALL GR, 1988, J MARKET MANAG, V3, P231 FREEMAN C, 1982, UNEMPLOYMENT TECHNIC GATES B, 1995, ROAD AHEAD GRAHAM M, 1989, BUSINESS RES R C A HAMEL G, 1994, COMPETING FUTURE HAWKINS R, 1995, STANDARDS INNOVATION HILL CWL, 1997, ACAD MANAGEMENT EXEC, V11, P7 MODIS T, 1997, TECHNOL FORECAST SOC, V56, P107 NELSON R, 1982, EVOLUTIONARY THEORY NELSON RR, 1977, RES POLICY, V6, P36 PAVITT K, 1984, RES POLICY, V13, P343 PORTER M, 1980, COMPETITIVE STRATEGY PORTER M, 1990, COMPETITIVE ADV NATI ROGERS EM, 1962, DIFFUSION INNOVATION ROGERS EM, 1971, COMMUNICATION INNOVA ROSENBERG N, 1976, PERSPECTIVES TECHNOL ROSENBERG N, 1982, LEARNING USING INSID ROSENBLOOM RS, 1987, CALIF MANAGE REV, V29, P51 ROTHWELL R, 1985, TECHNOVATION, V3, P168 ROTHWELL R, 1992, R&D MANAGE, V22, P221 ROWE LW, 1974, PUBLIC ADM REV MAY, P284 SCHMOOKLER J, 1962, EC TECHNOLOGICAL CHA SCHOTT A, 1981, IND INNOVATION UK CA SCHUMPETER JA, 1939, BYSINESS CYCLES THEO, V2 TIDD J, 1997, MANAGING INNOVATION VERNON R, 1966, Q J ECON, V80, P190 VOSS CA, 1994, J PROD INNOVAT MANAG, V11, P460 NR 30 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD OCT PY 2005 VL 72 IS 8 BP 1001 EP 1010 PG 10 SC Business; Planning & Development GA 968RA UT ISI:000232178600010 ER PT J AU Ravi, V Shankar, R TI Analysis of interactions among the barriers of reverse logistics SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE reverse logistics; barriers; Interpretive Structural Modeling (ISM) ID PRODUCT RECOVERY; INDUSTRY; MANAGEMENT AB The aim of this article is to analyze the interaction among the major barriers, which hinder or prevent the application of reverse logistics in automobile industries. A key task of top management is to diagnose those barriers of reverse logistics that could be crucial to the survival of the organization in the future. Existing models have focused on diagnosing these barriers independently. As a result, we lack a holistic view in understanding the barriers that hinder reverse logistics. This paper utilizes the Interpretive Structural Modeling (ISM) methodology to understand the mutual influences among the barriers so that those driving barriers, which can aggravate few more barriers and those independent barriers, which are most influenced by driving barriers are identified. By analyzing the barriers using this model, we may extract crucial barriers that hinder the reverse logistics activities. It can be observed that there are some barriers, which have both high driving power and dependency, thus needing more attention. An actual example of a small case automobile company provides some managerial insights into the methodology. Finally, the implications for practice and future research are discussed. (c) 2004 Elsevier Inc. All rights reserved. C1 Indian Inst Technol, Dept Management Studies, New Delhi 110016, India. RP Shankar, R, Indian Inst Technol, Dept Management Studies, Hauz Khas, New Delhi 110016, India. EM r.s@rediffmail.com CR *FOE STUD, REUS TRANSP PACK *WERC, REV LOG WEAP STRAT P *WSRA, BUS REC ROUNDT TUKW DAUGHERTY PJ, 2002, J BUSINESS LOGISTICS, V23, P85 DEBRITO MP, 200221 EI ETTLIE J, 1981, TECHNOLOGICAL FORECA, V19, P33 FAWCETT SE, ACHIEVING WORLD CLAS FLEISCHMANN M, 2000, OMEGA-INT J MANAGE S, V28, P653 GUINTINI R, 1995, TRANSP DISTRIB, V36, P73 JHARKHARIA S, 2005, IN PRESS J ENTERPRIS KOKKINAKI AL, 2001, E TRASH E TREASURE V KRUMWIEDE DW, 2002, OMEGA-INT J MANAGE S, V30, P325 LANDERS TL, 2000, TRANSPORT RES E-LOG, V36, P115 LINDHQVIST T, 2000, THEIS LUND U SWEDEN MANDAL A, 1994, INT J OPER PROD MAN, V14, P52 MARTINO JP, 1977, TECHNOL FORECAST SOC, V10, P381 MASLENNIKOVA I, 2000, INTERFACES, V30, P226 MINTZBERG H, 1973, NATURE MANAGERIAL WO MOK HS, 1997, COMPUT IND ENG, V33, P621 ROGERS DS, 1998, GOING BACKWARDS REVE RUDI N, 2000, INTERFACES, V30, P166 SAGE AP, 1977, INTERPRETIVE STRUCTU, P91 SAXENA JP, 1992, TECHNOL FORECAST SOC, V41, P121 SHARMA HD, 1995, TECHNOLOGICAL FORECA, V48, P285 SINGH MD, 2003, J ADV MANAGE RES, V1, P28 THIERRY M, 1995, CALIF MANAGE REV, V37, P114 TIBBENLEMBKE RS, 2002, SUPPLY CHAIN MANAG, V7, P271 VANHOCK R, 1999, SUPPLY CHAIN MANAG, V4, P129 VELOSO F, 2001, TECHNOL FORECAST SOC, V67, P239 WARFIELD JW, 1974, IEEE TRANSCRIPT SYST, V4, P51 NR 30 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD OCT PY 2005 VL 72 IS 8 BP 1011 EP 1029 PG 19 SC Business; Planning & Development GA 968RA UT ISI:000232178600011 ER PT J AU Mohamed, Z Bodger, P TI A comparison of Logistic and Harvey models for electricity consumption in New Zealand SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE forecasting; energy; growth curve models; logistic growth ID GROWTH; DIFFUSION; TRACTORS; CURVES; SPAIN AB There have been a number of forecasting models based on various forms of the logistic growth curve. This paper investigates the effectiveness of two forms of Harvey models and a Logistic model for forecasting electricity consumption in New Zealand. The three growth curve models are applied to the Domestic and Non-Domestic sectors and Total electricity consumption in New Zealand. The developed models are compared using their goodness of fit to historical data and forecasting accuracy over a period of 19 years. The comparison revealed that the Harvey model is a very appropriate candidate for forecasting electricity consumption in New Zealand. The developed models are also compared with some available national forecasts. (c) 2004 Elsevier Inc. All rights reserved. C1 Univ Canterbury, Dept Elect & Comp Engn, Christchurch 1, New Zealand. RP Bodger, P, Univ Canterbury, Dept Elect & Comp Engn, POB 4800, Christchurch 1, New Zealand. EM zmo10@student.canterbury.ac.nz p.bodger@elec.canterbury.ac.nz CR *MIN EC DEV, 2000, MOD STAT UN NZ EN OU *MIN EN DEV, 2002, NZ EN DAT FIL *MIN EN, 1982, EL FOR PLANN BACKGR *SINCL KNIGHT MERZ, 2000, EL SUPPL DEM 2015 BASS FM, 1969, MANAGE SCI, V15, P215 BEWLEY R, 1988, INT J FORECASTING, V4, P177 BHARGAVA SC, 1991, TECHNOLOGICAL FORECA, V41, P177 BODGER PS, 1987, TECHNOL FORECAST SOC, V31, P27 CARRILLO M, 2002, TECHNOL FORECAST SOC, V69, P233 FRANK LD, 2004, TECHNOL FORECAST SOC, V71, P391 GIOVANIS AN, 1999, TECHNOL FORECAST SOC, V61, P235 HARVEY AC, 1984, J OPER RES SOC, V35, P641 HARVEY AC, 1993, TIME SERIES MODELS, P149 JAIN DC, 1994, J APPL STAT, V21, P161 MAKRIDAKIS S, 1998, FORECASTING METHODS MARMOLINERO C, 1980, J OPERATIONAL RES SO, V31, P141 MARTINO JP, 2003, TECHNOL FORECAST SOC, V70, P719 MEYER PS, 1999, TECHNOL FORECAST SOC, V61, P209 MOHAMED Z, 2003, NZ 2003 C CHRISTCH N OLIVER FR, 1981, J OPERATIONAL RES SO, V32, P499 SHARP JA, 1990, INT J FORECASTING, V6, P531 SKIADAS CH, 1993, TECHNOL FORECAST SOC, V44, P391 TINGYAN X, 1990, TECHNOLOGICAL FORECA, V38, P175 YOUNG P, 1993, TECHNOL FORECAST SOC, V44, P375 NR 24 TC 1 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD OCT PY 2005 VL 72 IS 8 BP 1030 EP 1043 PG 14 SC Business; Planning & Development GA 968RA UT ISI:000232178600012 ER PT J AU Lee, SJ Lee, DJ Oh, HS TI Technological forecasting at the Korean stock market: A dynamic competition analysis using Lotka-Volterra model SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE stock market; competition; diffusion model; equilibrium AB The purpose of this paper is to attempt to analyze the dynamic relationship between the Korean Stock Exchange (KSE) and Korean Securities Dealers Automated Quotation (KOSDAQ), two competing markets at the Korean stock market, in the viewpoint of technological forecasting of competition. The Lotka-Volterra system of equations, one well-known competitive diffusion models, is adopted to represent the competitive situations of the Korean stock market and it is estimated using daily empirical index data of KSE and KOSDAQ during 1997-2001. The results show that there existed a predator-prey relationships between two markets in which KSE acted as a prey for the time being after the emergence of KOSDAQ. This interaction was altered to symbiotic relationship and finally to pure competition relationship. We also perform an equilibrium analysis of the estimated Lotka-Volterra equations. As a result, we find that there is an equilibrium point in a dynamic sense. However, the equilibrium point could be unstable in the latest pure competition relationship. (c) 2005 Elsevier Inc. All rights reserved. C1 Kyung Hee Univ, Coll Adv Engn, Kyunggido, South Korea. Elect & Telecommun Res Inst, Taejon 305350, South Korea. Seoul Natl Univ, Dept Ind Engn, Seoul 151744, South Korea. RP Lee, DJ, Kyung Hee Univ, Coll Adv Engn, 1 Seocheon Ri, Kyunggido, South Korea. EM ldj@khu.ac.kr CR AMEMIYA T, 1983, NONLINEAR REGRESSION, V1, CH6 KIM YB, 2001, IE INTERFACE, V14, P54 LESLIE PH, 1958, BIOMETRIKA, V45, P16 MAHAJAN V, 1993, J MARKETING, V57, P39 MODIS T, 1999, TECHNOL FORECAST SOC, V62, P173 PARKER P, 1994, INT J RES MARK, V11, P17 PIELOU EC, 1969, INTRO MATH ECOLOGY QUANDT RE, 1983, NUMERICAL RECIPES C, V1, CH12 UEDA T, 1990, J OPER RES SOC JPN, V33, P319 NR 9 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD OCT PY 2005 VL 72 IS 8 BP 1044 EP 1057 PG 14 SC Business; Planning & Development GA 968RA UT ISI:000232178600013 ER PT J AU Gerard, D Lave, LB TI Implementing technology-forcing policies: The 1970 Clean Air Act Amendments and the introduction of advanced automotive emissions controls in the United States SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE technology forcing; automobile regulations; policy implementation; air pollution control ID POLLUTION-CONTROL; ENVIRONMENT; STANDARDS; INCENTIVES; INNOVATION; COSTS; FIRM AB Technology forcing is a strategy where a regulator specifies a standard that cannot be met with existing technology, or at least not at an acceptable cost. Using the 1970 U.S. Clean Air Act for controlling automobile emissions as a baseline example, we demonstrate the importance of the regulatory implementation process if regulations are to foster technological change. The 1970 legislation required steep emissions reductions for new 1975 and 1976 automobiles, which presented automakers with major technical and economic challenges. Nevertheless, the U.S. Environmental Protection Agency successfully forced the adoption of two marquee control technologies-the catalytic converter in 1975 and the three-way catalyst in 1981. We focus on three factors critical to the implementation process: agency credibility to enforce standards, competitive pressures to drive industry research and development, and uncertainty about technological development. (c) 2004 Elsevier Inc. All rights reserved. C1 Carnegie Mellon Univ, Ctr Study & Improvement Regulat, Pittsburgh, PA 15213 USA. RP Gerard, D, Carnegie Mellon Univ, Ctr Study & Improvement Regulat, Pittsburgh, PA 15213 USA. EM dgerard@andrew.cmu.edu CR WARDS AUTOMOTIVE YB *US EPA, 2000, NAT AIR POLL EM TREN BRESNAHAN TF, 1985, RAND J ECON, V16, P437 CRANDALL R, 1986, REGULATING AUTOMOBIL DAVIES J, 1975, POLITICS POLLUTION DOWNING PB, 1986, J ENVIRON ECON MANAG, V13, P18 DOYLE J, 2000, 4 WALLS 8 WINDOWS ELLIOTT ED, 1985, J L EC ORG, V1, P313 FREEMAN AM, 2002, J ECON PERSPECT, V16, P125 GERARD D, 2005, IN PRESS INT J POLIC HACKETT SC, 1995, J ENVIRON ECON MANAG, V29, P339 HARRINGTON W, 1997, J ENVIRON ECON MANAG, V33, P240 JAFFE A, 1995, J ENVIRON ECON MANAG, V29, P43 JAFFE AB, 2003, HDB ENV EC JUNG CH, 1996, J ENVIRON ECON MANAG, V30, P95 KEMP R, 1997, NEW HORIZONS ENV EC KLEIT A, 1992, ECON INQ, V30, P639 KRIER JE, 1977, POLLUTION POLICY CAS LAVE LB, 1984, AM ECON REV, V74, P471 LEE J, 2003, INT C TECHN POL INN LEWIS TR, 1996, RAND J ECON, V27, P819 MAGAT WA, 1978, J ENVIRON ECON MANAG, V5, P1 MARINO AM, 1998, J REGUL ECON, V14, P5 MCCUBBINS MD, 1987, J L EC ORG, V3, P243 MILLIMAN SR, 1989, J ENVIRON ECON MANAG, V17, P247 MONDT J, 2000, CLEANER CARS HIST TE PALMER K, 1995, J ECON PERSPECT, V9, P119 PARRY IWH, 2002, 0257 RFF PORTER ME, 1995, J ECON PERSPECT, V9, P97 PULLER S, 2002, STRATEGIC USE INNOVA SHIBATA T, 1989, ENV POLICY JAPAN STARKMAN ES, 1977, ADV ENV SCI TECHNOLO STIKKERS DE, 2002, SCI TOTAL ENVIRON, V299, P37 STORK E, 1977, ADV ENV SCI TECHNOLO, P29 WHITE LJ, 1982, REGULATION AIR POLLU YAO DA, 1988, J ENVIRON ECON MANAG, V15, P419 NR 36 TC 1 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD SEP PY 2005 VL 72 IS 7 BP 761 EP 778 PG 18 SC Business; Planning & Development GA 956MN UT ISI:000231304100002 ER PT J AU Kosugi, T Tokimatsu, K Yoshida, H TI Evaluating new CO2 reduction technologies in Japan up to 2030 SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE energy system; centralized and dispersed power generation; CO2 capture; fuel cell vehicle; linear programming ID GRAPHICAL EVALUATION; GERT AB A mathematical model was developed for evaluating CO2-reduction technologies in power generation, residential, commercial and road transport sectors in Japan. The existing and new power generation technologies evaluated included 34 centralized and 8 dispersed power generation technologies in the residential and commercial energy demand sectors. To take into account the varieties of useful energy and of its demand duration patterns among entities in the demand sectors, the hourly mean power and heating and cooling demand-supply balances in one residential and four commercial representative entities were considered for each month. The road transport sector addressed five types of automotive use. The useful-energy demands are exogenously given; the model calculates the technology installations that satisfy the demands to minimize the total systems cost for each year up to 2030. The availability of the new technologies, i.e., the first years they are installable, is derived from research and development (R&D) process analyses on the basis of surveys to experts. As a result of the model calculation, dispersed molten carbonate and solid oxide fuel cells and onboard gasoline reforming-type fuel cell vehicle (FCV) technologies are expected to have the largest economic values, approximately 60-120 billion constant 1998 yen [460-920 million U.S. dollars (USD)] among the evaluated new CO2-reduction technologies. One of the implications from our calculations is that extending electric power corporations' commercial coverage to dispersed power generation, in addition to centralized power generation, is desirable to help lower overall costs in society, as well as to secure industry profits. (c) 2004 Elsevier Inc. All rights reserved. C1 Ritsumeikan Univ, Coll Policy Sci, Kita Ku, Kyoto 6038577, Japan. Res Inst Innovat Technol Earth, Minato Ku, Tokyo 1050003, Japan. New Energy & Ind Technol Dev Org, Saiwai Ku, Kawasaki, Kanagawa 2128554, Japan. RP Kosugi, T, Ritsumeikan Univ, Coll Policy Sci, Kita Ku, 56-1 Tojiin, Kyoto 6038577, Japan. EM kosugi@sps.ritsumei.ac.jp CR *ADV COMM NAT RES, 2001, EN POL FUT *AG NAT RES EN JAP, 1998, EL POW PLANT DEV OUT, P154 *AIM JAP PROJ TEAM, 1994, F6494NIES *MIN ENV JAP, GREENH GAS EM FISC Y *MIN ENV JAP, 2001, 4 SOC SCEN RES REP J *NAT I POP SOC SEC, 1997, POP PROJ JAP HLTH WE *RES I INN TECHN E, 2002, 514010090 NEW EN IND *SOC HEAT AIR COND, 1994, PLAN DES EV NAT GAS, P137 BROOKE A, 1992, GAMS USERS GUIDE REL ENDO E, 1986, RES ELECTROTECHNICAL, V869 FISHBONE LG, 1981, INT J ENERG RES, V5, P353 GOTOH Y, 1999, 99046 JAP AT EN RES HATTORI H, 2000, Y99018 SOC RES CTR C HAYASHI A, 2003, P 22 ANN M JAP SOC E, P303 HAYASHI A, 2004, ENERGY RESOURCES, V25, P156 HAYASHI A, 2004, ENERGY RESOURCES, V25, P77 KOMIYAMA R, 2003, IEEJ T POWER ENERGY, V123, P577 KOSUGI T, 2004, ENERGY, V29, P1297 KOSUGI T, 2004, INT J HYDROGEN ENERG, V29, P337 MIYATA A, 2000, IEEJ T POWER ENERGY, V120, P553 PRITSKER AAB, 1966, J IND ENGNG, V17, P267 SEEBREGTS AJ, 2001, P OR2001 C EN ENV SE, P75 TAKAHASHI M, 1996, JOINT IEW JSER INT C, P401 NR 23 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD SEP PY 2005 VL 72 IS 7 BP 779 EP 797 PG 19 SC Business; Planning & Development GA 956MN UT ISI:000231304100003 ER PT J AU Kostoff, RN del Rio, JA Cortes, HD Smith, C Smith, A Wagner, C Leydesdorff, L Karypis, G Malpohl, G Tshiteya, R TI The structure and infrastructure of Mexico's science and technology SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE Mexico; science and technology; bibliometrics; computational linguistics; core competencies; research evaluation; factor analysis; concept clustering; document clustering; data compression; network analysis; Leximancer; CLUTO; greedy string tiling ID DATABASE TOMOGRAPHY; TECHNICAL INTELLIGENCE; BIBLIOMETRICS; CITATION; ROADMAPS; PROGRAMS; TRENDS AB The structure and infrastructure of the Mexican technical literature was determined. A representative database of technical articles was extracted from the Science Citation Index for the year 2002, with each article containing at least one author with a Mexican address. Many different manual and statistical clustering methods were used to identify the structure of the technical literature (especially the science and technology core competencies). One of the pervasive technical topics identified from the clustering, thin films research, was analyzed further using bibliometrics, in order to identify the infrastructure of this technology. Published by Elsevier Inc. C1 Off Naval Res, Arlington, VA 22217 USA. UNAM, Ctr Invest & Energia, Temixco, Morelos, Mexico. Booz Allen Hamilton, Bethesda, MD USA. Univ Queensland, Brisbane, Qld, Australia. Univ Amsterdam, Amsterdam, Netherlands. Univ Minnesota, Minneapolis, MN 55455 USA. Univ Karlsruhe, D-76128 Karlsruhe, Germany. DDL OMNI Engn LLC, Mclean, VA 22102 USA. RP Kostoff, RN, Off Naval Res, 800 N Quincy St, Arlington, VA 22217 USA. EM kostofr@onr.navy.mil CR AHLGREN P, 2003, J AM SOC INF SCI TEC, V54, P550 BENEDETTO D, 2002, PHYS REV LETT, V88 BOSTIAN CW, 2000, SPACE COMMUN, V16, P97 CAMPBELL R, 1985, SOVIET SCI TECHNOLOG CUTTING DR, 1992, P 15 ANN INT ACM SIG, P318 DAVIDSON RC, 1990, JAPANESE MAGNETIC CO DELRIO JA, 2002, ADV COMPLEX SYST, V5, P19 DUNCAN LM, 1988, SOVIET IONOSPHERIC M GARCIA EO, 2002, REV ESPANOLA DOCUMEN, V25, P467 GARFIELD E, 1985, J CHEM INF COMP SCI, V25, P170 GRAY RM, 1993, NONUS DATA COMPRESSI GUHA S, 1998, P ACM SIGMOD INT C M, P73 HEARST MA, 2000, NATURAL LANGUAGE INF HUTUBESSY RCW, 2002, INT J TECHNOL ASSESS, V18, P690 KARYPIS G, CLUTO CLUSTERING TOO KARYPIS G, 1999, IEEE COMPUT, V32, P68 KLINGER A, 1990, SOVIET IMAGE PATTERN KOSTOFF RN, IN PRESS JASIST, V56 KOSTOFF RN, SCI TECHNOLOGY TEXT KOSTOFF RN, 1997, SCIENTOMETRICS, V40, P103 KOSTOFF RN, 1998, INFORM PROCESS MANAG, V34, P69 KOSTOFF RN, 1998, SCIENTOMETRICS, V43, P27 KOSTOFF RN, 1999, J AM SOC INFORM SCI, V50, P427 KOSTOFF RN, 2000, J AIRCRAFT, V37, P727 KOSTOFF RN, 2000, J CHEM INF COMP SCI, V40, P19 KOSTOFF RN, 2001, ANAL CHEM, V73, A370 KOSTOFF RN, 2001, J AM SOC INF SCI TEC, V52, P1148 KOSTOFF RN, 2002, J POWER SOURCES, V110, P163 KOSTOFF RN, 2003, ENCY LIB INFORMATION, V4, P2789 KOSTOFF RN, 2003, JASIST, V54 KOSTOFF RN, 2003, MED HYPOTHESES, V61, P265 KOSTOFF RN, 2004, FRACTALS, V12, P1 KOSTOFF RN, 2004, INT J BIFURCAT CHAOS, V14, P61 KOSTOFF RN, 2004, J AM SOC MASS SPECTR, V15, P281 LANZEROTTI LJ, 1986, FASACTAR3060 LENEMAN B, 1984, REV ETUD COMP EST-O, V15, P75 LEYDESDORFF L, 1989, RES POLICY, V18, P209 LEYDESDORFF L, 2003, ANN M SOC SOC STUD S MACROBERTS MH, 1996, SCIENTOMETRICS, V36, P435 MCINTIRE LV, 2003, TISSUE ENG, V9, P3 MOONEY B, 1996, MAR TECHNOL SOC J, V30, P71 PRECHELT L, 2002, J UNIVERS COMPUT SCI, V8, P1016 PRIEGO JLO, 2003, SCIENTOMETRICS, V58, P429 RASMUSSEN E, 1992, INFORMATION RETRIEVA SALTON G, 1983, INTRO MODERN INFORMA SPENCER WJ, 1989, CHINESE MICROELECTRO STARES P, 1985, DAEDALUS, V114, P127 STEINBACH M, 2000, 00034 U MINN DEP COM WAGNER CS, 2002, TECHNOLOGY USE PRODU WAGNER CS, 2004, IN PRESS INT J TECHN WHITE HD, 2003, J AM SOC INF SCI TEC, V54, P1250 WILLETT P, 1988, INFORMATION PROCESSI, V24, P577 WISE MJ, 1992, STRING SIMILARITY VI ZAMIR O, 1998, P 21 ANN INT ACM SIG, P46 NR 54 TC 1 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD SEP PY 2005 VL 72 IS 7 BP 798 EP 814 PG 17 SC Business; Planning & Development GA 956MN UT ISI:000231304100004 ER PT J AU Aligica, PD TI Scenarios and the growth of knowledge: Notes on the epistemic element in scenario building SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article ID BIASES AB Scenarios raise a very remarkable challenge. They are a special category of thought experiments and as such they deal with the domain of the "possible" and "probable", i.e. with the world of speculation. Nevertheless they are of a crucial practical importance for public policy, management and strategic thinking in general: any premeditated significant action has to be preceded by such a thought experiment that anticipates the possibility of its outcomes and its implications. The question is then, how could speculation have such a crucial epistemic role? What kind of knowledge, if any, do scenarios produce? What is the episternic role of scenarios? The objective of this article is to discuss the controversial but crucial issue of the epistemic functions of scenarios and to outline several possible approaches to it. The article explores the relevance in this respect of the research that has been already done on thought experiments, de-biasing, deductive arguments and uncertainty-and complexity-coping cognitive devices while indicating the potential contribution of that literature to the further development of the scenario building practice and of the futures methodology. (c) 2005 Elsevier Inc. All rights reserved. C1 George Mason Univ, Mercatus Ctr, Arlington, VA 22201 USA. Natl Sch Polit Studies & Publ Adm, Bucharest, Romania. RP Aligica, PD, George Mason Univ, Mercatus Ctr, 3301 N Fairfax Dr,Ste 450, Arlington, VA 22201 USA. EM daligica@gmu.edu CR BARNES JH, 1984, STRATEGIC MANAGE J, V5, P129 COATES JF, 2000, TECHNOL FORECAST SOC, V65, P115 DERHEIJDEN K, 1997, SCENARIOS ART STRATE ERNST M, 1975, KNOWLEDGE ERROR FAUCONNIER G, 2002, WAY WE THINK CONCEPT FISCHHOFF B, 1982, JUDGMENT UNCERTAINTY, P335 GODET M, 1987, SCENARIOS STRATEGIC HAGGQVIST S, 1996, EXPT PHILOS HOGARTH RM, 1981, MANAGE SCI, V27, P115 HOROWITZ T, 1991, THOUGHT EXPT SCI PHI IRVINE A, 1991, THOUGHT EXPT SCI PHI JUNGERMANN H, 1985, J FORECASTING, V4, P321 KAHN H, 1967, NEXT 200 YEARS SCENA KAHN H, 1967, YEAR 2000 FRAMEWORK KAHN H, 1973, SEARCH ALTERNATIVES KAHNEMAN D, 1982, JUDGMENT UNCERTAINTY, P201 KLEINER A, 1996, AGE HERETICS HEROES LINSTONE HA, 1999, DECISION MAKING TECH MARTELLI A, 2001, FUTURES RES Q, V3, P5 RESCHER N, 1991, THOUGHT EXPT SCI PHI RUSSO JE, 1989, DECISION TRAPS SCHOEMAKER P, 1993, STRATEG MANAGE, V14 SCHOEMAKER PJH, 1991, J FORECASTING, V10, P549 SCHWARTZ P, 1996, ART LONG VIEW PLANNI SCHWARTZ P, 1998, KNOWLEDGE MANAGE DEC SCHWENK CR, 1984, STRATEGIC MANAGE J, V5, P111 SLOVIC M, 1982, JUDGMENT UNCERTAINTY, P211 TURNER M, 1996, COGNITIVE DIMENSIONS TURNER M, 1996, COUNTERFACTUAL THOUG TVERSKY A, 1974, SCIENCE, V185, P1124 NR 30 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD SEP PY 2005 VL 72 IS 7 BP 815 EP 824 PG 10 SC Business; Planning & Development GA 956MN UT ISI:000231304100005 ER PT J AU Kim, WJ Lee, JD Kim, TY TI Demand forecasting for multigenerational products combining discrete choice and dynamics of diffusion under technological trajectories SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE multigeneration product; discrete choice; diffusion; Moore's law; learning by doing ID SUCCESSIVE GENERATIONS; SEMICONDUCTOR INDUSTRY; MODEL; SUBSTITUTION; DRAMS AB The discrete choice model generally captures consumers' valuation of the product's quality within the framework of a cross-sectional analysis, while the diffusion model captures the dynamics of demand within the framework of a time-series analysis. We propose an adjusted discrete choice model that incorporates the choice behavior of the consumer into the dynamics of product diffusion. In addition, a new estimation structure is proposed, within the framework of the time-series analysis, which enables the estimation of the discrete choice model on market-level data to be performed in such a way as to avoid the problem of price endogeneity and to obtain greater flexibility in forecasting demand. As an empirical application, the suggested model is applied to the case of the worldwide DRAM (dynamic random access memory) market. In forecasting future demand of DRAM generations, we integrate Moore's law and learning by doing to reflect the future technological trajectories of DRAM innovations, as well as consumers' consumption trends to reflect the dynamics of demand environments. As a result, the suggested model shows better performance in explaining the diffusion of new-generation product with limited number of data observations. (c) 2003 Elsevier Inc. All rights reserved. C1 Seoul Natl Univ, Technol Econ & Policy Program, Seoul 515742, South Korea. RP Lee, JD, Seoul Natl Univ, Technol Econ & Policy Program, Seoul 515742, South Korea. EM wjkim333@yahoo.co.kr leejd@snu.ac.kr tykim@snu.ac.kr CR BALDWIN RE, 1989, MARKET ACCESS INT CO BASS FM, 1969, MANAGE SCI, V15, P215 BENAKIVA M, 1995, DISCRETE CHOICE ANAL BERRY ST, 1994, RAND J ECON, V25, P242 BORDIE I, 1982, PHYS MICROFABRICATIO DICK AR, 1994, INT J IND ORGAN, V12, P35 FISHER JC, 1999, TECHNOL FORECAST SOC, V61, P273 GAINES BR, 1998, TECHNOL FORECAST SOC, V57, P7 GREENE WH, 2000, ECONOMETRIC ANAL GRIMM BT, 1998, SURV CURR BUS, P8 GRUBER H, 1994, STUDIES MATH MANAGER, V37 IRWIN DA, 1994, J POLIT ECON, V102, P1200 JUN DB, 1999, TECHNOL FORECAST SOC, V61, P45 KIM N, 2000, MANAGE SCI, V46, P496 MAHAJAN V, 1996, TECHNOL FORECAST SOC, V51, P109 MAHAJAN V, 2001, NEW PRODUCT DIFFUSIO MANSFIELD E, 1961, ECONOMETRICA, V29, P741 MANSKI CF, 1977, THEOR DECIS, V8, P229 MEINDL JD, 1987, SCI AM, V257, P54 METCALFE S, 1995, HDB EC INNOVATION TE, P409 MOORS CN, 1996, B AM SOC INF SCI, V23, P22 NORTON JA, 1987, MANAGE SCI, V33, P1069 SPEECE MW, 1995, TECHNOL FORECAST SOC, V49, P281 SRINIVASAN V, 1986, MARKET SCI, V5, P169 TRAIN K, 1993, QUALITATIVE CHOICE A TURTON R, 1995, JOURNEY FUTURE MICRO VERSLUIS C, 2002, TECHNOL FORECAST SOC, V69, P263 VICTOR NM, 2002, TECHNOL FORECAST SOC, V69, P243 NR 28 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD SEP PY 2005 VL 72 IS 7 BP 825 EP 849 PG 25 SC Business; Planning & Development GA 956MN UT ISI:000231304100006 ER PT J AU Chen, JH Jan, TS TI A variety-increasing view of the development of the semiconductor industry in Taiwan SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE semiconductor industry; development; variety increasing; learning process ID STRATEGIC ALLIANCES; FLYING GEESE; ASIA; SYSTEMS; FIRMS AB The development of the semiconductor industry depends on its interactions with the environment. Developing countries face more constraints and the environmental interactions seem more complicated. The development process of the semiconductor industry could be better understood with regard to the interactions and social changes. This study proposes a variety-increasing viewpoint based on the concepts of variety increasing and internal learning to analyze the developmental experience of the semiconductor industry in Taiwan. The result shows that the development of Taiwanese semiconductor industry is a continuous variety-increasing process, which is achieved by searching and establishing successful associations in an increasingly wider and complex environment. Implications on the ongoing development of Taiwan's semiconductor industry and the development experiences of other East Asian countries are discussed. (c) 2004 Elsevier Inc. All rights reserved. C1 Natl Chiao Tung Univ, Dept Management Sci, Hsinchu, Taiwan. RP Chen, JH, Natl Chiao Tung Univ, Dept Management Sci, 1001 Ta Hsueh Rd, Hsinchu, Taiwan. EM jc@iim.nctu.edu.tw CR *BUR INT CULT ED, STAT TAIW OV STUD *ITRI, 1991, YB SEM IND *SIPA, 2001, 20 ANN HSINCH SCI BA ACKOFF RL, 1971, MANAGE SCI, V17, P661 ACKOFF RL, 1994, SYST DYNAM REV, V10, P175 ASHBY WR, 1964, INTRO CYBERNETICS BERNARD M, 1995, WORLD POLIT, V47, P171 CHANG PL, 1998, IEEE T ENG MANAGE, V45, P349 CHEN JH, 2004, SYSTEM DYNAMICS MODE CHU YH, 1995, GLOBAL CHANGE REGION, P199 CHURCHMAN CW, 1981, SYSTEMS APPROACH DAHKMAN CJ, 1987, WORLD DEV, V15, P759 EDGINGTON DW, 2000, ENVIRON PLANN A, V32, P281 ESPOSITO E, 2004, TECHNOL FORECAST SOC, V71, P443 HOBDAY M, 1995, INNOVATION E ASIA CH, P33 HOBDAY M, 2000, TECHNOVATION, V21, P209 HUFF A, 1982, STRATEGIC MANAGEMENT, V3, P119 JOVANOVIC B, 2002, REV ECON DYNAM, V5, P346 KASH DE, 2002, TECHNOL FORECAST SOC, V69, P581 KIM L, 1997, IMITATION INNOVATION KOH AT, 1998, TECHNOL FORECAST SOC, V58, P285 KRUGMAN P, 1994, FOREIGN AFF, V73, P62 LLOYD PJ, 1996, J ASIAN EC, V7, P407 MATTHEWS JA, 1999, TIGER TECHNOLOGY CRE MILES G, 1993, STRATEGIC MANAGE J, V14, P163 MILLER JG, 1978, LIVING SYSTEMS MITCHELL GR, 1999, TECHNOL FORECAST SOC, V60, P205 MORGAN DW, 2004, MED SCI SPORT EXER, V36, P345 OLLEROS FJ, 1988, TECHNOVATION, V7, P155 SU LY, 1994, WERE BOTH STORMY SUN WADE R, 1990, GOVT MARKET EC THEOR YU PL, 2001, MADE BY TAIWAN, P347 NR 32 TC 1 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD SEP PY 2005 VL 72 IS 7 BP 850 EP 865 PG 16 SC Business; Planning & Development GA 956MN UT ISI:000231304100007 ER PT J AU Karaoz, M Albeni, M TI Dynamic technological learning trends in Turkish manufacturing industries SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE technological learning; learning curve; experience curve; technological capability; manufacturing industry Turkey ID INNOVATION; PERFORMANCE; KNOWLEDGE; CURVES; PATHS AB Efficient development of industries requires a broad range of technological capabilities which can be acquired only by a long process of learning. Continuous measuring and monitoring of the ever-changing technological learning would be useful for building technological capability and managing technological policies. Nevertheless, research on how to measure the technological learning over time at macro levels remains largely untouched. In this paper, by adding the experience curve into the multifactor productivity part of Neoclassical production function, we will develop a model which will allow one to estimate the technological learning levels over long periods. This model would allow a user to both estimate the past learning experiences and forecast its future path on a time varying basis. The model has been used and tested in the estimation of the annual technological learning values for 28 Turkish manufacturing industries from 1981 to 2000. (c) 2004 Elsevier Inc. All rights reserved. C1 Suleyman Demirel Univ, Fac Econ & Adm Sci, IIBF, TR-32260 Isparta, Turkey. RP Karaoz, M, Suleyman Demirel Univ, Fac Econ & Adm Sci, IIBF, Cumur Kampusu, TR-32260 Isparta, Turkey. EM mkaraoz@iibf.sdu.edu.tr CR *BOST CONS GROUP, 1970, PERSP EXP *OECD SCI TECHN IN, 1999, BENCHM KNOWL BAS EC *OECD SCI TECHN IN, 2001, KNOWL BAS EC *SPO, 2000, 8 5 YEAR DEV PLAN SC *SPO, 2000, 8 5 YEAR DEV PLAN ADLER PS, 1991, MANAGE SCI, V37, P267 ANDERSEN B, 1999, J EVOL ECON, V9, P487 ARGOTE L, 1990, SCIENCE, V247, P920 ARROW KJ, 1962, REV ECON STUD, V29, P155 ASHER H, 1956, R291 RAND CORP BADIRU AB, 1992, IEEE T ENG MANAGE, V39, P176 BELL M, 1984, TECHNOLOGICAL CAPABI, P187 CARAYANNIS EG, 2000, TECHNOVATION, V20, P287 CARAYANNIS EG, 2002, TECHNOVATION, V22, P625 CARLSON JG, 1973, MANUFACTURING ENG MA, V71, P22 CARLSSON B, 1996, HDB IND INNOVATION, P33 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COHENDET P, 1997, SYSTEMS INNOVATION T, P223 CONCEICAO P, 2001, TECHNOL FORECAST SOC, V66, P1 CONCEICAO P, 2003, TECHNOL FORECAST SOC, V70, P583 COOKE P, 2000, ENTERP INNOV MANAG S, V3, P265 DEJONG JR, 1957, ERGONOMICS, V1, P51 EROGLU O, 2001, TURKISH EC FAGERBERG J, 1995, CAMBRIDGE J ECON, V19, P243 FAUBER CE, 1989, PROD INVENT MANAGE J, P58 FIGUEIREDO PN, 2002, RES POLICY, V31, P73 HELPMAN E, 1999, J ECON GROWTH, V4, P359 HODBAY M, 1995, WORLD DEV, V23, P1171 JACKSON D, 1998, TECHNOLOGICAL CHANGE KEPENEK Y, 2000, TURKISH EC KIM LS, 2001, INT SOC SCI J, V53, P297 KNETCH GR, 1974, OP RES Q, V25, P487 LALL S, 1999, WORLD DEV, V27, P1769 LEVY FK, 1965, MANAGE SCI, V11, B136 LUNDVALL BA, 1988, TECHNICAL CHANGE EC, P349 MADANMOHAN TR, 2003, IN PRESS TECHNOVATIO MALECKI EJ, 1997, TECHNOLOGY EC DEV DY MARLERBA F, 1992, ECON J, V102, P845 MONTGOMERY DB, 1985, STRATEGIC MARKETING, P213 NAJMABADI F, 1995, DEV IND TECHNOLOGY L NELSON RR, 1982, EVOLUTIONARY THEORY OZTAS N, 2000, SCI TECHNOLOGY POLIC PAMUKCU T, 2003, WORLD DEV, V31, P1443 PLATT L, 1999, TECHNOVATION, V19, P393 PROMONGKIT P, 2000, TECHNOVATION, V20, P189 PROMONGKIT P, 2002, TECHNOL FORECAST SOC, V69, P89 ROSENBERG N, 1982, INSIDE BLACK BOX TEC ROTHWELL R, 1996, HDB IND INNOVATION, P33 WRIGHT TP, 1936, J AERONAUT SCI, V3, P122 YELLE LE, 1979, DECISION SCI, V10, P302 YUCEL IH, 1997, SCI TECHNOLOGY POLIC NR 51 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD SEP PY 2005 VL 72 IS 7 BP 866 EP 885 PG 20 SC Business; Planning & Development GA 956MN UT ISI:000231304100008 ER PT J AU Oner, AA Saritas, O TI A systems approach to policy analysis and development planning: Construction sector in the Turkish 5-year development plans SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE development planning; systems thinking; systemic analysis; foresight; Turkey; integrated development management model; policy design; country strategy; construction ID MANAGEMENT MODEL; FORESIGHT AB In this study, we propose a new model for systems analysis 'of' policy and systems analysis 'for' policy with the example of construction sector in the Turkish 5-year development plans. Our proposed model-integrated development management model (IDNM)-is conceptually based on the principles of systems thinking and integrated management approach. We present and discuss the results of our work in which we extracted all construction-related policies and strategies from eight 5-year development plans and analyzed them using the IDMM. In the light of the analyses, we give several answers to the question: "Why did the development plans fail to meet their targets in Turkey?" We propose that any development plan has to have claritas-unitas-integritas-consonantia between the management levels (normative, strategic, and operational) and components (goals, structures, and behavior) of IDMM. The paper is the first work that brings the concepts of development planning and foresight together. In a complementary stance, the time of integrating foresight and development planning has come. (c) 2004 Elsevier Inc. All rights reserved. C1 Yeditepe Univ, Dept Business Adm, Publ Policy & Straegies Res Grp, TR-34755 Istanbul, Turkey. Univ Manchester, PREST, Manchester M13 9PL, Lancs, England. RP Oner, AA, Yeditepe Univ, Dept Business Adm, Publ Policy & Straegies Res Grp, 26 August Campus,IIBF 413, TR-34755 Istanbul, Turkey. EM maoner@yeditepe.edu.tr CR *STAT I STAT, 1996, INP OUTP STRUCT TURK *STAT PLANN ORG, 1962, 1 5 YEAR DEV PLAN *STAT PLANN ORG, 1962, 5 YEAR DEV PLAN TURK *STAT PLANN ORG, 1967, 5 YEAR DEV PLAN TURK *STAT PLANN ORG, 1972, 3 5 YEAR DEV PLAN *STAT PLANN ORG, 1978, 4 5 YEAR DEV PLAN *STAT PLANN ORG, 1984, 5 5 YEAR DEV PLAN *STAT PLANN ORG, 1989, 6 5 YEAR DEV PLAN *STAT PLANN ORG, 1995, 7 5 YEAR DEV PLAN *STAT PLANN ORG, 2000, 8 5 YEAR DEV PLAN 20 *STAT PLANN ORG, 2000, 8 5 YEAR DEV PLAN *STAT PLANN ORG, 2001, 8 5 YEAR DEV PLAN 20 *STAT PLANN ORG, 2001, 8 5 YEAR DEV PLAN CO *STAT PLANN ORG, 2002, 8 5 YEAR DEV PLAN 20 *UN SPEC COMM REP, 1968, PLANN EC DEV ACKOFF RL, 1974, REDESIGNING FUTURE S ALSAN A, 2003, FORESIGHT, V5, P33 ALSAN A, 2004, FUTURES, V36, P889 ALTERMAN R, 2001, NATL LEVEL PLANNING ALTINTAS M, 1976, TURKIYEDE PLANLI KAL ANDERSON CW, 1988, PUBLIC ADM Q WIN, P439 BEER S, 1981, BRAIN FIRM BLANCHARD BS, 1991, SYSTEM ENG MANAGEMEN BLEICHER K, 1999, INTEGRIERTES MANAGEM, V5 BON R, 1999, CONSTRUCTION MANAGEM, V17, P543 BRYSON JM, 1987, NEW PUBLIC SERVICE BRYSON JM, 1988, STRATEGIC PLANNING P CHECKLAND P, 1998, SYSTEMS THINKING SYS CHURCHMAN CW, 1968, SYSTEMS APPROACH DELEON P, 1992, PUBLIC ADMIN REV, V52, P125 DRUCKER PF, 1974, MANAGEMENT TASKS RES EDKINS A, 2000, SUMMARY REPORT KEY C ELKAN W, 1978, INTRO DEV EC FERRARI FM, 2002, SYST PRACT ACT RES, V15, P51 FLANAGAN R, 1999, LESSONS UK FORESIGHT GAVIGAN JP, 1999, FORESIGHT, V1, P496 GILBERT A, 1976, DEV PLANNING SPATIAL GRAHAM GJ, 1988, PUBLIC ADM Q WIN, P463 GRUNDY T, 1999, EUR MANAGE J, V17, P326 GRUNDY T, 2000, INT J PROJ MANAG, V18, P93 HAMBRICK R, 1998, PUBLIC ADM REV, V58, P533 HWANG AS, 2000, SYST PRACT ACT RES, V13, P329 JOYCE J, 1999, PORTRAIT ARTIST YOUN KOTTER J, 1992, CORPORATE CULTURE PE LEIFER R, 1978, ACAD MANAGE REV, V3, P40 MARGERUM RD, 2002, J AM PLANN ASSOC, V68, P179 MINTZBERG H, 1979, STRUCTURING ORG MOAVENZADEH F, 1987, CONSTRUCTION IND SHE MOHAMED MG, 2001, J POLYM MATER, V18, P49 ONER MA, 2003, METU DEV J, P1999 PORTIS E, 1988, PUBLIC ADM Q WIN, P480 PRIGOGINE I, 1997, END CERTAINTY SAEED K, 1996, DEV PLANNING POLICY SAEED K, 1996, SYST DYNAM REV, V12, P59 SARITAS O, 2004, EU US SEM NEW TECHN SARITAS O, 2004, TECHNOL FORECAST SOC, V71, P27 SCHWANINGER M, 2000, SYST PRACT ACT RES, V13, P207 STEWART J, 2001, POLICY SCI, V34, P79 VANDERMERWE AP, 2002, INT J PROJECT MANAGE, V20, P401 VERHAGE R, 2002, LOCAL POLICY HOUSING NR 60 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD SEP PY 2005 VL 72 IS 7 BP 886 EP 911 PG 26 SC Business; Planning & Development GA 956MN UT ISI:000231304100009 ER PT J AU Green, K Foster, C TI Give peas a chance: Transformations in food consumption and production systems SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE food systems; system transformations; life cycle analysis AB Food production chains can be organised in a variety of ways. Conventional 'industrial' agricultural practices are based on advanced breeding techniques and major inputs of chemical fertilisers, and pesticides. Food produced in this way is transport-intensive, requires high-energy processing, relies on modem retailing systems and demands high-tech kitchens. Many argue that the industrialised systems should be dismantled and replaced with alternative methods of agriculture, food processing and distribution that emphasise social and environmental sustainability. This paper looks at the environmental and social sustainability of different strategies for food systems by analysing the whole chain of production, processing, distribution and consumption activities of the production of frozen peas, a vegetable that is 'symbolic' of modem food systems and the UK diet. (c) 2005 Elsevier Inc. All rights reserved. C1 Univ Manchester, Manchester Business Sch, Inst Innovat Res, Manchester M60 1QD, Lancs, England. RP Green, K, Univ Manchester, Manchester Business Sch, Inst Innovat Res, MBS E Bldg, Manchester M60 1QD, Lancs, England. EM ken.green@mbs.ac.uk CR *FOR FUT, PURS SUST PEA *SOIL ASS, PRINC AIMS ORG AGR P BROWNE AW, 2000, FOOD POLICY, V25, P69 CONWAY G, 1997, DOUBLY GREEN REVOLUT ELZEN B, 2004, SYSTEM INNOVATION TR FORD BJ, 2000, FUTURE FOOD GREEN K, 2003, J ENV POLICY PLANNIN, V5, P145 HARVEY M, 2002, EXPLORING TOMATO TRA HEASMAN M, 2001, FUNCTIONAL FOODS REV LIFSET R, 2002, HDB IND ECOLOGY MANNING R, 2000, FOODS FRONTIER NEXT MCMEEKIN A, 2003, INNOVATION DEMAND MILLSTONE E, 2003, ATLAS FOOD WHO EATS RITZER G, 1998, THESIS SAGE SCHLOSSER E, 2001, FAST FOOD NATION WHA TANSEY G, 1995, FOOD SYSTEM GUIDE WARDE A, 1996, CONSUMPTION FOOD TAS WRIGHT S, 2000, HDB ORGANIC FOOD PRO NR 18 TC 1 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUL PY 2005 VL 72 IS 6 BP 663 EP 679 PG 17 SC Business; Planning & Development GA 945TE UT ISI:000230524300002 ER PT J AU Geels, FW TI Processes and patterns in transitions and system innovations: Refining the co-evolutionary multi-level perspective SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE transition; system innovation; co-evolution; multi-level perspective; patterns ID REGIME SHIFTS; SUSTAINABILITY; TECHNOLOGY AB This article investigates transitions at the level of societal functions (e.g., transport, communication, housing). Societal functions are fulfilled by sociotechnical systems, which consist of a cluster of aligned elements, e.g., artifacts, knowledge, markets, regulation, cultural meaning, infrastructure, maintenance networks and supply networks. Transitions are conceptualised as system innovations, i.e., a change from one sociotechnical system to another. The article describes a co-evolutionary multi-level perspective to understand how system innovations come about through the interplay between technology and society. The article makes a new step as it further refines the multi-level perspective by distinguishing characteristic patterns: (a) two transition routes, (b) fit-stretch pattern, and (c) patterns in breakthrough. (c) 2005 Elsevier Inc. All rights reserved. C1 Tech Univ Eindhoven, NL-5600 MB Eindhoven, Netherlands. RP Geels, FW, Tech Univ Eindhoven, IPO 2-10, NL-5600 MB Eindhoven, Netherlands. EM f.w.geels@tm.tue.nl CR AYRES RU, 1989, 891 IASSA BERKHOUT F, 2002, GLOBAL ENVIRON CHANG, V12, P1 BOWER JL, 1995, HARVARD BUSINESS JAN, P43 CHRISTENSEN C, 1997, INNOVATORS DILEMMA N CORN JJ, 1983, WINGED GOSPEL AM ROM ELZEN B, 2004, SYSTEM INNOVATION TR GEELS FW, 2002, RES POLICY, V31, P1257 GEELS FW, 2004, IN PRESS RES POLICY, V33 GEELS FW, 2005, TECHNOLOGICAL TRANSI GRUBLER A, 1991, 9117 IIASA HOOGMA R, 2002, EXPT SUSTAINABLE TRA JACOBSSON S, 2000, ENERG POLICY, V28, P625 KEMP R, 1994, FUTURES, V26, P1023 KEMP R, 1998, TECHNOL ANAL STRATEG, V10, P175 KEMP R, 2001, PATH DEPENDENCE CREA, P269 LEVINTHAL DA, 1998, IND CORP CHANGE, V7, P217 LISSONI F, 1994, HDB IND INNOVATION, P106 MALERBA F, 2002, RES POLICY, V31, P247 NELSON RR, 1982, EVOLUTIONARY THEORY RIP A, 1998, TECHNOLOGICAL CHANGE, P327 ROSENBERG N, 1982, INSIDE BLACK BOX TEC ROTMANS J, 2001, FORESIGHT, V3, P15 SCHOT J, 1994, FUTURES, V26, P1060 SCHOT JW, 1998, HIST TECHNOLOGY, V14, P173 SCHRAG ZM, 2000, TECHNOL CULT, V41, P51 SORENSON K, 2002, SHAPING TECHNOLOGY G, P19 UNRUH GC, 2000, ENERG POLICY, V28, P817 VANLENTE H, 1993, THESIS TWENTE U EBUR WARD WH, 1967, B I PHYSICA PHYSICS, V18, P169 NR 29 TC 1 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUL PY 2005 VL 72 IS 6 BP 681 EP 696 PG 16 SC Business; Planning & Development GA 945TE UT ISI:000230524300003 ER PT J AU Taylor, MR Rubin, ES Hounshell, DA TI Control of SO2 emissions from power plants: A case of induced technological innovation in the US SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE technological change; induced innovation; environmental technology; environmental policy AB This paper investigates how the details of government actions induce innovation-the overlapping activities of invention, adoption and diffusion, and learning by doing-in "environmental technology," products and processes that either control pollutant emissions or prevent emissions altogether. It applies multiple quantitative and qualitative measures of innovation to a case subject to several "technology-push" and "demand-pull", instruments: sulfur dioxide control technology for power plants. The study employs analyses of public R&D funding, patents, expert interviews, learning curves, conference proceedings, and experience curves. Results indicate that: regulation and the anticipation of regulation stimulate invention; technology-push instruments appear to be less effective at prompting invention than demand-pull instruments; and regulatory stringency focuses inventive activity along certain technology pathways. Increased diffusion of the technology results in significant and predictable operating cost reductions in existing systems, as well as notable efficiency improvements and capital cost reductions in new systems. Government plays an important role in fostering knowledge transfer via technical conferences, as well as affecting the pattern of collaborative relationships within the technical research community via regulatory changes that affect the market for the technology. Finally, the case provides little evidence for the claim that cap-and-trade instruments induce innovation more effectively than other instruments. (c) 2004 Elsevier Inc. All rights reserved. C1 Univ Calif Berkeley, Goldman Sch Publ Policy, Berkeley, CA 94720 USA. Carnegie Mellon Univ, Dept Engn & Publ Policy, Pittsburgh, PA 15213 USA. RP Taylor, MR, Univ Calif Berkeley, Goldman Sch Publ Policy, 2607 Hearst Ave, Berkeley, CA 94720 USA. EM mataylor@uclink.berkeley.edu rubin@cmu.edu hounshell@andrew.cmu.edu CR *INT EN AG, 2000, EXP CURV EN TECHN PO *RAD CORP, 1980, STUD AIR POLL CONTR *US EPA OFF AIR QU, 1997, EPA454R97011 OFF AIR *US EPA, 1995, EPA600F95013 ARGOTE L, 1999, ORG LEARNING CREATIN ASHFORD NA, 1985, HARVARD ENVIRON LAW, V9, P419 BURNETT TA, 2004, COMMUNICATION BURTRAW D, 1996, CONTEMP ECON POLICY, V14, P79 BUSH V, 1945, SCI ENDLESS FRONTIER CLARKE N, 1998, PATENT INFORMATION T COCKBURN IM, 1998, J IND ECON, V46, P157 COHEN W, 1989, HDB IND ORG, V2 COOPER CD, 1994, AIR POLLUTION CONTRO KEMP R, 1997, ENV POLICY TECHNICAL LANJOUW JO, 1996, RES POLICY, V25, P549 LIEBSKIND JP, 1995, NBER WORKING PAPER, V5320 MCILVAINE R, 1990, MCILVAINE FGD MANUAL MCILVAINE RW, 1978, EPA600778092 PORTER ME, 1980, COMPETITIVE STRATEGY PRINCIOTTA F, 2004, COMMUNICATION ROGERS EM, 1995, DIFFUSION INNOVATION ROSENBERG N, 1969, EC DEV CULTURAL CHAN, V18, P1 SCHMOCH U, 1994, TELECOMMUN POLICY, V18, P397 SCHUMPETER JA, 1942, CAPITALISM SOCIALISM SENKER J, 1996, TECHNOLOGICAL COLLAB SNYDER LP, 1994, DEATH DEALING SMOG D SRIVASTAVA RK, 2000, EPA600R00093 STRAUB GP, 1999, COMMUNICATION TAYLOR M, 2001, INFLUENCE GOVT ACTIO TAYLOR M, 2005, IN PRESS LAW POLICY TIJSSEN RJW, 1997, RES POLICY, V25, P1277 ZUCKER L, 1994, NBER WORKING PAPER, V4653 ZUCKER L, 1995, NBER WORKING PAPER, V5342 ZUCKER L, 1997, NBER WORKING PAPER, V4653 NR 34 TC 1 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUL PY 2005 VL 72 IS 6 BP 697 EP 718 PG 22 SC Business; Planning & Development GA 945TE UT ISI:000230524300004 ER PT J AU Jorgensen, U TI Energy sector in transition - technologies and regulatory policies in flux SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article AB A transition of the energy sector towards a renewable-based system is one of the challenges that results from the debate on the global climate problems and diminishing fossil fuels. This will demand access to innovations in energy production technologies and usage. However, policies directly focussing on innovation and diffusion of new technologies are losing ground. Policy discussions have been dominated by the liberalisation of energy markets and the introduction of new economic instruments all over Europe. Whether this delegation of responsibility for the transition to new economic instruments provides the expected innovations is questionable. In Europe, Denmark has served as an example country being one of the front runners in the development of energy technologies based on renewable sources, especially wind turbines. But also in Denmark policy preferences have changed from the support for technological innovation and implementation to support for delegating responsibility to a market for green energy and CO2 certificate trading. The different policy regimes marking this change are analysed concerning their ability to support technological innovation. Important elements for the construction and legitimacy of policy regimes comes from academic disciplines involved in policy design. The analysis highlights the basic arguments and the type of knowledge involved and indicates some of the limitations in the measures' ability to solve the problems delegated to them. Experience thus far provides little if any evidence that simple, market-based models can facilitate the need forfuture energy technology innovations in a satisfactory way, which leads to a need for more complex and heterogeneous sets of measures. (c) 2005 Elsevier Inc. All rights reserved. C1 Tech Univ Denmark, Dept Mfg Engn & Management, Sect Innovat & Sustainabil, DK-2800 Lyngby, Denmark. RP Jorgensen, U, Tech Univ Denmark, Dept Mfg Engn & Management, Sect Innovat & Sustainabil, DK-2800 Lyngby, Denmark. EM uj@ipl.dtu.dk CR *DOR, 2002, DANSK OK, CH3 *EC, 1997, MEDD KOMM EN FREMT V *EN, 1999, REP DAN GREEN CERT M *IDA, 1998, LIB ELS ERHV MILJ KO *IDA, 2003, FREMT HOV TEKN FREMS BIJKER W, 1992, SHAPING TECHNOLOGY B, P290 ELZEN B, 2004, SYSTEM INNOVATION TR HUGHES TP, 1983, NETWORKS POWER ELECT JACOBSEN M, 2003, THESIS DTU JORGENSEN U, 2002, SHAPING TECHNOLOGY G, P197 JORGENSEN U, 2002, SHAPING TECHNOLOGY G, P286 JORGENSEN U, 2005, IND TRANSFORMATION E, CH7 KARNOE P, 1995, DANSK VINDMOLLEINDUS LINSTONE HA, 1999, DECISION MAKING TECH MITCHELL C, 2004, ENERG POLICY, V32, P1935 NORBERGBOHM V, 2000, TECHNOL FORECAST SOC, V65, P125 OLESEN GB, 1997, VEDVARENDE ENERGI BA PETERSEN F, 1994, MADE DENMARK, P197 WINSKEL M, 2002, SOC STUD SCI, V32, P563 NR 19 TC 1 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUL PY 2005 VL 72 IS 6 BP 719 EP 731 PG 13 SC Business; Planning & Development GA 945TE UT ISI:000230524300005 ER PT J AU van de Kerkhof, M Wieczorek, A TI Learning and stakeholder participation in transition processes towards sustainability: Methodological considerations SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE stakeholder participation; learning; systems change; global environmental change; transition management ID POLICY CHANGE; FUTURE AB Global environmental change problems due to their unstructured characteristics, being marked by great uncertainties and a big number of stakeholders, prove to be too difficult to solve in a traditional way alone. They call for a more proactive approach. One of them advocates systems change driven by technological innovations accompanied by institutional and sociocultural trans formations. Transition management is a new policy strategy based on this philosophy. It has recently emerged in the Netherlands and has been adopted by the Dutch government as a relevant framework for shaping its policy towards sustainability. The transition management writings emphasise the importance of 'learning' in the process of induced change towards sustainability. Although this can indeed be quite a significant means for inducing change, the literature on transition management is not explicit enough about the methodological organisation of the learning process. Since transition management has become an important approach in the Netherlands, we consider it relevant to deploy some learning insights and experience gained in the Dutch Climate OptiOns for the Long-term (COOL) project to analyse and improve the process of transition management. In particular, we look into the first two steps of transition management, i.e., organising a transition arena and making visions. (c) 2004 Elsevier Inc. All rights reserved. C1 Free Univ Amsterdam, Inst Environm Studies, IVM, NL-1081 HV Amsterdam, Netherlands. RP Wieczorek, A, Free Univ Amsterdam, Inst Environm Studies, IVM, Boelelaan 1087, NL-1081 HV Amsterdam, Netherlands. EM marleen.van.de.kerkhof@ivm.vu.nl anna.j.wieczorek@ivm.vu.nl CR *UNEP, 2004, INF M ADV TASK FORC *VROM, 2001, 4 VROM NEPP *VROM, 2003, TRANS PROGR REP MAK ARGYRIS C, 1978, ORG LEARNING THEORY BENNETT CJ, 1992, POLICY SCI, V25, P275 BERK M, 1999, 410200028 NRP BERKHOUT F, 2003, 106 SPRU BROWN HS, 2003, TECHNOL ANAL STRATEG, V15, P291 DEBRUIJN H, 1998, PROCES MANAGEMENT PR DENBUTTER F, 2004, IN PRESS SCI IND TRA ELZEN B, 2003, OP M HUM DIM GLOB EN ETHEREDGE L, 1981, HDB POLITICAL BEHAV, V2 GEELS F, 2002, RES POLICY, V3, P1257 GEELS F, 2002, THESIS GEELS F, 2004, IN PRESS SCI IND TRA GEELS F, 2005, TECHNOL FORECAST SOC, P681 HALL P, 1993, COMP POLITICS APR, P275 HECLO H, 1974, MODERN SOCIAL POLITI HISSCHEMOLLER M, 2001, KNOWLEDGE POWER PART HISSCHEMOLLER M, 2002, GLOBAL WARMING SOCIA KEMP R, 2003, OP M HUM DIM GLOB EN KEMP R, 2004, SYSTEM INNOVATION TR, P137 LOEBER A, 2003, UNPUB LEREN TRANSITI LOORBACH D, 2002, C GOV SUST NEW CHALL LOORBACH D, 2004, IN PRESS SCI IND TRA QUIST J, 2003, C HUM DIM GLOB ENV C ROBINSON J, 2003, FUTURES, V35, P839 ROTMANS J, 2000, TRANSITIES TRANSITIE ROTMANS J, 2001, ARENA, V6, P5 ROTMANS J, 2003, TRANSITIEMANAGEMENT SABATIER PA, 1988, POLICY SCI, V21, P129 TANSEY J, 2002, GLOBAL ENVIRON CHANG, V12, P97 VANDEGRAAF H, 1996, LEREN MET BELEID BEL VANDEGRAAF H, 2001, HDB BELEIDSWETENSCHA VANDEKERKHOF M, 2002, MANAG INT, V37, P95 VANDEKERKHOF M, 2004, DEBATING CLIMATE CHA VANDERKNAAP P, 1997, LEARNING GOVT INTELL VELLINGA P, 2001, IGBP GLOBAL CHANGE S VERGRAGT P, 2001, INT C ENV INN SYST G VOLLENBROEK FA, 2002, J CLEAN PROD, V10, P215 WEAVER P, 2000, SUSTAINABLE TECHNOLO WEBLER T, 1995, FAIRNESS COMPETENCE NR 42 TC 2 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUL PY 2005 VL 72 IS 6 BP 733 EP 747 PG 15 SC Business; Planning & Development GA 945TE UT ISI:000230524300006 ER PT J AU Ahlqvist, T TI From information society to biosociety? On societal waves, developing key technologies, and new professions SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE information society; biosociety; transition; technology; profession AB The article discusses the possible societal transition from information society toward biosociety. Furthermore, the impacts of this possible transition on professional and educational branches (PEBs) are examined. It is based on the study completed in Lahti Center at the Helsinki University of Technology between years 2001-2003. In the study, the most important developing key technologies were defined and their impacts on professions analysed through the application of Delphi technique. The developing key technology groups were information and communication technology, biotechnology, and material and nanotechnology. In addition, combinations of these technologies, that is, so-called fusion technologies, were also subjects for analysis. The first empirical aim was to analyse the plausibility and the timing of the so-called technological theses. The following technologies (technological theses) were deemed to be the most important ones: highly selective drugs, sensors, integrated technology, biomedical materials, photonic materials, 3G technology, intelligent materials, diagnostics, and virtual reality. The second empirical objective of the study was to analyze the professional and educational impacts of these technologies. Moreover, the article takes an experimental glance into the future through the creation and evaluation of "future professions". (c) 2004 Elsevier Inc. All rights reserved. C1 Turku Univ, Dept Geog, FIN-20014 Turku, Finland. RP Ahlqvist, T, Turku Univ, Dept Geog, FIN-20014 Turku, Finland. EM toni.ahlqvist@utu.fi CR 2003, EXPERT MED BIOTECHNO 2003, MITS TECHNOL REV AHLQVIST T, 2003, KEYS FUTURES SOC REF BELL D, 1973, COMING POST IND SOC CASTELLS M, 1996, RISE NETWORK SOC DRUCKER PF, 1993, POST CAPITALIST SOC FUKUYAMA F, 2002, OUR POSTHUMAN FUTURE GERSHUNY JI, 1978, EMERGING SELF SERVIC KODAMA F, 1992, HARVARD BUSINESS JUL, P70 KUUSI O, 1999, EXPERTISE FUTURE USE LATOUR B, 1993, WE HAVE NEVER BEEN M MANNERMAA M, 1996, FUTURA, V15, P17 MANNERMAA M, 2003, BIOSOCIETY HUMAN BEN MASUDA Y, 1983, INFORMATION SOC POST NEGROPONTE N, 2003, MITS TECHNOL REV PATERSON J, 2002, FUTURIST, V36, P9 RIFKIN J, 1998, BIOTECH CENTURY HARN SCHIENSTOCK D, 2001, SITRA REPORTS SERIES, V7 SCHWARTZ P, 1999, LONG BOOM VISION COM, P191 STOCK G, 2002, REDESIGNING HUMANS O STONIER T, 1983, WEALTH INFORMATION P NR 21 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUN PY 2005 VL 72 IS 5 BP 501 EP 519 PG 19 SC Business; Planning & Development GA 927DI UT ISI:000229172200001 ER PT J AU Stewart, PA Knight, AJ TI Trends affecting the next generation of U. S. agricultural biotechnology: Politics, policy, and plant-made pharmaceuticals SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE genetic engineering; agricultural biotechnology; regulation; field releases; plant made pharmaceuticals; PMPs; plant-made industrial products; PMTPs AB This paper analyzes the structure and history of regulatory policies in the United States, focusing on recent regulatory changes due to the promise and threat posed by plant-made pharmaceuticals (PMPs). PMPs are the latest advance in the genetic engineering of plants and promise to produce medicines inexpensively and abundantly by using a range of different plants as factories to express active medicinal ingredients; however, PMPs may pose a risk to the public's health if they enter the food supply. How the benefits and risks of PMPs are addressed by the respective government's regulation and how this will affect what, if any, products make it to the marketplace and their ultimate success are of great concern to many different parties, ranging from consumers and farmers to health and food production industries. As a result, this paper addresses the history of agricultural biotechnology regulatory policy since 1972, arguing that three distinct periods may be identified: (1) from 1972 to 1986 when the new biotechnology was focused on scientific self-regulation in the laboratory; (2) from 1987 to 2002, as the technology was being developed and widespread release of certain technologies became more common and was not perceived as an environmental threat, regulations became increasingly laxer; and finally, (3) we argue that we are entering a third phase with a series of controversies over regulatory infractions involving genetically engineered (GE) plants and the potential threats posed by PMPs. (c) 2004 Elsevier Inc. All rights reserved. C1 Arkansas State Univ, Dept Polit Sci, Masters Publ Adm Program, State Univ, AR 72467 USA. Arkansas State Univ, Dept Criminol Sociol & Geog, State Univ, AR 72467 USA. RP Stewart, PA, Arkansas State Univ, Dept Polit Sci, Masters Publ Adm Program, POB 1750, State Univ, AR 72467 USA. EM pstewart@astate.edu CR 1995, TECHNOL FORECAST SOC, V50 1997, FED REG 0616, V52, P115 2002, FED REG, V67, P50577 2003, FED REG, V68, P11337 2003, FED REG, V68, P46434 *CTR AGR ENV AM FA, 2004, P PLAN INC PROT PIP *NRC, 2002, ENV EFF TRANSG PLANT *PEW, 2001, PEW IN FOOD BIOT *USDA, USDA ANN ACT REG PLA *USDA, USDA PREBR REP USDAS *USDA, 2003, BIOT REG SERV COMPL BERG P, 1974, SCIENCE, V185, P303 ELLSTRAND NC, 2003, PLANT PHYSIOL, V132, P1770 FABI R, 2003, GREEN GROUPS SUE USD FOX JL, 2003, NAT BIOTECHNOL, V21, P3 HARDY RWF, 1985, ISSUES SCI TECHN SPR, P69 HUTTNER SL, 1995, TECHNOL FORECAST SOC, V50, P25 JAFFE G, 2003, 14 NABC, P51 JAFFE G, 2003, PLANTING TROUBLE ARE KINGDON JW, 1984, AGENDAS AALTERNATIVE KRIMSKY S, 1991, BIOTECHNICS SOC RISE KRIMSKY S, 1996, AGR BIOTECHNOLOGY EN LOSEY JE, 1999, NATURE, V399 MCCLUSKEY J, 2003, NAT AGR BIOT COUNC N NESTLE M, 2003, SAFE FOOD BACTERIA B SABATIER PA, 1999, THEORIES POLICY PROC, P117 STEWART PA, 2002, AM REV PUBLIC ADM, V32, P78 STEWART PA, 2002, POLIT LIFFE SCI, V19, P77 WRIGHT S, 1994, MOL POLITICS DEV AM, P1972 NR 29 TC 1 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUN PY 2005 VL 72 IS 5 BP 521 EP 534 PG 14 SC Business; Planning & Development GA 927DI UT ISI:000229172200002 ER PT J AU Gouvea, R Kassicieh, S TI Using resources in R&D policy planning: Brazil, the Amazon and biotechnology SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article AB Brazil's research and development (R&D) policies are examined in light of changes in economic direction especially as it pertains to competition. In a competitive environment, regions should develop industrial applications and expertise in areas that coincide with their resources. These could be human resources but could, as in the focus of this paper, be useful resources that differentiate the region from others in the world. This differentiation provides an advantage to the region. Brazil and its Amazon region has the large majority of the world's rare genes. In biotechnology, genes are "green gold," and Brazil is slowly developing a biotechnology industry and beginning to tap into the Brazilian Amazon region's economic biotech potential. This region has enormous potential for the development of biotech-related technologies and products. This paper discusses the relationship between resources and an R&D strategy using as an example the recent developments in biotechnology research in Brazil and the role of the Amazon region in the development of a Brazilian biotechnology industry. It recommends a number of policy initiatives that will enhance Brazil's focus on biotechnology. (c) 2004 Elsevier Inc. All rights reserved. C1 Univ New Mexico, Anderson Sch Management, Albuquerque, NM 87131 USA. RP Gouvea, R, Univ New Mexico, Anderson Sch Management, Albuquerque, NM 87131 USA. EM rauldg@unm.edu sul@umn.edu CR 1998, ECONOMIST 0221, P3 2000, BALANCO ANN AMAZONAS, V3, P26 2003, GAZ MERC 0327, A8 *BIO AM, 2000, PROBL BIO AM SUM EX *BNDES, 1990, BIOT EST *MIN CIENC TECN, 2002, LIVR VERD CIENC TECN *UN DEV PROGR, 2001, HUM DEV REP MAK NEW, P46 ABRABI, 2001, LISTA ASS ALBUQUERQUE E, 1995, 87 U FED MIN GER ALTIERI MA, 2000, FOREIGN POLICY SUM, P123 AMT R, 2001, TESOURO VERDE EXAME, V35, P52 ARNT R, 2001, FIM COPIA EXAME, V35, P54 ASSUMPCAO J, 1997, FLORESTA VIRA FARMAC, V5 ASSUMPCAO J, 1997, FOLHA S PAULO, V5 BAER W, 2002, LAT AM BUS REV, V3, P1 BALTHAZAR R, 2001, VALOR 0713, A10 BARBIER EB, 1996, ENVIRON RESOUR ECON, V8, P157 BARBOSA F, 2001, GLOBO 0102, P21 BORGES D, 2003, J COMERCIO 0323, A27 BUENO S, 2003, VALOR 0319, B10 BURNS J, 1999, FINANCIAL TIMES 0510, P6 CAPELLI S, 2000, REV DIREITO AMBIENT, V5, P94 CARVALHO M, 1997, FOLHA S PAULO 0601, P5 COLLET T, 2003, VALOR 0328, B8 CONCORRENCIA JA, 1996, BRASIL EC GLOBAL, P134 CORONATO M, 2000, NAO, V34, P138 CORONATO M, 2003, EXAME, P34 CRUZ C, 2002, UNIVERS EMPRESA PESQ DOMINGOS J, 2000, GAZ MERC 0801, A10 DUARTE J, 2001, SUCCESSFUL BIOTECH I DULUDE J, 2001, LAT TRADE, V9, P47 ENRIQUEZ J, 2002, FUTURE CATCHES YOU G ENRIQUEZ J, 2003, HSM MANAG, V7, P64 ERBER F, 2002, NOVO GOVERNO DESAFIO, P635 ESBER E, 1997, PESQUISA JA, V120, P48 FRANCO L, 2003, GAZ MERC 0326, B16 GOUVEA R, 1991, LAT AM BUS REV, V26, P83 GOUVEA R, 1998, LAT AM BUS REV, V1, P97 GOUVEA R, 2001, ENG MANAG J, V13, P28 GOUVEA R, 2002, J GLOB COMPET, V10, P248 GOUVEA R, 2004, LAT AM BUS REV, V4, P91 GOUVEA R, 2004, THUNDERBIRD INT BUS, V46, P165 HINCHBERGER B, 2000, WALL STREET J BRAZIL INACIO A, 2003, GAZ MERC 0116, B16 KATE K, 2000, COMMERCIAL USE BIODI KNAPP L, 2000, GAZETA MERCANTI 1218, C1 KNAPP L, 2001, GAZ MERC 0602, C3 MANSUR A, 2001, EPOCA, P50 MASCARENNAS G, 2001, GAZ MERC POR CONTA P, P6 MENCONI D, 1999, PROJETO ARRASA BRASI, P46 MENDELSOHN R, 1995, ECON BOT, V49, P223 MOREIRA A, 2001, GAZ MERC 0524, C5 NOGUEIRA W, 2002, GAZ MERC 1214, C6 OLIER R, 2000, COMING BIOTECH AGE B OLIVER R, 2003, BIOTECH AGE BUSINESS PARAGUASSU F, 2002, GAZ MERC 1217, C6 PEARCE D, 1994, EC BIODIVERSITY RADLER J, 2000, GAZETA RIO, V1 RIFKIN J, 1998, BIOTECH CENTURY ROBBNSROTH C, 2000, ALCHEMY IPO ROMERO S, 2000, GAZ MERC 0729, B20 ROMERO S, 2000, GAZ MERC 1227, B18 ROMERO S, 2000, NY TIMES 0220, BU6 SARDENBERG R, 2002, BRASIL EC CONHECIMEN, P367 SCHARF R, 2001, GAZ MERC 0820, A6 SHIVA V, 1997, BIOPIRACY PLUNDER NA SOUTHWICK K, 2002, FORBES BRASIL, V3, P62 STEFANO F, 2001, ISTO E DINHEIRO, P54 STIPP D, 2000, FORTUNE, V141, F21 STRAUSS M, 2000, FOREIGN POLICY SUM, P105 SUDAM, 1995, REDE CONSERVACAO USO SUDAM, 1996, REDE CONSERVACAO USO SUDAM, 1997, CONCEPACAO ESTRATEGI SUFRAMA, 2000, POLO IND MANAUS TAQUARI C, 2003, NOVO BRASL GAZ MERC, P251 TIGRE P, 2002, DESAFIO EXPORTACOES, P245 VASSALLO C, 2003, EXAME, P32 VILARDAGA V, 2001, GAZ MERC 0825, C6 VILLAMEA L, 2000, ISTO E, P52 NR 79 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUN PY 2005 VL 72 IS 5 BP 535 EP 547 PG 13 SC Business; Planning & Development GA 927DI UT ISI:000229172200003 ER PT J AU Borch, K Rasmussen, B TI Refining the debate on GM crops using technological foresight - the Danish experience SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE GM crops; gene technology; public forum; technological development; technological foresight AB Rapid developments in and the controversial nature of biotechnology call for communication, networks, partnerships, and collaboration in research, not just among researchers, but also between researchers and research "users" in industry, government, and elsewhere. Technological foresight appears to offer a coordinating method for developing and strengthening those linkages. To test this, a technological foresight study was performed on genetically modified (GM) crop technology in the Danish context. The background of the study was the conflict and intense debate in Denmark over applications of gene technology, especially over the deliberate release of genetically modified (GM) crops. However, the current debate characteristically involves sharply opposed fronts, lacking willingness and courage to engage in a free-flowing and open-minded debate on both rational and normative components of biosafety. In it, stakeholders and experts on both side of the conflict advocate widely differing opinions. Without a proper generally intelligible dialogue, the broader public audience finds it hard to comprehend this type of debate. The study pursues the notion that public dialogue can act as a driver of future applications in the technological domain, specifically GM crops. The study concluded with a stakeholder workshop that revealed three key issues that might provide helpful starting points for a more free-flowing and open-minded debate about the future of GM crops. The issues were those arising from the following statements: a broad perspective on risk is crucial; international regulation must make allowance for developing countries; a better configuration of the risk debate is needed. These issues are discussed in more details in the article. (c) 2004 Elsevier Inc. All rights reserved. C1 Riso Natl Lab, Syst Anal Dept, DK-4000 Roskilde, Denmark. RP Borch, K, Riso Natl Lab, Syst Anal Dept, POB 49, DK-4000 Roskilde, Denmark. EM kristian.borch@risoe.dk CR *HLEG, 2002, THINK DEB SHAP FUT F *IFPRI, 1999, IFPRI 2020 FOC 1 GET *ISO, 1997, 14040 ISO INT ORG ST *OXERA, 2000, POL RISK SCI SEC US *TEKN, 1999, 19999 TEKN *UNDP INP, 2001, EGY96012 UNDP INP, P262 ATKINSON RC, 2003, SCIENCE, V301, P174 BORCH K, 2000, R1130 EN BORCH K, 2000, RISOR1130EN BORCH K, 2002, TECHNOL FORECAST SOC, V69, P765 BRECK T, 2001, DIALOG USIKRE NYE VE, P141 DRANSFELD H, 2000, TECHNOL FORECAST SOC, V63, P81 FUNTOWICZ SO, 1992, SOCIAL THEORIES RISK, P251 GIBBONS M, 1994, NEW PRODUCTON KNOWLE GIBBONS M, 1999, NATURE S, V402, C82 HAAS G, 2000, INT J LCA, V5, P345 HANSEN J, 2001, 3 C EUR SOC AGR FOOD, P237 KNORRCETINA K, 1999, EPISTEMIC CULTURES S LASSEN J, AM SOC BIOL SCI NEWS, V30, P10 LASSEN J, 2002, BIOPROC BIOSYST ENG, V24, P263 NEDEVA M, 1996, R&D MANAGE, V26, P155 NORUS J, 2002, BIOTECHNOLOGY ORG AC, P222 NOWOTNY H, 2001, RETHINKING SCI KNOWL, P72 PINDSTRUPANDERS.P, 2001, SEEDS CONTENTION WOR RASMUSSEN B, 2003, RISK DECIS POLICY, V8, P1 RAVETZ J, 1999, FUTURES, V31, P641 SENGE P, 1990, 5 DISCIPLINE CURRENC, P246 VANDOMMELEN A, 1999, SCI CONTROVERSY BIOS, P15 VILBY K, 2002, KAMPEN MOD FATTIGE P, P49 WYNNE B, 1996, RISK ENV MODERNITY N NR 30 TC 1 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUN PY 2005 VL 72 IS 5 BP 549 EP 566 PG 18 SC Business; Planning & Development GA 927DI UT ISI:000229172200004 ER PT J AU Lee, S Park, Y TI Customization of technology roadmaps according to roadmapping purposes: Overall process and detailed modules SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE technology roadmap; customization; forecasting; planning; administration; web-based system ID DISRUPTIVE TECHNOLOGY; EXPERIENCES; INNOVATION; FRAMEWORK; FORESIGHT; BUSINESS; INDUSTRY; SCIENCE AB Recently, technology roadmap has received increasing interest from academics and practitioners alike, as it is a powerful and inherently flexible approach in terms of architectural structure and construction process. However, the potential benefit may not be fully exploited due to the difficulty in customizing roadmaps to fit specific needs and/or to accommodate unusual circumstances. In response, the main purpose of this research is to provide guidance for customizing roadmaps. Specifically, we adopt a modularization method for mass customization and suggest a set of different roadmaps for different purposes such as forecasting, planning, and administration. In addition, a web-based system is developed to facilitate the roadmapping activities, which in turn ensures the creation, dissemination, and upkeep of roadmaps. With the system having a customization function, a set of customized roadmaps can be generated simply by selecting the application purpose and then meeting the input requirements. The function helps prospective users design roadmap formats and contents. (c) 2004 Elsevier Inc. All rights reserved. C1 Seoul Natl Univ, Sch Engn, Dept Ind Engn, Seoul 151742, South Korea. RP Park, Y, Seoul Natl Univ, Sch Engn, Dept Ind Engn, San 56-1,Shillim Dong, Seoul 151742, South Korea. EM parkyt@cybernet.snu.ac.kr CR *EIRMA, 1997, 52 EIRMA *SAND NAT LAB, FUND TECHN ROADM ALBRIGHT R, 1998, P TECHN ROADM WORKSH ALBRIGHT RE, 2003, RES TECHNOL MANAGE, V46, P31 BARKER D, 1995, LONG RANGE PLANN, V28, P21 BRAY OH, 1997, P PICMET 97 PORTL BROWN R, 2001, USE TECHNOLOGY ROADM, V7, P1 CAPON N, 1987, J MARKETING, V51, P1 CHEN W, 1994, ASME, V74, P31 CHO HD, 1996, TECHNOVATION, V16, P553 DAY GS, 1977, J MARKETING, V41, P29 DEBORG KH, 1996, FUTURES, V28, P813 DUSSAUGE P, 1994, STRATEGIC TECHNOLOGY FARRUKH CJ, 2001, P PICMET 01 PORT FORD D, 1977, EUR J MARKETING, V11, P369 GALVIN R, 1998, SCIENCE, V280, P803 GARCIA ML, 1998, SAND970665 SAND NAT GROENVELD P, 1997, RES TECHNOL MANAGE, V40, P48 HARRIS JM, 1981, OUTLOOK FAL, V5, P20 HOUSTON J, 2001, DEV COLLABORATIVE SO HULSHOFF HE, 1998, EIM SMALL BUSINESS R JIAO JX, 2003, TECHNOVATION, V23, P809 JOSEPH PB, 1993, PLANNING REV JUL, P6 KAPPEL TA, 2001, J PROD INNOVAT MANAG, V18, P39 KOSTOFF RN, 2001, IEEE T ENG MANAGE, V48, P132 KOSTOFF RN, 2004, TECHNOL FORECAST SOC, V71, P141 LUPINI S, 2002, ROADMAPPING SOFTWARE MARTIN BR, 1999, TECHNOL FORECAST SOC, V60, P37 MARTINO JP, 2003, TECHNOLOGICAL FORECA MCCARTHY RC, 2003, RES TECHNOL MANAGE, V46, P47 MCCARTY JJ, 2001, P PICMET 01 PORTL MCMILLAN A, 2003, RES TECHNOL MANAGE, V42, P40 MORONE J, 1993, WINNING HIGH TECH MA NISSEN M, 2000, INFORMATION RESOURCE, V13, P24 PETRICK IJ, 2004, TECHNOL FORECAST SOC, V71, P81 PETROV B, 1982, J BUS STRAT, V3, P70 PHAAL R, 2001, P PORTL INT C MAN EN, P367 PHAAL R, 2001, T PLAN FAST START TE PHAAL R, 2001, TECYNOLOGY ROADMAPPI PHAAL R, 2002, 02933 URN UK DEP TRA PHAAL R, 2003, P PCIMET 03 PORTL PHAAL R, 2004, TECHNOL FORECAST SOC, V71, P5 PORTER AL, 1991, FORECASTING MANAGEME PROBERT D, 1999, INT J TECHNOL MANAGE, V17, P646 PROBERT D, 2003, RES TECHNOL MANAGE, V46, P27 RINGLAND G, 1998, SCENARIO PLANNING MA RINNE M, 2004, TECHNOL FORECAST SOC, V71, P67 SARITAS O, 2004, TECHNOLOGICAL FORECA, V71, P2 TWISS B, 1992, FORECASTING TECHNOLO ULRICH KT, 2003, PRODUCT DESIGN DEV UZUMERI M, 1995, RES POLICY, V24, P583 VOJAK BA, 2004, TECHNOL FORECAST SOC, V71, P121 WALSH ST, 2004, TECHNOL FORECAST SOC, V71, P161 WILLYARD CH, 1997, RES MANAGMT, V30, P13 NR 54 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUN PY 2005 VL 72 IS 5 BP 567 EP 583 PG 17 SC Business; Planning & Development GA 927DI UT ISI:000229172200005 ER PT J AU Uri, ND TI Estimating the demand for cable service in the US in the presence of measurement error in the data SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE cable television; direct broadcast satellite service; measurement error; multichannel video programming subscription service ID MARKET POWER; DOMINANT; INDUSTRY; TESTS AB This paper looks at the effect of direct broadcast satellite service on the demand for cable service in the United States. To measure the competitive influence of the noncable providers, the Direct Broadcast Satellite (DBS) share of video subscribers in each franchise area is used in modeling the demand for multichannel video programming subscription service. After examining some important econometric issues including the appropriate functional specification, whether the error terms are homoscedastic, and the presence of outliers in the data, data from the 2002 FCC Annual Cable Price Survey are used to estimate the demand for analog and digital cable service. One anomaly arises in the measurement error associated with the DBS penetration variable. (c) 2004 Elsevier Inc. All rights reserved. C1 FCC, Media Bur, Ind Anal Div, Washington, DC 20554 USA. RP Uri, ND, FCC, Media Bur, Ind Anal Div, Room 2-C311,445 12th St SW, Washington, DC 20554 USA. EM noel.uri@fcc.gov CR 2003, WARREN COMMUNIC 1201 *GEN ACC OFF, 1999, 99158 GAORCED *NAT CABL TEL ASS, 2003, BROADB SERV *US GEN ACC OFF, 2000, GAORCED00164 *US GEN ACC OFF, 2002, GAO03130 RES COMM DI *US GEN ACC OFF, 2003, GAO048 RES COMM DIV BEARD TR, 2001, J REGUL ECON, V20, P107 BELSLEY D, 1980, REGRESSION DIAGNOSTI BIEL R, 1993, J REGUL ECON, V6, P401 BLANK L, 1998, J REGUL ECON, V14, P35 CHENG C, 1999, STAT REGRESSION MEAS DAVIDSON R, 1981, ECONOMETRICA, V49, P781 DAVIDSON R, 1993, ESTIMATION INFERENCE FERGUSON C, 1972, MICROECONOMIC THEORY FORD GS, 1997, REV IND ORGAN, V12, P501 FRISCH R, 1934, PUBLICATION U OSLO E, V5 FULLER W, 1987, MEASUREMENT ERROR MO GOLDFELD SM, 1965, J AM STAT ASSOC, V60, P539 GREENE W, 1997, EECONOMETRIC ANAL HAYARATNE J, 1996, REV IND ORGAN, V11, P823 HERBERT J, 1988, INT S COMP SCI STAT, P127 HERBERT J, 1989, ECON LETT, V30, P207 HOUTHAKKER H, 1970, CONSUMER DEMAND US HYSLOP D, 2001, J BUS ECON STAT, V9, P475 INTRILLIGATOR M, 1978, ECONOMETRIC MODELS T KAHAI SK, 1996, J LAW ECON, V39, P499 MADDALA GS, 1988, INTRO ECONOMETRICS MAYO JW, 1991, RAND J ECON, V22, P396 RUBINOVITZ RN, 1993, RAND J ECON, V24, P1 SAMUELSON PA, 1942, ECONOMETRICA, V10, P80 SCHERER F, 1990, IND MARKET STRUCTURE SHLER V, 2001, COMMUNICATIONS IND F STEFANSKI LA, 2000, J AM STAT ASSOC, V95, P1353 URI N, 1986, ECONOMIST, V34, P225 URI N, 2003, ANAL PRICE CABLE CHA VISCUSI K, 2002, EC REGULATION ANTITR WALDMAN D, 1998, IND ORG THEORY PRACT NR 37 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUN PY 2005 VL 72 IS 5 BP 585 EP 607 PG 23 SC Business; Planning & Development GA 927DI UT ISI:000229172200006 ER PT J AU Ahmed, S TI Seasonal models of peak electric load demand SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE forecasting; seasonal model; peak electric load; nonlinear model; decomposition ID NEURAL-NETWORKS; LEAST-SQUARES; ALGORITHM AB Energy consumption in a pilgrim city belonging to a Gulf Cooperation Council (GCC) country exhibits strong seasonal pattern due to higher demand in summer season and additional load during the pilgrimage months. The pilgrimage month's timing is not fixed in the Gregorian calendar. The event varies according to the lunar calendar called the Hegira calendar, which lags behind the former by approximately 14 days in a year. Ten seasonal demand models are developed to model energy estimate for a GCC pilgrimage city. Among the long-range forecast models, three trigonometric models, a multiplicative model, and a multivariate model using categorical variables are considered. Further, a composite nonlinear model whose coefficients are nonlinear is suggested. This model combines the seasonality extracted from a multivariate regression model and a model that represents the peak electric load pattern. Adopting least square fit of a chi-square error function expanded by parabolic expansion, the parameters of the nonlinear model are identified. Moreover, smoothing-based techniques, such as moving average, double exponential smoothing, Winter's, and a multiplicative seasonal model, are suggested. The peak electric load model on lunar and solar calendars is closely related, and the deference in fitting error can be attributed to the magnitude of data. Computational results and statistical tests are presented to analyze the models. It is observed that the multiplicative model performs better to predict the peak electric load demand. (c) 2004 Elsevier Inc. All rights reserved. C1 United Arab Emirates Univ, Coll Business & Econ, Al Ain, U Arab Emirates. Edith Cowan Univ, Sch Engn & Math, Perth, WA, Australia. RP Ahmed, S, United Arab Emirates Univ, Coll Business & Econ, POB 17555, Al Ain, U Arab Emirates. EM Dr_Shamsuddin_Ahmed@Yahoo.Com CR AHMED S, 2001, ITOR, V7, P1 ALSHAKARCHI MRG, 2000, ELECTR MACH POW SYST, V28, P355 CHEN GJ, 2002, ELECT POWER SYST RES, V59, P131 DARBELLAY GA, 2000, INT J FORECASTING, V16, P71 DENNIS JE, 1973, NUMERICAL SOLUTIONS, P157 DENNIS JE, 1981, ACM T MATH SOFTWARE, V7, P348 GOODWIN P, 2002, OMEGA-INT J MANAGE S, V30, P127 HARTLEY HO, 1961, TECHNOMETRICS, V3, P269 HOBBS BF, 1998, NEUROCOMPUTING, V23, P71 HUANG HG, 2002, ELECT POWER ENERGY S, V24, P245 HUANG SJ, 2002, INT J ELEC POWER, V24, P631 KENNEDY WJ, 1981, STAT COMPUTING KRUNIC MSS, 2000, ELECTR MACH POW SYST, V28, P703 LEVENBERG K, 1944, QUART APPL MATH, V2, P164 MARQUARDT D, 1963, SIAM J APPL MATH, V11, P431 MCKEOWN JJ, 1997, MATH PROGRAM, V9, P57 MENDENHALL W, 1989, 2 COURSE BUSINESS ST MEYER R, 1970, NONLINEAR PROGRAMMIN, P465 MONTGOMERY DC, 1990, FORECASTING TIME SER NAZARETH L, 1976, P 9 INT S COMP SCI S, P161 NELDER JA, 1965, COMPUT J, V7, P308 PRESS WH, 1992, NUMERICAL RECIPES FO RALSTON ML, 1975, THESIS U CALIFORNIA SENJYU T, 2000, ELECTR MACH POW SYST, V28, P613 SKARMAN SE, 1997, THESIS U CENTRAL FLO NR 25 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUN PY 2005 VL 72 IS 5 BP 609 EP 622 PG 14 SC Business; Planning & Development GA 927DI UT ISI:000229172200007 ER PT J AU Chang, SC Lai, HC Yu, HC TI A variable P value rolling Grey forecasting model for Taiwan semiconductor industry production SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE grey forecasting; RGM; semiconductor industry ID PREDICTION AB The semiconductor industry plays an important role in Taiwan's economy. In this paper, we constructed a rolling Grey forecasting model (RGM) to predict Taiwan's annual semiconductor production. The univariate Grey forecasting model (GM) makes forecast of a time series of data without considering possible correlation with any leading indicators. Interestingly, within the RGM there is a constant, P value, which was customarily set to 0.5. We hypothesized that making the P value a variable of time could generate more accurate forecasts. It was expected that the annual semiconductor production in Taiwan should be closely tied with U.S. demand. Hence, we let the P value be determined by the yearly percent change in real gross domestic product (GDP) by U.S. manufacturing industry. This variable P value RGM generated better forecasts than the fixed P value RGM. Nevertheless, the yearly percent change in real GDP by U.S. manufacturing industry is reported after a year ends. It cannot serve as a leading indicator for the same year's U.S. demand. We found out that the correlation between the yearly survey of anticipated industrial production growth rates in Taiwan and the yearly percent changes in real GDP by U.S. manufacturing industry has a correlation coefficient of 0.96. Therefore, we used the former to determine the P value in the RGM, which generated very accurate forecasts. (c) 2003 Elsevier Inc. All rights reserved. C1 Natl Chiao Tung Univ, Coll Management, Inst Management Technol, Hsinchu 300, Taiwan. Ta Tung Inst Technol, Dept Int Trade, Chiayi 600, Taiwan. RP Chang, SC, Natl Chiao Tung Univ, Coll Management, Inst Management Technol, Hsinchu 300, Taiwan. EM chi.mt90g@nctu.edu.tw CR *FEDST, PEC CHANG REAL GROSS *I EC AC SIN, 1998, EC FORECASTING POLIC, V29, P18 *I EC AC SIN, 1999, EC FORECASTING POLIC, V30, P18 *I EC AC SIN, 2000, EC FORECASTING POLIC, V31, P18 *I EC AC SIN, 2001, EC FORECASTING POLIC, V32, P16 *I EC AC SIN, 2002, EC FORECASTING POLIC, V33, P17 *INT TECHN RES I, 1998, 1998 ANN REP SEM IND *INT TECHN RES I, 1999, 1999 ANN REP SEM IND *INT TECHN RES I, 2000, 2000 ANN REP SEM IND *INT TECHN RES I, 2001, 2001 ANN REP SEM IND *INT TECHN RES I, 2002, 2002 ANN REP SEM IND BIONDI P, 1998, J AGR ENG RES, V71, P25 DENG J, 2000, GREY SYSTEM THEORY A DENG JL, 1982, SYSTEMS CONTROL LETT, V5, P288 DENG JL, 1989, J GREY SYSTEM, V1, P1 HSU LC, 2003, TECHNOL FORECAST SOC, V70, P563 HSU PH, 2003, TECHNOL FORECAST SOC, V70, P67 LAI CJ, 2002, J GREY SYST, V14, P133 LIN CT, 2000, INT J INF MANAGE SCI, V11, P13 LIN CT, 2003, TECHNOL FORECAST SOC, V70, P177 MARCETTI DJ, 2000, J FORECASTING, V19, P419 SIMPSON PW, 2001, J FORECASTING, V20, P405 TSENG FM, 1999, TECHNOL FORECAST SOC, V60, P263 WILSON JH, 1990, BUSINESS FORECASTING WU JH, 1997, INTRO GREY ANAL XU QY, 1997, TRANSP PLANN J Q, V26, P525 NR 26 TC 1 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JUN PY 2005 VL 72 IS 5 BP 623 EP 640 PG 18 SC Business; Planning & Development GA 927DI UT ISI:000229172200008 ER PT J AU Frenken, K Holzl, W de Vor, F TI The citation impact of research collaborations: the case of European biotechnology and applied microbiology (1988-2002) SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE citation impact; knowledge networks; diffusion; institutional collaboration ID SCIENTIFIC COLLABORATION; GEOGRAPHICAL PROXIMITY; TRIPLE-HELIX; INNOVATION; PATTERNS; SYSTEMS; SCIENCE AB Research collaboration is generally motivated by quality enhancement. The networks underlying collaborative knowledge production also serve as vehicles of knowledge diffusion. Both aspects are expected to contribute to the citation impact of publications. We analyse knowledge production in European biotechnology for the period 1988-2002 focusing on the role of research collaboration. Different aspects of research collaboration are taken into account simultaneously to assess their relative importance. We distinguish between the number of contributing authors and addresses as to differentiate between the effect of the collaboration between individuals and between organizations. We further distinguish between different spatial scales of collaboration (national, European, international) and between different institutional types of collaboration (between academia, outside academia, and hybrid). We find evidence that the diffusion of scientific knowledge, as measured by citation rate, is dependent on both intra- and inter-organisational characteristics. An important finding has also been that the further differences in citation impact can be related to the geographical scale of collaboration with the European scale being most successful. Furthermore, country-fixed effects suggest that the European Union, though successful as a geographical scale of collaboration, still harbours, many national varieties of knowledge production. (c) 2004 Elsevier B.V. All rights reserved. C1 Univ Utrecht, Fac Geosci, Urban & Reg Res Ctr Utrecht, Sect Econ Geog, NL-3508 TC Utrecht, Netherlands. Vienna Univ Econ & Business Adm0, Dept Econ, Vienna, Austria. RP Frenken, K, Univ Utrecht, Fac Geosci, Urban & Reg Res Ctr Utrecht, Sect Econ Geog, POB 80115, NL-3508 TC Utrecht, Netherlands. EM k.frenken@geog.uu.nl CR ADAMS J, 2004, 10640 NBER BANCHOFF T, 2002, J COMMON MARK STUD, V40, P1 BARABASI AL, 2002, PHYSICA A, V311, P590 BATTY M, 2003, ENVIRON PLANN A, V35, P761 BELSLEY DA, 1980, REGRESSION DIAGNOSTI BRESCHI S, 2002, WORKSH CLUST HIGH TE CAMERON AC, 1986, J APPLIED ECONOMETRI, V1, P29 COOKE P, 1997, RES POLICY, V26, P475 DANELL R, 2003, SCIENTOMETRICS, V58, P205 DASGUPTA P, 1994, RES POLICY, V23, P487 ETZKOWITZ H, 2000, RES POLICY, V29, P109 FELDMAN MP, 1999, EC INNOVATION NEW TE, V8, P5 FORNAHL D, 2003, COOPERATION NETWORKS FRENKEN K, 2002, EC SYSTEMS RES, V14, P345 FRENKEN K, 2004, REGIONAL DEV KNOWLED GIBBONS M, 1994, NEW PRODUCTION KNOWL JAFFE AB, 1993, Q J ECON, V108, P577 KATZ JS, 1994, SCIENTOMETRICS, V31, P31 KATZ JS, 1997, RES POLICY, V26, P1 LIANG LM, 2002, SCIENTOMETRICS, V55, P287 LOTKA AJ, 1926, J WASHINGTON ACADEMY, V16, P317 NARIN F, 1991, SCIENTOMETRICS, V21, P313 NELSON RR, 1993, NATL INNOVATION SYST NEWMAN MEJ, 2004, P NATL ACAD SCI U S1, V101, P5200 ROSENBERG N, 1990, RES POLICY, V19, P165 ROSENKOPF L, 2003, MANAGE SCI, V49, P751 SINGH J, 2004, UNPUB HARVARD BUSINE SORENSON O, IN PRESS SCI DIFFUSI VERBEEK A, 2003, SCIENTOMETRICS, V58, P241 WAGNER CS, 2002, UNPUB INT LINKAGES C WAGNERDOBLER R, 2001, SCIENTOMETRICS, V52, P503 WINKELMANN R, 2000, ECONOMETRIC ANAL COU NR 32 TC 1 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR-JUN PY 2005 VL 22 IS 1-2 BP 9 EP 30 PG 22 SC Engineering, Industrial GA 921CM UT ISI:000228741800002 ER PT J AU Waguespack, DM Birnir, JK TI Foreignness and the diffusion of ideas SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge diffusion; patents; inventions; international collaboration ID INNOVATION AB Scholars of innovation recognize that knowledge flow displays geographic clustering, and therefore innovations developed in remote regions diffuse less widely and/or rapidly. At the same time scholars have also established that discoveries or inventions combining otherwise disconnected knowledge clusters tend to be more novel, and therefore will ultimately diffuse more widely and/or rapidly. In analysis of the citations received by US patents, a common measure of the technical and economic importance of technology, we find that cross-state collaborations do indeed result in higher rates of citation relative to new inventions where all inventors are located in the same region. Furthermore, the liability associated with foreignness, the lower rate of diffusion expected for inventions developed outside the United States, is overcome in cases of US/international collaboration. Finally, in order to determine whether the constraint with crossing political borders is constant or variable. we explore the issue of diffusion across international borders in more detail, examining citations from US inventors to US patents with a non-US origin. We find that citation rates are highest for US patents from nations with legal systems most consonant with US institutions. (c) 2004 Elsevier B.V. All rights reserved. C1 SUNY Buffalo, Dept Polit Sci, Buffalo, NY 14260 USA. RP Waguespack, DM, SUNY Buffalo, Dept Polit Sci, 514 Pk Hall, Buffalo, NY 14260 USA. EM dw23@buffalo.edu jkbirnir@buffalo.edu CR *US PAT TRAD OFF, 2000, US COLL U UT PAT GRA ALLEN TJ, 1978, MANAGING FLOW TECHNO ALMEIDA P, 1996, STRATEGIC MANAGE J, V17, P155 BIRNIR JK, 2004, REGIMES VETO PLAYERS BURT RS, 1992, STRUCTURAL HOLES BURT RS, 2001, SOCIAL CAPITAL THEOR, P31 FLEMING L, 2001, MANAGE SCI, V47, P117 FROST TS, 2001, STRATEGIC MANAGE J, V22, P101 GINARTE JC, 1997, RES POLICY, V26, P283 GRANOVETTER MS, 1973, AM J SOCIOL, V78, P6 HALL BH, 2001, 8498 NBER HAUSMAN J, 1984, ECONOMETRICA, V52, P909 JAFFE AB, 1993, Q J ECON, V108, P577 LAPORTA R, 1998, J POLIT ECON, V106, P1113 LAPORTA R, 1999, J LAW ECON ORGAN, V15, P222 MARCH JG, 1991, ORGAN SCI, V2, P71 MILLS JG, 2002, PATENT LAW FUNDAMENT NOBEL R, 1998, STRATEGIC MANAGE J, V19, P479 POWELL WW, 1996, ADMIN SCI QUART, V41, P116 REYNOLDS TH, 2004, CURRENT SOURCES CODE ROSENBERG PD, 1975, PATENT LAW FUNDAMENT SINGH J, 2004, MULTINATIONAL FIRMS SORENSON O, 2000, AM J SOCIOL, V106, P424 SORENSON O, 2005, SCI DIFFUSION KNOWLE THOMPSON P, IN PRESS AM EC REV THOMPSON P, 2004, PATENT CITATIONS GEO ZHAO M, 2003, DOING R D COUNTRIES NR 27 TC 1 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR-JUN PY 2005 VL 22 IS 1-2 BP 31 EP 50 PG 20 SC Engineering, Industrial GA 921CM UT ISI:000228741800003 ER PT J AU Casper, S Murray, F TI Careers and clusters: analyzing the career network dynamic of biotechnology clusters SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE careers; biotechnology clusters; application networks; European labor markets; comparative institutional forces ID SMALL-WORLD; PERFORMANCE; INNOVATION; KNOWLEDGE; INDUSTRY; START; LIFE AB Access to a pool of talented employees is an important element of entrepreneurial firms' ability to build innovative capabilities. Through an empirical examination of two European biotechnology clusters - Cambridge, UK, and Munich, Germany - we investigate the degree to which macro-labor market institutions shape the micro-dynamics of career affiliation networks between scientific employees. Using bibliometric methods to trace careers and a series of social network analysis methods, we examine similarities and differences in career network dynamics across the two clusters. In particular, we investigate whether patterns of long-term employment within most German large firms, as opposed to more short-term employment in the United Kingdom, affects network structure, network performance and network composition in the two clusters. We show that contrary to the expectations of comparative institutional theory, network structures are grossly similar across the two clusters and, moreover, the performance of these networks as measured by "small-world" methods are similar; career affiliation networks in the two regions are formed through social interactions that appear largely unrelated to macro-institutional factors. Where the macro-institutional forces are effective is as a gatekeeper to network composition: the Cambridge network contains a roughly equal mix of scientists with recent industry and scientific experience, whereas the Munich network is populated almost entirely by academic scientists with no prior industrial experience. (c) 2004 Published by Elsevier B.V. C1 Keck Grad Inst, Claremont, CA 91711 USA. MIT, Alfred P Sloan Sch Management, Cambridge, MA 02142 USA. RP Casper, S, Keck Grad Inst, 535 Watson Dr, Claremont, CA 91711 USA. EM steven_casper@kgi.edu fmurray@mit.edu CR *WELLC TRUST, 1998, 9 WELLC TRUST ALMEIDA P, 1999, MANAGE SCI, V45, P905 AOKI M, 1992, COMP INSTITUTIONAL A AUDRETSCH DB, 1996, REV IND ORGAN, V11, P253 BAKER W, 2000, ACHIEVING SUCCESS TH BECKER GS, 1962, J POLITICAL EC S, V70, P9 BOZEMAN B, 2001, INT J TECHNOLOGY MAN, V22 BURTON M, 2003, RES SOCIOLOGY ORGANI, P229 CASPER S, 2001, NAT I FRAMEWORK HYBR, P8 CASPER S, 2003, IND DYNAMICS EUROPEA CASPER S, 2004, REFLEXTIVE ACTORS I CETINA KK, 1999, EPISTEMIC CULTURES C CORTRIGHT J, 2003, SIGNS LIFE GROWTH BI CRANE D, 1972, INVISIBLE COLL FLEMMING L, 2004, SMALL WORLDS INNOVAT GITTELMAN M, 2001, MAPPING NAT KNOWLEDG HALL PA, 2001, VARIETIES CAP TALISM HENDERSON R, 1994, STRATEGIC MANAGE J, V15, P63 HIGGINS MC, 2003, ORGAN SCI, V14, P244 HOLLINGSWORTH RJ, 1997, CONT CAPITALISM, P265 KOGUT B, 1993, COUNTRY COMPETITIVEN KOGUT B, 2001, AM SOCIOL REV, V66, P317 LOCKE RM, 1995, REMAKING ITALIAN EC MOWERY D, 1999, SOURCES IND LEADERSH MURRAY F, 2002, RES POLICY, V31, P1389 MURRAY F, 2004, RES POLICY, V33, P643 NELSON R, 1991, NAT INNOVATION SYSTE NEWMAN NEJ, 2003, PHYS REV E, V68, P1 OWENSMITH J, 2004, ORGAN SCI, V15, P5 POWELL WW, 1996, ADMIN SCI QUART, V41, P116 POWELL WW, 2002, REG STUD, V36, P291 SAXENIAN A, 1994, REGIONAL ADVANTAGE C SHANE S, 2002, MANAGE SCI, V48, P154 STREECK W, 1992, SOCIAL I EC PERFORMA STUART TE, 1999, ADMIN SCI QUART, V44, P315 UZZI B, 2003, EMERGENCE SMALL WORL WATTS DJ, 1999, AM J SOCIOL, V105, P493 WHITLEY R, 1909, DIVERGENT CAPITALISM WHITLEY R, 2003, RESEARCH POLICY, V32 ZUCKER LG, COMMERCIALIZING KNOW ZUCKER LG, 1998, AM ECON REV, V88, P290 ZYSMAN J, 1975, RES POLICY, V3, P312 NR 42 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR-JUN PY 2005 VL 22 IS 1-2 BP 51 EP 74 PG 24 SC Engineering, Industrial GA 921CM UT ISI:000228741800004 ER PT J AU Dahl, MS Pedersen, COR TI Social networks in the R&D process: the case of the wireless communication industry around Aalborg, Denmark SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE social networks; R&D management; knowledge diffusion; wireless communication; Denmark ID COMPETITORS; INNOVATION; GEOGRAPHY; INVENTION AB Whether social networks diffuse knowledge across firm boundaries has been the topic of much debate. To inform these theories, this article considers two questions. First, who has contacts across firm boundaries? And second, when do these relations diffuse knowledge? Our empirical evidence comes from a survey of 346 engineers in the wireless communication industry around Aalborg in Northern Denmark. Our analysis finds that social contact between these engineers is frequent and is used to diffuse knowledge that receivers find useful. More experienced engineers are more likely to receive valuable knowledge from their networks. These findings show that the long-term relationships, which are more likely based on trust and reputation, are also more likely to be a channel valuable knowledge. (c) 2004 Elsevier B.V. All rights reserved. C1 Univ Aalborg, Dept Business Studies, DRUID, DK-9220 Aalborg, Denmark. Univ Aalborg, Dept Business Studies, CTIF, DK-9220 Aalborg, Denmark. RP Dahl, MS, Univ Aalborg, Dept Business Studies, DRUID, Fibigerstraede 4, DK-9220 Aalborg, Denmark. EM md@business.aau.dk crp@business.aau.dk CR ALLEN RC, 1983, J ECON BEHAV ORGAN, V4, P1 ALLEN TJ, 1969, ADM SCI Q, V14, P12 ALLEN TJ, 1984, MANAGING FLOW TECHNO BRESCHI S, 2001, PAPERS REGIONAL SCI, V90, P255 BURT RS, 2004, AM J SOCIOL, V110, P349 CARTER AP, 1989, RES POLICY, V18, P155 COLEMAN JS, 1988, AM J SOCIOL, V94, P95 COWAN R, 2000, IND CORP CHANGE, V9, P211 COWAN R, 2000, MERIT WORKING PAPER, V18 CZEPIEL JA, 1974, J MARKETING RES, V11, P172 GRANOVETTER MS, 1973, AM J SOCIOL, V78, P6 HAMEL G, 1989, HARVARD BUS REV, V67, P133 INGRAM P, 2000, AM J SOCIOL, V106, P387 LAMOREAUX NR, 2000, J ECON HIST, V60, P700 LISSONI F, 2001, RES POLICY, V30, P1479 LOVAS B, 2004, MOBILIZING SCARCE RE MARTILLA JA, 1971, J MARKETING RES, V8, P173 MASKELL P, 1998, COMPETITVENESS LOCAL MASKELL P, 2001, IND CORP CHANGE, V10, P921 MCGAW JA, 1987, MOST WONDERFUL MACHI ROGERS E, 1982, TRANSFER UTILIZATION, P105 SCHRADER S, 1991, RES POLICY, V20, P153 STEINMANN SP, 2000, J SHOULDER ELB SURG, V9, P361 VONHIPPEL E, 1987, RES POLICY, V15, P285 NR 24 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR-JUN PY 2005 VL 22 IS 1-2 BP 75 EP 92 PG 18 SC Engineering, Industrial GA 921CM UT ISI:000228741800005 ER PT J AU Mote, JE TI R&D ecology: using 2-mode network analysis to explore complexity in R&D environments SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE social networks; R&D management; innovation; complexity ID ORGANIZATIONAL INNOVATION; PRODUCT INNOVATION; DEVELOPMENT TEAMS; COLLABORATION; SUCCESS; LOCUS; BIOTECHNOLOGY; COMMUNICATION; DETERMINANTS; PERFORMANCE AB It has been demonstrated that a complex division of labor provides for the diversity of knowledge that is critical for organizational innovation and productivity [Hage, J., 1999. Organizational innovation and organizational change. Annual Review of Sociology 25, 597-622]. This article examines the impact of complexity in an R&D scaing and adopts the approach that collaborative research involves a range of specialties and skills, which can be viewed separately from the individuals involved in the collaboration process. To explore this hypothesis, the use of 2-mode network analysis allows for an examination of the interrelationships of these competencies within a cluster of R&D projects in a large multi-disciplinary national laboratory. These networks of competencies are shown to have structural characteristics, which impact on the productivity of research projects. It is argued that the interrelationship of network structure and complexity should be given consideration in the management of R&D projects. (c) 2004 Elsevier B.V. All rights reserved. C1 Univ Maryland, Ctr Innovat, Dept Sociol, College Pk, MD 20742 USA. RP Mote, JE, Univ Maryland, Ctr Innovat, Dept Sociol, College Pk, MD 20742 USA. EM jmote@socy.umd.edu CR AHUJA G, 2000, ADMIN SCI QUART, V45, P425 AHUJA MK, 2003, MANAGE SCI, V49, P21 ALLEN TJ, 1970, R&D MANAGE, V1, P14 ALLEN TJ, 1977, MANAGING FLOW TECHNO ALMEIDA P, 1999, MANAGE SCI, V45, P905 ALTER C, 1993, ORG WORKING TOGETHER BALACHANDRA R, 1997, IEEE T ENG MANAGE, V44, P276 BAUM J, 1996, HDB ORG STUDIES, P78 BOESMAN WC, 1997, 97836 SPR BONACICH P, 1987, AM J SOCIOL, V92, P1170 BORGATTI SP, 1997, SOC NETWORKS, V19, P243 BORGATTI SP, 1999, UCINET 6 0 VERSION 1 BOZEMAN B, 2003, IMPACT RES COLLABORA BOZEMAN B, 2004, RES POLICY, V33, P599 BRIEGER RL, 1976, AM SOCIOL REV, V41, P117 BROWN SL, 1995, ACAD MANAGE REV, V20, P2 CHANDLER AD, 1977, VISIBLE HAND MANGERI COHEN WM, 1990, ADMIN SCI QUART, V35, P128 CRANE D, 1969, AM SOCIOL REV, V34, P335 DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 DOUGHERTY D, 1992, ORGAN SCI, V3, P179 DURKHEIM E, 1965, DIVISION LABOR SOC FREEMAN R, 1979, B MAGN RESON, V1, P1 GALASKIEWICZ J, 1985, SOCIAL ORG URBAN GRA GASSMANN O, 2003, R&D MANAGE, V33, P243 GRABHER G, 2002, REG STUD, V36, P243 HAGE J, 2000, ORGAN STUD, V21, P971 HAGE JT, 1999, ANNU REV SOCIOL, V25, P597 JORDAN G, 2002, PERFORMANCE ASSESSME JORDAN GB, 2004, UNPUB CONSTRUCTING R KATZ R, 1981, R&D MANAGE, V11, P103 KATZ R, 1985, ACAD MANAGE J, V28, P67 KERSSENSVANDRONGEL, 1999, R&D MANAGE, V29, P35 KIM RB, 2003, EUR J CLIN INVEST S2, V33, P1 KODAMA F, 1992, HARVARD BUS REV, V70, P70 LARSON EW, 1989, IEEE T ENG MANAGE, V36, P119 LIEBESKIND JP, 1996, ORGAN SCI, V7, P428 MCDERMOTT CM, 2002, J PROD INNOVAT MANAG, V19, P424 MILLER WL, 1999, 4 GENERATION R D MAN MOTE J, 2004, UNPUB MEASURING SCI POWELL WW, 1996, ADMIN SCI QUART, V41, P116 PRICE DJD, 1965, SCIENCE, V149, P510 REAGANS R, 2001, ORGAN SCI, V12, P502 ROGERS JD, 2001, RES EVALUAT, V10, P161 SCOTT J, 1991, SOCIAL NETWORK ANAL SENTER R, 1987, SOCIOLOGICAL SPECTRU, V7, P243 SHENHAR AJ, 2001, MANAGE SCI, V47, P394 SHERMA A, 1999, CALIFORNIA MANAGEMEN, V41, P65 SMITH A, 1976, WEALTH NATIONS SMITHDOERR L, 2004, J ENG TECHNOL MANAGE, V21, P51 STUART T, 1999, IND CORP CHANGE, V8, P745 THAMHAIN HJ, 2003, R&D MANAGE, V33, P297 TUOMI I, 2002, NETWORKS INNOVATION VANDEVEN AH, 1986, MANAGE SCI, V32, P590 VONHIPPEL E, 1994, MANAGE SCI, V40, P429 WEBER M, 1978, EC SOC ZAMMUTO RF, 1992, ACAD MANAGE REV, V17, P701 ZUCKERMAN H, 1967, AM SOCIOL REV, V32, P391 NR 58 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR-JUN PY 2005 VL 22 IS 1-2 BP 93 EP 111 PG 19 SC Engineering, Industrial GA 921CM UT ISI:000228741800006 ER PT J AU Woodward, MR Hennell, MA TI Strategic benefits of software test management: a case study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE software faults; software testing; functional testing; category partition approach; structural testing; test coverage measurement ID EMPIRICAL-EVALUATION; INSPECTIONS AB In some sections of the IT community, the principal form of software testing undertaken is functional testing, whereby, the functions that the software is supposed to perform are identified purely from the statement of requirements and these functions are then tested by means of representative test cases. It is argued in this case study that, whilst this provides a good foundation for testing, it can potentially leave many structural aspects of a program untested. What is advocated here is that test tools should be used to monitor structural coverage during functional testing and that additional test cases should then be devised to ensure that coverage is maximized. Although functional testing and structural testing might be seen as competitive techniques, in combination together they complement each other, forming a software testing strategy more powerful than either technique on its own. (c) 2004 Elsevier B.V. All rights reserved. C1 Univ Liverpool, Dept Comp Sci, Liverpool L69 7ZF, Merseyside, England. LDRA Ltd, Wirral CH41 5LH, Merseyside, England. RP Woodward, MR, Univ Liverpool, Dept Comp Sci, Chadwick Bldg,Peach St, Liverpool L69 7ZF, Merseyside, England. EM m.r.woodward@csc.liv.ac.uk mike.hennell@ldra.com CR *NIST, 2002, 203 NIST *RTCA, 1992, DO178B RTCA *STI, 2003, SOFTW TEST IND SURV BASILI VR, 1987, IEEE T SOFTWARE ENG, V13, P1278 BEIZER B, 1990, SOFTWARE TESTING TEC FAGAN ME, 1976, IBM SYST J, V15, P182 GRAHAM D, 2003, SOFTWARE TESTING TOO HALL A, 2002, IEEE SOFTWARE, V19, P18 HENNELL MA, 1979, P IASTED INT S APPL, P16 HOLTHOUSE MA, 1979, IEEE COMPUT, V12, P33 HUGHES B, 2000, PRACTICAL SOFTWARE M HUTCHINS M, 1994, P 16 INT C SOFTW ENG, P191 MARRICK B, 1991, P 9 ANN PAC NW SOFTW, P147 MILLER KW, 2001, IEEE SOFTWARE, V18, P98 MYERS GJ, 1978, COMMUN ACM, V21, P760 OSTRAND TJ, 1988, COMMUN ACM, V31, P676 PERRY B, 2003, STATUS SOFTWARE TEST PIWOWARSKI P, 1993, P 15 INT C SOFTW ENG, P287 QUENTIN C, 2002, PROFESSIONAL TESTER, V3, P18 RAPPS S, 1985, IEEE T SOFTWARE ENG, V11, P367 ROPER M, 1997, INFORM SOFTWARE TECH, V39, P763 SELBY RW, 1986, P WORKSH SOFTW TEST, P82 SO SS, 2002, SOFTW TEST VERIF REL, V12, P155 STUCKI LG, 1972, P AFIPS FALL JOINT C, V41, P829 WICHMANN BA, 1993, COMP STAND INTER, V15, P361 WOOD PHN, 1980, CLIN RHEUM DIS, V6, P3 WOODWARD M, 2001, SOFTWARE FOCUS, V2, P93 WOODWARD MR, 1984, TECH SCI INFORM, V3, P273 ZHU H, 1997, ACM COMPUT SURV, V29, P366 NR 29 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR-JUN PY 2005 VL 22 IS 1-2 BP 113 EP 140 PG 28 SC Engineering, Industrial GA 921CM UT ISI:000228741800007 ER PT J AU Danilovic, M Winroth, M TI A tentative framework for analyzing integration in collaborative manufacturing network settings: a case study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE manufacturing networks; collaborative supplier network; integration; contract manufacturing AB It is important for small and medium-sized corporations to collaborate in networks in order to develop capacity, capability, and competence to perform product development and become suppliers of complete systems. The purpose of this case study is to identify barriers and to develop an analytical framework of inter-organizational collaboration in network settings. In this paper we present a tentative four-dimensional framework in terms of surface of integration, scope of integration, time horizon of integration, and intensity of integration. This framework can be used to analyze how network settings are developed, in terms of structural design of the network, the design of the workflow in collaborative settings, and the aspects of handling the psychological and social boundaries between people. (c) 2004 Elsevier B.V. All rights reserved. C1 Linkoping Univ, Jonkoping Univ, Jonkoping Sch Engn, SE-55111 Jonkoping, Sweden. Jonkoping Univ, Jonkoping Int Business Sch, Jonkoping, Sweden. RP Winroth, M, Linkoping Univ, Jonkoping Univ, Jonkoping Sch Engn, POB 1026, SE-55111 Jonkoping, Sweden. EM mats.winroth@mg.hj.se CR *NUTEK, 1997, 121956219 NUTEK BONACCORSI A, 1994, J PROD INNOVAT MANAG, V11, P134 BRANDES H, 1997, EUROPEAN J PURCHASIN, V3, P63 CARBONARA N, 2002, INT J PROD ECON, V76, P159 CLARK KB, 1991, PRODUCT DEV PERFORMA DAHLGREN J, 2000, SLUTRAPPORT PROJEKT DANILOVIC M, 1999, LOOP LEADERSHIP ORG DANILOVIC M, 2001, 10 INT ANN IPSERA C, P253 FAGERSTROM B, 1999, 5 IVF FORD D, 1993, 9 IMP C IND MARK PUR FRUIN MW, 1992, JAPANESE ENTERPRISE GADDE LE, 1993, PROFESSIONAL PURCHAS HANSON H, 2001, SLUTRAPPORT PROJEKTE HIRSCHHOM L, 1992, NEW BOUNDARIES BOUND, P104 HULTMARK C, 2001, RAPPORT RILL IVF JUR IMAI K, 1985, UNEASY ALLIANCE, P337 LAMMING R, 1993, BEYOND PARTNERSHIP LAMMING RC, 1987, INT AUTOMOTIVE COMPO LAMMING RC, 1989, INT AUTOMOTIVE COMPO LYONS TF, 1990, SLOAN MANAGE REV, V31, P29 MELIN L, 1986, ADV INT MARKETING, V3, P61 MIRALLES B, 2001, THESIS U SWEDEN U PO PRASAD B, 1996, CONCURRENT ENG FUNDA QUINN JB, 1992, INTELLIGENT ENTERPRI QUINN JB, 2000, SLOAN MANAGEMENT SUM, P13 SAFSTEN K, 2002, COMPUT IND, V49, P91 SLACK N, 2001, OPERATIONS MANGEMENT VONHIPPEL E, 1988, SOURCES INNOVATION WHEELWRIGHT SC, 1992, REVOLUTIONIZAING PRO WINROTH M, 2000, P 4 INT C MAN INN MA WINROTH M, 2002, P 13 ANN C PROD OP M WINROTH M, 2003, P 14 ANN C PROD OP M WOMACK JP, 1990, MACHINE CHANGED WORL WOMACK JP, 1994, HARVARD BUS REV, V72, P93 NR 34 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR-JUN PY 2005 VL 22 IS 1-2 BP 141 EP 158 PG 18 SC Engineering, Industrial GA 921CM UT ISI:000228741800008 ER PT J AU Rowe, G Wright, G McColl, A TI Judgment change during Delphi-like procedures: The role of majority influence, expertise, and confidence SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE Delphi; forecasting; opinion change; majority influence ID GROUP DECISION-MAKING; MINORITY INFLUENCE; PERFORMANCE; IMPACT AB This study investigates individual opinion change and judgmental accuracy in Delphi-like groups. Results reveal that the accuracy of judgmental probability forecasts increases over Delphi rounds (in terms of proportion correct and appropriateness of confidence) when statistical summaries or written rationales are provided from other members of an individual's nominal group, but does not increase in a control iteration condition (without feedback). Additionally, subjects who gave more appropriate probability forecasts on the first round exhibited least opinion change, although measures of confidence were unrelated to opinion change. Results also show that majority opinion exerts strong opinion pull on minority opinion even when the majority favours an incorrect answer (irrespective of the nature of feedback provided). The implications of these results for the utility and conduct of the Delphi technique are discussed, in particular, with respect to selecting panellists and choosing an appropriate feedback format. (c) 2004 Elsevier Inc. All rights reserved. C1 Inst Food Res, Norwich NR4 7UA, Norfolk, England. Univ Strathclyde, Grad Sch Business, Glasgow G4 OQU, Lanark, Scotland. Univ Durham, Sch Business, Durham DH1 3LB, England. RP Rowe, G, Inst Food Res, Norwich Res Pk, Norwich NR4 7UA, Norfolk, England. EM gene.rowe@bbsrc.ac.uk CR ARMSTRONG JS, 1985, LONG RANGE FORECASTI ASCH S, 1951, GROUPS LEADERSHIP ME AYTON P, 1987, OMEGA-INT J MANAGE S, V15, P191 BEST RJ, 1974, J MARKETING RES, V11, P448 BOJE DM, 1982, MANAGE SCI, V28, P1187 BONNER BL, 2002, ORGAN BEHAV HUM DEC, V88, P719 BRIER GW, 1950, MONTHLY WEATHER REV, V75, P1 DALKEY N, 1963, MANAGE SCI, V9, P458 DOMS M, 1980, J EXPT SOCIAL PSYCHO, V16, P283 KEENEY S, 2001, INT J NURS STUD, V38, P195 LICHTENSTEIN S, 1982, JUDGMENT UNCERTAINTY, P306 LINSTONE HA, 1975, DELPHI METHOD TECHNI MAASS A, 1984, PSYCHOL BULL, V95, P428 MCCLELLAND AGR, 1994, SUBJECTIVE PROBABILI, P453 MOSOCVICI S, 1969, SOCIOMETRY, V32, P365 MURPHY AH, 1973, J APPL METEOROL, V12, P595 PARENTE FJ, 1984, J FORECASTING, V3, P173 PARENTE FJ, 1987, JUDGMENTAL FORECASTI, P129 PRIETULA MJ, 2000, HUM FACTORS, V42, P56 ROWE G, 1991, TECHNOL FORECAST SOC, V39, P235 ROWE G, 1996, INT J FORECASTING, V12, P73 ROWE G, 1999, INT J FORECASTING, V15, P353 ROWE G, 2001, PRINCIPLES FORECASTI, P125 SCHEIBE M, 1975, DELPHI METHOD TECHNI, P262 SHERIF M, 1935, ARCH PSYCHOL, V27, P1 SNIEZEK JA, 1989, INT J FORECASTING, V5, P171 SNIEZEK JA, 1992, ORGAN BEHAV HUM, V52, P124 YATES JF, 1990, JUDGEMENT DECISION M YATES JF, 1994, SUBJECTIVE PROBABILI NR 29 TC 2 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAY PY 2005 VL 72 IS 4 BP 377 EP 399 PG 23 SC Business; Planning & Development GA 918AT UT ISI:000228511400001 ER PT J AU Parente, RJ Hiob, TN Silver, RA Jenkins, C Poe, MP Mullins, RJ TI The Delphi method, impeachment and terrorism: Accuracies of short-range forecasts for volatile world events SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE Delphi method; Delphi accuracy; accuracy; short-range forecasting; technological forecasting; world events; terrorism AB Two experiments examined the effects of iterated polling and feedback on prediction accuracy for volatile world events using the Delphi paradigm. In both experiments, participants predicted rapidly changing geopolitical events. The first experiment occurred during the litigation surrounding the Clinton/Lewinsky affair in 1998. Results indicated that feedback improved individual and group accuracy for predictions of whether an event would occur. These types of predictions derived from group consensus were approximately 90% accurate, which was significantly higher than the average individual participant's accuracy. Neither polling nor feedback had much effect on time course predictions. The second experiment occurred during the American military action against the Taliban regime in Afghanistan in 2001. In Experiment 2, participants were polled three times to determine if increasing the number of iterated polls would improve Delphi accuracy. The results showed that accuracy improved from the first to the second poll but not from the second to the third. The groups predicted whether these scenarios would occur with approximately 75% accuracy, which was significantly higher than the accuracy of any individual participant. Once again, the Delphi procedure did not enhance time course predictions in Experiment 2. (c) 2003 Elsevier Inc. All rights reserved. C1 Towson Univ, Dept Psychol, Baltimore, MD 21204 USA. RP Parente, RJ, Towson Univ, Dept Psychol, Baltimore, MD 21204 USA. CR ADAMS SJ, 2001, PROF SAF, V46, P26 ANDERSON JK, 1981, AM PSYCHOL, V36, P845 ARMSTRONG JS, 1985, LONG RANGE FORECASTI BEST RJ, 1974, J MARKETING RES, V11, P448 BUDESCU D, 1986, JUDGEMENTAL FORECAST, P63 CICARELLI J, 1984, TECHNOL FORECAST SOC, V25, P139 DALKEY NC, 1969, DELPHI METHOD EXPT S FISH LS, 1992, FAM RELAT, V41, P409 GARRETSONBUTT G, 1985, THESIS TOWSON STATE LINSTONE HA, 1975, DELPHI METHOD TECHNI MAKRIDAKIS S, 1979, FORECASTING MAKRIDAKIS S, 1983, WHEELWRIGHT FORECAST MARTINO JP, 1970, TECHNOLOGICAL FORECA, V1, P293 MASSER I, 1987, URBAN STUD, V24, P217 OBRIEN TG, 1980, THESIS TOWSON STATE ONO R, 1994, FUTURES, V26, P289 PARENTE FJ, 1984, J FORECASTING, V3, P173 PARENTE FJ, 1987, JUDGMENTAL FORECASTI, P129 REMUS W, 1998, INT J FORECASTING, V14, P313 SNIEZEK JA, 1994, GROUP ORGAN MANAGE, V15, P5 WAISSBLUTH M, 1990, TECHNOL FORECAST SOC, V37, P383 WELTY B, 1971, B INT STAT INST, V44, P403 WOUDENBERG F, 1991, TECHNOL FORECAST SOC, V40, P131 NR 23 TC 1 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAY PY 2005 VL 72 IS 4 BP 401 EP 411 PG 11 SC Business; Planning & Development GA 918AT UT ISI:000228511400002 ER PT J AU Grupp, H Stadler, M TI Technological progress and market growth: An empirical study based on the quality-ladder approach SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE innovative activities; quality ladders; endogenous market growth; technometrics ID MODEL AB This paper develops an extended version of the quality-adder model by allowing for heterogeneous markets. Based on this model, it presents an empirical analysis of innovation-based growth at the market level using a technometric measurement concept. It can be shown that a growth-promoting effect due to technological progress in a particular single year is observed after between 2 and up to 7 years. This is true not only for highly innovative markets but also for those in which fewer RTD resources are invested. (c) 2004 Elsevier Inc. All rights reserved. C1 Karlsruhe Tech Univ, Inst Econ Policy Res, D-76139 Karlsruhe, Germany. ISI, Fraunhofer Inst Syst & Innovat Res, D-76139 Karlsruhe, Germany. Univ Tubingen, Dept Econ, D-72074 Tubingen, Germany. RP Grupp, H, Karlsruhe Tech Univ, Inst Econ Policy Res, Breslauer Str 48, D-76139 Karlsruhe, Germany. EM h.grupp@isi.fraunhofer.de CR AGHION P, 1992, ECONOMETRICA, V60, P323 AGHION P, 1998, ENDOGENOUS GROWTH TH BARRO RJ, 1995, SALA MARTING EC GROW CABALLERO RJ, 1993, NBER MACROECON ANN, V8, P15 COHEN W, 1989, HDB IND ORG ELSEVIER COHEN WM, 1995, HDB EC INNOVATION TE, P182 GEHRKE B, 1994, INNOVATIONSPOTENTIAL GROSSMAN GM, 1991, INNOVATION GROWTH GL GROSSMAN GM, 1991, REV ECON STUD, V58, P43 GRUPP H, 1986, TECHNOL FORECAST SOC, V30, P123 GRUPP H, 1994, RES POLICY, V23, P175 GRUPP H, 1998, FDN EC INNOVATION TH GRUPP H, 2001, MANAGING PRODUCT DEV HELPMAN E, 1992, EUROPEAN INTEGRATION, P277 KAMIEN MI, 1982, MARKET STRUCTURE INN LANCASTER K, 1977, REV INCOME WEALTH, V23, P157 LANCASTER KJ, 1971, NEW APPROACH LANCASTER KJ, 1979, VARIETY EQUITY EFFIC LANCASTER KJ, 1991, MODERN CONSUMER THEO MATIAL S, 1994, J EVOL ECON, V4, P273 MUENT G, 1996, OPENNESS DEV, P3 PIANTA M, 1995, CAMBRIDGE J ECON, V19, P175 RAMSER HJ, 1997, EINFLUSS KEYNESIANIS, P35 SCHWITALLA B, 1993, PHYS VERLAG HEIDELBE SEGERSTROM PS, 1990, AM ECON REV, V80, P1077 STADLER M, 1993, MIKRO MAKRO ANSATZ I, V39, P159 STADLER M, 2001, BEITRAGE MIKRO MAKRO, P449 TAYLOR MS, 1993, J INT ECON, V34, P225 NR 28 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAY PY 2005 VL 72 IS 4 BP 413 EP 428 PG 16 SC Business; Planning & Development GA 918AT UT ISI:000228511400003 ER PT J AU Cruz-Castro, L Sanz-Menendez, L TI Politics and institutions: European parliamentary technology assessment SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE technology assessment; science and technology advice; institutional arrangements in parliaments ID OTA; FUTURE AB This paper analyses, from an institutionalist perspective, the emergence, nature and ways in which parliamentary scientific and technological advice activities are carried out in different European countries. A diffusion process from the United Sates could be identified in the early times, but some local preconditions are also important for the adoption of these practices in Europe, as well as the existence of some political entrepreneurs willing to advance the initiatives within their respective political systems. We argue that the connection of technology assessment (TA) with the political process can only be understood if the former is regarded not only as an input in the decision-making process but also as a legitimising mechanism. Different models of arrangements of parliamentary TA (PTA) are identified, depending on the degree of inclusiveness of different actors in the TA process. The adaptation, consolidation and differential impact of these organizations are mediated by two factors: the capacity of PTA organizations to gain support, both inside and outside the Legislature, and their capacity to access decision makers in an environment of competition with other organizations that also produce TA. Models of PTA have both types of these capacities in differing degrees. It is argued that differences in the potential impact of TA activities in the different countries are to be analysed in the context of the rules of the political game and the types of incentives that TA organizations face. The degree of autonomy/dependence and exclusivity/nonexclusivity of the assessment for the parliaments are essential for understanding the diversity of impacts. (c) 2004 Elsevier Inc. All rights reserved. C1 CSIC, SPRITTE, Unit Comparat Policy & Polit, E-28014 Madrid, Spain. RP Cruz-Castro, L, CSIC, SPRITTE, Unit Comparat Policy & Polit, Calle Alfonso XII,18, E-28014 Madrid, Spain. EM Laura.Cruz@iesam.csic.es Lsanz@iesam.csic.es CR *IPTS, 2001, IPTS REP, V60 *IPTS, 2003, IPTS REP, V72 *OECD, 1971, SCI GROWTH SOC NEW P BARKER A, 1993, POLITICS EXPERT ADVI BIMBER B, 1995, HDB SCI TECHNOLOGY S, P554 BIMBER B, 1996, POLITICS EXPERTISE C BIMBER B, 1997, TECHNOL FORECAST SOC, V54, P125 BROMLEY DA, 1995, PRESIDENTS SCI COATES JF, 2001, TECHNOL FORECAST SOC, V67, P303 COZZENS SE, 1995, HDB SCI TECHNOLOGY S, P533 CRUZCASTRO L, 2004, IN PRESS BRIDGES SCI DEHOO SC, 1987, TECHNOLOGY ASSESSMEN DEJONG M, 2001, SCI PUBLIC POLICY, V28 EMERSON RM, 1962, AM SOCIOL REV, V27, P31 FELDMAN MS, 1981, ADM SCI Q, V26, P171 GIBBONS JH, 1988, TECHNOLOGY GOVERNANC, P98 GRUNWALD A, 2003, SCI PUBL POLICY, V30, P193 GUSTON DH, 1997, TECHNOL FORECAST SOC, V54, P233 HEDSTROM P, 1998, SOCIAL MECH ANAL APP, P306 HENNEN L, 2004, IN PRESS BRIDGES SCI HOLDSWORDTH D, 2000, PARLIMENTS TECHNOLOG, P199 JASANOFF S, 1990, SCI ADVISERS POLICYM JASANOFF S, 1995, SCI TECHNOLOGY AM JONES M, 1996, INFORMED LEGISLATURE KINGDON J, 1995, AGENDAS ALTERNATIVES KLUVER L, 2000, PARLIAMENTS TECHNOLO, P173 LAPORTE TM, 1997, TECHNOL FORECAST SOC, V54, P199 LAURENT M, 2000, PARLIAMENTS TECHNOLO, P125 LIBERATORE A, 2003, SCI PUBLIC POLICY, V30 MARGOLIS RM, 2003, SCI TECHNOLOGY ADVIC, P53 MORGAN MG, 2003, SCI TECHNOLOGY ADVIC NORTON M, 2000, PARLIAMENTS TECHNOLO, P65 PASCHEN H, 2000, PARLIAMENTS TECHNOLO, P93 PETERMANN T, 2000, PARLIAMENTS TECHNOLO, P37 POLSBY NW, 2002, ANNU REV POLIT SCI, V5, P333 ROSE R, 1991, J PUBLIC POLICY, V11, P3 SABATIER PA, 1988, POLICY SCI, V21, P129 SALO A, 2001, SCI PUBL POLICY, V28, P453 SCHENEIDER M, 1995, PUBLIC ENTREPRENEURS SCHON DA, 1994, TOWARDS RESOLUTION I SCHOT J, 1997, TECHNOL FORECAST SOC, V54, P251 SMITH BLR, 1992, ADVISORS SCI POLICY SUNDQUIST J, 1981, DECLINE RESURGENCE C VANEIJNDHOVEN J, 2000, PARLIAMENTS TECHNOLO, P147 VANEIJNDHOVEN JCM, 1997, TECHNOL FORECAST SOC, V54, P269 VIG NJ, 2000, PARLIAMENTS TECHNOLO VIG NJ, 2000, PARLIMENTS TECHNOLOG, P365 VIG NJ, 2003, SCI TECHNOLOGY ADVIC, P90 WHITEMAN D, 1997, TECHNOL FORECAST SOC, V54, P177 WOLMAN H, 1992, GOVERNANCE, V5, P27 NR 50 TC 1 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAY PY 2005 VL 72 IS 4 BP 429 EP 448 PG 20 SC Business; Planning & Development GA 918AT UT ISI:000228511400004 ER PT J AU Yoon, SH Yoon, MG Lee, JJ TI On selecting a technology evolution path for broadband access networks SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE broadband access network; network evolution; mixed integer programming model; multicommodity network flow problem ID NARROW-BAND; SERVICES AB The rapid growth in the number of Internet users has accelerated the use of high-speed Internet access services, including broadband multimedia services. In the delivery of broadband multimedia services to end-users, it is necessary to build a high-speed backbone and access network. To construct a broadband access network, several alternative technologies including xDSL, CATV, and FTTx have been suggested and implemented in telecommunication networks. However, even if a technology is proven to be optimal for the current environment, it can be deteriorated by the elapse of time or the advent of new challenging technologies in the future. In this article, we concentrate on the selection of an evolution path for broadband access networks. We developed an optimization model for selecting the best technology and evolution path with the minimum total cost. The problem can be formulated as a mixed integer programming model. With a scenario for demands and cost factors, we find the optimal evolution path by solving our model with the CPLEX program and illustrate some sample paths for the broadband access network evolution plan. Once the cost and the demand are defined in detail to reflect the realworld case, our model can be useful to generate a practical technology evolution plan for broadband access networks in real-world applications. (c) 2003 Elsevier Inc. All rights reserved. C1 Korea Adv Inst Sci & Technol, Grad Sch Management, Seoul 130012, South Korea. Mkt Grp, Korea Digital Satellite Broadcasting, Seoul 110702, South Korea. Hankuk Aviat Univ, Dept Business Adm, Koyang 412791, South Korea. RP Lee, JJ, Korea Adv Inst Sci & Technol, Grad Sch Management, 207-43 Cheongryangri Dong, Seoul 130012, South Korea. EM pearllee@kgsm.kaist.ac.kr CR *ILOG, 2002, ILOG CPLEX 8 0 US MA ANTUNES CH, 1998, EUR J OPER RES, V109, P530 BISDIKIAN C, 1996, IEEE COMMUN MAG, V34, P128 CHATTERJEE S, 1998, COMPUT NETWORKS ISDN, V30, P1295 ELSAYED M, 2002, IEEE COMMUN MAG, V40, P74 FERREIRA P, 2002, TECHNOL FORECAST SOC, V69, P741 GAGNAIRE M, 1997, P IEEE, V85, P1958 IMS LA, 1997, IEEE COMMUN MAG, V35, P96 IMS LA, 1997, IEEE NETWORK, V11, P51 KOCSIS F, 1997, IEEE COMMUN MAG, V35, P66 NOJIRI H, 1995, 7 INT WORKSH OPT ACC OLSEN BT, 1996, IEEE J SEL AREA COMM, V14, P1184 NR 12 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAY PY 2005 VL 72 IS 4 BP 449 EP 470 PG 22 SC Business; Planning & Development GA 918AT UT ISI:000228511400005 ER PT J AU LePoire, DJ TI Application of logistic analysis to the history of physics SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE logistic; physics; history ID CYCLES AB Recently, two analyses have tried to put technological progress in a larger context. One interpretation hypothesizes that technological progress is likely to continue at increasingly higher rates of change. Another interpretation, which includes data from the beginning of the universe to the present, suggests that the universe is approaching a transition point in a logistic development of complexity. This logistic development is similar to the way ideas or products diffuse in a population, i.e., the rate of discovery in a field of knowledge is proportional to the amount discovered and the amount to be discovered. To test a part of this hypothesis, a leading indicator field (fundamental physics) was identified and the events in the history of this field were analyzed. Twelve subfields were identified and grouped into six stages. Each stage seemed to demonstrate a logistic-like development. By analyzing both the median time of development and the characteristic time of development of these stages, the overall development of this one field was found to suggest logistic development. These data seem to indicate that development in fundamental physics is slowing down, with at least one subfield beyond string physics yet to be developed. The data tend to support the hypothesis that a knowledge field can develop logistically. (c) 2003 Elsevier Inc. All rights reserved. C1 Argonne Natl Lab, Environm Assessment Div, Argonne, IL 60439 USA. RP LePoire, DJ, Argonne Natl Lab, Environm Assessment Div, 9700 S Cass Ave, Argonne, IL 60439 USA. EM dlepoire@anl.gov CR ALEXANDER MA, KONDRATIVE CYCLE GEN GIBBS P, PHYS TIMELINE GIBBS P, 1998, EVENT SYMMETRIC SPAC KURZWEIL R, LAW ACCELERATING RET KURZWEIL R, 2000, AGE SPIRITUAL MACHIN MARCHETTI C, 1980, TECHNOLOGICAL FORECA, V18, P267 MARCHETTI C, 1994, TECHNOL FORECAST SOC, V46, P189 MODELSKI G, 2002, TECHNOL FORECAST SOC, V69, P359 MODIS T, 2002, TECHNOL FORECAST SOC, V69, P377 MOTZ L, 1992, STORY PHYS TAYLOR J, 1994, WHEN CLOCK STUCK ZER VINGE V, 1993, WHOLE EARTH REV, V81, P88 WEINBERG S, 1994, DREAMS FINAL THEORY NR 13 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAY PY 2005 VL 72 IS 4 BP 471 EP 479 PG 9 SC Business; Planning & Development GA 918AT UT ISI:000228511400006 ER PT J AU Koh, WTH Narasimhalu, DA Tan, WL TI Innovation policies and technology management in Asia: Lessons learnt and future challenges SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article C1 Singapore Management Univ, Sch Econ & Social Sci, Singapore S259756, Singapore. Singapore Management Univ, Sch Informat Syst, Singapore, Singapore. Singapore Management Univ, Lee Kong Chian Sch Business, Singapore, Singapore. RP Koh, WTH, Singapore Management Univ, Sch Econ & Social Sci, 469 Bukit Timah Rd, Singapore S259756, Singapore. EM winstonkoh@smu.edu.sg desai@smu.edu.sg wltan@smu.edu.sg CR AGRAWAL V, 2003, WHO WINS OFFSHORING SHAHI G, 2004, BIOBUSINESS ASIA ASI NR 2 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAR PY 2005 VL 72 IS 3 BP 249 EP 254 PG 6 SC Business; Planning & Development GA 904OQ UT ISI:000227508000001 ER PT J AU Koh, WTH Wong, PK TI Competing at the frontier: The changing role of technology policy in Singapore's economic strategy SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE science; technology policy; technology frontier; economic growth; Singapore ID SCIENTIFIC-RESEARCH; UNITED-STATES; SCIENCE; INNOVATION; UNIVERSITY; SOCIETY; GROWTH; KNOWLEDGE; JAPAN; FIRMS AB For an economy competing at the global frontier, an innovation-based growth strategy requires a well-developed technological infrastructure, a set of capabilities-focused technology policies, as well as an institutional environment that stimulates innovation and entrepreneurship. This paper examines the role played by science and technology policy in an economy's transition to an innovation-based growth strategy. We discuss the challenges governments face as they restructure economic institutions to deepen R&D capabilities and encourage technology creation. We review Singapore's experience in this regard and assess its ongoing efforts to remake itself to compete at the global frontier. (C) 2004 Elsevier Inc. All rights reserved. C1 Sinapore Management Univ, Sch Econ & Social Sci, Singapore S259756, Singapore. Natl Univ Singapore, NUS Business Sch, S114182 Singapore S114182, Singapore. RP Koh, WTH, Sinapore Management Univ, Sch Econ & Social Sci, 469 Bukit Timah Rd, Singapore S259756, Singapore. EM winstonkoh@smu.edu.sg CR 2002, GLOBAL COMPETITIVENE 2002, WORLD BANK DEV INDIC 2003, GLOBAL INFORMATION T 2003, IMD WORLD COMPETITIV *WORLD BANK, 2000, WORLD DEV REP *WORLD BANK, 2002, WORLD DEV REP *WORLD BANK, 2003, WORLD DEV REP ARROW K, 1962, RATE DIRECTION INVEN BERRY MMJ, 1996, TECHNOVATION, V16, P487 CLARK BR, 1995, PLACES INQUIRY RES A CONCEICAO P, 2001, TECHNOL FORECAST SOC, V66, P1 CONCEICAO P, 2001, TECHNOL FORECAST SOC, V67, P115 CONCEICAO P, 2003, TECHNOL FORECAST SOC, V70, P583 DASGUPTA P, 1994, RES POLICY, V23, P487 DAVID P, 1988, EPR PUBLICATION, V122 DELONG B, 1992, BROOKINGS PAPERS EC, V2, P157 DOSI G, 1984, TECHNICAL CHANGE IND ETZKOWITZ H, 2000, RES POLICY, V29, P109 ETZKOWITZ H, 2000, RES POLICY, V29, P313 FREEMAN C, 1987, TECHNOLOGY POLICY EC FREEMAN C, 1992, NATL SYSTEMS INNOVAT, P169 FREEMAN C, 1997, EC IND INNOVATION HANE G, 1999, U IND LINKAGES JAPAN, P20 HANG CC, 1999, SINGAPORE DEV STATUS HEE CH, 1998, S T SCI PUBLIC POLIC, V25, P47 HO YP, 2003, IMPACT R D SINGAPORE KAMEOKA A, 2002, TECHNOLOGICAL FORECX, P1 KIM L, 1997, IMITATION INNOVATION KORTUM S, 2000, RAND J ECON, V31, P674 KUMAR SS, 2000, TECHNOL FORECAST SOC, V64, P261 KUWAHARA T, 1998, TECHNOLOGICAL FORECA, V60, P5 LUNDVALL BA, 1992, NATL INNOVATION SYST MAHMOOD IP, 2003, RES POLICY, V32, P1031 MIYATA Y, 2000, TECHNOVATION, V20, P413 NAKAYAMA S, 1997, HIGH EDUC, V34, P245 NARIN F, 1997, RES POLICY, V26, P317 NEIDORF S, 1999, VENTURE CAPITAL, V39, P26 NELSON R, 1959, J POLITICAL EC, V67, P297 NELSON R, 1993, NATL INNOVATION SYST OKA H, 1993, EC EYE, V14, P12 PAVITT K, 1991, RES POLICY, V20, P109 PAVITT K, 1998, RES POLICY, V27, P793 PAVITT K, 1999, INNOVATION POLICY GL PORTER M, 1990, COMPETITIVE ADVANTAG REYNOLDS P, 2001, GLOBAL ENTREPRENEURS ROMER P, 1998, FORTUNE ENCY EC SPENCER JW, 2001, ACAD MANAGE J, V44, P432 TEMPLE J, 1999, J ECON LIT, V37, P112 WEBSTER A, 1999, TECHNOVATION, V19, P413 WEITZMAN ML, 1996, AM ECON REV, V86, P207 WEITZMAN ML, 1998, Q J ECON, V113, P331 WESTNEY D, 1993, COUNTRY COMPETITIVEN, P36 WONG PK, 2003, FOREIGN DIRECT INVES WONG PK, 2003, INT J ENTREPRENEURSH, V3, P525 NR 54 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAR PY 2005 VL 72 IS 3 BP 255 EP 285 PG 31 SC Business; Planning & Development GA 904OQ UT ISI:000227508000002 ER PT J AU Dayasindhu, N Chandrashekar, S TI Indian remote sensing program: A national system of innovation? SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE national system of innovation; India; remote sensing ID TECHNOLOGY; FRAMEWORK AB When India launched the satellite IRS 1C in 1995 with a resolution of 6 m, it had the distinction of having the highest spatial resolution among all operational civilian remote sensing satellites in the world at that time. This world-class technological capability in remote sensing was a result of favourable organisational and institutional factors that nurtured innovation. There was a domestic need for remote sensing information for managing natural resources like land, water and forests. Since India is still largely agriculture and natural resources dominated economy, a generic technology that could be used in many sectors related to natural resources has the potential to accelerate the economic development process. This paper looks at the link between an organisational innovation that creates a world-class capability that meets a domestic need and ability of this innovation to change the larger national system. It tries to identify institutional factors that seem to inhibit innovation and suggests approaches that can create a suitable national climate for the rapid diffusion of innovation. (C) 2004 Elsevier Inc. All rights reserved. C1 Infosys Technol Ltd, Software Engn Technol Labs, Bangalore 5460100, Karnataka, India. Indian Inst Management, Corp Strategy & Policy Area, Bangalore 560076, Karnataka, India. RP Dayasindhu, N, Infosys Technol Ltd, Software Engn Technol Labs, Bangalore 5460100, Karnataka, India. EM nd@iimb.ernet.in schandra@iimb.ernet.in CR *CMIE, 1993, PROF DISTR *NAT REM SENS AG, 1993, SUMM REP REC LAND US *NAT REM SENS AG, 1995, REP AR STAT LAND US ARCHIBUGI D, 1995, CAMBRIDGE J ECON, V19, P1 CHANDRASHEKAR S, 2001, EC POLIT WKLY, V25, P3238 DASGUPTA AR, 2000, INDIGENOUS INNOVATIO FREEMAN C, 1987, TECHNOLOGY POLICY EC LAXMINARAYAN H, 1982, CHANGES AGRARIAN STR LUNDVALL BA, 1988, INNOVATION INTERACTI METCALFE JS, 1995, CAMBRIDGE J ECON, V19, P25 MILES MB, 1994, QUALITATIVE DATA ANA PRESS L, 1998, COMMUN ACM, V41, P21 RAJAN YS, 1999, UNPUB EVALUATION BEN ROGERS EM, 1995, DIFFUSION INNOVATION STONEY WE, 1997, LAND SENSING SATELLI YIN RK, 1994, CASE STUDY RES DESIG NR 16 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAR PY 2005 VL 72 IS 3 BP 287 EP 299 PG 13 SC Business; Planning & Development GA 904OQ UT ISI:000227508000003 ER PT J AU Park, SM Yoon, SH TI Separating early-adopters from the majority: The case of Broadband Internet access in Korea SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE early-adopters; Broadband Internet; dynamic diffusion processes ID CONSUMER DURABLES; INDUSTRY; INNOVATION; DIFFUSION; SURVIVAL; PRODUCTS; TAKEOFF; ENTRY; COMPATIBILITY; COMPETITION AB This paper examines key static determinants and dynamic diffusion processes to develop a diffusion model of network products from the case of rapid growth of Broadband Internet in Korea. In the competitive environment of shortening product life cycle, there have been few studies on the key factors affecting the rapid and dynamic diffusion of network products. This paper identifies that market and technological factors have had a great impact on the explosive diffusion speed, while government and socio-cultural factors moderately contributed to the rapid diffusion. This paper also explores the dynamic diffusion processes: diffusion for the early-adopter and diffusion for the majority. Finally, theoretical propositions are developed on the diffusion of innovation for network products and practical implications for expediting the diffusion of emerging technologies are discussed. (C) 2004 Elsevier Inc. All rights reserved. C1 Samsung Adv Inst Technol, Samsung CTO Off, Suwon 440600, Kyunggi, South Korea. Korea Digital Satellite Broadcasting, Business Dev Grp, Seoul 110702, South Korea. RP Park, SM, Samsung Adv Inst Technol, Samsung CTO Off, POB 111, Suwon 440600, Kyunggi, South Korea. EM smpark@sait.samsung.co.kr shyoon@skylife.co.kr CR *KOR MIN INF COMM, 2002, STAT SUBSCR FIX LIN *KSDA, 2003, STAT ONL STOCK T 200 *OECD, 2001, DEV BROADB ACC OECD *OECD, 2002, BROADB ACC BUS ORG E AGARWAL R, 2002, MANAGE SCI, V48, P1024 ARTHUR B, 1996, HARVARD BUSINESS JUL, P100 BASS FM, 1969, MANAGE SCI, V15, P215 CHRISTENSEN CM, 1997, INNOVATORS DILEMMA W CUSUMANO MA, 1992, BUS HIST REV, V66, P51 DAVID PA, 1985, AM ECON REV, V75, P332 DAY GS, 2000, WHARTON MANAGING EME DEKIMPE MG, 2000, MULTIMARKET GLOBAL D FARRELL J, 1985, RAND J ECON, V16, P70 FOSTER R, 1986, INNOVATION ATTACKERS GARUD R, 1993, STRATEGIC MANAGE J, V14, P351 GATIGNON H, 1989, J MARKETING, V53, P35 GOLDER PN, 1997, MARKET SCI, V16, P256 JOVANOVIC B, 1994, J POLIT ECON, V102, P322 KATZ ML, 1985, AM ECON REV, V75, P424 KLEPPER S, 2000, J POLIT ECON, V108, P728 KLEPPER S, 2000, STRATEGIC MANAGE J, V21, P997 LEE H, 2003, INFORM SOC, V19, P81 MACMILLAN I, 1985, STRATEGIC MANAGE J, V6, P75 MAHAJAN V, 1990, J MARKETING, V54, P1 MAHAJAN V, 1995, MARKET SCI, V14, G79 MAHAJAN V, 2000, NEW PRODUCT DIFFUSIO MITCHELL W, 1989, ADMIN SCI QUART, V34, P208 MITCHELL W, 1991, STRATEGIC MANAGE J, V12, P85 MOORE G, 1991, CROSSING CHASM ROGER EM, 1995, DIFFUSION INNOVATION SHAPIRO C, 1998, INFORMATION RULES ST TEECE DJ, 1986, RES POLICY, V15, P285 TELLIS GJ, 2003, MARKET SCI, V22, P188 TRIPSAS M, 1997, STRATEGIC MANAGE J, V18, P119 UTTERBACK J, 1994, MASTERING DYNAMICS I UTTERBACK JM, 1975, OMEGA-INT J MANAGE S, V3, P639 UTTERBACK JM, 1993, RES POLICY, V22, P1 NR 37 TC 2 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAR PY 2005 VL 72 IS 3 BP 301 EP 325 PG 25 SC Business; Planning & Development GA 904OQ UT ISI:000227508000004 ER PT J AU Gilbert, AL Han, H TI Understanding mobile data services adoption: Demography, attitudes or needs? SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE mobile data services; innovation; WAP ID PRODUCTS AB Emerging technology enables industry to create products and services to fulfill previously unmet needs. Yet, the higher fixed costs and shrinking product life cycles associated with new digital technologies also generate business risk. While many companies engage in continuous innovation to maintain their market share, an innovation in itself does not guarantee success. Given these strategic shifts, traditional methods of segmentation are inadequate, especially in markets driven by flexible information and communication technologies (ICT). This study bridges this gap by examining existing innovation and market segmentation literature, proposing an integrative framework that incorporates knowledge from both, and validating this model through field research. Application of this integrative model can help service developers, facilitators and operators design, distribute and communicate new services to fulfill the needs of potential adopters. (C) 2004 Elsevier Inc. All rights reserved. C1 Nanyang Bus Sch, Informat Management Res Ctr, Singapore 639798, Singapore. RP Gilbert, AL, Nanyang Bus Sch, Informat Management Res Ctr, Singapore 639798, Singapore. EM algilbert@ntu.edu.sg CR AFUAH A, 2001, INTERNET BUSINESS MO BATEMAN T, 2001, REVISITING INTRINSIC BOSWORTH A, 2002, P 28 VLDB C HONG KON BOYD TC, 1999, J ACAD MARKET SCI, V27, P306 CHAKRAVORTI B, 2003, HARVARD BUS REV, V82, P58 ELDRIDGE M, 2001, STUDYING TEXT MESSAG FRIAR JH, 1999, SPOTTING CUSTOMER EM GILBERT AL, 2003, P HIICS 36 HAN HMI, 2002, 0288 IMARC IVES B, 1984, COMMUN ACM, V27, P1193 KATZ E, 1974, USES MASS COMMUNICAT KEEN P, 2001, FREEDOM EC KITCHEN P, 1999, MARKETING COMMUNICAT KLEPPER S, 2000, STRATEGIC MANAGE J, V21, P997 KOTLER P, 1999, PRINCIPLES MARKETING LAZARSFELD PF, 1968, LATENT STRUCTURE ANA LEE SW, 2003, COMPUTERWORLD, V10 LINTON JD, 2004, TECHNOL FORECAST SOC, V71, P105 MILLER RN, 1993, MULTINATIONAL MARKET MOORE G, 1999, CROSSING CHASM MARKE MOREAU CP, 2001, J MARKETING RES, V38, P14 OLSON M, 1965, LOGIC COLLECTIVE ACT ROGERS E, 1995, DIFFUSION INNOVATION URBAN G, 1980, DESIGN MARKETING NEW URBAN GL, 1996, J MARKETING, V60, P47 WEINTEIN A, 1994, MARKET SEGMENTATION NR 26 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAR PY 2005 VL 72 IS 3 BP 327 EP 337 PG 11 SC Business; Planning & Development GA 904OQ UT ISI:000227508000005 ER PT J AU Liu, WQ TI Intellectual property protection related to technology in China SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE technology; protection; development AB The state of protection for technology in China is widely criticized from the point of view of incompleteness of the legal system as a whole. Much research dwells on the gap between the Chinese legal system and that in industrialized countries or international agreements. In comparison with the developed countries, China lacks core technologies. While holders of such technologies encounter serious problems in China, the Chinese government is not in an enviable position either. Due to the internal impetus and external pressure on China to strengthen protection for technology, China has made a giant stride and made a substantial progress in legislation, enforcement and other areas. However, designing an appropriate system for technology protection is so complex that China will unavoidably face many challenges. The reforms to be carried out in China will be based on the balance between economic and political consideration. (C) 2004 Elsevier Inc. All rights reserved. C1 Natl Univ Singapore, Fac Law, Singapore 17590, Singapore. RP Liu, WQ, Natl Univ Singapore, Fac Law, Singapore 17590, Singapore. EM Wenqiliu@hotmail.com CR PROGR INTELLECTUAL P BOSWORTH D, 2000, INT BUSINESS REV, V9, P453 FRAME JD, 1987, J L TECH, V2, P209 GINARTE JC, 1997, RES POLICY DEC, P283 JAGGERS K, 1995, J PEACE RES, V32, P469 JEN CC, 1993, THESIS STANDFORD U, P85 KONG QJ, 2002, PROTECTION FOREIGN I TAN LK, INTELLECTUAL PROPERT WEN X, LATEST DEV PATENT SY YANG D, 2003, INTELLECTUAL PROPERT, P148 YANG D, 2003, INTELLECTUAL PROPERT, P31 YANG D, 2003, INTELLECTUAL PROPERT, P34 YANG D, 2003, WORLD PATENT INFORMA, V25, P131 ZHENG C, 1996, WORLD TRADE ORG TRIP, P86 NR 14 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAR PY 2005 VL 72 IS 3 BP 339 EP 348 PG 10 SC Business; Planning & Development GA 904OQ UT ISI:000227508000006 ER PT J AU Holmes, C Ferrill, M TI The application of operation and technology roadmapping to aid Singaporean SMEs identify and select emerging technologies SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE roadmapping; SMEs; product development; business strategy; operational improvement AB In order to aid Singaporean SMEs identify and select emerging technologies for business benefit, a modified process of the Cambridge T-Plan methodology has been introduced and applied to a pilot sample of 30 companies in a variety of manufacturing sectors. This fast and simple process takes the company through five key steps to enable them to create their first Operation and Technology Roadmap (OTR). The paper explains the background to the approach and focuses on the initial benefits identified by a survey of the pilot companies. (C) 2004 Elsevier Inc. All rights reserved. C1 Singapore Inst Mfg Technol, Ind Dev Off, Singapore 267937, Singapore. RP Holmes, C, Singapore Inst Mfg Technol, Ind Dev Off, 71 Nanyang Ave, Singapore 267937, Singapore. EM cristopherh@simtech.a-star.edu.sg CR *ITRS, 2003, INT ROADM SEM ALLBRIGHT RE, 2002, PDMA VISIONS, V26, P19 DEGREGORIO G, 2000, P 2000 IEEE, P184 KAPPEL TA, 2001, J PROD INNOVAT MANAG, V18, P39 NOBLE CH, 2002, J MARKETING, V66, P25 PHAAL R, 2001, FAST START TECHNOLOG PHAAL R, 2002, FORESIGHT VEHICLE TE SPLUNTER J, 2002, PURSUIT COMPETITIVE WILLYARD CH, 1987, RES MANAGE, V30, P13 NR 9 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAR PY 2005 VL 72 IS 3 BP 349 EP 357 PG 9 SC Business; Planning & Development GA 904OQ UT ISI:000227508000007 ER PT J AU Eto, HJ TI Obstacles to emergence of high/new technology parks, ventures and clusters in Japan SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE high technology; technopark; venture; cluster; fermentation; local development ID RESEARCH-AND-DEVELOPMENT; SPIN-OFF; INNOVATION; FIRMS; INDUSTRY; PERFORMANCE; STRATEGY; GROWTH; INSTITUTIONS; NETWORKING AB The feasibility of and obstacles to government policies to promote high/new technology (HNT) parks, ventures and clusters are examined mainly in regard to the value systems in the administration and businesses (AB) world and the science and technology (ST) world. Using the language analysis method developed in the philosophy of science, semantic gaps concerning science and research between the two worlds were analyzed and demonstrated as leading the Japanese ST policies into contradictions. Cultural factors such as value gaps between the two worlds are shown to be responsible for the unsuccessful outcome of the ST policies. It is advised to reverse the current ST policies as a short-range policy and to foster ST potential in local areas by renovating traditional fermentation and other techniques and starting up ST-promoting tourism enterprises as a long-range policy. (C) 2004 Elsevier Inc. All rights reserved. C1 Chiba Keixai Univ, Dept Management, Inage Ku, Chiba, Chiba 2630021, Japan. RP Eto, HJ, Chiba Keixai Univ, Dept Management, Inage Ku, Chiba, Chiba 2630021, Japan. EM eto@cku.ac.jp CR ANCHORDOGUY M, 2000, RES POLICY, V29, P391 ARROW KJ, 1962, RATE DIRECTION INVEN, P609 ARROW KJ, 1962, REV ECON STUD, V29, P155 BAPTISTA R, 2001, TECHNOLOGICAL FORECA, V63, P31 BASS SJ, 1998, REG STUD, V32, P391 BAUM JR, 2001, ACAD MANAGE J, V44, P292 BAYRAKTAROGLU S, 2003, TOURISM MANAGE, V24, P149 BERRY MMJ, 1996, TECHNOVATION, V16, P487 BOMMER M, 2002, R&D MANAGE, V32, P379 BUCKER B, 2003, J BUSINESS VENTURING, V18, P261 CARRINCAZEAUX C, 2001, RES POLICY, V30, P777 CASTELLES M, 1994, TECHNOPOLES WORLD MA CLARYSSE B, 2004, J BUS VENTURING, V19, P55 DANELL R, 2003, SCIENTOMETRICS, V58, P205 DEGRIP A, 2003, RES POLICY, V32, P1771 DIERCKX MAF, 1999, TECHNOL FORECAST SOC, V60, P149 DOBROV GM, 1979, TECHNOLGOICAL FORECA, V13, P257 ETO H, 1983, INT REGIONAL CONFLIC, P49 ETO H, 1983, SCIENTOMETRICS, V5, P219 ETO H, 1984, R D MANAGEMENT SYSTE, P139 ETO H, 1985, HUMAN SYSTEMS MANAGE, V5, P21 ETO H, 1989, RES POLICY, V18, P135 ETO H, 1991, IEEE T ENG MANAGE, V36, P146 FEIGENBAUM AV, 1961, TOTAL QUALITY CONTRO FESER EJ, 2000, REG STUD, V34, P1 FREEL MS, 2003, RES POLICY, V32, P751 GRUPP H, 1998, FDN EC INNOVATION TH GUY I, 1996, TECHNOVATION, V16, P269 HANSEN PA, 1997, TECHNOL FORECAST SOC, V55, P179 HENDRY C, 2000, REG STUD, V34, P129 HITT MA, 2001, ACAD MANAGE J, V44, P13 HUMPHREY J, 2002, REG STUD, V36, P1017 ISHIKAWA K, 1985, WHAT IS TOTAL QUALIT IWASAWA M, 1993, R D STRATEGIES JAPAN, P31 JUSTMAN M, 1986, RES POLICY, V15, P121 KANJI GK, 1990, TOTAL QUAL MANAGE, V1, P3 KLEINKNECHT A, 1992, REG STUD, V26, P221 KOBAYASHI S, 1993, R D STRATEGIES JAPAN, P49 LAGNEVIK M, 2003, DYNAMICS INNOVATION LOPEZMARTINEZ RE, 2000, KNOWLEDGE FLOWS NATL MAZZUCATO M, 2000, FIRM SIZE INNOVATION MCKELVEY M, 2003, RES POLICY, V32, P485 MEYER GD, 2002, STRATEGIC ENTREPRENE, P19 MORGAN K, 1997, REG STUD, V31, P491 NAIR A, 2003, J ENG TECHNOL MANAGE, V20, P345 NORTH D, 2000, REG STUD, V34, P145 OFARRELL PN, 1998, REG STUD, V32, P31 OUCHI W, 1981, THEORY Z READING PARHANKANGAS A, 2003, RES POLICY, V32, P463 PASCALE RT, 1981, ART JAPANESE MANAGEM PREECE SB, 1999, J BUS VENTURING, V14, P259 STUART T, 2003, RES POLICY, V32, P229 SUNDBO J, 1998, THEORY INNOVATION EN SUNG TK, 2003, TECHNOL FORECAST SOC, V70, P449 TAKAHASHI T, 1993, R D STRATEGIES JAPAN, P1 THWAITES A, 1996, REG STUD, V30, P135 VADOVELLO C, 2000, INT J SERVICES TECHN, V14, P357 VANDIJK C, 2002, R&D MANAGE, V32, P387 VONBURG U, 2000, RES POLICY, V29, P1135 NR 59 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD MAR PY 2005 VL 72 IS 3 BP 359 EP 373 PG 15 SC Business; Planning & Development GA 904OQ UT ISI:000227508000008 ER PT J AU Coccia, M TI Measuring intensity of technological change: The seismic approach SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE technometrics; technological change; innovation intensity; economic impact; innovation patterns ID TECHNICAL CHANGE; PRODUCT INNOVATIVENESS; INDUSTRIAL; ECONOMICS; FAILURE; SUCCESS; DETERMINANTS; INNOVATIONS; PROJECTS; IMPACT AB The abundance of typologies, within the economics of innovation, has resulted in the same name being used for different innovation types and the same innovation being classified under different typologies. The present research introduces the Scale of Innovation Intensity (SIIN) based on metataxonomy that subsumes other, less comprehensive taxonomies. The SUN is similar to the seismic Mercalli's scale used to measure the intensity of earthquakes. The impact of technological change is measured by an indicator, called magnitude, based on the impact of technological innovations on the economic system. The theory is applied to some product and process innovations such as agricultural mechanization, aircraft technology, muffler catalytic, aluminum processing, etc. The results show that some innovations have a higher technological intensity and energy (economic impact) on well-being than others. Some concluding remarks are discussed in the final part of this research. (C) 2004 Elsevier Inc. All rights reserved. C1 Natl Res Council Italy, Ceris Cnr, I-10121 Turin, Italy. RP Coccia, M, Natl Res Council Italy, Ceris Cnr, Via Avogadro 8, I-10121 Turin, Italy. EM m.coccia@ceris.to.cnr.it CR *ISTAT, 1963, STAT AGR IT I NAZ ST *MIN INF TRASP, 2003, IMM AUT CAT PROV TOR *OMS ANPA, 2000, LINQ ATM 8 CIT IT MI ABERNATHY WJ, 1985, RES POLICY, V14, P3 ABERNATHY WJ, 1985, TECHNOL REV, V50, P41 ACKERMANLIEBRIC.U, 2000, ERS J EUROPEAN RESP, P400 ALEXANDER AJ, 1973, TECHNOLOGICAL FORECA, V5, P189 ALEXANDER AJ, 1985, TECHNOLOGICAL FORECA, V27, P161 ALI A, 1995, J PROD INNOVAT MANAG, V12, P54 ANDERSON P, 1990, ADMIN SCI QUART, V35, P604 ANTONELLI C, 1995, ECONOMICS LOCALISED ANTONELLI C, 2000, CONOSCENZA TECHNOLOG ANTONELLI C, 2000, INT J TECHNOL MANAGE, V20, P72 ARCHIBUGI D, 1988, TECHNOL FORECAST SOC, V34, P253 ARCHIBUGI D, 1989, CAMBIAMENTO TECHNOLO ARROW K, 1962, RATE DIRECTION INVEN, P227 ARTHUR WB, 1989, ECON J, V99, P116 AYRES RU, 1985, TECHNOLOGICAL FORECA, V27, P229 BALACHANDRA R, 1997, IEEE T ENG MANAGE, V44, P266 CANCANI A, 2003, B SOC SISMOL ITAL, V9, P91 CHANDY RK, 2000, J MARKETING, V64, P1 CHRISTENSEN CM, 1997, INNOVATIONS DILEMMA CLARK KB, 1985, RES POLICY, V14, P235 COCCIA M, 2 CERIS CNR, P7 COOPER RG, 1979, J MARKETING, V43, P93 COOPER RG, 1991, J PROD INNOVAT MANAG, V8, P75 COURT AT, 1939, DYNAMICS AUTOMOBILE, P99 DARROCH J, 2002, P 3 INT S MAN TECHN, P271 DAVID PA, 1985, AM ECON REV, V75, P332 DAVID PA, 1993, TECHNOLOGY WEALTH NA DODSON EN, 1985, TECHNOL FORECAST SOC, V27, P129 DOSI G, 1982, RES POLICY, V11, P147 DOSI G, 1988, J ECON LIT, V26, P1120 DURAND T, 1992, RES POLICY, V21, P361 FREEMAN C, 1982, STUDY LONG WAVE ECON FREEMAN C, 1984, CHALLENGE NEW TECHNO FREEMAN C, 1984, FUTURES, V16, P494 FREEMAN C, 1987, TECHNICAL CHANGE FUL FREEMAN C, 1994, CAMBRIDGE J ECON, V18, P463 GARCIA R, 2002, J PROD INNOVAT MANAG, V19, P110 GILBERT R, 1982, AM ECON REV, V72, P514 GREEN SG, 1995, IEEE T ENG MANAGE, V42, P203 GRILICHES Z, 1957, ECONOMETRICA, V25, P501 GRILICHES Z, 1971, PRICE INDICES QUALIT GROSSMAN JB, 1970, AM BEHAV SCI, V13, P535 GRUPP H, 1986, TECHNOL FORECAST SOC, V30, P123 HAGERSTRAND T, 1960, PAP P REG SCI ASS, V16, P27 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 JOHNSON SC, 1957, HARVARD BUS REV, V5, P49 KEIRSTEAD BS, 1948, THEORY ECONOMIC CHAN KHUN T, 1962, STRUCTURE SCI REVOLU KLEINKNECHT A, 1990, CAMBRIDGE J ECON, V14, P81 KLEINSCHMIDT EJ, 1991, J PROD INNOVAT MANAG, V8, P240 LANCASTER KJ, 1966, J POLITICAL EC, V74, P132 LEE M, 1994, J PROD INNOVAT MANAG, V11, P62 LENZ RC, 1985, TECHNOL FORECAST SOC, V27, P249 MAIDIQUE MA, 1984, IEEE T ENG MANAGE, V31, P192 MAJER H, 1985, TECHNOL FORECAST SOC, V27, P335 MARSHALL A, 1990, PRINCIPLES ECONOMICS MARTINO JP, 1985, TECHNOLOGICAL FORECA, V27, P147 MENSCH G, 1979, STALEMATE TECHNOLOGY MERCALLI G, 1983, VULCANI FENOMENI VUL MEYERS PW, 1989, J ACAD MARKET SCI, V17, P73 MORE RA, 1982, IND MARKET MANAG, V11, P9 MORI K, 1990, BIOCATALYSIS, V3, P25 NELSON R, 1982, EVOLUTION THEORY ECO NORMANN R, 1971, ADM SCI Q, V16, P203 OCONNER GC, 1998, J PROD INNOVAT MANAG, V15, P151 PAVITT K, 1984, RES POLICY, V13, P343 PEREZ C, 1985, WORLD DEV, V13, P441 PIEDMONT GAR, EVOLUZIONE TEMPO CON PRIEST WC, 1980, IDENTIFYING ASSESSIN RICE MP, 1998, RES TECHNOL MANAGE, V41, P52 RICHTER CF, 1958, ELEMENTARY SEISMOLOG ROBERTSON TS, 1967, J MARKETING, V31, P14 ROGERS EM, 1995, DIFFUSION INNOVATION ROTHWELL R, 1988, J MARKETING MANAGEME, V3, P372 RYCROFT RW, 2002, TECHNOL ANAL STRATEG, V14, P21 SAHAL D, 1981, PATTERNS TECHNOLOGIC SAHAL D, 1985, RES POLICY, V14, P61 SAHAL D, 1985, TECHNOL FORECAST SOC, V27, P1 SAVIOTTI P, 1988, HDB QUANTITATIVE STU SCHMIDT JB, 1998, J PROD INNOVAT MANAG, V15, P111 SCHUMPETER J, 1911, THEORY ECONOMIC DEV SCHUMPETER J, 1939, BUSINESS CYCLES SIEBERG A, HDB GEOPHYSIK GEBR B, V2, P550 SONG XM, 1998, J PROD INNOVAT MANAG, V15, P124 SOUDER W, 1985, RES POLICY, V14, P151 STONE R, 1956, QUANTITY PRICE INDEX TIDD J, 1995, J PROD INNOVAT MANAG, V12, P307 TIDD J, 2001, MANAGING INNOVATION TOWNSEND J, 1945, 16 SPRU TRIPLETT JE, 1985, TECHNOLOGICAL FORECA, V27, P283 UTTERBACK JM, 1996, MASTERING DYNAMICS I VANDEVEN AH, 1993, RES TECHNOLOGICAL IN, V5, P1 WHEELWRIGHT SC, 1992, REVOLUTIONISING PROD WHITE L, 1982, AM ENTERPRISE I PUBL YOON E, 1985, J PROD INNOVAT MANAG, V3, P134 NR 98 TC 1 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD FEB PY 2005 VL 72 IS 2 BP 117 EP 144 PG 28 SC Business; Planning & Development GA 893KU UT ISI:000226718600001 ER PT J AU Yoon, B Park, Y TI A systematic approach for identifying technology opportunities: Keyword-based morphology analysis SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE morphology analysis; technology opportunity analysis; text mining; technology dictionary ID VISUALIZATION AB Morphology analysis (MA), a representative qualitative technique in technology forecasting (TF), has been utilized to identify technology opportunities. However, conventional MA is subject to limitations in that there is no scientific or systematic way in establishing the morphology of technology, and it is difficult to prioritize the alternatives. As a remedy, we propose a keyword-based MA that is supported by a systematic procedure and quantitative data for concluding the morphology of technology. To this end, a technology dictionary is developed by factor analysis for keywords that are extracted from patent documents through text mining. Then, the morphology of patents is identified based on the technology dictionary. By listing the occupied configurations of collected patents, the unoccupied territory of configurations are suggested as technology opportunities. Moreover, the priority of alternatives is concluded, and similar and substitutive technologies can be analyzed for the purpose of extending morphology structure. Technical and managerial strategy for in-house R&D or cross-licensing can also be supported by examining the morphology portfolio of technologies. A thin film transistor-liquid crystal display (TFT-LCD) case is exemplified to illustrate the detailed procedure of this brand-new MA. (C) 2004 Elsevier Inc. All rights reserved. C1 Seoul Natl Univ, Sch Engn, Dept Ind Engn, Seoul, South Korea. RP Park, Y, Seoul Natl Univ, Sch Engn, Dept Ind Engn, San 56-1,Shillim Dong, Seoul, South Korea. EM parkyt@cybernet.snu.ac.kr CR *UNCTAD, 1999, TECH CH OPP DEV MOV BARKER D, 1995, LONG RANGE PLANN, V28, P21 BELAZIZ M, 2000, COMPUT AIDED DESIGN, V32, P377 COATES V, 2001, TECHNOL FORECAST SOC, V67, P1 COYLE RG, 1995, FUTURES, V28, P269 ERIKSSON T, 2002, SWEDISH MORPHOLOGICA FELDMAN R, 1998, P 2 INT C PRACT ASP GLENN JC, 2003, FUTURES RES METHODOL GRILICHES Z, 1990, J ECON LIT, V28, P1661 HUCKVALE M, 2002, COMPUT SPEECH LANG, V16, P165 KLEVORICK AK, 1995, RES POLICY, V24, P185 LOVERIDGE D, 2003, SHORT GUIDE TECHNOLO, V35 MANN DL, 2003, TECHNOL FORECAST SOC, V70, P779 MOGEE ME, 1991, RES TECHNOL MANAGE, V34, P43 MORRIS S, 2002, COMPUT IND ENG, V43, P841 PELT JV, 2004, MATH BIOSCI, V188, P147 PENROSE E, 1951, ECONOMICS INTERNATIO PIDD M, 1996, TOOLS THINKING MODEL PORTER A, 2003, FUTURES RES METHODOL RHYNE R, 1995, FUTURES, V27, P659 RITCHEY T, 2002, P 4 INT C LOC AUTH S TRAJTENBERG M, 2002, PATENTS CITATIONS IN WATTS RJ, 1997, TECHNOL FORECAST SOC, V56, P25 WISSEMA JG, 1976, TF INVESTIGATION FUT, V8, P146 YOON B, 2004, J HIGH TECHNOLOGY MA, V15, P37 YOON BU, 2002, R&D MANAGE, V34, P291 YOON BU, 2004, P 33 INT C COMPUT IN ZHU D, 1999, CIENCIA INFORMACAO, V28, P7 ZHU DH, 2002, TECHNOL FORECAST SOC, V69, P495 ZWICKY F, 1969, DISCOVERY INVENTION NR 30 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD FEB PY 2005 VL 72 IS 2 BP 145 EP 160 PG 16 SC Business; Planning & Development GA 893KU UT ISI:000226718600002 ER PT J AU Postma, TJBM Liebl, F TI How to improve scenario analysis as a strategic management tool? SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE scenario method; trends; uncertainty; methodology AB Scenarios are claimed to support strategic decision makers. They are especially effective in dealing with uncertainties. This paper addresses some drawbacks of the conventional scenario method, which is especially directed at handling these uncertainties, and indicates possible avenues for methodological adaptations. We take the approach, which rests in the Shell tradition, as exemplary for our discussion on the mainstream scenario methodology. This approach has some limitations when it comes to dealing with simultaneous trends and countertrends, and trends or clusters of trends that are not thought of beforehand, especially the methodological requirements of causality and consistency, which might be limiting factors in this respect. This paper indicates alternative ways for scenario construction. it discusses the use of either recombinant scenarios, context scenarios, or inconsistent scenarios and/or combinations of these scenarios. These options explicitly incorporate the notion of 'paradoxical trend' as the codriver of future developments into the methodology. (C) 2003 Elsevier Inc. All rights reserved. C1 Univ Groningen, Fac Management & Org, Dept Strateg Management & External Environm, NL-9700 AV Groningen, Netherlands. Univ Witten Herdecke, Fac Business, D-58448 Witten, Germany. RP Postma, TJBM, Univ Groningen, Fac Management & Org, Dept Strateg Management & External Environm, POB 800, NL-9700 AV Groningen, Netherlands. EM t.j.b.m.postma@bdk.rug.nl FranzL@uni-wh.de CR 2001, ABDENDZEITUNG, V5, P4 2002, SURVEY NETHERLANDS, P3 ANDOFF HI, 1976, Z BETR WIRTSCH FORSC, V28, P129 ANSOFF HI, 1980, STRATEGIC MANAGEMENT, V1, P131 ARMSTRONG JS, 2001, PRINCIPLES FORECASTI BOOD R, 1997, EUROPEAN MANAGEMENT, V15, P633 BROOKS D, 2000, NEW UPPER CLASS GOT BRUUN H, 2002, TECHNOL FORECAST SOC, V69, P107 GLTUNG J, 1978, METHODOLOGIE IDEOLOG, V1 GODET M, 1987, SCENARIOS STRATEGIC GREGORY WL, 2001, PRINCIPLES FORECASTI, P519 GROSSBERG L, 1997, DANCING SPITE MYSELF, P218 HUSS WR, 1988, INT J FORECASTING, V4, P377 JUNGERMANN H, 1987, JUDGMENTAL FORECASTI, P245 LEEMHUIS JP, 1985, LONG RANGE PLANN, V18, P30 LEMPERT RJ, 2003, SHAPING NEXT 100 YEA LIEBL F, 2001, RETHINKING TRENDS LIEBL F, 2002, J OPER RES SOC, V53, P161 MASINI EB, 2000, TECHNOL FORECAST SOC, V65, P49 MILLER GA, 1956, PSYCHOL REV, V63, P81 OFFE C, 1999, GESELLSCHAFT LEBEN E PABELICK D, 2000, EINE SZENARIO STUDIE PORTER ME, 1985, COMP ADV CREATING SU POSTMA TJB, 2002, EUR J HLTH ECON, V3, P251 RANDALL D, 1997, LONG RANGE PLANN, V30, P157 RINGLAND G, 1998, SCENARIO PLANNING MA RINGLAND G, 2002, SCEANARIOS BUSINESS SCHOEMAKER PJH, 1992, PLANNING REV, V20, P41 SCHOEMAKER PJH, 1995, SLOAN MANAGEMENT WIN, P25 SCHWARTZ P, 1991, ART LONG VIEW PLANNI SHAKAR A, 2001, SAVAGE GIRL STEINMULLER A, 2003, UNGEZAHMTE ZUKUNFT W TENAGLIA M, 1992, PLANNING REV, V20, P12 VANDERHEIJDEN K, 1996, SCENARIOS VANDERHEIJDEN K, 2002, 6 SENCE ACCELERATING VONREIBNITZ U, 1988, SCENARIO TECHNIQUES WACK P, 1985, HARVARD BUS REV, V63, P139 WACK P, 1985, SCENARIOS UNCHARTERE, P73 NR 38 TC 1 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD FEB PY 2005 VL 72 IS 2 BP 161 EP 173 PG 13 SC Business; Planning & Development GA 893KU UT ISI:000226718600003 ER PT J AU van Notten, PWF Sleegers, AM van Asselt, MBA TI The future shocks: On discontinuity and scenario development SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE discontinuity; scenarios ID SURPRISE AB Allegedly, an important function of scenario development is the exploration of potential discontinuity. However, there are indications that the approach does not deliver on its promises. This article investigates how discontinuity is addressed in futures literature, particularly those sources that focus on scenarios, and how the concept is used in scenario practice. A literature review reveals a multitude of terms, including wild cards and surprises, from which characteristics of discontinuity in the context of foresight can be derived. Insights from the review help investigate how discontinuity is addressed in contemporary scenario development. The investigation described in this article exposes a rather ambiguous approach to discontinuity in current scenario practice. The article closes with questions regarding scenario method where the investigation of potential discontinuity is concerned. (C) 2004 Elsevier Inc. All rights reserved. C1 Univ Limburg, Fac Arts & Culture, NL-6200 MD Maastricht, Netherlands. Univ Limburg, ICIS, NL-6200 MD Maastricht, Netherlands. Katholieke Univ Leuven, B-3000 Louvain, Belgium. RP van Asselt, MBA, Univ Limburg, Fac Arts & Culture, POB 616, NL-6200 MD Maastricht, Netherlands. EM marjolein.vanasselt@tss.unimaas.nl CR 1996, GLOBAL BUSINESS NETW *DEP TRAD IND, 2002, REV SCEN GUID DEP TR *GLOB BUS NETW, 1996, PROT ROTT SC WORKSH *GLOB BUS NETW, 1998, DEST COL DEEP NEWS, P9 *INT PAN CLIM CHAN, 2000, EM SC *UNEP, 2002, GLAB ENV OUTL 3 PAST *WEST AUSTR PLANN, 2000, FUT PERTH SC FUT CHA ACHEBE C, 1990, BEYOND HUNGER AFRICA AYRES RU, 2000, TECHNOL FORECAST SOC, V65, P81 BANISTER D, 2000, EUROPEAN TRANSPORT P BARBANENTE A, 2002, FUTURES, V34, P583 BERKHOUT F, 1998, SCI TECHNOLOGY POLIC BERKHOUT F, 2002, MANAG INT, V37, P37 BOBBITT P, 2002, SHIELD ACHILLES WAR BREUNESSE E, 2000, KOERSEN TOEKOMST TOE BROOKS H, 1986, SUSTAINABLE DEV BIOS, P325 BRUUN H, 2002, TECHNOL FORECAST SOC, V69, P107 BUCHAN A, 1969, EUROPES FUTURES EURO CLARK WC, 1986, SUSTAINABLE DEV BIOS CLARK WC, 2000, P C SPONS EC COUNC E DANSEREAU P, 2000, P C SPON EC COUNC CA, P32 DAVIS G, 1998 C CORP ENV HLTH, P98 DEJONG R, 1998, FACULTY BUSINESS ADM DEJONG R, 2001, COMMUNICATION DEMOOIJ R, 2003, CPB NETHERLANDS BURE DERUIJTER P, 2002, COMMUNICATION DRUCKER PF, 1968, AGE DISCONTINUITY FAHEY L, LEARNING FUTURE COMP FEYERABEND P, 1975, METHOD VERSO FONTELA E, 2000, FORESIGHT, V2, P10 FUKUYAMA F, 1999, GREAT DISRUPTION HUM GALLOPIN G, 1997, GLOBAL SCENARIOS HUM GLANTZ MH, 1998, ENV SOC IMPACTS GROU HAMMOND A, 1998, GLOBAL DESTINIES REG HEFFERSON M, 2003, COMMUNICATION HOLLING CS, 1986, SUSTAINABLE DEV BISO HYDEPRICE AGV, 1991, EUROPEAN SECURITY BE JONGMAN PJ, 2002, COMMUNICATION KATES RW, 1996, ENVIRONMENT, V38, P6 KIEKEN H, 2002, P 1 BIENN M INT ENV, V2, P37 LEROUX P, 1992, WEEKLY MAIL GUARDIAN MARIEN M, 2002, FUTURES, V34, P261 MCCORDUCK P, 1996, FUTURES WOMEN SCENAR MENDONCA S, 2004, FUTURES, V36, P201 MORGAN D, 2002, FUTURES, V34, P883 MOYER K, 1996, LONG RANGE PLANN, V29, P172 PALMER RR, 1978, HIST MODERN WORLD PETERSEN JL, 1999, OUT BLUE ANTICIPATE POLAK F, 1971, IMAGE FUTURE RINGLAND G, 1998, SCENARIO PLANNING RINGLAND G, 1999, LONG RANGE PLANN, V32, P403 ROTMANS J, 2000, FUTURES, V32, P809 ROTMANS J, 2001, EUROPEAN SCENARIOS I ROTMANS J, 2001, FORESIGHT, V3, P15 ROTMANS J, 2001, INTEGRATED VISIONS S ROTMANS J, 2001, TRANSITIONS TRANSITI ROTMANS J, 2002, SCENARIO PLANNING PU SCHNEIDER SH, 1998, J RISK RES, V1, P165 SCHWARTZ P, 1991, PLANNING FUTURE INCE SCOTT A, 2002, SCENAR STRATEG PLAN, V3, P4 SLEEGERS AM, 2003, FUTURE SHOCKS ROLE D STREETS DG, 2000, GLOBAL ENVIRON CHANG, V10, P97 SVEDIN U, 1987, NOTES INT WORKSH LON THOMPSON M, 1990, CULTURAL THEORY VANNOTTEN PWF, 2003, FUTURES, V35, P423 VANNOTTEN WF, 2000, CREATE FUTURE VANNOTTEN WF, 2004, WRITING WALL SCENARI VERVUURT G, 2002, COMMUNICATION WISEMAN J, 1983, POSITIVE ECONOMICS ZEISLER S, 2000, SCENAR STRATEG PLAN, V2, P14 NR 70 TC 4 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD FEB PY 2005 VL 72 IS 2 BP 175 EP 194 PG 20 SC Business; Planning & Development GA 893KU UT ISI:000226718600004 ER PT J AU Niewohner, J Wiedemann, P Karger, C Schicktanz, S Tannert, C TI Participatory prognostics in Germany - developing citizen scenarios for the relationship between biomedicine and the economy in 2014 SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE Germany; biomedicine; economy AB The rapid development of biomedicine demands a trustworthy, proactive regulatory regime that is able to manage progress with genuine regard for ethical, social and legal concerns. With its recent past of eugenics and euthanasia, Germany is particularly concerned with setting up a fair and transparent approach, able to respond quickly to scientific developments as well as societal concerns. This article reports on the development, implementation and evaluation of a citizen scenario workshop as a tool of participatory prognostics, integrating elements from participatory technology assessment and forecasting. In 7 days of highly structured work and expert support; 24 German participants developed four scenarios on "The Relationship of Biomedicine and the Economy in the Year 2014." Results and evaluation both show that the process (1) leads to scenarios that provide a useful perspective beyond expert opinion; (2) enriches the public and political discourse; and (3) offers a social learning opportunity appreciated by nonprofessionals and experts alike. We are confident in recommending this technique as a useful addition to existing foresight and horizon scanning activities. (C) 2004 Elsevier Inc. All rights reserved. C1 Max Delbruck Ctr Mol Med, Res Grp & Sci Commun, D-13125 Berlin, Germany. KFA Julich GmbH, Res Ctr, Programme Grp MUT, D-52425 Julich, Germany. RP Niewohner, J, Max Delbruck Ctr Mol Med, Res Grp & Sci Commun, Robert Rossle Str 10, D-13125 Berlin, Germany. EM niewoehner@mdc-berlin.de CR *CRIC, 2000, SC SUCC BIOT UK CTR *DTI UK FOR FUT, 2002, 2020 REV SC GUID DEP *EEA, 2001, SC TOOLS INT ENV ASS *ESRC ESRC, 2015 SC PROJ GEN SOC *EU COMM, 2001, 2001 428 COM *HGP, 2003, HGP *ICIS, 2001, BUILD BLOCKS PART IN *ROY SOC RES GROUP, 1992, RISK AN PERC MAN ROY *US DOE, 1998, EFF PUBL PAT NAT ENV *WBCSD, 2000, 20002050 BIOT SC US *WBCSD, 2002, INT PROP RIGHTS BIOT ANDERSON IE, 1995, FEASIBILITY STUDY NE BORN I, 1998, INT I URBAN ENV EURO BRAUERS J, 1986, Z BETRIEBSWIRTSCH, V7, P631 BRUGGEMANN A, 2001, FORSCHUNGSWERKSTATT, V2, P127 COLLINGRIDGE D, 1980, SOC CONTROL TECHNOLO CUHLS K, 1999, HDB TECHNIKFOLGENABS, V2, P545 DURANT J, 1999, SCI PUBL POLICY, V26, P313 EIBACH U, 2003, KULTURELLE ASPEKTE B, P16 ERNST C, 2003, BIOTECHNOLOGY REPORT ERNST C, 2003, EUROPEAN BIOTECHNOLO GAUSEMEIER J, 1996, SZENARIO MANAGEMENT GERRARD SP, 2000, ESREL SRA ANN C BALK, P289 GETHMANN CF, 2001, INTERDISCIPLINARITY, P3 GREEUW SCH, 2000, CLOUDY CRYSTAL BALLS GRUNWALD A, 2002, TECHNIKFOLGENBSCHATZ HENNEN L, 1999, HDB TECHNIKFOLGENABS, V2, P565 HORNING G, 1999, SCI PUBL POLICY, V26, P351 HORNING G, 2000, METHODEN BEWERTUNG U HUBNER K, 2003, SCIENCE, V300, P1251 HUSING B, 2003, MENSCHLICHE STAMMZEL IIKILIC I, 2003, KULTURELLE ASPEKTE B, P56 IRWIN A, 2001, PUBLIC UNDERST SCI, V10, P1 JOSS S, 2002, PATTICIPATORY TECHNO KASPERSON RE, 1996, ANN AM ACAD POLIT SS, V545, P95 KOLLEK R, 1999, Z BIO MACHT JAHRE GE, P125 LINSTONE HA, 1978, HDB FUTURES RES, P273 NORDMANN Y, 2002, KULTURELLE ASPEKTE B, P84 PLATZ H, 2003, RG BIOETHICS SCI COM REIBNITZ U, 1992, SZENARIO METHODE INS ROSSI PH, 1999, EVALUATION SYSTEMATI SLUIJS JVD, 2001, INTERDISCIPLINARITY, P199 STEINMULLER K, 1997, GRUNDLAGEN METHODEN STEINMULLER K, 1999, HDB TECHNIKFOLGENABS, V2, P669 VANBERG I, 1999, TECHNIKFOLGEN ABSCHA, P229 WYNNE B, 1999, CINTEX CHANNELS, V2 NR 46 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD FEB PY 2005 VL 72 IS 2 BP 195 EP 211 PG 17 SC Business; Planning & Development GA 893KU UT ISI:000226718600005 ER PT J AU Walsh, ST Boylan, RL McDermott, C Paulson, A TI The semiconductor silicon industry roadmap: Epochs driven by the dynamics between disruptive technologies and core competencies SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE disruptive technologies; core capabilities; core competencies; semiconductor silicon industry; historical roadmap; epochs ID DISCONTINUOUS INNOVATION; PRODUCT DEVELOPMENT; CAPABILITIES AB The resource-based perspective has done much to identify idiosyncratic firm attributes that may be a principal source of competitive advantages. Unfortunately, there has been little systematic industry evidence to support the strategic importance of core competence, nor has there been much work on the temporal or cumulative nature of core capabilities within an industrial setting. Further, little or no research has been performed demonstrating how the advent of technological discontinuities or disruptive technologies plays a part in creating epochs in technology competency development and the roadmap of an industry. In this study, we analyze the evolutionary and cumulative nature of core capabilities and their interactions with technological discontinuities from a market-driven perspective. We have studied the evolution of 167 firms through the 50-year history of the semiconductor silicon industry. Over time, there were several structural shifts in the necessary competencies through the advent of disruptive technologies. In the last 30 years, however, the change in the required competencies has been more cumulative in nature. We summarize this in a roadmap detailing the epochs in the semiconductor silicon industry. (C) 2003 Elsevier Inc. All rights reserved. C1 Univ New Mexico, Anderson Sch Management, Albuquerque, NM 87122 USA. Univ N Florida, Portavett, FL 32082 USA. Rensselaer Polytech Inst, Lally Sch Management & Technol, Ctr Sci & Technol Policy, Troy, NY 12180 USA. RP Walsh, ST, Univ New Mexico, Anderson Sch Management, Albuquerque, NM 87122 USA. EM walsh@unm.edu CR *SEST EUR, 1984, BONZ IND JAP EL REFL ABERNATHY WJ, 1985, RES POLICY, V14, P3 ABERNATHY WJ, 1988, READINGS MANAGEMENT, P25 ANDERSON P, 1990, ADMIN SCI QUART, V35, P604 BOHN RE, 1994, SLOAN MANAGE REV, V36, P61 BOWER JL, 1995, HARVARD BUS REV JAN EHRENBERG E, 1995, TECHNOVATION, V15, P437 FOSTER RN, 1986, READINGS MANAGEMENT, P215 FROHMAN AL, 1980, RES MANAGE, V23, P20 GLASMEIER A, 1991, RES POLICY, V20, P469 HAMEL G, 1994, COMPETING FUTURE HAYES RH, 1988, HARVARD BUS REV, V66, P77 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HITT MA, 1985, STRATEGIC MANAGEMENT, V6, P784 KAPLAN R, 1996, BALANCED SCORECARD T LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 LEVINTHAL D, 1994, STRATEGIC MANAGE J, V15, P45 LINTON J, 2002, J HIGH TECHNOL MANAG, V13, P1 LYNN GS, 1996, CALIF MANAGE REV, V38, P8 MANSFIELD E, 1968, ECONOMICS TECHNOLOGI MARINO KE, 1996, ACAD MANAGEMENT EXEC, V10, P40 MARQUIS DG, 1988, READINGS MANAGEMENT, P79 MOORE GA, 1991, CROSSING CHASM MORONE J, 1993, WINING HIGH TECH MAR PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 QUINN JB, 1992, INTELLIGENT ENTERPRI RICE MP, 1998, RES TECHNOL MANAGE, V41, P52 RUNYAN WR, 1965, SILICON SEMICONDUCTO SCHUMPETER JA, 1934, THEORY ECONOMIC DEV TEECE DJ, 1990, 909 U CAL BERK CTR R TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 THOMAS H, 1996, STRATEGIC INTEGRATIO VERYZER RW, 1998, J PROD INNOVAT MANAG, V15, P304 VONHIPPEL E, 1986, READINGS MANAGEMENT, P352 WALSH S, 1996, CORE CAPABILITIES ST, P149 WALSH S, 1996, EVIDENCE SEMICONDUCT, P231 WALSH ST, 2001, TECHNOL ANAL STRATEG, V13, P165 WALSH ST, 2002, IEEE T ENG MANAGE, V49, P341 WALSH W, 1994, TECHNOLOGY MANAGEMEN NR 39 TC 1 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD FEB PY 2005 VL 72 IS 2 BP 213 EP 236 PG 24 SC Business; Planning & Development GA 893KU UT ISI:000226718600006 ER PT J AU Cheng, JZ Yu, HC Sincoskie, WD TI Meeting the broadband access infrastructure demands: The promise of Gigabit Ethernet SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE Ethernet; SONET/SDH; LAN; MAN; WAN AB Global Internet traffic growth continues to create bandwidth demand in the telecommunications network. As 100 Mb/s Ethernet and Gigabit Ethernet LANs are widely installed in enterprises, the Intranet bandwidth grows quickly. With active adoption of ADSL and cable modem broadband accesses in the SOHO and residential markets, more data traffic is generated in these markets as well. Presently, most telecom carriers use synchronous optical network/synchronous digital hierarchy (SONET/SDH) equipment to "aggregate" data traffic in the metropolitan area network (MAN) before accessing the Internet backbone network. Because of the intrinsic limitations of SONET/SDH equipment in transporting data traffic, especially in terms of bandwidth scalability and provisioning efficiency, there is a need to find a broadband access solution that can overcome the drawbacks of SONET/SDH. Because the inherent simplicity of the technology, Ethernet offers cost effectiveness, ease of networking, packet-based IP friendly protocol, and rapid provisioning advantages while competing with other networking technologies. These advantages coupled with the newly developed gigabit WAN capability have well-positioned Gigabit Ethernet as a compelling technology to break the bandwidth bottleneck in the MAN environment. In this paper, we review the enhancement of Gigabit Ethernet technology and discuss the pros and cons of using Gigabit Ethernet technology in the MAN. We also address the implications of this technology evolution on telecom carriers. (C) 2003 Elsevier Inc. All rights reserved. C1 Natl Chiao Tung Univ, Coll Management, Inst Management Technol, Hsinchu 310, Taiwan. Telcordia Technol, Morristown, NJ 07960 USA. RP Yu, HC, Natl Chiao Tung Univ, Coll Management, Inst Management Technol, 1001 Ta Hsueh Rd, Hsinchu 310, Taiwan. EM chengyu@cc.netu.edu.tw CR *APP COMM, ETH KEY NEW SERV REV *TELC TECHN, 2000, GR253 TELC TECHN CHENG JZ, 2003, TECHNOL SOC, V25, P65 CLAVENNA S, 2001, BUS COMMUN REV AUG, S12 FERREIRA P, 2002, TECHNOL FORECAST SOC, V69, P741 FINNERAN M, 2001, BUS COMMUN REV AUG, S19 SEIFERT R, COMPLETE GUIDE LAN S NR 7 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JAN PY 2005 VL 72 IS 1 BP 1 EP 10 PG 10 SC Business; Planning & Development GA 889JE UT ISI:000226438500001 ER PT J AU Watanabe, C Hur, JY Matsumoto, K TI Technological diversification and firm's techno-economic structure: An assessment of Canon's sustainable growth trajectory SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE technological diversification; technoeconomic structure; sustainable growth trajectory; Canon ID INEFFICIENT INVESTMENT; MODEL; SUBSTITUTION AB Contrary to the decrease in operating income to sales (OIS) in Japan's electrical machinery firms, Canon has demonstrated its increasing trend with increase of its technological diversification. These contrasts and Canon's conspicuous functionality development suggest that a virtuous cycle between its technological diversification strategy and increase in OIS can be the source of its sustainable growth. Prompted by this hypothetical view, this paper attempts to assess Canon's sustainable growth trajectory by elucidating a mechanism of its technological diversification system through an effective utilization of potential resources in innovation. By means of an epidemic function, the new approach for assessing marginal productivity of technology as well as functionality development is developed. Utilizing this approach, comparative empirical analyses are conducted focusing on the consequence of technological diversification and development trajectory in Japan's leading electrical machinery firms over the last two decades. (C) 2003 Elsevier Inc. All rights reserved. C1 Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, Tokyo 1528522, Japan. Canon Inc, Environm Engn Ctr, Tokyo 1468501, Japan. RP Watanabe, C, Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, 2-12-10 Ookayama, Tokyo 1528522, Japan. EM chihiro@me.titech.ac.jp CR BASS FM, 1969, MANAGE SCI, V15, P215 BLACKMAN AW, 1972, TECHNOLOGICAL FORECA, V3, P441 EASINGWOOD C, 1981, TECHNOLOGICAL FORECA, V20, P199 FISHER JC, 1971, TECHNOLOGICAL FORECA, V3, P75 FLOYD A, 1962, TECHNOLOGY FORECASTI GEMBA K, 2001, RES POLICY, V30, P1165 ITAMI T, 2001, INTRO EC SEMINAR KAMEOKA A, 2001, INNOVATION MANAGEMEN KATO K, 1983, RUN DREAM MITARAI CA KODAMA F, 2000, P 1 WORLD C PROD OP, P99 MANSFIELD E, 1961, ECONOMETRICA, V29, P741 MATSUMOTO K, 2002, TECHNOVATION, V22, P175 MATSUMOTO K, 2003, THESIS TOKYO I TECHN MEYER P, 1994, TECHNOL FORECAST SOC, V47, P89 MEYER PS, 1999, TECHNOL FORECAST SOC, V61, P209 MODIS T, 1992, PREDICTION RAJAN R, 2000, J FINANC, V55, P35 SCHARFSTEIN DS, 2000, J FINANC, V55, P2537 SERVAES H, 1996, J FINANC, V51, P1201 SHARIF MN, 1980, TECHNOLOGICAL FORECA, V18, P247 SHARIF MN, 1981, TECHNOLOGICAL FORECA, V20, P63 WATANABE C, IN PRESS TECHNOVATIO WATANABE C, 1996, RES EVALUAT, V6, P69 WATANABE C, 2004, TECHNOL FORECAST SOC, V71, P723 WATANABE C, 2004, TECHNOL FORECAST SOC, V71, P941 YAMANOUCHI A, 1992, NEW THEORY TECHNOLOG NR 26 TC 1 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JAN PY 2005 VL 72 IS 1 BP 11 EP 27 PG 17 SC Business; Planning & Development GA 889JE UT ISI:000226438500002 ER PT J AU Tien, MC Yang, CC TI Taiwan's ICP mechanism - a review and a stage approach SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE countertrade; offset; Industrial Cooperation Program ID TECHNOLOGY AB Most developing countries achieved necessary critical technology quickly and efficiently through the offset channel. Taiwanese government procurement is one of the most important sources of technological development. Over the past 10 years, this performance has not been remarkable in obtaining improved rising defense technology using the offset (namely, Industrial Cooperation Program, ICP). The main objective of this paper is to discuss the problems with Taiwan's ICP and propose a four-stage approach for Taiwan's ICP mechanism detailed improvements are suggested for Stage I and Stage H. F-16 fighter coproduction was used as an example to simulate Stages I and II in the four-stage approach process, considering all three levels of technology, economics and national security, to establish a set of fuzzy multiple criteria decision mode to identify the evaluative criteria variables and project item's order for ICP project. This decision mode was identified as a workable method. (C) 2002 Elsevier Inc. All rights reserved. C1 Van Nung Inst Technol, Dept Informat Management, Taoyuan, Taiwan. Chung Yuan Christian Univ, Dept Ind Engn, Chungli 32023, Taiwan. RP Tien, MC, Van Nung Inst Technol, Dept Informat Management, 1 Van Nung Rd, Taoyuan, Taiwan. EM dennistien@sinamail.com CR *MOEA, 1993, 2338 M MIN EC AFF AU *MOEA, 1995, GUID US RES CRED IND *NSC, 2001, 6 NAT SCI TECHN C *OMB, 1987, IMP OFFS DEF REL EXP AULO OED, 1984, AERONAUTICS DIRECTOR, P2 BARANSON J, 1987, MULTINATION REQU AUT, P25 BELLMAN RE, 1970, MANAGE SCI, V17, P141 CARTER JR, 1988, SLOAN MANAGE REV, V29, P33 DODENHOFF DB, 1998, 27 GEORG U CTR INT B, P51 DUBOIS D, 1978, INT J SYST SCI, V9, P613 ELENOWITZ L, 1990, EC DEV REV SUM, P57 ERRIDGE A, 1998, EUROPEAN J PURCHASIN, V4, P97 FLETCHER R, 1998, IND MARKET MANAG, V27, P511 GANSLER JS, 1989, DEFENSE IND, V32 GERINGER JM, 1988, BUSINESS Q, V53, P56 GRUPP H, 1999, TECHNOL FORECAST SOC, V60, P85 HSU CW, 2001, TECHNOVATION, V21, P123 HWANG CL, 1981, MULTIPLE ATTRIBUTE D, P6 LOUSCHER DJ, 1987, MARKETING SECURITY A, P168 MORRISON DC, 1986, NATL J, V18, P763 NEALE CW, 1991, MANAGE INT REV, V31, P29 OMB J, 1990, OFFSETS MILITARY EXP, V16, P77 PALIA AP, 1997, IND MARKET MANAG, V26, P302 RADASCH DK, 1998, COMPUT OPER RES, V25, P1069 SCHAFFER M, 1989, WINNING COUNTERTRADE SCHMIDT R, 1989, CAL SEM INT SEC FOR STORER CHS, 1987, OFFSETS THEIR IMPACT, V7 TIEN MC, 1993, P 1993 NAT C MAN TEC, P291 TIEN MC, 1994, P 2 NAT S DEF MAN NA, P89 VERZARIU P, 1985, COUNTERTRADE BARTER WEIDA WJ, 1988, PAYING WEAPONS POLIT, P80 WELT LGB, 1984, TRADE MONEY BARTER C WELT LGB, 1991, MILITARY TECHNOLOGY, P49 ZADEH LA, 1975, INFORMATION SCI, V8, P199 ZURAWICKI L, 1991, GLOBAL COUTERTRADE A, R9 NR 35 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JAN PY 2005 VL 72 IS 1 BP 29 EP 48 PG 20 SC Business; Planning & Development GA 889JE UT ISI:000226438500003 ER PT J AU Konstandopoulos, AG Modis, T TI Urban guerrilla activities in Greece SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE urban guerilla groups; terrorism; 17 November; ELA; May 1st; logistic; life cycle AB Logistic fits are made to the populations of attacks by urban guerrilla groups in Greece under the assumption that these organizations grow like species. The analysis is mainly based on data that cover the attacks of the two major urban guerrilla groups, Revolutionary Organization November 17 (17N) and Revolutionary Popular Struggle (ELA). We conclude that urban guerrilla activities in Greece may have been triggered into existence by the military junta but probably had their roots deeper into the earlier political system in Greece that repressed leftist movements. Our analysis shows that the life cycle of political violence in Greece had already been completed when the police finally began cracking down on the 17N, which takes away same of the shine from the police's achievement. (C) 2003 Elsevier Inc. All rights reserved. C1 Growth Dynam, CH-1203 Geneva, Switzerland. CERTH, CPERI, Aerosol & Particle Technol Lab, Thessaloniki, Greece. DUXX, Grad Sch Business Leadership, Garza Garcia, NL, Mexico. RP Modis, T, Growth Dynam, Rue Beau Site 2, CH-1203 Geneva, Switzerland. EM agk@cperi.certh.gr tmodis@compuserve.com CR KASSIMERIS G, 2001, EUROPES LAST RED TER MARCHETTI C, ANN INT M MESS IT OC MARCHETTI C, 1986, FUTURES, V17, P376 MODIS T, 1992, PREDICTIONS MODIS T, 2002, PREDICTIONS 10 YEARS THEODORAKIS S, 2002, TO VIMA 0728 NR 6 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JAN PY 2005 VL 72 IS 1 BP 49 EP 58 PG 10 SC Business; Planning & Development GA 889JE UT ISI:000226438500004 ER PT J AU Chermack, TJ TI Studying scenario planning: Theory, research suggestions, and hypotheses SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE scenario planning; theory; research AB The scenario planning literature reveals a gap regarding its research and theory development. This article addresses these gaps by beginning the development of a theory of scenario planning and by providing suggestions for research. To do so, this research uses Dubin's (R. Dubin, Theory Building, revised ed., Free Press/MacMillan, New York, 1978) technique for theory building in applied disciplines and then provides suggestions for verifying each aspect of the proposed theory. While this research is preliminary in nature, its intent is to work toward a theoretical understanding and validation of scenario planning practices through sound research. Thus, the core purpose of this article is to provide an approach to studying scenario planning that is based on research, theory, and practice. (C) 2003 Elsevier Inc. All rights reserved. C1 Univ Minnesota, St Paul, MN 55108 USA. RP Chermack, TJ, Univ Minnesota, 2317 Commonwealth Ave, St Paul, MN 55108 USA. EM tjcher@aol.com CR ANSOFF I, 1965, CORPORATE STRATEGY BREHMER B, 1990, INSIGHTS DECISION MA, P262 BREHMER B, 1992, ACTA PSYCHOL, V81, P211 CARLEY K, 1992, SOC FORCES, V70, P601 CHERMACK TJ, 2001, FUTURES RES Q, V17, P7 CRISTENSEN CM, 2003, HARVARD BUS REV SEP, P1 DEGEUS AP, 1988, HARVARD BUS REV, V66, P70 DORNER D, 1996, LOGIC FAILURE DUBIN R, 1978, THEORY BUILDING GODET M, 2000, TECHNOL FORECAST SOC, V65, P3 HARRIES C, 2003, TECHNOL FORECAST SOC, V5561, P1 LYNHAM SA, 2002, ADV DEV HUM RESOUR, V4, P219 LYNHAM SA, 2002, ADV DEV HUM RESOUR, V4, P221 MINTZBERG H, 1994, RISE FALL STRATEGIC PHELPS R, 2001, J BUS RES, V5, P223 RINGLAND G, 1998, SCENARIO PLANNING MA RUMMLER GA, 1995, IMPROVING PERFORMANC SCHWARTZ P, 1991, ART LONG VIEW SENGE P, 1990, 5 DISCIPLINE SWANSON RA, 1998, P AC HUM RES DEV C B, P589 SWANSON RA, 1999, PERFORMANCE IMPROVEM, V1, P1 VANDERHEIJDEN K, 1997, SCENARIOS ART STRATE VANDEVEN AH, IN PRESS PROFESSIONA WACK P, 1985, HARVARD BUS REV, V63, P139 WACK P, 1985, UNPUB SCENARIOS GENT WARREN K, 1995, LONG RANGE PLAN, V28, P1 WILSON I, 1992, PLANN REV, V20, P18 NR 27 TC 3 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JAN PY 2005 VL 72 IS 1 BP 59 EP 73 PG 15 SC Business; Planning & Development GA 889JE UT ISI:000226438500005 ER PT J AU Qayum, A TI Endogenicity of economic growth models SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE exogenous growth; endogenous growth; human capital; technical progress; growth dynamic equation AB In his celebrated 1956 article, "A Contribution to the Theory of Economic Growth," Solow calibrated the stylized facts of economic growth observed in the Western developed countries and summed up by Kaldor. Solow reconciled steady-state rate of growth of per capita output with constant capital/output and capital/labor ratios by introducing labor augmenting technological progress and measuring physical labor time in efficiency units. A series of articles have appeared since the mid-1980s, which have substantially extended the neoclassical model of growth theory presented by Solow. Most of these are entitled endogenous in juxtaposition to Solow's model, which is considered and often labeled exogenous. The purpose of this article is to show that this dichotomy is not worthwhile by arguing that the way technological progress enters in Solow's model plays a crucial role. Moreover, the designation of a model need not depend on the way it employs just one element among others. (C) 2002 Elsevier Inc. All rights reserved. C1 Portland State Univ, Dept Econ, Portland, OR 97207 USA. RP Qayum, A, Portland State Univ, Dept Econ, POB 751, Portland, OR 97207 USA. EM a.qayum@attbi.com CR AGHION P, 1992, ECONOMETRICA, V60, P323 AGHION P, 1998, ENDOGENOUS GROWTH TH, P3 ARROW KJ, 1962, REV ECON STUD, V29, P155 BARRO RJ, 1995, EC GROWTH, P3 DOMAR ED, 1946, ECONOMETRICA, V14, P137 GROSSMAN GM, 1991, INNOVATION GROWTH GL, P61 HAHN FH, 1964, ECON J, V74, P779 HARROD R, 1939, ECON J, V49, P14 HARROD RF, 1948, DYNAMIC EC JONES C, 1998, IEEE SPECTRUM SEP, P47 JONES CI, 1995, J POLIT ECON, V103, P759 KALDOR N, 1956, REV ECON STUD, V23, P83 LUCAS RE, 1988, J MONETARY ECON, V22, P3 LUNDBERG E, 1961, PRODUCTIVITET OCH RA ROMER PM, 1986, J POLIT ECON, V94, P1002 ROMER PM, 1990, J POLITICAL EC, V98, S71 ROMER PM, 1994, J ECON PERSPECT, V8, P3 SCHUMPETER JA, 1942, CAPITALISM SOCIALISM SMITH A, 1981, INQUIRY NATURE CAUSE, P1776 SOLOW RM, 1956, Q J ECON, V70, P5 SOLOW RM, 1997, LEARNING LEARNING DO SOLOW RM, 2000, GROWTH THEORY, P32 TINBERGEN J, 1952, THEORY EC POLICY, P6 YOUNG A, 1993, J POLIT ECON, V101, P443 NR 24 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD JAN PY 2005 VL 72 IS 1 BP 75 EP 84 PG 10 SC Business; Planning & Development GA 889JE UT ISI:000226438500006 ER PT J AU Geffen, C Judd, K TI Innovation through initiatives - a framework for building new capabilities in public sector research organizations SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; process management; public R&D; technology management; idea generation AB The accelerating pace of change in science and technology has resulted in new attention to the process of identifying and developing ideas that ultimately lead to new scientific capabilities and business opportunities for an organization. The need to refresh research programs and capabilities is as important in federally funded research institutions as it is for industry. This paper explores the critical success factors for new initiatives at a federal laboratory, and building on lessons learned through this study and in private industry, identifies a more systematic process that could potentially improve the effectiveness of these initiatives in achieving results. (C) 2004 Elsevier B.V. All rights reserved. C1 Pacific NW Natl Lab, Richland, WA 99352 USA. Battelle Seattle Res Ctr, Seattle, WA 98109 USA. RP Geffen, C, Pacific NW Natl Lab, POB 999,902 Battelle Blvd, Richland, WA 99352 USA. EM ca.geffen@pnl.gov juddk@battelle.org CR *NAT SCI BOARD, 2000, SCI ENG IND, P395 AMABILE TM, 1998, HARVARD BUSINESS SEP, P77 BOWER JL, 1995, HARVARD BUSINESS JAN, P43 CHRISTENSEN C, 1992, PRODUCTION OPERATION, V1, P334 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOPER R, 2000, PRODUCT LEADERSHIP C, P292 COOPER RG, 1986, J PROD INNOVAT MANAG, V3, P71 CROW M, 1998, LTD DESIGN R D LAB U, P384 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 JAFFE A, 1999, INVESTING INNOVATION, P536 KHURANA A, 1998, J PROD INNOVAT MANAG, V15, P57 KOEN P, 2001, RES TECHNOLOGY M MAR, P46 MILLER W, 1999, 4 GENERATION R D MAN ROSENBERG N, 1994, EXPLORING BLACK BOX, P263 WHEELWERIGHT S, 2001, STRATEGIC MANAGEMENT, P900 YIN RK, 1994, CASE STUDY RES DESIG, P49 NR 16 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD DEC PY 2004 VL 21 IS 4 BP 281 EP 306 PG 26 SC Engineering, Industrial GA 880UH UT ISI:000225814600002 ER PT J AU Lengnick-Hall, CA Lengnick-Hall, ML Abdinnour-Helm, S TI The role of social and intellectual capital in achieving competitive advantage through enterprise resource planning (ERP) systems SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE enterprise resource planning; competitive advantage; loosely coupled systems; dual-core systems ID STRATEGIC CHANGE; FIRM; KNOWLEDGE; CHAOS; CAPABILITIES; PERFORMANCE; TECHNOLOGY; MANAGEMENT; INNOVATION; INERTIA AB Enterprise resource planning (ERP) software merges a firm's data, information flows and business processes into a single package. Vendors argue that ERP provides an extremely useful strategic resource to enhance competitiveness and make it possible for a firm to leverage its other resources more effectively and efficiently. In addition, they allege that ERP encourages a system-wide perspective that is a basis for collaboration and a systems orientation. However, an examination of ERP systems using criteria established in research on resource-based views of the firm and chaos/complexity theory indicates that these claims are overstated. Observation suggests that even if ERP is necessary to coordinate complicated, multifaceted operations, it is far from sufficient to promote a strong competitive position over the long term. Moreover, ERP systems fit best within mechanistic, clockwork organizations dominated by routine, highly programmed technologies and operations, yet it is the non-routine learning and change processes found in complex, self-organizing systems that enable firms to create distinctive competitive advantages from ERP outputs. ERP makes possible deep changes in relationships, culture, and behaviors that can be crucial sources of advantage in the knowledge economy, but the structures and cultures most able to achieve this level of change are a poor fit with ERP requirements. To reconcile this paradox, we propose a dual-core, loosely coupled organization that views ERP as an enabling technology to build and augment social and intellectual capital, rather than as an information technology (IT) solution for organizational inefficiencies. Propositions for using ERP as a foundation for social and intellectual capital formation are introduced. Implications for research and practice are discussed. (C) 2004 Elsevier B.V. All rights reserved. C1 Univ Texas, Coll Business, Dept Management, San Antonio, TX 78249 USA. Wichita State Univ, W Frank Barton Sch Business, Dept Finance Real Estate & Decis Sci, Wichita, KS 67206 USA. RP Lengnick-Hall, CA, Univ Texas, Coll Business, Dept Management, 6900 N Loop 1604 W, San Antonio, TX 78249 USA. EM clengnickhall@utsa.edu mhall@utsa.edu CR 1998, FORTUNE 1207, P103 ADLER PS, 2002, ACAD MANAGE REV, V27, P17 AMIT R, 1993, STRATEGIC MANAGE J, V14, P33 BARCO W, 1986, J APPL BEHAV SCI, V22, P153 BARNEY J, 1991, J MANAGE, V17, P99 BARNEY J, 1995, ACAD MANAGEMENT EXEC, V9, P49 BELL B, 1979, PRODUCTION INVENTORY, V1, P54 BINGI P, 1999, INFORM SYST MANAGE, V16, P7 BOUDETTE NE, 1999, WALL STREET J NOV BROWN SL, 1998, COMPETING EDGE STRAT BURT RS, 1992, STRCTURAL HOLES SOCI CAMPBELL A, 1991, LONG RANGE PLANN, V24, P10 CAPRA F, 1996, WEB LIFE NEW SCI UNE CHAKRAVARTHY BS, 1996, STRATEGY LEADERSHIP, V24, P14 CHERNS A, 1987, HUM RELAT, V40, P153 COLEMAN HJ, 1999, EMERGENCE, V1, P33 COLEMAN JS, 1988, AM J SOCIOL, V94, P95 CONNER KR, 1996, ORGAN SCI, V7, P477 DAFT RL, 1978, ACAD MANAGE J, V21, P193 DAVENI R, 1994, HYPERCOMPETITION DAVENPORT TH, 1998, HARVARD BUS REV, V76, P121 DAVENPORT TH, 2000, MISSION CRITICAL REA DIERICKX I, 1989, MANAGE SCI, V35, P1504 DILLON CK, 1999, APICS PERFORMANCE AD, P38 DOOLEY K, 1995, HUMAN SYSTEMS MANAGE, V14, P287 ECCLES RG, 1992, HYPE REDISCOVERING E EISENHARDT KM, 1989, ACAD MANAGE J, V32, P1504 FISHER ML, 1997, HARVARD BUSINESS MAR, P105 FUKUYAMA F, 1995, TRUST SOCIAL VIRTUES GARVIN D, 1993, HARVARD BUSINESS JUL, P42 GHOSHAL S, 1987, STRATEGIC MANAGE J, V8, P425 GRANT RM, 1991, CALIF MANAGE REV, V33, P114 HACKMAN JR, 1976, ORGAN BEHAV HUM PREF, V16, P250 HAMEL G, 1993, HARVARD BUS REV, V71, P75 HAMEL G, 1994, COMPETING FUTURE BRE HANNAN MT, 1984, AM SOCIOL REV, V49, P149 HITT MA, 2000, J ENG TECHNOL MANAGE, V17, P231 JACOBS J, 1965, DEATH LIFE GREAT AM KAPLAN RS, 1992, HARVARD BUS REV, V70, P71 KELLY D, 1991, ACAD MANAGE J, V34, P591 KELLY S, 1998, COMPLEXITY ADV SCI C KIRKPATRICK D, 1998, FORTUNE, V7, P102 KNIGHT KE, 1979, ORG INFORMATION SYST KOGUT B, 1992, ORGAN SCI, V3, P383 KOGUT B, 1996, ORGAN SCI, V7, P501 LAUGHLIN SP, 1999, J BUS STRAT, V20, P32 LAWLER E, 1981, NATL PRODUCTIVITY RE, V2, P23 LEE D, 1996, ORGAN STUD, V17, P501 LENGNICKHALL CA, 1999, ADV MANAGEMENT ORG Q, V4, P1 LEPAK DP, 1999, ACAD MANAGE REV, V24, P31 LEVY D, 1994, STRATEGIC MANAGE J, V15, P167 LIKERT R, 1967, HUMAN ORG MABERT VA, 2000, PRODUCTION INVENTORY, V41, P52 MACMILLAN IC, 1982, J BUS STRAT, V2, P43 MARTIN MH, 1998, FORTUNE, V137, P149 MCDANIEL RR, 1997, HEALTH CARE MANAGE R, V22, P21 MILES RE, 1984, STRATEGY ORG W COAST, P1 MILES RE, 1997, ACAD MANAGEMENT EXEC, V11, P7 MILLER CC, 1991, ACAD MANAGE J, V34, P370 MORGAN G, 1996, IMAGES ORG NAHAPIET J, 1998, ACAD MANAGE REV, V23, P242 NOHRIA N, 1992, NETWORKS ORG STRUCTU, P288 ORLICKY J, 1975, MAT REQUIREMENT PLAN ORTON JD, 1990, ACAD MANAGE REV, V15, P203 PASCALE RT, 1999, SLOAN MANAGE REV, V40, P83 PECK MS, 1987, DIFFERENT DRUM PETZINGER T, 1999, WALL STREET J 0226, B1 PFEFFER J, 1995, ACAD MANAGEMENT EXEC, V9, P55 PLOTKIN H, 1999, HARVARD MANAGEME MAR, P3 PORTER ME, 1996, HARVARD BUS REV, V74, P61 PTAK CA, 1997, MRP TOOLBOX INTEGRAT PUTNAM RD, 1993, AM PROSPECT, V13, P35 QUINN JB, 1985, HARVARD BUS REV, V63, P73 RENNER B, 1999, ENTERPRISE PERSPECTI SCHNEIDER P, 1999, CIO MAGAZINE, V12, P30 SCNEIDER B, 1995, WINNING SERVICE GAME SCOTT JA, 2000, INFORM MANAGE, V37, P111 SPENDER JC, 1995, HUM RELAT, V48, P909 SPENDER JC, 1996, STRATEGIC MANAGE J, V17, P45 SPENDER JC, 1999, MANAGE FINANC, V25, P63 STACEY RD, 1995, STRATEGIC MANAGE J, V16, P477 STACEY RD, 1996, COMPLEXITY CREATIVIT STALK G, 1992, HARVARD BUS REV, V70, P27 TAPSCOTT D, 1995, DIGITAL EC PROMISE P TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 THOMPSON JD, 1967, ORG ACTION TRIST EL, 1951, HUM RELAT, V4, P3 TRIST EL, 1963, ORG CHOICE TRIST EL, 1981, PERSPECTIVES ORG DES, P19 TUSHMAN M, 1985, RES ORGAN BEHAV, V7, P171 WALDROP MM, 1992, COMPLEXITY EMERGNG S WEICK KE, 1993, ADMIN SCI QUART, V38, P628 WEICK KE, 1995, SENSEMAKING ORG WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 WHEATLEY MJ, 1994, LEADERSHIP NEW SCI L WILSON F, 1994, BRIT J MANAGE, V5, P221 XENAKIS JJ, 1996, CFO MAR, P23 ZALTMAN G, 1973, INNOVATIONS ORG ZYGMONT J, 1998, INC, V20, P70 NR 99 TC 1 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD DEC PY 2004 VL 21 IS 4 BP 307 EP 330 PG 24 SC Engineering, Industrial GA 880UH UT ISI:000225814600003 ER PT J AU Lichtenthaler, E TI Technological change and the technology intelligence process: a case study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE technological change; technology intelligence; radical innovation; technological discontinuities; disruptive technologies ID INNOVATION; COMPANIES; EVOLUTION; FIRM; DETERMINANTS; PERSPECTIVE; KNOWLEDGE; INCUMBENT; RESPONSES; INDUSTRY AB Various reasons are brought forward for the demise of companies in the face of fundamental technological change. Most often blamed is an insufficient technology intelligence process. However, existing research is contradictory on how this process should be organised. Therefore it is the objective of this case study to derive insight into the organisation of the technology intelligence process by analysing it in the context of radical technological change. The results of a study of the technology intelligence practices of 25 multinational companies are presented. Firstly, the structural, hybrid and informal forms of co-ordination of technology intelligence processes are presented as three parallel layers. Secondly, a framework for the distribution of tasks between the three layers of co-ordination are described and the preconditions necessary for efficient technology intelligence processes are shown. Thirdly, the results are contrasted with past research and conclusions are drawn for further research. (C) 2004 Elsevier B.V. All rights reserved. C1 Swiss Fed Inst Technol, Ctr Enterprise Sci, Grp Technol & Innovat Management, CH-8028 Zurich, Switzerland. RP Lichtenthaler, E, Claire Waldoff Weg 6C, D-70195 Stuttgart, Germany. EM lic@bwi.bepr.ethz.ch CR ABERNATHY WJ, 1985, RES POLICY, V14, P3 AGUILAR FJ, 1967, SCANNING BUSINESS EN ALLEN TJ, 1995, MANAGING FLOW TECHNO ANCONA D, 1992, ADM SCI Q, V17, P634 ANSOFF HI, 1975, CALIFORNIA MANAGEMEN, V18, P21 ASHTON PS, 1991, TROPICS, V1, P1 BALACHANDRA R, 1980, TECHNOLOGICAL FORECA, V16, P155 BALACHANDRA R, 1980, TECHNOLOGICAL FORECA, V16, P75 BRIGHT JR, 1970, HARVARD BUS REV, V48, P62 BROCKHOFF K, 1991, IND MARKET MANAG, V20, P91 CHRISTENSEN CM, 1995, RES POLICY, V24, P223 CHRISTENSEN CM, 1997, INNOVATORS DILEMMA N CLARK KB, 1985, RES POLICY, V14, P235 CLARYSSE B, 1996, RES POLICY, V25, P671 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOPER AC, 1976, BUS HORIZONS, V19, P61 CURRILL DL, 1972, LONG RANGE PLANN, V3, P72 CYERT RM, 1963, BEHAV THEORY FIRM DEBACKERE K, 1994, R&D MANAGE, V24, P355 DOSI G, 1982, RES POLICY, V11, P147 DUTTON JE, 1987, ACAD MANAGE REV, V12, P76 DUTTON JE, 1993, J MANAGE STUD, V30, P339 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 GARUD R, 1994, ORGAN SCI, V5, P344 GERSTENFELD A, 1971, J BUS, V44, P10 GERYBADZE A, 1994, R&D MANAGE, V24, P131 GHOSHAL S, 1985, THESIS SLOAN SCH MAN GHOSHAL S, 1986, SLOAN MANAGE REV, V28, P49 GRANSTRAND O, 1984, 8403 CIM CHALM U TEC GRANT M, 2000, GRANA, V39, P8 GUICE J, 1999, RES POLICY, V28, P81 HAUSCHILDT J, 2001, R&D MANAGE, V31, P41 HENDERSON R, 1993, RAND J ECON, V24, P248 HENDERSON RM, 1994, ADM SCI Q, V35, P9 IANSITI M, 2000, MANAGE SCI, V46, P169 JOSEPH EC, 1983, THESIS U MINNESOTA LANGE V, 1994, TECHNOLOGISCHE KONKU MCDONALD DW, 1997, KEEPING ABREAST SCI, P123 NELSON RR, 1982, EVOLUTIONARY THEORY NOHRIA N, 1996, ACAD MANAGE J, V39, P1245 ORTON JD, 1990, ACAD MANAGE REV, V15, P203 PATEL P, 1997, RES POLICY, V26, P141 QUINN JJ, 1985, LONG RANGE PLANN, V18, P69 REGER G, 2001, TECHNOL ANAL STRATEG, V13, P533 SAHAL D, 1985, RES POLICY, V14, P61 SANCHEZ R, 1996, DYNAMICS COMPETENCE SCHNEIDER W, 1984, TECHNOLGOISCHE ANAL THOMKE SH, 2000, 00086 HARV BUS SCH TSCHIRKY HP, 1994, R&D MANAGE, V24, P121 TSOUKAS H, 1996, STRATEGIC MANAGE J, V17, P11 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 TUSHMAN ML, 1992, RES ORGAN BEHAV, V14, P311 ULRICH K, 1995, RES POLICY, V24, P419 UTTERBACK JM, 1972, BUS HORIZONS, V10, P5 UTTERBACK JM, 1975, TECHNOLOGICAL FORECA, V8, P7 YIN RK, 1989, CASE STUDY RES DESIG ZUCKER LG, 1997, RES POLICY, V26, P429 NR 57 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD DEC PY 2004 VL 21 IS 4 BP 331 EP 348 PG 18 SC Engineering, Industrial GA 880UH UT ISI:000225814600004 ER PT J AU Goldenberg, J Libai, B Louzoun, Y Mazursky, D Solomon, S TI Inevitably reborn: The reawakening of extinct innovations SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE innovation; spatiotemporal; reawakening ID PRODUCT LIFE-CYCLE; CELLULAR-AUTOMATA; MARKET; COMPLEXITY; EMERGENCE; DYNAMICS; MODELS AB In our innovation-driven world we tend to lay concepts that have lost their attractiveness to rest and rush to embrace the next giant leap. However, in most fields of creation, patterns of reawakening of old, extinct innovations can be found. It often looks as if new technological and social concepts have a life of their own, survival instincts and adaptive properties: They simply refuse to die. Should these phenomena be resolved on an ad hoc basis or are they grounded in the foundation of social behavior or evolutionary processes of technology? In conditions in which continuum equations would predict the extinction of a population, the presently offered microscopic representation proves that individuals self-organize in spatiotemp orally localized adaptive patches that ensure their survival, resilience, and development as a collective. A similar treatment can explain why so many innovations are inevitably reborn. Accordingly, in assessing the value of social ideas, trends and even wants we ought to consider longer time frames following the decline of innovations, otherwise we might prematurely and erroneously discard successful promising concepts. (C) 2003 Elsevier Inc. All rights reserved. C1 Hebrew Univ Jerusalem, Sch Business Adm, IL-91905 Jerusalem, Israel. Technion Israel Inst Technol, Haifa, Israel. Hebrew Univ Jerusalem, Recah Inst Phys, IL-91905 Jerusalem, Israel. RP Mazursky, D, Hebrew Univ Jerusalem, Sch Business Adm, Mt Scopus, IL-91905 Jerusalem, Israel. EM msmazur@huji.ac.il CR ABRAHAMSON E, 1997, ORGAN SCI, V8, P289 ALEXANDER K, 1999, OFF SYST, V16, P44 ANDERSON P, 1999, ORGAN SCI, V10, P216 ANDERSON PW, 1988, EC EVOLVING COMPLEX BENJACOB E, 1994, NATURE, V368, P46 CASHILL A, 2000, APPAR IND MAG, V61, P50 CAVALLISFORZA LL, 1996, HIST GEOGRAPHY HUMAN CHANDY RK, 1998, J MARKETING RES, V35, P474 DAY J, 1999, MARK WEEK, V220, P28 DEOLIVEIRA SM, 1999, EVOLUTION MONEY WAR DEVEZAS TC, 2002, TECHNOL FORECAST SOC, V69, P317 FREEMAN A, 1997, WHY DIDNT I THINK IT GOLDENBERG J, 1999, J MARKETING RES, V36, P200 GOLDENBERG J, 1999, SCIENCE, V285, P1495 GOLDENBERG J, 2001, MANAGE SCI, V47, P69 GOLDENBERG J, 2001, MARKET LETT, V12, P209 GOLDENBERG J, 2001, TECHNOL FORECAST SOC, V68, P293 GOLDENBERG J, 2002, J MARKETING, V66, P1 GRIFFIN A, 1993, J PROD INNOVAT MANAG, V10, P112 GRIFFIN A, 1996, J PROD INNOVAT MANAG, V13, P191 GRIFFIN A, 1996, PDMA HDB NEW PRODUCT, P154 HOFSTADTER DR, 1984, 755 MIT ART INT LAB HOFSTADTER DR, 2001, METAMAGICAL THEMAS LAVEE H, 1998, LAND DEGRAD DEV, V9, P407 LESLEY D, 1999, MARKETING, V22, P2 LEVY M, 2000, MICROSCOPIC SIMULATI MANTEGNA RN, 1999, INTRO ECONOPHYSICS MCINTYRE SH, 1988, J PROD INNOVAT MANAG, V5, P140 ROSSER JB, 1999, J ECON PERSPECT, V13, P169 SAUNDERS J, 1994, J PROD INNOVAT MANAG, V11, P433 SCHUMPETER JA, 1942, CAPITALISM SOCIALISM SHANKAR V, 1999, J MARKETING RES, V36, P269 SHNERB NM, 2000, P NATL ACAD SCI USA, V97, P10322 SOLOMON S, 1995, ANN REV COMPUTATIONA, V2, P243 SOLOMON S, 2000, PHYSICA A, V277, P239 URBAN GL, 1988, MANAGE SCI, V34, P569 VICKERS M, 2000, BUS WEEK 1225, P72 WALDROP MM, 1992, COMPLEXITY WINDER N, 1998, POLICY RELEVANT MODE, P184 WOLFRAM S, 1984, NATURE, V311, P419 NR 40 TC 1 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD NOV PY 2004 VL 71 IS 9 BP 881 EP 896 PG 16 SC Business; Planning & Development GA 872VJ UT ISI:000225236700001 ER PT J AU Salmenkaita, JP Salo, A TI Emergent foresight processes: industrial activities in wireless communications SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE technology foresight; science and technology policy; innovation studies ID TECHNOLOGY FORESIGHT; ABSORPTIVE-CAPACITY; INNOVATION; FIRM AB Technology foresight has received growing attention among those involved in the shaping and implementation of science and technology (S&T) policies. However, although evaluative analyses of foresight exercises have supplied evidence on acclaimed benefits-such as the generation of future-oriented knowledge and strengthening of collaborative networks-they also point to challenges in translating foresight results into actions within research and technology development (RTD) organizations. In this article we address these challenges by considering the work of the Wireless World Research Forum (WWRF), which has sought to promote the conception, development, and diffusion of wireless communication technologies. Specifically, by contrasting this work with well-known government-initiated foresight exercises, we typify so-called explicit, emergent, and embedded foresight activities and explore their interrelationships. Our comparative analysis points to conditions under which policy interventions may not be needed for the emergence of foresight activities that exert a major influence on RTD agendas. It also suggests several context-dependent roles for public policy, among which government-driven foresight exercises and the catalysis of more narrowly focused activities are but two examples. (C) 2003 Elsevier Inc. All rights reserved. C1 Helsinki Univ Technol, Syst Anal Lab, Helsinki 02015, Finland. RP Salo, A, Helsinki Univ Technol, Syst Anal Lab, POB 1100, Helsinki 02015, Finland. EM jukka-pekka.saimenkaita@nokia.com ahti.salo@hut.fi CR *OST, 1995, PROGR PARTN REP STEE *WSI, 1999, WSI HDB *WWRF, 2001, BOOK VIS 2001 BARRE R, 2002, FORESIGHTS THEIR HOM BROWN SL, 1997, ADMIN SCI QUART, V42, P1 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DURAND T, 2003, J FORECASTING, V22, P161 ESSER JK, 1998, ORGAN BEHAV HUM DEC, V73, P116 GRUPP H, 1999, TECHNOL FORECAST SOC, V60, P85 HAVAS A, 2003, J FORECASTING, V22, P179 HEDLUND G, 1994, STRATEGIC MANAGE J, V15, P73 KEENAN M, 2003, J FORECASTING, V22, P129 LINSTONE H, 1999, DECISION MAKING TECH MARTIN BR, 1989, RES FORESIGHT PRIORI OCASIO W, 1997, STRATEGIC MANAGE J, V18, P187 POWELL WW, 1996, ADMIN SCI QUART, V41, P116 SALMENKAITA JP, 2002, TECHNOL ANAL STRATEG, V14, P183 SALO A, 2002, INT J TECHNOL POLICY, V2, P167 SALO A, 2003, J FORECASTING, V22, P79 SMITS R, 2002, EC STRATA WORKSH BUR TEECE DJ, 1996, J ECON BEHAV ORGAN, V31, P193 VANDERMEULEN B, 2003, J FORECASTING, V22, P219 WAGNER CS, 2003, J FORECASTING, V22, P113 WEBSTER A, 2002, EC STRATA WORKSH BRU ZAHRA SA, 2002, ACAD MANAGE REV, V27, P185 NR 25 TC 3 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD NOV PY 2004 VL 71 IS 9 BP 897 EP 912 PG 16 SC Business; Planning & Development GA 872VJ UT ISI:000225236700002 ER PT J AU Glenn, J Gordon, TJ TI Future S&T management policy issues-2025 global scenarios SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE S&T management policy issues; millenium project; 2025 global scenarios AB This article presents four scenarios depicting science and technology (S&T) management dilemmas of the next two decades. The scenarios concern the balance between risk and promise, between the need to steer the directions of S&T, to minimize risk, and the need to maintain a free and unconstrained S&T agenda. These scenarios were constructed in the third year of the Millennium Project's study of this topic. The scenarios were formed in an interactive process with the project's international participants. The key policies that were found to be useful in all of the scenarios include (1) when considering the possibility of the misuse of weapons of mass destruction by terrorists, include the possibility of misuse by a single individual, acting alone; (2) establish mechanisms and techniques for making possible the explicit unintended consequences of scientific research and technology, including malicious uses; (3) for desirable technologies, where it may not be possible to avoid significant risks, develop mitigation strategies in parallel; (4) teach science ethics. (C) 2004 American Council for the United Nations University. Published by Elsevier Inc. All rights reserved. RP Gordon, TJ, 1 Smilax Dr, Old Lyme, CT 06371 USA. EM tedjgordon@worldnet.att.com NR 0 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD NOV PY 2004 VL 71 IS 9 BP 913 EP 940 PG 28 SC Business; Planning & Development GA 872VJ UT ISI:000225236700003 ER PT J AU Watanabe, C Matsumoto, K Hur, JY TI Technological diversification and assimilation of spillover technology: Canon's scenario for sustainable growth SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE technological diversification; assimilation of spillover technology; operating income to sales; Canon ID RESEARCH-AND-DEVELOPMENT; INEFFICIENT INVESTMENT; INNOVATION AB Under the paradigm shift from an industrial society to an information society in the 1990s, contrary to the decrease of profits in Japan's electrical machinery firms, only Canon demonstrated its increasing trend. This contrasting performance corresponds to Canon's another contrast with respect to increasing technological diversification while reverse trends in other electrical machinery firms. These contrasts suggest us that Canon's technological diversification strategy can be the source of high level of its profits. Prompted by this hypothetical view, this paper analyzes Canon's scenario for sustainable growth and attempts to elucidate its technological diversification dynamism with special attention to its contribution to high level of profits. On the basis of the identification of the correlation between technological diversification and assimilation of spillover technology, comparative empirical analyses are conducted focusing on the consequence of technological diversification and development trajectory in Japan's leading electrical machinery firms over the last two decades. C1 Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, Tokyo 1528522, Japan. Canon Inc, Environm Engn Ctr, Tokyo 1468501, Japan. RP Watanabe, C, Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, 2-12-10 Ookayama, Tokyo 1528522, Japan. EM chihiro@me.titech.ac.jp CR *CAN, 2001, CAN STOR 2001 *MITI, 1988, TREND TASK IND TECHN *OECD, 1997, TECHN IND PERF *OECD, 1998, TECHN PROD JOB CREAT COHEN WM, 1989, ECON J, V99, P569 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 GEMBA K, 2001, RES POLICY, V30, P1165 GOTO A, 1987, EC RES, V38, P298 GOTO A, 1989, REV ECON STAT, V71, P555 GRILICHES Z, 1979, BELL J ECON, V10, P92 JAFFE AB, 1986, AM ECON REV, V76, P984 RAJAN R, 2000, J FINANC, V55, P35 SCHARFSTEIN DS, 2000, J FINANC, V55, P2537 SERVAES H, 1996, J FINANC, V51, P1201 WATANABE C, 2001, TECHNOVATION, V21, P783 WATANABE C, 2002, TECHNOVATION, V22, P245 WATANABE C, 2003, IN PRESS TECHNOVATIO NR 17 TC 1 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD NOV PY 2004 VL 71 IS 9 BP 941 EP 959 PG 19 SC Business; Planning & Development GA 872VJ UT ISI:000225236700004 ER PT J AU Kash, DE Auger, RN Li, N TI An exceptional development pattern SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE development pattern; information technology services; India; China ID ALLIANCES; INDIA AB This paper investigates India's exceptional development pattern, specifically the major importance of information technology services (ITS), and compares it with China's development pattern. Both countries want to develop capabilities for carrying out the innovation of technologies that compete at the state-of-the-art in the world market. The paper posits that technological/economic success in the contemporary world market requires the ability to innovate complex technologies and complex technology-related services. The share of trade represented by complex technologies is compared with the "high-tech" share. The trading patterns of the two countries are compared using United Nations data. Two case studies of Indian ITS companies are then compared with two case studies of Chinese manufacturing companies. Historical and cultural differences appear to explain some of the differences in the development patterns of the companies located in the two countries. (C) 2004 Elsevier Inc. All rights reserved. C1 George Mason Univ, Ctr Sci & Technol Policy, Sch Publ Policy, Fairfax, VA USA. RP Kash, DE, George Mason Univ, Ctr Sci & Technol Policy, Sch Publ Policy, Fairfax, VA USA. EM dkash@gmu.edu CR *WTO, WTO TRAD STAT HIST S ALPERT B, 2002, BARRONS, V82, T1 DETOCQUEVILLE A, 1948, DEMOCRACY AM, V1 EINHORN B, 2001, BUS WEEK 0226, P44 ENGARDIO P, 2003, BUS WEEK 0203, P50 HATZICHRONOGLOU T, 1997, 59918 OECD STI KANELLOS MA, 2002, LEGEND MAKING WOUNDE KASH DE, 2001, HAIER COMPANY INNOVA KASH DE, 2001, LEGEND COMPUTER SYST KASH DE, 2002, NETWORKS ALLIANCES P, P165 KASH DE, 2002, TECHNOL FORECAST SOC, V69, P581 KASH DE, 2003, INFOSYS TECHNOLOGIES KASH DE, 2003, TATA CONSULTANCY SER KHERMOUCH G, 2003, BUSINESSWEEK 0407, P54 KLINE SJ, 1995, CONCEPTUAL FDN MULTI, P49 KODAMA F, 1991, ANAL JAPANESE HIGH T, P114 KRIPALANI M, 2000, BUS WEEK 0306, P82 OSBORN RN, 1997, ACAD MANAGE J, V40, P261 RYCROFT RW, 1999, COMPLEXITY CHALLENGE, P3 SENKER J, 1997, TECHNOL ANAL STRATEG, V9, P35 SPRAGUE J, 2002, FORTUNE, V146, B192 TRIBBLE SJ, 2002, SENDINF MORE WORK AB YI JJ, 2003, HAIER WAY MAKING CHI NR 23 TC 1 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD OCT PY 2004 VL 71 IS 8 BP 777 EP 797 PG 21 SC Business; Planning & Development GA 858EF UT ISI:000224172400002 ER PT J AU Contractor, FJ Kundu, S TI The role of export-driven entrepreneurship in economic development: A comparison of software exports from India, China, and Taiwan SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE IT development; software; exports; government; policy AB In the puzzle of economic development, there is moderate agreement around one issue: that entrepreneurial, export-led development is likely to produce higher economic growth rates than inward-looking development. This paper begins by taking an overall look at the size and competitiveness of the economies of India, China, and Taiwan, with particular reference to the software and the information technology (IT) sectors. It then focuses on the role of software export entrepreneurship in India and Taiwan as exemplars for other sectors and for formulation of government policy. In Taiwan, successful exporters constitute a model deemed worthy for other companies to emulate. In India, whether the booming software sector will prove to be a sufficient exemplar and catalyst for change throughout the economy and government remains an open question. The paper concludes by taking a look at another related export sector-IT-enabled service exports. Throughout the various sections of the paper, government policy implications remain an important backdrop. (C) 2004 Published by Elsevier Inc. C1 Rutgers Sch Business, Newark, NJ 07102 USA. Florida Int Univ, Coll Business Adm, Miami, FL 33199 USA. RP Contractor, FJ, Rutgers Sch Business, 111 Washington St, Newark, NJ 07102 USA. EM Farok@Andromeda.Rutgers.edu CR 2002, EC BACK OFFICE WORLD 2002, KNOWLEDGE WHARTON CA 2002, KNOWLEDGE WHARTON IN *AS DEV BANK, 2001, ANN REP *HER FDN, 2002, IND EC FREED *NSF, 2002, SCI ENG IND *TRANSP INT, 2002, CORR SURV IND ANAS A, 1996, 1603 WORLD BANK COUN ARORA A, 2001, 200120 WIDER UN U AXINN CN, 1988, INT MARKET REV, V5, P61 BELLO DC, 1985, J INT BUS STUD, V16, P65 BILKEY WJ, 1985, INT MARKET REV, V2, P31 BURTON FN, 1987, MANAGE INT REV, V27, P38 CAVUSGIL T, 1994, J MARKETING JAN, P1 CONTRACTOR FJ, 2002, INT BUSINESS REV, V11, P485 DASGUPTA M, 1999, DEV CHANGE, V30, P619 DIAMANTOPOULOS A, 1988, INT MARKET REV, V5, P52 DUNNING JH, 1993, MULTINATIONAL ENTERP INGLEHART R, 1997, MODERNIZATION POSTMO INGLEHART R, 2000, MODEMIZATION CULTURA JESTER R, 2002, THRIVING INTERESTING JOHANSON J, 1977, J INT BUS STUD, V8, P23 JOSEPH K, 2002, 200278 WIDER UN U MAURO P, 1995, Q J ECON, V110, P681 NICHOLS P, 2000, 30052000 SURVEY MAST OVIATT BM, 1994, J INT BUS STUD, V25, P45 SAHOO P, MID YEAR EC REV SUST, P8 WEI SJ, 1997, W6030 NBER WILLS J, 1991, J ACAD MARKET SCI, V19, P1 NR 29 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD OCT PY 2004 VL 71 IS 8 BP 799 EP 822 PG 24 SC Business; Planning & Development GA 858EF UT ISI:000224172400003 ER PT J AU Biswas, RR TI Making a technopolis in Hyderabad, India: the role of government IT policy SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE information technology; regional sustainability; software AB This paper studies the unusual growth of the information technology (IT) industry in the Indian city of Hyderabad during the last 15 years. It examines the high-technology industry in Hyderabad using registration data from the Software Technology Park (STP) of India and the state's IT policies meant to enhance the growth of regional industry. The paper outlines factors that are required for sustained growth of IT regions and evaluates the Hyderabad IT industry and the state government's IT policy against them. (C) 2004 Elsevier Inc. All rights reserved. C1 Univ Massachusetts Lowell, Dept Reg Econ & Social Dev, Lowell, MA 01854 USA. RP Biswas, RR, Univ Massachusetts Lowell, Dept Reg Econ & Social Dev, 61 Wilder St, Lowell, MA 01854 USA. EM Radha_Biswas@uml.edu CR 2002, NASSCOM REL FIND SUP *DEP IT COMM GOV A, 2003, GOV ORD AP POL INF T AMSDEN A, 2000, RISE REST CHALLENGE ARORA A, 1999, INDIAN SOFTWARE SERV ARORA A, 2001, GLOBALIZATION SOFTWA ARORA AAV, 2001, GLOBALIZATION SOFTWA BISWAS RR, 2001, THESIS U MASACHUSETT BISWAS RR, 2001, THESIS U MASACHUSSET BLAIR JP, 1987, ECON DEV Q, V1, P72 BREWER TL, 1998, 9814 GEORG U SCH BUS CASTELLS M, 1985, SAGE URBAN AFFAIRS A, V28, P11 EINHORN B, 2001, BUS WEEK 0226, P44 EISCHEN K, 2000, BUILDING SOFT REGION EISCHEN K, 2000, INFORMATION TECHNOLO ENGARDIO B, 2003, BUS WEEK FEB GOPALKRISHNAN K, 1999, LONG ROAD MUMBAI HEEKS R, 1998, UNEVEN PROFILE INDIA HEEKS R, 1999, 6 U MANCH I DEV POL HEEKS R, 1999, 6U MANCH I DEV POL KRIPALANI M, 2003, INDIAS TECH GRADS TH LAKHA S, 1994, MOD ASIAN STUD, V28, P381 MARKUSEN AR, 1996, ECON GEOGR, V72, P292 NANDYAL R, 2001, BANES BOONS INDIAS I PORTER M, 1990, COMPETITIVE ADV NATI SALZMAN H, 2000, INDIAN IT IND WORKFO SALZMAN H, 2001, INDIAN IT IND WORKFO SHARMA Y, WILL INDIAN SOFTWARE TRIVEDI A, 2002, INDIAS SOFTWARE SUPR NR 28 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD OCT PY 2004 VL 71 IS 8 BP 823 EP 835 PG 13 SC Business; Planning & Development GA 858EF UT ISI:000224172400004 ER PT J AU Hira, R TI US immigration regulations and India's information technology industry SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE information technology; globalization; immigration AB The export-led growth of India's information technology (IT) industry has been nothing short of phenomenal over the past half-dozen years. Other studies have provided a number of explanations for the growth. This paper proposes that a significant factor has been overlooked or understated in prior explanations. Specifically, the Indian IT industry has utilized U.S. immigration regulations for competitive advantage to accelerate its growth. The importance of this factor is estimated through quantitative data analysis at the macro and firm levels. The analysis helps to explain why India's IT industry grew while that of other developing countries, with similar human capital resources and wage rates, did not. The U.S. Congress is currently debating U.S. immigration policies and may change them in the near future. Any changes will have significant effects on the future growth pattern of the Indian IT industry. Many developing countries have recognized India's success, and policymakers in those countries are implementing strategies to replicate it. The results from this study may help those policymakers better understand a key factor of India's success in exporting IT. (C) 2004 Published by Elsevier Inc. C1 Rochester Inst Technol, Rochester, NY 14623 USA. RP Hira, R, Rochester Inst Technol, 92 Lomb Mem Dr, Rochester, NY 14623 USA. EM rhira@mail.rit.edu CR 2002, WORLD BANK INT COMPA 2003, ANN REP 0331 2003, HIB VISA REDUCTION A *INF TECHN LIM, 2003, ANN REP 0331 *NASSCOM, 2003, UNP IND SOFTW SERV E *NAT SCI BOARD, 2002, SCI ENG IND *SATY COMP SERV, 2003, ANN REP 0331 *SILV INF SYST PVT, 2003, ACQ WIPR BIG LEAG IN *US GEN ACC OFF, 2000, GAOHEHS00157 *US IMM NAT SERV, 2001, STAT YB IMM NAT SERV ARORA A, 2000, INDIAN SOFTWARE SERV CHANDA R, 1999, 51 IND COUNC RES INT DAS G, 2001, PERSONAL ACCOUNT SOC GROW B, 2003, BUS WEEK 0310, P82 HEEKS R, 1998, UNEVEN PROFILE INDIA, V3 HIRA R, 2003, RES TECHNOL MANAGE, V46, P2 LEWIS D, 2002, IT WORKERS GUARDED O MAGNUSSON P, 2003, BUS WEEK 0721, P54 MATLOFF N, 2003, NEEDED REFORM H1B L1 RAI S, 2003, NY TIMES 0213, P1 SINGH S, 2003, BUS WORLD 0630 STEADMAN J, 2003, EXAMINING IMPLICATIO ZAVODNY M, 2003, FED RES BANK ATLANTA, V88, P1 NR 23 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD OCT PY 2004 VL 71 IS 8 BP 837 EP 854 PG 18 SC Business; Planning & Development GA 858EF UT ISI:000224172400005 ER PT J AU Mani, S TI Institutional support for investment in domestic technologies: An analysis of the role of government in India SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE innovation policy; national systems of innovation; venture capital; India AB India has emerged as an increasingly important producer of technology-based products especially in information technology (IT) and biotechnology. This paper analyses the Indian government's institutional support for domestic technology. Three support foci are investigated, namely, (i) overall policy framework; (ii) availability of skilled manpower and (iii) financial instruments, such as tax incentives, research grants, concessional loans and venture capital. The paper analyses the outcomes of Indian policy using a standard indicator and reviews the current status of the three policy foci. Finally, appropriate policy actions are suggested. (C) 2004 Elsevier Inc. All rights reserved. C1 UN, Univ Inst New Technol, NL-6211 TC Maastricht, Netherlands. RP Mani, S, UN, Univ Inst New Technol, Keizer Karelpl 19, NL-6211 TC Maastricht, Netherlands. EM Mani@intech.unu.edu CR *NAT SCI FDN, P NSF WORKSH NDF ARL *UNESCO, 2000, WORLD CULT REP 2000 *WORLD BANK, 2000, 20416IN WORLD BANK BOWONDER B, 2004, FINANCIAL SYSTEMS CO KRISHNA VV, 1996, SCI TECH SOC, V1, P129 LALL S, LEARNING INDUSTRIALI MANI S, 1994, 78 CENTR STUD LUC AG MANI S, 1997, SCO TECHNOL DEV, V15 MANI S, 2002, GOV INNOVATION TECHN NR 9 TC 1 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD OCT PY 2004 VL 71 IS 8 BP 855 EP 863 PG 9 SC Business; Planning & Development GA 858EF UT ISI:000224172400006 ER PT J AU Phillips, F TI From my perspective - Trading down: The intellectual poverty of the new free trade agreements SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article C1 Oregon Hlth & Sci Univ, Dept Management Sci & Technol, Beaverton, OR 97006 USA. RP Phillips, F, Oregon Hlth & Sci Univ, Dept Management Sci & Technol, 20000 NW Walker Rd, Beaverton, OR 97006 USA. EM fphillips@admin.ogi.edu CR US MISSION EU WTO AP *EL FRAS I, 2002, BEN GLOB FRAS FOR *US DEP STAT, 2002, US ACC WTO FIN SPLIT *WORLD TRAD ORG, OV TRIPS AGR *WORLD TRAD ORG, SERV RUL GROWTH INV ARMSTRONG D, 2002, D CHENETS SONG AM DR, P76 BEARD A, 2002, REFORMS PROMPT BROAD BELSEY MB, 2002, COMMUNICATION BRONSON P, 2002, SHOULD I DO MY LIFE CAPDEVILA G, 2002, EU LEADS CHARGE WTO CAVANAGH S, 2002, HAPPILY EVER NAFTA B, P58 COX H, 1999, ATLANTIC MONTHLY MAR, P18 DELONG JB, 2002, STEEL TARIFF STRUGGL FUKUYAMA F, 2002, GENE REGIME FOREIGN, P57 GRANOVETTER M, 1985, AM J SOCIOL, V91, P481 HEFNER RW, 1998, MARKET CULTURES SOC, P1 INGCO M, 2003, AGR TRADE WTO CREATI JAMES J, 2002, TECHNOLOGY GLOBALIZA KELLY K, 1994, OUT CONTROL NEW BIOL KUGLER RL, 2001, GLOBAL CENTURY GLOBA LOSCH A, 1954, EC LOCATION MAGNUSSON P, 2003, WORLD FIRE EXPORTING, P24 MCMAHON F, 2001, NEW BRUNSWICK TELEGR MONAGHAN P, 2003, CHRON HIGH ED, V49, A12 OH BS, 2002, COMMUNICATION PORTER ME, 1998, HARVARD BUSINESS NOV, P77 PORTER ME, 2000, ECON DEV Q, V14, P15 RICHARDSON HW, 1969, REGIONAL EC SAMUELSON P, 1970, ECONOMICS SCHOLZ C, 2002, RADIANCE SCHWARTZ J, 2003, SOME WAYS OUTSORCING, E1 STUMBERG R, 2002, UNTITLED PRESENTATIO SULAIMAN T, 2003, BOLOGNA NOT PARMESAN, P17 SUPACHAI P, 2002, CHINA WTO TRAN M, 2002, WTO RULES US CORPORA VICKERS M, 2002, BUS WEEK, P105 NR 36 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD OCT PY 2004 VL 71 IS 8 BP 865 EP 876 PG 12 SC Business; Planning & Development GA 858EF UT ISI:000224172400007 ER PT J AU Corning, PA TI From my perspective - "Smart machines" as philosopher kings SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article C1 Inst Study Complex Syst, Palo Alto, CA 94301 USA. RP Corning, PA, Inst Study Complex Syst, 119 Bryant St,Suite 212, Palo Alto, CA 94301 USA. EM PACorning@complexsystems.org NR 0 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD OCT PY 2004 VL 71 IS 8 BP 877 EP 879 PG 3 SC Business; Planning & Development GA 858EF UT ISI:000224172400008 ER PT J AU Hemmert, M TI The impact of internationalization on the technology sourcing performance of high-tech business units SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE technology sourcing; international R&D; pharmaceutical industry; semiconductor industry ID RESEARCH-AND-DEVELOPMENT; PRODUCT DEVELOPMENT; PHARMACEUTICAL-INDUSTRY; COMPETITIVE ADVANTAGE; DEVELOPMENT NETWORKS; EMPIRICAL-ANALYSIS; INNOVATION; FIRMS; MULTINATIONALS; GLOBALIZATION AB The internationalization of the technology sourcing of business firms is increasing globally. A review of the literature on this topic suggests, however, that firms are facing a trade-off between gains in output performance (effectiveness) and losses in input performance (efficiency) when internationalizing their technology sourcing activities. An analysis of 158 questionnaires from the R&D managers of 16 leading pharmaceutical and semiconductor business units in Germany and Japan reveals that the internationalization of internal technology sourcing leads to an improvement in the output performance of technology sourcing, whereas no strong adverse impact on input performance can be observed. These findings have largely been confirmed for two different countries, two different industries and technological fields. (C) 2004 Elsevier B.V. All rights reserved. C1 Korea Univ, Sch Business, Seoul 136701, South Korea. RP Hemmert, M, Korea Univ, Sch Business, 1-5 Ga, Seoul 136701, South Korea. EM mhemmert@korea.ac.kr CR *BMBF, 2002, TECHN LEIST DTSCH *NAT SCI FDN, 2003, 03318 NSF *OECD, 1999, GLOB IND R D POL ISS ABRAMSON HN, 1997, TECHNOLOGY TRANSFER AHUJA G, 2001, STRATEGIC MANAGE J, V22, P521 ALMEIDA P, 1996, STRATEGIC MANAGE J, V17, P155 ALMEIDA P, 1998, INT CORPORATIONS CRO ALMEIDA P, 1999, MANAGE SCI, V45, P905 ASAKAWA K, 2001, R&D MANAGE, V31, P1 BARKER B, 1998, TECHNOLOGY INNOVATIO, P70 BARTLETT CA, 1998, MANAGING BORDERS TRA BOGHANI A, 1999, INT J TECHNOL MANAGE, V17, P696 BROCKHOFF K, 1998, INT RES DEV CALUORI M, 1991, INTERNATIONALIZATION CANTWELL J, 1992, TECHNOLOGY MANAGEMEN, P75 CANTWELL J, 1998, NATL I ECON REV, V163, P99 CARDINAL LB, 2000, J ENG TECHNOL MANAGE, V17, P247 CARRINCAZEAUX C, 2001, RES POLICY, V30, P777 CHIESA V, 1995, LONG RANGE PLANN, V28, P19 CHIESA V, 1996, IEEE T ENG MANAGE, V43, P7 COHEN WM, 1995, HDB EC INNOVATION TE, P182 FLORIDA R, 1997, RES POLICY, V26, P85 FROST TS, 2001, STRATEGIC MANAGE J, V22, P101 GASSMANN O, 1998, R&D MANAGE, V28, P147 GASSMANN O, 1999, RES POLICY, V28, P231 GERYBADZE A, 1999, RES POLICY, V28, P251 GRANOVETTER M, 1985, AM J SOCIOL, V91, P3 GRANSTRAND O, 1992, TECHNOLOGY MANAGEMEN GREEN SG, 1996, J ENG TECHNOL MANAGE, V13, P125 HAGEDOORN J, 1996, J INT BUS STUD, V27, P265 HAGEDOORN J, 2002, RES POLICY, V31, P477 HITT MA, 1997, ACAD MANAGE J, V40, P767 JONES GK, 2000, MANAGE INT REV, V40, P11 KAUFMANN L, 2002, J SUPPLY CHAIN MANAG, V38, P4 KESSLER EH, 2000, R&D MANAGE, V30, P213 KOBRIN SJ, 1991, STRATEGIC MANAGE J, V12, P17 KOTABE M, 1990, J INT BUS STUD, V21, P623 KOTABE M, 1998, ACAD MANAGEMENT EXEC, V12, P107 KUEMMERLE W, 1997, HARVARD BUS REV, V75, P61 KUEMMERLE W, 1999, J INT BUS STUD, V30, P1 KUTSUNA K, 1999, NIHON BENCHA KIGYO A LAM A, 2003, J MANAGE STUD, V40, P673 LINCOLN JR, 1990, CULTURE CONTORL COMM LYNN LH, 1996, RES POLICY, V25, P91 MANSFIELD E, 1988, MANAGE SCI, V34, P1157 MOMMA S, 1999, TECHNOVATION, V19, P267 NICOLAY R, 2000, KUNDENZUFRIEDENHEIT NONAKA I, 1995, KNOWLEDGE CREATING C ODAGARI H, 1997, INOVATION JAPAN, P204 PALICH LE, 2000, STRATEGIC MANAGE J, V21, P155 PEARCE R, 1996, R&D MANAGE, V26, P315 PEARCE RD, 1989, INTERNATIONALISATION PEARCE RD, 1992, GLOBALIZING RES DEV PISANO GP, 1990, ADMIN SCI QUART, V35, P153 REGER G, 1999, R&D MANAGE, V29, P1 SANGYOSHO K, 2003, HEISEI 14 NEN KAIGAI SAXENIAN A, 1994, REGIONAL ADVANTAGE C SHAN WJ, 1994, STRATEGIC MANAGE J, V15, P387 SHARP M, 1994, HDB IND INNOVATION, P169 SUBRAMANIAN A, 1996, J ENG TECHNOL MANAGE, V13, P223 TAGGART JH, 1991, R&D MANAGE, V21, P229 TAPON F, 1999, R&D MANAGE, V29, P219 TOKEIKYOKU S, 2002, HEISEI 13 NEN KAGAKU TRENT RJ, 2002, ACAD MANAGE EXEC, V16, P66 VEUGELERS R, 1997, RES POLICY, V26, P303 VONBOEHMER A, 1995, INTERNATIONALISIERUN VONHIPPEL E, 1994, MANAGE SCI, V40, P429 WILLIAMSON OE, 1975, MARKETS HIERARCHIES ZAHEER S, 1995, ACAD MANAGE J, V38, P341 ZAHEER S, 1997, STRATEGIC MANAGE J, V18, P439 NR 70 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP PY 2004 VL 21 IS 3 BP 149 EP 174 PG 26 SC Engineering, Industrial GA 850EW UT ISI:000223595000001 ER PT J AU Evaristo, JR Scudder, R Desouza, KC Sato, O TI A dimensional analysis of geographically distributed project teams: a case study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE project management; distributed work; information technology; cross-cultural research; knowledge management ID MEDIA RICHNESS; COMMUNICATION AB In this paper, the authors describe a research project involving qualitative data collection from large organizations in the US, Japan and Europe. Its main objective is to understand what "distributed" means when discussing the management of distributed projects, an issue largely glossed over by the relevant literature. The discussion presented here suggests dimensions to the concept of "distributedness" through a theory-based model. An understanding of the distributedness dimensions simplifies the practical application of how to manage such systems. (C) 2004 Elsevier B.V. All rights reserved. C1 Univ Illinois, Dept Informat & Decis Sci, Chicago, IL 60607 USA. Univ Denver, ITEC Dept, Denver, CO USA. Tokyo Keizai Univ, Tokyo 1858502, Japan. RP Desouza, KC, Univ Illinois, Dept Informat & Decis Sci, 601 S Morgan St,M-C 294, Chicago, IL 60607 USA. EM evaristo@uic.edu rscudder@du.edu kdesou1@uic.edu osamsato@tku.ac.jp CR ADAMS MM, 1997, PAEDIATR PERINAT S1, V11, P1 CIBORRA CU, 1996, ORGAN SCI, V7, P103 DAFT RL, 1986, MANAGE SCI, V32, P554 DESOUZA KC, 2003, COMMUN ACM, V46, P99 DESOUZA KC, 2003, EUROPEAN MANAGEMENT, V21, P62 EREZ M, 1993, CULTURE SELF IDENTIT FERNS DC, 1991, INT J PROJECT MANAGE, V9, P148 FULK J, 1995, ORGAN SCI, V6, P337 GEBER B, 1995, TRAINING, V32, P36 HOFSTEDE G, 1991, CULTURES ORG SOFTWAR KYNG M, 1991, COMMUN ACM, V34, P52 LEA R, 1993, COMMUN ACM, V36, P37 NGWENYAMA OK, 1997, MIS QUART, V21, P145 ODENWALD SB, 1996, GLOBAL WORK TEAM FEB, P54 PAULK M, 1995, CAPABILITY MATURITY RICE RE, 1992, ORGAN SCI, V3, P475 SOLOMON CM, 1995, PERS J, V74, P49 TOWNSEND AM, 1996, HRMAGAZINE, V41, P122 TROMPENAARS F, 1993, RIDING WAVES CULTURE TURNER JR, 1992, INT J PROJECT MANAGE, V10, P196 VANDERMERWE AP, 1997, INT J PROJECT MANAGE, V15, P223 NR 21 TC 1 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP PY 2004 VL 21 IS 3 BP 175 EP 189 PG 15 SC Engineering, Industrial GA 850EW UT ISI:000223595000002 ER PT J AU Bierly, PE Coombs, JE TI Equity alliances, stages of product development, and alliance instability SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE alliance instability; minority equity alliances; new product development ID INTERNATIONAL JOINT VENTURES; EVENT HISTORY ANALYSIS; STRATEGIC ALLIANCES; PHARMACEUTICAL-INDUSTRY; SECTORAL DIFFERENCES; TRANSACTION COSTS; COOPERATION; KNOWLEDGE; NETWORKS; BIOTECHNOLOGY AB The purpose of this research is to analyze the stability of strategic alliances initiated at different stages of the new product development process and to determine the appropriateness of different governance structures (e.g., joint ventures, minority equity alliances, non-equity alliances). Specifically, we argue that the minority equity form of alliance is an inherently unstable structure for product development partnerships. Key findings of this study are: (a) minority equity alliances are more likely to be terminated within 5 years than joint ventures and non-equity alliances, (b) alliances are more likely to be terminated if they are initiated in the early and late stages of product development and less likely to be terminated if they are initiated in the mid-stages of product development, and (c) alliances are more likely to become acquisitions if they are initiated in the mid-stages of product development and less likely to become acquisitions if they are initiated in the early and late stages of product development. (C) 2004 Elsevier B.V. All rights reserved. C1 James Madison Univ, Coll Business, Harrisonburg, VA 22807 USA. Univ Richmond, Robins Sch Business, Richmond, VA 23173 USA. RP Bierly, PE, James Madison Univ, Coll Business, MSC 0205, Harrisonburg, VA 22807 USA. EM bierlype@jmu.edu jcoombs@richmond.edu CR AAKER DA, 1984, J BUS STRAT, V5, P74 ALMEIDA P, 1997, SMALL BUS ECON, V9, P21 BARLEY SR, 1992, NETWORKS ORG STRUCTU, P311 BARNEY JB, 2002, GAINING SUSTAINING C BAYSINGER B, 1989, ACAD MANAGE J, V32, P310 BEAMISH PW, 1987, J INT BUS STUD, V18, P1 BIERLY P, 1996, STRATEGIC MANAGE J, V17, P123 BIERLY PE, 1996, IEEE T ENG MANAGE, V43, P368 BLEEKE J, 1995, HARVARD BUS REV, V73, P97 BLODGETT LL, 1992, STRATEGIC MANAGE J, V13, P475 BORIS B, 1989, ACAD MANAGE REV, V14, P475 BOURGEOIS LJ, 1981, ACAD MANAGE REV, V6, P29 CHENG JLC, 1997, J MANAGE, V23, P1 CHENG YT, 1996, ORGAN SCI, V7, P593 CHRISTENSEN CM, 1996, STRATEGIC MANAGE J, V17, P197 COX DR, 1989, ANAL BINARY DATA DAS TK, 1998, ACAD MANAGE REV, V23, P491 DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55 DUSSAUGE P, 2000, STRATEGIC MANAGE J, V21, P99 DYER JH, 1996, STRATEGIC MANAGE J, V17, P271 DYER JH, 1997, STRATEGIC MANAGE J, V18, P535 GOMESCASSERES B, 1987, COLUMBIA J WORLD SUM, P97 GULATI R, 1995, ACAD MANAGE J, V38, P85 HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371 HAGEDOORN J, 1996, J INT BUS STUD, V27, P265 HAGEDOORN J, 1999, J MANAGE STUD, V36, P87 HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HAMEL G, 1994, COMPETING FUTURE HARRIGAN KR, 1988, COOPERATIVE STRATEGI, P205 HARRIGAN KR, 1990, J MANAGE STUD, V27, P417 HENDERSON R, 1994, STRATEGIC MANAGE J, V15, P63 HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361 HITT MA, 1997, STRATEGIC MANAGEMENT INKPEN AC, 1997, ACAD MANAGE REV, V22, P177 KALE P, 2000, STRATEGIC MANAGE J, V21, P217 KENT DH, 1991, STRATEGIC MANAGE J, V12, P387 KILLING JP, 1983, STRATEGIES JOINT VEN KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319 KOGUT B, 1989, J IND ECON, V38, P183 KOGUT B, 1991, MANAGE SCI, V37, P19 KOZA MP, 1998, ORGAN SCI, V9, P255 LANE HW, 1990, MANAGE INT REV, V30, P87 LANE PJ, 1998, STRATEGIC MANAGE J, V19, P461 LEE C, 1995, J INT BUS STUD, V26, P637 MARCH JG, 1991, ORGAN SCI, V2, P71 MOWERY DC, 1996, STRATEGIC MANAGE J, V17, P77 NAGELKERKE NJD, 1991, BIOMETRIKA, V78, P691 NUNNALLY JC, 1994, PSYCHOMETRIC THEORY OHMAE K, 1989, HARVARD BUSINESS MAR, P143 OSBORN RN, 1990, ACAD MANAGE J, V33, P503 OXLEY JE, 1997, J LAW ECON ORGAN, V13, P387 PAMPEL FC, 2000, LOGISTIC REGRESSION PARK SH, 1996, MANAGE SCI, V42, P875 PARK SH, 1997, ACAD MANAGE J, V40, P279 PISANO GP, 1989, J LAW ECON ORGAN, V5, P109 POWELL WW, 1996, ADMIN SCI QUART, V41, P116 POWELL WW, 1998, CALIF MANAGE REV, V40, P228 ROTHAERMEL FT, 2001, STRATEGIC MANAGE J, V22, P687 SAXTON T, 1997, ACAD MANAGE J, V40, P443 SCOTT WR, 1992, ORG RATIONAL NATURAL SHAN WJ, 1991, STRATEGIC MANAGE J, V12, P419 SINGH JV, 1986, ACAD MANAGE J, V29, P562 TSAI WP, 1998, ACAD MANAGE J, V41, P464 WHEELWRIGHT SC, 1992, REVOLUTIONINZING PRO WILLIAMSON OE, 1975, MARKETS HIERARCHIES WILLIAMSON OE, 1991, ADM SCI Q, V36, P269 YAN AM, 1999, J INT BUS STUD, V30, P397 ZUCKER LG, 1997, RES POLICY, V26, P429 NR 68 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP PY 2004 VL 21 IS 3 BP 191 EP 214 PG 24 SC Engineering, Industrial GA 850EW UT ISI:000223595000003 ER PT J AU Kodama, M TI Business innovation through strategic community creation: a case study of multimedia business field in Japan SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; community; leadership; ICT; multimedia AB For the last few years, the video conferencing system market represented by multimedia technology has enjoyed strong growth in Japan. Behind the recent upturn in this market was the strategic alliance of NTT, Japan's largest telecommunications carrier, and PictureTel of the US, followed by the birth of business communities centered around or outside NTT, thus intensively creating and boosting a new market referred to as interactive video communication. This case study reviews the challenges that faced NTT, one of the big businesses in Japan, followed by PictureTel and other players within and outside NTT, all of which were lined up to create various strategic business communities. The article gives careful consideration to the measures taken by these players who achieved success in such a way as to alter employee consciousness, vitalize organizational morale, entrench the new NTT "Phoenix" brand (video conferencing system) in the Japanese market, and create an emergent new video conferencing market. (C) 2004 Elsevier B.V. All rights reserved. C1 Nihon Univ, Coll Commerce, Dept Management, Setagaya Ku, Tokyo 1578570, Japan. RP Kodama, M, Nihon Univ, Coll Commerce, Dept Management, Setagaya Ku, 5-2-1 Kinuta, Tokyo 1578570, Japan. EM m-kodama@mbe.ocn.ne.jp CR ANSOFF HI, 1965, CORPORATE STRATEGY BECHARD R, 1996, LEADER FUTURE BURGELMAN RA, 1983, ACAD MANAGE REV, V8, P61 GRANT RM, 1991, RESOURCE BASED THEOR, P114 HESSELBEIN F, 1998, COMMUNITY FUTURE HOFER CW, STRATEGY FORMULATION KANTER R, 1997, BREAKTHROUGH THINKIN KODAMA M, 1999, INFORMATION MANAGEME, V7, P140 KODAMA M, 1999, INT J INFORM MANAGE, V19, P495 KODAMA M, 1999, TEAM PERFORMANCE MAN, V5, P225 MARKIDES C, 1998, SLOAN MANAGE REV, V39, P31 MINZBERG H, 1978, MANAGE SCI, V24, P934 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 SHIMBUN NK, 1995, JOINT DEV NTT US FIR, P10 SHIMBUN NK, 1996, NTT REL DOS V COMP V, P3 SHIMBUN NK, 1996, NTT US FIRM JOINT DE SHIMBUN NK, 1996, VID SYST NTT PROM LO, P1 SHIMBUN NK, 1997, NTT CREAT NEW CO REM, P6 SHIMBUN NK, 1997, VID SYST REND PC NOW, P8 SHIMBUN NK, 1997, VID SYST REND PC NOW, P8 STALK G, 1992, HARVARD BUSINESS MAR, P57 TROWTBAYARD T, 1997, VIDEOCONFERENCING IN WENGER EC, 2000, HARVARD BUS REV, V78, P139 NR 23 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP PY 2004 VL 21 IS 3 BP 215 EP 235 PG 21 SC Engineering, Industrial GA 850EW UT ISI:000223595000004 ER PT J AU Meade, PT Rabelo, L TI The technology adoption life cycle attractor: Understanding the dynamics of high-tech markets SO TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE LA English DT Article DE technology adoption life cycle; strategy; chaos; complexity; attractor; high-tech marketing AB Unlike more stable industries, high-tech firms must constantly be in a strategy development phase. These companies are in desperate need of assistance in strategy formulation. This paper introduces a quantitative (rather than subjective) approach to help high-tech firms to understand their position in the technology adoption life cycle using some of the principles and tools of Chaos and Complexity theories. This approach is demonstrated by using data sets of three case studies in the hard drive, microprocessor, and server high-tech industries. (C) 2004 Elsevier Inc. All rights reserved. C1 Xodus Business & Technol Solut Inc, Winter Springs, FL 32708 USA. Univ Cent Florida, Dept Ind Engn & Management Syst, Orlando, FL 32816 USA. RP Meade, PT, Xodus Business & Technol Solut Inc, 5703 Red Bug Lake Rd 405, Winter Springs, FL 32708 USA. EM pmeade@xodusbts.com lrabelo@mail.ucf.edu CR *NAT SCI FDN, 1988, NSF88321, R7 *US C OFF TECHN AS, 1982, TECHN INN REG EC DEV CHRISTENSEN CM, 1997, INNOVATORS DILEMMA N DIETRICH GB, 1999, P 32 INT C SYST SCI, P695 GLEICK J, 1988, CHAOS MAKING NEW SCI HOLLAND JH, 1995, HIDDEN ORDER ADAPTAT JENSEN RA, 2001, SOUTHERN ECON J, V68, P120 KAUFFMAN S, 1995, HOME UNIVERSE KAUFFMAN SA, 1991, SCI AM, V265, P64 KAUFFMAN SA, 1993, ORIGINS ORDER SELF O LANGTON CG, 1992, ARTIFICIAL LIFE, V2 LAPIDE L, 2001, J BUSINESS FORECASTI, V20, P18 LEVITT T, 1986, MARKETING IMAGINATIO MCGRATH ME, 1995, PRODUCT STRATEGY HIG MEADE N, 1998, MANAGE SCI, V44, P1115 MODIS T, 1998, CONQUERING UNCERTAIN MOORE GA, 1999, CROSSING CHASM MOORE GA, 1999, TORNADO, P265 PHELAN SE, 1995, 55 ANN M AC MAN VANC SHANKIN WL, 1994, MARKETING HIGH TECHN STERMAN JD, 2000, BUSINESS DYNAMICS SY VRIEND NJ, 1994, 9403013 SANT FE I WOLFRAM S, 1986, THEORY APPL CELLULAR WUENSCHE A, 1998, COMPLEX INT, V6, P19 NR 24 TC 0 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0040-1625 J9 TECHNOL FORECAST SOC CHANGE JI Technol. Forecast. Soc. Chang. PD SEP PY 2004 VL 71 IS 7 BP 667 EP 684 PG 18 SC Business; Planning & Development GA 844MD UT ISI:000223161500002 ER PT J AU O'Connor, GC McDermott, CM TI The human side of radical innovation SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE radical innovation; corporate human interface ID OPPORTUNITY RECOGNITION; ESTABLISHED FIRMS; MANAGEMENT; STRATEGY AB Radical innovation requires organizations to move into unknown territory and experiment with new processes that largely elude systemization. In this paper we report on a 6-year longitudinal study of 12 radical innovation (RI) projects in 10 large established US based firms. In actuality, there are a number of organizational factors that leverage the human side of making radical innovation happen that, if viewed systematically, could be utilized more broadly for greater radical innovation success. We report on gaps and mismatches that emerged in the sample as well regarding the expectation for radical innovation to happen and the mechanisms by which people are incented to do so. We link our observations to the evolving dynamic capabilities literature as it is currently being extended into high velocity domains. (C) 2004 Elsevier B.V. All rights reserved. C1 Rensselaer Polytech Inst, Lally Sch Management & Technol, Troy, NY 12180 USA. RP O'Connor, GC, Rensselaer Polytech Inst, Lally Sch Management & Technol, Troy, NY 12180 USA. EM oconng@rpi.edu CR AMABILE RM, 1988, RES ORG BEHAV, V19 ANGLE HL, 1989, RES MANAGEMENT INNOV, P135 BACON G, 1994, CALIF MANAGE REV, V36, P32 BURGELMAN RA, 1985, STRATEGIC MANAGE J, V6, P39 CHRISTENSEN C, 1997, INNOVATORS DILEMMA COCKBURN IM, 2000, STRATEGIC MANAGE J, V21, P1123 COOPER RG, 1986, J PROD INNOVAT MANAG, V3, P71 COOPER RG, 1989, IEEE ENG MANAGEM JUN, P19 COOPER RG, 1990, BUSINESS HORIZON MAY, P44 CRAWFORD CM, 2000, NEW PRODUCTS MANAGEM DAFT RL, 1986, MANAGE SCI, V32, P554 DAMANPOUR F, 1988, COMMUN RES, V15, P545 DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 DOUGHERTY D, 1994, ORGAN SCI, V5, P200 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 EISENHARDT KM, 2000, STRATEGIC MANAGE J, V21, P1105 ETTLIE JE, 1984, MANAGE SCI, V30, P682 GARCIA R, 2002, J PROD INNOVAT MANAG, V19, P110 GERSICK CJG, 1989, ACAD MANAGE J, V32, P274 GERSICK CJG, 1990, GROUPS THAT WORK THO GUILFORD JP, 1959, AM PSYCHOL, V14, P469 HACKMAN JR, 1986, PSYCHOL WORK PRODUCT HACKMAN JR, 1987, HDB ORG BEHAV HACKMAN JR, 1990, GROUPS THAT WORK THO HOLLAHAN P, 1996, PDMA HDB NEW PRODUCT, P119 KANTER RM, 1991, J BUS VENTURING, V6, P145 KATZ R, 1997, HUMAN SIDE MANAGING, P177 KOTLER P, 1994, MARKETING MANAGEMENT LEIFER R, 2000, RADICAL INNOVATION M LEIFER R, 2001, CREATING GAMECHANGER, P102 LYNN GS, 1996, CALIF MANAGE REV, V38, P8 MARCH JG, 1991, ORGAN SCI, V2, P71 MARKHAM SK, 2001, RES TECHNOL MANAGE, V44, P44 MCDERMOTT CM, 1999, J OPER MANAG, V17, P631 MCDERMOTT CM, 2002, J PROD INNOVAT MANAG, V19, P424 MCGRATH RG, 1995, DISCOVERY DRIVEN PLA, P4 MILES MB, 1994, QUALITATIVE DATA ANA MORONE JG, 1993, WINNING HIGH TECH MA NORD WR, 1987, IMPLEMENTING ROUTINE OCONNOR GC, 2001, CALIF MANAGE REV, V43, P95 POWELL WW, 1996, ADMIN SCI QUART, V41, P116 RICE MP, 2001, R&D MANAGE, V31, P409 ROBERTS EB, 1982, CAREER ISSUES HUMAN, P182 SYKES HB, 1995, J BUS VENTURING, V10, P413 TUSHMAN ML, 1997, WINNING INNOVATION P VANDEVEN AH, 1989, RES MANAGEMENT INNOV, P135 VANDEVEN AH, 1992, ORGAN SCI, V3, P92 VONHIPPEL E, 1986, MANAGE SCI, V32, P791 YIN RK, 1994, CASE STUDY RES NR 49 TC 1 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR-JUN PY 2004 VL 21 IS 1-2 BP 11 EP 30 PG 20 SC Engineering, Industrial GA 811IH UT ISI:000220765100002 ER PT J AU Holahan, PJ Aronson, ZH Jurkat, MP Schoorman, FD TI Implementing computer technology: a multiorganizational test of Klein and Sorra's model SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE technological innovation; implementing new technology; implementation effectiveness ID ORGANIZATIONAL INNOVATION; ADOPTION; ASSIMILATION; DIFFUSION; WORK; DETERMINANTS; ENVIRONMENT; BEHAVIOR; IMPACT AB In an empirical test and extension of Klein and Sorra's [Acad. Manag. Rev. 21 (1996) 1055] model, the organization's receptivity toward change, climate for implementation, and innovation-values fit are tested as determinants of implementation effectiveness. The model suggests that collective human perceptions have an impact on successful implementation of technology. The research examines the implementation of computer technology in science education in a sample of 69 schools. The results provide strong support for the hypothesized relationships between receptivity toward change, climate for implementation, and implementation effectiveness. (C) 2004 Elsevier B.V. All rights reserved. C1 Stevens Inst Technol, Wesley J Howe Sch Technol Management, Hoboken, NJ 07030 USA. Purdue Univ, Krannert Grad Sch Management, W Lafayette, IN 47907 USA. RP Holahan, PJ, Stevens Inst Technol, Wesley J Howe Sch Technol Management, Hoboken, NJ 07030 USA. EM pholahan@stevens.edu CR BARLEY SR, 1986, ADMIN SCI QUART, V31, P78 BARON RM, 1986, J PERS SOC PSYCHOL, V51, P1173 CASSON L, 1997, MAKING TECHNOLOGY HA COOPER RB, 1990, MANAGE SCI, V36, P123 DAMANPOUR F, 1988, COMMUN RES, V15, P5 DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 EDWARDS JR, 1990, J ORGAN BEHAV, V11, P293 ETTLIE JE, 1979, MANAGE SCI, V25, P429 ETTLIE JE, 1988, TAKING CHARGE MANUFA FICHMAN RG, 1992, P 13 INT C INF SYST FICHMAN RG, 1997, MANAGE SCI, V43, P1345 FICHMAN RG, 1999, INFORM SYST RES, V10, P255 GALLIVAN MJ, 2001, DATABASE ADV INFORMA, V32, P51 GEORGE JM, 1990, J APPL PSYCHOL, V75, P107 GRIFFITH TL, 1996, MIS QUART, V20, P99 HALL GE, 1975, J TEACHER ED, V26 HATTRUP K, 1993, J HIGH TECHNOLOGY MA, V4, P175 HOLAHAN PJ, 1999, REC9603458 JAMES LR, 1984, J APPL PSYCHOL, V69, P85 JAMES LR, 1993, J APPL PSYCHOL, V78, P306 KABANOFF B, 1995, ACAD MANAGE J, V38, P1075 KIMBERLY JR, 1981, ACAD MANAGE J, V24, P689 KLEIN KJ, 1996, ACAD MANAGE REV, V21, P1055 KLEIN KJ, 2001, J APPL PSYCHOL, V86, P811 KOZLOWSKI SWJ, 1987, PERS PSYCHOL, V40, P539 LAI VS, 1997, INFORM MANAGE, V32, P187 LEONARDBARTON D, 1988, COMMUN RES, V15, P603 LEONARDBARTON D, 1988, MANAGE SCI, V34, P1252 LEONARDBARTON D, 1988, RES POLICY, V17, P251 LOUCKS SF, 1975, MEASURING LEVELS USE MANSFIELD E, 1963, REV ECON STAT, V45, P348 MEYER AD, 1988, ACAD MANAGE J, V31, P897 MIRVIS PH, 1991, HUM RESOURCE MANAGE, V30, P113 NORD WR, 1987, IMPLEMENTING ROUTINE ORLIKOWSKI WJ, 1993, MIS QUART, V17, P309 PELZ DC, 1982, HUMAN SYSTEMS MANAGE, V3, P173 PRESCOTT MB, 1995, DATA BASE ADV INF SY, V26, P20 ROGERS EM, 1971, COMMUNICATION INNOVA ROUILLER JZ, 1993, HUMAN RESOURCE DEV Q, V4, P377 SCHNEIDER B, 1985, J APPL PSYCHOL, V70, P423 SCHNEIDER B, 1990, ORG CLIMATE CULTURE, P383 SCOTT SG, 1994, ACAD MANAGE J, V37, P580 SIEGEL SM, 1978, J APPL PSYCHOL, V63, P553 SMITH JB, 1992, J EDUC RES, V86, P111 TORNATZKY LG, 1982, IEEE T ENG MANAGE, V29, P28 TRACEY JB, 1995, J APPL PSYCHOL, V80, P239 ZALTMAN G, 1973, INNOVATIONS ORG ZMUD RW, 1984, MANAGE SCI, V30, P727 ZOHAR D, 1980, J APPL PSYCHOL, V65, P96 NR 49 TC 2 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR-JUN PY 2004 VL 21 IS 1-2 BP 31 EP 50 PG 20 SC Engineering, Industrial GA 811IH UT ISI:000220765100003 ER PT J AU Smith-Doerr, L Manev, IM Rizova, P TI The meaning of success: network position and the social construction of project outcomes in an R&D lab SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE R&D projects; network analysis; innovation ID PRODUCT DEVELOPMENT; INNOVATION; SENSEMAKING; CENTRALITY; MANAGEMENT; FAILURE; POWER; PERFORMANCE; TECHNOLOGY; IMPLEMENTATION AB We analyze the social networks of project managers in an R&D lab of a Fortune 500 company to investigate how the extent and type of centrality shapes managers' perceptions of the success or failure of six technologically innovative projects. Managers asymmetrically discuss success more than failure, and the type of centrality they have influences how they talk about success. Interpretive flexibility in the meaning of success occurs among more central managers who have access to more information through their network ties. Not only do social ties affect information access, but also shape managers' perspectives on the outcomes of innovative projects. (C) 2004 Elsevier B.V. All rights reserved. C1 Boston Univ, Dept Sociol, Boston, MA 02215 USA. Univ Maine, Maine Business Sch, Orono, ME 04469 USA. RP Smith-Doerr, L, Boston Univ, Dept Sociol, 96 Cummington St, Boston, MA 02215 USA. EM ldoerr@bu.edu CR ANCONA DG, 1992, ORGAN SCI, V3, P321 BAKER N, 1986, RES MANAGEMENT NOV, V24 BALACHANDRA R, 1997, IEEE T ENG MANAGE, V44, P276 BARLEY SR, 1998, J ENG TECHNOL MANAGE, V15, P237 BERGER PL, 1967, SOCIAL CONSTRUCTION BIEMANS W, 1992, MANAGING INNOVATION BIJKER W, 1994, SOCIAL CONSTRUCTION BIJKER WE, 1992, SHAPING TECHNOLOGY B BIJKER WE, 1995, BICYCLES BAKELITES B BLOOR D, 1991, KNOWLEDGE SOCIAL IMA BONACICH P, 1987, AM J SOCIOL, V92, P1170 BORGATTI SP, 1999, UCINET 5 1 WINDOWS BOURDIEU P, 2001, SOCIOLOGY EC LIFE, P96 BRASS DJ, 1993, ACAD MANAGE J, V36, P441 BROWN SL, 1995, ACAD MANAGE REV, V20, P343 BURNS T, 1961, MANAGEMENT INNOVATIO BURT RS, 1983, APPL NETWORK ANAL BURT RS, 1992, STRUCTURAL HOLES BURT RS, 2000, RES ORG BEHAV, V22 CALLON M, 1980, RES POLICY, V9, P358 COOPER RG, 1987, J PROD INNOVAT MANAG, V4, P169 DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 DAVIS J, 2001, RES TECHNOL MANAGE, V44, P51 DOUGHERTY D, 2000, J ENG TECHNOL MANAGE, V17, P321 FINE GA, 1979, AM J SOCIOL, V85, P1 FREEMAN C, 1982, EC IND INNOVATION FREEMAN LC, 1979, SOC NETWORKS, V1, P215 FREEMAN M, 1992, PROJECT MANAGEMENT J, V23, P8 GALASKIEWICZ J, 1985, AM SOCIOL REV, V50, P639 GIOIA DA, 1996, ADMIN SCI QUART, V41, P370 GOES JB, 1997, ACAD MANAGE J, V40, P673 GRANOVETTER M, 1985, AM J SOCIOL, V91, P481 GREEN SG, 1995, IEEE T ENG MANAGE, V42, P203 GRIFFIN A, 1996, J PROD INNOVAT MANAG, V13, P478 GRIFFITH TL, 1999, ACAD MANAGE REV, V24, P472 HANSEN MT, 2002, ORGAN SCI, V13, P232 HARRIS SG, 1994, ORGAN SCI, V5, P294 HAUNSCHILD PR, 1998, ADMIN SCI QUART, V43, P815 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HILL RC, 1995, J MANAGE, V21, P1057 IBARRA H, 1993, ACAD MANAGE J, V36, P471 IBARRA H, 1993, ACAD MANAGE REV, V18, P56 IBARRA H, 1993, ADMIN SCI QUART, V38, P277 JELINEK M, 1995, ENTREP THEORY PRACT, V19, P137 KIRK J, 1986, RELIABILITY VALIDITY KLEIN HK, 2002, SCI TECHNOL HUM VAL, V27, P28 KRACKHARDT D, 1994, CONNECTIONS, V17, P53 KUMAR V, 1996, IEEE T ENG MANAGE, V43, P273 LAUMANN EO, 1983, APPL NETWORK ANAL LAW J, 1992, SHAPING TECHNOLOGY B, P21 LEWIS MA, 2001, J ENG TECHNOL MANAGE, V18, P185 LINCOLN Y, 1985, NATURALISTIC INQUIRY LIPOVETSKY S, 1997, R&D MANAGE, V27, P97 MARCH JG, 1976, AMBIGUITY CHOICE ORG MARTIN B, 1991, SCI KNOWLEDGE CONTRO MEHRA A, 2001, ADMIN SCI QUART, V46, P121 MORRILL C, 1995, EXECUTIVE WAY CONFLI OLIVER AL, 1998, INT STUDIES MANAGEME, V27, P76 OLSON EM, 1995, J MARKETING, V59, P48 PAOLINI A, 1977, RES MANAGE, V20, P26 PINTO JK, 1987, IEEE T ENG MANAGE, V34, P22 PINTO JK, 1988, PROJECT MANAGEMENT J, V19, P67 PINTO JK, 1989, TECHNOVATION, V9, P49 POWELL WW, 1990, RES ORGAN BEHAV, V12, P295 POWELL WW, 1996, ADMIN SCI QUART, V41, P116 RIESSMAN CK, 1993, NARRATIVE ANAL RIZOVA PS, 2002, THESIS BOSTON U BOST ROTHWELL R, 1974, RES POLICY, V3, P258 ROTHWELL R, 1985, INFORMATION AGE, V7, P215 SALK JE, 2000, ACAD MANAGE J, V43, P191 SHENHAR AJ, 1996, RES POLICY, V25, P607 SHENHAR AJ, 2001, MANAGE SCI, V47, P394 SMITHDOERR L, 2004, HDB EC SOCIOLOGY SPARROWE RT, 2001, ACAD MANAGE J, V44, P316 STODDART K, 1986, URBAN LIFE, V15, P103 STRAUSS A, 1990, BASICS QUALITATIVE R THOMPSON J, 1967, ORG ACTION TICHY NM, 1979, ACAD MANAGE REV, V4, P507 TSAI WP, 2001, ACAD MANAGE J, V44, P996 ULRICH KT, 1995, PRODUCT DESIGN DEV URBAN GL, 1986, MANAGE SCI, V32, P645 USEEM M, 1984, INNER CIRCLE LARGE C UTTERBACK JM, 1974, SCIENCE, V183, P658 VANDEVEN AH, 1986, MANAGE SCI, V32, P590 VAUGHN D, 1996, CHALLENGER LAUNCH DE VERGRAGT PJ, 1988, SOC STUD SCI, V18, P483 VONHIPPEL E, 1989, RES TECHNOL MANAGE, V32, P24 WAGNER JA, 1997, STRATEGIC MANAGE J, V18, P275 WASSERMAN S, 1994, SOCIAL NETWORK ANAL WEICK KE, 1995, SENSEMAKING ORG WRIGHT CR, 2000, ORGAN STUD, V21, P807 NR 91 TC 2 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR-JUN PY 2004 VL 21 IS 1-2 BP 51 EP 81 PG 31 SC Engineering, Industrial GA 811IH UT ISI:000220765100004 ER PT J AU Patrashkova, RR McComb, SA TI Exploring why more communication is not better: insights from a computational model of cross-functional teams SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE communication; performance; new product development; cross-functional teams; simulation ID PRODUCT DEVELOPMENT; MEDIA RICHNESS; PERFORMANCE; DESIGN; ORGANIZATIONS; MANAGEMENT AB Recent evidence suggests that communication and performance in cross-functional new product development (NPD) teams are curvilinearly related, but fails to pinpoint the reasons for this relationship. We developed a computational model to study the communication activities of cross-functional new product development teams. Our simulation confirms the recent evidence and offers insights into the underlying reasons for the curvilinearity. We provide guidelines regarding when the top performance occurs, for both frequency and duration of synchronous and asynchronous communication. Further, we perform a series of post-hoc analyses to examine the reasons for the curvilinearity of the communication-performance relationship. The work concludes with a discussion of the theoretical and practical applications of the results. (C) 2004 Elsevier B.V. All rights reserved. C1 Univ Massachusetts, Isenberg Sch Management, Amherst, MA 01003 USA. RP McComb, SA, Univ Massachusetts, Isenberg Sch Management, Amherst, MA 01003 USA. EM mccomb@som.umass.edu CR ALLEN TJ, 1977, MANAGING FLOW TECHNO ANCONA DG, 1992, ADMIN SCI QUART, V37, P634 BENDOR J, 1992, ARTIF INTELL, P119 BOISOT M, 1995, INFORMATION SPACE FR BOWEN HK, 1994, PERPETUAL ENTERPRISE BROWN SL, 1995, ACAD MANAGE REV, V20, P343 CARDINAL LB, 2000, PRODUCT DEV TEAMS CARLSON JR, 1999, ACAD MANAGE J, V42, P153 DAFT RL, 1986, MANAGE SCI, V32, P554 DENISON DR, 1996, ACAD MANAGE J, V39, P1005 DOOLEY K, 2000, PRODUCT DEV TEAMS, P283 DOUGHERTY D, 1992, ORGAN SCI, V3, P179 DUBINSKY AJ, 1986, J MARKETING, V50, P192 DUTTA A, 2001, INFORM SYST RES, V12, P260 GLADSTEIN DL, 1984, ADMIN SCI QUART, V29, P499 GLANCE NS, 1997, ORGAN SCI, V8, P84 GOODMAN PS, 1986, DESIGNING EFFECTIVE HANISH KA, 2000, COMPUTATIONAL MODELI, P33 HARRISON JR, 1991, ADMIN SCI QUART, V36, P552 HICK WE, 1952, QUARTERLY J EXPERIME, V4, P11 HINSZ VB, 1997, PSYCHOL BULL, V121, P43 HOLLINGSHEAD AB, 1993, SMALL GR RES, V24, P307 HULIN CL, 2000, COMPUTATIONAL MODELI, P3 HUTCHINS E, 1995, COGNITION WILD JASSAWALLA AR, 2000, CALIF MANAGE REV, V42, P34 JONES T, 1997, NEW PRODUCT DEV INTR KANG M, 1998, SIMULATING ORG COMPU, P23 KATZ R, 1981, R&D MANAGE, V11, P103 KERZNER H, 2001, PROJECT MANAGEMENT S KOPUT KW, 1997, ORGAN SCI, V8, P528 KRAUT RE, 1990, PEOPLES REACTIONS TE, P145 LANT TK, 1992, ORGAN SCI, V3, P47 LANT TL, 1994, COMPUTATIONAL ORG TH, P195 LAW AM, 2000, SIMULATION MODELING LEVITT RE, 1994, COMPUTATIONAL ORG TH, P1 PATRASHKOVAVOLZDOSKA RR, 2003, IEEE T ENG MANAGE, V50, P262 PINTO JK, 1995, SUCCESSFUL PROJECT M RULKE DL, 2000, MANAGE SCI, V46, P612 SAFOUTIN MJ, 1993, IEEE T ENG MANAGE, V40, P360 SCHRODER HM, 1967, HUMAN INFORMATION PR SETHI R, 2001, J MARKETING RES, V38, P73 SMITH KG, 1994, ADMIN SCI QUART, V39, P412 SRINIVASAN V, 1997, J MARKETING RES, V34, P154 STEWART GL, 2000, ACAD MANAGE J, V43, P135 STREUFERT S, 1978, BEHAV COMPLEX ENV STREUFERT S, 1986, COMPLEXITY MANAGERS TABER CS, 1996, COMPUTATIONAL MODELI WHICKER ML, 1991, COMPUTER SIMULATION ZEIGLER BP, 1976, THEORY MODELLING SIM NR 49 TC 2 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR-JUN PY 2004 VL 21 IS 1-2 BP 83 EP 114 PG 32 SC Engineering, Industrial GA 811IH UT ISI:000220765100005 ER PT J AU Siegel, DS Waldman, DA Atwater, LE Link, AN TI Toward a model of the effective transfer of scientific knowledge from academicians to practitioners: qualitative evidence from the commercialization of university technologies SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE university/industry technology transfer (UITT); technology transfer offices (TTOs); boundary spanning ID INNOVATION; BIOTECHNOLOGY; PERSPECTIVE; SCIENCE; GROWTH; FIRMS AB A new organizational entity has emerged at research universities: the technology transfer office (TTO). TTOs were established to facilitate commercial knowledge transfers from universities to practitioners or university/industry technology transfer (UITT). Despite the potential importance of UITT in fostering technological diffusion and as a source of revenue to the university, there has been little systematic analysis of the role of organizational practices in this process. Thus, we rely on an inductive, qualitative approach to identify the key organizational issues in promoting successful knowledge transfers. Based on 55 structured interviews of 98 UITT stakeholders associated with five US research universities, we conclude that there are numerous impediments to effectiveness in UITT: cultural and informational barriers among the three key stakeholder types (university administrators, academics, and firms/entrepreneurs), TTO staffing and compensation practices, and inadequate rewards for faculty involvement in UITT. Two somewhat surprising results are that many faculty members have decided to circumvent the formal UITT process and that involvement in UITT may actually increase the quantity and quality of basic research. (C) 2004 Elsevier B.V. All rights reserved. C1 Rensselaer Polytech Inst, Russell Sage Lab, Dept Econ, Troy, NY 12180 USA. Arizona State Univ W, Sch Management, Phoenix, AZ 85069 USA. Univ N Carolina, Byran Sch Business & Econ, Greensboro, NC 27412 USA. RP Siegel, DS, Rensselaer Polytech Inst, Russell Sage Lab, Dept Econ, 110 8th St, Troy, NY 12180 USA. EM sieged@rpi.edu waldman@asu.edu leanne.atwater@asu.edu al_link@uncg.edu CR *AUTM, 1999, AUTM LIC SURV FISC Y *GEN ACC OFF, 1998, TECHN TRANSF ADM BAY ADLER NJ, 2002, INT DIMENSIONS ORG B AGMON T, 1991, TECHNOLOGY TRANSFER ALLEN TJ, 1984, MANAGING FLOW TECHNO ARGYRES NS, 1998, J ECON BEHAV ORGAN, V35, P427 BLUMENTHAL D, 1997, JAMA-J AM MED ASSOC, V277, P1224 BRYMAN A, 1989, QUALITATIVE RES METH BUTTERFIELD KD, 1996, ACAD MANAGE J, V39, P1479 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COLEMAN JS, 1988, AM J SOCIOL, V94, P95 DOUGHERTY D, 1992, ORGAN SCI, V3, P179 EISENHARDT KM, 1989, ACAD MANAGE J, V32, P543 FELDMAN M, 2001, MANAGE SCI, V48, P105 FLEISHER CS, 1995, REV CAN SCI ADMIN, V12, P116 FRIEDMAN J, 2003, J TECHNOLOGY TRANSFE, V28, P17 FUSFELD HI, 1995, TECHNOL SOC, V17, P263 KATZ R, 1983, ACAD MANAGE J, V26, P437 LEE YS, 2000, J TECHNOLOGY TRANSFE, V25, P11 LIEBESKIND JP, 1996, ORGAN SCI, V7, P428 LINK AN, 2003, SMALL BUS ECON, V20, P167 LOUIS KS, 2001, J TECHNOLOGY TRANSFE, V26, P33 MARSHALL E, 1985, SCIENCE, V12, P157 MERTON RK, 1957, AM SOCIOL REV, V22, P635 MILES MB, 1994, QUALITATIVE DATA ANA MOWERY DC, 2001, RES POLICY, V30, P99 NELSON RR, 2001, J TECHNOLOGY TRANSFE, V26, P13 POWELL WW, 1990, RES ORGAN BEHAV, V12, P295 PRESS E, 2000, ATLANTIC MONTHLY, V285, P39 ROBERTS EB, 1988, RES TECHNOL MANAGE, V31, P11 SIEGEL D, 2003, 7256 NAT BUR EC RES, V32, P27 THURSBY JG, 2001, J TECHNOLOGY TRANSFE, V26, P59 TUSHMAN ML, 1977, ADM SCI Q, V22, P587 WALDMAN DA, 1998, LEADERSHIP QUART, V9, P177 ZUCKER LG, 1996, P NATL ACAD SCI USA, V93, P709 NR 35 TC 4 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR-JUN PY 2004 VL 21 IS 1-2 BP 115 EP 142 PG 28 SC Engineering, Industrial GA 811IH UT ISI:000220765100006 ER PT J AU Hoegl, M Parboteeah, KP Gemuenden, HG TI When teamwork really matters: task innovativeness as a moderator of the teamwork-performance relationship in software development projects SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE teamwork; innovativeness; software development ID RESEARCH-AND-DEVELOPMENT; PRODUCT DEVELOPMENT; MEMBER EXCHANGE; COOPERATION; INTEGRATION; MANAGEMENT; TEAMS; INTERDEPENDENCE; ORGANIZATIONS; PATTERNS AB The study of cross-functional teams remains popular given the use of teams to integrate cross-functional expertise to achieve higher performance in innovative projects. A related stream of research shows that teams are associated with higher performance only in cases of highly innovative projects. Such research is based on the assumption that organizations can freely choose integration mechanisms on a project-by-project basis. However, this assumption is flawed in cases where organizations, such as software development laboratories, commit to a team-based organizational design on a more permanent basis. With software development teams working on projects with varying degrees of innovativeness, we investigate the effects of Hoegl and Gemuenden's (2001) measure of teamwork quality on the performance of teams with moderately and highly innovative projects. Using data from 575 members, leaders, and managers of 145 software development projects, results show that teamwork quality is associated with team efficiency (i.e., adherence to schedule and budget) only in projects posing high task innovativeness. The relationship between teamwork quality and team effectiveness (i.e., quality of outcome), however, is not moderated by task innovativeness. Implications for research and practice are discussed. (C) 2003 Elsevier B.V. All rights reserved. C1 Bocconi Univ, Inst Org & Informat Syst, I-20135 Milan, Italy. Univ Wisconsin, Dept Management, Whitewater, WI 53190 USA. Tech Univ Berlin, Chair Technol & Innovat Management, D-10623 Berlin, Germany. RP Hoegl, M, Bocconi Univ, Inst Org & Informat Syst, Viale Isonzo 23, I-20135 Milan, Italy. CR ADLER PS, 1995, ORGAN SCI, V6, P147 BRANNICK MT, 1995, HUM FACTORS, V37, P641 CAMPION MA, 1993, PERS PSYCHOL, V46, P823 CAMPION MA, 1996, PERS PSYCHOL, V49, P429 CARTWRIGHT D, 1968, GROUP DYNAMICS RES T, P91 CLARK KB, 1991, PRODUCT DEV PERFORMA COOKE RA, 1994, J APPL BEHAV SCI, V30, P415 COOPER RG, 1993, WINNING NEW PRODUCTS DAFT RL, 1986, MANAGE SCI, V32, P554 EISENHARDT KM, 1995, ADMIN SCI QUART, V40, P84 GALE RP, 1992, BONE MARROW TRANSPL, V9, P303 GEMUENDEN HG, 1998, Z PERSONALFORSCHUNG, V12, P277 GLADSTEIN DL, 1984, ADMIN SCI QUART, V29, P499 GULLY SM, 1995, SMALL GR RES, V26, P497 GUPTA AK, 1987, RES MANAGEMENT MAR, P38 GUPTA AK, 1996, J PROD INNOVAT MANAG, V13, P497 HACKMAN JR, 1987, HDB ORG BEHAV, P315 HAUPTMAN O, 1996, IEEE T ENG MANAGE, V43, P153 HENIK A, 1985, J APPL PSYCHOL, V70, P577 HISE RT, 1990, J PROD INNOVAT MANAG, V7, P142 HITT MA, 1993, J ENG TECHNOL MANAGE, V10, P161 HOEGL M, 2001, ORGAN SCI, V12, P435 HOMANS GC, 1974, SOCIAL BEHAV ITS ELE JAMES LR, 1982, J APPL PSYCHOL, V67, P219 JAMES LR, 1984, J APPL PSYCHOL, V69, P85 JOHNE A, 1990, SUCCESSFUL PRODUCT D KATZ R, 1988, READINGS MANAGEMENT, P293 KELLER RT, 1994, ACAD MANAGE J, V37, P167 KHURANA A, 1997, SLOAN MANAGE REV, V38, P103 LARSON JR, 1993, HUM PERFORM, V6, P49 LAWRENCE PR, 1967, ADM SCI Q, V12, P1 LECHLER T, 1997, THESIS KARLSRUHE U LOCH C, 1996, J PROD INNOVAT MANAG, V13, P3 MADHAVAN R, 1998, J MARKETING, V62, P1 MULLEN B, 1994, PSYCHOL BULL, V115, P210 NADLER DA, 1988, READINGS MANAGEMENT, P469 OLSON EM, 1995, J MARKETING, V59, P48 OLSON EM, 2001, J PROD INNOVAT MANAG, V18, P258 PINTO MB, 1993, MANAGE SCI, V39, P1281 SCHRADER S, 1996, P 12 INT C IND MARK, V1, P557 SCOTT SG, 1997, J ENG TECHNOL MANAGE, V14, P97 SEASHORE SE, 1954, GROUP COHESIVENESS I SEERS A, 1989, ORGAN BEHAV HUM, V43, P118 SEERS A, 1995, GROUP ORGAN MANAGE, V20, P18 SHEA GP, 1987, RES PERSONNEL HUMAN, V5, P323 SICOTTE H, 2000, J ENG TECHNOL MANAGE, V17, P1 STEINER ID, 1966, BEHAV SCI, V11, P273 STEWART GL, 2000, ACAD MANAGE J, V43, P135 SUNDSTROM E, 1990, AM PSYCHOL, V45, P120 TANNENBAUM SI, 1992, ISSUES THEORY RES IN, P117 TJOSVOLD D, 1984, HUM RELAT, V37, P743 WEINGART LR, 1992, J APPL PSYCHOL, V77, P682 NR 52 TC 3 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD DEC PY 2003 VL 20 IS 4 BP 281 EP 302 PG 22 SC Engineering, Industrial GA 744NF UT ISI:000186638000001 ER PT J AU King, DR Nowack, ML TI The impact of government policy on technology transfer: an aircraft industry case study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE aircraft industry; government policy; technology transfer ID INNOVATION AB This case study explores the interaction between domestic and foreign governmental policy on technology transfer with the goal of exploring the long-term impacts of technology transfer. Specifically, the impact of successive licensing of fighter aircraft manufacturing and design to Japan in the development of Japan's aircraft industry is reviewed. Results indicate Japan has built a domestic aircraft industry through sequential learning with foreign technology transfers from the United States, and design and production on domestic fighter aircraft. This process was facilitated by governmental policies in both Japan and the United States. Published by Elsevier B.V. C1 USAF, SAF, AQP, Washington, DC 20330 USA. USAF, SB, Washington, DC 20330 USA. RP King, DR, USAF, SAF, AQP, 1060 AF Pentagon, Washington, DC 20330 USA. CR 1957, JANES ALL WORLDS AIR 1968, JANES ALL WORLDS AIR 1971, JANES ALL WORLDS AIR 1976, JANES ALL WORLDS AIR 1980, JANES ALL WORLDS AIR 1985, JANES ALL WORLDS AIR 1991, JANES ALL WORLDS AIR 1992, US MILITARY CO PRODU 1998, ECONOMIST 1212, P23 1998, JANES ALL WORLDS AIR *JAP DEF AG, 1994, DEF JAP, P245 *NAT SCI FDN, 1996, SCI ENG IND 1996 ALEXANDER AJ, 1993, N3542AF RAND CHANG SJ, 1995, ACAD MANAGE J, V38, P383 CHINWORTH M, 1992, INSIDE JAPANS DEFENS COLE J, 1994, WALL ST J 0128, A1 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 FREEMAN C, 1997, EC IND INNOVATION HALL GR, 1967, R450PR RAND HALL GR, 1968, P3875 RAND HAM RM, 1995, CALIF MANAGE REV, V37, P89 HAMEL G, 1998, HARVARD BUS REV, V61, P133 HITT MA, 1998, ACAD MANAGEMENT EXEC, V12, P22 KATZ R, 1998, JAPAN SYSTEM SOURED KIM L, 1997, IMITATION INNOVATION LAMBETH BS, 1996, TECHNOLOGY TRENDS AI LEVITT B, 1988, ANNU REV SOCIOL, V14, P319 LORELL M, 1995, MR6121AF RAND MCLARREN R, 1949, AVIATION WEEK 0228, P39 MECHAM M, 1998, AVIATION WEEK S 0105, P60 MOWERY DC, 1995, CAMBRIDGE J ECON, V19, P67 NELSON RR, 1995, STRATEGIC MANAGE J, V16, P581 NONAKA I, 1994, ORGAN SCI, V5, P1 OLK P, 1997, INT J TECHNOL MANAGE, V13, P711 PACK H, 2000, TECHNOLOGY LEARNING PELVIN R, 2000, JAPANESE AIRPOWER 19 POLANYI M, 1958, PERSONAL KNOWLEDGE PORTER ME, 2000, CAN JAPAN COMPETE PROCTOR P, 2000, AVIATION WEEK S 0117, P399 RADNOR M, 1991, INT J TECHNOL MANAGE, P113 SEKIGAWA E, 1998, AVIATION SPACE 1012, P31 SEKIGAWA E, 1999, AVIATION WEEK S 0816, P32 SEKIGAWA E, 2000, AVIATION WEEK S 0425, P81 SHEAR J, 1994, KEYS KINGDOM FS X DE SONG XM, 1999, STRATEGIC MANAGE J, V20, P811 SULLIVAN G, 1991, MODERN FIGHTER PLANE TEECE DJ, 1986, RES POLICY, V15, P285 TODD D, 1986, WORLD AIRCRAFT IND TURNER L, 1987, IND COLLABORATION JA TURNIPSEED D, 1999, INT J COMMERCE MANAG, V9, P59 VOGEL DJ, 1996, CALIF MANAGE REV, V38, P146 WEGG J, 1990, GEN DYNAMICS AIRCRAF NR 52 TC 2 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD DEC PY 2003 VL 20 IS 4 BP 303 EP 318 PG 16 SC Engineering, Industrial GA 744NF UT ISI:000186638000002 ER PT J AU Swink, M TI Completing projects on-time: how project acceleration affects new product development SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE product development; empirical research; time-based competition ID DEVELOPMENT CYCLE TIME; TO-MARKET; MODERATOR VARIABLES; EMPIRICAL-TEST; TECHNOLOGY; DESIGN; INNOVATION; SUCCESS; INTEGRATION; PERFORMANCE AB How do accelerated time goals affect the execution and completion of new product development (NPD) projects? This research addresses this question as it relates to project content, project leadership, and aspects of design integration. Research data were drawn from a survey of 131 completed NPD projects from firms representing a wide variety of manufacturing industries. The results of an analysis of both intentionally accelerated and normally-paced projects suggest that project acceleration interacts with project content, leadership, and integration variables to affect on-time performance differently across NPD project types, sometimes in surprising ways. Two primary effects are posited to explain these inconsistent effects. First, NPD acceleration tends to increase the difficulty of the project by introducing new procedures and by reducing schedule slack. These changes are thought to exacerbate project content factors and to raise the value of NPD leadership and integration techniques. At the same time, an intentional acceleration strategy is thought to signal increased priority for the project, causing development personnel to make more careful decisions, and to more effectively implement new technologies and techniques. The article discusses the implications of the findings for future research and practice. (C) 2003 Elsevier B.V. All rights reserved. C1 Michigan State Univ, Eli Broad Coll Business, Dept Mkt & Supply Chain Management, E Lansing, MI 48824 USA. RP Swink, M, Michigan State Univ, Eli Broad Coll Business, Dept Mkt & Supply Chain Management, E Lansing, MI 48824 USA. CR ALI A, 1995, J PROD INNOVAT MANAG, V12, P54 ARMSTRONG JS, 1977, J MARKETING RES, V14, P396 BAKER NR, 1986, RES MANAGE, V29, P29 CALANTONE RJ, 2000, IEEE T ENG MANAGE, V47, P232 CLARK KB, 1989, MANAGE SCI, V35, P1247 CLARK KB, 1991, PRODUCT DEV PERFORMA COOPER RG, 1987, J PROD INNOVAT MANAG, V4, P169 COOPER RG, 1988, IND MARKET MANAG, V17, P237 COOPER RG, 1994, J PROD INNOVAT MANAG, V11, P381 CORDERO R, 1991, J PROD INNOVAT MANAG, V8, P283 CRAWFORD CM, 1992, J PROD INNOVAT MANAG, V9, P188 CRONBACH LJ, 1987, PSYCHOL BULL, V102, P414 DATAR S, 1997, MANAGE SCI, V43, P452 DEWAR RD, 1986, MANAGE SCI, V32, P1422 DILLMAN DA, 1978, MAIL TELEPHONE SURVE DUMAINE B, 1991, FORTUNE, V10, P89 EISENHARDT KM, 1995, ADMIN SCI QUART, V40, P84 EPPINGER SD, 1990, P ASME 2 INT C DES T, P39 ETTLIE JE, 1987, INTERFACES, V17, P63 ETTLIE JE, 1995, MANAGE SCI, V41, P1224 ETTLIE JE, 1997, J OPERATIONS MANAGEM, V15, P33 GINN ME, 1986, J PROD INNOVAT MANAG, V3, P158 GOLD B, 1987, J PROD INNOVAT MANAG, V4, P81 GRIFFIN A, 1992, MANAGE SCI, V38, P360 GRIFFIN A, 1993, J PROD INNOVAT MANAG, V10, P112 GRIFFIN A, 1997, J MARKETING RES, V34, P24 GUPTA AK, 1990, CALIF MANAGE REV, V32, P24 HAGE J, 1973, ADM SCI Q, V18, P279 HAUPTMAN O, 1999, R&D MANAGE, V29, P179 HAUSER JR, 1988, HARVARD BUSINESS MAY, P63 HENDRICKS KB, 1997, MANAGE SCI, V43, P422 IANSITI M, 1995, PRODUCTION OPERATION, V4, P335 IMAI K, 1985, UNEASY ALLIANCE MANA JACCARD J, 1990, INTERACTION EFFECTS KARAGOZOGLU N, 1993, J PROD INNOVAT MANAG, V10, P204 KESSLER EH, 1999, J PROD INNOVAT MANAG, V16, P231 KLEINSCHMIDT EJ, 1991, J PROD INNOVAT MANAG, V8, P240 KRUBASIK EG, 1988, HARVARD BUS REV, V11, P46 KUSIAK A, 1993, INT J PROD RES, V31, P753 LABAHN DW, 1996, J BUS RES, V36, P179 LAMBERT DM, 1990, J BUSINESS LOGISTICS, V11, P5 LANGOWITZ NS, 1988, RES POLICY, V17, P43 LATHAM GP, 1991, ORGAN BEHAV HUM, V50, P212 LEE M, 1994, J PROD INNOVAT MANAG, V11, P62 LOCH CH, 1998, MANAGE SCI, V44, P1032 LOCKE EA, 1990, THEORY GOAL SETTING MABERT VA, 1992, J PROD INNOVAT MANAG, V9, P200 MCDONOUGH EF, 1991, J PROD INNOVAT MANAG, V8, P203 MCDONOUGH EF, 1992, J PROD INNOVAT MANAG, V9, P44 MCDONOUGH EF, 1993, J PROD INNOVAT MANAG, V10, P241 MEYER MH, 1995, IEEE T ENG MANAGE, V42, P297 MILLSON MR, 1992, J PROD INNOVAT MANAG, V9, P53 MOENAERT RK, 1990, J PROD INNOVAT MANAG, V7, P91 NAYAK RP, 1990, PLANNING REV, V18, P14 NETER J, 1990, APPL LINEAR STAT MOD NIJSSEN EJ, 1995, J PROD INNOVAT MANAG, V12, P99 PERRY TS, 1990, IEEE SPECTRUM, V27, P61 PFEFFER J, 1978, EXTERNAL CONTROL ORG PINTO JK, 1990, IEEE T ENG MANAGE, V37, P269 PINTO MB, 1993, MANAGE SCI, V39, P1281 QUINN JB, 1985, HARVARD BUS REV, V63, P73 RAFII F, 1995, BUSINESS HORIZON JAN, P78 ROSENAU MD, 1988, J CONSUMER MARKETING, V5, P23 ROSENTHAL SR, 1993, ENG MANAGEMENT REV, V21, P13 RUBENSTEIN AH, 1985, PROJECT MANAGEMENT M, CH11 SHARMA S, 1981, J MARKETING RES, V18, P291 SHENHAR AJ, 1998, IEEE T ENG MANAGE, V45, P33 STALK G, 1990, COMPETING TIME TIME SUSMAN GI, 1992, INTEGRATING DESIGN M, CH12 SWINK M, 2000, J PROD INNOVAT MANAG, V17, P208 SWINK ML, 1996, J PROD INNOVAT MANAG, V13, P229 SZAKONYI R, 1985, RES MANAGE, V28, P6 TATIKONDA MV, 2000, IEEE T ENG MANAGE, V47, P74 TUKEL OI, 1998, J OPER MANAG, V16, P43 ULRICH K, 1995, RES POLICY, V24, P419 VESSEY JT, 1991, ACAD MANAGEMENT EXEC, V5, P23 WOMACK JP, 1990, MACHINE CHANGED WORL WOOD RE, 1990, RES ORGAN BEHAV, V12, P73 YOUSSEF MA, 1994, INT J OPER PROD MAN, V14, P6 YOUSSEF MA, 1995, INT J OPER PROD MAN, V15, P6 ZIRGER BJ, 1990, MANAGE SCI, V36, P867 ZIRGER BJ, 1996, IEEE T ENG MANAGE, V43, P143 NR 82 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD DEC PY 2003 VL 20 IS 4 BP 319 EP 344 PG 26 SC Engineering, Industrial GA 744NF UT ISI:000186638000003 ER PT J AU Nair, A Ahlstrom, D TI Delayed creative destruction and the coexistence of technologies SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE technology persistence; technology cycle; disruptive technology ID POPULATION-DYNAMICS; INCREASING RETURNS; DOMINANT DESIGNS; INNOVATION; EVOLUTION; DISCONTINUITIES; ORGANIZATIONS; ENVIRONMENTS; PERSPECTIVE; FAILURE AB Disruptive innovations often engage in a fierce battle with incumbent technologies for hegemony. Past studies on technological innovations are silent about factors that extend the duration of the 'era of ferment'-that is, the period during which competing technologies fight for dominance. We argue that complexity of the underlying technology, ecological and institutional dynamics may permit coexistence of competing technology regimes. The paper illustrates such coexistence by discussing the persistence of disparate technologies in steel making and kidney disease treatment. We conclude that the process of 'creative destruction' can be delayed in certain settings. (C) 2003 Elsevier B.V. All rights reserved. C1 Old Dominion Univ, Coll Business & Publ Adm, Dept Business Adm, Norfolk, VA 23529 USA. Chinese Univ Hong Kong, Dept Management, Shatin, Hong Kong, Peoples R China. RP Nair, A, Old Dominion Univ, Coll Business & Publ Adm, Dept Business Adm, Norfolk, VA 23529 USA. CR *USRDS, 1997, USRDS ANN REP ABERNATHY WJ, 1978, TECHNOL REV, V80, P40 AHLSTROM D, 1996, MANAGING TECHNOLOGY, P155 AHLSTROM D, 1996, THESIS NEW YORK U AHLSTROM T, 1991, KIDNEY PATIENTS BOOK ANDERSON P, 1990, ADMIN SCI QUART, V35, P604 ANGELL M, 1990, NEW ENGL J MED, V322, P1462 ANGELL M, 1996, SCI TRIAL CLASH MED ARTHUR WB, 1989, ECON J, V99, P116 ARTHUR WB, 1996, HARVARD BUS REV, V74, P100 BARNETT DF, 1986, ASHES RISE STEEL MIN BARNETT WP, 1990, ADMIN SCI QUART, V35, P31 BAUM JAC, 1995, SOC SCI RES, V24, P97 BERNSTEIN B, 1990, SOCIOLOGY HLTH ILLNE, P351 BIJKER WE, 1987, SOCIAL CONSTRUCTION BOWER JL, 1995, HARVARD BUS REV, V73, P43 BRENNER B, 2000, BRENNER RECTORS KIDN BRICKER N, 1991, COMMUNICATION NOV CARLTON J, 1997, APPLE INSIDE STORY I CARROLL GR, 1985, AM J SOCIOL, V90, P1262 CHRISTENSEN C, 1992, PRODUCTION OPERATION, V1, P334 CHRISTENSEN CM, 1997, INNOVATORS DILEMMA N CLARK KB, 1985, RES POLICY, V14, P235 COCKERILL A, 1971, STEEL IND INT COMP I COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOPER AC, 1976, BUS HORIZONS, V19, P61 DANOVITCH GM, 2001, HDB KIDNEY TRANSPLAN DAVID P, 1985, EC HIST, V75, P227 DCOSTA AP, 1999, GLOBAL RESTRUCTURING DELACROIX J, 1989, AM SOCIOL REV, V54, P245 DOSI G, 1984, TECHNICAL CHANGE IND DUNBAR RLM, 1995, ACAD MANAGE REV, V20, P171 EVANS P, 2000, BLOWN BITS NEW EC IN FISHER L, 2001, STRATEGY BUSINESS, V25, P117 FOWLER SW, 2000, J ENG TECHNOL MANAGE, V17, P357 FOX RC, 1978, COURAGE FAIL SOCIAL FOX RC, 1992, SPARE PARTS ORGAN RE FUCHS VR, 1990, NEW ENGL J MED, V323, P673 GARUD R, 1994, ORGAN SCI, V5, P344 GARUD R, 1996, ADV STRATEG MANAGE, V13, P389 GARUD R, 1997, AM BEHAV SCI, V40, P523 GARUD R, 1997, J ENG TECHNOL MANAGE, V14, P25 GARUD R, 1997, TECHNOLOGICAL INNOVA GLADWELL M, 2000, TIPPING POINT LITTLE HALL CGL, 1997, STEEL PHOENIX FALL R HAMEL G, 1994, COMPETING FUTURE HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HITT MA, 2000, J ENG TECHNOL MANAGE, V17, P231 HOGAN WT, 1987, MINIMILLS INTEGRATED HOGAN WT, 1991, GLOBAL STEEL 1990S KOLFF WJ, 1965, ANN INTERN MED, V62, P608 KOTHA S, 1997, STEINWAY SONS MULTIM LYNN LH, 1997, J ENG TECHNOL MANAGE, V14, P129 MCBRIDE P, 1979, GENESIS ARTIFICIAL K POWELL WW, 1991, NEW I ORG ANAL, P183 RETTIG R, 1995, COMMUNICATION MAY RETTIG RA, 1976, LAW CONTEMP PROBL, V40, P196 RETTIG RA, 1991, BIOMEDICAL POLITICS, P176 ROSEGGER G, 1980, EC PRODUCTION INNOVA ROSENBERG N, 1983, INSIDE BLACK BOX TEC ROSENKOPF L, 1994, EVOLUTIONARY DYNAMIC SCHREINER G, 1995, COMMUNICATION JUN SCHRIER RW, 2001, DIS KIDNEY URINARY T SCHUMPETER JA, 1934, THEORY EC DEV SCHUMPETER JA, 1950, CAPITALISM SOCIALISM SCOTT WR, 1995, I ORG SCRIBNER BH, 1990, AM J KIDNEY DIS, V16, P511 SHAPIRO C, 1999, INFORMATION RULES ST STARZL TE, 1990, AM J KIDNEY DIS, V16, P548 STARZL TE, 1992, PUZZLE PEOPLE MEMOIR STARZL TE, 1995, LANCET, V346, P1346 THOMAS L, 1974, LIVES CELL THOMPSON JD, 1967, ORG ACTION TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 TUSHMAN ML, 1992, RES ORGAN BEHAV, V14, P311 TUSHMAN ML, 1998, DOMINANT DESIGNS TEC VANDEVEN AH, 1989, RES TECHNOLOGICAL IN, V4, P195 WEISSE AB, 1984, CONVERSATIONS MED WERTH B, 1990, DRUG WORKS PITTSBURG WERTH B, 1994, BILLION DOLLAR MOL O YIN RK, 1994, CASE STUDY RES DESIG NR 81 TC 1 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD DEC PY 2003 VL 20 IS 4 BP 345 EP 365 PG 21 SC Engineering, Industrial GA 744NF UT ISI:000186638000004 ER PT J AU Yeh, CC Chang, PL TI The Taiwan system of innovation in the tool machine industry: a case study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE national systems of innovation; machine tool industry; industry cluster; government policy AB Recent evidence suggests that the Taiwan's machine tool industry as a whole is prominent in the world, ranking sixth in output and fifth in exports. This paper explores the current status and features of Taiwan's national systems of innovation (NSI) for its machine tool industry. It is suggested that five major elements of the NSI explain the extensive diffusion of new technologies in the industry, namely: industry clusters, educational system, bridging institutions, government policy, and global business environment. Further, the structural and institutional problems of the innovation system are identified. Future directions of technology development are also discussed. (C) 2003 Elsevier B.V. All rights reserved. C1 Natl Chiao Tung Univ, Inst Business & Management, Taipei, Taiwan. RP Yeh, CC, Natl Chiao Tung Univ, Inst Business & Management, 4F,114 Sect 1,Chung Hsiao W Rd, Taipei, Taiwan. CR *MIRL, 1993, STUD COMP MACH TOOLS *MIRL, 1997, PRES POS TREND AN ME *MIRL, 1997, TAIW YB MACH TOOLS *PMC MIRL, 1996, STRAT TECHN DEV PREC CHANG PL, 1998, INT J TECHNOL MANAGE, V16, P393 EDQUIST C, 1997, SYSTEMS INNOVATION T FREEMAN C, 1987, TECHNOLOGY EC PERFOR GALLI R, 1997, SYSTEMS INNOVATION T LUNDVALL BA, 1988, TECHNICAL CHANGE EC, P349 LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT NELSON R, 1993, NATL INNOVATION SYST NIOSI J, 1993, TECHNOL SOC, V15, P207 PAVITT K, 1984, RES POLICY, V13, P343 ROY R, 1985, PRODUCT DESIGN TECHN NR 14 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD DEC PY 2003 VL 20 IS 4 BP 367 EP 380 PG 14 SC Engineering, Industrial GA 744NF UT ISI:000186638000005 ER PT J AU Ahmad, S Schroeder, RG Sinha, KK TI The role of infrastructure practices in the effectiveness of JIT practices: implications for plant competitiveness SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE just-in-time; quality management; plant competitiveness; manufacturing strategy; integrated competitive strategy ID JUST-IN-TIME; HUMAN-RESOURCE MANAGEMENT; TOYOTA PRODUCTION SYSTEM; MANUFACTURING PERFORMANCE; STRATEGY; FIT; IMPLEMENTATION; CONTINGENCY; TECHNOLOGY; INNOVATION AB Previous research on JIT provides very little insight as to why the same JIT practices are able to foster competitiveness in one plant but fail to do the same in another plant. The premise of this research is that such failures are due to a lack of managerial concern regarding infrastructure practices needed for JIT. The current JIT literature on infrastructure design is largely prescriptive, but the prescriptions are not founded on systematic empirical investigation. In this paper, we examine the role of infrastructure practices in the effectiveness of JIT practices from three perspectives-universal, contingency, and configurational-with data from a study sample of 110 plants. The plants in the study sample belong to three industries-electronics, machinery, and transportation-and are located in three countries-US, Italy, and Japan. Our results support the contingency and the configurational perspectives. Specifically, the analyses based on the contingency perspective indicate that with the exception of manufacturing strategy, all other infrastructure practices-quality management, product technology, work integration system, and human resource management (HRM) policies-individually moderate the relationship between JIT practices and plant competitiveness. The analyses based on the configurational perspective indicate that synergy between JIT practices and infrastructure practices needs to be exploited to attain superior plant competitiveness. (C) 2003 Elsevier B.V. All rights reserved. C1 St Cloud State Univ, Dept Management, St Cloud, MN 56301 USA. Univ Minnesota, Carlson Sch Management, Dept Operat & Management Sci, Minneapolis, MN 55455 USA. RP Ahmad, S, St Cloud State Univ, Dept Management, 720 4th Ave S, St Cloud, MN 56301 USA. CR AIKEN LS, 1991, MULTIPLE REGRESSION ALDRICH H, 1979, ORG ENV ANSARI A, 1986, J PURCHASING MATERIA, V22, P11 BARNEY J, 1995, ACAD MANAGEMENT EXEC, V9, P49 BATES KA, 1995, THESIS U MINNESOTA BLALOCK HM, 1969, THEORY CONSTRUCTION BROWN KA, 1991, ACAD MANAGE J, V34, P906 CHANDLER AD, 1962, STRATEGY STRUCTURE C CHI T, 1994, STRATEGIC MANAGE J, V15, P271 COHEN S, 1988, SCIENCE, V239, P1110 CRAWFORD K, 1988, INT J PROD RES, V26, P1561 DAVY JA, 1992, ACAD MANAGE J, V35, P653 DELERY JE, 1996, ACAD MANAGE J, V39, P802 DOTY DH, 1993, ACAD MANAGE J, V36, P1196 DOTY DH, 1994, ACAD MANAGE REV, V19, P230 DRAZIN R, 1985, ADM SCI Q, V30, P514 EISENHARDT KM, 1988, ACAD MANAGE J, V31, P488 ETTLIE JE, 1988, TAKING CHARGE MANUFA ETTLIE JE, 1990, MANAGING DESIGN MANU FAMA EF, 1980, J POLITICAL EC, V88, P288 FLAMHOLTZ E, 1979, CALIFORNIA MANAGEMEN, V22, P50 FLYNN BB, 1990, J OPERATIONS MANAGEM, V9, P250 FLYNN BB, 1995, ACAD MANAGE J, V38, P1325 GALBRAITH JR, 1978, STRATEGY IMPLEMENTAT GALUNIC DC, 1994, RES ORG BEHAV GARVIN DA, 1983, HARVARD BUS REV, V61, P64 GEORGANTZAS N, 1993, J OPERATIONS MANAGEM, V11, P161 GERWIN D, 1988, IEEE T ENG MANAGE, V35, P90 GOLHAR DY, 1991, INT J PROD RES, V29, P657 GROENEVELT H, 1993, HDB OPERATIONS RES M, V4 GUPTA AK, 1984, ACAD MANAGE J, V27, P25 HAIR JF, 1998, MULTIVARIATE DATA AN HALL RW, 1987, ATTAINING MANUFACTUR HAMBRICK DC, 1988, STRATEGIC MANAGEMENT HAYES RH, 1981, HARVARD BUS REV, V59, P56 HAYES RH, 1984, RESTORING OUR COMPET HEARD E, 1986, P AM PROD INV CONTR HOFER CW, 1975, ACAD MANAGE J, V18, P784 HUNTER JE, 1982, RES ORGAN BEHAV, V4, P267 ICHNIOWSKI C, 1993, UNPUB EFFECT HUMAN R IM JH, 1989, INT J OPER PROD MAN, V9, P5 IMMAN RA, 1992, PRODUCTION INVENTORY, P55 INMAN RA, 1990, INTERFACES, V20, P30 JACCARD J, 1990, INTERACTION EFFECTS JACKSON SE, 1989, PERS PSYCHOL, V42, P727 KRAJEWSKI LJ, 1996, OPERATIONS MANAGEMEN LEE SM, 1984, INT J OPER PROD MAN, V4, P3 MACDUFFIE JP, 1995, IND LABOR RELAT REV, V48, P197 MCCLELLAND GH, 1993, PSYCHOL BULL, V114, P376 MEHRA S, 1992, DECISION SCI, V23, P160 MEYER AD, 1993, ACAD MANAGE J, V36, P1175 MEYER AD, 1993, ORG CHANGE REDESIGN MILGROM P, 1990, AM ECON REV, V80, P511 MILGROM P, 1995, J ACCOUNT ECON, V19, P179 MONDEN Y, 1981, IND ENG, V13, P22 MONDEN Y, 1981, IND ENG, V13, P28 MONDEN Y, 1981, IND ENG, V13, P36 MONDEN Y, 1981, IND ENG, V13, P42 MORRIS JH, 1986, PSYCHOL BULL, V99, P282 NAMAN JL, 1993, STRATEGIC MANAGE J, V14, P137 NETER J, 1996, APPL LINEAR STAT MOD NUNNALLY JC, 1967, PSYCHOMETRIC THEORY OHNO T, 1982, JAPANESE EC STUDIES, V10, P83 PARTHASARTHY R, 1993, STRATEGIC MANAGE J, V14, P529 PRIMROSE PL, 1992, INT J PROD ECON, V27, P9 RAMARAPU NK, 1995, INT J OPER PROD MAN, V15, P38 RUMELT R, 1974, STRATEGY STRUCTURE E SAFAYENI F, 1991, J OPERATIONS MANAGEM, V10, P213 SAKAKIBARA S, 1993, PRODUCTION OPERATION, V2, P177 SAKAKIBARA S, 1997, MANAGE SCI, V43, P1246 SCHONBERGER RJ, 1982, JAPANESE MANUFACTURI SCHONBERGER RJ, 1986, WORLD CLASS MANUFACT SCHROEDER RG, 1993, OPERATIONS MANAGEMEN SICOTTE H, 2000, J ENG TECHNOL MANAGE, V17, P1 SKAKIBARA S, 2001, HIGH PERFORMANCE MAN SKINNER W, 1969, HARVARD BUSINESS MAY, P136 SNELL SA, 1992, ACAD MANAGE J, V35, P292 SUGIMORI Y, 1977, INT J PROD RES, V15, P553 SUZAKI K, 1987, NEW MANUFACTURING CH TAKEUCHI H, 1983, HARVARD BUS REV, V61, P139 TANNENBAUM AS, 1968, SOCIAL PSYCHOL WORK TYLER BB, 2001, J ENG TECHNOL MANAGE, V18, P1 VANDEVEN AH, 1985, RES ORG BEHAV VENKATRAMAN N, 1989, ACAD MANAGE REV, V14, P423 VENKATRAMAN N, 1990, STRATEGIC MANAGE J, V11, P1 WARD PT, 1998, DECISION SCI, V29, P1035 WHITE RE, 1990, OPERATIONS MANAGEMEN, V7, P9 WHITE RE, 1999, MANAGE SCI, V45, P1 WRIGHT PM, 1992, J MANAGE, V18, P295 YOUNDT MA, 1996, ACAD MANAGE J, V39, P836 NR 90 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP PY 2003 VL 20 IS 3 BP 161 EP 191 PG 31 SC Engineering, Industrial GA 711VZ UT ISI:000184762900001 ER PT J AU Wolstenholme, EF TI The use of system dynamics as a tool for intermediate level technology evaluation: three case studies SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE system dynamics; technology; technological evaluation; simulation; systems AB This set of three case studies suggest that traditional approaches to technological evaluation are static and either high level and simplistic, or low level and complex. Further, that they tend to evaluate technology in terms of itself, rather than the domain it is intended to support. A holistic and dynamic method, based upon system dynamics simulation modelling, is described for the early evaluation of technology at an intermediate and balanced level. The method is demonstrated by applying it to the evaluation of management information systems (MIS) in the defence industry and new drugs in the pharmaceuticals industry. The approach involves the creation of dynamic simulation models of the anticipated domain of application of the technology and their use as a test bed to evaluate the systemic impact of the technology over time. Very importantly, the method allows the contribution of each aspect of the technology to be assessed and facilitates investigation of alternative structural and operating changes to the domain itself, to make best use of the technology. (C) 2003 Elsevier B.V. All rights reserved. C1 Leeds Business Sch, Leeds, W Yorkshire, England. RP Wolstenholme, EF, Cognitus Ltd, 1 Pk View, Harrogate HG1 5LY, N Hants, England. CR DEGEUS AP, 1988, HARVARD BUSINESS MAR, V66 KENIGSBERG PA, 1996, EPH FEB, V2 RICHARDSON GP, 1981, INTRO SYSTEM DYNAMIC SENGE P, 1990, 5 DISCIPLINE STERMAN JD, 2000, BUSINESS DYNAMICS SY WOLSTENHOLME EF, 1990, SYSTEM ENQUIRY SYSTE WOLSTENHOLME EF, 1993, EVALUATIN MANAGEMENT NR 7 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP PY 2003 VL 20 IS 3 BP 193 EP 204 PG 12 SC Engineering, Industrial GA 711VZ UT ISI:000184762900002 ER PT J AU Mignonac, K Herrbach, O TI Managing individual career aspirations and corporate needs: a study of software engineers in France SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE intra-organizational mobility; career anchors; engineering professionals; career paths ID ACCEPT MOBILITY OPPORTUNITIES; ORGANIZATIONAL COMMITMENT; TRANSFER DECISION; WORK; EMPLOYEES; ATTITUDES; PLATEAU; PROFESSIONALS; CONSEQUENCES; ORIENTATIONS AB Managing engineering professionals is critical in high-tech corporations. Typically this leads to hiring a large pool of engineers to benefit from their varied technical skills and to buffer against environmental change. Intra-organizational mobility becomes a means both to develop engineers' skills and to manage careers in the lean organization era, with limited upward mobility opportunities. Corporate priorities may conflict with individual needs, however, although the former should include engineers' own career aspirations. This study of software engineers working in a large French electronics firm examines the impact of several individual variables on engineers' willingness to accept various internal mobility opportunities. The findings reveal that mobility involving a major functional change is linked to individuals' career anchors, while mobility closest to their current job is mostly influenced by job satisfaction variables. Managerial implications of these findings are then discussed. (C) 2003 Elsevier B.V. All rights reserved. C1 Univ Toulouse 1, LIRHE, F-31042 Toulouse, France. RP Mignonac, K, Univ Toulouse 1, LIRHE, F-31042 Toulouse, France. CR ALLEN NJ, 1990, J OCCUP PSYCHOL, V63, P1 ANGLE H, 1988, ANN M AC MAN AN ARTHUR MB, 1994, J ORGAN BEHAV, V15, P295 BAGDADLI S, 2000, AC MAN BEST PAP P TO BEEHR TA, 1993, J ORGAN BEHAV, V14, P579 BRETT JM, 1988, J APPL PSYCHOL, V73, P614 BRETT JM, 1993, J ORGAN BEHAV, V14, P49 BRETT JM, 1995, HUM RESOURCE MANAGE, V34, P405 CABRAL AC, 1985, 45 AC MAN BOST CAPPELLI P, 1999, CALIF MANAGE REV, V42, P146 CHAO GT, 1990, J MANAGE, V16, P181 CORDERY J, 1993, HUM RELAT, V46, P705 CRAWFORD S, 1989, TECHNICAL WORKERS AD DELONG TJ, 1982, PERSONNEL, V59, P50 FELDMAN DC, 1996, HUM RESOUR MANAGE R, V6, P89 FORGAS JP, 2001, ORGAN BEHAV HUM DEC, V86, P3 GAERTNER KN, 1989, HUM RELAT, V42, P975 GEORGE JM, 1991, J APPL PSYCHOL, V76, P299 GEORGE JM, 1992, PSYCHOL BULL, V112, P310 GEORGE JM, 1997, HUM RELAT, V50, P393 GERPOTT TJ, 1987, R&D MANAGE, V17, P103 GERPOTT TJ, 1988, J MANAGE STUD, V25, P439 GOFFEE R, 1992, HUM RELAT, V45, P363 GRIFFETH RW, 2000, J MANAGE, V26, P463 HACKETT RD, 1994, J APPL PSYCHOL, V79, P15 HAIR JE, 1998, MULTIVARIATE DATA AN HALL DT, 1976, CAREERS ORG HALL DT, 1985, HUM RESOURCE MANAGE, V24, P271 HALL DT, 1996, ACAD MANAGEMENT EXEC, V10, P8 HARMAN HH, 1967, MODERN FACTOR ANAL HERRIOT P, 1996, HUM RELAT, V49, P757 HERRIOT P, 1997, BRIT J MANAGE, V8, P151 HERRIOT P, 1997, HUMAN RESOURCE MANAG, V7, P45 HOLBECHE L, 1998, MOTIVATING PEOPLE LE HUY QN, 1999, ACAD MANAGE REV, V24, P325 IGBARIA M, 1991, MIS QUART, V15, P151 IGBARIA M, 1999, J ENG TECHNOL MANAGE, V16, P29 IVERSON RD, 1996, INT J HUM RESOUR MAN, V7, P122 IVERSON RD, 1999, J MANAGE STUD, V36, P307 JOHNSON D, 1998, HUM RESOUR MANAGE J, V8, P41 KANTER RM, 1997, GIANTS LEARN DANCE MATHIEU JE, 1990, PSYCHOL BULL, V108, P171 MCELROY JC, 1996, J ORGAN BEHAV, V17, P363 MEYER JP, 1997, COMMITMENT WORKPLACE MOWDAY RT, 1979, J VOCAT BEHAV, V14, P224 NEVEU JP, 1996, DEMISSION CADRE ENTR NICHOLSON N, 1993, HUM RELAT, V46, P1369 NICHOLSON N, 1996, ACAD MANAGEMENT EXEC, V10, P40 NOE RA, 1988, PERS PSYCHOL, V41, P559 NOE RA, 1993, J ORGAN BEHAV, V14, P159 PEIPERL MA, 2000, CAREER FRONTIERS NEW PETRONI A, 2000, TEAM PERFORMANCE MAN, V6, P52 PODSAKOFF PM, 1986, J MANAGE, V12, P531 ROBERTS K, 1994, HUM RESOURCE MANAGE, V33, P561 ROUSSEAU DM, 1993, RES ORGAN BEHAV, V15, P1 ROUSSEL P, 1996, REMUNERATION MOTIVAT SCHEIN EH, 1978, CAREER DYNAMICS MATC SCHEIN EH, 1990, CAREER ANCHROS DISCO SCHERER PW, 1996, DR DOBBS J, V21, P80 SOMERS MJ, 1995, J ORGAN BEHAV, V16, P49 STILWELL D, 1998, J ORGAN BEHAV, V19, P539 STROH LK, 1999, HUM RESOUR MANAGE R, V9, P279 SUGALSKI TD, 1986, J VOCAT BEHAV, V29, P102 SULLIVAN SE, 1998, HUM RESOUR MANAGE R, V8, P165 SULLIVAN SE, 1999, J MANAGE, V25, P457 TREMBLAY M, 1995, ACT 6 C ASS GEST RES TREMBLAY M, 1995, HUM RELAT, V48, P221 TREMBLAY M, 1998, DETERMINANTS DESIRED VEIGA JF, 1983, ACAD MANAGE J, V26, P64 WEISS DJ, 1977, MANUAL MINNESOTA SAT WEISS HM, 1996, RES ORGAN BEHAV, V18, P1 NR 71 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP PY 2003 VL 20 IS 3 BP 205 EP 230 PG 26 SC Engineering, Industrial GA 711VZ UT ISI:000184762900003 ER PT J AU Wilbon, AD TI Competitive posture and IPO performance in high technology firms SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE competitive posture; initial public offerings (IPO); content analysis; high technology; technology management ID ADVANTAGES; STRATEGY; ENVIRONMENT; INNOVATION; SOFTWARE AB Small to medium sized technology firms significantly impact the national and world economy and it is paramount that the best-managed firms have long term success. Empirical analysis must determine the competitive posture that will enhance performance and increase success rates for this population. This research examines the competitive posture of 168 high technology initial public offering (IPO) firms from 1992 and their short term and long term performance. Content analysis of the IPO prospectus provides the source of data for the variables. The research supports the hypotheses that pioneering competitive posture outperform others in the population. (C) 2003 Elsevier B.V. All rights reserved. C1 Morgan State Univ, Earl G Graves Sch Business & Management, Dept Informat Sci & Syst, Baltimore, MD 21251 USA. RP Wilbon, AD, Morgan State Univ, Earl G Graves Sch Business & Management, Dept Informat Sci & Syst, Room 507C,1700 E Cold Spring Ln, Baltimore, MD 21251 USA. CR 1993, ECONOMIST 1226 ADLER P, 1989, RES TECHNOLOGICAL IN, P25 ALI A, 1994, J PROD INNOVAT MANAG, V11, P46 BERELSON B, 1952, CONTENT ANAL COMMUNI BURGELMAN RA, 1989, RES TECHNOLOGICAL IN, P1 CRESWELL JW, 1994, RES DESIGN QUALITATI DAVIS GF, 1991, ADM SCI Q, V36, P583 DEGEORGE F, 1993, J FINANC, V48, P1323 DUTTON JM, 1985, ADV STRATEG MANAGE, V3, P39 FLEISS JC, 1981, STAT METHODS RATES P HAMPSON KD, 1994, THESIS STANFORD U JAIN BA, 1994, J FINANC, V49, P1699 KUNKEL SW, 1991, THESIS U GEORGIA LEVIN RC, 1987, BROOKINGS PAPERS EC, V3, P783 LIEBERMAN MB, 1988, STRATEGIC MANAGEMENT, V9, P41 LOUGHRAN T, 1995, J FINANC, V50, P23 MADIQUE MA, 1988, READINGS MANAGEMENT, P236 ORWIN RG, 1994, HDB RES SYNTHESIS PAVITT K, 1990, CALIFORNIA MANAGEMEN, V31, P17 PEGELS C, 1996, IEEE T ENG MANAGE, V43, P346 PORTER M, 1985, COMPETITIVE ADVANTAG RASHEED A, 1994, ANN M AC MAN DALL RITTER JR, 1991, J FINANC, V46, P3 ROBINSON WT, 1985, J MARKETING RES, V22, P305 SANDBERG WR, 1986, NEW VENTURE PERFORMA SCHMALENSEE R, 1982, AM ECON REV, V72, P349 TEECE DJ, 1986, RES POLICY, V15, P285 TOBIN J, 1969, J MONEY CREDIT BANK, V1, P15 UTTERBACK JM, 1994, MASTERING DYNAMICS I WELLBOURNE TM, 1996, ACAD MANAGE J, V39, P891 WILBON AD, 1999, J ENG TECHNOL MANAGE, V16, P147 WILBON AD, 1999, THESIS G WASHINGTON WILBON AD, 2002, J HIGH TECHNOLOGY MA, V13, P127 YIP GS, 1982, BARRIERS ENTRY ZAHRA SA, 1995, ACAD MANAGEMENT EXEC, V9, P17 ZAHRA SA, 1996, J BUS VENTURING, V11, P189 ZAHRA SA, 2000, J BUS VENTURING, V15, P135 NR 37 TC 1 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP PY 2003 VL 20 IS 3 BP 231 EP 244 PG 14 SC Engineering, Industrial GA 711VZ UT ISI:000184762900004 ER PT J AU Bakes, CM Kim, CM Ramos, CT TI An assessment of Gigabit Ethernet technology and its applications at the NASA Glenn Research Center: a case study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE Gigabit Ethernet; campus backbone; NASA Glenn; quality of service; ATM ID NETWORKS AB This case study describes Gigabit Ethernet (GigE) and its role in supporting R&D programs at NASA Glenn. These programs require an advanced high-speed network capable of transporting multimedia traffic, including real-time visualization, high-resolution graphics, and scientific data. GigE is a I Megabits per second (Gbps) extension to 10 and 100 Mbps Ethernet. The IEEE 802.3z and 802.3ab standards define the MAC layer and 100013ASE-X and 100013ASE-T physical layer specifications for GigE. GigE switches and buffered distributors (BDs) support IEEE 802.3x flow control. The case study also compares GigE with ATM in terms of quality of service, data rate, throughput, scalability, interoperability, network management, and cost of ownership. (C) 2003 Elsevier B.V. All rights reserved. C1 Kent State Univ, Coll Business Adm, Dept Management & Informat Syst, Kent, OH 44242 USA. RP Bakes, CM, Kent State Univ, Coll Business Adm, Dept Management & Informat Syst, Kent, OH 44242 USA. CR *GIG ETH ALL, 1997, WHIT GIG ETH OV COPP *GIG ETH ALL, 1999, WHIT GIG ETH OV COPP *GIG ETH ALL, 1999, WHIT GIG ETH OV *IEEE, 1998, 8021Q IEEE *IEEE, 1998, 8023 IEEE 3 *IEEE, 1998, 8023ACIEEE *IEEE, 1999, 8023AB IEEE *IETF RFC, 1998, 2475 EITF RFC *ISO IEC, 1998, 158023 ISOIEC IEEE BAKES CM, 1995, INT J COMPUTER APPL, V8, P172 BAKES CM, 1996, J ENG TECHNOL MANAGE, V13, P1 CUNNINGHAM DG, 1999, GIGIBIT ETHERNET NEW KADAMBI J, 1998, GIGABIT ETHERNET MIG SANG J, 1999, INFORMATICA, V23, P19 SEIFERT R, 1998, GIGABIT ETHERNET TEC NR 15 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP PY 2003 VL 20 IS 3 BP 245 EP 272 PG 28 SC Engineering, Industrial GA 711VZ UT ISI:000184762900005 ER PT J AU Mohrman, SA Finegold, D Mohrman, AM TI An empirical model of the organization knowledge system in new product development firms SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE new product development; knowledge management ID COMMITMENT; TURNOVER; PERSPECTIVE; SENSEMAKING; MANAGEMENT; INNOVATION; TECHNOLOGY; MEMORY; MIND AB A structural equation model of the knowledge system for new product development (NPD) is derived from a sample of 1200 engineers in 10 technology firms, and validated on a hold-out sample. Core to the model are knowledge work behaviors that: (1) expand knowledge relevant to NPD by focusing on the performance of the organization as a system; (2) increase knowledge available by linking knowledge sources with needs; (3) access procedural knowledge by using systematic processes; and (4) generate knowledge by trying new approaches and experimenting. We examine the organizational antecedents of these behaviors, and their impacts on knowledge outcomes and organizational effectiveness. (C) 2003 Elsevier Science B.V. All rights reserved. C1 Univ So Calif, Marshall Sch Business, Ctr Effect Org, Los Angeles, CA 90089 USA. Keck Grad Inst Appl Life Sci, Claremont, CA USA. RP Mohrman, SA, Univ So Calif, Marshall Sch Business, Ctr Effect Org, Bridge Hall,Room 204, Los Angeles, CA 90089 USA. CR ADLER PS, 2002, ACAD MANAGE REV, V27, P17 ANAND V, 1998, ACAD MANAGE REV, V23, P796 ARBUCKLE JL, 1999, AMOS 4 0 USERS GUIDE, P143 ARGOTE L, 2000, ORGAN BEHAV HUM DEC, V82, P1 BAGOZZI RP, 1998, ORGAN RES METHODS, V1, P45 BERGER PL, 1966, SOCIAL CONSTRUCTION BOLAND RJ, 1995, ORGAN SCI, V6, P350 BROWN JS, 1991, ORGAN SCI, V2, P40 BROWN SL, 1995, ACAD MANAGE REV, V20, P343 CLARK K, 1991, PRODUCT DEV PERFORMA COHEN WM, 1990, ADMIN SCI QUART, V35, P128 CROSS R, 2000, SLOAN MANAGE REV, V41, P69 DAVENPORT TH, 1998, SLOAN MANAGE REV, V39, P43 DAVENPORT TH, 1998, WORKING KNOWLEDGE OR DENISI AS, 2003, MANAGING KNOWLEDGE S DIXON N, 2000, COMMON KNOWLEDGE CO DOUGHERTY D, 2000, J ENG TECHNOL MANAGE, V17, P321 DOUGHERTY D, 2001, ORGAN SCI, V12, P6221 FINEGOLD D, 2002, J ORGAN BEHAV, V23, P1 FULK J, 1999, SHAPING ORG FORM COM, P5 GALBRAITH JR, 1994, COMPETING LATERAL FL GALBRAITH JR, 1998, TOMORROWS ORG CRAFTI, P1 GRIFFITH TL, 1999, ACAD MANAGE REV, V24, P472 HANSEN MT, 1999, ADMIN SCI QUART, V44, P82 HAYDUK LA, 1987, STRUCTURAL EQUATION HUBER B, 1993, ORG CHANGE REDESIGN HUBER GP, 1991, ORGAN SCI, V2, P88 HUSELID M, 1991, J APPL PSYCHOL, V74, P381 IANSITI M, 1995, CALIF MANAGE REV, V38, P37 IANSITI M, 1998, TECHNOLOGY INTEGRATI JELINEK M, 1990, INNOVATION MARATHON JORESKOG KG, 1989, LISREL 7 GUIDE PROGR LANDIS RS, 2000, ORGAN RES METHODS, V3, P186 LAWLER EE, 1990, STRATEGIC PAY ALIGNI LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LOCKE EA, 1990, THEORY GOAL SETTING LOUIS MR, 1991, HUM RELAT, V44, P55 MOBLEY WH, 1978, J APPL PSYCHOL, V63, P408 MOHRMAN AM, 1990, MANAGING COMPLEXITY, P216 MOHRMAN SA, 1995, DESIGNING TEAM BASED MORAN P, 1996, ACAD MANAGEMENT BEST, P41 NAHAPIET J, 1998, ACAD MANAGE REV, V23, P242 NONAKA I, 1995, KNOWLEDGE CREATING C, P58 OREILLY C, 1986, J APPL PSYCHOL, V71, P492 ORLIKOWSKI WJ, 1991, INFORMATION SYSTEMS, V2, P143 PORTER LW, 1974, J APPL PSYCHOL, V59, P603 QUINN JB, 1996, HARVARD BUS REV, V74, P71 RANDALL DM, 1990, J ORGAN BEHAV, V11, P361 SEELYBROWN J, 2000, HARVARD BUS REV, V78, P73 SOMERS MJ, 1995, J ORGAN BEHAV, V16, P49 SZULANSKI G, 1996, STRATEGIC MANAGE J, V17, P27 ULRICH D, 1998, SLOAN MANAGE REV, V39, P15 VANDENBERG RJ, 2000, ORGAN RES METHODS, V3, P4 WEGNER DM, 1986, THEORIES GROUP BEHAV, P195 WEICK K, 1995, SENSEMAKING ORG WEICK KE, 1993, ADMIN SCI QUART, V38, P357 WENGER E, 1998, COMMUNITIES PRACTICE ZACK MH, 1999, CALIF MANAGE REV, V41, P125 NR 58 TC 3 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR-JUN PY 2003 VL 20 IS 1-2 BP 7 EP 38 PG 32 SC Engineering, Industrial GA 674HL UT ISI:000182631300002 ER PT J AU Leenders, RTAJ van Engelen, JML Kratzer, J TI Virtuality, communication, and new product team creativity: a social network perspective SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE creativity; new product development; virtual teams; communication ID RESEARCH-AND-DEVELOPMENT; ORGANIZATIONS; INNOVATION; ARCHITECTURE; PERFORMANCE AB Creativity is essential to the performance of new product development (NPD) teams. Since the creative NPD task requires teams to combine and integrate input from multiple NPD team members, the team's communication pattern is an important determinant of NPD team creativity. In the empirical part of this study, we find that team creativity requires a moderate frequency of communication and a low level of communication centralization. Building on these results, in the second part of this paper, we present a three-factor model (member proximity, communication modality, team task structure) that addresses how creativity can be managed through the effective design and management of virtuality in NPD teams. We end with recommendations for further research. (C) 2003 Published by Elsevier Science B.V. C1 Univ Groningen, Sch Org & Management, NL-9747 AD Groningen, Netherlands. RP Leenders, RTAJ, Univ Groningen, Sch Org & Management, Landleven 5, NL-9747 AD Groningen, Netherlands. CR AHUJA MK, 1999, ORGAN SCI, V10, P741 ALBRECHT TL, 1984, J COMMUN, V34, P78 ALLEN TJ, 1971, R&D MANAGE, V1, P14 ALLEN TJ, 1977, MANAGING FLOW TECHNO AMABILE TM, 1983, SOCIAL PSYCHOL CREAT AMABILE TM, 1988, RES ORGAN BEHAV, V10, P123 AMABILE TM, 1996, CREATIVITY CONTEXT ANDRES HP, 2002, TEAM PERFORMANCE MAN, V1, P39 ARGOTE L, 2000, RES MANAG GRP TEAM, V3, P283 ARNISON L, 2002, J WORKPLACE LEARNING, V14, P166 BARON R, 1986, ADV EXPT SOCIAL PSYC, V19, P1 BOUTELLIER R, 1998, R&D MANAGE, V28, P13 BRAUNER E, 2000, GROUP PROCESSES INTE, V3, P115 COHEN BP, 1991, ADV GROUP PROCESSES, V8, P235 COHEN BP, 1991, AM SOCIOL REV, V56, P179 COHEN S, 1999, TRENDS ORG BEHAV, P105 CSIKSZENTMIHALY.P, 1996, CREATIVITY FLOW PSYC DAFT RL, 1986, MANAGE SCI, V32, P554 DEMEYER A, 1991, SLOAN MANAGE REV, V32, P49 DEMEYER ACL, 1985, RES POLICY, V14, P315 DENNIS AR, 1993, J APPL PSYCHOL, V78, P531 DESANCTIS G, 1999, ORGAN SCI, V10, P693 DESANCTIS G, 1999, TRENDS ORG BEHAV, P81 DESANCTIS G, 2000, RES MANAG GRP TEAM, V3, P1 DIEHL M, 1991, J PERS SOC PSYCHOL, V61, P392 DRAZIN R, 1999, ACAD MANAGE REV, V24, P286 DRUCKER PF, 1988, HARVARD BUS REV, V66, P45 DUTTON WH, 1999, SHAPING ORG FORM COM GABBAY SM, 1998, SOC SCI RES, V27, P189 HAUPTMAN O, 1986, R&D MANAGE, V16, P127 HENNESSEY BA, 1990, INNOVATION CREATIVIT, P11 JAMES LR, 1984, J APPL PSYCHOL, V69, P85 KARTZER J, 2001, COMMUNICATION PERFOR KAZANJIAN RK, 2000, J ENG TECHNOL MANAGE, V17, P273 KELLER RT, 1986, ACAD MANAGE J, V29, P715 KING N, 1990, INNOVATION CREATIVIT, P81 KLEIN KJ, 1994, ACAD MANAGE REV, V19, P195 KRAUT R, 1999, ORGAN SCI, V10, P722 KRAUT RE, 1987, HUMAN COMPUTER INTER, V3, P31 LEENDERS RTA, 1995, STRUCTURE INFLUENCE LEENDERS RTA, 1999, CORPORATE SOCIAL CAP, P483 LEENDERS RTA, 2002, PDMA TOOLBOOK NEW PR, P141 LEWIS R, 1998, CAN REV AM STUD, V28, P1 LOCKE EA, 1988, ACAD MANAGE REV, V13, P23 LOVELACE RF, 1986, R&D MANAGE, V16, P161 MCGRATH JE, 1994, GROUPS INTERACTING T MOENAERT RK, 2000, J PROD INNOVAT MANAG, V17, P360 MULLER PC, 1999, THESIS U GRONINGEN NEMIRO JE, 2000, KNOWLEDGE MANAGEMENT, P101 NEMIRO JE, 2002, CREATIVITY RES J, V14, P69 NETER J, 1996, APPL LINEAR STAT MOD NICHOLAS JM, 1994, PRODUCTION INVENTORY, V35, P234 NYSTROM H, 1979, CREATIVITY INNOVATIO OSBORN AF, 1957, APPL IMAGINATION PASMORE WA, 1997, HUMAN SIDE MANAGING, P413 PRASAD K, 2002, TEAM PERFORMANCE MAN, V8, P102 REAGANS R, 2001, ORGAN SCI, V12, P502 RICE RE, 1994, ADV SOCIAL NETWORK A, P167 RICE RE, 1994, J MANAGEMENT INFORMA, V11, P9 RICE RE, 2000, KNOWLEDGE MANAGEMENT, P84 ROGERS EM, 1981, COMMUNICATION NETWOR SCOTT J, 1992, SOCIAL NETWORK ANAL SHALLEY CE, 1995, ACAD MANAGE J, V38, P483 SHENHAV YA, 1992, WORK OCCUPATION, V18, P46 SNIJDERS TAB, 1981, SOC NETWORKS, V3, P163 STRAUS SG, 2000, RES MANAG GRP TEAM, V3, P257 TANNENBAUM SI, 1992, ISSUES THEORY RES IN, P117 THOMPSON JD, 1967, ORG ACTION TUSHMAN M, 1978, ACAD MANAGE J, V21, P624 URBAN JM, 1995, ADV INT ST, V2, P205 VANDENBULTE C, 1998, MARK MANAG, V4, S1 VANENGELEN JML, 2001, INT STUDIES MANAGEME, V31, P46 WASSERMAN S, 1994, SOCIAL NETWORK ANAL WEST MA, 1990, INNOVATION CREATIVIT, P309 WEST MA, 1996, EFFECTIVE TEAMWORK WOODMAN RW, 1993, ACAD MANAGE REV, V18, P293 NR 76 TC 9 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR-JUN PY 2003 VL 20 IS 1-2 BP 69 EP 92 PG 24 SC Engineering, Industrial GA 674HL UT ISI:000182631300004 ER PT J AU O'Sullivan, A TI Dispersed collaboration in a multi-firm, multi-team product-development project SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE virtual; multilateral; standardized; synchronized; modularized ID ARCHITECTURAL INNOVATION; TECHNOLOGY; COMMUNICATION; ORGANIZATIONS; COORDINATION; FLEXIBILITY; MODULARITY; MANAGEMENT; INDUSTRY; DESIGN AB The paper reports on an inductive case analysis of work patterns in a virtual multilateral (multiorganization, multi-team) development organization (VMDO) composed of a lead firm and its suppliers. These firms successfully co-developed across significant geographic boundaries a complex aerospace product, and had limited prior experience of working together. I find the lead firm's imposition of administrative standards for work content and timing to have provided an efficient basis for the resolution of task interdependencies, thereby allowing integrative work patterns to emerge. The process by which these standards were imposed is examined, and implications for the management of VMDOs are identified. (C) 2003 Elsevier Science B.V. All rights reserved. C1 Univ Ottawa, Sch Management, Ottawa, ON K1N 6N5, Canada. RP O'Sullivan, A, Univ Ottawa, Sch Management, POB 450,Stn A, Ottawa, ON K1N 6N5, Canada. CR ADLER PS, 1999, ORGAN SCI, V10, P43 ANCONA D, 1996, RES ORGAN BEHAV, V18, P251 ANCONA DG, 1992, ORGAN SCI, V3, P321 ARGYRES NS, 1999, ORGAN SCI, V10, P162 BABA Y, 1998, RES POLICY, V26, P643 BALDWIN CY, 1997, HARVARD BUS REV, V75, P84 BARKER RG, 1968, ECOLOGICAL PSYCHOL C BARLEY SR, 1986, ADMIN SCI QUART, V31, P78 CAULEY L, 1999, WALL STREET J, V18, A1 CHRISTENSEN C, 1997, 9698004 HARV BUS SCH CHRISTENSEN C, 1999, INNOVATION GEN MANAG CLARK KB, 1991, PRODUCT DEV PERFORMA CRAMTON CD, 2001, ORGAN SCI, V12, P346 DESANCTIS G, 1999, ORGAN SCI, V10, P693 DOUGHERTY D, 1992, ORGAN SCI, V3, P179 DOZ Y, 1998, ALLIANCE ADVANTAGE A FIOL CM, 1994, ORGAN SCI, V5, P403 GALBRAITH JR, 1995, DESIGNING ORG GALUNIC DC, 2001, ACAD MANAGE J, V44, P1229 GEORGE JF, 1990, INFORMATION SYSTEMS, V1, P394 GERSICK CJG, 1989, ACAD MANAGE J, V31, P9 GERSICK CJG, 1994, ACAD MANAGE J, V37, P9 GERWIN D, 2002, MANAGE SCI, V48, P938 GIDDENS A, 1984, CONSTITUTION SOC GOFFMAN E, 1961, ASYLUMS ESSAYS SOCIA HAGEDOORN J, 1995, STRATEGIC MANAGE J, V16, P241 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HUFF C, 1989, J APPL SOC PSYCHOL, V19, P1371 JARVENPAA SL, 1998, J MANAGEMENT INFORMA, V14, P29 KANE M, 2000, 9201028 HARV BUS SCH KAZANJIAN RK, 2000, J ENG TECHNOL MANAGE, V17, P273 MAJCHRZAK A, 2000, MIS QUART, V24, P569 MALHOTRA A, 2001, MIS QUART, V25, P229 MAZNEVSKI ML, 2000, ORGAN SCI, V11, P473 MCDONOUGH EF, 2001, J PROD INNOVAT MANAG, V18, P110 MONTEVERDE K, 1995, MANAGE SCI, V41, P1624 MONTOYAWEISS MM, 2001, ACAD MANAGE J, V44, P1251 OCKER R, 1995, J MANAGEMENT INFORMA, V12, P127 PERLOW LA, 1999, ADMIN SCI QUART, V44, P57 SABBAGH K, 1995, 21 CENTURY JET MAKIN SANCHEZ R, 1996, STRATEGIC MANAGE J, V17, P63 SCHILLING MA, 2001, ACAD MANAGE J, V44, P1149 SIMON HA, 1969, SCI ARTIFICIAL SINGH K, 1997, ACAD MANAGE J, V40, P339 SNOW CC, 1996, ORGAN DYN, V24, P50 STRAUSS A, 1990, BASICS QUALITATIVE R WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD ZERUBAVEL E, 1981, HIDDEN RHYTHMS SCHED NR 48 TC 1 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR-JUN PY 2003 VL 20 IS 1-2 BP 93 EP 116 PG 24 SC Engineering, Industrial GA 674HL UT ISI:000182631300005 ER PT J AU Cooper, LP TI A research agenda to reduce risk in new product development through knowledge management: a practitioner perspective SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE risk; new product development; innovation; knowledge management ID RESEARCH-AND-DEVELOPMENT; CROSS-FUNCTIONAL TEAMS; PERFORMANCE; INNOVATION; SUCCESS; DESIGN; COMMUNICATION; UNCERTAINTY; CONFLICT; SYSTEMS AB Successful new product development (NPD) requires effective strategies for reducing risk. Knowledge management systems (KMS) have the potential to aid in risk reduction, e.g. by gathering and processing relevant information and encapsulated knowledge from a variety of internal and external sources. The potential benefits of KMS, however, have not been fully realized, and may actually introduce new risks. This paper presents a practioner view of the desired characteristics of tools to support NPD and suggests a research agenda for the use of knowledge-based tools from the perspective of balancing benefits and risks. (C) 2003 Elsevier Science B.V. All rights reserved. C1 CALTECH, Jet Prop Lab, Pasadena, CA 91109 USA. RP Cooper, LP, CALTECH, Jet Prop Lab, 4800 Oak Grove Dr,MS 302-231, Pasadena, CA 91109 USA. CR ADLER PS, 1995, ORGAN SCI, V6, P147 ALAVI M, 2001, MIS Q, V25, P105 ALLEN TJ, 1977, MANAGING FLOW TECHNO ANCONA DG, 1992, ORGAN SCI, V3, P321 ANCONA DG, 1998, RES MANAG GRP TEAM, V1, P21 ARGOTE L, 1999, ORG LEARNING CREATIN ARMBRECHT FMR, 2001, RES TECHNOL MANAGE, V44, P28 BALACHANDRA R, 1997, IEEE T ENG MANAGE, V44, P276 BROWN SL, 1995, ACAD MANAGE REV, V20, P343 CARDINAL LB, 2000, TEAM PERFORMANCE MAN, V6, P31 CHERNS A, 1976, HUM RELAT, V29, P783 CLARK H, 1996, USING LANGUAGE COHEN SG, 1997, J MANAGE, V23, P239 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOPER LP, 2003, P HICSS 36 BIG ISL H CORDERO R, 1998, J PROD INNOVAT MANAG, V15, P550 COUGER JD, 1996, CREATIVITY INNOVATIO DOUGHERTY D, 1992, ORGAN SCI, V3, P179 DVIR D, 1998, RES POLICY, V27, P915 DYER B, 1998, J PROD INNOVAT MANAG, V15, P505 DYER JH, 2000, STRATEGIC MANAGE J, V21, P345 EMERY FE, 1993, SOCIAL ENGAGEMENT SO, V2 FOX J, 1998, ENG MANAGEMENT J, V10, P19 GERWIN D, 1997, MANAGE SCI, V43, P1275 GOBELI DH, 1998, J PROD INNOVAT MANAG, V15, P423 GORDON MD, 1996, J AM SOC INFORM SCI, V47, P116 HASSENZAHL M, 2001, IEEE SOFTWARE JAN, P70 JEHN KA, 1995, ADMIN SCI QUART, V40, P256 KARLSSON C, 1999, J PROD INNOVAT MANAG, V16, P352 KATZ R, 1979, ORGAN BEHAV HUM PREF, V23, P139 KATZ R, 1982, ADM SCI Q, V27, P81 KELLER RT, 1986, ACAD MANAGE J, V29, P715 KING N, 2002, CREATING CONDITIONS LARSON EW, 1989, IEEE T ENG MANAGE, V36, P119 LYNN GS, 1998, ENG MANAGEMENT J, V10, P11 MAJCHRZAK A, IN PRESS KNOWLEDGE M MANKIN D, 1996, TEAMS TECHNOLOGY FUL MARCH JG, 1987, MANAGE SCI, V33, P1404 MARK G, 2002, CSCW J COLLABORATIVE, V11, P349 MARKUS ML, 1994, ORGAN SCI, V5, P502 MARKUS ML, 2002, MIS QUART, V26, P179 MCCOMB SA, 1999, ENG MANAGEMENT J, V11, P7 MCDONOUGH EF, 1992, J PROD INNOVAT MANAG, V9, P44 MCDONOUGH EF, 1999, IEEE T ENG MANAGE, V46, P375 MCDONOUGH EF, 2000, J PROD INNOVAT MANAG, V17, P221 MORELAND RL, 2000, ORGAN BEHAV HUM DEC, V82, P117 NAHAPIET J, 1998, ACAD MANAGE REV, V23, P242 NUNAMAKER JF, 1997, J MANAGEMENT INFORMA, V13, P163 OLSON EM, 1995, J MARKETING, V59, P48 OREILLY CA, 1980, ACAD MANAGE J, V23, P684 PATECORNELL ME, 1998, P IEEE AER C SNOWM C PELLED LH, 1994, IEEE T ENG MANAGE, V41, P21 PERROW C, 1981, SOCIETY JUL, P17 PINTO MB, 1993, MANAGE SCI, V39, P1281 POSTREL S, 2002, ORGAN SCI, V13, P303 REGLI WC, 2000, ENG COMPUT-GERMANY, V16, P209 RICE RE, 1980, KNOWLEDGE CREATION D, V1, P499 SAVAGE DL, 1994, MARS OBSERVER INVEST SHAPIRA Z, 1997, RES ORGAN BEHAV, V19, P303 SHENHAR AJ, 1998, IEEE T ENG MANAGE, V45, P33 SIMON H, 1957, MODELS MAN SOCIAL RA SONG M, 2001, ACAD MANAGE J, V44, P61 SONG XM, 1998, J PROD INNOVAT MANAG, V15, P289 SOUDER WE, 1998, J PROD INNOVAT MANAG, V15, P520 STAR SL, 1989, SOC STUD SCI, V19, P387 STEIGER DM, 1998, J MANAGEMENT INFORMA, V15, P199 SUSMAN GI, 1999, J ENG TECHNOL MANAGE, V16, P223 SZULANSKI G, 2000, ORGAN BEHAV HUM DEC, V82, P9 TATIKONDA MV, 2000, IEEE T ENG MANAGE, V47, P74 TETLOCK PE, 1985, RES ORGAN BEHAV, V7, P297 THOMKE SH, 1998, MANAGE SCI, V44, P743 TVERSKY A, 1974, SCIENCE, V185, P1124 NR 72 TC 3 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR-JUN PY 2003 VL 20 IS 1-2 BP 117 EP 140 PG 24 SC Engineering, Industrial GA 674HL UT ISI:000182631300006 ER PT J AU Susman, GI Gray, BL Perry, J Blair, CE TI Recognition and reconciliation of differences in interpretation of misalignments when collaborative technologies are introduced into new product development teams SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE new product development teams; collaborative technology; virtual; structuration; misalignment ID TOP MANAGEMENT TEAMS; SELECTIVE PERCEPTION; SUPPORT SYSTEMS; CONFLICT; TRUST; COMMUNICATION; ORGANIZATIONS; PERFORMANCE; KNOWLEDGE; DIVERSITY AB This article synthesizes and extends existing theories of how teams adopt and adapt to collaborative technology (CT) by recognizing misalignments between technology, task, organization, and the group (TTOG), and then devising appropriations to deal with them. Existing theories give inadequate attention to differences among team members in recognition of these misalignments, interpretation of their origin, proposed corrective actions, and reconciliation of differences. Lack of trust and increased diversity among team members exacerbate such differences. Propositions that relate to recognition of misalignments, and their reconciliation are developed. The capability to recognize and resolve differences is as important as eliminating or reducing misalignments themselves. (C) 2003 Elsevier Science B.V. All rights reserved. C1 Penn State Univ, Smeal Coll Business Adm, University Pk, PA 16802 USA. RP Susman, GI, Penn State Univ, Smeal Coll Business Adm, 404 Beam Business Adm Bl, University Pk, PA 16802 USA. CR ABUALSAMH RA, 1990, ORGAN BEHAV HUM, V45, P159 ANCONA DG, 1992, ADMIN SCI QUART, V37, P634 ARGYRIS C, 1974, THEORY PRACTICE INCR BARLEY SR, 1986, ADMIN SCI QUART, V31, P78 CATSBARIL WL, 1987, DECISION SCI, V18, P350 CIBORRA CU, 1998, R&D MANAGE, V28, P43 CRAMTON CD, 2001, ORGAN SCI, V12, P346 CRAMTON CD, 2002, DISTRIBUTED WORK NEW DAFT RL, 1984, RES ORGAN BEHAV, V6, P191 DEARBORN DC, 1958, SOCIOMETRY, V21, P140 DEDREU CKW, 1998, J APPL PSYCHOL, V83, P408 DESANCTIS G, 1994, ORGAN SCI, V5, P121 DIRKS KT, 2001, ORGAN SCI, V12, P450 DONNELLON A, 1993, J PROD INNOVAT MANAG, V10, P377 DOUGHERTY D, 1992, ORGAN SCI, V3, P179 EISENHARDT KM, 1997, CALIF MANAGE REV, V39, P42 FICHMAN RG, 1997, MANAGE SCI, V43, P1345 GIDDENS A, 1979, CENTRAL PROBLEMS SOC GREEN SG, 2000, ADV MANAGEMENT ORG Q, V5, P29 GRIFFITH TL, 1993, J MANAGEMENT ISSUES, V5, P45 GRIFFITH TL, 1994, ORGAN SCI, V5, P272 GRIFFITH TL, 1999, ACAD MANAGE REV, V24, P472 GRIFFITH TL, 2003, VIRTUAL TEAMS WORK, P335 JARVENPAA SL, 1999, ORGAN SCI, V10, P791 JEHN KA, 1995, ADMIN SCI QUART, V40, P256 KARSTEN H, 1999, DATA BASE ADV INF SY, V30, P44 LAWRENCE PR, 1967, ADM SCI Q, V12, P1 LOEHR L, 1991, IEEE T PROFESSIONAL, V34, P51 LOUIS MR, 1991, HUM RELAT, V44, P55 LOVELACE K, 2001, ACAD MANAGE J, V44, P779 MADHAVAN R, 1998, J MARKETING, V62, P1 MAJCHRZAK A, 2000, MIS QUART, V24, P569 MAYER RC, 1995, ACAD MANAGE REV, V20, P709 MAZNEVSKI ML, 2000, ORGAN SCI, V11, P473 MCDONOUGH EF, 2001, J PROD INNOVAT MANAG, V18, P110 MILLIKEN FJ, 1996, ACAD MANAGE REV, V21, P402 NGWENYAMA O, 1998, ACCOUNTING MANAGEMEN, V8, P123 ORLIKOWSKI WJ, 1992, ORGAN SCI, V3, P398 ORLIKOWSKI WJ, 1994, ACM T INFORM SYST, V12, P20 PELLED LH, 1999, ADMIN SCI QUART, V44, P1 POOLE MS, 1991, MANAGE SCI, V37, P926 PORTER TW, 1996, INT J CONFL MANAGE, V7, P361 PURVIS RL, 2001, ORGAN SCI, V12, P117 SAGA V, 1995, DIFFUSION TRANSFER I, P67 SILVER MS, 1991, SYSTEMS SUPPORT DECI SIMONS T, 1999, ACAD MANAGE J, V42, P662 SIMONS TL, 2000, J APPL PSYCHOL, V85, P102 SUSMAN GI, 1999, J ENG TECHNOL MANAGE, V16, P223 TYRE MJ, 1994, ORGAN SCI, V5, P98 VANDEVEN AH, 1989, RES MANAGEMENT INNOV, P55 VICKERS G, 1965, ART JUDGMENT STUDY P WALLER MJ, 1995, ACAD MANAGE J, V38, P943 WALSH JP, 1988, ACAD MANAGE J, V31, P873 WALTHER JB, 1996, COMMUN RES, V23, P3 WEICK K, 1995, SENSEMAKING ORG WEICK KE, 1979, SOCIAL PSYCHOL ORG WEICK KE, 1990, TECHNOLOGY ORG WIERBA EE, 2002, P 35 HAW INT C SYST WILLIAMS M, 2001, ACAD MANAGE REV, V26, P377 WILSON JM, 2000, THESIS CARNEGIE MELL ZIGURS I, 1998, MIS QUART, V22, P313 NR 61 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR-JUN PY 2003 VL 20 IS 1-2 BP 141 EP 159 PG 19 SC Engineering, Industrial GA 674HL UT ISI:000182631300007 ER PT J AU Nystrom, PC Ramamurthy, K Wilson, AL TI Organizational context, climate and innovativeness: adoption of imaging technology SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE innovativeness; innovation adoption; technology adoption; context; organizational size; slack resources; organizational age; organizational climate; radicalness; relative advantage ID INNOVATIONS; PERFORMANCE; DIFFUSION; DETERMINANTS; BUSINESS; IMPACT; IMPLEMENTATION; CENTRALIZATION; ORIENTATION; PERCEPTIONS AB Managers make decisions to adopt technological innovations within an organizational context. This research explores the role of organizational climate as it affects the impacts of organizational context on innovativeness. Context refers here to organizational size, slack resources, and organizational age. We analyze three known climate dimensions as moderator variables: risk orientation, external orientation, and achievement orientation. Data describe the adoption of medical imaging technologies by 70 hospitals. Climate measures come from several technology decision-makers within each organization. Technology measures of radicalness and relative advantage are ratings by five outside experts in the use of these 68 technologies. The study also includes the traditional measure that counts the overall number of innovations adopted. Innovativeness is a multi-dimensional composite variable composed of radicalness, relative advantage, and number of innovations adopted. As expected, results show that organizational size and slack are positively related with innovativeness. Hierarchical regression analyses indicate that the climate measures of risk orientation and external orientation interact significantly with the context dimensions of organizational size and organizational age. The model developed and tested in this project explains over 50% of the total variance in innovativeness. (C) 2002 Elsevier Science B.V. All rights reserved. C1 Univ Wisconsin, Sch Business Adm, Milwaukee, WI 53201 USA. Univ Wisconsin, Profess Programs Business, Green Bay, WI 54311 USA. RP Nystrom, PC, Univ Wisconsin, Sch Business Adm, Milwaukee, WI 53201 USA. CR *AM HOSP ASS, 1995, AM HOSP ASS GUID HLT AIKEN M, 1971, SOCIOLOGY, V5, P63 BARLEY SR, 1986, ADMIN SCI QUART, V31, P78 BOEKER W, 1998, J HIGH TECHNOLOGY MA, V9, P115 BOURGEOIS LJ, 1981, ACAD MANAGE REV, V6, P29 BRANCHEAU JC, 1990, INFORMATION SYSTEMS, V1, P115 CAMPBELL DT, 1959, PSYCHOL BULL, V56, P81 CLEMONS EK, 1991, COMMUN ACM, V34, P22 COHEN J, 1988, STAT POWER ANAL BEHA COOL KO, 1997, ORGAN SCI, V8, P543 CYERT RM, 1963, BEHAV THEORY FIRM DAFT RL, 1978, ACAD MANAGE J, V21, P193 DAFT RL, 1978, INNOVATIVE ORG DAMANPOUR F, 1984, ADMIN SCI QUART, V29, P392 DAMANPOUR F, 1987, J MANAGE, V13, P675 DAMANPOUR F, 1989, J MANAGE STUD, V26, P587 DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 DAMANPOUR F, 1992, ORGAN STUD, V13, P375 DAMANPOUR F, 1998, J ENG TECHNOL MANAGE, V15, P1 DAY DV, 1991, J MANAGE, V17, P589 DEWAR R, 1986, MANAGE SCI, V23, P1422 DUNEGAN KJ, 1992, IEEE T ENG MANAGE, V39, P227 FAMA EF, 1983, J LAW ECON, V26, P301 GATIGNON H, 1989, J MARKETING, V53, P35 GERMAIN R, 1996, J BUS RES, V35, P117 GOPALAKRISHNAN S, 2000, IEEE T ENG MANAGE, V47, P14 GREER A, 1984, SOC SCI MED, V8, P809 GROVER V, 1993, DECISION SCI, V24, P603 HAGE J, 1980, THEORIES ORG HAIR JF, 1995, MULTIVARIATE DATA AN HAMBRICK DC, 1984, ACAD MANAGE REV, V9, P193 HEDBERG B, 1976, ADM SCI Q, V21, P41 IRWIN JG, 1998, INT J ORG ANAL, V6, P50 IRWIN JG, 1998, J ENG TECHNOL MANAGE, V15, P25 JOHNE FA, 1988, J PROD INNOVAT MANAG, V5, P114 JOHNSON RL, 1995, HLTH CARE MANAGEMENT, V20, P75 KALUZNY AD, 1972, U N CAR HLTH SERV S KENNEDY AM, 1983, EUR J MARKETING, V17, P31 KERLINGER FN, 1978, FDN BEHAV RES KIMBERLY JR, 1981, ACAD MANAGE J, V24, P689 KIRCHNER M, 1991, BUS HEALTH, V9, P20 KUITUNEN K, 1993, INNOVATIVE BEHAV ORG KUTTNER R, 1996, NEW ENGL J MED, V335, P362 KWON TH, 1987, CRITICAL ISSUES INFO LIBERATORE MJ, 1997, IEEE T ENG MANAGE, V44, P367 LITWIN G, 1968, MOTIVATION ORG CLIMA LUCAS HC, 1978, MIS Q, V2, P27 MADANSKY A, 1988, PRESCRIPTIONS WORKIN MARCH JG, 1981, ADM SCI Q, V26, P563 MARTINO JP, 1978, PREDICTING DIFFUSION MEYER AD, 1982, ADM SCI Q, V27, P515 MEYER AD, 1988, ACAD MANAGE J, V31, P897 MILLER D, 1982, STRATEGIC MANAGEMENT, V3, P1 MINTZBERG H, 1983, STRUCTURES 5 DESIGNI MOCH MK, 1977, AM SOCIOL REV, V42, P716 MORAN ET, 1992, HUM RELAT, V45, P19 MORONE J, 1989, CALIF MANAGE REV, V31, P91 MUNSON FC, 1979, INNOVATING PROCESS C NARVER JC, 1990, J MARKETING, V54, P20 NORD WR, 1987, IMPLEMENTING ROUTINE NUNNALLY JC, 1978, PSYCHOMETRIC THEORY NYSTROM PC, 1984, ORGAN DYN, V12, P53 PAREEK U, 1987, MOTIVATING ORG ROLES PAYNE RL, 1971, ORGAN BEHAV HUM PREF, V6, P77 PORTER M, 1985, COMPETITIVE ADV PRICE JL, 1986, HDB ORG MEASUREMENT RAMAMURTHY K, 1990, THESIS U PITTSBURGH RAMAMURTHY K, 1999, J ORG COMP ELECT COM, V9, P253 ROBEY D, 1986, DESIGNING ORG ROGERS EM, 1983, DIFFUSION INNOVATION ROSENTHAL D, 1963, URBAN AFF QUART, V1, P39 ROSNER MM, 1968, ADM SCI Q, V12, P614 RUBENSTEIN AH, 1989, MANAGING TECHNOLOGY RUBENSTEIN AH, 1998, MANAGEMENT MED TECHN SCHNEIDER B, 1990, ORG CLIMATE CULTURE SCHULTZ RL, 1984, APPL MANAGEMENT SC S, V1 SCOTT WR, 1987, ADM SCI Q, V32, P493 SINGH JV, 1986, ACAD MANAGE J, V29, P562 SOUDER WE, 1987, MANAGING NEW PRODUCT STACEY GS, 1990, INT J TECHNOL MANAGE, V5, P389 STAPELTON JH, 1995, LINEAR STAT MODELS STERN G, 1967, PEOPLE CONTEXT MEASU, V1 SUBRAMANIAN A, 1996, J ENG TECHNOL MANAGE, V13, P223 SUBRAMANIAN A, 1996, OMEGA-INT J MANAGE S, V24, P631 TABAK F, 1999, J ENG TECHNOL MANAGE, V16, P247 THOMPSON JD, 1967, ORG ACTION TORNATZKY LG, 1982, IEEE T ENG MANAGE, V29, P28 TOULSON P, 1994, PUBLIC PERS MANAGE, V23, P453 WEINZIMMER LG, 1998, J MANAGE, V24, P235 WILSON A, 1999, IEEE T ENG MANAGE, V48, P311 YEAPLE RN, 1992, IEEE T ENG MANAGE, V39, P332 YOON YH, 1995, MIS QUART, V19, P83 ZMUD RW, 1982, MANAGE SCI, V28, P1421 NR 93 TC 5 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 2002 VL 19 IS 3-4 BP 221 EP 247 PG 27 SC Engineering, Industrial GA 628EC UT ISI:000179978800001 ER PT J AU von Corswant, F Tunalv, C TI Coordinating customers and proactive suppliers - A case study of supplier collaboration in product development SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE supplier; product development; collaboration; case study; automotive ID SUCCESS AB This case study aims at increasing our understanding of what factors are critical for successful supplier collaboration, and shed light on the complexity of collaboration. The research was performed as in-depth case studies of the product development collaboration between a Swedish auto manufacturer and five of its most important system suppliers. The empirical evidence is based on 36 personal interviews and four group interviews with representatives both from the auto manufacturer and from the five suppliers. The results indicate that reality is often more complex and multifaceted than has been illustrated in previous research. The suppliers' internal organization of product development and production and their co-operation with other manufacturers and suppliers were found to be of crucial importance. Further, both auto manufacturers and suppliers will need to adapt to new roles when suppliers are involved in the product development process. (C) 2002 Elsevier Science B.V. All rights reserved. C1 Chalmers Univ Technol, Dept Operat Manangement & Work Org, SE-41296 Gothenburg, Sweden. Inst Management Innovat & Technol, SE-41296 Gothenburg, Sweden. RP von Corswant, F, Chalmers Univ Technol, Dept Operat Manangement & Work Org, SE-41296 Gothenburg, Sweden. CR ASANUMA B, 1989, J JAPANESE INT EC, V3, P1 BERGMAN B, 1994, QUALITY CUSTOMER NEE BONACCORSI A, 1994, J PROD INNOVAT MANAG, V11, P134 BRUCE M, 1995, TECHNOVATION, V15, P535 CLARK KB, 1989, MANAGEMENT SCI, V35 CLARK KB, 1991, PRODUCT DEV PERFORMA CLARK KB, 1995, PRODUCT DEV CHALLENG EIZENHARDT KM, 1995, ADM SCI Q, V40, P84 GOMORY RE, 1995, PRODUCT DEV CHALLENG GRANOVETTER M, 1985, AM J SOCIOL, V91, P3 HARTLEY JL, 1997, IEEE T ENG MANAGEMEN, V44 IMAI K, 1985, UNEASY ALLIANCE KAMATH RR, 1994, HARVARD BUSINESS NOV KODAMA F, 1995, PRODUCT DEV CHALLENG LAMMING R, 1993, PARTNERSHIP STRATEGI LANDRY JT, 1998, HARVARD BUSINESS JAN LITTLER D, 1995, J PROD INNOVAT MANAG, V12, P16 LUNDQVIST MA, 1996, THESIS CHALMERS U TE MOHR J, 1994, STRATEGIC MANAGE J, V15, P135 MONCZKA RM, 1995, PURCHASING 0112, P103 POWELL WW, 1987, CALIF MANAGE REV, V30, P67 RAGATZ GL, 1997, J PROD INNOVAT MANAG, V14, P190 RING PS, 1992, STRATEGIC MANAGE J, V13, P483 SMITH PG, 1995, DEV PRODUCTS HALF TI TWIGG D, 1997, 271 U WARW WARW BUS WASTI SN, 1997, J PROD INNOVAT MANAG, V14, P337 WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD WHEELWRIGHT SC, 1995, PRODUCT DEV CHALLENG YIN RK, 1994, CASE STUDY RES DESIG NR 29 TC 2 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 2002 VL 19 IS 3-4 BP 249 EP 261 PG 13 SC Engineering, Industrial GA 628EC UT ISI:000179978800002 ER PT J AU Winthrop, MF Deckro, RF Kloeber, JM TI Government R&D expenditures and US technology advancement in the aerospace industry: a case study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE research and development; technology development; technology transfer; technology policy; historical analysis ID BASIC RESEARCH; INDICATORS; PERFORMANCE; SCIENCE AB Traditionally, the United States has not set a specific national technology policy or plan like those seen in many other nations. However, the US Government spends large amounts of money on research and development (R&D) through such agencies as Department of Defense (DoD) and National Aeronautics and Space Administration (NASA). This case study investigates the relationship between defense and space R&D expenditures and national technology advancement in the aerospace industry. The lag between R&D expenditures and technology advancement is also examined and modeled. (C) 2002 Published by Elsevier Science B.V. C1 USAF, Inst Technol, ENS, Dept Operat Sci, Wright Patterson AFB, OH 45433 USA. AFSAA, Washington, DC 20330 USA. RP Deckro, RF, USAF, Inst Technol, ENS, Dept Operat Sci, 2950 P St, Wright Patterson AFB, OH 45433 USA. CR *ENN, 1999, SCI DECR PROP BUDG C *I SCI RES, 1998, US MAN NAT SCI IND D *NAT SCI BOARD SCI, 1998, 981 NSB SCI ENG IND *NAT SCI FDN, 1996, 96333 NSF *NAT SCI FDN, 1998, FED FUNDS SURV DET H *US PAT TRAD OFF O, 1997, PAT COUNTS CLASS YEA *US PAT TRAD OFF, 1998, PAT CLASS DEF ALIC JA, 1992, SPINOFF MILITARY COM GEISLER E, 1994, TECHNOL FORECAST SOC, V47, P189 HAIR JH, 1992, MULTIVARIATE DATA AN HOLBROOK JA, 1992, SCI PUBL POLICY, V19, P267 LEYDESDORFF L, 1989, SCIENTOMETRICS, V17, P111 LINDSEY D, 1989, SCIENTOMETRICS, V15, P189 MACROBERTS MH, 1989, TRENDS BIOCH SCI JAN, P14 MARDIA KV, 1979, MULTIVARIATE ANAL MARTIN BR, 1983, RES POLICY, V12, P61 MARTIN BR, 1996, SCIENTOMETRICS, V36, P343 MELKERS J, 1993, EVALUATING R D IMPAC MILLER M, 1990, INTELLECTUAL PROPERT NARIN F, 1988, HDB INITIATIVE STUDI NETER J, 1996, APPL LINEAR STAT MOD OKUBO Y, 1997, BIBLIOMETRIC INDICAT PAPADAKIS M, 1993, EVALUATING R D IMPAC PAVITT K, 1984, SCI PUBL POLICY, V11, P21 TIJSSEN RJW, 1988, HDB QUANTITATIVE STU WINTHROP M, 1999, P PICMET 99, V1, P281 NR 26 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 2002 VL 19 IS 3-4 BP 287 EP 305 PG 19 SC Engineering, Industrial GA 628EC UT ISI:000179978800004 ER PT J AU de Korvin, A Shipley, MF Kleyle, R TI Utilizing fuzzy compatibility of skill sets for team selection in multi-phase projects SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE fuzzy set theory; project management; team membership; quality goals AB In this paper, a model is developed for the selection of personnel for a multiple phase project which takes into account the match between the skills possessed by each individual, the skills needed for each phase, and rather flexible budget considerations. The algorithm uses the fuzzy construct of compatibility to measure the fit of a person's skill set to the goal set for each project phase. Based on the individual fuzzy compatibility measures, the team is formed from combined levels of compatibility and acceptable levels of quality defined for the goal set. Sections I and 2 present the background information necessary to an understanding of project management phases and compatibility of skills. The development of the model and subsequent algorithm in Sections 3 and 4, respectively rely on fuzzy measures of compatibility. Finally, an application is presented in Section 4 with conclusions stated in Section 5. (C) 2002 Elsevier Science B.V. All rights reserved. C1 Univ Houston, Dept Management, Houston, TX 77002 USA. Univ Houston, Dept Math, Houston, TX 77002 USA. Indiana Univ Purdue Univ, Indianapolis, IN 46202 USA. RP Shipley, MF, Univ Houston, Dept Management, 1 Main St, Houston, TX 77002 USA. CR ADLER PS, 1995, ORGAN SCI, V6, P147 BARLOW JF, 1991, J SYST MANAGE, V42, P13 BARLOW JF, 1991, J SYSTEMS MANGEMENT, V42, P37 BELLMAN RE, 1970, MANAGE SCI, V17, P141 BISHOP SK, 1999, PROJECT MANAGEMENT J, V30, P6 BUHLER PM, 1989, SUPERVISION, V50, P14 DUBOIS D, 1979, ADV FUZZY SET THEORY DUBOIS D, 1980, FUZZY SETS SYSTEMS T GALBRAITH JR, 1994, COMPETING FLEXIBLE L GRAY CF, 2000, PROJECT MANAGEMENT M GREENGARD S, 1993, PERS J, V72, J48 HEATH N, 1988, IND MANAGEMENT D MAR, P20 KICHUK SL, 1997, J ENG TECHNOL MANAGE, V14, P195 KLIR G, 1995, FUZZY SETS FUZZY LOG KLIR GT, 1988, FUZZY SETS UNCERTAIN MORRIS RM, 1991, IND MANAGEMENT, V33, P2 NONAKA I, 1991, HARVARD BUS REV, V69, P96 NUSSBAUM M, 1999, INFORM MANAGE, V36, P55 PEDRYCZ W, 1998, INTRO FUZZY SETS ANA PINTO JK, 1988, PROJECT MANAGEMENT J, V19, P67 SHIPLEY MF, 1999, P 18 INT C N AM NAFI, P640 STEWART T, 1996, FORTUNE SEP, P14 YAGER RR, 1988, IEEE T SYST MAN CYB, V18, P183 ZADEH LA, 1973, IEEE T SYST MAN CYB, V3, P38 ZADEH LA, 1978, FUZZY SETS SYSTEMS, V1, P3 NR 25 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 2002 VL 19 IS 3-4 BP 307 EP 319 PG 13 SC Engineering, Industrial GA 628EC UT ISI:000179978800005 ER PT J AU Wen, J Kobayashi, S TI Impacts of government high-tech policy: a case study of CAD technology in China SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE high-tech; CAD; China; policy; technology management ID JAPAN AB Rapid growth of technology innovations promotes governments world-wide to actively explore the best way to realize its economic benefits. Likewise, Chinese government has positioned advances of high technology a driving-force to continued economic achievements, and launched various high-tech policies. This case study focuses on computer-aided design (CAD), a key field under policy support, discloses policy's critical role. Interview/survey data from corporate and academic leaders were also collected and synthesized. The emergence of university-industry collaboration, capitalizing university intellectual property, and new modes in CAD innovation and technology diffusion are among those major findings. A Model is also proposed. The study provides new observations for debates to high-tech policy-makers and can benefit scholars and business managers seeking to understand the environment in China, and serve as a foundation for further policy and management research. (C) 2002 Published by Elsevier Science B.V. C1 AT&T Japan Ltd, Minato Ku, Tokyo 1050001, Japan. Univ Tsukuba, Res Ctr Univ Studies, Bunkyo Ku, Tokyo 1120012, Japan. RP Wen, J, AT&T Japan Ltd, Minato Ku, Shin Nikkoh Bldg,Toranomon 2-10-1, Tokyo 1050001, Japan. CR *MIN SCI TECHN SCI, 1998, P 98 NAT CAD APPL EN *MOE, 2000, STAT REP CHIN ED INF *MOST, 1998, ANN REP STAT PROGR C *MOST, 1999, NEWS BRIEF *OECD, 1997, OECDGD97, P60 CASTANOS H, 1995, SCI PUBL POLICY, V22, P325 CHEN T, 1998, EUR CYTOKINE NETW, V9, P11 CHEN XJ, 1998, CAD CAM, V8, P9 CHUNG S, 1999, SCI PUBL POLICY, V26, P70 ETZKOWITZ H, 1998, CAPITALIZING KNOWLED ETZKOWITZ H, 1998, RES POLICY, V27, P823 HU SM, 1998, CAD CAM, V9, P5 HUANG P, 1998, KM USER, V2, P28 ITO S, 1995, JAPAN SOC SCI POLICY, V10, P179 KATZ JS, 1997, RES POLICY, V26, P1 KONDO M, 1997, JAPAN SOC SCI POLICY, V12, P169 MARTINSONS MG, 1998, IEEE T ENG MANAGE, V45, P366 RANDAZZESE LP, 1996, IEEE T ENG MANAGE, V43, P392 ROBERTSON D, 1993, IEEE T ENG MANAGE, V40, P274 RUAN H, 1998, CAD CAM, V8, P5 VARGA A, 1998, U RES REGIONAL INNOV WANG J, 1998, KM USER, V2, P34 WEN J, 1998, P 2 INT S MAN TECHN, P560 WEN J, 2001, INT J TECHNOL MANAGE, V22, P794 WEN J, 2001, RES POLICY, V30, P1309 ZHANG D, 1998, CAD CAM, V8, P6 NR 26 TC 1 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 2002 VL 19 IS 3-4 BP 321 EP 342 PG 22 SC Engineering, Industrial GA 628EC UT ISI:000179978800006 ER PT J AU Lewis, MW Boyer, KK TI Factors impacting AMT implementation: an integrative and controlled study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE advanced manufacturing technology; implementation; operations strategy; organizational cultured; survey research/design ID ADVANCED MANUFACTURING TECHNOLOGY; FLEXIBLE AUTOMATION; STRATEGY; DESIGN; PERFORMANCE; DIRECTIONS; FRAMEWORK; CULTURE AB Advanced manufacturing technology (AMT) poses tremendous advantages and challenges for organizations. To integrate previous studies of AMT implementation, we investigate how varied operations strategies, organizational cultures, and implementation practices impact performance. Our research design controlled for the type of AMT and examined the timing effects of implementation, enabling a survey of 110 plants that had implemented computerized die/mold machinery over the past 3 years. Results indicate that high-performing plants employ: a strategy that emphasizes quality, delivery, and flexibility over costs a balanced culture that stresses flexibility and control; and systematic practices that facilitate change (training, pilot projects, long-term AMT objectives). Moreover, we find that implementation timing may act as a confounding variable, as plants that had recently implemented AMT outperformed those with older implementations. (C) 2002 Elsevier Science B.V. All rights reserved. C1 Univ Cincinnati, Coll Business Adm, Dept Management, Cincinnati, OH 45221 USA. Michigan State Univ, Eli Broad Grad Sch Management, Dept Mkt & Supply Chain Management, E Lansing, MI 48824 USA. RP Lewis, MW, Univ Cincinnati, Coll Business Adm, Dept Management, POB 210165, Cincinnati, OH 45221 USA. CR BOYER KK, 1996, J OPERATIONS MANAGEM, V14, P297 BOYER KK, 1997, J OPERATIONS MANAGEM, V15, P331 BOYER KK, 1999, J OPER MANAG, V17, P289 BOYER KK, 1999, MANAGE SCI, V45, P824 BROWN SL, 1995, ACAD MANAGE REV, V20, P343 CHEN IJ, 1996, INT J OPERAT PRODUCT, V16, P4 CHUNG CA, 1996, J ENG TECHNOL MANAGE, V13, P283 CLELAND DI, 1995, IND MANAGEMENT, V37, P22 CORBETT C, 1993, CALIFORNIA MANAG SUM, P107 DEAN JW, 1991, ACAD MANAGE J, V34, P776 DEAN JW, 1996, STRATEGIC MANAGE J, V17, P459 FERDOWS K, 1990, J OPERATIONS MANAGEM, V9, P168 HAYES RH, 1988, DYNAMIC MANUFACTURIN HOFSTEDE G, 1990, ADMIN SCI QUART, V35, P286 HOTTENSTEIN MP, 1997, INT MANAGEMENT SEP, P8 KIM Y, 1993, J OPERATIONS MANAGEM, V11, P3 LEI D, 1996, ORGAN STUD, V17, P501 LEWIS MW, 1998, J OPER MANAG, V16, P455 LIN CYY, 2000, J ENG TECHNOL MANAGE, V17, P39 MCDERMOTT CM, 1999, J OPER MANAG, V17, P521 MILLER JG, 1994, MANAGE SCI, V40, P285 PAGELL M, 2000, PROD OPER MANAG, V9, P222 PARTHASARTHY R, 1992, ACAD MANAGE REV, V17, P86 QUINN RE, 1988, RATIONAL MANAGEMENT SKINNER W, 1969, HARVARD BUS REV, V3, P136 SMALL MH, 1997, INT J OPER PROD MAN, V17, P468 SWINK M, 1995, INT J OPER PROD MAN, V15, P4 SZWEJCZEWSKI M, 1997, INT J PROD ECON, V53, P323 UDOKA SJ, 1990, COMPUT IND ENG, V19, P131 WARD PT, 1998, DECISION SCI, V29, P1035 ZAMMUTO RF, 1992, ACAD MANAGE REV, V17, P701 ZHOA H, 1997, INT J PROD ECON, V48, P7 NR 32 TC 4 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 2002 VL 19 IS 2 BP 111 EP 130 PG 20 SC Engineering, Industrial GA 562MG UT ISI:000176200600001 ER PT J AU Green, G Kennedy, P McGown, A TI Management of multi-method engineering design research: a case study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE management tools; research methods; engineering design AB There is a need for a research management methodology that will utilise research methods on an individual basis and when combined in a multi-method approach, An agreed methodology would enable rapid progress in achieving agreement on the main issues within engineering design research. Researchers at the University of Glasgow have developed a conceptual management methodology, testing it on three engineering design research projects. This paper describes the methodology and presents results indicating its ability to enable rigorous triangulation of research results obtained via different methods and across different research projects forming the basis of an effective management tool. (C) 2002 Elsevier Science B.V All rights reserved. C1 Univ Glasgow, Dept Mech Engn, Glasgow G12 8QQ, Lanark, Scotland. RP Green, G, Univ Glasgow, Dept Mech Engn, Glasgow G12 8QQ, Lanark, Scotland. CR ALSALKA MA, 1998, J ENG DESIGN, V9, P57 BEITZ W, 1994, J ENG DESIGN, V5, P129 BRYMAN A, 1992, MIXING METHODS QUALI BUCCIARELLI LL, 1994, DESIGNING ENG CROSS N, 1993, RES ENG DES, V5, P63 CROSS N, 1995, DESIGN STUDIES, V13, P54 DENZIN NK, 1989, INTERPRETIVE INTERAC DORST K, 1995, DESIGN STUDIES, V16, P139 DWARAKANATH S, 1995, P 10 INT C ENG DES P EHRLENSPIEL K, 1993, J ENG DESIGN, V4, P201 FRENCH M, 1992, FORM STRUCTURE MECH GREEN G, 1994, THESIS U GLASGOW GLA GREEN G, 1997, P 11 INT C ENG DES T HALES C, 1987, THESIS CAMBRIDGE U C HENNESSY J, 1994, AUTOMATION BASED CRE KENNEDY P, 1997, P 11 INT C ENG DES T MARPLES DL, 1960, J I ENG DESIGNER DEC, P1 MARSHALL C, 1994, DESIGNING QUALITATIV MCGOWN A, 1997, P 11 INT C ENG DES T PAHL G, 1984, ENG DESIGN ROBSON C, 1993, REAL WORLD RES RESOU SCRIVENER SAR, 1993, DESIGN STUDIES, V14, P261 ULLMAN DG, 1995, COMPUTER SUPPORT DES, V1169, P83 WALLACE KM, 1989, P INT C ENG DES HARR NR 24 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 2002 VL 19 IS 2 BP 131 EP 140 PG 10 SC Engineering, Industrial GA 562MG UT ISI:000176200600002 ER PT J AU Nambisan, S TI Software firm evolution and innovation-orientation SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE software industry; firm evolution; firm growth; innovation ID HIGH-TECHNOLOGY; SMALL BUSINESS; GROWTH; VENTURES; ENTREPRENEURSHIP; PREDICTORS; STRATEGIES AB The software industry is experiencing dramatic growth worldwide. This paper offers a theoretical framework to examine the growth and evolution of software firms from an innovation-orientation perspective. While it is apparent that the attitudes and perceptions of a firm's key stakeholders towards innovative product development hold valuable insights on its future growth and evolution, such a perspective has received limited theoretical attention in studies on firm evolution. In this paper, we define a software firm growth stage model that reflects the changes in a firm's process and product portfolios. We offer a set of research propositions that link the innovation-related attitudes and perceptions of a firm's internal stakeholders to firm evolution. The research model has several important implications for both research and practice and can be extended to other high technology contexts. (C) 2002 Elsevier Science B.V. All rights reserved. C1 Lally Sch Management, Rensselaer Polytech Inst, Troy, NY 12180 USA. RP Nambisan, S, Lally Sch Management, Rensselaer Polytech Inst, 110 8th St, Troy, NY 12180 USA. CR AJZEN I, 1977, PSYCHOL BULL, V84, P888 AJZEN I, 1982, CONSISTENCY SOCIAL B, V2, P3 ANDERSON C, 1996, ECONOMIST BRAMFORD CE, 1996, FRONTIERS ENTREPRENE BROWN SL, 1998, COMPETING EDGE STRAT BRYNJOLFSSON E, 1996, MANAGE SCI, V42, P1627 CARMEL E, 1997, INFORMATION SOC, V13, P125 CHANDLER AD, 1962, STRATEGY STRUCTURE CHURCHILL NC, 1983, HARVARD BUS REV, V61, P30 CONSTANTINE LL, 1995, CONSTANTINE PEOPLEWA COOKE P, 1997, RES POLICY, V26, P475 COONEY T, 1998, FRONTIERS ENTREPRENE COOPER AC, 1994, J BUS VENTURING, V9, P371 COVINJG, 1991, ENTREPRENEURSHIP THE, P7 CRANDALL R, 1973, MEASUREMENT SOCIAL P CURRAN J, 1993, INT SMALL BUSINESS J, V11, P13 CUSUMANO M, 1995, MICROSOFT SECRETS CUSUMANO M, 1998, COMPETING INTERNET T CYERT RM, 1963, BEHAV THEORY FIRM DAVIDSSON P, 1989, J BUS VENTURING, V4, P211 DONALDSON SE, 1997, CULTIVATING SUCCESSF EISENHARDT KM, 1990, ADMIN SCI QUART, V35, P504 GALBRAITH J, 1982, J BUS STRAT, V3, P70 GERSICK CJG, 1994, ACAD MANAGE J, V37, P9 GIBRAT R, 1931, INGELITES ECONOMIQUE GOLDSTEIN HA, 1989, EC DEV COMMENTARY, V13, P3 GOLDSTEIN HA, 1990, ECON DEV Q, V4, P64 GUDGIN G, 1978, IND LOCATION PROCESS HANKS SH, 1993, ENTREP THEORY PRACT, P5 HEEKS RB, 1996, INDIAS SOFTWARE IND HOCH DJ, 1999, SECRETS SOFTWARE SUC KAZANJIAN RK, 1990, J BUS VENTURING, V5, P137 KIRTON MJ, 1976, J APPL PSYCHOL, V61, P622 KIRTON MJ, 1978, PSYCHOL REP, V42, P695 KOTABE M, 1995, STRATEGIC MANAGE J, V16, P621 MCCARTHY J, 1995, DYNAMICS SOFTWARE DE MICKLETHWAIT J, 1997, ECONOMIST MILES MP, 1991, ENTREPRENEURSHIP THE, V15, P49 MILLER D, 1984, MANAGE SCI, V30, P1161 MILLER R, 1987, GROWING NEXT SILICON MORRIS MH, 1987, J BUS VENTURING, V2, P247 MOWERY DC, 1996, INT COMPUTER SOFTWAR NAMBISAN S, 1999, MIS QUART, V23, P365 NELSON R, 1982, EVOLUTIONARY THEORY NELSON R, 1993, NATL INNOVATION SYST NONAKA I, 1995, KNOWLEDGE CREATING C ODEN HW, 1997, MANAGING CORPORATE C OFARRELL PN, 1988, ENVIRON PLANN A, V20, P1365 OHE T, 1990, J BUS VENTURING, V5, P163 PENROSE E, 1959, THEORY GROWTH FIRM PEREIRA G, 1999, BITE BULLET TAKE RIS, P35 ROBINSON PB, 1991, THEOR PRACT, P13 ROMANELLI E, 1989, ADMIN SCI QUART, V34, P369 ROURE JB, 1990, J BUS VENTURING, V5, P201 RYAN K, 1997, P PORTL INT C MAN EN, P27 SANDBERG WR, 1982, FRONTIERS ENTREPRENE, P204 SAXENIAN A, 1994, REGIONAL ADVANTAGE C SCOTT M, 1987, LONG RANGE PLANN, V20, P45 SHAN WJ, 1990, STRATEGIC MANAGE J, V11, P129 SUBRAMANYAN L, 1997, MISSIONARIES OPPORTU SUKHANTHANKAR HV, 1997, TIME PONDER INDIAN S TORRISI S, 1998, IND ORG INNOVATION I UTTERBACK IM, 1994, MASTERING DYNAMICS I WEISS J, 1990, STRATEGIC MANAGEMENT, P83 WILLIAMSON OE, 1975, MARKETS HIERARCHIES ZAHRA S, 1999, J BUSINESS VENTURING, V15, P137 NR 66 TC 1 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 2002 VL 19 IS 2 BP 141 EP 165 PG 25 SC Engineering, Industrial GA 562MG UT ISI:000176200600003 ER PT J AU Husain, Z Sushil Pathak, RD TI A technology management perspective on collaborations in the Indian automobile industry: a case study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE collaboration; transfer of technology; technology strategy; technology absorption; automobile industry AB A study was conducted to analyze technology management practices of firms in the automobile industry in India. The case studies of three firms which collaborated in post Indian independence (i.e. after 1947) period and after the economic reforms began (i.e. after 1985) have been presented. The cases were prepared using interviewing and observation techniques. Profitability, liquidity, and turnover ratio analyses have been carried out to assess the firms' financial health. Input from the questionnaire survey has been presented to compare the perception of the firm's performance compared to industry on select variables. The situation-actor-process-leaming-action-performance (SAP-LAP) paradigm was used to analyze the cases. Learning issues have been synthesized. (C) 2002 Elsevier Science B.V. All rights reserved. C1 Imam Univ, Dept Comp Sci & Informat Syst, KSA-11522 Riyadh, Saudi Arabia. Indian Inst Technol, Dept Management Studies, New Delhi, India. Univ S Pacific, Dept Management & Publ Adm, Suva, Fiji. RP Husain, Z, Imam Univ, Dept Comp Sci & Informat Syst, POB 45533, KSA-11522 Riyadh, Saudi Arabia. CR HUSSAIN Z, 1996, TECHNOLOGY MANAGEMEN, V3, P109 NOORI H, 1990, INT J TECHNOL MANAGE, V5, P577 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 SHARIF MN, 1989, TECHNOL FORECAST SOC, V36, P201 SUSHIL, 1994, SYSTEMS PRACTICE, V7, P633 NR 5 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 2002 VL 19 IS 2 BP 167 EP 201 PG 35 SC Engineering, Industrial GA 562MG UT ISI:000176200600004 ER PT J AU Tremblay, M Wils, T Proulx, C TI Determinants of career path preferences among Canadian engineers SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE engineers; career; career path; career preference; career anchor; career plateau; professionalism ID ORGANIZATIONAL COMMITMENT; WORK; MANAGERS; PROFESSIONALS; ATTITUDES; ORIENTATIONS; PATTERNS; PLATEAU; MODEL; GOALS AB This study explores five career paths available to engineers, and aims at understanding the factors that lead them to prefer the management path to other career paths (i.e. the technical path, the project-based path, the entrepreneurial path and the hybrid path). A questionnaire survey was conducted on a sample of 900 male and female engineers from a large Canadian province. The results show that several determinants under study (mainly individual-related factors such as actual experience path, desire for promotion, work-time investment) effectively distinguish the career path groups for engineers who have a clear career preference, However, the model is far less effective in predicting mitigated career preferences. (C) 2002 Elsevier Science B.V. All rights reserved. C1 HEC Business Sch Montreal, Dept Human Resource Management, Montreal, PQ H3T 2A7, Canada. RP Tremblay, M, HEC Business Sch Montreal, Dept Human Resource Management, 3000 Chemin Cote St Catherine, Montreal, PQ H3T 2A7, Canada. CR ALLEN TJ, 1986, R&D MANAGE, V16, P185 ALLEN TJ, 1989, HUMAN RESOURCE MANAG, P191 ALLEN TJ, 1992, IEEE T ENG MANAGE, V39, P237 ARYEE S, 1992, J ENG TECHNOL MANAGE, V9, P61 BADAWY MK, 1988, RES TECHNOL MANAGE, V31, P19 BAILEY TN, 1991, CLASSICAL QUANT GRAV, V8, P1 BAILYN L, 1980, LIVING TECHNOLOGY IS BAILYN L, 1983, J OCCUP BEHAV, V4, P263 BAILYN L, 1987, HUM RELAT, V40, P299 BARDWICK JM, 1986, PLATEAUING TRAP BARTOL KM, 1979, ACAD MANAGE J, V22, P815 BIDDLE J, 1993, J HUM RESOUR, V29, P82 BYRD TA, 1996, ENG MANAGEMENT J, V8, P33 CHAPMAN T, 1990, SOCIAL MOBILITY WOME, P73 CORDERO R, 1992, IEEE T ENG MANAGMENT, V39, P270 DELONG TJ, 1982, PERSONNEL, V59, P50 EVETSS J, 1993, WOMEN MANAGEMENT REV, V8, P19 EVETTS J, 1994, WORK EMPLOY SOC, V8, P101 FELDMAN DC, 1996, HUM RESOUR MANAGE R, V6, P89 GERPOTT TJ, 1987, R&D MANAGE, V17, P118 GERPOTT TJ, 1988, J MANAGE STUD, V25, P439 GOLDBERG AI, 1984, IEEE T ENG MANAGE, V31, P111 GOULD S, 1984, ORGAN BEHAV HUM DEC, V34, P244 GOULDNER AW, 1957, ADM SCI Q, V2, P281 GOULDNER AW, 1958, ADM SCI Q, V2, P444 GREENBERG J, 1996, QUEST JOB JUSTICE JO HAIR JF, 1979, MULTIVARIATE DATA AN HALL DT, 1985, HUM RESOURCE MANAGE, V24, P271 HALL JL, 1992, IEEE T ENG MANAGE, V39, P296 HOLMES T, 1993, EMPLOYEE RELATIONS, V15, P37 IGBARIA M, 1991, MIS QUART, V15, P151 IGBARIA M, 1999, J ENG TECHNOL MANAGE, V16, P29 KANTER RM, 1989, HDB CAREER THEORY, P506 KERR S, 1977, ORGAN BEHAV HUM PREF, V18, P329 KLECKA WR, 1980, DISCRIMINANT ANAL MAINIERO LA, 1986, J MANAGE, V12, P561 MCKINNON P, 1987, RES MANAGE, V1, P26 MOWDAY RT, 1979, J VOCAT BEHAV, V14, P224 MUSELLA MA, 1990, CHEM ENG, V97, P207 NETER J, 1985, APPL LINEAR STAT MOD PAGE RA, 1992, ADV GLOBAL HIGH TECH, P151 PELZ DC, 1966, BEHAV SCI, V11, P89 RAELIN JA, 1985, J OCCUP PSYCHOL, V58, P177 RAELIN JA, 1987, PERS J, P96 RITTI R, 1968, IND RELAT, V7, P118 RYNES S, 1987, J VOCAT BEHAV, V30, P138 RYNES SL, 1988, J VOCAT BEHAV, V32, P239 SCARPELLO V, 1992, J ORGAN BEHAV, V13, P125 SCHEIN EH, 1978, CAREER DYNAMICS MATC SCHEIN EH, 1985, CAREER ANCHORS DISCO SHENHAV Y, 1991, WORK OCCUPATION, V18, P46 SHEPARD HA, 1958, RES MANAGE, V8, P177 STAHL MJ, 1979, IEEE T ENG MANAGE, V26, P39 STEINER DD, 1986, J OCCUP PSYCHOL, V59, P13 TAYLOR R, 1979, J OCCUP PSYCHOL, V52, P41 TREMBLAY M, 1993, GROUP ORGAN MANAGE, V18, P411 TREMBLAY M, 1995, HUM RELAT, V48, P221 TREMBLAY M, 1996, P EL AC MAN BEST PAP VEIGA JF, 1981, ACAD MANAGE J, V24, P566 VROOM VH, 1964, WORK MOTIVATION NR 60 TC 2 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 2002 VL 19 IS 1 BP 1 EP 23 PG 23 SC Engineering, Industrial GA 527ZJ UT ISI:000174217900001 ER PT J AU Conceicao, P Hamill, D Pinheiro, P TI Innovative science and technology commercialization strategies at 3M: a case study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE commercialization; publicized; organizational mechanisms AB Large, successful firms, even with a history of innovation, may create organizational mechanisms that hamper innovation and customer response. This paper will describe how 3M purposefully fights this tendency by attempting to foster innovation within the company through the development of efficient strategies to commercialize technology in rapidly changing environments. The paper will describe 3M's general policies and its entrepreneurial culture, which are largely well publicized in the popular literature. But the focus will be on on-going strategies to accelerate the commercialization of technology in its electronic business. Specifically, the case of the Electronic Markets Center (EMC), a 3M Electronic and Communications Group unit created in 1997 to leverage the broad range of 3M's electronic products and technologies will be described and analyzed. Fifteen business units were organized around one single entity to more effectively ensure an overall coordinated strategy for 3M in the electronics market that could change the growth rate of 3M's sales to the electronic industry from 9% per year to 24% per year. The paper will focus on two critical components of the EMC: (1) what were the strategies behind the design of EMC; (2) how did EMC developed processes to manage the interdependence of the technical and business understanding of industry segments and the relations with key accounts. The paper concludes with lessons learned from the 3M experience thus far, and with recommendations on how to fight some of the barriers to innovation and technology commercialization in large firms. (C) 2002 Published, by Elsevier Science B.V. C1 Inst Super Tecn, IN, Ctr Innovat Technol & Policy Res, Lisbon, Portugal. 3M Co, St Paul, MN 55144 USA. Univ Texas, IC2 Inst, Austin, TX 78712 USA. RP Conceicao, P, Inst Super Tecn, IN, Ctr Innovat Technol & Policy Res, Lisbon, Portugal. CR CARBONARA C, 1998, CLASS NOTES MASTERS CHANDLER AD, 1962, STRATEGY STRUCTURE H CHANDLER AD, 1980, VISIBLE HAND MANAGER CHANDLER AD, 1990, SCALE SCOPE DYNAMICS CONCEICAO P, 2001, INT J TECHNOLOGY POL, V1, P195 COYNE W, 1997, INNOVATION BREAKTHRO FIGUEROA E, 2000, J ENG TECHNOL MANAGE, V17, P93 FLAMM K, 1988, GREATING COMPUTERS G GRILICHES Z, 1998, R D PROD EC EVIDENCE HANNAH L, 1998, AM ECON REV, V88, P62 HANNAH L, 1999, LEARNING DOING MARKE MANSFIELD E, 1984, R D PATENTS PRODUCTI MATHEWS J, 1996, ORG FDN KNOWLEDGE BA PETERS T, 1997, INNOVATION BREAKTHRO PORTER ME, 1988, COMPETITIVE ADVANTAG ROSENBERG N, 1972, TECHNOLOGY AM EC GRO ROSENBERG N, 1982, INSIDE BLACK BOX TEC ROSENBERG N, 1994, EXPLORING BLACK BOX SCHUMPETER, 1950, CAPITALISM SOCIALISM TEECE DJ, 1986, RES POLICY, V15, P285 TIDD J, 1997, INTEGRATING TECHNOLO USSELMAN SW, 1993, BUSINESS EC HIST, V22, P1 WEBER M, 1997, THEORY SOCIAL EC ORG NR 23 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 2002 VL 19 IS 1 BP 25 EP 38 PG 14 SC Engineering, Industrial GA 527ZJ UT ISI:000174217900002 ER PT J AU Reilly, RR Lynn, GS Aronson, ZH TI The role of personality in new product development team performance SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE personality; teams; new product development ID DECISION-MAKING GROUPS; JOB-PERFORMANCE; WORK GROUPS; BEHAVIOR; PREDICTORS; ABILITY; INVOLVEMENT; MANAGEMENT; DIFFERENCE; KNOWLEDGE AB Although the role of personality in team performance is not well understood, research suggests that personality plays a critical role in the effective performance of teams. Personality variables should be especially important for new product development (NPD) teams which typically include highly coordinated activities among multidisciplinary members. The five-factor model provides a consistent structure for understanding how personality relates to different kinds of behavior and is used as a framework for reviewing literature related to team performance. The same model is then used to form a set of research propositions that can serve to guide future research on the role of personality in NPD teams. Because the literature suggests that the role of personality is dependent upon the type of task involved, we differentiate our research propositions for two specific types of new product development: incremental innovation and radical innovation. We offer research propositions for the average level of each of the five-factor model variables and performance in the two types of teams. Finally, we suggest a set of research propositions for the effect of heterogeneity of personality on performance in radical and incremental innovation teams. (D 2002 Published by Elsevier Science B.V. C1 Stevens Inst Technol, Wesley J Howe Sch Technol Management, Hoboken, NJ 07030 USA. RP Reilly, RR, Stevens Inst Technol, Wesley J Howe Sch Technol Management, Hoboken, NJ 07030 USA. CR AAMODT MG, 1982, PSYCHOL REP, V50, P171 ALTMAN I, 1967, HUM RELAT, V20, P313 ANCONA DG, 1990, RES TECHNOL MANAGE, V33, P25 ANCONA DG, 1992, ADMIN SCI QUART, V37, P634 ANSOFF HI, 1965, CORPORATE STRATEGY ANSOFF HI, 1988, NEW CORPORATE STRATE ASHTON MC, 1998, J ORGAN BEHAV, V19, P289 BANTEL KA, 1989, STRATEGIC MANAGE J, V10, P107 BARCZAK G, 1989, J PROD INNOVAT MANAG, V6, P259 BARR A, 1999, STAND MAG, V1, P44 BARRETT H, 1997, GEOGRAPHY 1, V82, P1 BARRICK MR, 1998, J APPL PSYCHOL, V83, P377 BOUCHARD TJ, 1969, J APPL PSYCHOL, V53, P1 BOUCHARD TJ, 1972, J APPL PSYCHOL, V56, P324 BURCHFIELD M, 1997, THESIS STEVENS I TEC CAMPION MA, 1993, PERS PSYCHOL, V46, P823 CATTELL RB, 1954, HUM RELAT, V7, P493 CLONINGER CR, 1996, NAT GENET, V12, P3 COSTA PT, 1988, J PERS SOC PSYCHOL, V54, P853 COSTA PT, 1992, REVISED NEO PERSONAL CRUTCHFIELD RS, 1955, AM PSYCHOL, V10, P191 DAY DV, 1989, PERS PSYCHOL, V42, P25 DEBIASIO AR, 1986, J PERS SOC PSYCHOL, V51, P749 DIGMAN JM, 1990, ANNU REV PSYCHOL, V41, P417 DOMINICK PG, 1997, GROUP ORGAN MANAGE, V22, P508 DRISKELL JE, 1987, TR87002 NAV TRAIN SY DRISKELL JE, 1992, HUM FACTORS, V34, P277 DURHAM CC, 1997, ORGAN BEHAV HUM DEC, V72, P203 FIEDLER FE, 1961, ACTA PSYCHOL, V18, P100 FISKE DW, 1949, J ABNORMAL SOCIAL PS, V44, P329 GEORGE JM, 1990, J APPL PSYCHOL, V75, P107 GIBB CA, 1969, HDB SOCIAL PSYCHOL, V4 GOLDBERG LR, 1992, PSYCHOL ASSESSMENT J, V4, P26 GOLDBERG LR, 1999, PERSONALITY PSYCHOL, V7, P7 GREER FL, 1955, SMALL GROUP EFFECTIV GUION RM, 1998, ASSESSMENT MEASUREME GURNEE H, 1937, J PSYCHOL, V3, P437 GUZZO RA, 1982, J APPL PSYCHOL, V67, P67 GUZZO RA, 1996, ANN REV PSYCHOL HACKMAN JR, 1983, 2 YAL SCH ORG MAN HACKMAN JR, 1990, GROUPS WORK THOSE DO HAYTHORN W, 1953, J ABNORMAL SOCIAL PS, V48, P276 HAYTHORN W, 1956, HUM RELAT, V9, P57 HESLIN R, 1964, PSYCHOL BULL, V62, P248 HOFFMAN LR, 1959, J ABNORMAL SOCIAL PS, V58, P22 HOFFMAN LR, 1960, SOCIOMETRY, V23, P272 HOFFMAN LR, 1961, J ABNORMAL SOCIAL PS, V62, P401 HOGAN J, 1989, MIL PSYCHOL, V1, P117 HOUGH LM, 1992, HUM PERFORM, V5, P139 JACKSON SE, 1991, J APPL PSYCHOL, V76, P675 JACKSON SE, 1992, GROUP PROCESS PRODUC, P138 JACKSON SE, 1995, TEAM EFFECTIVENESS D, P204 JANIS JL, 1972, GROUPTHINK KELLER RT, 1986, ACAD MANAGE J, V29, P715 KELLER RT, 1997, J APPL PSYCHOL, V82, P539 KICHUK SL, 1997, J ENG TECHNOL MANAGE, V14, P195 LYNN GS, 1996, CALIF MANAGE REV, V38, P8 LYNN GS, 1998, ENG MANAGEMENT J, V10, P11 MAGJUKA RJ, 1991, PERS PSYCHOL, V44, P793 MANN RD, 1959, PSYCHOL BULL, V56, P241 MAZNEVSKI ML, 1994, HUM RELAT, V47, P531 MCCRAE RR, 1989, J PERS SOC PSYCHOL, V56, P586 MORELAND RL, 1992, ADV GROUP PROCESSES, V9, P237 MORGAN BB, 1992, TEAMS THEIR TRAINING, P76 MORI K, 1990, BIOCATALYSIS, V3, P25 MOUNT MK, 1995, RES PERSONNEL HUMAN, V13, P153 NEUMAN GA, 1999, J APPL PSYCHOL, V84, P376 NORMAN WT, 1963, J ABNORMAL SOCIAL PS, V66, P574 OSER RL, 1989, 89018 NTSC REILLY RR, 1998, PERFORMANCE APPRAISA ROSENBLOOM RS, 1987, CALIF MANAGE REV, V29, P51 SCHNEIDER FW, 1972, J SOC PSYCHOL, V86, P291 SCHUTZ WC, 1955, HUM RELAT, V8, P429 SCHWARTZ MM, 1976, PSYCHOL REP, V38, P819 SHAW ME, 1981, GROUP DYNAMICS PSYCH SMITH PG, 1997, DEV PRODUCTS HALF TI STEVENS G, 1998, P ANN C PROD DEV MAN STEVENS MJ, 1994, J MANAGE, V20, P503 STEVENS MJ, 1999, P 14 ANN C SOC IND O STRUBE MJ, 1989, J APPL SOC PSYCHOL, V19, P140 SUNDSTROM E, 1990, AM PSYCHOL, V45, P120 TETT RP, 1991, PERS PSYCHOL, V44, P703 TETT RP, 1994, PERS PSYCHOL, V47, P157 THOMS P, 1996, J ORGAN BEHAV, V17, P349 TRIANDIS HC, 1965, HUM RELAT, V18, P33 TUCKMAN BW, 1967, J EXPT SOCIAL PSYCHO, V3, P25 TUPES EC, 1961, ASDTR6197 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 WATSON D, 1985, PSYCHOL BULL, V98, P219 WATSON WE, 1993, ACAD MANAGE J, V36, P590 WEICK KE, 1969, SOCIOMETRY, V32, P413 WHETTEN DA, 1989, ACAD MANAGE REV, V14, P490 WHITNEY JC, 1983, J MARKETING RES, V20, P167 ZANDER A, 1968, J PERS SOC PSYCHOL, V8, P282 ZILLER RC, 1955, HUM RELAT, V8, P153 NR 95 TC 7 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 2002 VL 19 IS 1 BP 39 EP 58 PG 20 SC Engineering, Industrial GA 527ZJ UT ISI:000174217900003 ER PT J AU Nobelius, D Sundgren, N TI Managerial issues in parts sharing among product development projects: a case study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE manufacturing firms; product development; commonality; longitudinal case studies AB Sharing parts across a set of products has long been considered good design practice but now, it is also considered as a strategic weapon in many industries. Earlier research has singled out parts sharing as an important means of shortening the product development lead-time, reduce cost and increase product quality. Moreover, companies are striving towards reaching efficient parts sharing. However, commonality trends in several industries show that they have trouble reaching their commonality targets. Hence, the aim of this case study is to explore the potential managerial difficulties associated with the parts sharing process. Six manufacturing companies in four different industries have been explored. The managerial difficulties have been divided into four categories, namely organizational, strategic, technology & cost related, and support system related issues. Summarizing the findings, the task of transferring palls has proved to be a complex issue with many cross-boundaries and managerial concerns within the company, and the responsibilities need to be made clear. (C) 2002 Elsevier Science B.V. All rights reserved. C1 Chalmers Univ Technol, Dept Operat Management & Work Org, SE-41296 Gothenburg, Sweden. RP Nobelius, D, Chalmers Univ Technol, Dept Operat Management & Work Org, SE-41296 Gothenburg, Sweden. CR *VOLV TRACK CORP, 1907, CO INT DOC ABRAHAMSSON M, 1997, THESIS CHALMERS U TE BALDWIN CY, 1997, HARVARD BUS REV, V75, P84 CLARK KB, 1991, PROD DEV PERFORMANCE CUSUMANO M, 1991, SYSTEMATIC VERSUS AC CUUMANO MA, 1994, SLOAN MANAGMENT REV, V35 DAHLQUIST H, 1995, FRAMGANGEN BYGGER MO EALEY L, 1996, MOTOR BUSINESS INT, P107 ELLISON D, 1995, 95066 INT MOT VEH PR ERICSSON J, 1996, SHARING PARTS CAR MO FAHLEN O, 1995, DAGENS IND FEITZINGER E, 1997, HARVARD BUSINESS JAN FISCHER M, 1996, 961003 WHART SCH DEP JOHANSSON D, 1997, THESIS CHALMERS U TE LANCASTER K, 1990, SURVEY MARKETING SCI, V9 LEAVITT HJ, 1965, HDB ORG, P1144 MATSON H, 1997, EXPRESSION 1214, P21 MCDERMOTT CM, 1994, PROD INVENTORY MANAG MEYER M, 1997, POWER PROD PLATFORMS MEYER M, 1997, REVITALIZE PROD LINE MUFFATTO M, 1996, INT J VEHICLE DES, V17, P109 NOBEOKA K, 1994, 10594 WP MIT NOBEOKA K, 1995, IEEE T ENG MANAGE, V42, P397 PINE JB, 1993, MASS CUSTOMIZATION N REINERTSEN D, 1992, ELECT DESIGN DEC, P59 ROTHWELL R, 1988, J MARKETING MANAGEME, V3, P372 THURMOND RC, 1988, IEEE T ENG MANAGE, V35, P232 ULRICH K, 1995, RES POLICY, V24, P419 WOOLSEY JP, 1994, 777 AIR TRANSP WORLD, P22 NR 29 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 2002 VL 19 IS 1 BP 59 EP 73 PG 15 SC Engineering, Industrial GA 527ZJ UT ISI:000174217900004 ER PT J AU Parthasarthy, R Hammond, J TI Product innovation input and outcome: moderating effects of the innovation process SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE product innovation; innovation input and outcome; integrated innovation process ID RESEARCH-AND-DEVELOPMENT; FLEXIBLE AUTOMATION; INTEGRATION; MODEL; PERFORMANCE; STRATEGY; FIRM; PERSPECTIVE; COMPETITION; CONTEXT AB In this research, we propose and examine the proposition that product innovation process is a moderator in the "innovation input-outcome" relationship. Innovation input involves R&D spending in relation to sales or R&D intensity. Innovation outcome involves innovation frequency or the number of new products developed and marketed. Innovation process involves the level of integration in organizational mechanisms: functional coordination, tool arrangement, and external relationship. Data from 45 medical and surgical device makers suggest that functional integration is a significant moderator in the innovation input-outcome relationship. External integration has only main effects whereas tool integration has neither main nor interaction effects on innovation frequency. Results could, however, be industry and sample specific. We discuss the implications of these findings for product innovation theory and research. (C) 2002 Elsevier Science B.V. All rights reserved. C1 CUNY Bernard M Baruch Coll, Dept Management, New York, NY 10010 USA. SUNY Coll New Paltz, Dept Educ Adm, New Paltz, NY 12561 USA. RP Parthasarthy, R, CUNY Bernard M Baruch Coll, Dept Management, New York, NY 10010 USA. CR ADLER PS, 1995, ORGAN SCI, V6, P147 ALLEN TJ, 1985, MAPPING FLOW TECHNOL ANCONA DG, 1990, J HIGH TECHNOLOGY MA, V1, P119 ANCONA DG, 1992, ORGAN SCI, V3, P321 ARNOLD HJ, 1982, ORGAN BEHAV HUM PREF, V29, P143 BETZ F, 1993, STRATEGIC TECHNOLOGY BROWER ST, 1993, HPB SURG, V7, P1 CLARK KB, 1991, PROD DEV PERFORMANCE COHEN J, 1983, APPL MULTIPLE REGRES COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COMANOR WS, 1969, J POLITICAL EC, V77, P392 DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 DENISON DR, 1996, ACAD MANAGE J, V39, P1005 DESCHAMPS JP, 1992, COLUMBIA J WORLD BUS, V27, P38 DUSSAUGE P, 1992, STRATEGIC TECHNOLOGY, P105 EISENHARDT KM, 1995, ADMIN SCI QUART, V40, P84 ETTLIE JE, 1992, ACAD MANAGE J, V35, P795 FRANKO LG, 1989, STRATEGIC MANAGE J, V10, P449 FREEMAN C, 1982, EC IND INNOVATIONS FRY L, 1984, ACAD MANAGE J, V27, P224 GOPALAKRISHNAN S, 1994, J ENG TECHNOL MANAGE, V11, P95 GRABOWSKI HG, 1968, J POLITICAL EC, V76, P292 GUPTA AK, 1985, J PROD INNOVAT MANAG, V2, P12 HAMBRICK DC, 1985, ACAD MANAGE J, V28, P527 HITT MA, 1991, ACAD MANAGE J, V34, P693 HITT MA, 1996, ACAD MANAGE J, V39, P1084 IANSITI M, 1993, HARVARD BUS REV, V71, P138 IANSITI M, 1997, HARVARD BUS REV, V75, P69 ITAMI H, 1987, MOBILIZING INVISIBLE KAMIEN MI, 1975, J ECON LIT, V13, P1 KESSLER EH, 1996, ACAD MANAGE REV, V21, P1143 LAWRENCE PR, 1967, ADM SCI Q, V12, P1 LEVIN RC, 1986, AM ECON REV, V76, P200 MANSFIELD E, 1968, IND RES TECHNOLOGICA MANSFIELD E, 1981, REV ECON STAT, V63, P610 MCKINLEY W, 1987, ADMIN SCI QUART, V32, P87 MCLEAN IW, 1978, J IND ECON, V27, P1 MOHRMAN SA, 1995, DESIGNING TEAM BASED NELSON R, 1959, J POLITICAL EC, V67, P297 PARTHASARTHY R, 1992, ACAD MANAGE REV, V17, P86 PARTHASARTHY R, 1993, STRATEGIC MANAGE J, V14, P529 PARTHASARTHY R, 1995, INT J VEHICLE DES, V16, P126 PARTHASARTHY R, 1996, J ENG TECHNOL MANAGE, V13, P83 PAVITT K, 1971, CONDITIONS SUCCESS T PHILLIPS A, 1971, TECHNOLOGY MARKET ST PODSAKOFF PM, 1986, J MANAGE, V12, P531 ROBERTS FB, 1988, RES TECHNOLOGY MANGE, V31, P1 ROSENAU MD, 1990, FASTER NEW PROD DEV SCHERER FM, 1965, AM ECON REV, V55, P1097 SCHMOOKLER J, 1966, INVENTION EC GROWTH SMITH PG, 1991, DEV PROD HALF TIME SNELL SA, 1992, ACAD MANAGE J, V35, P467 SOUDER WE, 1992, J MANAGE STUD, V29, P485 STALK G, 1990, COMPETING TIME TIME TAKEUCHI H, 1986, HARVARD BUS REV, V64, P137 TEECE DJ, 1986, RES POLICY, V15, P285 TEECE DJ, 1992, J ECON BEHAV ORGAN, V18, P1 THOMPSON J, 1967, ORG ACTION TUSHMAN ML, 1997, MANAGING STRATEGIC I, P3 WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD WILLIAMSON OE, 1985, EC I CAPITALISM FIRM ZIRGER BJ, 1990, MANAGE SCI, V36, P867 NR 63 TC 3 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 2002 VL 19 IS 1 BP 75 EP 91 PG 17 SC Engineering, Industrial GA 527ZJ UT ISI:000174217900005 ER PT J AU Sumi, T Tsuruoka, M TI Ramp new enterprise information systems in a merger & acquisition environment: a case study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE computer systems; systems integration; merger & acquisition; information systems resource planning; installation of systems; package software AB This paper addresses the issues and solutions for the integration of enterprise information systems in the merger & acquisition (M&A) environment. Specific focus is on the result of a ramp to a newly integrated systems and "zero rise-time" start-up approach in our merger situation. The business environment is changing rapidly, prompting mergers, acquisitions and alliances between enterprises as a global trend (Yokoyama, S., Strategy of alliance and confederacy, Toyokeizai shinpou, 1998 (Japanese)). Mass media is busy reporting M&A (both cross-border and cross-industry), which were unimaginable combinations before. Integration of enterprise information processing systems, however, always remains a problem, even in this seemingly routine M&A age, presenting difficulties to merged companies long after the merger (Mitsubishi Research Institute, in: Proceedings of the Innovation of Group Management and Measures of Computerization, 1999 (Japanese)). At our firm, we have restructured business, integrating, discontinuing and partially splitting plant and business, and began as a new entity I October 1998 (Shibaura Mechatronics Corporation, in: Symphony, 1998 (Japanese)). Through this process, we aimed at starting up and improving systems, with the intent of rapid deployment of such programs throughout the newly merged (integrated) company. Success factors are oriented toward subsystems distributed functionally and physically, full utilization of standard packaged software and combination of internal jobs and outsourcing (Shimada, T., Strategy of outsourcing, Nikkagiren, 1997 (Japanese)). Practical advantages obtained by our case study are discussed which shall be helpful to readers seeking an understanding of the dynamics effecting a M&A program, since papers in this regard have relatively been few. (C) 2002 Elsevier Science B.V. All rights reserved. C1 Shibaura Mechatron Corp, Informat Syst Div, Sakae Ku, Yokohama, Kanagawa, Japan. RP Tsuruoka, M, Shibaura Mechatron Corp, Informat Syst Div, Sakae Ku, 2-5-1 Kasama, Yokohama, Kanagawa, Japan. CR *JAP FED CIO, 1998, STUD REP INF SYST *MITS RES I, 1999, P INN GROUP MAN MEAS *NIKK BP, 1998, DIR PACK SOFTW *NIKK COMM, 1998, SERV HOST COM AG *QED INF SCI INC, 1989, INF SYST PLANN COMP *SHIB MECH CORP, 1998, SYMPH DUNPLY E, 1996, OP SYST BIBL SHIMADA T, 1997, STRATEGY OUTSOURCING YANAGAWA S, 1997, HIGH AVAILABILITY HI YOKOYAMA S, 1998, STRATEGY ALLIANCE CO NR 10 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 2002 VL 19 IS 1 BP 93 EP 104 PG 12 SC Engineering, Industrial GA 527ZJ UT ISI:000174217900006 ER PT J AU Majchrzak, A Borys, B TI Generating testable socio-technical systems theory SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE socio-technical systems theory; TOP integration; organizational design; manufacturing AB Suggestions for enhancements to socio-technical systems (STS) theory are offered based on a multiyear development process. First, researchers engaged in an iterative process of working with socio-technical systems (STS) and non-STS practitioners of organizational design to operationalize STS theory. Second, the operationalized theory was validated using an 86-company survey. Third, the operationalized theory was field-tested to discover its usability for practitioners addressing real-world organizational design problems. (C) 2001 Published by Elsevier Science B.V. C1 Univ So Calif, Dept Informat & Operat Management, Marshall Sch Management, Los Angeles, CA 90089 USA. Univ So Calif, Sch Policy Planning & Dev, Los Angeles, CA 90089 USA. RP Majchrzak, A, Univ So Calif, Dept Informat & Operat Management, Marshall Sch Management, Los Angeles, CA 90089 USA. CR ASHBY WR, 1956, INTRO CYBERNETICS BORYS B, 1999, PRACTITIONER REINVEN CAMPBELL DT, 1966, EXPT QUASIEXPERIMENT CHERNS A, 1976, HUM RELAT, V29, P783 CHERNS AB, 1987, HUM RELAT, V49, P153 COOK TD, 1979, QUASIEXPERIMENTATION DAVIS LE, 1972, DESIGN JOBS DESITTER LU, 1997, HUM RELAT, V50, P497 EMERY FE, 1959, SOCIAL ENGAGEMENT SO, V2 EMERY M, 1993, PARTICIPATIVE DESIGN FRY LW, 1987, ACAD MANAGE REV, V12, P117 GERWIN D, 1992, MANAGEMENT ADV MANUF HACKER W, 1986, PSYCHOL WORK ORG MACY BA, 1993, RES ORG CHANGE DEV, V7, P235 MAJCHRZAK A, IN PRESS J MANAGEMEN MAJCHRZAK A, 1992, INT J HUMAN FACTORS, V2, P255 MAJCHRZAK A, 1995, SYMBIOSIS WORK TECHN, P95 MAJCHRZAK A, 1997, HUM RELAT, V50, P535 MERTON RK, 1968, SOCIAL THEORY SOCIAL PAVA C, 1983, MANAGING NEW OFFICE RICE AK, 1953, HUM RELAT, V6, P297 TAYLOR JC, 1993, PERFORMANCE DESIGN TRIST E, 1993, SOCIAL ENGAGEMENT SO, V2 TRIST EL, 1951, HUM RELAT, V4, P3 TRIST EL, 1981, PERSPECTIVES ORG DES ULICH E, 1990, INT J IND ERGONOM, V5, P47 VANEIJNATTEN FM, 1993, PARADIGM CHANGED WOR VONBERTALANFFY L, 1950, SCIENCE, V111, P23 NR 28 TC 1 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 2001 VL 18 IS 3-4 BP 219 EP 240 PG 22 SC Engineering, Industrial GA 510CB UT ISI:000173190200002 ER PT J AU Hirschhorn, L Noble, P Rankin, T TI Sociotechnical systems in an age of mass customization SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE STS; mass customization; learning organization; autonomy AB Sociotechnical systems theory (STS) emerged as a design tool for democratizing work in an age of mass production. How should STS be re-thought for the age of mass customization? Linking mass customization to the task of building a learning organization, this article examines the case of redesign of a chemical pilot plant whose purpose was to test new equipment and methods for producing new compounds. The redesign brought into sharp relief the ways in which the changing role of the operator and the primary task of learning, leads us to reconsider such basic STS concepts as "autonomy", "variance control", and the redundancy of function. We present a new set of concepts and argue that they are more responsive to the challenges of designing learning organizations. We also suggest that the concept of "meaning" should replace the idea of autonomy to express the moral meaning of STS. (C) 2001 Published by Elsevier Science B.V. C1 Ctr Appl Res Inc, Philadelphia, PA 19104 USA. RP Hirschhorn, L, Ctr Appl Res Inc, Suite 501,3600 Market St, Philadelphia, PA 19104 USA. CR BETCHERMAN G, 1994, CANADIAN WORKPLACE T BROWN JS, 1996, SITUATED LEARNING PE HIRSCHHORN L, 1984, BEYOND MECHANIZATION LYTLE WO, 1997, UNPUB OPTIONS ACCELE OSTERMAN P, 1994, IND LABOR RELATIONS, V47 PAVA C, 1994, MANAGING NEW OFFICE NR 6 TC 1 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 2001 VL 18 IS 3-4 BP 241 EP 252 PG 12 SC Engineering, Industrial GA 510CB UT ISI:000173190200003 ER PT J AU Kaghan, WN Bowker, GC TI Out of machine age?: complexity, sociotechnical systems and actor network theory SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE sociotechnical systems; actor network theory; complexity; tacit knowledge; communities of practice ID ORGANIZATION SCIENCE; STRATEGIES; INNOVATION; ALIGNMENT; FIRMS; TIME; WORK AB This paper compares sociotechnical systems (STS) theory and actor network theory (ANT) as developed by Latour, Callon and Law. We examine how STS and ANT can be viewed as responses to rationalist/functionalist research on large sociotechnical systems and as extensions and elaborations of pragmatist/culturalist frameworks developed in sociology and anthropology. We reexamine, from an actor network perspective, Trist and Bamforth's seminal article in which the concept of a sociotechnical system was introduced. We also discuss how STS ideas on interactive planning can be combined with concepts from ANT to investigate interdependent processes of invention and innovation in large sociotechnical networks. (C) 2001 Published by Elsevier Science B.V. C1 Univ Washington, Dept Management Sci, Sch Business, Seattle, WA 98195 USA. Univ Calif San Diego, Dept Commun, La Jolla, CA 92093 USA. RP Kaghan, WN, Univ Washington, Dept Management Sci, Sch Business, Seattle, WA 98195 USA. CR ABBOTT A, 1988, SYSTEM PROFESSIONS E, P435 ABBOTT A, 1997, SOC FORCES, V75, P1149 ACKOFF R, 1997, SOCIOECOLOGICAL PERS, V3, P736 ANDERSON P, 1999, ORGAN SCI, V10, P216 ANDERSON P, 1999, ORGAN SCI, V10, P233 BARLEY SR, 1990, ADMIN SCI QUART, V35, P61 BARLEY SR, 1996, ADMIN SCI QUART, V41, P404 BECKER HS, 1970, SOCIOLOGICAL WORK ME, P358 BECKER HS, 1982, ART WORLDS, P392 BERG M, 1997, RATIONALIZING MED WO, P238 BIJKER WE, 1987, SOCIAL CONSTRUCTION, P405 BIJKER WE, 1992, STUDIES SOCIOTECHNIC, P341 BIJKER WE, 1996, BICYCLES BAKELITES B, P380 BOURDIEU P, 1977, OUTLINE THEORY PRACT, P248 BOURDIEU P, 1990, LOGIC PRACTICE, P333 BOWKER G, 1993, SOC STUD SCI, V23, P107 BOWKER GC, 1994, SCI RUN INFORMATION, P191 BOWKER GC, 1999, SORTING THINGS OUT C, P368 BRAVERMAN H, 1974, LABOR MONOPOLY CAPIT, P465 CALLON M, 1986, POWER ACTION BELIEF, P280 CALLON M, 1992, TECHNOLOGICAL CHANGE, P255 CALLON M, 1995, HDB SCI TECHNOLOGY S, P820 CALLON M, 1999, ACTOR NETWORK THEORY, P256 CHERNS A, 1976, HUM RELAT, V29, P783 CLARKE AE, 1991, SOCIAL ORG SOCIAL PR, P398 DALTON M, 1959, MEN WHO MANAGE FUSIO, P318 DOUGHERTY D, 1992, ORGAN SCI, V3, P179 EMERY F, 1993, SOCIAL ENGAGEMENT SO, V2, P710 EMERY FE, 1965, HUM RELAT, V18, P21 FUJIMURA JH, 1987, SOC STUD SCI, V17, P257 FUJIMURA JH, 1992, SCI PRACTICE CULTURE, P473 FUJIMURA JH, 1996, CRAFTING SCI SOCIOHI, P322 GALISON P, 1997, IMAGELOGIC MAT CULTU, P955 GILLESPIE R, 1991, MANUFACTURING KNOWLE, P282 HARAWAY D, 1991, SIMIANS CYBORGS WOME, P287 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HUGHES EC, 1971, SOCIOLOGIAL EYE SELE, P584 HUGHES TP, 1983, NETWORKS POWER ELECT, P474 HUGHES TP, 1992, TECHNOLOGY ENTERPRIS, P415 JASANOFF S, 1995, HDB SCI TECHNOLOGY S, P820 LATOUR B, 1979, LAB LIFE CONSTRUCTIO, P272 LATOUR B, 1987, SCI ACTION, P274 LATOUR B, 1988, PASTEURISATION FRANC, P273 LATOUR B, 1993, WE NEVER BEEN MODERN, P157 LATOUR B, 1996, ARAMIS LOVE TECHNOLO, P314 LATOUR B, 1999, ACTOR NETWORK THEORY, P256 LATOUR B, 1999, PANDORAS HOPE ESSAYS LAW J, 1992, SYST PRACTICE, V5, P379 LAW J, 1994, ORG MODERNITY, P219 LAW J, 1999, ACTOR NETWORK THEORY, P256 LYNCH M, 1985, ART ARTIFACT LAB SCI, P317 LYNCH M, 1993, SCI PRACTICE ORDINAR, P333 MACKENZIE DA, 1990, INVENTING ACCURACY H, P464 MACKENZIE DA, 1996, KNOWING MACHINES ESS, P338 MALINOWSKI B, 1922, ARGONAUTS W PACIFIC, P527 MARCH JG, 1997, ORGAN SCI, V8, P697 MARTIN J, 1992, CULTURES ORG 3 PERSP, P228 MATTHEWS JA, 1997, HUM RELAT, V50, P487 MCKELVEY B, 1997, ORGAN SCI, V8, P351 MINTZBERG H, 1985, STRATEGIC MANAGE J, V6, P257 MORGAN G, 1986, IMAGES ORG, P423 NOBLE DF, 1977, AM DESIGN SCI TECHNO, P384 NONAKA I, 1995, KNOWLEDGE CREATING C, P284 ORLIKOWSKI WJ, 1992, ORG SCI, V3, P328 ORLIKOWSKI WJ, 1996, INFORM SYST RES, V7, P63 ORR JE, 1996, TALKING MACHINES, P172 PICKERING A, 1992, SCI PRACTICE CULTURE, P473 PICKERING A, 1995, MANGLE PRACTICE TIME, P287 ROSE NS, 1990, GOVERNING SOUL SHAPI, P304 SCHUMPETER JA, 1934, THEORY EC DEV, P255 SCHUMPETER JA, 1947, CAPITALISM SOCIALISM, P411 SIMON HA, 1976, ADM BEHAV STUDY DECI, P364 SIMON HA, 1996, SCI ARTIFICIAL, P231 SPENDER JC, 1996, STRATEGIC MANAGE J, V17, P45 STAR SL, 1989, REGIONS MIND BRAIN R, P278 STAR SL, 1989, SOC STUD SCI, V19, P387 STAR SL, 1991, SOCIAL ORG SOCIAL PR, P398 STAR SL, 1992, SYST PRACTICE, V5, P395 STAR SL, 1996, ECOLOGIES KNOWLEDGE, P421 STINCHCOMBE AL, 1990, INFORMATION ORG, P391 STRAUSS AL, 1964, PSYCHIAT IDEOLOGIES, P418 STRAUSS AL, 1978, NEGOTIATIONS VARIETI, P275 STRAUSS AL, 1993, CONTINUAL PERMUTATIO, P280 SUCHMAN LA, 1987, PLANS SITUATED ACTIO, P203 TEECE DJ, 1986, RES POLICY, V15, P286 THOMAS RJ, 1994, WHAT MACHIENS CANT D, P314 TRIST E, 1990, SOCIAL ENGAGEMENT SO, V1, P625 TRIST E, 1993, SOCIAL ENGAGEMENT SO, V2, P710 TRIST E, 1997, SOCIAL ENGAGEMENT SO, V3, P736 TRIST EL, 1951, HUM RELAT, V4, P3 VANMAANEN J, 1984, RES ORGAN BEHAV, V6, P287 VAUGHAN D, 1996, CHALLENGER LAUNCH DE, P575 WEICK KE, 1990, TECHNOLOGY ORG, P281 WEICK KE, 1998, ORGAN SCI, V9, P543 WHYTE WF, 1943, STREET CORNER SOC SO, P284 NR 95 TC 4 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 2001 VL 18 IS 3-4 BP 253 EP 269 PG 17 SC Engineering, Industrial GA 510CB UT ISI:000173190200004 ER PT J AU Molleman, E Broekhuis, M TI Sociotechnical systems: towards an organizational learning approach SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE sociotechnical systems; performance indicators; organizational learning ID LEAN PRODUCTION; WORK TEAMS; TRUST; DESIGN; PERSPECTIVE; MANAGEMENT; PERFORMANCE; TECHNOLOGY; EXTENSION; REDESIGN AB By means of three design principles (the sociotechnical criterion, the principle of minimal critical specification and the principle of joint optimization of the technical and social system), STS as a design theory is related to four organizational performance indicators (price, quality, flexibility and innovation). As a diagnostic theory, STS helps to find contingencies between environmental demands and work design. The diagnoses result in sets of STS practices. It is argued that as long as price and quality are the only important performance criteria, STS practices have little to offer and their contributions will be only at the job level. If flexibility is of importance, STS has much more to offer, on the job level as well as the organizational level. The same is true for when innovation is a relevant indicator, in which case STS practices may also help to 'design' processes, such as mutual trust among workers and diversity with respect to attitudes, abilities and cognitions. It is argued that the dominant performance indicators have changed in a cumulative way from efficiency, via quality and flexibility towards innovation and learning. In accordance with these changes, the STS principles are extended with the concept of organizational learning. (C) 2001 Elsevier Science B.V. All rights reserved. C1 Univ Groningen, Fac Management & Org, NL-9700 AV Groningen, Netherlands. RP Molleman, E, Univ Groningen, Fac Management & Org, POB 800, NL-9700 AV Groningen, Netherlands. CR ADLER N, 1998, HUM RELAT, V51, P319 ADLER PS, 1993, SLOAN MANAGE REV, V34, P85 AGRELL A, 1996, HDB WORK GROUP PSYCH ARGYRIS C, 1996, ORG LEARNING, V2 ASHBY WR, 1969, SYSTEMS THINKING BALKEMA A, 1999, J MANAGERIAL PSYCHOL, V14, P134 BANDURA A, 1993, EDUC PSYCHOL, V28, P117 BARRY B, 1997, J APPL PSYCHOL, V82, P62 BENDERS J, 1993, OPTIONAL OPTIONS WOR BERGER J, 1974, EXPECTATION STATES T BOWEN J, 1994, ORGAN BEHAV HUM, V57, P155 BURBIDGE JL, 1992, J OPERATIONS MANAGEM, V10, P5 CHERNS A, 1987, HUM RELAT, V40, P153 CONTI RF, 1993, NEW TECH WORK EMPLOY, V8, P31 COOK SDN, 1993, J MANAGEMENT INQUIRY, V2, P373 CROSBY PB, 1979, QUALITY FREE ART MAK CUMMINGS T, 1987, HUMAN SIDE ADV MANUF CUMMINGS TC, 1981, HDB ORG DESIGN, V2 DAFT RJ, 1987, RES SOCIOLOGY ORG, V5, P1 DANKBAAR B, 1997, HUM RELAT, V50, P567 DELBRIDGE R, 1992, NEW TECH WORK EMPLOY, V7, P97 DESITTER LU, 1986, FLEXIBELE BEDRIJF IN DESITTER LU, 1997, HUM RELAT, V50, P497 DRISKELL JE, 1988, REV PERSONALITY SOCI, V14, P91 DUNPHY D, 1996, HUM RELAT, V49, P677 EBELING AC, 1994, INT J PROD RES, V32, P2843 ECVARDSSON B, 1994, QUALITY SERVICE MAKI EMERY EE, 1978, EMERGENCE NEW PARADI EMERY FE, 1969, SYSTEMS THINKING FAZAKERLEY GM, 1976, INT J PROD RES, V14, P123 FRANCIS A, 1988, COMPETITIVENESS MANA GALBRAITH J, 1973, DESIGNING COMPLEX OR GARBER J, 1980, HUMAN HELPLESSNESS T GOLEBIEWSKI RT, 1995, MANAGING DIVERSITY O GUZZO RA, 1992, HDB IND ORG PSYCHOL, V3 HACKMAN JR, 1980, WORK REDESIGN HAUSER JR, 1988, HARVARD BUS REV, V67, P63 HERBST PG, 1974, SOCIOTECHNICAL DESIG HITOMI K, 1993, J MANUF SYST, V12, P209 HJUT JA, 1998, TEAM PERFORMANCE MAN, V4, P53 HOSMER LT, 1995, ACAD MANAGE REV, V20, P379 HUBER VL, 1991, J OPERATIONS MANAGEM, V10, P138 JACKSON SE, 1996, HDB WORK GROUP PSYCH JAMES K, 1994, ORGAN BEHAV HUM, V60, P179 JANIS IL, 1972, VICTIMS GROUPTHINK JANSEN PGW, 1997, INT HDB SELECTION AS JESSUP LM, 1993, GROUP SUPPORT SYSTEM JONES GR, 1998, ACAD MANAGE REV, V23, P531 KOLB DA, 1984, EXPT LEARNING KRAFCIK JF, 1988, SLOAN MANAGE REV, V30, P41 KUIPERS H, 1990, SLAGVAARDIG ORG INLE KUMPE T, 1994, RES TECHNOL MANAGE, V37, P38 LEGGE K, 1991, NEW PERSPECTIVES HUM LENGNICKHALL CA, 1996, ACAD MANAGE REV, V21, P791 MANZ CC, 1992, HUM RELAT, V45, P1119 MANZ CC, 1997, ORGAN SCI, V8, P59 MAYER RC, 1995, ACAD MANAGE REV, V20, P709 MINER JB, 1994, ORGAN SCI, V5, P86 MINTZBERG H, 1992, STRATEGY PROCESS CON MISHRA AK, 1998, ACAD MANAGE REV, V23, P567 MOLLEMAN E, 1995, HUM RELAT, V48, P795 MOORMAN C, 1998, ACAD MANAGE REV, V23, P698 MORGAN G, 1986, IMAGES ORG MULLER P, 1999, THESIS GRONINGEN NECK CP, 1994, HUM RELAT, V47, P929 NIEPCE W, 1996, INT J OPER PROD MAN, V16, P78 NIEPCE W, 1998, HUM RELAT, V51, P259 PARKER M, 1992, CHOOSING SIDES UNION PASMORE WA, 1988, DESIGNING EFFECTIVE PASMORE WA, 1995, HUM RELAT, V48, P1 PAVA C, 1986, J APPL BEHAV SCI, V22, P201 SCHNEIDER B, 1994, INT J SERV IND MANAG, V5, P64 SCHONBERGER R, 1982, JAPANESE MANUFACTURI SENGE PM, 1990, 5 DISCIPLINE ART PRA SHINGO S, 1985, REVOLUTION MANUFACTU SHINGO S, 1986, ZERO QUALITY CONTROL STAM M, 1999, INT J MANPOWER, V20, P375 SULS JM, 1977, SOCIAL COMP PROCESSE SUNDSTROM E, 1990, AM PSYCHOL, V45, P120 SURESH NC, 1992, DECISION SCI, V23, P267 SURESH NC, 1998, GROUP TECHNOLOGY CEL SUZAKI K, 1993, NEW SHOP FLOOR MANAG THOMPSON JD, 1967, ORG ACTION TRIST E, 1951, HUM RELAT, V4, P6 TRIST EL, 1993, SOCIAL ENGAGEMENT SO, V2 TSCHACHER W, 1995, Z SOZIALPSYCHOL, V16, P78 TURNBULL PJ, 1988, NEW TECH WORK EMPLOY, V3, P7 VANDERZWAAN AH, 1975, INT J PROD RES, V13, P149 VANEIJNATTEN FM, 1993, PARADIGM CHANGED WOR VANEIJNATTEN FM, 1998, HUM RELAT, V50, P290 VOGEL EF, 1979, JAPAN NUMBER ONE LES VOLBERDA HW, 1996, ORGAN SCI, V7, P359 VOLPE CE, 1996, HUM FACTORS, V38, P87 WALL TD, 1987, HUMAN SIDE ADV MANUF WEICK KA, 1993, ORG CHANGE REDESIGN WICKS AC, 1999, ACAD MANAGE REV, V24, P99 WILLIAMS K, 1992, ECON SOC, V2, P231 WOMACK JP, 1990, MACHINE CHANGED WORL NR 98 TC 6 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 2001 VL 18 IS 3-4 BP 271 EP 294 PG 24 SC Engineering, Industrial GA 510CB UT ISI:000173190200005 ER PT J AU Heller, F TI Towards a socio-oecotechnology SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE joint optimisation; environment; socio-technology; oecology (ecology) AB The paper will attempt to demonstrate that within the broad ambit of the socio-technical model there is scope for development and for a degree of innovation. Two aspects of the model will be progressed and to some extent integrated. Firstly, I will argue that the joint optimisation (RO) concept has not been elaborated and emphasised as much as it deserves and it needs to be sharply differentiated from the widely used notion of maximisation. Secondly, using JtO, I will extend the two system socio-technical model to a troika model by including the impact of technology on the oecological environment.(1) To obtain the best overall results, JtO has to be achieved between three systems: the social, the technical and the oecological. In this way, the extended model will engage with the public's rapidly growing awareness of environmental hazards for which it frequently blames technologies. This extension also raises the socio-technical model from the micro- to the meso- and macro-level which was always the intention of the early pioneers. These theoretical developments will be treated heuristically and briefly illustrated by two case examples from recent research. (C) 2001 Published by Elsevier Science B.V. C1 Tavistock Inst, London EC2A 4UE, England. RP Heller, F, Tavistock Inst, 30 Tabernacle St, London EC2A 4UE, England. CR ADAM B, 2000, RISK SOC BEYOND BABUROGLU O, 1997, SOCIAL ENGAGEMENT SO, V3 BAKER LG, 1968, ECOLOGICAL PSYCHOL C BECK U, 1992, RISK SOC NEW MODERNI BURNS T, 1961, MANAGEMENT INNOVATIO CHERNS A, 1976, HUM RELAT, V29, P783 CLARK AW, 1976, EXPT ORG LIFE ACTION COTGROVE S, 1982, CATASTROPHE CORNUCOP DESITTER LU, 1997, HUM RELAT, V50, P497 ELLUL J, 1964, TECHNOLOGICAL SOC EMERY FE, 1959, 527 TAV I HUM REL EMERY FE, 1965, SYSTEMS THINKING GIDDENS A, 1990, CONSEQUENCES MODERNI HATCH MJ, 1997, ORG THEORY MODERN SY HELLER FA, 1969, PSYCHOL BULL, V72, P108 HELLER FA, 1970, HUM RELAT, V23, P319 HELLER FA, 1997, CREATING ACTIVE ENER HELLER FA, 1998, ORG PARTICIPATION MY HELLER FA, 1998, PRIORITISING SCOPE H LAWRENCE P, 1967, ORGT ENV MANAGING DI LEWIN K, 1951, FIELD THEORY SOCIAL MARCUSE H, 1968, ON DIMENSIONAL MAN MCKIE R, 1999, OBSERVER LONDON 0228, P15 MINTZBERG H, 1994, RISE FALL STRATEGIC MUMFORD E, 1995, EFFECTIVE SYSTEM DES PERROW C, 1984, NORMAL ACCIDENTS SOMMERHOFF G, 1969, SYSTEMS THINKING SEL TRIST EL, 1963, ORG CHOICE TRIST EL, 1981, 2 ONT MIN LAB QUAL W TRIST EL, 1993, SOCIAL ENGAGEMENT SO, V2 TRIST EL, 1993, SOCIAL ENGAGEMENT SO, V2, P587 VANEIJNATTEN FM, 1994, EUTBDK59 VONBERTALANFFY L, 1950, SCIENCE, V111, P23 WEISBORD M, 1992, DISCOVERING COMMON G NR 34 TC 2 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 2001 VL 18 IS 3-4 BP 295 EP 312 PG 18 SC Engineering, Industrial GA 510CB UT ISI:000173190200006 ER PT J AU Gopalakrishnan, S Bierly, P TI Analyzing innovation adoption using a knowledge-based approach SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE organizational knowledge; innovation; management of technology; method of sourcing; cost of implementation; effectiveness ID ORGANIZATIONAL INNOVATION; PHARMACEUTICAL-INDUSTRY; DECISION DEVELOPMENT; CONTINGENCY MODELS; FIRM; ENVIRONMENTS; INTEGRATION; PRODUCT; CAPABILITIES; PERFORMANCE AB We propose a new typology of organizational innovation based on the integration of theories of organizational learning and theories of knowledge. The three dimensions that we use to construct our typology of innovations are: tacit-explicit, systemic-autonomous and simple-complex. We, then, analyze the impact of these different types of innovations on the method of sourcing, cost of implementation, and innovation effectiveness.. We propose that as innovations become more tacit, systemic and complex, they tend to be more internally sourced, more costly to implement, and more effective. We test the hypotheses using innovations from the commercial banking industry. Data for this study were collected from multiple sources. The innovations were categorized into different types by a panel of experts. Data on method of sourcing, cost and effectiveness were collected from a sample of 101 banks. Our results: showed that autonomous innovations were less likely to be internally sourced than systemic innovations; autonomous and complex innovations were more costly to implement than systemic and simple innovations. Explicit innovations were seen as more effective than implicit innovations. Implications for theory and practice are discussed. (C) 2001 Elsevier Science B.V. All rights reserved. C1 New Jersey Inst Technol, Sch Management, Newark, NJ 07102 USA. James Madison Univ, Coll Business, Harrisonburg, VA 22807 USA. RP Gopalakrishnan, S, New Jersey Inst Technol, Sch Management, Univ Hts, Newark, NJ 07102 USA. CR *ON INF SERV INC, 1994, DAT SUPPL SHESH INF ANDERSON JC, 1991, J APPL PSYCHOL, V76, P732 BADARACCO JL, 1991, KNOWLEDGE LINK BANTEL KA, 1989, STRATEGIC MANAGE J, V10, P107 BARNEY J, 1991, J MANAGE, V17, P99 BIERLY P, 1996, STRATEGIC MANAGE J, V17, P123 BIERLY PE, 1996, IEEE T ENG MANAGE, V43, P368 BOLTON MK, 1992, ORG MIMING RADIO BRO BROWN LA, 1991, CYTOPATHOLOGY, V2, P1 BUTLER JE, 1988, STRATEGIC MANAGEMENT, V9, P15 CHESBROUGH HW, 1996, HARVARD BUSINESS JAN, P65 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOPER RG, 1987, J PROD INNOVAT MANAG, V9, P282 DAFT RL, 1978, ACAD MANAGE J, V21, P193 DAMANPOUR F, 1984, ADMIN SCI QUART, V29, P392 DAMANPOUR F, 1987, J MANAGE, V13, P675 DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 DAMANPOUR F, 1992, ORGAN STUD, V13, P375 DAMANPOUR F, 1996, MANAGE SCI, V42, P693 DAS TK, 1998, ACAD MANAGE REV, V23, P491 DEWAR RD, 1986, MANAGE SCI, V32, P1422 DOWNS GW, 1976, ADM SCI Q, V21, P700 ETTLIE JE, 1984, MANAGE SCI, V30, P682 ETTLIE JE, 1992, ACAD MANAGE J, V35, P795 EVAN WM, 1966, HUM ORGAN, V25, P51 FIOL CM, 1996, ACAD MANAGE REV, V21, P1012 GAILBRAITH JR, 1973, DESIGNING COMPLEX OR GOLD B, 1987, J PROD INNOVAT MANAG, V4, P81 GOPALAKRISHNAN S, 1994, J ENG TECHNOL MANAGE, V11, P95 GOPALAKRISHNAN S, 1997, OMEGA-INT J MANAGE S, V25, P15 GOPALAKRISHNAN S, 1999, J HIGH TECHNOLOGY MA, V10, P147 GRANT RM, 1996, ORGAN SCI, V7, P375 KESSLER EH, 1996, ACAD MANAGE REV, V21, P1143 KING N, 1992, J OCCUP ORGAN PSYCH, V65, P89 KLINE SJ, 1985, RES MANAGE, V28, P36 KOGUT B, 1992, ORGAN SCI, V3, P383 KOGUT B, 1993, J INT BUS STUD, V24, P625 LENGNICKHALL CA, 1996, ACAD MANAGE REV, V21, P791 LIPPMAN SA, 1982, BELL J ECON, V13, P418 LYLES MA, 1992, J MANAGE STUD, V29, P155 MEYER AD, 1993, ACAD MANAGE J, V36, P1175 MILLER D, 1984, ORG QUANTUM VIEW MILLER D, 1996, STRATEGIC MANAGE J, V17, P505 MINTZBERG H, 1979, STRUCTURING ORG MINTZBERG H, 1990, PERPEECTIVES STRATEG NONAKA I, 1994, ORGAN SCI, V5, P1 NORD WR, 1987, IMPLEMENTING ROUTINE PELZ DC, 1985, KNOWLEDGE, V6, P261 POLANYI M, 1966, TACIT DIMENSION POOLE MS, 1981, COMMUN MONOGR, V48, P1 POOLE MS, 1983, COMMUN MONOGR, V50, P206 PORTER M, 1985, COMPETITIVE ADV QUINN JB, 1992, INTELLIGENT ENTERPRI QUINN JB, 1995, MCKINSEY Q, V1, P48 ROGERS EM, 1983, DIFFUSION INNOVATION SCHROEDER RG, 1989, RES MANAGEMENT INNOV SPENDER JC, 1994, INT BUSINESS REV, V3, P353 STEINER TD, 1990, TECHNOLOGY BANKING C TEECE DJ, 1986, RES POLICY, V15, P285 TORNATZKY LG, 1982, IEEE T ENG MANAGE, V29, P28 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 UTTERBACK JM, 1975, OMEGA-INT J MANAGE S, V3, P639 VOLBERDA HW, 1996, ORGAN SCI, V7, P359 WHETTEN DA, 1989, ACAD MANAGE REV, V14, P490 WINTER SG, 1987, COMPETITIVE CHALLENG, P159 WOLFE RA, 1994, J MANAGE STUD, V31, P405 ZALTMAN G, 1973, INNOVATIONS ORG ZANDER U, 1995, ORGAN SCI, V6, P76 NR 68 TC 5 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 2001 VL 18 IS 2 BP 107 EP 130 PG 24 SC Engineering, Industrial GA 431CB UT ISI:000168613400001 ER PT J AU Anderson, CJ Glassman, M McAfee, RB Pinelli, T TI An investigation of factors affecting how engineers and scientists seek information SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE information seeking; task; user; carrier ID TECHNICAL COMMUNICATION; PROJECT; PERFORMANCE; UNCERTAINTY; PATTERNS; MODEL; ACCESSIBILITY; ORGANIZATION; INNOVATION; IMPACT AB This study investigated how 872 US aerospace scientists and engineers select information carriers. When considering oral and written information carriers, the principle of least effort was supported with a strong preference for oral communication over written communication. In examining how the respondents select written carriers, the decision to use or not to use a written carrier was found to be primarily a function of the perceived importance of the carrier's information to a person's work. Task uncertainty and task complexity were found to be significant, but not the primary nor a totally consistent criteria. The perceived quality and accessibility of written carriers were not found significant. The findings reinforce the need for firms to hire knowledgeable employees, to provide them with comprehensive training programs, and to develop formal and informal communication networks. (C) 2001 Elsevier Science B.V. All rights reserved. C1 Old Dominion Univ, Dept Mkt, Coll Business & Publ Adm, Norfolk, VA 23529 USA. NASA, Langley Res Ctr, Norfolk, VA 23529 USA. RP Glassman, M, Old Dominion Univ, Dept Mkt, Coll Business & Publ Adm, Norfolk, VA 23529 USA. CR *AAES, 1986, MOR EFF UT AM ENG ALLEN TJ, 1969, ADM SCI Q, V14, P12 ALLEN TJ, 1977, MANAGING FLOW TECHNO ALLEN TJ, 1980, IEEE T ENG MANAGE, V27, P2 ARGOTE L, 1982, ADM SCI Q, V27, P420 BADAWY MK, 1988, RES TECHNOL MANAGE, V31, P19 BLANDIN JS, 1977, IEEE T ENG MANAGE, V24, P114 BORDEN KS, 1995, RES DESIGN METHODS BROWN JW, 1985, MANAGE SCI, V31, P301 BYSTROM K, 1995, INFORMATION PROCESSI, V31, P102 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 CULNAN MJ, 1983, DECISION SCI, V14, P194 CULNAN MJ, 1985, J AM SOC INFORM SCI, V36, P302 DAFT RL, 1984, RES ORGAN BEHAV, V6, P191 DEWHIRST HD, 1971, ACAD MANAGE J, V14, P305 DIRSMITH MW, 1985, ACCOUNT ORG SOC, V10, P149 DOWNEY KH, 1975, ADM SCI Q, V17, P313 DUNCAN RB, 1972, ADM SCI Q, V17, P313 DUTTON JE, 1987, ACAD MANAGE REV, V12, P76 ELLIS D, 1997, J DOC, V53, P384 EVANS SH, 1983, COMMUNICATION YB, V7, P225 FOLSTER MB, 1995, LIB USERS REFERENCE, V49, P83 GALBRAITH JR, 1977, ORG DESIGN GALES L, 1995, J ENG TECHNOL MANAGE, V12, P77 GERTSBERGER PG, 1968, J APPL PSYHCOL, V53, P272 GIFFORD W, 1979, ACAD MANAGE J, V25, P756 GIOIA DA, 1991, ORG COMMUNICATION EM GOLDHAR JD, 1976, IEEE T ENG MANAGE, V23, P51 HACKMAN JR, 1970, SOCIOMETRY, V33, P37 HAIR JF, 1987, MULTIVARIATE DATA AN HARDY DP, 1982, IEEE T ENG MANAGE, V18, P124 INMAN TH, 1986, BUSINESS ED FORUM, V40, P27 JAIN RK, 1990, MANAGEMENT RES DEV O JAIN RK, 1997, MANAGEMENT RES DEV O JOHNS G, 1996, ORG BEHAV JOHNSON JD, 1995, J BUS COMMUN, V32, P65 JOHNSON JD, 1995, SCI COMMUN, V16, P274 JOHNSON JD, 1996, INFORMATION SEEKING KATZ D, 1966, SOCIAL PSYCHOL ORG KATZ R, 1979, ORGAN BEHAV HUM PREF, V23, P139 KATZ R, 1981, RES DEV MANAGEMENT, P103 KELLER R, 1978, J APPL PSYCHOL, V63, P672 LANCASTER FW, 1978, CRITICAL INCIDENT TE LECKIE GJ, 1996, LIBR QUART, V66, P161 LENGEL RH, 1988, ACADEMY MANAGEMENT E, V2, P225 MARCH J, 1958, ORGANIZATIONS MICK CK, 1980, J AM SOC INFORM SCI, V31, P347 MILLER R, 1971, INNOVATION ORG ENV S MINTZBERG H, 1973, NATURE MANAGERIAL WO MOWERY DC, 1985, WORKSH FED ROL RES D OREILLY CA, 1982, ACAD MANAGE J, V25, P756 ORR RR, 1970, COMMUNICATION SCI EN PINELLI TE, 1989, 101534 NASA PINELLI TE, 1991, GOV INFORM Q, V8, P219 PRICE D, 1970, FACTORS TRANSFER TEC ROGERS EM, 1983, DIFFUSION INNOVATION ROGERS EM, 1983, TRANSFER UTILIZATION, P105 ROSENBERG V, 1967, INFORM STOR RETRIEVA, V3, P119 SHUCHMAN HL, 1981, INFORMATION TRANSFER SMITH PB, 1996, J INT BUS STUD, V27, P115 STROBEL LP, 1980, FORDS PINTO TRIAL SWANSON EB, 1987, DECISION SCI, V18, P131 TUSHMAN M, 1978, ACAD MANAGE J, V21, P624 TUSHMAN M, 1981, ACAD MANAGE J, V24, P83 TUSHMAN ML, 1982, READINGS MANAGEMENT TYSON DL, 1992, WHO IS BASHING WHOM UTTERBACH JM, 1974, SCIENCE, V183, P602 VAKKARI P, 1997, J DOC, V53, P497 VONSEGGERN M, 1995, REFERENCE LIB, V49, P95 WILSON P, 1977, PUBLIC KNOWLEDGE PRI ZIPF GK, 1949, HUMAN BEHAV PRINCIPL NR 71 TC 11 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 2001 VL 18 IS 2 BP 131 EP 155 PG 25 SC Engineering, Industrial GA 431CB UT ISI:000168613400002 ER PT J AU Ordoobadi, SM Mulvaney, NJ TI Development of a justification tool for advanced manufacturing technologies: system-wide benefits value analysis SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE advanced manufacturing technology; system-wide benefits; justification tool; fuzzy expert system ID ANALYTIC HIERARCHY PROCESS; INVESTMENT JUSTIFICATION; METHODOLOGY; DECISIONS; MODEL AB Growing competition and increasing demands from customers are forcing small manufacturers to consider investments in advanced manufacturing technologies (AMTs). For many reasons, such investments are often difficult to justify by means of a traditional economic analysis alone. As a result, it is often necessary to consider the system wide benefits associated with AMTs in order to justify their adoption. A process known as system wide benefits value analysis (SWBVA) has been developed to assist decision makers with their advanced technology decisions. Users of the tool first perform an economic analysis to see if the investment is economically justified. If it is not yet justified, the gap between the minimum desired economic return and the actual return amount is calculated. Users can follow a series of procedures to determine if the value of the system wide benefits associated with the advanced technology is sufficient enough to justify this gap. These procedures involve customizing a formal model of system wide benefits to suit the technology decision being evaluated, setting desired goals for each benefit being considered, and answering a series of input questions about the level of those benefits they feel can be obtained from such a technology. A fuzzy expert system is the internal mechanism used to manipulate user inputs into crisp output values for each benefit category. If the determined output values for each system wide benefit are greater than or equal to the user-defined benefit goals, then the gap amount is believed to be justified. Users are provided with a summary report on the calculated results and are allowed to readjust their benefit goals and repeat the analysis if necessary. (C) 2001 Elsevier Science B.V. All rights reserved. C1 Kansas State Univ, Coll Engn, IMSE Dept, Manhattan, KS 66506 USA. RP Ordoobadi, SM, Kansas State Univ, Coll Engn, IMSE Dept, 237 Durland Hall, Manhattan, KS 66506 USA. CR ALBAYRAKOGLU M, 1996, PRODUCTION INVENTORY, V37, P71 AZZONE G, 1991, COST MANAGE, P28 BADIRU AB, 1991, COMPUT IND ENG, V21, P29 BENNETT ED, 1987, MANAGE ACCOUNTING, V69, P39 BEZDEK JC, 1993, IEEE T FUZZY SYST, V1, P1 CANADA JR, 1990, ENG COST PROD ECON, V18, P247 CHRISTENSON CM, 1997, INNOVATORS DILEMMA N COX E, 1994, FUZZY SYSTEMS HDB PR DATTA V, 1992, INT J PROD ECON, V28, P227 DHAVALE D, 1995, MANUF ENG, V115, P31 DOWNING T, 1989, MECH ENG, V111, P82 FINNIE J, 1988, ACCOUNTING BUSINESS, V18, P133 KAKATI M, 1991, ENG COST PROD ECON, V21, P203 KAPLAN RS, 1986, HARVARD BUS REV, V64, P87 KASSICIEH SK, 1993, IEEE T ENG MANAGE, V404, P398 MACSTRAVIC EL, 1992, COMPUT IND ENG, V23, P417 MEREDITH JR, 1986, INT J PROD RES, V24, P1043 MEREDITH JR, 1987, SLOAN MANAGE REV, V28, P49 MOHANTY RP, 1993, INT J OPER PROD MAN, V13, P45 MULVANEY N, 1998, THESIS KANSAS STATE NOAKER PM, 1994, MANUF ENG, V113, P30 NOBLE JL, 1990, COST MANAGE, V3, P14 OBRIEN C, 1993, INT J PROD ECON, V30, P309 OELTJENBRUNS H, 1995, INT J PROD ECON, V38, P189 PANT S, 1995, INFORMATION RESOURCE, V8, P26 PARSAEI HR, 1988, COMPUTERS IND ENG, V15, P117 PARSAEI HR, 1989, COMPUT IND ENG, V16, P363 PRESLEY A, 1995, COMPUT IND ENG, V29, P421 PUTRUS R, 1991, FINANCIAL ACCOUNTING, P30 SMALL MH, 1995, J ENG TECHNOL MANAGE, V12, P27 SON YK, 1987, J MANUF SYST, V6, P193 SON YK, 1993, J MANUF SYST, V12, P417 SONI RG, 1990, COMPUT IND ENG, V19, P210 SULLIVAN WG, 1986, IND ENG, V18, P42 SWAMIDASS PM, 1987, LONG RANGE PLANN, V20, P125 SWANSON DA, 1990, IAVCEI P VOLCANOLOGY, V2, P3 TROXLER JW, 1989, J MANUF SYST, V8, P175 WALLSTEN SJ, 1998, INVESTING INNOVATION, P194 WEBER SF, 1993, INTERFACES, V23, P75 WILKES FM, 1991, LONG RANGE PLANN, V24, P60 XUE Y, 1999, THESIS KANSAS STATE NR 41 TC 10 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 2001 VL 18 IS 2 BP 157 EP 184 PG 28 SC Engineering, Industrial GA 431CB UT ISI:000168613400003 ER PT J AU Lewis, MA TI Success, failure and organisational competence: a case study of the new product development process SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE case study; new product development; competitive advantage; organisational competence; success; failure ID INNOVATION; TECHNOLOGY; MODEL AB The concept of organisational competence is employed to develop a theoretical and practical critique of the new product development (NPD) process. Competence concepts seek to explain whole firm, rather than individual product success and exploring the impact of this different 'unit of analysis' suggests that traditional definitions of NPD success and failure might be inappropriate. Exploring the proposition that it is the complex, unique 'aspects' of an organisation that create long-lasting advantage suggests that it might be theoretically inaccurate to try and identify common (i.e. across multiple firms) success factors. Equally, because these sources of competitive advantage are often unobservable firm 'attributes' (i.e. complex relationships, skills, experience, etc.) it is methodologically problematic to expect large-scale survey instruments to access such fine organisational detail. Two product development case studies (one a success and the other a failure) are described (using quantitative and qualitative measures) and the findings from these cases add empirical weight to the critique. The case discussions further develop the theoretical basis of the competence construct and the models' practical value is also explored. The findings indicate that there is considerable scope for richer, more longitudinal investigations of NPD, based upon alternative units of analysis. (C) 2001 Elsevier Science B.V. All rights reserved. C1 Univ Warwick, Warwick Business Sch, Operat Grp, Coventry CV4 7AL, W Midlands, England. RP Lewis, MA, Univ Warwick, Warwick Business Sch, Operat Grp, Coventry CV4 7AL, W Midlands, England. CR ANDREWS K, 1971, CONCEPT CORPORATE ST ANSOFF HI, 1965, CORPORATE STRATEGY BADAWY MK, 1998, CALIF MANAGE REV, V40, P94 BALACHANDRA R, 1997, IEEE T ENG MANAGE, V44, P267 BARNEY J, 1991, J MANAGE, V17, P99 BESSANT J, 1996, INT J TECHNOLOGY MAN, V14, P121 BOOZ, 1982, NEW PRODUCT MANAGEME BOWER J, 1970, MANAGING RESOURCE AL BROWN SL, 1995, ACAD MANAGE REV, V20, P343 CAPELLI P, 1991, RES ORGAN BEHAV, V13, P55 CHAKRAVARTHY BS, 1982, ACAD MANAGE REV, V7, P35 CHRISTENSEN CM, 1997, INNOVATORS DILEMMA CLARK KB, 1989, J ENG TECHNOL MANAGE, V6, P25 CLARKE K, 1996, R D DECISIONS STRATE, P41 COOMBS R, 1996, R D DECISIONS STRATE, P25 COOPER RG, 1987, J PROD INNOVAT MANAG, V4, P169 COOPER RG, 1988, J MARKETING MANAGEME, V3, P238 COOPER RG, 1990, J PROD INNOVAT MANAG, V1, P27 COOPER RG, 1998, EUROPEAN MANAGEMENT, V16, P1 CRAIG A, 1992, EUR J MARKETING, V26, P2 CRAWFORD CM, 1977, J MARKETING, V41, P51 CRAWFORD CM, 1987, RES MANAGE, V30, P20 DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 DOUGHERTY D, 1992, STRATEGIC MANAGE J, V13, P77 DRUCKER PF, 1985, INNOVATION ENTREPREN FOSS K, 1996, COMPETENCE THEORY FI, P133 FREEMAN C, 1991, RES POLICY, V20, P499 FROST PJ, 1990, LEADERSHIP ORG DEV J, V11, P17 FROST PJ, 1990, LEADERSHIP ORG DEV J, V11, P4 GHEMAWAT P, 1991, COMMITMENT DYNAMIC S GRIFFIN A, 1993, J PROD INNOVAT MANAG, V10, P291 GRIFFIN A, 1997, J PROD INNOVAT MANAG, V14, P429 HART S, 1995, PRODUCT DEV M CHALLE, P15 HART S, 1996, NEW PRODUCT DEV READ HART S, 1996, NEW PRODUCT DEV READ, P151 HUBER GP, 1991, ORGAN SCI, V2, P88 JOHNE A, 1995, PRODUCT DEV M CHALLE, P43 JOHNE FA, 1988, J PROD INNOVAT MANAG, V5, P114 JONES O, 1999, R&D MANAGE, V29, P167 KARAKAYA F, 1994, J BUS VENTURING, V9, P49 KOTLER P, 1997, MARKETING MANAGEMENT LEONARD D, 1995, WELLSPRINGS KNOWLEDG LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 LIEBERMAN MB, 1988, STRATEGIC MANAGEMENT, V9, P41 LILLIEN GL, 1990, MANAGE SCI, V36, P568 MCCLOSKEY DN, 1990, IF YOURE SO SMART NA MOWDAY RT, 1993, ANNU REV PSYCHOL, V44, P195 NANDA A, 1994, RESOURCE CAPABILITIE NELSON RR, 1982, EVOLUTIONARY THEORY NONAKA I, 1995, KNOWLEDGE CREATING C NORDHAUG O, 1994, INT J HUM RESOUR MAN, V5, P89 PENROSE ET, 1959, THEORY GROWTH FIRM QUINN JB, 1986, TECHNOLOGY MODERN CO ROBINSON WT, 1992, STRATEGIC MANAGE J, V13, P609 ROSENBLOOM RS, 1994, IND CORP CHANGE, V3, P655 ROTHWELL RF, 1972, FACTORS SUCCESS IND ROUSSEAU DM, 1994, TRENDS ORG BEHAV, V1, P15 RUBENSTEIN A, 1994, MANAGING NEW TECHNOL SCHON D, 1963, HARVARD BUS REV, V3, P77 SELZNICK P, 1957, LEADERSHIP ADM SOCIO SENGE PM, 1994, 5 DISCIPLINE SITKIN S, 1991, RES ORG BEHAV, V14 TEECE DJ, 1988, TECHNICAL CHANGE EC, P256 TIDD J, 1997, MANAGING INNOVATION TUSHMAN M, 1986, CALIF MANAGE REV, V28, P74 VONHIPPEL E, 1978, SOURCES INNOVATION VONKROGH G, 1996, MANAGING KNOWLEDGE WEICK KE, 1979, SOCIAL PSYCHOL ORG WHEELWRIGHT S, 1992, REVOLUTIONISING PROD ZIRGER BJ, 1990, MANAGE SCI, V36, P867 NR 70 TC 2 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 2001 VL 18 IS 2 BP 185 EP 206 PG 22 SC Engineering, Industrial GA 431CB UT ISI:000168613400004 ER PT J AU Deeds, DL TI The role of R&D intensity, technical development and absorptive capacity in creating entrepreneurial wealth in high technology start-ups SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE high technology ventures; entrepreneurship; scientific capabilities; technical capabilities ID INITIAL PUBLIC OFFERINGS; US PHARMACEUTICAL-INDUSTRY; COMPETITIVE ADVANTAGE; EMPIRICAL-ANALYSIS; SHAREHOLDER VALUE; FIRM RESOURCES; CAPABILITIES; SCIENCE; INNOVATION; KNOWLEDGE AB This study uses 80 newly public pharmaceutical biotechnology companies to explore the relationship between a high technology venture's R&D intensity, technical capabilities and absorptive capacity and the amount of entrepreneurial wealth created by the venture. A novel measure of absorptive capacity based on co-citation analysis of a firm's scientific publications is developed and several indicators of technical capabilities are used to develop early and late stage measures of a firm's technical capabilities. The results provide strong evidence of a positive relationship between a high technology venture's R&D intensity, late stage technical capabilities and absorptive capacity and the amount of entrepreneurial wealth coated by a high technology venture. (C) 2001 Elsevier Science B.V. All rights reserved. C1 Case Western Reserve Univ, Weatherhead Sch Management, Div Entrepreneurship, Cleveland, OH 44106 USA. RP Deeds, DL, Case Western Reserve Univ, Weatherhead Sch Management, Div Entrepreneurship, Cleveland, OH 44106 USA. CR *ERNST YOUNG, 1992, BIOT 93 ACC COMM ARMITAGE H, 1996, CMA MAGAZINE, V70, P21 BALDWIN WL, 1987, MARKET STRUCTURE TEC BARNEY J, 1991, J MANAGE, V17, P99 BIERLY P, 1996, STRATEGIC MANAGE J, V17, P123 BRAV A, 1997, J FINANC, V52, P1791 BURKETTE G, 1997, CPA J, V67, P46 BURRILL SG, 1992, BIOTECH 92 PROMISE R BURRILL SG, 1993, BIOTECH 93 ACCELERAT CHRISTINAT D, 1996, CFO, V12, P13 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COHEN WM, 1994, MANAGE SCI, V40, P227 COMANOR WS, 1965, REV ECON STAT, V47, P182 DASGUPTA P, 1994, RES POLICY, V23, P487 DEEDS DL, 1997, J BUS VENTURING, V12, P31 DESOLLA DJP, 1963, LITTLE SCI BIG SCI DIAL J, 1995, J FINANC ECON, V37, P261 DIERICKX I, 1989, MANAGE SCI, V35, P1504 DOLLINGER MJ, 1994, ENTREPRENEURSHIP STR DRUCKER P, 1985, INNOVATION ENTREPREN EUN CS, 1996, J BANK FINANC, V20, P1559 FAMA EF, 1976, J POLITICAL EC, V84, P427 FIOL CM, 1985, ACAD MANAGE REV, V10, P803 FRANKLIN JJ, 1988, HDB QUANTITATIVE STU GAMBARDELLA A, 1992, THESIS STANFORD U ST GARFIELD E, 1964, USE CITATION DATA WR GRABOWSKI H, 1990, MANAGE SCI, V36, P804 GRANOVETTER M, 1985, AM J SOCIOL, V91, P481 GRANT JL, 1996, J PORTFOLIO MANAGE, V23, P41 GRAVES SB, 1993, STRATEGIC MANAGE J, V14, P593 GREEN J, 1996, AEROSPACE, V23, P2 HEALEY P, 1986, RES POLICY, V15, P233 HENDERSON R, 1994, STRATEGIC MANAGE J, V15, P63 HICKS D, 1987, SOC STUD SCI, V17, P295 HICKS D, 1995, IND CORP CHANGE, V4, P401 HILL CWL, 1989, ACAD MANAGE J, V32, P25 HILL CWL, 1996, J MANAGE STUD, V33, P429 HIRSCHEY M, J BUSINESS, P89 IBBOTSON RG, 1975, J FINANC, V30, P1027 JOSE M, 1986, FINANCIAL MANAGE WIN, P33 KAMIEN MI, 1982, MARKET STRUCTURE INN KELM KM, 1995, ACAD MANAGE J, V38, P770 KLAVANS R, 1994, COMPETENCE BASED COM KNIGHT F, 1921, RISK UNCERTAINTY PRO KOGUT B, 1992, ORGAN SCI, V3, P383 KUHN T, 1970, STRUCTURE SCI REVOLU LEE CMC, 1996, CA MAGAZINE, V129, P32 LEHN K, 1996, STRATEGY LEADERSHIP, V24, P34 LEYDESDORFF L, 1986, SCIENTOMETRICS, V9, P103 LOUGHRAN T, 1995, J FINANC, V50, P23 LUSTGARTEN S, 1987, J BUSINESS OCT, P519 MARCH J, 1958, ORGANIZATIONS MCEVILY SK, 1999, P AC MAN M 1999 MCMILLAN GS, 1995, R&D MANAGE, V25, P411 MCMILLAN GS, 2000, RES POLICY, V29, P1 MEYERS PW, 1990, RES POLICY, V19, P97 MODIGLIANI F, 1958, AM ECON REV, V48, P261 MOMBERS C, 1985, SCIENTOMETRICS, V7, P341 MORCK R, J BUSINESS, P165 OHANLON J, 1996, ACCOUNTANCY, V117, P44 PAKE GE, 1986, RES MANAGE, V29, P35 PENROSE E, 1959, THEORY GROWTH FIRM PETRAF MA, 1993, STRATEGIC MANAGEMENT, V14, P179 PISANO GP, 1994, STRATEGIC MANAGE J, V15, P85 POWELL WW, 1990, RES ORGAN BEHAV, V12, P295 RAJAN R, 1997, J FINANC, V52, P507 RAPPAPORT A, 1981, HARVARD BUS REV, V59, P139 RITTER JR, 1984, J BUS, V57, P215 RITTER JR, 1991, J FINANC, V46, P3 RONSTADT RC, 1984, ENTREPRENEURSHIP SANCHEZ R, 1995, THEORY PRACTICE COMP SCHENDEL D, 1994, STRATEGIC MANAGE J, V15, P1 SCHERER FM, 1980, IND MARKET STRUCTURE SCHUMPETER JA, 1936, THEORY EC DEV SIMON HA, 1969, SCI ARTIFICIAL SMALL HG, 1974, SCI STUD, P4 SOLOW R, 1957, TECHNICAL CHANGE AGG STEWART GB, 1991, QUEST VALUE VERNON JM, 1974, REV ECON STAT, V56, P294 YEOH PL, 1999, STRATEGIC MANAGE J, V20, P637 ZANDER I, 1998, RES POLICY, V27, P17 NR 81 TC 2 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 2001 VL 18 IS 1 BP 29 EP 47 PG 19 SC Engineering, Industrial GA 409BL UT ISI:000167364600002 ER PT J AU Hicks, DA TI The financial undertow of rapid technical advance in new product development SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE R&D; innovation; technical advance; investment returns; competition; chaos/complexity; industrial organization ID BASIC RESEARCH; INCREASE; TIME AB The logic of time-based competition (TBC has unleashed a broadside of industrial dynamics whereby the accelerating pace of technical advance may well challenge the financial health of industry-leading producers. Through a series of comparative case studies and subsequent analyses of entire populations of major producers in selected industries, this paper demonstrates that the financial justification for aggressive internal investment in product innovation has been deteriorating over the past decade or two. The results also indicate that TBC-induced financial pressures can Row downstream through industrial linkages from producers of technology-intensive intermediate inputs to end-product producers. Ultimately, in their quest to be time-based competitors, as firms which use rapid technical advance to establish competitive advantage, they can set in motion deeper and broader endogenous influences capable of reworking substantially long-established industry forms and fundamentals. (C) 2001 Elsevier Science B.V. All rights reserved. C1 Univ Texas, Sch Social Sci, Richardson, TX 75083 USA. RP Hicks, DA, Univ Texas, Sch Social Sci, Box 830688, Richardson, TX 75083 USA. CR BADAWY MK, 1993, MANAGEMENT NEW TECHN BERNSTEIN JI, 1988, AM ECON REV, V78, P429 BLACKBURN JD, 1991, TIME BASED COMPETITI BOCKERSTETTE JA, 1993, TIME BASED MANUFACTU CHANDLER AD, 1977, VISIBLE HAND MANAGER CHANDLER AD, 1990, SCALE SCOPE DYNAMICS CLARK KB, 1987, BROOKINGS PAPERS EC, V3, P729 COHEN W, 1989, HDB IND ORG, V2 DRUCKER PF, 1954, PRACTICE MANAGEMENT GADDIS PO, 1997, LONG RANGE PLANN, V30, P38 GALBRAITH KJ, 1956, AM CAPITALISM NEW IN GRILICHES Z, 1986, AM ECON REV, V76, P141 GRILICHES Z, 1988, J ECON PERSPECT, V24, P9 GRILICHES Z, 1992, SCANDINAVIAN J EC, V94, P29 GUPTA AK, 1990, CALIF MANAGE REV, V32, P24 HICKS DA, 1996, IEEE T SEMICONDUCTOR, V9, P1 HICKS DA, 1998, AGILITY GLOBAL COMPE, V2, P66 HUTCHESON JD, 1993, IEEE 1993 INT S SEM LINK AN, 1981, AM ECON REV, V71, P1111 MANSFIELD E, 1965, AM ECON REV, V55, P310 MANSFIELD E, 1977, Q J ECON, V91, P221 MANSFIELD E, 1980, AM ECON REV, V70, P863 MERRILLS R, 1989, HARVARD BUS REV, V67, P108 MINASIAN J, 1969, AM ECON REV, V59, P80 MINTZBERG H, 1994, RISE FALL STRATEGIC NADIRI MI, 1993, NBER WORKING PAPER, V4423 PIORE MJ, 1984, 2 IND DIVIDE POSSIBI PRALAHAD CK, 1990, HARVARD BUSINESS MAY, P79 REITMAN V, 1995, WALL STREET J SCHMENNER RW, 1988, SLOAN MANAGEMENT REV SCHOONHOVEN CB, 1990, ADMIN SCI QUART, V35, P177 SCHUMPETER J, 1942, CAPITALISM SOCIALISM SHERER FM, 1982, REV ECON STAT, V64, P627 SMITH KG, 1989, J BUS RES, V18, P245 SRINIVASAN S, 1996, COMMUNICATION STALK G, 1990, COMPETING TIME STONICH PJ, 1990, PLANNING REV, V18 SURI R, 1993, OPERATIONS RES PRODU, P21 TELLIS GJ, 1996, SLOAN MANAGE REV, V37, P65 UTTERBACK JM, 1994, MASTERING DYNAMICS I VERNON R, 1966, Q J ECON, V80, P190 WHITELEY RL, 1999, USING IRI CIMS R D D, P1 WOMACK JP, 1990, MACHINE CHANGED WORL NR 43 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 2001 VL 18 IS 1 BP 49 EP 71 PG 23 SC Engineering, Industrial GA 409BL UT ISI:000167364600003 ER PT J AU Rabino, S TI The accountant's contribution to product development teams - a case study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE new product development; organization model; cost accounting AB The new product development (NPD) literature offers mechanisms and processes that will contribute to the successful launch of new products. It is recognized that ultimately new products fail due to their lack of appeal which may manifest itself in terms of functionality, quality, cost. timing, or other factors. The organization model for NPD appears to attract particular attention in recent years is the project team. Within the project team the contributions of accountancy have not been evaluated in a very detailed way. To assess the utilization of emerging cost accounting practices as well as their perceived desirability, an empirical study was conducted with the collaboration of New England firms affiliated with the technology sector. This case study suggests that accounting and marketing collaboration could substantially contribute toward a focused and effective product development effort. This can be achieved by setting parameters for price, quality, and functionality. It is, therefore, advocated that the inclusion of accountants, who draw from recent trends in cost accounting, can significantly enhance development projects. (C) 2001 Elsevier Science B.V. All rights reserved. C1 Northwestern Univ, Boston, MA 02115 USA. RP Rabino, S, Northwestern Univ, 360 Huntington Ave,202 Hayden Hall, Boston, MA 02115 USA. CR ARGYRIS C, 1994, ACCOUNTING HORIZONS, V8, P83 COOPER R, 1988, HARVARD BUS REV, V66, P96 COOPER R, 1989, P 3 ANN MAN ACC S SA, P91 COOPER R, 1991, HARVARD BUS REV, V69, P130 COOPER R, 1994, CMA, P20 COOPER R, 1994, JAPANESE MANUFACTURI COOPER R, 1994, P DRUCKER JAPAN MANA, P27 DESCHAMPS P, 1995, CO MOBILIZE GENERATE HALE R, 1995, MARKETING NEWS 0102, P18 HOWELL RA, 1992, MANAGEMENT ACCOU DEC, P28 KATZENBACK JR, 1993, WISDOM TEAMS KUPFER A, 1994, FORTUNE 0321, P14 MERZ CM, 1993, MANAGE ACCOUNTING, V75, P22 MISHINA K, 1994, 95002 HARV BUS SCH D MONDEN Y, 1993, MANAGE ACCOUNTING, P223 QUELCH JA, 1994, HARVARD BUS REV, V72, P153 RAFFISH N, 1991, MANAGEMENT ACCOU MAR, P36 ROBBINS F, 1988, WHY TEAMS DONT WORK, V20, P111 STASSER G, 1992, ORGAN BEHAV HUM, V52, P156 THORNTON E, 1992, FORTUNE 0921, P63 WIND Y, 1988, J PROD INNOVAT MANAG, V5, P304 WORTHY S, 1991, FORTUNE 0812, P72 NR 22 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 2001 VL 18 IS 1 BP 73 EP 90 PG 18 SC Engineering, Industrial GA 409BL UT ISI:000167364600004 ER PT J AU Hitt, MA Ireland, RD Lee, HU TI Technological learning, knowledge management, firm growth and performance: an introductory essay SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge management; technological learning; strategic performance ID COMPETITIVE ADVANTAGE; ORGANIZATIONAL KNOWLEDGE; STRATEGIC MANAGEMENT; DYNAMIC THEORY; INNOVATION; CAPABILITIES; ENVIRONMENTS; PERSPECTIVE; COMPETENCE; RESOURCES AB The uncertainty, dynamism and volatility of the new competitive landscape are altering the fundamental nature of competition as the 21st century begins. In this exciting competitive era, technological learning plays a vital role in the firm's competitive success. This role is significant because increasingly, technological learning is linked to the firm's ability to develop, maintain and exploit dynamic core competencies. Dynamic core competencies are the foundation for competitive advantages. Although difficult to accomplish, firms try to establish competitive advantages that can be sustained for some period of time. Being able to develop, maintain and exploit competitive advantages is critical to the creation of firm value. This introductory article for the Special Issue explores the importance of technological learning and the management of knowledge for firm growth and performance. Additionally, we present a context that frames the issues examined and the contributions made by the papers included in the special issue. (C) 2000 Elsevier Science B.V. All rights reserved. C1 Arizona State Univ, Coll Business, Dept Management, Tempe, AZ 85287 USA. Univ Richmond, E Claiborne Sch Business, Richmond, VA 23173 USA. Texas A&M Univ, Lowry Mays Coll, Dept Management, College Stn, TX 77843 USA. Texas A&M Univ, Grad Sch Business, College Stn, TX 77843 USA. RP Hitt, MA, Arizona State Univ, Coll Business, Dept Management, Main Campus,POB 874006, Tempe, AZ 85287 USA. CR ABERNATHY WJ, 1985, RES POLICY, V14, P3 ALDRIDGE DM, 1990, J ENG TECHNOLOGY MAN, V6, P303 ARGYRIS C, 1978, ORG LEARNING THEORY BADAWY MK, 1989, IND WEEK, V238, P39 BADAWY MK, 1993, J ENG TECHNOL MANAGE, V10, P1 BADAWY MK, 1998, CALIF MANAGE REV, V40, P94 BARNEY J, 1991, J MANAGE, V17, P99 BARNEY JB, 1986, MANAGE SCI, V32, P1231 BARRINGER BR, 1999, STRATEGIC MANAGE J, V20, P421 BETTIS RA, 1995, STRATEGIC MANAGE J, V16, P7 BETZ F, 1987, MANAGING TECHNOLOGY BOUDREAU MC, 1998, ACAD MANAGEMENT EXEC, V12, P120 BURGELMAN RA, 1986, INSIDE CORPORATE INN CARAYANNIS EG, 1997, J ENG TECHNOL MANAGE, V14, P175 CARAYANNIS EG, 1999, TECHNOVATION, V19, P141 CHENG YT, 1996, ORGAN SCI, V7, P593 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 CYERT R, 1963, BEHAV THEORY FIRM DAVENI RA, 1994, HYPERCOMPETITION MAN DECAROLIS DM, 1999, STRATEGIC MANAGE J, V20, P953 DEMSETZ H, 1991, NATURE FIRM, P159 DESS GG, 1999, ENTREP THEORY PRACT, V23, P85 DIERICKX I, 1989, MANAGE SCI, V35, P1504 DODGSON M, 1991, MANAGEMENT TECHNOLOG DRAZIN R, 1996, ACAD MANAGE J, V39, P1065 DRUCKER PF, 1999, MANAGEMENT CHALLENGE FIOL CM, 1985, ACAD MANAGE REV, V10, P803 FIOL CM, 1996, ACAD MANAGE REV, V21, P1012 GARUD R, 1994, STRATEGIC MANAGE J, V15, P365 GRANT RM, 1996, ORGAN SCI, V7, P375 GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109 GULATI R, 1999, STRATEGIC MANAGE J, V20, P397 HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HAMEL G, 1994, COMPETING FUTURE HENDERSON R, 1994, STRATEGIC MANAGE J, V15, P63 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HITT MA, 1998, ACAD MANAGE REV, V23, P218 HITT MA, 1998, ACAD MANAGEMENT EXEC, V12, P22 HITT MA, 1998, MANAGING STRATEGICAL, P1 HITT MA, 1999, STRATEGIC MANAGEMENT HITT MA, 2000, ACAD MANAGE J, V43, P449 HOOPES DG, 1999, STRATEGIC MANAGE J, V20, P837 HOSKISSON RE, 1988, STRATEGIC MANAGEMENT, V9, P605 HUBER GP, 1991, ORGAN SCI, V2, P88 IRELAND DR, 1999, ACAD MANAGEMENT EXEC, V13, P43 ITAMI H, 1992, STRATEGIC MANAGE J, V13, P119 KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319 KOGUT B, 1992, ORGAN SCI, V3, P383 KOGUT B, 1996, ORGAN SCI, V7, P502 KUWADA K, 1998, ORGAN SCI, V9, P719 LANT TK, 1992, ORGAN SCI, V3, P47 LEI D, 1996, J MANAGE, V22, P549 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LEVITAS E, 1997, COMPETITIVE INTELLIG, V8, P20 LEVITT B, 1988, ANNU REV SOCIOL, V14, P319 LIEBESKIND JP, 1996, ORGAN SCI, V7, P428 LIPPMAN SA, 1982, BELL J ECON, V13, P418 LOCKE EA, 1999, ACAD MANAGE REV, V24, P8 LOWENDAHL B, 1998, STRATEGIC MANAGE J, V19, P755 MARCH JG, 1958, ORGANIZATIONS MARCH JG, 1991, ORGAN SCI, V2, P71 MARSH SJ, 1999, DYNAMIC STRATEGIC RE, P43 MATUSIK SF, 1998, ACAD MANAGE REV, V23, P680 MILLER DA, 1996, J MANAGE, V22, P484 MOHRMAN SA, 1990, J ENG TECHNOLOGY MAN, V6, P261 MOKYR J, 1990, LEVER RICHES TECHNOL NAHAPIET J, 1998, ACAD MANAGE REV, V23, P242 NELSON RR, 1982, EVOLUTIONARY THEORY NONAKA I, 1994, ORGAN SCI, V5, P14 OLIVEIRA M, 1999, DYNAMIC STRATEGIC RE, P17 POLANYI M, 1958, PERSONAL KNOWLEDGE P POLANYI M, 1967, TACIT DIMENSION PRAHALAD CK, 1986, STRATEGIC MANAGE J, V7, P485 REED R, 1990, ACAD MANAGE REV, V15, P88 RUGGLES R, 1998, CALIF MANAGE REV, V40, P80 SANCHEZ R, 1997, STRATEGIC LEARNING K SCHERER FM, 1990, IND MARKET STRUCTURE SCHMOOKLER J, 1966, INVENTION EC GROWTH SIMONIN BL, 1999, STRATEGIC MANAGE J, V20, P595 SINGH K, 1997, ACAD MANAGE J, V40, P339 SPENDER JC, 1996, STRATEGIC MANAGE J, V17, P45 SPENDER JC, 1996, STRATEGIC MANAGE J, V17, P5 SUBRAMANIAM M, 1999, DYNAMIC STRATEGIC RE TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 WINTER SG, 1987, COMPETITIVE CHALLENG, P159 WOLFE RA, 1994, J MANAGE STUD, V31, P405 ZAHRA S, 1999, EUROPEAN MANAGEMENT, V17, P188 ZAHRA SA, 1999, ENTREP THEORY PRACT, V23, P169 ZAHRA SA, 2000, IN PRESS ACAD MANAGE NR 90 TC 20 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 2000 VL 17 IS 3-4 BP 231 EP 246 PG 16 SC Engineering, Industrial GA 377NT UT ISI:000165520200001 ER PT J AU Cardinal, LB Hatfield, DE TI Internal knowledge generation: the research laboratory and innovative productivity in the pharmaceutical industry SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; knowledge dispersion; research laboratory; pharmaceutical industry ID RESEARCH-AND-DEVELOPMENT; DIVERSIFICATION STRATEGY; SCIENTIFIC KNOWLEDGE; BIOTECHNOLOGY FIRMS; PERFORMANCE; ORGANIZATION; PATENTS; MODELS; PERSPECTIVE; INDICATORS AB As firms face increasing pressures associated with new forms of knowledge-based competition, researchers have begun to focus on knowledge acquisition strategies to the point of ignoring knowledge creation strategies. This paper investigates the impact of research centers in the pharmaceutical industry upon this neglected form of knowledge creation-innovation productivity. We find that firms with separate research facilities are more innovative than firms without such facilities. The results diverge when locational distance of the laboratory is considered for patent versus drug innovations, and vary across diversification types. These findings suggest that managers and researchers need to consider the relationship between the research center and corporate headquarters - and the role of the corporate headquarters - when developing knowledge generation strategies. (C) 2000 Published by Elsevier Science B.V. C1 Univ N Carolina, Kenan Flagler Business Sch, Chapel Hill, NC 27599 USA. Virginia Polytech Inst & State Univ, RB Pamplin Coll Business, Blacksburg, VA 24061 USA. RP Cardinal, LB, Univ N Carolina, Kenan Flagler Business Sch, McColl Bldg,CB 3490, Chapel Hill, NC 27599 USA. CR *AC MAN M, 1999, 3M INN PROC MINDF RE *PHARM MAN ASS, 1989, AM PHARM RES CO COST *RES DEV, 1997, DEF RES MOD ABERNATHY WJ, 1985, RES POLICY, V14, P3 ACS ZJ, 1989, KYKLOS, V42, P171 ADAMS JD, 1996, RAND J ECON, V27, P700 ARORA A, 1994, J ECON BEHAV ORGAN, V24, P91 AUDRETSCH DB, 1991, REV ECON STAT, V73, P441 AUDRETSCH DB, 1995, REV IND ORGAN, V10, P579 BANBURY CM, 1995, STRATEGIC MANAGE J, V16, P161 BARNEY JB, 1986, MANAGE SCI, V32, P1231 BETTIS RA, 1995, STRATEGIC MANAGE J, V16, P7 BOUND J, 1984, PATENTS PRODUCTIVITY, P21 BROWN JS, 1998, CALIF MANAGE REV, V40, P90 BURGELMAN RA, 1986, INSIDE CORPORATE INN BYOSIERE P, 1998, STRAT MAN SOC ORL FL CARDINAL LB, 1995, J ACCOUNT ECON, V19, P365 CARDINAL LB, 2000, ADV INT ST, V5, P31 CAREY J, 1997, BUS WEEK 0526, P166 CAREY J, 1999, BUS WEEK 0419, P167 CHANG SJ, 1996, STRATEGIC MANAGE J, V17, P587 CHATTERJEE S, 1992, ACAD MANAGE J, V35, P874 CHIESA V, 1996, IEEE T ENG MANAGE, V43, P7 COHEN WM, 1989, ECON J, V99, P569 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOL K, 1985, THESIS PURDUE U COY P, 1993, BUSINESS WEEK 0628, P102 DAVIS R, 1992, STRATEGIC MANAGE J, V13, P511 DEPURY D, 1994, RES TECHNOL MANAGE, V37, P9 DOSI G, 1988, J ECON LIT, V26, P1120 DOUGHERTY D, 1990, STRATEGIC MANAGE J, V11, P59 DOUGHERTY D, 1992, ORG SCI, V3, P122 DYER JH, 1998, ACAD MANAGE REV, V23, P660 FREEMAN C, 1982, EC IND INNOVATION FRONE MR, 1997, RM FORUM, V2, P3 GAMBARDELLA A, 1992, RES POLICY, V21, P391 GARDNER W, 1995, PSYCHOL BULL, V118, P392 GRAVES SB, 1993, STRATEGIC MANAGE J, V14, P593 GRIFFIN A, 1996, J PROD INNOVAT MANAG, V13, P191 GRILICHES Z, 1987, EC POLICY TECHNOLOGI, P99 GRILICHES Z, 1990, J ECON LIT, V28, P1661 HATFIELD DE, 1996, STRATEGIC MANAGE J, V17, P55 HAUSMAN J, 1984, ECONOMETRICA, V52, P909 HENDERSON R, 1993, NBER WORKING PAPER, V4466 HENDERSON R, 1994, STRATEGIC MANAGE J, V15, P63 HENDERSON R, 1996, RAND J ECON, V27, P32 HENDERSON RM, 1994, IND CORP CHANGE, V3, P607 HILL CWL, 1991, STRATEGIC MANAGEMENT, V12, P187 HILL J, 1984, FINANCIAL MANAGE SPR, P27 HITT MA, 1996, ACAD MANAGE J, V39, P1084 HITT MA, 1997, ACAD MANAGE J, V40, P767 HOLMSTROM B, 1989, J ECON BEHAV ORGAN, V12, P305 HOSKISSON RE, 1988, STRATEGIC MANAGEMENT, V9, P605 HOSKISSON RO, 1992, STRATEGIC MANAGE J, V13, P625 HOWELLS J, 1990, RES POLICY, V19, P133 HOWELLS JRL, 1984, REG STUD, V18, P13 IRELAND RD, 1999, ACAD MANAGEMENT EXEC, V13, P43 JENSEN EJ, 1987, J IND ECON, V36, P83 JOHNSTON J, 1984, ECONOMETRIC METHODS JUDGE GG, 1982, INTRO THEORY PRACTIC KENNEY M, 1994, RES POLICY, V23, P305 KOGUT B, 1992, ORGAN SCI, V3, P383 KUEMMERLE W, 1997, HARVARD BUSINESS MAR, P61 KWOKA J, 1978, AM BAR ASS ANTITRUST, V47, P1089 LEI D, 1996, J MANAGE, V22, P549 LEONARD D, 1998, CALIF MANAGE REV, V40, P112 LIANG KY, 1986, BIOMETRIKA, V73, P13 LIEBERMAN MB, 1987, STRATEGIC MANAGE J, V8, P441 LIEBESKIND JP, 1996, J IND ECON, V44, P53 LIEBESKIND JP, 1996, ORGAN SCI, V7, P428 LONG JS, 1997, REGRESSION MODELS CA MYHRVOLD N, 1997, FORTUNE 1208, P91 NARIN F, 1987, RES POLICY, V16, P143 NONAKA I, 1995, KNOWLEDGE CREATING C PALEPU K, 1985, STRATEGIC MANAGE J, V6, P239 PANZAR JC, 1981, AM ECON REV, V71, P248 PAVITT K, 1989, MANAGE SCI, V35, P81 PAVITT K, 1990, CALIF MANAGE REV, V32, P17 PAVITT K, 1991, RES POLICY, V20, P109 POWELL WW, 1996, ADMIN SCI QUART, V41, P116 RADNOR M, 1991, INT J TECHNOL MANAGE, P113 RISTELHUEBER R, 1996, ELECT BUSINESS T SEP ROSENBERG N, 1990, RES POLICY, V20, P109 ROSENBERG N, 1990, SCI AM, V263, P45 ROUSSEL PA, 1991, 3 GEN R D MANAGING L RUMELT R, 1974, STRATEGY STRUCTURE E SHARMA A, 1998, STRATEGIC MANAGE J, V19, P879 SPILKER B, 1989, MULTINATIONAL DRUG C STROSS RE, 1997, FORTUNE 1208, P84 WORKMAN JP, 1993, J MARKETING RES, V30, P405 NR 90 TC 5 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 2000 VL 17 IS 3-4 BP 247 EP 271 PG 25 SC Engineering, Industrial GA 377NT UT ISI:000165520200002 ER PT J AU Santoro, MD Gopalakrishnan, S TI The institutionalization of knowledge transfer activities within industry-university collaborative ventures SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE industry-university collaboration; knowledge transfer ID ORGANIZATIONAL CULTURE; PRODUCT INNOVATION; TRUST; COOPERATION; ENVIRONMENTS; ALLIANCES AB Due to the changing competitive landscape, organizations must increasingly focus on acquiring external knowledge to advance new technologies. This study examines the institutionalization of knowledge transfer activities between industrial firms and university research centers. Data were collected from 189 firms collaborating with 21 university research centers in the US. Results show that knowledge transfer activities are facilitated when industrial firms have more mechanistic structures, cultures that are more stable and direction-oriented, and when the firm is more trusting of its university research center partner. Implications for both industry and universities, including their effect on firm performance, are discussed. (C) 2000 Elsevier Science B.V. All rights reserved. C1 Lehigh Univ, Coll Business & Econ, Bethlehem, PA 18015 USA. New Jersey Inst Technol, Sch Management, Newark, NJ 07102 USA. RP Santoro, MD, Lehigh Univ, Coll Business & Econ, 621 Taylor St, Bethlehem, PA 18015 USA. CR *INT RES I, 1995, WORKSH NAT AC SCI WA *NAT SCI BOARD, 1993, SCI ENG IND *NAT SCI BOARD, 1996, SCI ENG IND *NAT SCI FDN, 1982, U IND RES REL MYTHS *NAT SCI FDN, 1982, U IND RES REL SEL ST *SRI INT, 1997, IMP IND INT ENG RES ACS ZJ, 1990, INNOVATION SMALL FIR ARGYRES NS, 1999, ACAD MANAGE REV, V24, P49 BARNEY JB, 1986, ACAD MANAGE REV, V11, P656 BETTIS RA, 1995, STRATEGIC MANAGE J, V16, P7 BETZ F, 1996, HDB TECHNOLOGY MANAG, CH8 BOWER DJ, 1993, LONG RANGE PLANN, V26, P114 BRADACH JL, 1989, ANNU REV SOCIOL, V15, P97 BURNS T, 1961, MANAGEMENT INNOVATIO CHESBROUGH HW, 1996, HARVARD BUSINESS JAN, P65 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 CORSTEN H, 1987, TECHNOVATION, V6, P57 DAS TK, 1998, ACAD MANAGE REV, V23, P491 DAVENI RA, 1995, ACAD MANAGEMENT EXEC, V9, P45 DEAL T, 1982, CORPORATE CULTURES R DENISON D, 1990, CORPORATE CULTURE OR DENISON DR, 1995, ORGAN SCI, V6, P204 DOUGHERTY D, 1996, ACAD MANAGE J, V39, P1120 DUNCAN RB, 1976, MANAGEMENT ORG DESIG, V1, P167 EISENHARDT KM, 1995, ADMIN SCI QUART, V40, P84 EMERSON RM, 1962, AM SOCIOL REV, V27, P31 EVANS D, 1993, INT J TECHNOL MANAGE, V8, P622 FRYE J, 1993, INT J TECHNOL MANAGE, V8, P577 GEISLER E, 1995, TECHNOL ANAL STRATEG, V7, P217 GOPALAKISHNAN S, 1997, BEST PAP P AC MAN AC, P422 GORDON GG, 1992, J MANAGE STUD, V29, P783 GRANT RM, 1996, ORGAN SCI, V7, P375 GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109 GREGORY KL, 1983, ADMIN SCI QUART, V28, P359 HAIR J, 1995, MULTIVARIATE DATA AN HAMEL G, 1994, COMPETING FUTURE HOFSTEDE G, 1990, ADMIN SCI QUART, V35, P286 HUBER RL, 1993, HARVARD BUSINESS JAN, P121 JARILLO JC, 1988, STRATEGIC MANAGEMENT, V9, P31 KANTER RM, 1983, CHANGE MASTERS KANTER RM, 1989, GIANTS LEARN DANCE KRUGMAN P, 1991, J POLIT ECON, V99, P483 LAWRENCE R, 1984, CAN AM COMPETE LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LEWIS JD, 1985, SOC FORCES, V63, P967 LINDBOHM ML, 1995, EPIDEMIOLOGY, V6, P4 LUHMANN N, 1988, TRUST MAKING BREAKIN, P94 MAIDIQUE M, 1984, SLOAN MANAGE REV, V25, P18 MANSFIELD E, 1995, REV ECON STAT, V77, P55 MARTIN J, 1983, ADMIN SCI QUART, V28, P438 MAYER RC, 1995, ACAD MANAGE REV, V20, P709 MEYER JW, 1977, AM J SOCIOL, V83, P340 MINTZBERG H, 1979, STRUCTURING ORG NONAKA I, 1994, ORGAN SCI, V5, P15 NORD WR, 1987, IMPLEMENTING ROUTINE PFEFFER J, 1978, EXTERNAL CONTROL ORG PHILLIPS D, 1991, INT J TECHNOL MANAGE, V6, P478 PISANO GP, 1988, INT COLLABORATIVE VE, P23 POWELL W, 1992, NETWORKS ORG STRUCTU REAMS R, 1986, U IND RES PARTNERSHI ROSENTHAL R, 1991, ESSENTIALS BEHAV RES ROSNER MM, 1968, ADM SCI Q, V12, P614 RUMELT R, 1974, STRATEGY STRUCTURE P SANTORO MD, 1998, THESIS RUTGERS U NEW SANTORO MD, 1999, INT J MANAG REV, V1, P225 SAXENIAN A, 1994, REGIONAL ADVANTAGE SCHEIN EH, 1990, AM PSYCHOL, V45, P109 SCHOONHOVEN C, 1997, MANAGING STRATEGIC I SELZNICK P, 1957, LEADERSHIP ADM SIMONIN BL, 1999, STRATEGIC MANAGE J, V20, P595 SMIRCICH L, 1983, ADMIN SCI QUART, V28, P339 SMITH KG, 1995, ACAD MANAGE J, V38, P7 STARBUCK WH, 1971, ORG GROWTH DEV TEECE D, 1987, COMPETITIVE CHALLENG TORNATZKY L, 1990, PROCESSES TECHNOLOGI TRICE HM, 1984, ACAD MANAGE REV, V9, P653 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 VANROSSUM W, 1995, INT J TECHNOL MANAGE, V10, P853 WEICK K, 1979, SOCIAL PSYCHOL ORG WILLIAMSON O, 1975, MARKETS HIERARCHIES WINTER SG, 1987, COMPETITIVE CHALLENG, P159 YASAIARDEKANI M, 1996, MANAGE SCI, V42, P187 ZMUD RW, 1982, MANAGE SCI, V28, P1421 NR 83 TC 3 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 2000 VL 17 IS 3-4 BP 299 EP 319 PG 21 SC Engineering, Industrial GA 377NT UT ISI:000165520200004 ER PT J AU Dougherty, D Borrelli, L Munir, K O'Sullivan, A TI Systems of organizational sensemaking for sustained product innovation SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE sensemaking; product innovation; new product development; knowledge management ID ENVIRONMENTS; KNOWLEDGE; IDENTITY; STRATEGY; CULTURE; MODEL; FIRMS AB We map out the systems of sensemaking people use to link market and technology knowledge into new products, in innovative versus non-innovative organizations. Systems of sensemaking are organized "webs of meaning" that govern the knowledge people make sense of, and the sense they make. Innovative sensemaking systems link more knowledge because they: (1) frame linking as hands-on practices of value creation; and (2) loosely couple three tensions between tacit and articulated knowledge across organizational levels to draw in, exploit, and recreate knowledge for innovation. We contrast sensemaking systems in innovative versus non-innovative organizations, and draw implications for theory and practice. (C) 2000 Elsevier Science B.V. All rights reserved. C1 Rutgers State Univ, Fac Management, Org Management Dept, Newark, NJ 07102 USA. McGill Univ, Fac Management, Montreal, PQ H3A 1G5, Canada. Univ Ottawa, Fac Adm, Ottawa, ON K1N 6N5, Canada. RP Dougherty, D, Rutgers State Univ, Fac Management, Org Management Dept, 111 Washington St, Newark, NJ 07102 USA. EM doughert@business.rutgers.edu CR ALLEN T, 1978, MANAGING FLOW TECHNO BACON G, 1994, CALIFORNIA MANAGEMEN, V36, P34 BAILYN L, 1977, QUAL QUANT, V11, P97 BERGER P, 1967, SOCIAL CONSTRUCTION BURGELMAN RA, 1983, ADMIN SCI QUART, V28, P223 BURRELL G, 1979, SOCIOLOGICAL PARADIG CLARK K, 1991, PRODUCT DEV PERFORMA COCKBURN I, 1994, STRATEGIC MANAGEMENT, V15, P63 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOK SDN, 1999, ORGAN SCI, V10, P381 COOPER R, 1998, PRODUCT LEADERSHIP C DAY G, 1990, MARKET DRIVEN STRATE DESPHANDE R, 1982, J MARKETING RES, V19, P14 DOUGHERTY D, 1990, STRATEGIC MANAGE J, V11, P59 DOUGHERTY D, 1992, STRATEGIC MANAGE J, V13, P77 DOUGHERTY D, 1996, ACAD MANAGE J, V39, P1120 DOUGHERTY D, 1996, HDB ORG STUDIES FIOL CM, 1991, J MANAGE, V17, P191 GARUD R, 1995, ADV STRATEGIC MANAGE GEERTZ C, 1973, INTERPRETATION CULTU GLASER B, 1967, DISCOVERY GROUNDED T GRIFFIN A, 1993, MARKET SCI, V12, P1 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HUBER G, 1999, CREATIVITY INNOVATIO, V8 IANSITI M, 1998, TECHNOLOGY INTEGRATI JELINEK M, 1990, INNOVATION MARATHON KOGUT B, 1996, ORGAN SCI, V7, P502 LAWRENCE P, 1967, ORG ENV LEI D, 1996, J MANAGE, V22, P549 LEONARD D, 1996, WELL SPRINGS KNOWLED MARCH JG, 1991, ORGAN SCI, V2, P71 MINTZBERG H, 1985, ADMIN SCI QUART, V30, P160 MOORMAN C, 1996, J MARKETING RES, V29, P318 NONAKA I, 1995, KNOWLEDGE CREATING O OGILVIE DT, 1998, J BUS RES, V41, P49 PELZ D, 1966, SCI ORG PORAC JF, 1989, J MANAGE STUD, V26, P397 ROSENBERG N, 1982, INSIDE BLACK BOX TEC SPENDER JC, 1996, STRATEGIC MANAGE J, V17, P45 STRAUSS A, 1987, QUALITATIVE ANAL SOC SWIDLER A, 1986, AM SOCIOL REV, V51, P273 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 TYRE MJ, 1997, ORGAN SCI, V8, P71 VONHIPPEL E, 1994, MANAGE SCI, V40, P429 WEICK K, 1995, SENSEMAKING ORG WEICK K, 1996, HDB ORG STUDIES WEICK KE, 1993, ADMIN SCI QUART, V38, P628 WHEELWRIGHT S, 1992, REVOLUTIONIZING PROD WHITAKER R, 1996, EUROPEAN MANAGEMENT, V14, P399 NR 49 TC 7 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 2000 VL 17 IS 3-4 BP 321 EP 355 PG 35 SC Engineering, Industrial GA 377NT UT ISI:000165520200005 ER PT J AU Fowler, SW King, AW Marsh, SJ Victor, B TI Beyond products: new strategic imperatives for developing competencies in dynamic environments SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE competencies; knowledge; dynamic environments ID RESOURCE-BASED VIEW; COMPETITIVE ADVANTAGE; CORPORATE DIVERSIFICATION; DISTINCTIVE COMPETENCE; MARKET ORIENTATION; ENTROPY MEASURE; PERFORMANCE; KNOWLEDGE; FIRM; CAPABILITIES AB Strategy research has often taken a product-centered perspective. When firms compete in environments characterized by accelerating product life cycles, mass customization, and technological discontinuities, a product-centered perspective on strategy may help explain a firm's current competitive advantage. However, this perspective adds Little guidance in making strategies that create competitive advantage in the future. In this paper, we present a perspective in which dynamic environments require firms to focus on (1) building market-driven, technological, and integration competencies, not a stream of product improvements, and (2) decoupling these competencies from current products in order to create and exploit new opportunities. We discuss the perspective of products as a temporary integration of market and technology trajectories. Research propositions are presented and future implications are discussed. (C) 2000 Elsevier Science B.V. All rights reserved. C1 No Illinois Univ, Coll Business, Dept Management, De Kalb, IL 60115 USA. Univ Victoria, Fac Business, Victoria, BC, Canada. Univ Virginia, McIntire Sch Commerce, Charlottesville, VA USA. Vanderbilt Univ, Owen Grad Sch Management, Nashville, TN USA. RP Marsh, SJ, No Illinois Univ, Coll Business, Dept Management, De Kalb, IL 60115 USA. CR ABERNATHY WJ, 1975, TECHNOLOGICAL FORECA, V7, P379 BADARACCO JL, 1991, KNOWLEDGE LINK BAIG E, 1996, BUS WEEK 0819, P84 BARNEY J, 1991, J MANAGE, V17, P99 BARNEY J, 1995, ACAD MANAGEMENT EXEC, V9, P49 BETTIS RA, 1992, ACADEMY MANAGEMENT E, V6, P7 BOGNER WC, 1994, COMPETENCE BASED COM BOWER JL, 1995, HARVARD BUS REV, V73, P43 BROWN SL, 1997, ADMIN SCI QUART, V42, P1 BROWN SL, 1998, COMPETING EDGE BULKELEYE WM, 1992, WALL STREET J 0819, A1 CAVES RE, 1980, COMPETITION OPEN EC CHAUDHURI S, 1999, HARVARD BUS REV, V77, P123 CHRISTENSEN CM, 1998, INNOVATION GEN MANAG CLARK K, 1991, PRODUCT DEV PERFORMA COHEN S, 1990, ADVANCES, V7, P35 COLLIS DJ, 1991, STRATEGIC MANAGE J, V12, P49 COLLIS DJ, 1995, HARVARD BUS REV, V73, P118 COOPER RG, 1986, J PROD INNOVAT MANAG, V3, P71 DAVENI RA, 1994, HYPERCOMPETITION DAY GS, 1991, 91117 MARK SCI I DAY GS, 1994, CONTINUOUS LEARNING DAY GS, 1994, J MARKETING, V58, P37 DESHPANDE R, 1993, J MARKETING, V57, P23 DICKSON PR, 1996, J MARKETING, V60, P102 DIERICKX I, 1989, MANAGE SCI, V35, P1504 DOSI G, 1984, TECHNICAL CHANGE IND DOSI G, 1988, J ECON LIT, V26, P1120 FARJOUN M, 1994, ORGAN SCI, V5, P185 GALBRAITH JR, 1986, STRATEGY IMPLEMENTAT GALUNIC DC, 1998, STRATEGIC MANAGE J, V19, P1193 GARUD R, 1994, STRATEGIC MANAGE J, V15, P365 GLAZER R, 1991, J MARKETING, V55, P1 GRANT RM, 1996, ORGAN SCI, V7, P375 HAGEL J, 1999, HARVARD BUS REV, V77, P133 HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HAMEL G, 1994, COMPETENCE BASED COM HAMM S, 1999, BUSINESS WEEK 0927 HEDLUND G, 1994, STRATEGIC MANAGE J, V15, P73 HENDERSON R, 1994, STRATEGIC MANAGE J, V15, P63 HENDERSON R, 1995, IND CORPORATE CHANGE, V3, P607 HITT MA, 1985, STRATEGIC MANAGE J, V6, P273 HITT MH, 1999, STRATEGIC MANAGEMENT HOF RD, 1999, BUSINESS WEEK 0531, P137 HOSKISSON RE, 1990, J MANAGE, V16, P461 HUBER GP, 1991, ORGAN SCI, V2, P88 HUNT SD, 1995, J MARKETING, V59, P1 IANSITI M, 1994, IND CORP CHANGE, V3, P557 ITAMI K, 1987, MOBILIZING INVISIBLE JACQUEMIN AP, 1979, J IND ECON, V27, P359 KAPLAN RS, 1992, HARVARD BUSINESS JAN, P71 KING WH, 1999, FREIGHT TRAIN MOMENT KOGUT B, 1992, ORGAN SCI, V3, P383 KOHLI AK, 1990, J MARKETING, V54, P1 LEI D, 1996, J MANAGE, V22, P549 LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG MAIN J, 1992, FORTUNE, V126, P102 MARKIDES CC, 1996, ACAD MANAGE J, V39, P340 MARKIDES CC, 1999, SLOAN MANAGE REV, V40, P55 NELSON R, 1982, EVOLUTIONARY THEORY NONAKA I, 1990, CALIF MANAGE REV, V32, P27 PALEPU K, 1985, STRATEGIC MANAGE J, V6, P239 PETERAF MA, 1993, STRATEGIC MANAGE J, V14, P179 PETERS TJ, 1982, SEARCH EXCELLENCE POLANYI M, 1962, PERSONAL KNOWLEDGE P PORTER ME, 1980, COMPETITIVE STRATEGY PRAHALAD CK, 1986, STRATEGIC MANAGE J, V7, P485 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 RAMANUJAM V, 1989, STRATEGIC MANAGE J, V10, P523 RANFT AL, 1998, 58 ANN M AC MAN SAN REED R, 1990, ACAD MANAGE REV, V15, P88 REICH RB, 1991, WORK NATIONS ROBINS J, 1995, STRATEGIC MANAGE J, V16, P277 ROSENBLOOM RS, 1985, UNEASY ALLIANCE RUMELT R, 1974, STRATEGY STRUCTURE E SAPORITO B, 1994, FORTUNE 0502, P62 SHAPIRO BP, 1988, HARVARD BUS REV, V66, P119 SHAPIRO C, 1999, INFORMATION RULES SIMPSON D, 1997, J BUSINESS STRAT NOV, P8 SINKULA JM, 1994, J MARKETING, V58, P35 SLATER SF, 1995, J MARKETING, V59, P63 SLATER SF, 1998, STRATEGIC MANAGE J, V19, P1001 SNOW CC, 1980, ADM SCI Q, V25, P317 SOUDER W, 1987, MANAGING NEW PRODUCT STERN LW, 1996, MARKETING CHANNELS STEWART TA, 1994, FORTUNE 1003, P68 TATIKONDA LU, 1998, MANAGEMENT ACCOU SEP, P49 TEECE DJ, 1992, J ECON BEHAV ORGAN, V18, P1 TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 VONHIPPEL E, 1977, IEEE T ENG MANAGE, V24, P60 VONHIPPEL E, 1988, SOURCES INNOVATION VONHIPPEL E, 1999, HARVARD BUS REV, V72, P47 WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD WINTER SG, 1987, COMPETITIVE CHALLENG NR 95 TC 7 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 2000 VL 17 IS 3-4 BP 357 EP 377 PG 21 SC Engineering, Industrial GA 377NT UT ISI:000165520200006 ER PT J AU Vadapalli, A Mone, MA TI Information technology project outcomes: user participation structures and the impact of organization behavior and human resource management issues SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE user participation; cross-functional teams; user satisfaction; team processes ID IMPLEMENTATION; SATISFACTION; COMMITTEE; SYSTEMS AB Despite considerable research examining user participation in information technology (IT) project implementation, the findings are equivocal concerning how beneficial IT user participation is for project outcomes. Likewise, evidence concerning the management of various forms of user participation is also mixed. This study posits an integrated user participation structure composed of a combination of steering committees, cross-functional teams and project champions performing different functions and supporting each other during the course of project implementation. The study builds a research model that identifies the impact of various organization behavior and human resource management (OB/HRM) issues on the ability of the user participation structure to influence IT project outcomes. It presents the results of field research in the form of nine case studies to identify various OB/HRM factors that can discriminate between different IT project outcomes. The field study leads to a revised research model that emphasizes the role of processes and dynamics within the user participation structure, as well as the role of OB/HRM variables, in influencing the relationship between user participation structures and IT project outcomes. (C) 2000 Elsevier Science B.V. All rights reserved. C1 Univ Wisconsin, Sch Business Adm, Milwaukee, WI 53201 USA. RP Mone, MA, Univ Wisconsin, Sch Business Adm, POB 742, Milwaukee, WI 53201 USA. CR BARKI H, 1989, MIS QUART, V13, P53 BARKI H, 1994, INFORM SYST RES, V5, P422 BAROUDI JJ, 1988, J MANAGEMENT INFORMA, V4, P44 BEATH CM, 1991, MIS QUART, V15, P355 BOYNTON AC, 1992, SLOAN MANAGE REV, V33, P32 CAMPBELL JP, 1976, HDB IND ORG PSYCHOL CARR A, 1998, CURRENT TOPICS MANAG, V3, P69 CHUNG CA, 1996, J ENG TECHNOL MANAGE, V13, P283 CHURCHILL GA, 1979, J MARKETING RES, V16, P64 CLARK KB, 1992, CALIF MANAGE REV, V34, P9 DAY DL, 1994, ORGAN SCI, V5, P148 DELONE WH, 1992, INFORMATION SYSTEMS, V3, P60 DEMATTEO JS, 1998, RES ORGAN BEHAV, V20, P141 DESANCTIS G, 1994, J MANAGEMENT INFORMA, V10, P85 DURY DH, 1984, MIS Q, V8, P257 GOODMAN PS, 1991, J ENG TECHNOL MANAGE, V8, P261 GRIFFITH TL, 1996, MIS QUART, V20, P99 HARTWICK J, 1994, MANAGE SCI, V40, P440 HUNTON JE, 1997, MIS QUART, V21, P359 JICK TD, 1979, ADM SCI Q, V24, P602 JOHNSON ST, 1993, COMPENSATION BENEFIT, V25, P35 LAWLESS MW, 1992, ORGAN SCI, V3, P342 LAWRENCE BS, 1997, ORGAN SCI, V8, P1 LAWRENCE M, 1993, MIS QUART, V17, P195 LYYTINEN K, 1987, OXFORD SURVEYS INFOR, V4, P257 MAHONEY TA, 1989, HUM RESOURCE MANAGE, V28, P337 MARKHAM SK, 1991, J ENG TECHNOL MANAGE, V8, P217 MCKEEN JD, 1994, MIS QUART, V18, P427 MENSAH KE, 1991, MIS Q, V15, P67 MEYERREIL LA, 1991, KIELER MEERESFORSCH, V8, P121 NEWMAN M, 1990, INFORMATION SYSTEMS, V1, P89 NILANKANT V, 1994, HUMAN SYSTEMS MANAGE, V13, P41 NOLAN RL, 1982, HARVARD BUS REV, V60, P72 PARKER GM, 1994, TRAINING DEV, V48, P49 PASMORE WA, 1994, COMPENSATION BENEFIT, V26, P15 PINTO MB, 1993, MANAGE SCI, V39, P1281 RAGHUNATHAN TS, 1992, J MANAGEMENT INFORMA, V8, P83 RAO HR, 1995, INFORM SYST RES, V6, P255 SAUNIER AM, 1994, COMPENSATION BENEFIT, V26, P24 SCHOENFELDT LF, 1984, METHOD ANAL ORG RES, P68 SCHONBERGER RJ, 1994, CALIF MANAGE REV, V36, P109 TORKZADEH G, 1992, MIS QUART, V16, P187 TRUSS C, 1997, J MANAGE STUD, V34, P53 NR 43 TC 1 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 2000 VL 17 IS 2 BP 127 EP 151 PG 25 SC Engineering, Industrial GA 328MH UT ISI:000087854300001 ER PT J AU Mallick, DN Chaudhury, A TI Technology management education in MBA programs: a comparative study of knowledge and skill requirements SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE technology management education; MBA programs; curriculum design AB This study attempts to explore the content and process of technology management education in the context of masters of business administration (MBA) programs in the US. Based on two mail surveys, the research identifies the knowledge and skills that are necessary for effective management of technology. Except for a few specific knowledge and skill areas, general agreement was found to exist between academicians and practitioners as to what knowledge and skills are important for effective management of technology. Knowledge of business strategy and competition, the strategic role of technology in business, new product development and the understanding of issues related to implementation of new technology were found to be important for management of technology. Moreover, effective oral and written communication and the ability to achieve implementation are considered essential skills for managing technology. Implications and future research directions are discussed. (C) 2000 Elsevier Science B.V. All rights reserved. C1 Univ Minnesota, Carlson Sch Management, Minneapolis, MN 55455 USA. Univ Massachusetts, Coll Management, Boston, MA 02125 USA. RP Mallick, DN, Univ Minnesota, Carlson Sch Management, Minneapolis, MN 55455 USA. CR 1988, BUSINESS WEEK NOV, P90 *AACSB, 1990, MBA PROGR CHANG PROV, V26, P1 *AACSB, 1997, REP AACSB FAC LEAD T *AACSB, 1998, DEM BUS PHDS RIS REV *NRC, 1987, MAN TECHN HIDD COMP BADAWY MK, DEV MANAGERIAL SKILL, P171 BADAWY MK, 1998, CALIF MANAGE REV, V40, P94 BARR S, 1997, CFO, V13, P30 BOYATZIS RE, 1982, COMPETENT MANAGER MO BOYATZIS RE, 1991, MANGERIAL SKILLS EXP, P90 BOYATZIS RE, 1995, INNOVATION PROFESSIO BURGUNDER LB, 1995, LEGAL ASPECTS MANAGI CAMPBELL JP, 1970, MANAGERIAL BEHAV PER DERTOUZOS ML, MADE AM REGAINING PR, P67 DYER JS, 1993, OR MS TODAY, V20, P16 FUCHBERG G, 1990, WALL STREET J 0606, B1 GARVIN DA, 1991, ED JUDGMENT ARTISTRY HERINK R, 1989, NEWSLETTER TECHN JUN KOCAOGLU DF, 1990, IEEE T ENG MANAGE, V37, P172 KOCAOGLU DF, 1994, IEEE T ENG MANAGE, V41, P347 LUTHANS F, 1988, REAL MANAGER MAGLITTA J, 1994, COMPUTERWORLD, V28, P80 MAGLITTA J, 1995, COMPUTER WORLD 1204, P121 MAGRETTA J, 1997, HARVARD BUSINESS JAN, P79 MALLICK DN, 1996, P DEC SCI, P1540 MENTKOWSKI, 1982, DEV PROFESSIONAL COM MINTZBERG H, 1987, MACR ORG BEH SOC M N NELSON RR, 1991, MIS QUART, V15, P503 NOORI H, 1990, MANAGING DYNAMICS NE PEARS D, 1966, WHAT IS KNOWLEDGE PORTER L, 1988, MANAGEMENT ED DEV DR PORTER ME, 1996, HARVARD BUSINESS MAR, P73 SCHILLINGER AG, 1993, REV BUSINESS, V14, P5 SHAPIRO BP, 1984, HINTS CASE TEACHING SHERIDAN JH, 1993, IND WEEK, V242, P11 SOLOW RM, 1988, AM ECON REV, V78, P307 SPENCER LM, 1993, COMPETENCE WORK MODE SPERO DM, 1990, HARVARD BUSINESS SEP, P58 STEELE LW, 1989, MANAGING TECHNOLOGY SVETCOV D, 1995, CHRONICLE HIGHE 1215, A7 TAJ S, 1996, INTERFACES, V26, P51 WEIMER WA, 1991, RES TECHNOLOGY M MAY, P41 WHETTEN DA, 1995, DEV MANAGEMENT SKILL NR 43 TC 5 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 2000 VL 17 IS 2 BP 153 EP 173 PG 21 SC Engineering, Industrial GA 328MH UT ISI:000087854300002 ER PT J AU Lee, M Shin, W TI An empirical analysis of the role of reference point in justice perception in R&D settings in Korea SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE distributive justice; procedural justice; reference point; suggested reference point ID PROCEDURAL JUSTICE; RELATIVE DEPRIVATION; DISTRIBUTIVE JUSTICE; JOB-SATISFACTION; EQUITY THEORY; NORM THEORY; OUTCOMES; COGNITIONS; DECISIONS; PAY AB This study examines the relationship of the respondent's reference point with regards to distributive and procedural justice in an R&D setting in Korea. The two characteristics: (1) the rewards difference between Korean public and private R&D institutes (the outcome level at the public R&D institutes is much less than that at the private ones), (2) and the similarity of procedures being used to determine R&D professional's rewards at both types of research institutes, provide an excellent real-life setting for studying the role of reference point. To avoid common method variance, we measured distributive and procedural justice separately. Consistent with the previous experiments, R&D professionals at the public R&D institutes indicated differentiated distributive justice levels according to R&D professionals' reference points. Results also showed that the presence of a social comparison other (suggested reference point) leads the R&D professionals at public R&D institutes to perceive procedural injustice. Finally, several theoretical and managerial implications were discussed. (C) 2000 Elsevier Science B.V. All rights reserved. C1 Korea Adv Inst Sci & Technol, Dept Ind Management, Taejon 305701, South Korea. RP Lee, M, Korea Adv Inst Sci & Technol, Dept Ind Management, 373-1 Kusongdong, Taejon 305701, South Korea. CR ARISTOTLE W, 1984, NIKOMAKOS YUNRIHAG ARYEE S, 1992, J ENG TECHNOL MANAGE, V9, P61 BOLES TL, 1995, ORGAN BEHAV HUM, V61, P262 CROPANZANO R, 1989, J APPL PSYCHOL, V74, P293 CROPANZANO R, 1991, MOTIVATION WORK BEHA, P131 CROPANZANO R, 1993, JUSTICE WORKPLACE AP, P3 CROSBY FJ, 1982, RELATIVE DEPRIVATION DAILEY RC, 1992, HUM RELAT, V45, P305 DONGA I, 1994, DONGA DAILY NEW 0218 FOLGER R, 1983, J PERS SOC PSYCHOL, V45, P268 FOLGER R, 1986, J EXP SOC PSYCHOL, V22, P531 FOLGER R, 1987, SOCIAL COMP SOCIAL J, P183 FOLGER R, 1989, ACAD MANAGE J, V32, P115 GREENBERG J, 1987, J APPL PSYCHOL, V72, P55 HAIR JF, 1992, MULTIVARIATE DATA AN HUSEMAN RC, 1987, ACAD MANAGE REV, V12, P222 JASSO G, 1980, AM SOCIOL REV, V45, P3 JOHNSON JT, 1986, PERS SOC PSYCHOL B, V12, P51 KAHNEMAN D, 1986, PSYCHOL REV, V93, P136 KAHNEMAN D, 1992, ORGAN BEHAV HUM, V51, P296 KIM S, 1989, STUDY IMPROVEMENT HU KONOVSKY MA, 1994, ACAD MANAGE J, V37, P656 LEE J, 1989, SODUG BAEBUN EUI IRO LEVENTHAL S, 1980, SOCIAL EXCHANGE ADV, P27 LIM RG, 1995, ORGAN BEHAV HUM, V63, P6 LOWENSTEIN G, 1989, J PERS SOC PSYCHOL, V57, P426 MARTIN J, 1981, RES ORGAN BEHAV, V3, P53 MCFARLIN DB, 1992, ACAD MANAGE J, V35, P626 MCGREGOR EB, 1988, PUBLIC ADM REV NOV, P941 MESSICK DM, 1985, EUR J SOC PSYCHOL, V15, P389 MILLER DT, 1986, PERS SOC PSYCHOL B, V12, P513 NAM Y, 1995, BASIC RES PROJECT SU, P237 PERRY JL, 1988, ACAD MANAGE REV, V13, P182 PRICE JL, 1986, HDB ORG MEASUREMENT RUTTE CG, 1995, SOCIAL JUSTICE RES, V8, P239 SCARPELLO V, 1983, PERS PSYCHOL, V36, P577 SHEPPARD BH, 1992, ORG JUSTICE SEARCH F THIBAUT J, 1975, PROCEDURAL JUSTICE P WITT LA, 1992, J APPL PSYCHOL, V77, P910 YU PI, 1992, UNPUB HUMAN RESOURCE NR 40 TC 1 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 2000 VL 17 IS 2 BP 175 EP 191 PG 17 SC Engineering, Industrial GA 328MH UT ISI:000087854300003 ER PT J AU Cagliano, R Chiesa, V Manzini, R TI Differences and similarities in managing technological collaborations in research, development and manufacturing: a case study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE technological collaborations; research; development; manufacturing ID NETWORKS; INTEGRATION; INNOVATION AB This case study is aimed at exploring the characteristics of technological collaborations (TC) in the different phases of the innovation process. While the literature widely discussed the motives for collaboration and the organizational forms that can be adopted, little is known on the role of the phase of the innovation process in the collaboration in shaping its original form. Empirical evidence from 18 in-depth case studies allows to highlight how TC in research, development and manufacturing intrinsically differ in terms of content, motivations and partners involved. We also argue that these characteristics lead to different organizational forms of collaboration, in terms of number of partners, contractual formalization, structure of control, time horizon and density of relationships. The most common organizational forms adopted, respectively, in research, development and manufacturing collaborations are discussed. Finally, we derive guidelines for managers that are facing decisions about external technology sourcing or are managing TC evolving from one phase of the innovation process to another. (C) 2000 Elsevier Science B.V. All rights reserved. C1 Politecn Milan, Dept Econ & Prod, I-20133 Milan, Italy. Libero Ist Univ Carlo Cattaneo, I-21053 Castellanza, Italy. RP Cagliano, R, Politecn Milan, Dept Econ & Prod, Piazza Leonardo Da Vinci 32, I-20133 Milan, Italy. CR BUSBY JS, 1993, INT J TECHNOL MANAGE, V8, P294 CAINARCA GC, 1992, RES POLICY, V21 CHATTERJI D, 1996, RES TECHNOL MANAGE, V39, P48 CHESBROUGH HW, 1996, HARVARD BUSINESS JAN, P65 CHIESA V, 1997, P 4 INT PROD DEV MAN CHIESA V, 1998, R D MANAGEMENT, V28 DAVIDOW WH, 1992, VIRTUAL CORPORATION FRONTERRE F, 1991, SISTEMI ORG, V3, P55 GOMESCASSERES B, 1994, HARVARD BUSINESS JUL, P62 GOMESCASSERES B, 1997, SMALL BUS ECON, V9, P33 GRANDORI A, 1995, ORGAN STUD, V16, P183 HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371 HAKANSSON H, 1990, EUROPEAN MANAGEMENT, V8, P371 KODAMA F, 1992, HARVARD BUS REV, V70, P70 MILLSON MR, 1996, RES TECHNOLOGY M MAY, P41 QUINN JB, 1992, INTELLIGENT ENTERPRI ROBERTS B, 1985, ENTERING NEW BUSINES ROBERTSON PL, 1995, RES POLICY, V24, P543 ROTHWELL R, 1994, INT MARKETING REV, V11 SNOW CC, 1992, ORG DYNAMICS WIN TEECE DJ, 1986, RES POLICY, V15, P285 THORELLI HB, 1986, STRATEGIC MANAGE J, V7, P37 TIDD J, 1997, R&D MANAGE, V27, P359 UPTON DM, 1996, HARVARD BUSINESS JUL, P123 NR 24 TC 4 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 2000 VL 17 IS 2 BP 193 EP 224 PG 32 SC Engineering, Industrial GA 328MH UT ISI:000087854300004 ER PT J AU Sicotte, H Langley, A TI Integration mechanisms and R&D project performance SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE information processing theory; R&D project management; integration mechanisms; innovation management ID PRODUCT DEVELOPMENT; TECHNOLOGICAL INNOVATION; MATRIX ORGANIZATION; COMMUNICATION; MANAGEMENT; MODEL; STRATEGY; WORK; WINNERS; DESIGN AB Information processing theory suggests the need for different types of integration mechanisms in R&D project management depending on levels of uncertainty and equivocality. This paper examines the use of these mechanisms and their links to project performance in a sample of 121 R&D projects in a large research laboratory. Overall, it is found that formal leadership, planning and process specification, and to a lesser extent information technology use are related to project performance while the positive effects of horizontal structures are apparently balanced out by their costs. The integration mechanisms studied act on performance partly through their effect on horizontal communications. Modest support was found for the contingency hypotheses derived from information processing theory. It appears that managers adjusted their use of horizontal structures, planning and process specification, and informal leadership to project uncertainty but not to project equivocality. The positive effects of horizontal communications on performance were found to be greatest under high project equivocality as would be predicted by information processing arguments. Moreover, with the exception of formal leadership, the use of integration mechanisms did not enhance performance in contexts of low uncertainty and low equivocality, (C) 2000 Elsevier Science B.V. All rights reserved. C1 Univ Quebec, Ecole Sci Gest, Montreal, PQ H3C 4R2, Canada. RP Sicotte, H, Univ Quebec, Ecole Sci Gest, CP 6192,Succursale Ctr Ville, Montreal, PQ H3C 4R2, Canada. CR ADLER PS, 1995, ORGAN SCI, V6, P147 ALLEN TJ, 1986, IEEE T ENG MANAGE, V33, P212 ANCONA DG, 1990, RES TECHNOL MANAGE, V33, P25 ANCONA DG, 1992, ADMIN SCI QUART, V37, P634 BARKER J, 1988, J MANAGE STUD, V25, P167 BARON RM, 1986, J PERS SOC PSYCHOL, V51, P1173 BOYNTON AC, 1993, J MANAGE, V19, P725 BROWN SL, 1995, ACAD MANAGE REV, V20, P343 BROWNLIE DT, 1987, EUR J MARKETING, V21, P45 CHANTRELL RW, 1991, NONDESTR TEST EVAL, V6, P1 CLARK KB, 1991, PRODUCT DEV PERFORMA COOPER RG, 1987, J PROD INNOVAT MANAG, V4, P169 COOPER RG, 1990, RES TECHNOL MANAGE, V33, P27 COOPER RG, 1996, IND MARKET MANAG, V25, P465 CRINO MD, 1981, PSYCHOL REP, V49, P831 DAFT RL, 1981, ADM SCI Q, V26, P207 DAFT RL, 1984, RES ORGAN BEHAV, P91 DAFT RL, 1986, MANAGE SCI, V32, P554 DEAN JW, 1991, ACAD MANAGE J, V34, P776 DELAAT PB, 1994, HUM RELAT, V47, P1089 DEMEYER A, 1991, TECHNOLOGY MANAGEMEN, P220 DEWAR RD, 1986, MANAGE SCI, V32, P1422 DOUGHERTY D, 1992, ORGAN SCI, V3, P179 DOUGHERTY D, 1996, ACAD MANAGE J, V39, P1120 DOWNS CW, 1988, COMMUNICATION AUDITS DOWNS GW, 1976, ADM SCI Q, V21, P700 EISENHARDT KM, 1995, ADMIN SCI QUART, V40, P84 EMMANUELIDES PA, 1993, J ENG TECHNOL MANAGE, V10, P363 ETTLIE JE, 1984, MANAGE SCI, V30, P682 ETTLIE JE, 1992, ACAD MANAGE J, V35, P795 FISCHER WA, 1979, IEEE T ENG MANAGE, V26, P8 FORD RC, 1992, J MANAGE, V18, P267 FULK J, 1991, J MANAGE, V17, P407 FULK J, 1995, ORGAN SCI, V6, P337 GALBRAITH JR, 1973, DESIGNING COMPLEX OR GALE RP, 1992, BONE MARROW TRANSPL, V9, P303 GALES L, 1995, J ENG TECHNOL MANAGE, V12, P77 GREEN SG, 1995, IEEE T ENG MANAGE, V42, P203 GREENBAUM HH, 1988, MANAGEMENT COMMUNICA, V2, P245 HINDS P, 1995, ORGAN SCI, V6, P373 HISE RT, 1990, J PROD INNOVAT MANAG, V7, P142 HITT MA, 1993, J ENG TECHNOL MANAGE, V10, P161 HOWELL JM, 1990, ADMIN SCI QUART, V35, P317 JAMES LR, 1984, J APPL PSYCHOL, V69, P85 JAMES LR, 1993, J APPL PSYCHOL, V78, P306 KELLER RT, 1994, ACAD MANAGE J, V37, P167 KIESS W, 1986, KLIN WOCHENSCHR, V64, P1 LARSON EW, 1988, J PROD INNOVAT MANAG, V5, P180 LAWRENCE PR, 1969, ORG ENV MANAGING DIF LEE YS, 1994, KOREAN J CHEM ENG, V11, P1 LOCKE EA, 1990, THEORY GOAL SETTING MARKUS L, 1994, ORGAN SCI, V5, P502 MAY C, 1993, J GEN MANAGE, V18, P1 MINTZBERG H, 1979, STRUCTURING ORG MINTZBERG H, 1994, HARVARD BUS REV, V72, P107 MITROFF II, 1979, MANAGE SCI, V25, P583 MOENAERT RK, 1990, J PROD INNOVAT MANAG, V7, P91 MOENAERT RK, 1995, IEEE T ENG MANAGE, V42, P243 MORELLI MD, 1995, IEEE T ENG MANAGE, V42, P215 NONAKA I, 1990, CALIF MANAGE REV, V32, P27 PERROW C, 1967, AM SOCIOL REV, V32, P194 PINTO JK, 1988, PROJECT MANAGEMENT J, V19, P67 PINTO MB, 1990, J PROD INNOVAT MANAG, V7, P200 PREFONTAINE L, 1994, THESIS UQAM MONTREAL RICE RE, 1989, OFFICE TECHNOLOGY PE, V5, P141 ROBERTS EB, 1988, RES TECHNOL MANAGE, V31, P11 SCHMITZ J, 1991, COMMUN RES, V18, P487 SCHRADER S, 1993, J ENG TECHNOL MANAGE, V10, P73 THOMPSON JD, 1967, ORG ACTION SOCIAL SC TUSHMAN ML, 1978, ACAD MANAGE REV, V3, P613 TUSHMAN ML, 1979, SLOAN MANAGE REV, V20, P37 VANDEVEN AH, 1985, RES ORGAN BEHAV, V7, P333 VENKATRAMAN N, 1989, ACAD MANAGE REV, V14, P423 VONHIPPEL E, 1990, RES POLICY, V19, P407 WHEELWRIGHT SC, 1992, HARVARD BUS REV, V2, P70 WITHEY M, 1983, ACAD MANAGE J, V26, P45 ZACK MH, 1995, ORGAN SCI, V6, P394 ZIRGER BJ, 1990, MANAGE SCI, V36, P867 ZIRGER BJ, 1991, THESIS STANFORD U ZIRGER BJ, 1994, J ENG TECHNOL MANAGE, V11, P229 NR 80 TC 11 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 2000 VL 17 IS 1 BP 1 EP 37 PG 37 SC Engineering, Industrial GA 303BZ UT ISI:000086402100001 ER PT J AU Lin, CYY Chen, WH TI The effect of social factors on the implementation of automation: an empirical study in Taiwan SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE automation; sociotechnical system; Taiwan ID SOCIOTECHNICAL SYSTEMS AB In a highly competitive global economy, automation has been an important approach to improve productivity, quality, and customer satisfaction. The literature reveals that when introducing automation systems, social influences are usually neglected. This study cross-organizationally examines the impact of social factors on the success of automation. We analyzed data obtained from the questionnaires of 105 companies and supplementary interviews of six firms in Taiwan. Statistical analyses show that a greater extent of automation tends to be accompanied by a higher level of social activities; companies with matching social and technical stages are not necessarily more successful in automation; social factors significantly predict the degree of success of automation. In addition, we observed that technically related improvements are of greater concern in the interviewed companies. Furthermore, support from employees, a competent project leader, and a proper alignment between technical and social factors are highly valued for the implementation of automation. Some managerial implications are also discussed. (C) 2000 Elsevier Science B.V. All rights reserved. C1 Natl Cent Univ, Inst Human Resource Management, Taipei, Taiwan. Natl Chengchi Univ, Dept Business Adm, Taipei, Taiwan. RP Lin, CYY, Natl Cent Univ, Inst Human Resource Management, 5F,18 Sec 1,Sing Kuang Rd, Taipei, Taiwan. CR 1995, COMMONWEALTH MAG JUN BAMANE BD, 1994, TECHNOVATION, V14, P3 COHEN MA, 1997, MANUFACTURING AUTOMA DESANCTIS G, 1994, ORGAN SCI, V5, P121 FOX WM, 1990, J APPL BEHAV SCI, V26, P259 GERWIN D, 1992, MANAGEMENT ADV MANUF GRANT RM, 1991, SLOAN MANAGEMENT FAL, P43 GUPTA A, 1993, J MANAGEMENT DEV, V12, P33 HAIR JF, 1998, MULTIVARIATE DATA AN HILTZ SR, 1990, MANAGE SCI, V36, P739 HU KI, 1989, THESIS NATL TAIWAN U KIGGUNDU MN, 1986, J APPL BEHAV SCI, V22, P341 KLEIN KJ, 1996, ACAD MANAGE REV, V21, P1055 LARSEN HH, 1991, TECHNOVATION, V11, P419 LAWRENCE J, 1984, LEVELS AUTOMATION MAJCHRZAK A, 1988, HUMAN SIDE FACTORY A MAJCHRZAK A, 1997, HUM RELAT, V50, P535 MATON B, 1988, RELAT IND-IND RELAT, V43, P869 MEREDITH JR, 1987, SLOAN MANAGE REV, V28, P49 MEREDITH JR, 1995, PROJECT MANAGEMENT MOHR BJ, 1989, EMERGING PRACTICES O NIEVA VF, 1982, ED TRAINING COMPUTER ORR JN, 1994, COMPUT AIDED ENG, V13, P60 PASMORE W, 1992, J APPL BEHAV SCI, V28, P471 PERSICO J, 1994, HUMAN SYSTEMS MANAGE, V13, P11 PURSER RE, 1991, TECHNOVATION, V11, P403 PURSER RE, 1992, TECHNOVATION, V12, P379 SHANI AB, 1989, EMERGING PRACTICES O SHANI AB, 1992, CALIFORNIA MANAG SUM, P91 SUSMAN GI, 1986, J APPL BEHAV SCI, V22, P257 TAYLOR JC, 1986, J APPL BEHAV SCI, V22, P303 WALL TD, 1987, HUMAN SIDE ADV MANUF NR 32 TC 3 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 2000 VL 17 IS 1 BP 39 EP 58 PG 20 SC Engineering, Industrial GA 303BZ UT ISI:000086402100002 ER PT J AU Figueroa, E Conceicao, P TI Rethinking the innovation process in large organizations: a case study of 3M SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE innovation process; 3M; interaction AB In this case study, we propose a model to foster and sustain innovation in a large corporation. Despite the successful business track record that large corporations invariably show, their sheer size sometimes hinders their ability to respond rapidly to changes in technology, market, and consumer preference. It also affects their ability to innovate consistently. Our model builds on recent theoretical advances in the understanding of the innovation process, placing a strong emphasis on the need for people to interact across business units. We also defend the need for a formal recognition of the people involved in transferring technology from the ''concept'' stage to the "commercial application" phase. Significant parts of our argument are based on the experience of one of the authors in a large corporation. We begin the paper with an assessment of current perspectives on the innovation process, identifying the lack of a descriptive or normative model that can guide large corporations in the improvement of their innovation performance. Building on the experience of a specific project developed at 3M, which incorporates organizational novelties aimed at improving the process of technology transfer, we conclude with a new model to foster innovation in a large corporation. (C) 2000 Elsevier Science B.V. All rights reserved. C1 Univ Texas, IC2 Inst, Austin, TX 78705 USA. 3M Co, Visual Syst Div, 3M Austin Ctr, Austin, TX 78726 USA. Univ Texas, IC2 Inst, Austin, TX 78705 USA. Inst Super Tecn, Ctr Innovat Technol & Policy Res, Lisbon, Portugal. RP Conceicao, P, Univ Texas, IC2 Inst, 2815 San Gabriel, Austin, TX 78705 USA. CR *EUR COMM, 1995, GREEN PAP INN *OECD, 1988, OECD SCI TECHN POL O *OECD, 1992, PROP GUID COLL INT T *OECD, 1994, FRASC MAN 1993 PROS BUSH V, 1945, SCI ENDLESS FRONTIER COOMBS R, 1987, EC TECHNOLOGICAL CHA DAVID P, 1986, AM ECON REV, V75, P332 DOSI G, 1988, J ECON LIT, V26, P1120 FREEMAN C, 1979, DETERMINANTS INNOVAT FREEMAN C, 1988, INNOVATION TECHNOLOG HANNAH L, 1998, AM ECON REV, V88, P62 KLINE SJ, 1986, POSITIVE SUM STRATEG MOWERY D, 1989, TECHNOLOGY PURSUIT E NELSON RR, 1966, AM ECON REV, V56, P69 NELSON RR, 1982, EVOLUTIONARY THEORY PADMORE T, 1998, RES POLICY, V26, P605 ROSENBERG N, 1972, TECHNOLOGY AM EC GRO SCHMOOKLER J, 1966, INVENTION EC GROWTH SCHUMPETER J, 1911, THEORY EC DEV SCHUMPETER J, 1943, CAPITALISM SOCIALISM SOLOW RM, 1956, Q J ECON, V70, P65 SOLOW RM, 1957, REV ECON STAT, V39, P312 NR 22 TC 3 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 2000 VL 17 IS 1 BP 93 EP 109 PG 17 SC Engineering, Industrial GA 303BZ UT ISI:000086402100004 ER PT J AU Susman, GI Ray, JM TI Test of a model of organizational contributors to product development team effectiveness SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE cross-functional teams; product development; design for manufacturability; concurrent engineering; simultaneous engineering; organization design; contingency theory; leadership ID INNOVATION AB This study tests a model of product development team effectiveness which was developed by Susman and Dean [Susman, G.I., Dean, J.W., 1992. Development of a model for predicting design for manufacturability effectiveness. In: Susman, G.I. (Ed.), Integrating Design and Manufacturing for Competitive Advantage. Oxford Univ. Press, New York, pp. 207-227.]. The model addresses two interrelated managerial issues. One concerns the use of integrative mechanisms to counterbalance the potentially negative effects of function-based differentiation, directly or indirectly through group process. The other concerns group process vs, codification/computerization as alternative means to process information as risk increases. This study addresses the first issue by testing the effect of a subset of integrative mechanisms on project outcomes, i.e., project focus, and the role of group process as partial mediator of this relationship. The second issue is addressed by testing for risk as positive moderator of the relationship between group process and project outcomes and as negative moderator of the relationship between codification/computerization and project outcomes. The results suggest that project focus is directly related to project outcomes, but group process does not mediate this relationship. Codification/computerization is not related to project outcomes. Risk does not positively moderate the group process-project outcomes relationship, but does negatively moderate the codification/ computerization-project outcomes relationship. (C) 1999 Elsevier Science B.V. All rights reserved. C1 Penn State Univ, University Pk, PA 16802 USA. 117 F Technol Ctr, University Pk, PA 16802 USA. RP Susman, GI, Penn State Univ, 405 Beam Business Adm Bldg, University Pk, PA 16802 USA. CR ALLEN TJ, 1987, COMMUN RES, V14, P575 BERGEN SA, 1988, INT J OPER PROD MAN, V8, P7 BETTENHAUSEN KL, 1991, J MANAGE, V17, P345 BLACK JS, 1997, HUM RELAT, V50, P859 BROWN LD, 1983, MANAGING CONFLICT OR BROWN SL, 1995, ACAD MANAGE REV, V20, P343 CLARK KB, 1991, PRODUCT DEV PERFORMA COCHRAN EB, 1978, CALIFORNIA MANAGEMEN, V22, P21 COHEN J, 1975, APPL MULTIPLE REGRES DAFT RL, 1984, RES ORGAN BEHAV, V6, P191 DOUGHERTY D, 1992, ORGAN SCI, V3, P179 GALBRAITH J, 1973, DESIGNING COMPLEX OR GALE RP, 1992, BONE MARROW TRANSPL, V9, P303 GRAHAM MBW, 1986, RCA VIDEODISC BUSINE GREEN SG, 1995, IEEE T ENG MANAGE, V42, P203 HAUPTMAN O, 1996, IEEE T ENG MANAGE, V43, P153 IMAI K, 1985, UNEASY ALLIANCE, P337 JAMES LR, 1984, J APPL PSYCHOL, V69, P307 JAMES LR, 1984, J APPL PSYCHOL, V69, P85 JOYCE WF, 1986, ACAD MANAGE J, V3, P536 LANGOWITZ NS, 1988, RES POLICY, V17, P43 LAWRENCE RW, 1967, ORG ENV MANAGING DIF LOCKE EA, 1988, ACAD MANAGE REV, V13, P23 MCCANN JE, 1981, HDB ORG DESIGN, V2, P60 MOENAERT RK, 1992, R&D MANAGE, V22, P21 SLUSHER EA, 1992, INTEGRATING DESIGN M, P123 STREINER ID, 1972, GROUP PROCESS PRODUC SUSMAN GI, 1990, REPORT STUDY DESIGN SUSMAN GI, 1992, INTEGRATING DESIGN M, P207 THOMPSON JD, 1967, ORG ACTION THURMOND RC, 1988, IEEE T ENG MANAGE, V35, P232 WALTON RE, 1965, BEHAV THEORY LABOR N WALTON RE, 1969, ADM SCI Q, V14, P73 WEICK K, 1979, SOCIAL PSYCHOL ORG ZANDER A, 1977, GROUPS WORK ZANDER A, 1982, MAKING GROUPS EFFECT NR 36 TC 8 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 1999 VL 16 IS 3-4 BP 223 EP 245 PG 23 SC Engineering, Industrial GA 270LX UT ISI:000084538100001 ER PT J AU Tabak, F Barr, SH TI Propensity to adopt technological innovations: the impact of personal characteristics and organizational context SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE innovation adoption; imaging technology diffusion; hospital top managers; strategic decision making ID STRATEGIC ISSUE DIAGNOSIS; TOP MANAGEMENT TEAMS; SELF-EFFICACY SCALE; DECISION-MAKING; DETERMINANTS; PERFORMANCE; OUTCOMES; MODELS; FIRMS; RISK AB This study investigated how personal characteristics and organizational context are associated with strategic decision makers' intentions to adopt technological innovations. Positive significant relationships were found between hospital top managers' intentions to adopt potential innovations and risk propensity, self-efficacy, perceived organizational strategy, perceived information processing capacity, and perceived resource availability. The impact of personal and organizational factors on intentions to adopt, implications of our results, and future research directions are discussed. (C) 1999 Elsevier Science B.V. All rights reserved. C1 Towson State Univ, Coll Business & Econ, Towson, MD 21252 USA. N Carolina State Univ, Coll Management, Raleigh, NC 27695 USA. RP Tabak, F, Towson State Univ, Coll Business & Econ, Towson, MD 21252 USA. CR *AM HOSP ASS, 1992, AHA GUID HLTH CAR FI AGARWAL R, 1997, DECISION SCI, V28, P557 AIKEN M, 1971, SOCIOLOGY, V5, P63 ALLEN TJ, 1985, MANAGING FLOW TECHNO ANCONA DG, 1992, ADMIN SCI QUART, V37, P634 ANSOFF HI, 1980, STRATEGIC MANAGEMENT, V1, P131 ARNDT M, 1992, MED CARE REV, V49, P93 AZJEN I, 1980, UNDERSTANDING ATTITU BAIRD IS, 1985, ACAD MANAGE REV, V10, P230 BANDURA A, 1989, DEV PSYCHOL, V25, P729 BANTEL KA, 1989, STRATEGIC MANAGE J, V10, P107 BATEMAN TS, 1989, STRATEGIC MANAGE J, V10, P59 BOURGEOIS LJ, 1981, ACAD MANAGE REV, V6, P29 CHAKRABARTI A, 1974, CALIFORNIA MANAGEMEN, V17, P58 CHAKRABARTI AK, 1989, R&D MANAGE, V19, P161 COHEN W, 1984, STRATEGIC MANAGEMENT COX LA, 1976, RES MANAGE, V19, P29 CYERT RM, 1963, BEHAV THEORY FIRM DAFT RL, 1978, ACAD MANAGE J, V21, P193 DAFT RL, 1978, INNOVATIVE ORG DAMANPOUR F, 1984, ADMIN SCI QUART, V29, P392 DAMANPOUR F, 1987, J MANAGE, V13, P675 DAMANPOUR F, 1988, COMMUN RES, V15, P545 DAMANPOUR F, 1990, INNOVATION CREATIVIT, P125 DAMANPOUR F, 1991, ACAD MANAGE J, V34, P55 DEWAR RD, 1986, MANAGE SCI, V32, P1422 DUNCAN R, 1974, DECISION SCI, V5, P705 DUTTON JE, 1983, STRATEGIC MANAGE J, V4, P307 DUTTON JE, 1987, ACAD MANAGE REV, V12, P76 DUTTON JE, 1987, STRATEGIC MANAGE J, V8, P279 DUTTON JE, 1990, ADV STRATEG MANAGE, V6, P143 EBEL RL, 1951, PSYCHOMETRIKA, V16, P407 EISENHARDT KM, 1992, STRATEGIC MANAGE J, V13, P17 ETTLIE JE, 1983, ACAD MANAGE J, V26, P27 ETTLIE JE, 1984, MANAGE SCI, V30, P682 FISHBEIN M, 1975, BELIEF ATTITUDE INTE GALBRAITH JR, 1973, DESIGNING COMPLEX OR GIOIA DA, 1991, STRATEGIC MANAGE J, V12, P433 GIST ME, 1992, ACAD MANAGE REV, V17, P183 GRIFFITH JR, 1987, WELL MANAGED COMMUNI GUPTA AK, 1984, ACAD MANAGE J, V27, P695 HAGE J, 1973, ADM SCI Q, V18, P279 HAMBRICK DC, 1981, ADM SCI Q, V26, P253 HAMBRICK DC, 1984, ACAD MANAGE REV, V9, P193 HAMBRICK DC, 1987, RES ORGAN BEHAV, V9, P369 HAMBRICK DC, 1993, STRATEGIC MANAGE J, V14, P401 HARVEY OJ, 1966, EXPERIENCE STRUCTURE HENDRICK HW, 1979, J APPL PSYCHOL, V64, P518 HENDRICK HW, 1990, MEASURES LEADERSHIP HITT MA, 1989, J APPL PSYCHOL, V74, P53 HITT MA, 1991, STRATEGIC MANAGE J, V12, P327 HOWELL JM, 1990, ADMIN SCI QUART, V35, P317 HOWELL JM, 1990, LEADERSHIP QUART, V1, P249 JACKSON DN, 1972, J PERS, V40, P483 JACKSON DN, 1976, JACKSON PERSONALITY JACKSON DN, 1977, PSYCHOL REP, V40, P613 JANSEN E, 1994, HOSP HEALTH SERV ADM, V39, P63 KIM L, 1980, J BUS RES, V8, P225 KIMBERLY JR, 1981, ACAD MANAGE J, V24, P689 LANT TK, 1992, STRATEGIC MANAGE J, V13, P585 LIKER JK, 1997, J ENG TECHNOL MANAGE, V14, P147 MALIK SD, 1995, J ENG TECHNOL MANAGE, V12, P201 MARCH J, 1958, OREGANIZATIONS MEYER AD, 1982, ADM SCI Q, V27, P515 MEYER AD, 1988, ACAD MANAGE J, V31, P897 MILES R, 1982, COFFIN NAILS CORPORA MILLER D, 1982, ACAD MANAGE J, V25, P237 MILLER D, 1982, STRATEGIC MANAGEMENT, V3, P1 MILLER D, 1986, ADMIN SCI QUART, V31, P539 MILLER D, 1986, MANAGE SCI, V32, P1389 MILLIKEN FJ, 1990, ACAD MANAGE J, V33, P42 MINTZBERG H, 1976, ADM SCI Q, V21, P246 MOCH MK, 1977, AM SOCIOL REV, V42, P716 NAYYAR PR, 1992, STRATEGIC MANAGE J, V13, P219 NORD WR, 1987, IMPLEMENTING ROUTINE OCONNOR J, 1972, DISS ABSTR INT A, V32, P4109 PETTIGREW AM, 1992, STRATEGIC MANAGE J, V13, P163 RAJAGOPALAN N, 1996, ACAD MANAGE J, V39, P197 ROGERS EM, 1971, COMMUNICATION INNOVA ROGERS EM, 1983, DIFFUSION INNOVATION SALEH SD, 1993, IEEE T ENG MANAGE, V40, P14 SCHEWE G, 1996, J ENG TECHNOL MANAGE, V13, P55 SCHNEIDER SC, 1991, STRATEGIC MANAGE J, V12, P307 SCHON DA, 1963, HARVARD BUS REV, V41, P77 SEXTON DL, 1985, J BUSINESS VENTURING, V1, P129 SHERER M, 1982, PSYCHOL REP, V51, P663 SHERER M, 1983, PSYCHOL REP, V53, P899 SITKIN SB, 1992, ACAD MANAGE REV, V17, P9 STEELE RP, 1984, J APPL PSYCHOL NOV, P673 STUMPF SA, 1991, DECISION SCI, V22, P1047 TABAK F, 1998, J HIGH TECHNOLOGY MA, V9, P17 THOMAS JB, 1990, ACAD MANAGE J, V33, P286 THOMAS JB, 1993, ACAD MANAGE J, V36, P239 TOPPING S, 1991, MED CARE REV, V48, P47 WALLY S, 1994, ACAD MANAGE J, V37, P932 WEST MA, 1989, SOC BEHAV, V4, P15 WIERSEMA MF, 1992, ACAD MANAGE J, V35, P91 WOOD R, 1989, ACAD MANAGE REV, V14, P361 ZALTMAN GN, 1973, INNOVATIONS ORG NR 99 TC 3 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 1999 VL 16 IS 3-4 BP 247 EP 270 PG 24 SC Engineering, Industrial GA 270LX UT ISI:000084538100002 ER PT J AU Sabourin, V TI Technological revolutions and the formation of strategic groups SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE configuration of strategic groups; technological revolutions; competitive strategy AB Technological revolutions transform the dominant geographical market scope of industry and have a corresponding effect on the formation of strategic groups. Large-scale dedicated processes facilitate the formation of producers with a large national scope competing with centralized production capacities, while small-scale flexible processes lead to the formation of strategic groups with medium-size manufacturers competing with a narrower regional market scope and decentralized production capacities. The diffusion of radically new technological changes has a significant impact on the configuration of strategic groups in industry. Changing the nature of the barrier to mobility could facilitate or impedes the formation of strategic groups with specific positioning in the industry in terms of production scale, degree of vertical integration and product diversification, (C) 1999 Elsevier Science B.V. All rights reserved. C1 Univ Quebec, Dept Adm Sci, Montreal, PQ H3C 4R2, Canada. RP Sabourin, V, Univ Quebec, Dept Adm Sci, 1495 St Denis,CP 6192,Succ Ctr Ville, Montreal, PQ H3C 4R2, Canada. CR ABERNATHY WJ, 1975, OMEGA, V3, P639 ABERNATHY WJ, 1978, TECHNOL REV, V80, P41 BARNEY J, 1991, J MANAGE, V17, P99 BETTIS RA, 1995, STRATEGIC MANAGE J, V16, P7 BOWEN HK, 1994, HARVARD BUS REV, P108 DOSI G, 1988, J ECON LIT, V26, P1120 LELE M, 1992, CREATING STRATEGIC L PINE JB, 1993, MASS CUSTOMIZATION N PORTER M, 1985, J BUS STRAT, V5, P60 PORTER ME, 1983, RES TECHNOLOGICAL IN, P1 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 WINTER SG, 1987, COMPETITIVE CHALLENG NR 12 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 1999 VL 16 IS 3-4 BP 271 EP 293 PG 23 SC Engineering, Industrial GA 270LX UT ISI:000084538100003 ER PT J AU Davis, KS TI Decision criteria in the evaluation of potential intrapreneurs SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE intrapreneurship; social cognition theory; selection; decision-making; expertise ID CORPORATE ENTREPRENEURSHIP; TECHNOLOGICAL INNOVATION; COGNITIVE CATEGORIZATION; ORGANIZATION STRUCTURE; MIDDLE MANAGERS; PERFORMANCE; MODEL; SELECTION; STRATEGY; COMPETITION AB Social cognition theory constructs were applied to systematically identify decision criteria underlying managers' selection of individuals for intrapreneurial and general administrative manager positions. Results revealed 19 attributes uniquely ascribed to the role of intrapreneur, 24 attributes uniquely ascribed in the role of general administrative manager, and 37 attributes held in common across the two roles. Differences in the average number of attributes elicited varied across sample groups, with a larger number of attributes elicited from individuals with greater entre/intrapreneurial expertise. Implications for researchers, organizations, and aspiring intrapreneurs are discussed. (C) 1999 Elsevier Science B.V. All rights reserved. C1 N Carolina State Univ, Dept Business Management, Raleigh, NC 27695 USA. RP Davis, KS, N Carolina State Univ, Dept Business Management, Box 7229, Raleigh, NC 27695 USA. CR ALLEN TJ, 1977, MANAGING FLOW TECHNO ANDERSON JR, 1979, PSYCHOL LEARN MOTIV, V13, P277 ANDERSON JR, 1982, ARCHITECTURE COGNITI ASHMORE RD, 1981, COGNITIVE PROCESS, P1 BALL GA, 1991, HUMAN RESOURCE MANAG, V1, P227 BARR SH, 1986, PERS PSYCHOL, V39, P599 BEGLEY TM, 1986, BABS ENTR RES C WELL BERNARDIN HJ, 1981, ACAD MANAGE REV, V6, P205 BERNARDIN HJ, 1984, PERFORMANCE APPRAISA BETTIS RA, 1995, STRATEGIC MANAGE J, V16, P7 BIRD BJ, 1989, ENTREPRENEURIAL BEHA BORMAN WC, 1987, ORGAN BEHAV HUM DEC, V40, P307 BRADFORD D, 1984, MANAGING EXCELLENCE BRAZEAL DV, 1993, J BUS VENTURING, V8, P75 BROCKHAUS RH, 1979, P 79 AC MAN BURGELMAN RA, 1986, INSIDE CORPORATE INN CANTOR N, 1979, ADV EXPT SOCIAL PSYC, V12, P3 CANTOR N, 1982, COGNITIVE SOCIAL PSY, P33 COHEN J, 1988, STAT POWER ANAL BEHA COLLINS OF, 1964, ENTERPRISING MAN CORNWALL JR, 1990, ORG ENTREPRENEURSHIP COVIN JG, 1988, J MANAGE STUD, V25, P217 DICKSON PR, 1986, J MARKETING, V50, P58 DRUCKER PF, 1988, HARVARD BUS REV, V66, P45 FELDMAN JM, 1981, J APPL PSYCHOL, V66, P127 FISKE S, 1980, PERSONALITY SOCIAL P, V6, P543 FISKE ST, 1984, SOCIAL COGNITION FRANKO LG, 1989, STRATEGIC MANAGE J, V10, P449 FULOP L, 1991, J MANAGE STUD, V28, P25 GEE RE, 1994, RES TECHNOL MANAGE, V37, P49 GEISLER E, 1993, INTERFACES, V23, P52 GEROSKI PA, 1994, APPL IND ORG THEORY, P35 GERSTEIN M, 1983, SLOAN MANAGE REV, V24, P33 GUPTA AK, 1984, ACAD MANAGE J, V27, P25 GUTH WD, 1990, STRATEGIC MANAGE J, V11, P5 HALL HJ, 1989, THESIS U GEORGIA ATH HALL J, 1993, J BUS VENTURING, V8, P25 HANAN M, 1976, HARVARD BUS REV, V54, P139 HISRICH RD, 1995, ENTREPRENEURSHIP STA HITT MA, 1989, J APPL PSYCHOL, V74, P53 HLAVACECK JD, 1974, J MARKETING, V38, P56 HORNADAY JA, 1971, PERS PSYCHOL, V24, P141 HOWELL JM, 1990, ADMIN SCI QUART, V35, P317 JACCOUD AJ, 1990, UNPUB SOCIAL COGNITI JELINEK M, 1995, ENTREP THEORY PRACT, V19, P137 KANTER RM, 1982, HARVARD BUS REV, V60, P95 KANTER RM, 1983, CHANGE MASTERS KATZ R, 1983, ACAD MANAGE J, V26, P437 KLOCKARS AJ, 1986, SAGE U PAPERS SERIES LEONARDBARTON D, 1994, MANAGING NEW TECHNOL, P177 LEONTIADES M, 1982, J BUS STRAT, V3, P58 LOCKE EA, 1986, GEN LAB FIELD SETTIN LORD RG, 1989, INT REV IND ORG PSYC, V4, P49 LORD RG, 1990, ACAD MANAGE REV, V15, P9 LUMPKIN GT, 1996, ACAD MANAGE REV, V21, P135 MACMILLAN IC, 1983, HARVARD BUS REV, V61, P12 MACMILLAN IC, 1983, HARVARD BUS REV, V61, P16 MACMILLAN IC, 1983, HARVARD BUS REV, V61, P8 MACMILLAN IC, 1985, J BUSINESS VENTURING, V1, P119 MACMILLAN IC, 1987, J BUS VENTURING, V2, P123 MAHONEY JT, 1992, J MANAGE STUD, V29, P49 MAIDIQUE M, 1980, SLOAN MANAGE REV, V21, P59 MARTIN MJC, 1994, MANAGING INNOVATION MCCLELLAND DC, 1987, J CREATIVE BEHAV, V21, P219 MILES RE, 1978, ORG STRATEGY STRUCTU MINTZBERG H, 1973, NATURE MANAGERIAL WO MOUNT MK, 1987, J APPL PSYCHOL, V72, P240 MURPHY KR, 1986, J APPL PSYCHOL, V71, P39 NAMAN JL, 1993, STRATEGIC MANAGE J, V14, P137 NATHAN BR, 1985, ACAD MANAGE REV, V10, P109 ODEN HW, 1997, MANAGING CORPORATE C OLIAN JD, 1986, GEN LAB FIELD SETTIN, P11 PETERS TJ, 1982, SEARCH EXCELLENCE PINCHOT G, 1985, INTRAPRENEURING POINDEXTER J, 1976, THESIS NEW YORK U NE QUINN JB, 1979, SLOAN MANAGE REV, V20, P19 REICH RB, 1987, HARVARD BUS REV, V87, P77 ROBERTS EB, 1977, TECHNOL REV, V80, P27 RONSTADT R, 1984, ENTREPRENEURSHIP TEX RULE EG, 1988, J BUS STRAT, V9, P44 RYNES S, 1990, PERS PSYCHOL, V43, P13 SANCHEZ R, 1995, STRATEGIC MANAGE J, V16, P135 SCHON DA, 1963, HARVARD BUS REV, V41, P77 SCHULER RS, 1986, HUM RESOURCE MANAGE, V25, P607 SCHUMPETER JA, 1954, HIST EC ANAL SEXTON DL, 1984, AC MAN BOST SHANE S, 1995, J INT BUS STUD, V26, P47 SHANE SA, 1994, J BUS VENTURING, V9, P397 SHAW JB, 1990, ACAD MANAGE REV, V15, P626 SHERMAN JD, 1994, MANAGING NEW TECHNOL, P331 SNOW CC, 1980, ADM SCI Q, V25, P317 STOPFORD JM, 1994, STRATEGIC MANAGE J, V15, P521 TIMMONS JA, 1976, AM J SMALL BUSINESS, V3, P5 TUSHMAN M, 1981, ACAD MANAGE J, V24, P289 TYEBJEE TT, 1984, MANAGE SCI, V30, P1051 WELLS WA, 1974, THESIS CARNEGIEMELLO WORTMAN MS, 1987, J MANAGE, V13, P259 NR 97 TC 1 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 1999 VL 16 IS 3-4 BP 295 EP 327 PG 33 SC Engineering, Industrial GA 270LX UT ISI:000084538100004 ER PT J AU Foster, ST Franz, CR TI User involvement during information systems development: a comparison of analyst and user perceptions of system acceptance SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE information systems development; user involvement; information system success; system acceptance; perceived usefulness; ease of use ID SATISFACTION; MODEL; TECHNOLOGY; CONFLICT; SUCCESS AB A sample of 150 users and analysts from multiple organizations and many system projects provided field questionnaire data to test hypotheses about the differences in their perceptions of user involvement (UI) and system acceptance. The Franz and Robey [Franz, C.R., Robey, D., 1986. Organizational context, user involvement, and the usefulness of information systems. Decision Sciences, Vol. 17, No. 3, pp. 329-356.] instrument was used for data collection and factor analyzed, resulting in more focused and specific measures. Analysis of the data showed that users and analysts did not agree on the user's involvement nor did they agree on their perceptions of the acceptability of the system to the user. Relationships of self-ratings of UI with system usage and system acceptance by the user demonstrated high correlations, which were attributed to the narrow focus of the UI and system acceptance measures rather than the original more global measure. Analyst perceptions of UI showed no correlation with a user's perceptions of system acceptance. (C) 1999 Elsevier Science B.V, All rights reserved. C1 Boise State Univ, Dept CIS & PM, Boise, ID 83725 USA. Univ Missouri, Dept Management, Columbia, MO 65211 USA. RP Foster, ST, Boise State Univ, Dept CIS & PM, 1910 Univ Dr, Boise, ID 83725 USA. CR ADAMS D, 1992, MIS Q JUN, P227 BARKI H, 1994, MIS QUART, V18, P59 BARLEY SR, 1986, ADMIN SCI QUART, V31, P78 BARONAS AK, 1988, MIS Q, V12, P111 BAROUDI JJ, 1986, COMMUN ACM, V29, P232 DAGWELL R, 1983, COMMUN ACM, V26, P987 DOLL WJ, 1989, MANAGE SCI, V35, P1151 EDSTROM A, 1977, HUM RELAT, V30, P589 FRANZ CR, 1985, J MANAGEMENT INFORMA, V2, P5 FRANZ CR, 1986, DECISION SCI, V17, P329 GALLETTA DF, 1989, DECISION SCI, V20, P419 GARCEAU L, 1993, J SYST MANAGE, V44, P25 GARRITY EJ, 1989, ISOM890401 U N CAR C GINGRAS L, 1982, P 3 INT C INF SYST D, P169 GOODHUE DL, 1998, DECISION SCI, V29, P105 GREEN GI, 1989, MIS Q JUN, P115 IGBARIA M, 1990, OMEGA-INT J MANAGE S, V18, P637 IVES B, 1983, COMMUN ACM, V26, P785 IVES B, 1984, MANAGE SCI, V30, P586 KANTER J, 1984, MANAGEMENT INFORMATI KLING R, 1977, MIS Q, V1, P41 MARTIN CF, 1988, USER CTR REQUIREMENT NELSON R, 1991, MIS Q DEC, P503 NEWMAN M, 1992, MIS QUART, V16, P249 OLSON MH, 1981, INFORMATION MANAGEME, V4, P183 PETTINGELL K, 1988, P 9 ANN C INF SYST N RAO H, 1992, MIS Q JUN, P145 ROBEY D, 1982, MANAGE SCI, V28, P73 ROBEY D, 1989, MANAGE SCI, V35, P1172 SALAWAY G, 1987, MIS QUART, V11, P245 SEGARS AH, 1998, DECISION SCI, V29, P303 SETHI V, 1991, DECISION SCI, V22, P455 SPRAGUE R, 1986, INFORMATIONS SYSTEMS SWANSON K, 1991, MIS Q DEC, P567 WEICK K, 1990, TECHNOLOGY ORG WEITZEL JR, 1989, DECISION SCI, V20, P507 YAVERBAUM GJ, 1992, INFORM MANAGE, V22, P217 NR 37 TC 3 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 1999 VL 16 IS 3-4 BP 329 EP 348 PG 20 SC Engineering, Industrial GA 270LX UT ISI:000084538100005 ER PT J AU Yuan, BJC Wang, MY Wang, CC TI Demand for business information service of firms in Taiwan: a case study of Hsinchu Science-based Industrial Park and Hsinchu Industrial Park SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE business information; information broker service; organizational buying; information technology ID STRATEGY; BEHAVIOR; ROLES; MODEL AB Continuous development of technology brings changes in economic environment and market structure. Enterprises should be equipped with speedy and accurate analytical capabilities on business information so that they can foresee the future. For countries such as Taiwan where the majority of the enterprises are small or medium businesses, these enterprises lack the economies of scale and skilled professionals in collecting and analyzing business information in their business environment. External professionals, on the other hand, fit better into their needs. In this case study research, based on organizational buying theory and through questionnaire survey, we try to understand the demand motives, awareness, interest, evaluation items and purchase intention of enterprises for business information in Taiwan. At the end of the case study, we also try to make a few recommendations for information service providers. (C) 1999 Elsevier Science B.V. All rights reserved. C1 Natl Chiao Tung Univ, Inst Management Technol, Hsinchu 300, Taiwan. RP Yuan, BJC, Natl Chiao Tung Univ, Inst Management Technol, 1001 Ta Hsueh Rd, Hsinchu 300, Taiwan. CR *ITIS, 1995, REP JAP IND INF CHOFFRAY JM, 1978, J MARKETING, V42, P20 CULNAN MJ, 1983, DECISION SCI, V14, P194 DAFT RL, 1988, STRATEGIC MANAGE J, V9, P123 EVERETT JH, 1994, INFORMATION SALE FULD LM, 1994, NEW COMPETITOR INTEL GALBRAITH JR, 1973, DESIGNING COMPLEX OR GLOSSBRENNER A, 1987, LOOK IT UP ONLINE HAMBRICK DC, 1981, ADM SCI Q, V26, P253 JEMISON DB, 1984, J MANAGE STUD, V21, P131 JOHNSON VM, 1994, IEEE EXPERT, V9, P3 KOLTER P, 1994, MARKETING MANAGEMENT LAVIN MR, 1992, BUSINESS INFORMATION, P3 MCGONAGLE JJ, 1990, OUTSMARTING COMPETIT RUGGE S, 1995, INFORMATION BROKERS, P5 SHETH J, 1973, J MARKETING, V37, P50 TUSHMAN ML, 1977, ADM SCI Q, V22, P587 WEBSTER FE, 1972, J MARKETING, V36, P12 WEISS A, 1992, MILLION DOLLAR CONSU, P238 NR 19 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 1999 VL 16 IS 3-4 BP 349 EP 372 PG 24 SC Engineering, Industrial GA 270LX UT ISI:000084538100006 ER PT J AU Hottenstein, MP Casey, MS Dunn, SC TI The diffusion of advanced manufacturing technology in multiplant, multidivisional corporations SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE advanced manufacturing technology; technology transfer AB This study examines several factors which act as significant predictors of successful intra-firm advanced manufacturing technology (AMT) diffusion. Our findings suggest that the following factors positively impact the diffusion process: previously successful AMT implementations, advanced manufacturing centers, AMT workshops, informal networks, simultaneous R & D of products and processes, and the significance of the impact of AMT on operating performance. One factor-cost and time overruns with previous implementation projects-emerged as a deterrent to successful AMT diffusion. Our results also indicate that the use of an outside consultant as a major source of transfer expertise significantly contributes to AMT diffusion success, (C) 1999 Elsevier Science B.V. All rights reserved. C1 Penn State Univ, Smeal Coll Business Adm, Dept Management Sci & Informat Syst, University Pk, PA 16802 USA. Rhode Isl Coll, Ctr Management & Technol, Providence, RI 02908 USA. Sage Grp, CPIM Partner, Idaho Falls, ID USA. RP Hottenstein, MP, Penn State Univ, Smeal Coll Business Adm, Dept Management Sci & Informat Syst, 305 Beam Business Adm Bldg, University Pk, PA 16802 USA. CR ADLER PS, 1990, CALIFORNIA MANAGEMEN, V32 ALDRICH H, 1979, ORG ENV AUSTER ER, 1990, TECHNOLOGY TRANSFER BEATTY CA, 1992, IMPLEMENTING ADV MAN BEATTY CA, 1992, IMPLEMENTING ADV SUM BRAZIER D, 1990, MECH ENG JAN CAMP SM, 1992, TECHNOLOGY TRANS SPR, P68 COOK K, 1982, SOCIAL STRUCTURE NET DEAN JW, 1989, STRATEGY ORG DESIGN DEAN JW, 1990, J ENG TECHNOLOGY MAN, V7 DEAN JW, 1991, ACAD MANAGEMENT J, V34 DILLMAN DA, 1978, MAIL TELEPHONE SURVE ETTLIE J, 1986, MANAGING TECHNOLOGIC FLECK J, 1983, INFORMATION TECHNOLO FLYNN BB, 1990, J OPERATIONS MANAGEM, V9 GALBRAITH CS, 1990, CALIF MANAGE REV, V32, P56 GLASER EM, 1983, PUTTING KNOWLEDGE US HOTTENSTEIN MP, 1990, STRATEGIC MANAGEMENT HOTTENSTEIN MP, 1992, CALIFORNIA MANAGEMEN, V34 JOHNSRUD CS, 1991, MANAGEMENT TECHNOL 3, V2 KIMMERLY W, 1986, COMPUTERWORLD, V20 LEONARDBARTON D, 1990, TECHNOLOGY TRANSFER LEONARDBARTON D, 1993, ACAD MANAGEMENT J, V36 MANSFIELD E, 1979, EPRI J OCT MCCARDLE KF, 1985, MANAGE SCI, V31, P1372 MEREDITY JR, 1987, INTERFACES, V17 MIZE JH, 1984, NATL PRODUCTIVITY RE, V4 MIZE JH, 1985, IND ENG NOV MOGAVERO LN, 1982, WHAT EVERY ENG SHOUL NEMETZ P, 1988, ACAD MANAGEMENT REV, V13 NETER J, 1990, APPL LINEAR STAT MOD NOORI H, 1991, MANAGEMENT TECHNOL 3, V2 OUNJIAN ML, 1987, IEEE T ENG MANAGE, V34, P194 PFEFFER J, 1978, EXTERNAL CONTROL ORG SEN F, 1990, IEEE T ENG MANAGEMEN, V37 SINGH ML, 1996, MANAGEMENT TECHNOLOG, V5 SOHAL AS, 1992, LOGISTICS INFORMATIO, V5, P39 SOLDAN DL, 1988, MS88722 SME SOUDER WE, 1990, TECHNOLOGY TRANS WIN, P5 SUH NP, 1990, PRINCIPLES DESIGN THURLINGS LFG, 1996, MANAGEMENT TECHNOLOG, V5 THURSTON PH, 1959, SYSTEMS PROCEDURES R TRANFIELD D, 1988, MANAGEMENT DECISION, V26 TRUSSLER S, 1993, PRODUCTION INVENTORY, V34 UDOKA SJ, 1990, COMPUTERS IND ENG, V19 VOSS CA, 1988, INT J TECHNOLOGY MAN, V3 VOSS CA, 1989, INT J OPERATIONS PRO, V9 VOSS CA, 1992, BUSINESS STRATEGY RE, V3 NR 48 TC 3 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 1999 VL 16 IS 2 BP 129 EP 146 PG 18 SC Engineering, Industrial GA 205HM UT ISI:000080815300001 ER PT J AU Wilbon, AD TI An empirical investigation of technology strategy in computer software initial public offering firms SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE technology management; technology strategy; R&D management; initial public offering (IPO); content analysis ID TELECOMMUNICATIONS EQUIPMENT INDUSTRY; FINANCIAL PERFORMANCE; COMPETITIVE STRATEGY; VENTURE PERFORMANCE; SALES GROWTH; POLICY; INNOVATION; MARKET; ENTRY; INFORMATION AB Strategic management of technological resources plays a significant role in the success of firms in computer-related industries. To expand the literature on technology management in growing organizations, this paper presents a study of the relationships among select technology strategy dimensions and perceived performance of initial public offering (IPOs) computer software firms. Using content analysis, technology strategy data were collected from the prospectus of 31 computer software firms who committed IPOs in 1996. Empirical analysis shows support for propositions that a firm's technology posture and executive level technology experience influence investor reactions to IPOs. (C) 1999 Elsevier Science B.V. All rights reserved. C1 George Washington Univ, Sch Business & Publ Management, Washington, DC 20052 USA. RP Wilbon, AD, 14201 Christian St, Upper Marlboro, MD 20772 USA. CR ACS Z, 1990, INNOVATION SMALL FIR ADLER PS, 1989, RES TECHNOLOGICAL IN, V4, P25 ALI A, 1994, J PROD INNOVAT MANAG, V11, P46 ALTMAN RM, 1988, CREATING INVESTOR DE ANSOFF HI, 1967, HARVARD BUS REV, V45, P71 BERELSON B, 1952, CONTENT ANAL COMMUNI BIRCH DL, 1987, JOB CREATION AM OUR BRENNER MS, 1989, RES TECHNOL MANAGE, V32, P8 BURGELMAN RA, 1989, RES TECHNOLOGICAL IN, V4, P1 CAPON N, 1990, MANAGE SCI, V36, P1143 CHAKRABARTI AK, 1991, J ENG TECHNOL MANAGE, V8, P243 CHATTERJI D, 1994, RES TECHNOL MANAGE, V37, P8 CHRISTENSEN C, 1992, PRODUCTION OPERATION, V1, P334 DAVIS GF, 1991, ADM SCI Q, V36, P583 DAVIS GF, 1992, ADMIN SCI QUART, V37, P605 DECASTRO J, 1995, J BUS RES, V33, P165 DEEDS DL, 1997, J BUS VENTURING, V12, P31 DEGEORGE F, 1993, J FINANC, V45, P431 DOWLING MJ, 1992, RES POLICY, V21, P63 DOWLING MJ, 1994, MANAGE SCI, V40, P1663 FEESER HR, 1990, STRATEGIC MANAGE J, V11, P87 GOLDER PN, 1993, J MARKETING RES, V30, P158 GOODMAN RA, 1994, TECHNOLOGY STRATEGY HAMPSON KD, 1994, THESIS STANFORD U ITAMI H, 1992, STRATEGIC MANAGE J, V13, P119 JAIN BA, 1994, J FINANC, V49, P1699 JAUCH LR, 1980, STRATEGIC MANAGEMENT, V1, P49 KALYANARAM G, 1992, MARKET SCI, V11, P235 KIEHL SA, 1988, THESIS PORTLAND STAT KOTABE M, 1990, J MARKETING, V54, P19 KUNKEL SW, 1991, THESIS U GEORGIA LANG M, 1991, J ACCOUNTING RES, V29, P229 LEFEBVRE E, 1992, J ENG TECHNOL MANAGE, V9, P243 LEFEBVRE L, 1992, PRODUCTION OPERATION, V1, P269 LEFEBVRE LA, 1997, MANAGE SCI, V43, P856 LERNER J, 1994, J FINANC ECON, V35, P293 LEVIN RC, 1987, BROOKINGS PAPERS EC, V3, P783 LIEBERMAN MB, 1988, STRATEGIC MANAGEMENT, V9, P41 MAIDIQUE MA, 1988, READINGS MANAGEMENT, P236 MALEKZADEH AR, 1989, P AC MAN 49 ANN M WA MANSFIELD E, 1981, REV ECON STAT, V63, P610 MARINO KE, 1989, ENTREPRENEURSHIP THE, V14, P51 MCGEE JE, 1994, J BUS VENTURING, V9, P33 MCKELVEY B, 1982, ORG SYSTEMATICS TAXO METCALFE JS, 1989, RES TECHNOLOGICAL IN, V4, P153 MILLER A, 1988, STRATEGIC MANAGEMENT, V9, P239 MITCHELL GR, 1988, RES TECHNOL MANAGE, V31, P15 MORBEY GK, 1990, RES TECHNOL MANAGE, V33, P11 MOSAKOWSKI E, 1991, STRATEGIC MANAGE J, V12, P115 OFLAHERTY JS, 1984, GOING PUBLIC ENTREPR PAPPAS C, 1988, READINGS MANAGEMENT, P229 PARASURAMAN A, 1983, RES MANAGE, V26, P25 PAVITT K, 1990, CALIFORNIA MANAGEMEN, V31, P17 PEGELS C, 1996, IEEE T ENG MANAGE, V43, P346 PORTER M, 1985, J BUS STRAT, V5, P60 PORTER ME, 1985, COMPETITIVE ADVANTAG PORTER ME, 1985, HARVARD BUS REV, V63, P149 RITTER JR, 1991, J FINANC, V46, P3 ROBERTS EB, 1995, RES TECHNOL MANAGE, V38, P44 ROMENELLI E, 1987, CALIFORNIA MANAGEMEN, V30, P160 ROURE JB, 1990, J BUS VENTURING, V5, P201 RUMELT RP, 1974, STRATEGY STRUCTURE E SCHERER F, 1992, REV ECON STAT, V55, P1104 SCHMALENSEE R, 1982, AM ECON REV, V72, P349 SMILOCK M, 1984, AM ECON REV, V74, P1051 SPICTAL FC, 1992, J ENG TECHNOLOGY MAN, V9, P29 STUART R, 1987, J BUS VENTURING, V2, P215 TEECE DJ, 1986, RES POLICY, V15, P285 THONG JYL, 1995, OMEGA-INT J MANAGE S, V23, P429 UTTERBACK JM, 1994, MASTERING DYNAMICS I WANG CB, 1994, TECHNO VISION EXECUT WAT L, 1983, STRAGEGIES GOING PUB WEBER RP, 1990, BASIC CONTENT ANAL WELBOURNE TM, 1996, ACAD MANAGE J, V39, P891 WEST A, 1992, INNOVATION STRATEGY WILLIAMS F, 1992, REASONING STAT YIP GS, 1982, BARRIERS ENTRY ZAHRA SA, 1993, STRATEGIC MANAGE J, V14, P451 ZAHRA SA, 1994, INT J TECHNOL MANAGE, V9, P172 ZAHRA SA, 1994, TECHNOL ANAL STRATEG, V6, P39 ZAHRA SA, 1995, ACAD MANAGEMENT EXEC, V9, P17 ZAHRA SA, 1996, J BUS VENTURING, V11, P189 ZAHRA SA, 1996, J BUS VENTURING, V11, P289 ZINGALES L, 1995, REV ECON STUD, V62, P425 NR 84 TC 2 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 1999 VL 16 IS 2 BP 147 EP 169 PG 23 SC Engineering, Industrial GA 205HM UT ISI:000080815300002 ER PT J AU Yasin, MM Czuchry, AJ Dorsch, JJ Small, M TI In search of an optimal cost of quality: an integrated framework of operational efficiency and strategic effectiveness SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE cost of quality; optimal control theory; operational efficiency; strategic effectiveness; production operations management AB The literature related to the cost of quality (COQ) and optimal quality level was reviewed and critiqued. The authors have proposed a framework for addressing the optimal COQ within the context of operational efficiency and strategic effectiveness. This proposed framework presents a first step toward providing scholars and practicing managers with a conceptual view of the behavior of the COQ and the interaction between cost categories from both operational and strategic perspectives,The proposed approach is realistic, as it utilizes an open system view of today's modern business organization and the competitive environment in which it operates. (C) 1999 Elsevier Science B.V. All rights reserved. C1 E Tennessee State Univ, Coll Business, Dept Management & Mkt, Johnson City, TN 37614 USA. E Tennessee State Univ, Coll Business, AFG Ind Chair Business & Technol, Johnson City, TN 37614 USA. E Tennessee State Univ, Coll Appl Sci & Technol, Johnson City, TN 37614 USA. RP Yasin, MM, E Tennessee State Univ, Coll Business, Dept Management & Mkt, Johnson City, TN 37614 USA. CR BAJPAI AK, 1989, INT J QUALITY RELIAB, V6, P9 BERRY TH, 1991, MANAGING TOTAL QUALI BRYSON AE, 1969, APPL OPTIMAL CONTROL CAMPANELLA J, 1990, PRINCIPLES QUALITY C CARR LP, 1992, SLOAN MANAGE REV, V33, P72 CARR LP, 1994, J COST MANAGEMENT, V8, P26 CHEN YS, 1992, IEEE T ENG MANAGE, V39, P149 CORRADI PR, 1994, NATL PRODUCTIVITY RE, V13, P257 CZUCHRY AJ, 1995, INT J MATER PROD TEC, V10, P27 DEMING WE, 1986, OUT CRISIS FEIGENBAUM AV, 1961, TOTAL QUALITY CONTRO FEIGENBAUM AV, 1990, FINANCIER, V14, P33 GOLDRATT EM, 1992, GOAL PROCESS ONGOING GREISING D, 1994, BUS WEEK, V3384, P54 HOOVER HW, 1995, QUAL PROG, V28, P83 JURAN JM, 1988, JURANS QUALITY CONTR JURAN JM, 1993, QUALITY PLANNING ANA LACKRITZ JR, 1997, QUAL PROG, V30, P69 METZGER LM, 1993, J APPL BUSINESS RES, V9, P69 PLUNKETT JJ, 1988, INT J PROD RES, V26, P1713 SHANK JK, 1994, J COST MANAGEMENT, V8, P5 SPENDOLINI MJ, 1992, BENCHMARKING BOOK NR 22 TC 2 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 1999 VL 16 IS 2 BP 171 EP 189 PG 19 SC Engineering, Industrial GA 205HM UT ISI:000080815300003 ER PT J AU Chiesa, V TI Technology development control styles in multinational corporations: a case study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE multinational corporations; technology development; R&D ID R-AND-D; MANAGEMENT; ORGANIZATION; AUTONOMY AB Multinational firms tend to geographically disperse their R & D activities to a larger extent than in the past. International R & D seems to play an increasingly important role within the global process of technological innovation taking place in multinational corporations. As a consequence, firms ate challenged to design global R & D organisations and manage foreign units playing a central role in their innovation process, A key managerial aspect is the balance between autonomy and control of foreign R & D units, This case study deals with management control styles over foreign R & D units, It is based on the results of an empirical analysis of 16 multinational firms operating in technology-intensive industries. It proposes a taxonomy of management control styles in foreign R & D and gives the cue for further research in the area of technology development control. (C) 1999 Elsevier Science B.V. All rights reserved. C1 Univ Carlo Cattaneo, Libero Ist, I-21053 Castellanza, Va, Italy. Politecn Milan, I-20133 Milan, Italy. RP Chiesa, V, Univ Carlo Cattaneo, Libero Ist, Corso Matteotti 22, I-21053 Castellanza, Va, Italy. CR ASAKAWA K, 1996, IEEE T ENG MANAGE, V43, P24 BARTLETT CA, 1989, MANAGING BORDERS TRA BEHRMAN JN, 1980, OVERSEAS ACTIVITIES BROCKHOFF KKL, 1996, IEEE T ENG MANAGE, V43, P33 CHIESA V, 1996, IEEE T ENG MANAGE, V43, P7 DEMEYER A, 1989, R&D MANAGE, V19, P135 DEMEYER A, 1993, R&D MANAGE, V23, P109 GRANSTRAND O, 1992, TECHNOLOGY MANAGEMEN HOWELLS J, 1990, RES POLICY, V19, P133 KUEMMERLE W, 1997, HARVARD BUS REV, V75, P61 MEDCOF JW, 1997, P AC MAN ANN M BOST PEARCE RD, 1989, INT RES DEV MULTINAT PEARCE RD, 1992, GLOBALIZING RES DEV PERRINO AC, 1989, RES TECHNOL MANAGE, V32, P12 SAKAKIBARA K, 1992, TECHNOLOGY WEALTH NA NR 15 TC 3 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 1999 VL 16 IS 2 BP 191 EP 206 PG 16 SC Engineering, Industrial GA 205HM UT ISI:000080815300004 ER PT J AU Duxbury, L Neufeld, D TI An empirical evaluation of the impacts of telecommuting on intra-organizational communication SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE telecommuting; communication; longitudinal research; quasi-experiment ID HOME; WORK; PERSPECTIVE; RICHNESS; MEDIA AB This study represents a preliminary step towards developing an understanding of how telework arrangements affect intra-organizational communication. The following general research questions are addressed: (1) Do telework arrangements change the way in which teleworkers communicate with their superiors, their subordinates, their colleagues and their clients?; and (2) Do telework arrangements change the way in which managers communicate with subordinates who telework? The study, which was conducted at two Canadian federal government departments, was designed to collect information from four groups: (1) teleworkers (n = 36 at Time 2); (2) managers of teleworkers (n = 28 at Time 2); (3) co-workers of teleworkers (n = 27 at Time 2); and (4) a control group (n = 25 at Time 2). Three data collection techniques were used in this study: paper and pencil questionnaires, telephone interviews, and focus group interviews. Data were collected at three points in time: (1) two weeks prior to the start of the telework pilot; (2) three months after the telework pilot had begun; and (3) six months after the start of the telework pilot. Analysis of the data suggests that, with a few important exceptions, part-time telework arrangements have little impact on intra-organizational communication. (C) 1999 Elsevier Science B.V. All rights reserved. C1 Carleton Univ, Sch Business, Ottawa, ON K1S 5B6, Canada. Univ Manitoba, Fac Management, Winnipeg, MB R3T 5V4, Canada. RP Duxbury, L, Carleton Univ, Sch Business, Ottawa, ON K1S 5B6, Canada. EM lduxbury@ccs.carleton.ca CR 1991, BUSINESS MARKETING D, V16, P65 1994, CANADIAN MANAGER, V19, P18 *DIEB GROUP, 1981, OFF WORK HOM SCEN PR ALVI S, 1993, CANADIAN BUSINESS RE, V20, P21 BENHAM B, 1988, BESTS REV, V89, P32 BRAUS P, 1993, AM DEMOGR, V15, P38 CAUDRON S, 1992, PERS J, V71, P40 COTEOHARA J, 1993, BUSINESS Q, V3, P104 CULNAN M, 1983, J AM SOC INFORM SCI, V34, P218 DAFT R, 1986, MANAGE SCI, V6, P191 DAFT RL, 1984, ACAD MANAGE REV, V9, P284 DAFT RL, 1984, RES ORGAN BEHAV, V6, P191 DESANCTIS G, 1983, DATAMATION, V29, P214 DIMARTINO V, 1990, INT LABOUR REV, V129, P529 FRYXELL DA, 1994, LINK UP, V11, P18 GERSON J, 1988, NEW ERA HOME BASED W, P49 GOODRICH JN, 1990, BUS HORIZONS, V33, P31 HAMILTON CA, 1987, PERS J, V66, P90 HARVEY D, 1982, INT MANAGEMENT SEP, P1082 HEQUET M, 1994, TRAINING, V31, P56 HIGGINS C, 1992, OPTIMUM, V23, P29 HUWS U, 1990, TELEWORK ELUSIVE OFF JUDD C, 1991, RES METHODS SOCIAL R KORTE W, 1988, TELEWORK PRESENT SIT KRAUT R, 1987, TECHNOLOGY TRANSFORM, P49 KRAUT RE, 1988, NEW ERA HOME BASED W, P30 KRAUT RE, 1989, J COMMUN, V39, P19 LALLANDE A, 1984, BUSINESS COMPUTER SY, V3, P102 LENGEL RH, 1988, ACAD MANAGEMENT EXEC, V11, P225 MARKUS ML, 1987, COMMUN RES, V14, P491 MCGEE L, 1988, PERS ADMIN, V33, P58 MEALL L, 1993, ACCOUNTANCY, V111, P53 METZGER RO, 1988, CALIFORNIA MANAGEMEN, V30, P101 NILLES J, 1976, TELECOMMUNICATIONS T OLSON MH, 1984, J SOC ISSUES, V40, P97 POOL I, 1990, TECHNOLOGIES BOUNDAR RAMSOWER R, 1985, TELECOMMUTING ORG BE RICE RE, 1990, J MANAGE STUD, V27, P195 SALOMON I, 1984, TECHNOL FORECAST SOC, V25, P15 SHIRLEY V, 1985, F INT 20 YEARS EXPER SHORT J, 1976, SOCIAL PSYCHOL TELEC SIROONIAN J, 1993, WORK ARRANGEMENTS SPROULL L, 1991, CONNECTIONS NEW WAYS TABACHNICK B, 1989, USING MULTIVARIATE S TREVINO LK, 1987, COMMUN RES, V14, P553 VENKATESH A, 1992, MANAGE SCI, V38, P1687 YAP CS, 1990, INFORM MANAGE, V19, P227 NR 47 TC 9 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 1999 VL 16 IS 1 BP 1 EP 28 PG 28 SC Engineering, Industrial GA 165LU UT ISI:000078523200001 ER PT J AU Igbaria, M Kassicieh, SK Silver, M TI Career orientations and career success among research, and development and engineering professionals SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE career orientation; career anchors; career management; RD & E professionals; career paths ID JOB-SATISFACTION; DUAL LADDER; INTENTIONS; COMMITMENT; ATTITUDES; OUTCOMES; TURNOVER AB Managing the careers of research, development and engineering (RD&E) professionals is important to the strategic use of RD&E in the economy. Appropriate mechanisms for motivating RD&E professionals will probably emerge as a critical success factor for organizations that want to compete in world markets. This study examines dimensions and levels of career orientation and their correlations with individual and work-related outcome variables among 78 RD&E professionals. The findings reveal a rich diversity of career orientation in RD&E professionals. The data strongly suggest that RD&E professionals are service, lifestyle and security oriented. However, they scored low on technical orientation and entrepreneurship. This paper suggests that the dual career ladder is not an effective device for managing RD&E professionals. Organizations must be careful to provide career paths that retain and motivate workers and, more importantly, find matches between organizational needs and individuals' needs, and restructure jobs accordingly. The authors offer suggestions for future research and identify implications for management. (C) 1999 Elsevier Science B.V, All rights reserved. C1 Claremont Grad Univ, Dept Informat Sci, Claremont, CA 91711 USA. Tel Aviv Univ, Fac Management, IL-69978 Tel Aviv, Israel. Univ New Mexico, Anderson Sch Management, Management Technol Program, Albuquerque, NM 87131 USA. Drexel Univ, Dept Management, Philadelphia, PA 19104 USA. RP Igbaria, M, Claremont Grad Univ, Dept Informat Sci, 130 E 9th St, Claremont, CA 91711 USA. EM magid.igbaria@cgu.edu kasicieh@unm.edu CR ALLEN TJ, 1986, R&D MANAGE, V16, P185 ARYEE S, 1991, GROUP ORGAN STUD, V16, P193 ARYEE S, 1992, J ENG TECHNOL MANAGE, V9, P61 ATTERHED S, 1985, NEW PATTERNS WORK, P78 BADAWY MK, 1988, RES TECHNOL MANAGE, V31, P19 BADAWY MK, 1995, DEV MANAGERIAL SKILL BAROUDI JJ, 1985, MIS QUART, V9, P341 BAROUDI JJ, 1988, P 21 ANN HICSS, V4, P171 CREPEAU RG, 1992, J MANAGEMENT INFORMA, V9, P145 DALTON GW, 1977, ORGAN DYN, V6, P19 DELONG TJ, 1982, PERSONNEL, V59, P50 DERR CB, 1989, HDB CAREER THEORY, P454 EPSTEIN KA, 1985, P IEEE C DEV CAR ISS, P71 GATTIKER UE, 1990, HUM RELAT, V43, P703 GERPOTT TJ, 1988, J MANAGE STUD, V25, P439 GINZBERG MJ, 1988, COMMUN ACM, V31, P586 GOULD S, 1984, ORGAN BEHAV HUM DEC, V34, P244 GREENE CN, 1978, ACAD MANAGE J, V21, P486 GREENHAUS JH, 1990, ACAD MANAGE J, V33, P64 GREENHAUS JH, 1994, CAREER MANAGEMENT GUTERL F, 1984, IEEE SPECTRUM, V21, P59 IGBARIA M, 1991, MIS QUART, V15, P151 IGBARIA M, 1992, J ENG TECHNOLOGY MAN, V9, P101 IGBARIA M, 1993, J MANAGEMENT INFORMA, V10, P131 JUDGE TA, 1995, PERS PSYCHOL, V48, P485 KANTER RB, 1989, GIANTS LEARN DANCE M KANUNGO RN, 1982, J APPL PSYCHOL, V67, P341 KATZ R, 1995, MANAGE SCI, V41, P848 KRAUT AI, 1975, ORGAN BEHAV HUM PERF, V13, P24 MILES RH, 1976, ORGAN BEHAV HUM PREF, V17, P19 MOUNT MK, 1984, J VOCAT BEHAV, V24, P340 NAISBITT J, 1985, REINVENTING CORPORAT NIXON R, 1985, PERCEPTIONS JOB POWE PARASURAMAN S, 1982, J VOCAT BEHAV, V21, P111 PORTER LW, 1976, ORGAN BEHAV HUM PREF, V15, P87 RYNES SL, 1988, J VOCAT BEHAV, V17, P328 SCHEIN EH, 1975, PERSONNEL, V52, P11 SCHEIN EH, 1985, CAREER ANCHORS DISCO SCHEIN EH, 1987, HDB ORG BEHAVIOR, P155 SONNENBERG FK, 1991, J BUSINESS STRAT MAY, P41 STAHL MJ, 1978, J APPL PSYCHOL AUG, P422 STAHL MJ, 1979, IEEE T ENG MANAGE, V26, P39 STEINER DD, 1986, J OCCUPATIONAL P MAR, P13 TOFLER A, 1981, 3 WAVE VEIGA JF, 1981, ACAD MANAGE J, V24, P566 VROOM VH, 1964, WORK MOTIVATION WRIGHT PL, 1990, HUM RELAT, V43, P369 NR 47 TC 6 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 1999 VL 16 IS 1 BP 29 EP 54 PG 26 SC Engineering, Industrial GA 165LU UT ISI:000078523200002 ER PT J AU Nihtila, J TI R & D-Production integration in the early phases of new product development projects SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE cross-functional integration; coordination; new product development; early project phases ID COORDINATION; INTERFACE AB The paper explores the process of cross-functional integration in the early phases of new product development (NPD). Using case-study methodology five completed NPD-projects from three different companies were investigated from the viewpoint of R&D-production integration. The following four intertwined mechanisms were identified as key integrators: (1) Standards, procedures and plans, (2) milestone and design review practice, (3) individual integrator and (4) cross-functional team. R&D-production integration in the case-projects was characterized by the use of a portfolio of the four mechanisms. The case-studies suggest a number of management challenges related to the use of the above integration mechanisms. First, the organization of a cross-functional project planning process was found to be elementary. Second, in order to effectively support the planning process, the level of detail and timeliness of the NPD-process descriptions should be carefully managed. Third, concerning the individual integrator and cross-functional team, the case-studies highlight the importance of ensuring early production resources by focusing the product development effort, by distinguishing between operational activities and NPD, and by carefully balancing the recruiting between R&D and production. (C) 1999 Elsevier Science B.V. All rights reserved. C1 Theseus Inst, F-06903 Sophia Antipolis, France. RP Nihtila, J, Theseus Inst, Rue Albert Einstein,BP 169, F-06903 Sophia Antipolis, France. EM nihtila@thesesus.fr CR ABITA JL, 1985, IEEE T ENG MANAGE, V32, P129 ADLER PS, 1995, ORGAN SCI, V6, P147 AGAR M, 1986, QUALITATIVE RES METH, V2 BOURGEOIS LJ, 1988, MANAGE SCI, V34, P816 CLARK KB, 1990, HARVARD BUS REV, V68, P107 DEAN JW, 1989, HARVARD BUS REV, V67, P28 DEGEUS AP, 1988, HARVARD BUS REV, V66, P70 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 ETTLIE JE, 1990, MANGING DESIGN MANUF GERWIN D, 1996, IEEE T ENG MANAGE, V43, P118 GINN ME, 1986, J PROD INNOVAT MANAG, V3, P158 GOBELI DH, 1993, RES TECHNOL MANAGE, V36, P38 GUPTA AK, 1990, CALIFORNIA MANAGEMEN, V32, P22 KRAUT RE, 1995, COMMUN ACM, V38, P69 MASS NJ, 1995, MCKINSEY Q, P18 NONAKA I, 1986, HARVARD BUSINESS JAN, P137 POPPER KR, 1983, REALISM AIM SCI POST SILVERMAN D, 1993, INTERPRETING QUALITA THOMPSON JD, 1968, ORG ACTION TRYGG LD, 1991, ADV PRODUCTION MANAG, P151 VANDEVEN A, 1976, AM SOCIOL REV, V41, P322 WHEELWRIGHT SC, 1992, REVOLUTIONAZING PROD NR 22 TC 2 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 1999 VL 16 IS 1 BP 55 EP 81 PG 27 SC Engineering, Industrial GA 165LU UT ISI:000078523200003 ER PT J AU Tseng, HC Ip, WH Ng, KC TI A model for an integrated manufacturing system implementation in China: a case study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE integrated manufacturing; manufacturing strategy; Total Quality Management; Real-Time Monitoring; Manufacturing Resources Planning AB This paper describes a process which a company adopted to enhance her manufacturing system in a step-by-step manner. In order to increase the competitiveness of the company, the authors have identified a number of improvement strategies which were specific to the economic and political environment in China. The center of the strategies is a vision of an integrated manufacturing strategy. The detailed design and implementation of this vision is conducted through the proposed systematic manufacturing strategic analysis. The integration process encompasses various elements such as Total Quality Management (TQM), Manufacturing Resources Planning (MRPII) and Real-Time Monitoring System (RTMS), it emphasises not only the use of appropriate modern technology but also the management of technology change. In this paper, a concept model is used to describe the integration process, the detailed implementation is also elaborated using a proposed implementation process model. By adopting the integrated manufacturing system, and through continuing improvement, the productivity and hence the profitability of the company is increased. It is anticipated that the integrated approach to the design and implementation of manufacturing systems will be an important contribution towards the manufacturing strategy in a labour intensive environment such as China. (C) 1999 Elsevier Science B.V. All rights reserved. C1 Hong Kong Polytech Univ, Dept Mfg Engn, Kowloon, Hong Kong. Kingtron Ind, Century Ctr, Kwun Tong, Hong Kong. RP Ng, KC, Hong Kong Polytech Univ, Dept Mfg Engn, Kowloon, Hong Kong. CR *HONG KONG GOV IND, 1996, HONG KONGS MAN IND, P280 AHMAD KE, 1992, TOTAL QUALITY MANAGE, V3, P31 AYALA J, 1996, MCKINSEY Q, V3 BASANEZ L, 1989, ROBOTICS COMPUTER IN, V6 CAMARINHAMATOS LM, 1994, P 1994 IEEE INT C RO CHARALAMBOPOULO.A, 1993, P IFIP TC5 WG5 6 5 I CHOI GS, 1990, THESIS U CALIFORNIA COOLING JE, 1986, REAL TIME INTERFACIN COUDAL EF, 1988, MANUFACTURING SYSTEM, V6 DAVIES H, 1995, CHINA BUSINESS CONTE, P205 DEMING WE, 1982, OUT CRISIS FLOOD RL, 1993, BEYOND TQM FU JJC, 1992, THESIS LEHIGH U GILLEY B, 1995, FAR E EC REV DEC, V21, P50 GOPAL KK, 1990, TOTAL QUALITY MANAGE, V1 HAX AC, 1985, MANUFACTURING STRATE, V15, P28 HAYES RH, 1984, RESTORING COMPETITIV HILL SC, 1995, CONCISE GUIDE IDEFO HILL TJ, 1985, MANUFACTURING STRATE KIM JJ, 1994, J JAPANESE INT EC KRUGMAN P, 1994, FOREIGN AFFAIRS NOV LAU HK, 1992, THESIS U WINDSOR CAN LEVI ST, 1990, REAL TIME SYSTEM DES LIU C, 1991, S CHINA MORNING 0509, V18 LIU MW, 1995, DISCUSSION HONG KONG LIU TI, 1990, P WINT ANN M AM SOC LOPEZMELLADO E, 1986, P 16 INT S IND ROB 8 MILBERG J, 1992, ANN CIRP, V41 RAMAN RS, 1988, IEEE T IND APPL, V24 ROSS DT, 1977, IEEE T SOFTWARE ENG, V3, P1 ROSS TD, 1985, IEEE T COMPUTER SCI, V18, P25 SKINNER W, 1969, HARVARD BUSINESS MAY, P136 SUNG YW, 1995, 5 DRAGON EMERGENCE P SYED A, 1993, P IEEE INT C ROB AUT TUAN C, 1995, MANAGERIAL DECISION, V16 UMSCHEID TE, 1991, QUALITY PROGR, V24 VILLA A, 1985, ANN CIRP, V34 WHEELWRIGHT SC, 1978, BUSINESS HORIZON FEB, P57 WHITLA P, 1995, CHINA BUSINESS CONTE, P37 WONG A, 1997, BUS TECHN EXCH FOR C YUSUF A, 1988, INT J MACHINE TOOLS, V28, P121 NR 41 TC 2 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 1999 VL 16 IS 1 BP 83 EP 101 PG 19 SC Engineering, Industrial GA 165LU UT ISI:000078523200004 ER PT J AU Barley, SR TI What can we learn from the history of technology? SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE history of technology; scholarly research in technology and innovation management AB This article focuses on exploring what technology scholars and students of management of technology stand to benefit most by foraging through the history of technology. In order to show how historical sensitivity could sharpen scholarship, three strategies for complicating the simple are drawn from the historian's toolkit. Implications for research in technology and innovation management are discussed. (C) 1998 Elsevier Science B.V. All rights reserved. C1 Stanford Univ, Dept Ind Engn & Engn Management, Ctr Work Technol & Org, Stanford, CA 94305 USA. RP Barley, SR, Stanford Univ, Dept Ind Engn & Engn Management, Ctr Work Technol & Org, Stanford, CA 94305 USA. CR *MED DYN, 1997, TV DIM 97 MED DYN *PRES RES COMM SOC, 1993, REC SOC TRENDS US *US DEP COMM BUR, 1989, HIST STAT US COL TIM *US DEP COMM BUR, 1995, STAT ABSTR US 1994 BARLEY SR, 1986, ADMIN SCI QUART, V31, P78 BARLEY SR, 1988, RES SOCIOLOGY ORG, V6, P33 BARLEY SR, 1996, ADMIN SCI QUART, V41, P404 BARLEY SR, 1996, NEW WORLD WORK BASALLA G, 1988, EVOLUTION TECHNOLOGY BENIGER JR, 1986, CONTROL REVOLUTION T BIJKER W, 1987, SOCIAL CONSTRUCTION BRAVERMAN H, 1973, LABOR MONOPOLY CAPIT CASTELLS M, 1996, RISE NETWORK SOC CHANDLER AD, 1977, VISIBLE HAND MANAGER CHAPANIS A, 1976, HDB IND ORG PSYCHOL DAFT RL, 1986, MANAGE SCI, V32, P554 DIDEROT D, 1751, ENCY OU DICT RAISONN DORN H, 1979, TECHNOL CULT, P20 ELLUL J, 1964, TECHNOLOGICAL SOC FINK JJ, 1976, CAR CULTURE FISCHER CS, 1992, AM CALLING SOCIAL HI FLEMING L, 1997, RECOMINANT VIEW TECH GUILLEN M, 1997, ADM SCI Q, V42, P1 HAUG M, 1977, WORK TECHNOLOGY, P215 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HILLMAN W, 1952, MR PRESIDENT FARRAR HUGHES TP, 1971, E SPERRY HUGHES TP, 1976, T EDISON PROFESSIONA HUGHES TP, 1989, AM GENESIS CENTURY I HUGHES TP, 1994, DOES TECHNOLOGY DRIV, P101 KLING R, 1988, SOC PROBL, V35, P226 MARKUS LM, 1984, SYSTEMS ORG MARKUS ML, 1983, COMMUN ACM, V26, P430 MARX K, 1963, POVERTY PHILOS MISA TJ, 1994, DOES TECHNOLOGY DRIV, P115 MOOG O, 1927, DRUBEN STEHT AMERIKA NADLER D, 1995, DISCONTINUOUS CHANGE NEEDHAM J, 1970, CLERKS CRAFTSMEN CHI NEGROPONTE N, 1995, BEING DIGITAL NYE DE, 1990, ELECTRIFYING AM SOCI ORLIKOWSKI WJ, 1992, ORGAN SCI, V3, P398 SCHUMPETER JA, 1934, THEORY EC DEV SCHUMPETER JA, 1942, CAPITALISM SOCIALISM SMITH MR, 1994, DOES TECHNOLOGY DRIV SUTTON AC, 1968, W TECHNOLOGY SOV EC TRAUB R, 1978, TELOS, V37, P80 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 WIENER N, 1948, CYBERNETICS CONTROL NR 48 TC 5 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 1998 VL 15 IS 4 BP 237 EP 255 PG 19 SC Engineering, Industrial GA 128NY UT ISI:000076413900001 ER PT J AU Sanchez, CM McKinley, W TI Environmental regulatory influence and product innovation: the contingency effects of organizational characteristics SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE environmental regulation; product innovation; flexibility; moderated regression ID MODEL; FIRMS; FAILURE; FUTURE AB This paper examines the relationship between environmental regulatory influence and product innovation in a multi-industry sample of manufacturing organizations. Our theory argues that the influence of environmental regulation on the level of product innovation in a manufacturing organization is at least partially contingent on the organization's internal characteristics-in particular, its structural flexibility and production process flexibility. Hypotheses are derived from our theory and tested, and the results are consistent with the conclusion that structural flexibility and production process flexibility moderate the environmental regulatory influence-product innovation relationship. Whether environmental regulation inhibits or promotes product innovation seems to depend at least in pad on certain internal features of an organization. We discuss implications of our results for future organization studies research on environmental regulation, and for research on other types of external constraints on organizational performance. (C) 1998 Elsevier Science B.V. All rights reserved. C1 Grand Valley State Univ, Dept Management, Allendale, MI 49401 USA. So Illinois Univ, Dept Management, Carbondale, IL 62901 USA. RP Sanchez, CM, Grand Valley State Univ, Dept Management, 238 Lake Huron Hall, Allendale, MI 49401 USA. EM sanchezc@gvsu.edu decline@siu.edu CR 1996, ECONOMIST 0727, P19 *US SMALL BUS ADM, 1975, IMP SMALL BUS CONC G AMBURGEY TL, 1993, ADMIN SCI QUART, V38, P51 ANDERSON P, 1990, ADMIN SCI QUART, V35, P604 BARON RM, 1986, J PERS SOC PSYCHOL, V51, P1173 BARRETT S, 1991, BUSINESS STRAT R SPR, P1 BARTEL AP, 1987, J LAW ECON, V30, P239 BEDEIAN AG, 1994, J MANAGE, V20, P159 BIMBAUM PH, 1984, ACAD MANAGE, V27, P489 BLAU PM, 1976, ADM SCI Q, V21, P20 BREYER S, 1982, REGULATION ITS REFOR CAMERON KS, 1987, ADMIN SCI QUART, V32, P222 CAVES R, 1982, AM IND STRUCTURE CON CHEN KH, 1980, ACCOUNT REV, V55, P168 CHENG JLC, 1983, ADMIN SCI QUART, V28, P85 CLARK K, 1987, COMPETITIVE CHALLENG, P59 CLARK K, 1988, INT COMPETITIVENESS, P27 COHEN I, 1987, CALIF MANAGE REV, V29, P169 COHEN J, 1975, APPL MULTIPLE REGRES COLLINS PD, 1988, ACAD MANAGE J, V31, P512 COOK BJ, 1988, BUREAUCRATIC POLITIC DAFT RL, 1994, MANAGEMENT DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 DAVIES JC, 1980, POLITICS POLLUTION DEAN TJ, 1995, ACAD MANAGE J, V38, P288 DOUGHERTY D, 1992, ORGAN SCI, V3, P179 DOUGHERTY D, 1992, STRATEGIC MANAGE J, V13, P77 DOUGHERTY D, 1996, HDB ORG STUDIES, P424 DRAZIN R, 1985, ADM SCI Q, V30, P514 FOLGER HR, 1975, ACAD MANAGE J, V18, P155 GREENWOOD R, 1996, ACAD MANAGE REV, V21, P1022 GRESOV C, 1989, ADMIN SCI QUART, V34, P431 GUTTMANN JS, 1992, BUS HORIZONS, V35, P37 HALL RH, 1991, ORG STRUCTURES PROCE HANNAN MT, 1984, AM SOCIOL REV, V49, P149 HANNAN MT, 1989, ORG ECOLOGY HAYES RH, 1988, HARVARD BUSINESS SEP, P77 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 JONES GR, 1988, ACAD MANAGE REV, V13, P202 LENGNICKHALL CA, 1992, J MANAGE, V18, P399 LEONARD HJ, 1984, ARE ENV REGULATIONS MARCUS AA, 1986, RES CORPORATE SOCIAL, V8, P193 MARCUS AA, 1987, LONG RANGE PLANN, V20, P98 MARCUS AA, 1988, STRATEGIC MANAGEMENT, V9, P387 MARCUS AA, 1989, RES MANAGEMENT INNOV, P537 MCKINLEY W, 1987, ADMIN SCI QUART, V32, P87 MEREDITH JR, 1987, CALIF MANAGE REV, V29, P27 MEYER AD, 1982, ADM SCI Q, V27, P515 MILLER D, 1984, ORG QUANTUM VIEW MILLER D, 1987, STRATEGIC MANAGE J, V8, P55 MONE MA, 1998, ACAD MANAGE REV, V23, P115 NEMETZ PL, 1988, ACAD MANAGE REV, V13, P627 PITTS RA, 1996, STRATEIC MANAGEMENT PORTER ME, 1990, SCI AM, P27 PORTER ME, 1991, SCI AM, V264, P168 PORTNEY PR, 1990, PUBLIC POLICIES ENV, P27 SANCHEZ CM, 1995, MANAGE INT REV, V35, P293 SANCHEZ CM, 1995, THESIS SO ILL U CARB SCHERER FM, 1990, IND MARKET STRUCTURE SCHON DA, 1971, STABLE STATE SCHOONHOVEN CB, 1981, ADM SCI Q, V26, P49 SCHOONHOVEN CB, 1990, ADMIN SCI QUART, V35, P177 SHAFFER B, 1994, BUS SOC, V33, P224 SKINNER W, 1986, HARVARD BUSINESS JUL, P55 SMITH AD, 1996, ORGAN SCI, V7, P388 STINCHCOMBE AL, 1965, HDB ORG, P142 TEECE DJ, 1987, COMPETITIVE CHALLENG TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 TYRE MJ, 1994, ORGAN SCI, V5, P98 UPTON DM, 1995, HARVARD BUSINESS JUL, P74 UTTERBACK JM, 1975, OMEGA-INT J MANAGE S, V3, P639 VANDEVEN AH, 1986, MANAGE SCI, V32, P590 VOLBERDA HW, 1996, ORGAN SCI, V7, P359 WEBER J, 1993, BUSINESS WEEK 0517, P78 WESTMAN WE, 1985, ECOLOGY IMPACT ASSES WHEELWRIGHT SC, 1987, COMPETITIVE STRATEGI, P83 WHETTEN DA, 1980, ACAD MANAGE REV, V5, P577 YANDLE B, 1989, POLITICS LIMITS ENV YEOH PL, 1995, D9513 U S CAR COL YOUNG JH, 1982, AM I HIST PHARM, V24, P1 NR 80 TC 1 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 1998 VL 15 IS 4 BP 257 EP 278 PG 22 SC Engineering, Industrial GA 128NY UT ISI:000076413900002 ER PT J AU Ernst, H TI Patent portfolios for strategic R&D planning SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE patent; R&D; strategic planning; portfolio techniques; mechanical engineering; industry; international comparison ID MACHINE-TOOL INDUSTRY; INNOVATION; INDICATORS; TECHNOLOGY AB Empirical research has found a discrepancy between the perceived importance and the actual level of information on competitor's R&D strategies. It has been argued in the Literature that patent information might be used to overcome this information deficit. However, empirical research further reveals that patent information is rarely used in strategic R&D planning. The present paper explores this issue and introduces two types of patent portfolios for strategic R&D planning. In patent portfolios on the company level, patenting strategies are identified and the quality of overall technological positions is benchmarked against relevant competitors. In addition, we present a patent portfolio on the technological level, which, as it is known from various technology portfolios, helps companies to manage the allocation of R&D resources effectively. Based on patent data from 21 German, European and Japanese mechanical engineering companies we show the application of both patent portfolios for strategic R&D planning purposes. The patent portfolios prove to be a very valuable tool for R&D decision makers in companies. Based on the experiences made in the case study, recommendation for the effective use of patent portfolios are formulated. (C) 1998 Elsevier Science B.V. All rights reserved. C1 Univ Kiel, Inst Res Innovat Management, D-24098 Kiel, Germany. RP Ernst, H, Univ Kiel, Inst Res Innovat Management, Olshausentstr 40, D-24098 Kiel, Germany. EM ernst@bwl.uni-kiel.de CR *EPA, 1994, NUTZ PAT EUR *VDW, 1993, KLEIN URS GROSS WIRK ALBERT MB, 1991, RES POLICY, V20, P251 ASHTON WB, 1988, RES TECHNOL MANA NOV, P42 ASHTON WB, 1991, INT J TECHNOL MANAGE, V6, P91 BASBERG BL, 1987, RES POLICY, V16, P131 BAUER HH, 1991, VERKURZUNG PRODUKTEN BROCKHOFF K, 1991, IND MARKET MANAG, V20, P91 BROCKHOFF K, 1994, FORSCHUNG ENTWICKLUN BROCKHOFF KK, 1992, TECHNOVATION, V12, P41 CAMPBELL GJ, 1983, SCANNING, V5, P137 ERNST H, 1995, TECHNOVATION, V15, P225 ERNST H, 1996, PATENTINFORMATIONEN ERNST H, 1997, SMALL BUS ECON, V9, P361 GRILICHES Z, 1986, 1285 HARV I EC RES GRILICHES Z, 1990, J ECON LIT, V28, P1661 HALL BH, 1986, INT ECON REV, V27, P265 LANGE V, 1994, TECHNOLOGISCHE KONKU MANSFIELD E, 1986, MANAGE SCI, V32, P173 MOGEE ME, 1991, RES TECHNOL MANAGE, V34, P43 MOHRLE MG, 1993, Z BETRIEBSWIRT, V63, P973 NARIN F, 1987, RES POLICY, V16, P143 PAKES A, 1984, R D PAT PROD PFEIFFER W, 1986, MANAGEMNT INNOVATION REICHE D, 1995, MANAGER MAGAZIN, V11, P270 SCHANKERMAN M, 1991, STI REV, V8, P101 SCHMOCH U, 1988, TECHNIKPROGNOSEN PAT SHAPIRO AR, 1990, RES TECHNOLOGY M SEP, P38 SIMON H, 1988, Z BETRIEBSWIRT, V58, P461 SOETE L, 1987, RES POLICY, V16, P101 SOMMERLATTE T, 1985, MANAGEMENT ZEITALTER SOMMERLATTE T, 1995, HDB TECHNOLOGIEMANAG TAGER UC, 1989, PROBLEME DTSCH PATEN WETZEL W, 1964, WIRTSCHAFTSWACHSTUM WIEANDT A, 1994, SMALL BUS ECON, V6, P421 WIND Y, 1983, J MARKETING, V47, P89 ZAHN E, 1995, HDB TECHNOLOGIEMANAG NR 37 TC 6 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 1998 VL 15 IS 4 BP 279 EP 308 PG 30 SC Engineering, Industrial GA 128NY UT ISI:000076413900003 ER PT J AU Cottrell, T Koput, K TI Software variety and hardware value: a case study of complementary network externalities in the microcomputer software industry SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE microcomputer technology; network externalities; computer platforms ID HEDONIC PRICE MODELS; IMPLICIT MARKETS; INSTALLED BASE; COMPATIBILITY; COMPETITION; INNOVATION; STANDARDIZATION; ADOPTION; DEMAND AB We estimate the effects of software provision on the valuation of hardware in the early microcomputer industry, covering the period 1981-1986. Since hardware and software technologies 'co-evolve,' a discussion of the economic and technological relationships is provided to clarify the nature of the relationship between software variety and hardware price. (C) 1998 Elsevier Science B.V. All rights reserved. C1 Univ Calgary, Fac Management, Calgary, AB T2N 1N4, Canada. Univ Arizona, Tucson, AZ 85721 USA. RP Cottrell, T, Univ Calgary, Fac Management, 2500 Univ Dr NW, Calgary, AB T2N 1N4, Canada. EM cottrell@acs.ucalgary.ca CR 1980, SOFTWARE CATALOG MIC *INT BUS MACH, 1984, PERS COMP HARDW REF ARTHUR WB, 1988, TECHNICAL CHANGE EC BARTIK TJ, 1987, J POLIT ECON, V95, P81 BROWN JN, 1982, ECONOMETRICA, V50, P765 CARGILL CF, 1989, INFORMATION TECHNOLO CHOW CC, 1967, AM ECON REV, V57, P1117 CHPOSKY J, 1988, BLUE MAGIC PEOPLE PO CHURCH J, 1992, J ECON MANAGE STRAT, V1, P651 CHURCH J, 1992, J IND ECON, V40, P85 CHURCH J, 1993, INT J IND ORGAN, V11, P239 CHURCH J, 1996, EUROPEAN J POLITICAL, V12, P331 COTTRELL T, 1994, RES POLICY, V23, P143 CUSUMANO MA, 1992, BUS HIST REV, V66, P51 DAVID PA, 1990, EC INNOVATION NEW TE, V1 DULBERGER ER, 1989, TECHNOLOGY CAPITAL F EPPLE D, 1987, J POLIT ECON, V95, P59 FARRELL J, 1985, RAND J ECON, V16, P70 FARRELL J, 1986, AM ECON REV, V76, P940 FARRELL J, 1989, JURIMETRICS J, V30, P35 FARRELL J, 1992, BROOKINGS PAPERS EC, P1 FARRELL J, 1992, J IND ECON, V40, P9 FREIBERGER P, 1984, FIRE VALLEY MAKING P GANDAL N, 1994, RAND J ECON, V25, P160 GANDAL N, 1994, REFINING CONCEPT NET, P1 GREENSTEIN SM, 1993, RAND J ECON, V24, P19 HALVORSEN R, 1981, J URBAN ECON, V10, P37 HARTMAN RS, 1990, EC INNOVATION NEW TE, V1 HROMADKO GF, 1986, STRATEGIC VIEW SOFTW HSIAO C, 1986, ANAL PANEL DATA ICHBIAH D, 1991, MAKING MICROSOFT BIL JUDGE GG, 1985, THEORY PRACTICE ECON KANEMOTO Y, 1986, J URBAN ECON, V19, P218 KATZ ML, 1985, AM ECON REV, V75, P424 KATZ ML, 1986, J POLIT ECON, V94, P822 KATZ ML, 1992, J IND ECON, V40, P55 KATZ ML, 1994, J ECON PERSPECT, V8, P93 KHAZAM J, 1994, RES POLICY, V23, P89 KOPUT KW, 1995, PCTSCS TIME SERIES C LANGLOIS RN, 1992, BUS HIST REV, V66, P1 LANGLOIS RN, 1992, RES POLICY, V21, P297 MANASIAN D, 1993, ECONOMIST, P3 NEIBAUER AR, 1990, ABCS WORDPERFECT 5 1 PRESSMAN RS, 1992, SOFTWARE ENG PRACTIT ROSEN S, 1974, J POLITICAL EC, V82, P34 ROSENBLOOM RS, 1987, CALIF MANAGE REV, V29, P51 SALONER G, 1991, ADOPTION TECHNOLOGIE, P1 SHERMAN CE, 1984, RUNNING ADVENTURES S SHURMER M, 1993, INFORMATION EC POLIC, V5, P231 SIGEL E, 1984, GUIDE SOFTWARE PUBLI STONEMAN P, 1976, TECHNOLOGICAL DIFFUS STONEMAN P, 1983, EC ANAL TECHNOLOGY C SWANN GMP, 1987, PRODUCT STANDARDIZAT TRIPLETT JE, 1989, TECHNOLOGY CAPITAL F UTTERBACK JM, 1994, MASTERING DYNAMICS I WALLACE J, 1993, HARD DRIVE VILL GATE YOUNG C, 1985, VENTURE CAPITAL HIGH NR 57 TC 3 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 1998 VL 15 IS 4 BP 309 EP 338 PG 30 SC Engineering, Industrial GA 128NY UT ISI:000076413900004 ER PT J AU Burgess, TF Gules, HK TI Buyer-supplier relationships in firms adopting advanced manufacturing technology: an empirical analysis of the implementation of hard and soft technologies SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE advanced manufacturing technology; technology implementation; supplier collaboration ID INDUSTRIAL-MARKETS; JAPANESE; MODEL AB Advanced manufacturing technologies can be divided into two types, hard and soft. Hard technologies are biased towards the use of hardware such as robotics while soft technologies, e.g., Total Quality Management, rely more on organisational procedures and management methods. Companies will have had implemented different amounts of these two technology types. An interactive research framework is developed, proposing that supplier collaboration is more closely linked to the level of soft technology implementation than to that for hard technology. The framework is empirically tested using data from 83 firms in the top tier of the Turkish automotive industry. The positive outcome of this innovative study contributes to knowledge of these important relationships and better teaches managerial practice. The generic framework contributed by this research can, potentially, be applied to other industries with high levels of AMT implementation. (C) 1998 Elsevier Science B.V. All rights reserved. C1 Univ Leeds, Sch Business, Leeds LS2 9JT, W Yorkshire, England. Univ Selcuk, Fac Econ & Adm Sci, Selcuk, Turkey. RP Burgess, TF, Univ Leeds, Sch Business, Leeds LS2 9JT, W Yorkshire, England. EM t.f.burgess@leeds.ac.uk CR ADKINS L, 1983, DURS BUSINESS MO JUN, P72 ASANUMA B, 1988, 8 KYOT U FAC EC BUTCHER D, 1991, COMPUTER INTEGRATED, V4, P463 CARLISLE JA, 1991, NEGOTIATION CHASE RB, 1995, PRODUCTION OPERATION CHEN IJ, 1994, OMEGA INT J MANAGE S, V1, P91 CHENG KC, 1995, HEAT TRANSFER ENG, V16, P5 CLARK P, 1989, INNOVATION TECHNOLOG CUSUMANO MA, 1991, STRATEGIC MANAGE J, V12, P563 DOBLER DW, 1990, PURCHASING MAT MANAG FORD D, 1984, IND MARKET MANAG, V13, P101 FRAZIER GL, 1988, J MARKETING, V52, P52 GULES HK, 1996, EUR J PURCHASING SUP, V2, P31 HAKAANSON H, 1982, INT MARKETING PURCHA HALLEN L, 1991, J MARKETING, V55, P29 HEAP J, 1992, PRODUCTIVITY MANAGEM HEIDE JB, 1990, J MARKETING RES, V27, P24 HEIDE JB, 1995, J BUS RES, V32, P57 HELPER S, 1989, 8926 BOST U SCH MAN HELPER S, 1991, BUS HIST REV, V65, P781 HELPER S, 1991, SLOAN MANAGE REV, V32, P15 IMRIE R, 1992, OMEGA-INT J MANAGE S, V20, P641 JOHANSON J, 1982, INT MARKETING PURCHA, P316 LAMMING R, 1986, INT J OPER PROD MAN, V6, P20 LAMMING R, 1989, CAUSE EFFECTS STRUCT LAMMING R, 1990, INT J TECHNOL MANAGE, V5, P649 LAMMING R, 1993, PARTNERSHIP STRATEGI LINDBERG P, 1991, INT J OPER PROD MAN, V11, P52 LYONS TF, 1990, SLOAN MANAGEMENT SPR, P29 MACBETH D, 1983, WORKING PAPER SERIES, V6 MACBETH D, 1994, PARTNERSHIP SOURCING MATTHYSENS P, 1994, LONG RANGE PLANN, V27, P50 MCKENNELL A, 1970, SOCIOLOGY, V4, P227 MORRIS J, 1992, TRANSFORMING BUYER S ONEAL CR, 1987, J PURCHASING MAT SPR, P7 PIKE R, 1988, INT J OPER PROD MAN, V9, P13 SAKO M, 1992, PRICES QUALITY TRUST SAMSON D, 1991, MANUFACTURING OPERAT SCHONBERGER RJ, 1982, JAPANESE MANUFACTURI SHAPIRO RD, 1985, 9785062 HARV U HARV SLACK N, 1991, MANUFACTURING ADV AC SPEKMAN RE, 1991, INT J PURCHASING WIN, P2 SRIRAM V, 1992, J BUS RES, V25, P303 TURNBULL P, 1989, TECHNOL ANAL STRATEG, V1, P409 TURNBULL P, 1991, FLEXIBLE FUTURE PROS, P169 TURNBULL P, 1992, STRATEGIC MANAGE J, V13, P159 TURNBULL P, 1993, J GEN MANAGE, V19, P48 TURNER ID, 1992, MANAGER UPDATE, V3, P1 UTTERBACK JM, 1975, OMEGA-INT J MANAGE S, V3, P639 WHITTAKER DH, 1990, MANAGING INNOVATIONS WILLIAMSON O, 1975, MARKETS HIERARCHIES WILLIAMSON O, 1981, J ECON LIT, V19, P1557 WILLIAMSON OE, 1979, J LAW ECON, V22, P233 WILLIAMSON P, 1991, BUSINESS STRATEG SUM, P75 NR 54 TC 6 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 1998 VL 15 IS 2-3 BP 127 EP 152 PG 26 SC Engineering, Industrial GA 104LF UT ISI:000075015600001 ER PT J AU Jassawalla, AR Sashittal, HC TI Accelerating technology transfer: thinking about organizational pronoia SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE technology management; organizational adaptation; organizational trust ID PRODUCT DEVELOPMENT; TRUST; INNOVATION; MANAGEMENT; TEAMS AB Most high-technology-based organizations rely on rapid transfer of technology and effective product innovation processes for competitive survival and profits. The concept of organizational pronoia is offered as a sustaining basis for adapting organizations and accelerating technology transfer processes. A continuum of organizational paranoia and pronoia, a typology of technology-transfer-related strategies and designs, and conceptual models of organizational adaptation, are proposed for future testing. Implications that might interest scholars, as well as practitioners, are also discussed. (C) 1998 Elsevier Science B.V. All rights reserved. C1 St John Fisher Coll, Rochester, NY 14618 USA. Rochester Inst Technol, Dept Management, Rochester, NY 14623 USA. RP Sashittal, HC, St John Fisher Coll, Rochester, NY 14618 USA. CR ARGYRIS C, 1990, OVERCOMING ORG DEFEN BADAWY MK, 1989, IND WEEK, P39 BADAWY MK, 1993, MANAGEMENT NEW TECHN BAILLIE J, 1995, PEOPLE MANAGE, V1, P53 BASS BM, 1985, LEADERSHIP PERFORMAN BEDEIAN AG, 1990, STRATEGIC MANAGE J, V11, P571 BENNIS W, 1984, TRAIN DEV J, P15 BENNIS W, 1989, EXECUTIVE EXCELLENCE, V6, P12 BENNIS W, 1990, WHY LEADERS CANT LEA BENNIS W, 1991, EXECUTIVE EXCELLENCE, V8, P5 BENNIS W, 1992, EXECUTIVE EXCELLENCE, V9, P5 BING S, 1992, FORTUNE, V29, P22 BLANCHARD K, 1995, EXECUTIVE EXCELLENCE, V12, P11 BLUMER H, 1969, SYMBOLIC INTERACTION BROWER ST, 1993, HPB SURG, V7, P1 BROWN SL, 1995, ACAD MANAGE REV, V20, P343 BURNS T, 1961, MECH ORGANIC SYSTEMS BUTLER JK, 1984, PSYCHOL REP, V55, P19 CLAWSON JG, 1989, EXECUTIVE EXCELLENCE, V6, P10 COVEY SR, 1991, EXECUTIVE EXCELLENCE, V8, P3 DAVIDOW WH, 1993, VIRTUAL CORPORATION DONNELLON A, 1993, J PROD INNOVAT MANAG, V10, P377 DOUGHERTY D, 1992, STRATEGIC MANAGE J, V13, P77 FUCHSBERG G, 1993, WALL STREET J, V1, B1 GALBRAITH JR, 1986, STRATEGY IMPLEMENTAT GAMBETTA D, 1988, TRUST MAKING BREAKIN, P213 GHOSHAL S, 1995, HARVARD BUS REV, V73, P86 GOLEMBIEWSKI RT, 1975, THEORIES GROUP PROCE, P131 GUPTA AK, 1990, CALIF MANAGE REV, V32, P24 HANDY C, 1990, AGE UNREASON HANDY C, 1995, HARVARD BUS REV, V73, P40 HORNSTEIN HA, 1996, BRUTAL BOSSES THEIR HOSMER LT, 1995, ACAD MANAGE REV, V20, P379 KAHN KB, 1996, J PROD INNOVAT MANAG, V13, P137 KEIDEL RW, 1994, ACAD MANAGEMENT EXEC, V8, P12 KOFMAN F, 1993, ORGAN DYN, V8, P5 LAUDAN, 1977, PROGR ITS PROBLEMS LIKERT R, 1967, HUMAN ORG LUTZ RA, 1994, RES TECHNOL MANAGE, V37, P14 MCGREGOR D, 1960, HUMAN SIDE ENTERPRIS MILES RE, 1995, ORGAN DYN, V23, P4 MIRVIS PH, 1991, HUM RESOURCE MANAGE, V30, P45 MORGAN G, 1986, IMAGES ORG MORGAN G, 1993, IMAGINIZATION MORROW L, 1996, TIME, V18, P102 NONAKA I, 1990, CALIF MANAGE REV, V32, P27 SASHKIN M, 1991, TOTAL QUALITY MANAGE SHELTON K, 1991, EXECUTIVE EXCELLENCE, V8, P7 SINCLAIR A, 1992, ORGAN STUD, V13, P611 SMITH RW, 1996, FORTUNE, V30, P190 SONNENBERG FK, 1993, IND WEEK, V16, P22 SONNENBERG FK, 1994, J BUS STRAT, V15, P14 SOUDER WE, 1987, MANAGING NEW PRODUCT STAPLES LH, 1990, ADMIN SOC WORK, V14, P29 STAUB RE, 1994, EXECUTIVE EXCELLENCE, V11, P20 TAKEUCHI H, 1986, HARVARD BUSINESS JAN, P137 VONGLINOW MA, 1990, MANAGING COMPLEXITY WEICK K, 1979, SOCIAL PSYCHOL ORG WHITTY MD, 1989, J QUAL PARTICIPA SEP, P32 NR 59 TC 1 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 1998 VL 15 IS 2-3 BP 153 EP 177 PG 25 SC Engineering, Industrial GA 104LF UT ISI:000075015600002 ER PT J AU Yoon, Y Guimaraes, T Clevenson, A TI Exploring expert system success factors for business process reengineering SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE expert systems; knowledge-based systems (KBS); business process reengineering; benefits; ES success factors ID USER INVOLVEMENT; MODEL AB Business process reengineering (BPR) has become the buzzword representing dramatic changes to the business processes of organizations trying to quickly preempt or react to market opportunities and competition. Much of the changes are enabled by computer-based technology such as expert systems (ES) providing a unique opportunity to study significant implementations of the technology within a relatively short time. Eight ES implementation success factors proposed in the literature were empirically tested in this study in terms of their direct and indirect importance to the benefits from using ES in BPR. Sixty-two ES applications within E.I. Dupont de Nemours dealing with business process changes significant enough to be called BPR were used. Despite the relatively small sample size, four of the eight success factors were corroborated: user satisfaction with the ES, the difficulty of the business problem addressed, the degree of user involvement in the ES implementation process, and characteristics of the ES shells. (C) 1998 Elsevier Science B.V. Ail rights reserved. C1 Tennessee Technol Univ, JE Owen Chair Excellence, Cookeville, TN 38505 USA. Virginia Commonwealth Univ, Dept Informat Syst, Richmond, VA 23284 USA. EI Dupont De Nemours, Kingwood, TX 77339 USA. RP Guimaraes, T, Tennessee Technol Univ, JE Owen Chair Excellence, Cookeville, TN 38505 USA. EM tg5596@tntech.edu CR ACORN T, 1993, P 4 INN APPL ART INT, P3 ALWIN DF, 1975, AM SOCIOL REV, V40, P37 BARSANTI JB, 1990, INFORMATION EXECUTIV, V3, P30 BECKMAN TJ, 1991, AI EXPERT FEB, P42 BOBROW DG, 1986, COMMUN ACM, V29, P880 BRODY A, 1989, INFOWORLD 0919, P59 BYRD TA, 1992, J MANAGEMENT INFORMA, V8, P97 BYRD TA, 1993, INTERFACES, V23, P118 CARMINES EG, 1979, RELIABILITY VALIDITY CARR M, 1994, P 6 INN APPL ART INT, P25 CASEY J, 1989, AI EXPERT SEP, P44 COATS P, 1988, FINANCIAL MANAGE AUT, P77 COHEN J, 1983, APPL MULTIPLE REGRES COUGER JD, 1987, J MANAGEMENT INFORMA, V4, P82 DEBENHAM JK, 1990, EXPERT SYSTEMS MANAG, P36 DELONE WH, 1992, INFORMATION SYSTEMS, V3, P60 DOLL WJ, 1989, MANAGE SCI, V35, P1151 DOLL WJ, 1990, OMEGA-INT J MANAGE S, V18, P399 DOLL WJ, 1991, DECISION SCI, V22, P443 DUDA RO, 1983, SCIENCE, V220, P261 FELLERS JW, 1987, P 8 INT C INF SYST P, P118 FRIEDENBERG R, 1994, WORKSH ART INT BUS P, P21 GUIMARAES T, 1992, DECISION SCI, V23, P409 GUIMARAES T, 1995, J INTELLIGENT TECHNO, V84, P1 GUIMARAES T, 1995, TECHNOL MGMT, V2, P247 HAMSCHER W, 1994, AI MAGAZINE WIN HARMON P, 1988, EXPERT SYSTEMS TOOLS HAYESROTH F, 1994, COMMUN ACM, V37, P27 IGNIZIO JP, 1991, INTRO EXPERT SYSTEMS KEYES J, 1989, AI EXPERT NOV, P50 KEYES J, 1989, AI EXPERT NOV, P50 KIM C, 1992, IN PRESS INFORM MANA LAZARUS G, 1993, P 5 INN APPL ART INT, P95 LEONARDBARTON D, 1987, SLOAN MANAGE REV, V29, P7 LEONARDBARTON D, 1988, MANAGE SCI, V34, P1252 LIANG PL, 1986, DATA BASE WIN, P3 LIEBOWITZ J, I EXPERT SYSTEMS HDB, P91 LIEBOWITZ J, 1989, STRUCTURING EXPERT S, P1 LIEBOWITZ J, 1993, J COMPUTER INFORMATI, P37 LU M, 1988, SYSTEMS DEV MANA DEC, P1 LUCAS HC, 1978, MIS Q, V2, P27 MCMANUS J, 1993, P 5 INN APPL ART INT, P118 MEDSKER L, 1994, DESIGN DEV EXPERT SY MUMFORD E, 1989, XSELS PROGR CONTINUI MYKYTYN PP, 1994, INFORM MANAGE, V26, P95 NGUYEN T, 1993, P 5 ANN C INN APPL A, P142 NUNALLY JC, 1978, PSYCHOMETRIC THEORY NUNAMAKER JF, 1982, COMMUN ACM, V25, P781 ONEAL Q, 1990, PLANNING MANAGING SU PAYNE SC, 1990, P ACM SIGBDP C TREND, P115 PIERSON D, 1993, P 5 INN APPL ART INT, P152 PLANT RT, 1994, INFORM MANAGE, V27, P89 PRERAU DS, 1990, DEV MANAGING EXPERT RAYMOND L, 1985, MIS QUART, V9, P37 ROSS RD, 1975, ADM SCI Q, V20, P295 SHACKLETT ME, 1990, UNISPHERE AUG, P16 SLAGLE J, 1988, AI MAGAZINE WIN, P44 SLOANE SB, 1991, AI MAG, V12, P80 SMITH DL, 1988, AI EXPERT, V3, P51 SVIOKLA J, 1990, MIS Q JUN, P126 TORKZADEH G, 1994, INFORM MANAGE, V26, P21 TSANG E, 1993, CASE TRENDS MAR, P8 TURBAN E, 1992, EXPERT SYSTEMS APPL TURBAN E, 1992, MANAGING EXPERT SYST, P2 TYRAN CK, 1993, DATABASE WIN, P5 VEDDER RG, 1989, EXPERT SYST, V6, P28 VEDDER RG, 1989, INFORMATION TECH MAR, P42 WATERMAN DA, 1986, GUIDE EXPERT SYSTEM WILL RP, 1994, EXPERT SYSTEMS APPL, V7, P272 WRITZEL JR, 1989, COMMUN ACM, V32, P482 YOON Y, 1995, IN PRESS J MANAGE IN YOON YH, 1995, MIS QUART, V19, P83 NR 72 TC 3 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 1998 VL 15 IS 2-3 BP 179 EP 199 PG 21 SC Engineering, Industrial GA 104LF UT ISI:000075015600003 ER PT J AU Karina, A TI Handbooks as a tool for organizational learning: a case study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE experience transfer; handbooks; organization; engineers; learning ID USER AB No agreement exists about how formalization-the extent of written rules, procedures, and instructions-influences learning in large organizations. This paper contributes to the debate by studying a project with the objective of making requirement and procedure handbooks an efficient tool for experience transfer in an offshore oil company. Experience transfer is defined as organizational processes for communicating experiences across organizational boundaries. Results show that enabling features have to be present if handbooks are to be regarded as a tool for experience transfer: content simplicity, handbook availability, increased awareness and user motivation, and minimum document volume and bureaucracy. At the time of this study, the project lacked some of these enabling features, resulting in a low degree of knowledge and use of the handbooks. Only those organization members participating in the project knew the handbooks and saw them as a tool for experience transfer. (C) 1998 Elsevier Science B.V. All rights reserved. C1 Norwegian Univ Sci & Technol, Dept Ind Econ & Technol Management, N-4004 Stavanger, Norway. RF Rogaland Res, N-4004 Stavanger, Norway. RP Karina, A, Norwegian Univ Sci & Technol, Dept Ind Econ & Technol Management, POB 2503, N-4004 Stavanger, Norway. CR AASE K, 1997, INT ERG ASS 13 TRIEN AASE K, 1998, LEARNING EXPERIENCES AASE K, 1998, UNPUB EXPERIENCE TRA ADLER P, 1993, RES ORGAN BEHAV, V15, P111 ADLER PS, 1996, ADMIN SCI QUART, V41, P61 ARGYRIS C, 1978, ORG LEARNING THEORY ARGYRIS C, 1985, STRATEGY CHANGE DEFE BROWN LA, 1991, CYTOPATHOLOGY, V2, P1 BUCCIARELLI LL, 1994, DESIGNING ENG CARAYANNIS EG, 1996, J ENG TECHNOL MANAGE, V12, P301 COTTON JL, 1990, ACAD MANAGE REV, V13, P8 FERGUSON ES, 1992, ENG MINDS EYE HALE AR, J OCCUP ACCIDENTS, V12, P3 HANSSENBAUER J, 1990, PLATTFORMDESIGN PROS HEDBERG B, 1976, ADM SCI Q, V21, P41 IVES B, 1984, MANAGE SCI, V30, P586 KIM DH, 1993, SLOAN MANAGE REV, V35, P37 KUNDA G, 1992, ENG CULTURE CONTROL LEONARDBARTON D, 1993, ACAD MANAGE J, V36, P1125 MILES MB, 1994, QUALITATIVE DATA ANA PERROW C, 1986, COMPLEX ORG CRITICAL QVALE TU, 1993, RELIABILITY SAFETY H REMOE SO, 1984, BYRAKRATI ORG ORG ST SCHATZMAN L, 1973, FIELD RES STRATEGIES SCHEIN EH, 1996, 3 CULTURES MANAGEMEN STINCHCOMBE AL, 1985, ORG THEORY PROJECT M STRAUSS A, 1990, BASICS QUALITATIVE R VANMANEN J, RES ORG BEHAV, V6 WEBER M, 1971, MAKT BHYRAKRATI ESSA WINTER SG, 1985, ORG STRATEGY CHANGE, P99 YIN RK, 1989, CASE STUDY RES DESIG NR 31 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 1998 VL 15 IS 2-3 BP 201 EP 228 PG 28 SC Engineering, Industrial GA 104LF UT ISI:000075015600004 ER PT J AU Damanpour, F Gopalakrishnan, S TI Theories of organizational structure and innovation adoption: the role of environmental change SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE environmental change; organizational structure; stages of innovation adoption; innovation type and source; radicalness of innovation ID STRATEGY; PERFORMANCE; CONFIGURATIONS; TECHNOLOGIES; DIFFUSION; FRAMEWORK; MARKET; MODEL AB Innovation scholars face an enduring research problem: how to make models that are testable, yet reflect the complexity of real business environments. Typically, researchers of organizational innovation define their research by focusing on one dimension of innovation-type of innovation, radicalness of innovation, or stage of innovation-at a time. In reality, these dimensions overlap, which partly explains why past theories of the relationships between organizational structure and innovation have produced inconsistent results. In this paper, we develop a more complex model for structure-innovation relationships. First, we define four environmental conditions, using stability and predictability variables of environmental change. Second, we articulate organizational structure and innovation characteristics that would hold for firms under each of our four sets of conditions. This basic framework allows us to compare and subsequently to extend, the three theories of structure and innovation that address the dimensions of innovation mentioned above. Finally, we advance a series of propositions to predict the structural characteristics that facilitate adoption of innovations of different types at different stages, under four conditions of environmental change. (C) 1998 Elsevier Science B.V. C1 Rutgers State Univ, Grad Sch Management, Newark, NJ 07102 USA. Fairleigh Dickinson Univ, Dept Management, Teaneck, NJ 07666 USA. RP Damanpour, F, Rutgers State Univ, Grad Sch Management, 180 Univ Ave, Newark, NJ 07102 USA. CR ABRAHAMSON E, 1991, ACAD MANAGE REV, V16, P586 ACKOFF RL, 1981, CREATING CORPORATE F ACS ZJ, 1987, REV ECON STAT, V69, P567 AIKEN M, 1971, SOCIOLOGY, V5, P63 BACHARACH SB, 1989, ACAD MANAGE REV, V14, P496 BAKER MJ, 1976, PRODUCT POLICY MANAG BURGELMAN R, 1986, INSIDE CORPORATE INN BURNS T, 1961, MANAGEMENT INNOVATIO COOPER RG, 1990, R&D MANAGE, V20, P47 DAFT RL, 1978, ACAD MANAGE J, V21, P193 DAFT RL, 1982, RES SOCIOLOGY ORG, V1, P129 DAMANPOUR F, 1984, ADMIN SCI QUART, V29, P392 DAMANPOUR F, 1988, COMMUN RES, V15, P545 DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 DAVENI RA, 1994, HYPERCOMPETITION DEAN JW, 1987, NEW TECHNOLOGY ORG I DESS GG, 1984, ADMIN SCI QUART, V29, P52 DEWAR RD, 1986, MANAGE SCI, V32, P1422 DOTY DH, 1993, ACAD MANAGE J, V36, P1196 DOWNS GW, 1976, ADM SCI Q, V21, P700 DRAZIN R, 1996, ACAD MANAGE J, V39, P1065 DUNCAN RB, 1976, MANAGEMENT ORG DESIG, V1, P167 ETTLIE JE, 1984, MANAGE SCI, V30, P682 EVANS JS, 1991, J MANAGE STUD, V28, P69 FIOL CM, 1996, ACAD MANAGE REV, V21, P1012 FORD CM, 1995, CREATIVE ACTION ORG FROST PJ, 1991, RES ORGAN BEHAV, V13, P229 GALBRAITH JR, 1982, ORG DYNAMICS WIN, P3 GOPALAKRISHNAN S, 1994, J ENG TECHNOL MANAGE, V11, P95 GROSSMAN JB, 1970, AM BEHAV SCI, V13, P535 HAGE J, 1980, THEORIES ORG HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HITT MA, 1996, ACAD MANAGE J, V39, P1084 HOOIJBERG R, 1993, HUM RESOURCE MANAGE, V32, P29 HUBER GP, 1993, ORG CHANGE REDESIGN, CH5 HULL F, 1982, SOCIOLOGY, V16, P564 JELINEK M, 1993, INNOVATION MARATHON JURKOVICH R, 1974, ADM SCI Q, V19, P380 KESSLER EH, 1996, ACAD MANAGE REV, V21, P1143 KIMBERLY JR, 1981, ACAD MANAGE J, V24, P689 KNIGHT KE, 1967, J BUS, V40, P478 LAWLESS MW, 1996, ACAD MANAGE J, V39, P1185 LENGNICKHALL CA, 1992, J MANAGE, V18, P399 MARINO KE, 1982, J MANAGE, V8, P75 MEYER AD, 1988, ACAD MANAGE J, V31, P897 MEYER AD, 1993, ACAD MANAGE J, V36, P1175 MILLER D, 1986, STRATEGIC MANAGE J, V7, P233 MILLER D, 1996, STRATEGIC MANAGE J, V17, P505 MINTZBERG H, 1979, STRUCTURING ORG NICHOLSON N, 1990, J MANAGE STUD, V27, P511 NORD WR, 1987, IMPLEMENTING ROUTINE NORMANN R, 1971, ADM SCI Q, V16, P203 PAVITT K, 1989, MANAGE SCI, V35, P81 PIERCE JL, 1977, ACAD MANAGE REV, V2, P26 POOLE MS, 1989, RES MANAGEMENT INNOV QUINN RE, 1983, ORG THEORY PUBLIC PO QUINN RE, 1988, RATIONAL MANAGEMENT ROGERS EM, 1983, DIFFUSION INNOVATION ROTHWELL R, 1973, RES POLICY, V2, P204 SCHROEDER RG, 1989, RES MANAGEMENT INNOV, P107 SCOTT WR, 1992, ORG RATIONAL NATURAL SPENDER JC, 1995, HUM RELAT, V48, P35 THOMPSON JD, 1967, ORG ACTION TORNATZKY LG, 1990, PROCESSES TECHNOLOGI VANDEVEN A, 1988, COMMUN RES, V15, P632 VANDEVEN AH, 1989, RES MANAGEMENT INNOV WOLFE RA, 1994, J MANAGE STUD, V31, P405 ZAHRA S, 1994, J HIGH TECHNOLOGY MA, V5, P183 ZALTMAN G, 1973, INNOVATIONS ORG ZAMMUTO RF, 1991, RES ORG CHANGE DEV, V5, P83 ZAMMUTO RF, 1992, ACAD MANAGE REV, V17, P701 ZMUD RW, 1982, MANAGE SCI, V28, P1421 NR 72 TC 7 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 1998 VL 15 IS 1 BP 1 EP 24 PG 24 SC Engineering, Industrial GA ZH087 UT ISI:000073070800001 ER PT J AU Irwin, JG Hoffman, JJ Lamont, BT TI The effect of the acquisition of technological innovations on organizational performance: A resource-based view SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE resource-based view; technological innovations ID COMPETITIVE ADVANTAGE; STRATEGIC MANAGEMENT; GENERIC STRATEGIES; FIRM; DETERMINANTS; INDUSTRY AB This study examined the relationship between the acquisition of technological innovations and organizational performance using the framework of firm resource-based theory, as proposed by Barney [Barney, J., 1991. Firm resources and sustained competitive advantage. J. Manage. 17, 99-120]. It was hypothesized that there would be a significant and positive relationship between the acquisition of technological innovations and organizational performance. It was further hypothesized that this relationship would be moderated by the extent to which the technological innovations were simultaneously valuable, imperfectly imitable, and rare. A sample of 189 Florida hospitals was used in the study. A positive and significant relationship was found between the acquisition of medical technological innovations and hospital financial performance, and the relationship was found to be strongest when the hospital's medical technologies were simultaneously valuable, imperfectly imitable, and rare. (C) 1998 Elsevier Science B.V. C1 Florida State Univ, Coll Business, Dept Management, Tallahassee, FL 32306 USA. Troy State Univ Florida Reg, Coll Business, Ft Walton Beach, FL USA. RP Hoffman, JJ, Florida State Univ, Coll Business, Dept Management, Tallahassee, FL 32306 USA. CR *AM HOSP ASS, 1990, AM HOSP ASS GUID HLT AMIT R, 1993, STRATEGIC MANAGE J, V14, P33 BARNETT WP, 1994, STRATEGIC MANAGE J, V15, P11 BARNEY J, 1991, J MANAGE, V17, P99 BARNEY JB, 1994, STRATEGIC MANAGE J, V15, P5 BARNEY JB, 1996, ORGAN SCI, V7, P469 BEARD C, 1992, J MARKETING, V26, P5 CARDY RI, 1991, J HIGH TECHNOLOGY MA, V2, P193 CLEMONS EK, 1986, INFORM MANAGE, V11, P131 CLEMONS EK, 1991, MIS QUART, V15, P275 COHEN J, 1983, APPL MULTIPLE REGRES CONNER KR, 1996, ORGAN SCI, V7, P477 DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 FINKELSTEIN S, 1992, ACAD MANAGE J, V35, P505 GARNICK DW, 1987, HEALTH SERV RES, V22, P69 GODFREY PC, 1995, STRATEGIC MANAGE J, V16, P519 HANSEN GS, 1989, STRATEGIC MANAGE J, V10, P399 HARTZ AJ, 1989, NEW ENGL J MED, V321, P1720 HENDERSON R, 1994, STRATEGIC MANAGE J, V15, P63 KERLINGER FN, 1986, FDN BEHAV RES KIMBERLY J, 1989, HLTH CARE TECHNOLOGY, P155 KIMBERLY JR, 1981, ACAD MANAGE J, V24, P689 KOGUT B, 1992, ORGAN SCI, V3, P383 LAMONT BT, 1993, HEALTH SERV RES, V28, P623 LENGNICKHALL CA, 1992, J MANAGE, V18, P399 LUFT H, 1992, CONT POLICY ISSUES, V3, P89 MAHONEY JT, 1992, STRATEGIC MANAGE J, V13, P363 MAIDIQUE MA, 1988, READINGS MANAGEMENT, P236 MARLIN D, 1994, STRATEGIC MANAGE J, V15, P229 MEYER AD, 1988, ACAD MANAGE J, V31, P897 NOETHER M, 1988, J HLTH EC, V7, P259 OST J, 1987, SOC SCI MED, V25, P75 PEGELS C, 1988, STRATEGIC MANAGEMENT PETERAF MA, 1993, STRATEGIC MANAGE J, V14, P179 PORTER ME, 1985, COMPETITIVE ADVANTAG RUMELT R, 1994, FUNDAMENTAL ISSUES S RUMELT RP, 1991, STRATEGIC MANAGE J, V12, P167 RUSSELL LB, 1979, TECHNOLOGY HOSP MED SHANKLIN WL, 1984, MARKETING HIGH TECHN SHORTELL SM, 1990, INNOVATIONS HLTH CAR, P144 SMITH HL, 1986, COMPETITIVE HOSP MAN STACEY GS, 1990, INT J TECHNOL MANAGE, V5, P389 STATEN M, 1988, J HLTH EC, V7, P73 TAGGERT MP, 1989, HLTH CARE TECHNOLOGY, P213 VANETTEN P, 1989, HLTH CARE TECHNOLOGY, P283 VENKATRAMAN N, 1989, ACAD MANAGE REV, V14, P423 ZAJAC EJ, 1989, STRATEGIC MANAGE J, V10, P413 ZWANZIGER J, 1990, SOCIO ECON PLAN SCI, V24, P81 NR 48 TC 4 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 1998 VL 15 IS 1 BP 25 EP 54 PG 30 SC Engineering, Industrial GA ZH087 UT ISI:000073070800002 ER PT J AU Moffat, LK TI Tools and teams: competing models of integrated product development project performance SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE concurrent engineering; product development; integration; project teams ID CROSS-FUNCTIONAL TEAMS; PREDICTORS; DESIGN AB Three models of the relationship between the tools and methods of integrated product development or concurrent engineering (CE) and project task performance are specified and tested on an international, multi-industry sample of CE project teams. The three models drawn from the literature are, respectively, a 'linear independence' CE tools model, a 'reciprocal interaction' CE tools model, and a 'serial' CE tools plus intervening team effectiveness model. Comparison of the model tests lends support to a composite, serial multipath specification where both team effectiveness and the CE methods for increasing development process simultaneity contribute directly to project performance and mediate the contributions of other CE tools. Team effectiveness was higher for teams using CE tools and methods which standardize engineering methodologies. The use of simultaneity methods was higher for project teams using some other CE tools. CE Tools for data integration and for increased customer input made no contribution to project task performance. The model specifying an interactive synergy between the tools and methods of CE was the least successful. Most of the benefits from the tools and methods of CE can be achieved by focusing implementation effort on increasing simultaneity in the development process and improving team decision-making effectiveness. (C) 1998 Elsevier Science B.V. C1 Carleton Univ, Sch Business, Ottawa, ON K1S 5B6, Canada. RP Moffat, LK, Carleton Univ, Sch Business, 1125 Colonel By Dr, Ottawa, ON K1S 5B6, Canada. CR *CHRYSL CONC ENG C, 1992, MANUFACTURING EN APR, P35 ANCONA DG, 1992, ADMIN SCI QUART, V37, P634 ANCONA DG, 1992, ORGAN SCI, V3, P321 BARON RM, 1986, J PERS SOC PSYCHOL, V51, P1173 BURNS T, 1961, MANAGEMENT INNOVATIO CARTER DE, 1992, CONCURRENT ENG PRODU CLARK KB, 1991, PRODUCT DEV PERFORMA COOPER RG, 1986, J PROD INNOVAT MANAG, V3, P71 COOPER RG, 1987, IEEE T ENG MANAGE, V34, P184 DENISON DR, 1996, ACAD MANAGE J, V39, P1005 EMMANUELIDES PA, 1993, J ENG TECHNOL MANAGE, V10, P363 EPPINGER SD, 1994, RES ENG DES, V6, P1 ETTLIE JE, 1993, IMPACT EARLY MOVER S ETTLIE JE, 1995, IEEE T ENG MANAGE, V42, P74 GALBRAITH JR, 1977, ORG DESIGN GERWIN D, 1997, MANAGE SCI, V43, P1275 GRAVES SB, 1991, HEWLETTPACKARD J, P71 GUPTA AK, 1990, CALIF MANAGE REV, V32, P24 HACKMAN JR, 1987, HDB ORG BEHAV HANDFIELD RB, 1994, IEEE T ENG MANAGE, V41, P384 HAUPTMAN O, 1996, IEEE T ENG MANAGE, V43, P153 HAYES R, 1988, DYNAMIC MANUFACTURIN HITT MA, 1993, J ENG TECHNOL MANAGE, V10, P161 KAHANER D, 1993, CONCURRENT ENG RES R, V5, P6 KELLER RT, 1986, ACAD MANAGE J, V29, P715 KRISHNAN V, 1993, 363593MSA KUSIAK A, 1993, CONCURRENT ENG AUTOM LAWRENCE PR, 1967, ORG ENV MANAGING DIF LAWSON M, 1994, CONCURRENT ENG-RES A, V2, P1 LEE H, 1994, 1994 INT C PROD DEV LIKER JK, 1993, AC MAN C JOINT TIM P LIKER JK, 1995, TECHN INN MAN DIV AC LINTON L, 1991, 005 CALS DEP COMM MCCORD KR, 1993, 359493MSA MINTZBERG H, 1979, STRUCTURING ORG NEVINS JL, 1989, CONCURRENT DESIGN PR RUSINKO CA, 1993, AC MAN TIM POS S AUG RUSINKO CA, 1996, AC MAN M AUG SANCHEZ R, 1995, STRATEGIC MANAGE J, V16, P135 SPEARS JR, 1992, CERCTRRN92008 W VIRG STEVENS J, 1992, APPL MULTIVARIATE ST STEVENS WH, 1990, CIRCUIT DESIGN MAY, P35 SUSMAN GI, 1992, INTEGRATING DESIGN M SUSMAN GI, 1994, RES SEM TECHN OP MAN SUSMAN GI, 1996, PRODUCT DEV TEAM EFF TAKEUCHI H, 1986, HARVARD BUSINESS JAN, P137 THOMPSON JD, 1967, ORG ACTION TRYGG L, 1993, J PROD INNOVAT MANAG, V10, P403 VANDEVEN A, 1976, AM SOCIOL REV, V41, P322 WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD WHTINEY DR, 1986, STRATEGIC APPROACH P WINNER RI, 1988, R338 I DEF AN NR 52 TC 9 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 1998 VL 15 IS 1 BP 55 EP 85 PG 31 SC Engineering, Industrial GA ZH087 UT ISI:000073070800003 ER PT J AU Kichuk, SL Wiesner, WH TI The Big Five personality factors and team performance: implications for selecting successful product design teams SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE team; selection; personality; performance; product design teams ID JOB-PERFORMANCE; WORK GROUPS; 5-FACTOR MODEL; VALIDITY; PROJECT; ORGANIZATIONS; METAANALYSIS; DIMENSIONS; PREDICTORS; INDUSTRY AB In the pursuit of faster product development, product design teams are a growing phenomenon in many organizations. In order to be successful, these teams must be composed of people who work well together. However, despite the benefit of selecting the optimal combination of team members, this topic has received little attention. Personality has been identified as a potentially helpful selection variable in the determination of optimal team composition. This study examines the relationships between the 'Big Five' personality factors (Conscientiousness, Extraversion, Neuroticism, Agreeableness, and Openness to Experience) and objective team performance for three-member product design teams. In addition to this, the potential incremental contribution of personality to the variance in team performance over that accounted for by established selection measures such as general cognitive ability was investigated. In the short duration of the study, it became apparent that some teams were capable of success, and some were not. Successful teams were characterized by higher levels of general cognitive ability, higher extraversion, higher agreeableness, and lower neuroticism than their unsuccessful counterparts. In successful teams, the heterogeneity of conscientiousness was negatively related to increments in product performance. Implications for the selection of product design teams and future directions for research discussed. (C) 1997 Elsevier Science B.V. C1 US Int Univ, Coll Business, San Diego, CA 92131 USA. RP Kichuk, SL, US Int Univ, Coll Business, San Diego, CA 92131 USA. CR *WOND PERS TESTS, 1992, WOND PERS TEST SCHOL ADAMS S, 1953, SOC FORCES, V32, P16 ALLISON PD, 1978, AM SOCIOL REV, V43, P865 ALTMAN I, 1967, HUM RELAT, V20, P313 BARRICK MR, 1991, PERS PSYCHOL, V44, P1 BASS BM, 1954, PSYCHOL BULL, V51, P465 BELBIN RM, 1981, MANAGEMENT TEAMS THE BERKOWITZ L, 1959, SOCIOMETRY, V19, P210 BORMAN WC, 1980, J APPL PSYCHOL, V65, P662 BOUCHARD TJ, 1969, J APPL PSYCHOL, V53, P1 BRIGGS SR, 1989, PERSONALITY PSYCHOL, P246 CAMPBELL JP, 1990, PERS PSYCHOL, V43, P231 CAMPION MA, 1993, PERS PSYCHOL, V46, P823 CATTELL RB, 1951, HUM RELAT, V4, P161 CATTELL RB, 1954, HUM RELAT, V7, P493 COOPER RG, 1993, IND MARKET MANAG, V22, P85 COOPER RG, 1994, J PROD INNOVAT MANAG, V11, P381 COOPER RG, 1994, RES TECHNOL MANAGE, V37, P40 COSTA PT, 1992, REVISED NEO PERSONAL DAY DV, 1989, PERS PSYCHOL, V42, P25 DIGMAN JM, 1986, J PERS SOC PSYCHOL, V50, P116 DIGMAN JM, 1990, ANNU REV PSYCHOL, V41, P417 DRISKELL JE, 1987, REV PERSONALITY SOCI, V9, P91 DRISKELL JE, 1992, TEAMS THEIR TRAINING, P101 FLYNN R, 1990, LEADER ORG DEV J, V11, P26 FOLEY J, 1972, 7 MENTAL MEASUREMENT, P401 GATEWOOD RD, 1994, HUMAN RESOURCE SELEC GEORGE JM, 1990, J APPL PSYCHOL, V75, P107 GEORGE JM, 1992, J MANAGE, V18, P185 GHISELLI EE, 1958, J ABNORMAL SOCIAL PS, V57, P61 GLADSTEIN DL, 1984, ADMIN SCI QUART, V29, P499 GOLDBERG LR, 1990, J PERS SOC PSYCHOL, V59, P1216 GOLEMBIEWSKI RT, 1962, SMALL GROUP ANAL RES GOODMAN PS, 1986, DESIGNING EFFECTIVE, P1 GUPTA AK, 1990, CALIF MANAGE REV, V32, P24 HACKMAN JR, 1975, ADV EXPT SOCIAL PSYC HAYTHORN W, 1953, J ABNORMAL SOCIAL PS, V48, P276 HELMREICH RL, 1984, HUM FACTORS, V26, P583 HESLIN R, 1964, PSYCHOL BULL, V62, P248 HESS AK, 1992, 11 MENTAL MEASURMENT, P603 HOFFMAN LR, 1959, J ABNORMAL SOCIAL PS, V58, P27 HOFFMAN LR, 1961, J ABNORMAL SOCIAL PS, V62, P401 HOGAN RT, 1991, HDB IND ORG PSYCHOL, V2, P873 HOUGH LM, 1992, HUM PERFORM, V5, P139 JAMES LR, 1982, J APPL PSYCHOL, V67, P219 JENSEN AR, 1993, CURRENT DIRECTIONS P, V2, P9 KAHAN JP, 1985, INDIVIDUAL CHARACTER KELLER RT, 1986, ACAD MANAGE J, V29, P715 KEZSBOM DS, 1992, IND ENG MAY, P54 KICHUK SL, 1996, 17 ANN INN RES CTR N KLIMOSKI R, 1994, ANN C SOC IND ORG PS LANE J, 1987, MANAGE ACCOUNTING, P27 LARSON EW, 1988, J PROD INNOVAT MANAG, V5, P180 LORD RG, 1986, J APPL PSYCHOL, V71, P402 MAIDIQUE MA, 1984, IEEE T ENG MANAGE, V31, P192 MANN RD, 1959, PSYCHOL BULL, V56, P241 MCCRAE RR, 1987, J PERS SOC PSYCHOL, V52, P81 MCDONOUGH EF, 1992, J PROD INNOVAT MANAG, V9, P44 MCGRATH JE, 1962, J ABNORMAL SOCIAL PS, V65, P365 MCHENRY JJ, 1990, PERS PSYCHOL, V43, P335 MOAD J, 1994, DATAMATION, V40, P27 MOOS RH, 1962, J ABNORMAL SOCIAL PS, V65, P190 NIEVA VF, 1978, TEAM DIMENSIONS THEI NORMAN WT, 1963, J ABNORMAL SOCIAL PS, V66, P574 NORUSIS MJ, 1990, SPSS PC PLUS ADV STA NORUSIS MJ, 1990, SPSS PC PLUS BASE MA NORUSIS MJ, 1990, SPSS PC PLUS STAT 4 OREILLY CA, 1977, J APPL PSYCHOL, V62, P674 PEARCE JA, 1987, HUM RELAT, V40, P751 PERRY TS, 1990, IEEE SPECTRUM OCT, P61 PETERS T, 1987, THRIVING CHAOS PITCHER P, 1993, BUSI Q, V58, P47 RICHARDSON HM, 1952, J SOC PSYCHOL, V36, P141 RIDEOUT R, 1986, COMPUTING CANADA, V122, P9 RIDGEWAY CL, 1983, DYNAMICS SMALL GROUP SCHMIT MJ, 1993, J APPL PSYCHOL, V78, P966 SCHNEIDER FW, 1972, J SOC PSYCHOL, V86, P291 SHAW ME, 1971, GROUP DYNAMICS PSYCH SHAW ME, 1976, J PERS SOC PSYCHOL, V34, P412 SMELSER WT, 1961, J ABNORMAL SOCIAL PS, V62, P535 SORENSON JR, 1973, HUM RELAT, V26, P639 STEINER LD, 1972, GROUP PROCESS PRODUC STOGDILL RM, 1974, HDB LEADERSHIP SURVE TERBORG JR, 1976, J PERS SOC PSYCHOL, V34, P782 TETT RP, 1991, PERS PSYCHOL, V44, P703 TETT RP, 1994, PERS PSYCHOL, V47, P157 THOMS P, 1996, J ORGAN BEHAV, V17, P349 TUPES EC, 1961, ASDTR6197 USAF PERS TZINER A, 1982, J APPL PSYCHOL, V67, P769 TZINER A, 1985, PSYCHOL REP, V57, P1111 WATSON D, 1971, J PERS SOC PSYCHOL, V20, P180 WEICK KE, 1969, SOCIOMETRY, V32, P413 WHYTE WF, 1941, AM J SOCIOL, V46, P647 WIDIGER TA, 1992, 11 MENTAL MEASUREMEN, P603 WILLIAMS WM, 1988, INTELLIGENCE, V12, P351 NR 95 TC 11 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 1997 VL 14 IS 3-4 BP 195 EP 221 PG 27 SC Engineering, Industrial GA YT584 UT ISI:000071621700001 ER PT J AU Omta, SWF de Leeuw, ACJ TI Management control, uncertainty, and performance in biomedical research in universities, institutes and companies SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE management control; uncertainty; biomedical research ID WORK AB This paper surveys the relationships between management control, uncertainty and performance in biomedical research. It starts from the contextual variation, stemming from differences in objectives and goals, profit orientation and level and sources of uncertainty between universities, institutes and companies. The study consists of in-depth interviews and questionnaire surveys of R&D directors, institute directors, biomedical professors and their senior scientific staff. Confirming evidence has been found for the thesis, that a fundamental association exists between management control and performance, dividing high from low performers. Our results indicate that the difference in uncertainty between basic research, applied research and industrial R&D is not as high as generally assumed. It is not primarily the uncertainty of the research process itself, but the uncertainty in relation to the task environment that counts. Developmental research has gradually become more uncertain, because of the high costs of failure, Only the best pharmaceutical companies have adapted their control systems to this level of uncertainty. An incremental strategy seems more successful than a radical one in the short run. However, a company which puts too much emphasis on incrementation may find itself below the critical mass for keeping up the innovative potential in the long run. (C) 1997 Elsevier Science B.V. C1 Univ Groningen, Fac Management & Org, NL-9700 AV Groningen, Netherlands. RP Omta, SWF, Univ Groningen, Fac Management & Org, POB 800, NL-9700 AV Groningen, Netherlands. CR *OECD, 1980, HET METEN WETENSCHAP *RAWB, 1983, SER PUBL RAWB *RGO, 1994, ADV BRED AN GEZ ALLEN TJ, 1977, MANAGING FLOW TECHNO ANDREWS FM, 1979, SCI PRODUCTIVITY EFF BADAWY MK, 1988, RES TECHNOL MANAGE, V31, P19 BASBERG BL, 1987, RES POLICY, V16, P131 BESSE REM, 1973, U ORG BIRNBAUM R, 1988, COLL WORK CYBERNETIC BURNS T, 1961, MANAGEMENT INNOVATIO BYRNE PM, 1991, ACHIEVING CUSTOMER S, P111 CAPRON H, 1994, MANAGEMENT TECHNOLOG, V4, P467 COHEN MD, 1974, LEADERSHIP AMBIGUITY CRONBACH LJ, 1970, ESSENTIALS PSYCHOL T DAFT RL, 1992, ORG THEORY DESIGN DELEEUW ACJ, 1990, ORGANISATIES MANAGEM DITS H, 1988, THESIS U AMSTERDAM EASTERBROOK PJ, 1991, LANCET, V337, P867 FRANKLIN MN, 1988, COMMUNITY SCI EUROPE GALBRAITH J, 1973, DESIGNING COMPLEX OR GALE RP, 1992, BONE MARROW TRANSPL, V9, P303 GALES L, 1995, J ENG TECHNOL MANAGE, V12, P77 GAMBARDELLA A, 1992, RES POLICY, V21, P391 GILLEY JW, 1986, SEARCHING ACAD EXCEL GOULDNER AW, 1957, ADM SCI Q, V2, P281 GROSS F, 1983, DECISION MAKING DRUG HAMEL G, 1989, STRATEGIC INTENT BES, P187 HOFSTEDE GH, 1981, ACCOUNT ORG SOC, V3, P193 HULL DL, 1988, SCI PROCESS EVOLUTIO JANSZEN FHA, 1994, MANAGEMENT TECHNOLOG, V4, Q143 JAUCH LR, 1976, RES MANAGE, V19, P23 KANTER RM, 1989, NEW MANAGERIAL WORK, P13 KAPPERT CB, 1997, IN PRESS NEURAL NETW KNORRCETINA KD, 1981, MANUFACTURE KNOWLEDG KRUGER D, 1994, R D MAN C MANCH KUHN TS, 1970, STRUCTURE SCI REVOLU LATOUR B, 1979, LAB LIFE SOCIAL CONS LATOUR B, 1987, SCI ACTION FOLLOW SC LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LYNN M, 1991, BILLION DOLLAR BATTL MADDOX J, 1988, NATURE, V336, P199 MARCH JG, 1987, MANAGE SCI, V33, P1404 MASON RO, 1979, PUBLIC ADMIN REV, P112 MAYNTZ R, 1985, FORSCHUNGSMANAGEMENT MOED HF, 1992, BIBLIOMETRIC SYSTEM OMTA SWF, 1995, CRITICAL SUCCESS FAC PAVITT K, 1988, HDB QUANTITATIVE STU PFEFFER J, 1978, EXTERNAL CONTROL ORG ROUSSEL PA, 1991, 3 GENERATION R D SPANGENBERG JFA, 1989, EC ATMOSPHERE JOINT SPIEGELROSING I, 1977, SCI TECHNOLOGY SOC C STEELE LW, 1989, MANAGING TECHNOLOGY TAGGART JH, 1993, WORLD PHARM IND TUSHMAN ML, 1979, ADM SCI Q, V24, P82 TUSHMAN ML, 1980, COMMUNICATION TECHNI, P91 TUSHMAN ML, 1988, READINGS MANAGEMENT VANDEVEN A, 1980, MEASURING ASSESSING VANENGELEN JML, 1989, AFSTEMMING INFORMATI VEBLEN T, 1957, HIGHER LEARNING AM VOLBERDA HW, 1992, THESIS U GRONINGEN W WEICK KE, 1979, SOCIAL PSYCHOL ORG WILLIAMSON OE, 1981, AM J SOCIOL, V87, P548 WITHEY M, 1983, ACAD MANAGE J, V26, P45 WOODEARD J, 1965, IND ORG THEORY PRACT ZELDENRUST S, 1989, THESIS AMSTERDAM NR 65 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 1997 VL 14 IS 3-4 BP 223 EP 257 PG 35 SC Engineering, Industrial GA YT584 UT ISI:000071621700002 ER PT J AU Ulhoi, JP TI Industry and the environment: a case study of cleaner technologies in selected European countries SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article AB The aim of this case study is to discuss the role of technology in addressing environmental problems, The paper tries to scratch beneath the surface of the increasingly frequent 'quick-fix' solutions to the present environmental problems, based on such beguiling catchwords as Cleaner Technologies, Best Available Technologies, and Best Available Technologies Not Exceeding Excessive Costs, etc., in an attempt to discover whether there is any substance in them, or whether they are just full of hot air. Recent data from case studies performed by the author in Germany and Finland as well as a postal questionnaire in Denmark are presented. The paper analyses and discusses the roles and responsibilities of designers, industrialists, and government policy-makers. It is argued that existing regulatory regimes, supranational industrial structures, and market mechanisms do not favour the development of cleaner technologies, nor do they promote a reduction in consumption patterns. Evidence from ongoing empirical research in Northwest Europe suggests that industry is far from developing and/or implementing cleaner technologies, The paper closes with a discussion of some of the policy implications involved and some examples of urgently needed further research. (C) 1997 Elsevier Science B.V. C1 Fac Business Adm, Aarhus Sch Business, Dept Org & Management, DK-8210 Aarhus V, Denmark. RP Ulhoi, JP, Fac Business Adm, Aarhus Sch Business, Dept Org & Management, Haslegaardsvej 10, DK-8210 Aarhus V, Denmark. CR *OECD, 1995, TECHN CLEAN PROD PRO ANDERSON P, 1990, ADM SCI Q, V35 AUSUBEL JH, 1996, AM SCI, V84, P166 AYRES RU, 1989, TECHNOLOGY ENV CLIFT R, 1996, EARTHSCAN READER BUS DOELEMAN JA, 1992, RES PHILOS TECHNOLOG, V12 GOODLAND R, 1992, ENV SUSTAINABLE DEV GREEN K, 1996, EARTHSCAN READER BUS HEATON G, 1991, TRANSFORMING TECHNOL MACKENZIE D, 1991, GREEN DESIGN DESIGN MADSEN H, 1992, TECHNOL ANAL STRATEG, V4, P311 MADSEN H, 1996, BUSINESS STRATEGY EN, V5, P22 SCHUMACHER EF, 1979, GOOD WORK ULHOI JP, 1994, MANAGEMENT TECHNOLOG, P653 ULHOI JP, 1995, EUR J OPERATIONAL RE, V80, P1 ULHOI JP, 1995, GREENER MANAGE INT, V10, P85 ULHOI JP, 1996, IN PRESS INT J TECHN ULHOI JP, 1996, TRAINING ENV MANAG 1 NR 18 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 1997 VL 14 IS 3-4 BP 259 EP 271 PG 13 SC Engineering, Industrial GA YT584 UT ISI:000071621700003 ER PT J AU McCutcheon, DM Grant, RA Hartley, J TI Determinants of new product designers' satisfaction with suppliers' contributions SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE collaborative product design; supplier relations; product design management ID JAPANESE AB A recent trend in product development is the move to outsource more of the design and development work. Specifically, manufacturing firms are looking to component suppliers to increase their roles from that of supplying specified components to that of sharing in or taking major responsibility for component design and development. Effective teaming of product designers and the allied suppliers is likely to become an increasingly important element in the product innovation process. However, this role may be unfamiliar to both product development staff and component supplier staff. This study examines perceptions of new product designers about the component suppliers they used for the design of critical technology in recent new product development projects. The study focuses on how the suppliers were viewed in terms of their technical capability and how it contributed to the project, as well as their capability to work effectively with the product design team. Results indicate that the cooperativeness of the supplier was probably more influential than its technical competence in influencing the willingness of the product designer to bring the component supplier into future development projects. (C) 1997 Elsevier Science B.V. C1 Univ Victoria, Fac Business, Victoria, BC V8W 3P1, Canada. Bowling Green State Univ, Coll Business Adm, Bowling Green, OH 43403 USA. RP McCutcheon, DM, Univ Victoria, Fac Business, Ms 8264, Victoria, BC V8W 3P1, Canada. CR *GAL RES, 1993, WARDS BUS DIR US PRI, V4 BLENKHORN DL, 1991, IND MARKET MANAG, V19, P21 CHIN W, 1994, PLS GRAPH VERSION 2 CLARK KB, 1989, MANAGE SCI, V35, P1247 CLARK KB, 1991, PRODUCT DEV PERFORMA COOK TD, 1979, QUASIEXPERIMENTATION, P405 COOPER RG, 1993, ENG MANAGE REV, V21, P5 CUSUMANO MA, 1991, STRATEGIC MANAGE J, V12, P563 DOBLER DW, 1990, PURCHASING MAT MANAG DYER JH, 1993, SLOAN MANAGE REV, V35, P51 ETTLIE JE, 1986, MANAGING TECHNOLOGIC, P72 FORNELL C, 1981, J MARKETING RES, V18, P39 HEIDE JB, 1990, J MARKETING RES, V27, P24 KAMATH RR, 1994, HARVARD BUS REV, V72, P154 LAMMING R, 1990, INT J TECHNOL MANAGE, V5, P649 LITTLER D, 1995, J PROD INNOVAT MANAG, V12, P16 MCCUTCHEON DM, 1989, INT J OPER PROD MAN, V9, P5 PEDHAZUR EJ, 1982, MULTIPLE REGRESSION, P822 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 RING PS, 1994, ACAD MANAGE REV, V19, P90 SMITKA MJ, 1991, COMPETITIVE TIES SUB, P264 SPEKMAN RE, 1988, BUS HORIZONS, V31, P75 STALK G, 1988, HARVARD BUS REV, V66, P41 STUART FI, 1993, INT J PURCHASING MAT, V29, P22 STUART I, 1995, INT J PURCHASING MAT, V31, P2 TAYLOR A, 1994, FORTUNE, V130, P52 TEMPLIN N, 1994, WALL STREET J 1219, A1 WOLD H, 1982, 2 GENERATION MULTIVA, V1, CH15 WOMACK JP, 1991, MACHINE CHANGED WORL ZIRGER BJ, 1990, MANAGE SCI, V36, P867 NR 30 TC 5 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 1997 VL 14 IS 3-4 BP 273 EP 290 PG 18 SC Engineering, Industrial GA YT584 UT ISI:000071621700004 ER PT J AU Gerwin, D Moffat, L TI Authorizing processes changing team autonomy during new product development SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE autonomy; authorizing; cross-functional teams; concurrent engineering; empowerment; new product development; socio-technical systems ID INTRAORGANIZATIONAL POWER; PERFORMANCE; EMPOWERMENT; INNOVATION AB One basic feature of recent collaborative team arrangements for organizing new product development is a high degree of autonomy for cross-functional teams. The literature, however, has not provided a very precise analysis of team autonomy in the context of new product development. The theoretical framework advanced here, based on the literature and the authors' case studies, assumes that developing a large and technologically sophisticated new product requires a hierarchy of collaborating teams. In this complex organizational context, managers do not completely predetermine any one team's autonomy. During the course of a new product development program, certain authorizing (deauthorizing) processes produce ad hoc changes in autonomy. This paper identifies specific authorizing processes and hypothesizes about variables that should affect them. The propositions also lead to some managerial implications for preserving team autonomy. (C) 1997 Elsevier Science B.V. C1 Carleton Univ, Fac Social Sci, Sch Business, Res Program Managing Technol Change Mfg, Ottawa, ON K1S 5B6, Canada. Carleton Univ, Dept Syst & Comp Engn, Ottawa, ON K1S 5B6, Canada. RP Gerwin, D, Carleton Univ, Fac Social Sci, Sch Business, Res Program Managing Technol Change Mfg, 1125 Colonel By Dr, Ottawa, ON K1S 5B6, Canada. CR ANCONA DG, 1992, ADMIN SCI QUART, V37, P634 BAILYN L, 1993, BREAKING MOLD WOMEN BARKER JR, 1993, ADMIN SCI QUART, V38, P408 CARTWRIGHT D, 1965, HDB ORG, P1 CLARK K, 1991, PRODUCT DEV PERFORMA CLARK KB, 1985, RES POLICY, V14, P235 CLARK KB, 1992, CALIF MANAGE REV, V34, P9 COHEN S, 1990, GROUPS WORK THOSE DO, P36 CONGER JA, 1988, ACAD MANAGE REV, V13, P471 DAVIS S, 1977, MATRIX EMERY F, 1993, PARTICIPATIVE DESIGN GALBRAITH JR, 1973, DESIGNING COMPLEX OR GERSICK CJG, 1990, GROUPS WORK THOSE DO, P146 GERWIN D, 1981, HDB ORG DESIGN, V2, P3 GERWIN D, 1993, CALIF MANAGE REV, V35, P123 GOODMAN PS, 1988, PRODUCTIVITY ORG, P295 HACKMAN J, 1980, WORK REDESIGN HACKMAN JR, 1986, DESIGNING EFFECTIVE, P72 HACKMAN JR, 1990, GROUPS WORK THOSE DO, P479 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HICKSON DJ, 1971, ADM SCI Q, V16, P216 HININGS CR, 1974, ADM SCI Q, V19, P22 HIRSCHHORN L, 1988, WORKPLACE HIRSCHHORN L, 1991, MANAGING NEW TEAM EN IMAI K, 1985, UNEASY ALLIANCE KAHN WA, 1994, ACAD MANAGE REV, V19, P17 KATZ R, 1985, ACAD MANAGE J, V28, P67 KETCHUM L, 1992, ALL TEAMS ARE NOT CR KLEIN JA, 1991, HUM RELAT, V44, P21 LIKERT R, 1961, NEW PATTERNS MANAGEM LINTON L, 1991, 1 PRINCIPLES CONCURR MANZ C, 1989, SUPERLEADERSHIP LEAD MARCH J, 1958, ORGANIZATIONS MCCANN JE, 1979, ACAD MANAGE REV, V4, P113 MILLER E, 1975, HUM RELAT, V28, P349 MINTZBERG H, 1983, STRUCTURE 5 DESIGNIN MOHRMAN SA, 1995, DESIGNING TEAM BASED PARKER GM, 1994, CROSS FUNCTIONAL TEA PAVA C, 1983, MANAGING NEW OFFICE PURSER RE, 1992, J ENG TECHNOL MANAGE, V9, P1 THOMAS KW, 1990, ACAD MANAGE REV, V15, P666 THOMPSON J, 1967, ORG ACTION ULRICH K, 1995, PRODUCT DESIGN DEV VONHIPPEL E, 1990, RES POLICY, V19, P407 WALTON RE, 1986, DESIGNING EFFECTIVE, P168 NR 45 TC 6 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 1997 VL 14 IS 3-4 BP 291 EP 313 PG 23 SC Engineering, Industrial GA YT584 UT ISI:000071621700005 ER PT J AU Rusinko, CA Matthews, JO TI Evolution of a technological community: A case study of financial derivatives SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; technological community; derivatives; securities industry AB This paper uses a technological community framework to describe the emergence of financial derivatives in the securities industry. It extends the community framework (e.g., [Van de Ven, A.H., 1993, A community perspective on the emergence of innovations, J. Eng. Technol. Manage. 10, 23-51]) whereby innovations are developed and commercialized through three events: resource endowments, proprietary functions, and institutional arrangements. Recent product failures in the derivatives market are examined in terms of breakdowns within the community; these are manifested most publicly by large financial losses incurred by some end users (e.g., Gibson Greeting; Procter and Gamble). A community perspective is used to offer recommendations to prevent future breakdowns, The events that lead to the emergence of financial derivatives and the subsequent breakdowns that occur within the community influence or 'co-produce' one another. That is, when there is a breakdown in one of the events, that tends to co-produce additional breakdowns in the other two events. To prevent future breakdowns, the community must ensure that all events are developed in as parallel a fashion as possible, The findings of this study can be used to build and test grounded theory on how innovations and first-of-a-kind products are developed and commercialized within a technological communities framework. (C) 1997 Elsevier Science B.V. C1 Villanova Univ, Coll Commerce & Finance, Dept Management, Villanova, PA 19085 USA. Villanova Univ, Coll Commerce & Finance, Dept Econ, Villanova, PA 19085 USA. RP Rusinko, CA, Villanova Univ, Coll Commerce & Finance, Dept Management, Villanova, PA 19085 USA. CR 1993, DERIVATIVES PRACTICE 1996, WALL STREET J 0517, A14 *DER POL GROUP, 1995, FRAM VOL OV *US GEN ACC OFF, 1994, FIN DER ACT NEC PROT BLACK F, 1973, J POLITICAL EC, V81, P637 CONSTANT EW, 1980, ORIGINS TURBOJET REV CONSTANT EW, 1987, SOCIAL CONSTRUCTION CRINGLEY RX, 1994, FORBES ASAP 0411, P74 CULP CL, 1995, DER Q, V1, P8 DEBACKERE K, 1994, TECHNOL ANAL STRATEG, V6, P21 DWYER P, 1995, BUSINESS WEEK 0313, P30 GARUD R, 1989, RES MANAGEMENT INNOV HU TC, 1993, YALE LAW J, V102, P1457 HYATT JC, 1993, NY TIMES 0209, C19 HYLTON RD, 1994, FORTUNE 1031, P199 KOLMAN J, 1994, GUIDE DERIVATIVES MA LOOMIS CJ, 1994, FORTUNE 0307, P40 LOOMIS CJ, 1995, FORTUNE 0320, P50 MARKOWITZ HM, 1952, J FINANC, V7, P77 MARSHALL JF, 1994, INVESTMENT BANKING B MATTHEWS JO, 1994, STRUGGLE SURVIVAL WA MILLER MH, 1994, SCH MANAGEMENT NOBEL PARE TP, 1994, FORTUNE 0725, P106 PARKINSON P, 1995, RISK MAG ANN C NEWP, P1 RAPPA MA, 1992, R&D MANAGE, V22, P209 ROGERS EM, 1982, DIFFUSION INNOVATION SCHONFELD E, 1995, FORTUNE 0403, P60 SHARPE WF, 1964, J FINANC, V19, P425 TEECE D, 1987, COMPETITIVE CHALLENG VANDEVEN AH, 1989, RES MANAGEMENT INNOV VANDEVEN AH, 1993, J ENG TECHNOL MANAGE, V10, P23 WILLIAMSON OE, 1975, MARKETS HIERARCHIES ZALTMAN G, 1973, INNOVATIONS ORG NR 33 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 1997 VL 14 IS 3-4 BP 315 EP 336 PG 22 SC Engineering, Industrial GA YT584 UT ISI:000071621700006 ER PT J AU Griffin, A TI Modeling and measuring product development cycle time across industries SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE product development; metrics; cycle time ID TECHNOLOGY; PERFORMANCE; INNOVATION; COMPANIES; PROJECT; FASTER; MARKET; FIRMS; SPEED; TEAM AB As global competitive pressure increases and product life cycles compress, companies are trying to shorten product development cycles. This article relates the actual length of product development cycle times (in months) for project data from 21 divisions of 11 firms in 5 industries to project, process and team structure factors with statistically significant results. The model and data quantify the impact of project newness and complexity (the number of functions a product performs) on increasing development cycle time length. The data also demonstrate how much impact using a cross-functional product development team has on decreasing cycle time. (C) 1997 Elsevier Science B.V. C1 Univ Chicago, Grad Sch Business, Chicago, IL 60637 USA. RP Griffin, A, Univ Chicago, Grad Sch Business, 1101 E 58th St, Chicago, IL 60637 USA. CR 1989, RES DEV JAN, P15 *BOOZ ALL HAM, 1982, NEW PROD MAN 1980S ALI A, 1995, J PROD INNOVAT MANAG, V12, P54 ANCONA DG, 1987, ADV IND LABOR RELATI, V4, P199 ANCONA DG, 1990, RES TECHNOL MANAGE, V33, P25 ANCONA DG, 1992, ORGAN SCI, V3, P321 BAYUS B, 1995, SPEED MARKET NEW PRO BAYUS BL, 1994, J PROD INNOVAT MANAG, V11, P300 BROWN SL, 1995, ACAD MANAGE REV, V20, P343 CANNEL E, 1995, J PROD INNOVAT MANAG, V12, P1 CARLSON T, 1994, BRANDWEEK 0509, P24 CLARK KB, 1991, PRODUCT DEV PERFORMA COOPER RG, 1990, BUSINESS HORIZON MAY, P44 COOPER RG, 1991, IND MARKET MANAG, V20, P137 COOPER RG, 1993, J PROD INNOVAT MANAG, V10, P90 COOPER RG, 1994, J PROD INNOVAT MANAG, V11, P381 COOPER RG, 1995, 3 GENERATION STAGE G CORDERO R, 1991, J PROD INNOVAT MANAG, V8, P283 CRAWFORD CM, 1992, J PROD INNOVAT MANAG, V9, P188 DAVIS DB, 1989, ELECT BUSINESS 0529, P21 DOSI G, 1988, J ECON LIT, V26, P1120 DOUGHERTY D, 1992, STRATEGIC MANAGE J, V13, P77 DUMAINE B, 1989, FORTUNE 0213 DUMAINE B, 1991, FORTUNE 1007, P89 EISENHARDT KM, 1995, ADMIN SCI QUART, V40, P84 EMMANUELIDES PA, 1993, J ENG TECHNOL MANAGE, V10, P363 ETTLIE JE, 1995, MANAGE SCI, V41, P1224 GRIFFIN A, 1993, J PROD INNOVAT MANAG, V10, P112 GRIFFIN A, 1997, IN PRESS QUALITY MAN GUPTA AK, 1990, CALIF MANAGE REV, V32, P24 GUPTA AK, 1992, J PROD INNOVAT MANAG, V9, P11 HAYES RH, 1988, DYNAMIC MANUFACTURIN, CH10 HENKE JW, 1993, J PROD INNOVAT MANAG, V10, P216 HITT MA, 1993, J ENG TECHNOL MANAGE, V10, P161 HUSTAD TP, 1996, PDMA HDB NEW PRODUCT KARAGOZOGLU N, 1993, J PROD INNOVAT MANAG, V10, P204 KUCZMARSKI TD, 1992, MANAGING NEW PRODUCT LABAHN DW, 1996, J BUS RES, V36, P179 LAWRENCE R, 1993, J ADVERTISING RES, V33, RC3 MABERT VA, 1992, J PROD INNOVAT MANAG, V9, P200 MCDONOUGH EF, 1991, J PROD INNOVAT MANAG, V8, P203 MCDONOUGH EF, 1992, J PROD INNOVAT MANAG, V9, P44 MCDONOUGH EF, 1993, J PROD INNOVAT MANAG, V10, P241 MCGRATH ME, 1992, PRODUCT DEV SUCCESS MEYER MH, 1995, IEEE T ENG MANAGE, V42, P297 MILLSON MR, 1992, J PROD INNOVAT MANAG, V9, P53 MURMANN PA, 1994, J PROD INNOVAT MANAG, V11, P236 NELSON RR, 1986, FRONTIERS INNOVATION NIJSSEN EJ, 1994, H1725 ER U ROTT FAC NORTON J, 1992, SLOAN MANAGEMENT WIN, P66 PAGE AL, 1993, J PROD INNOVAT MANAG, V10, P273 PORT O, 1990, BUSINESS WEEK 0430, P110 RABINO S, 1993, J PROD INNOVAT MANAG, V10, P126 ROSENAU MD, 1990, FASTER NEW PRODUCT D ROSENTHAL SR, 1992, EFFECTIVE PRODUCT DE SCHILLER Z, 1992, BUSINESS WEEK 0203, P54 SCHINE E, 1994, MARKET BUSINESS WEEK, V21, P612 SCHOONHOVEN CB, 1990, ADMIN SCI QUART, V35, P177 SHERIDAN JH, 1988, IND WEEK 0801, P73 SMITH PG, 1990, ENG MANAGEMENT J, V2, P11 SMITH PG, 1991, DEV PRODUCTS HALF TI SPROW EE, 1992, MANUF ENG, V108, P35 STALK G, 1988, HARVARD BUSINESS JUL, P41 STERN G, 1993, WALL STREET J 1028 SYMONDS WC, 1991, BUSINESS WEEK 1021, P64 TAKEUCHI H, 1986, HARVARD BUSINESS JAN, P137 TRYGG L, 1993, J PROD INNOVAT MANAG, V10, P403 VESEY JT, 1991, ACAD MANAGEMENT EXEC, V5, P23 VESEY JT, 1992, IND MARKET MANAG, V21, P151 VONBRAUN CF, 1990, SLOAN MANAGE REV, V32, P49 WINNER RI, 1988, R338 I DEF AN WOMAK JP, 1990, MACHINE CHANGED WORL WOODRUFF D, 1991, BUSINESS WEEK 1104, P36 ZANGWILL WI, 1993, LIGHTNING STRATEGIES ZIRGER BJ, 1994, J ENG TECHNOL MANAGE, V11, P229 ZIRGER BJ, 1996, IEEE T ENG MANAGE, V43, P143 NR 76 TC 9 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 1997 VL 14 IS 1 BP 1 EP 24 PG 24 SC Engineering, Industrial GA YN989 UT ISI:000071230200001 ER PT J AU Garud, R Ahlstrom, D TI Technology assessment: a socio-cognitive perspective SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE technology assessment; social construction; innovation; research community ID COCHLEAR IMPLANTS; POWER AB Researchers use different approaches for assessing technologies. We develop this proposition by examining differences in approaches that 'insiders' and 'outsiders' use in their assessment of health care technologies, We also illustrate how the juxtaposition of these contrasting approaches creates a dynamic technological field and impacts technology selection. (C) 1997 Elsevier Science B.V. C1 NYU, Leonard N Stern Sch Business, New York, NY 10012 USA. RP Garud, R, NYU, Leonard N Stern Sch Business, 7-13 Tisch Hall,40 W 4th St, New York, NY 10012 USA. CR *NAT LIB MED, 1989, MEDLINE DAT ONL AHLSTROM D, 1996, MANAGING TECHNOLOGY, P154 AHLSTROM TP, 1992, KIDNEY PATIENTS BOOK BANTA DH, 1981, RATIONAL TECHNOLOGY BANTA H, 1987, ANTICIPATING ASSESSI BENTHAM J, 1897, INTRO PRINCIPLES MOR BERNSTEIN B, 1990, SOCIOLOGY HLTH ILLNE, P351 BIJKER WE, 1987, SOCIAL CONSTRUCTION BILGER RC, 1977, ANN OTOLOGY RH 2 S38, V86 BULKELEY W, 1995, WALL STREET J 0227, P1 CALLAHAN D, 1990, WHAT KIND LIFE LIMIT CONSTANT EW, 1987, SOCIAL CONSTRUCTION DAWES RM, 1988, RATIONAL CHOICE UNCE DEVRIES WC, 1984, NEW ENGL J MED, V310, P273 DOSI G, 1982, RES POLICY, V11, P147 DOSI G, 1997, TECHNOLOGICAL INNOVA, P41 DUNBAR RLM, 1995, ACAD MANAGE REV, V20, P171 FARRELL CJ, 1993, TECHNOL FORECAST SOC, V44, P161 FOX R, 1978, COURAGE FAIL SOCIAL FOX R, 1992, SPARE PARTS FUCHS VR, 1990, NEW ENGL J MED, V323, P673 GANTZ BJ, 1985, LARYNGOSCOPE, V95, P443 GARUD R, 1989, DEV COCHLEAR IMPLANT GARUD R, 1992, STRATEGIC MANAGE J, V13, P93 GARUD R, 1994, ORGAN SCI, V5, P344 GOODWIN W, 1991, HIST TRANSPLANTATION, P215 GUADAGNOLI E, 1994, INQUIRY, V31, P14 HARRIS M, 1979, CULTURAL MAT HERBERT V, 1980, NUTR CULTISM FACTS F HERBERT V, 1981, COMMUNICATION 0312 HOUSE WF, 1985, COCHLEAR IMPLANTS KAHNEMAN D, 1993, MANAGE SCI, V39, P17 KANT I, 1956, CRITIQUE PRACTICAL R KELLY G, 1963, THEORY PERSONALITY P KOLFF W, 1995, COMMUNICATION NOV KUTNER NJ, 1990, SOCIAL HLTH ILLNESS, P358 LAMM RD, 1987, DIALYSIS TNSPL, V16, P432 LATOUR B, 1979, LAB LIFE MARKHAM SK, 1991, J ENG TECHNOL MANAGE, V8, P217 MARKLE GE, 1987, MILBANK Q, V65, P1 MCKINLEY J, 1981, MILBANK Q, V59, P232 MERZENICH MM, 1974, WORKSH COCHL IMPL U MOKYR J, 1990, LEVER RICHES MOORE FD, 1968, JAMA-J AM MED ASSOC, V206, P384 NOVELLO A, 1991, KIDNEY PLOUGH A, 1981, SOCIAL SCI MED F, V15, P89 PLOUGH A, 1986, BORROWED TIME ARTIFI RAPPA MA, 1992, R&D MANAGE, V22, P209 REEMTSMA K, 1991, HIST TRANSPLANTATION, P553 REIMER LG, 1989, 2 OPINION 1112, P40 RETTIG R, 1989, J HLTH POLITICS POLI, V14, P191 RETTIG R, 1991, KIDNEY FAILURE FEDER ROSENBERG N, 1982, INSIDE BLACK BOX TEC ROSS J, 1993, ACAD MANAGE J, V36, P701 SCRIBNER BH, 1990, AM J KIDNEY DIS, V16, P511 STARR P, 1982, SOCIAL TRANSFORMATIO STARZL TE, 1990, AM J KIDNEY DIS, V16, P548 STARZL TE, 1991, HIST TRANSPLANTATION, P145 STARZL TE, 1992, PUZZLE PEOPLE MEMOIR STARZL TE, 1995, COMMUNICATION JUL STAW BM, 1976, ORG BEHAV HUMAN PERF, V16 STIPP D, 1996, FORTUNE 0624, P108 SULLIVAN MD, 1993, J MED PHILOS, V18, P213 VANDEVEN AH, 1993, EVOLUTIONARY DYNAMIC, P425 WERTH B, 1990, NY TIMES MAGAZI 0930, V35, P58 WERTH B, 1994, BILLION DOLLAR MOL 1 WILLIAMS GM, 1986, KIDNEY TRANSPLANT RE WOOLGAR S, IN PRESS INFORMATION NR 68 TC 7 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 1997 VL 14 IS 1 BP 25 EP 48 PG 24 SC Engineering, Industrial GA YN989 UT ISI:000071230200002 ER PT J AU Shipley, MF de Korvin, A Omer, K TI BIFPET methodology versus PERT in project management: fuzzy probability instead of the beta distribution SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE fuzzy probability; fuzzy expected values; project management ID ASSUMPTIONS; TIMES AB Research throughout the years has centered on the use of the beta distribution to model Variable activity times in the Program Evaluation and Review Technique (PERT). Justification for using a weighted average of optimistic, most likely and pessimistic times is based mostly on the beta distribution's ability to handle skewness and its ease of use for computing the mean activity times, This paper presents two variations of a fuzzy probability based model for project management. The Belief in Fuzzy Probability Estimations of Time (BIFPET) model uses human judgment instead of stochastic assumptions to determine project completion times. Following a literature review of PERT critiques, background information is provided for BIFPET. Next, a foam block production machine project is described and solved based on three estimates of time for each activity. A variation of BIFPET that uses ranges on these time estimates is presented and the case is solved for fuzzy expected completion times. The results are compared to those derived by using PERT and benefits of the BIFPET approach are detailed. The paper concludes with a description of our ongoing research initiative in the area of fuzzy probability applications to project management. (C) 1997 Elsevier Science B.V. C1 Univ Houston Downtown, Coll Business, Houston, TX 77002 USA. Univ Houston Downtown, Coll Sci & Technol, Houston, TX 77002 USA. RP Shipley, MF, Univ Houston Downtown, Coll Business, 1 Main St, Houston, TX 77002 USA. CR DUBOIS D, 1980, FUZZY SETS SYSTEMS T FARNUM NR, 1987, J OPER RES SOC, V38, P287 GALLAGHER C, 1987, MANAGE SCI, V33, P1360 GOLENKOGINZBURG D, 1988, J OPL RES SOC, V39, P767 GOLENKOGINZBURG D, 1989, OMEGA-INT J MANAGE S, V17, P393 GRUBBS FE, 1962, OPER RES, V10, P912 LITTLEFIELD TK, 1987, MANAGE SCI, V33, P1357 MACCRIMMON KR, 1964, OPER RES, V12, P16 MOITRA SD, 1990, J OPER RES SOC, V41, P953 SASIENI MW, 1986, MANAGE SCI, V32, P1652 SHIPLEY MF, 1996, J OPER RES SOC, V47, P562 STRAT TM, 1990, INT J APPROX REASON, V4, P391 TROUTT MD, 1989, DECISION SCI, V20, P410 ZEBDA A, 1984, DECISION SCI, V15, P359 NR 14 TC 4 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 1997 VL 14 IS 1 BP 49 EP 65 PG 17 SC Engineering, Industrial GA YN989 UT ISI:000071230200003 ER PT J AU Xue, L TI A historical perspective of China's innovation system reform: a case study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE innovation systems; reforms in China; historical analysis AB 1995 marked the 10th anniversary of the structural reforms on China's innovation system, which started in 1985 when 'the Resolution of the Central Committee of the Communist Party of China on the structural reform of the science and technology system' was passed [CCCPC, 1985]. These reforms are now at the crossroads, making this an appropriate juncture to review what led to these reforms, what they have achieved, and the prospect for their future. This review is organized as follows: the rest of this introduction will focus on the motivation of this paper, followed by a brief account of the neoclassical economic framework for the analysis of R&D and its limitations. The third section of the paper will provide an overview of China's pre-reform innovation system, identifying its deficiencies and constraints. Section four will discuss in detail the major reforms and their impacts on China's innovation system from 1985 to 1995. Finally, the last section concludes the paper with a focus on unresolved issues facing China's innovation system reforms and prospect for their future. (C) 1997 Elsevier Science B.V. C1 Tsing Hua Univ, Dev Res Acad 21st Century, Beijing 100084, Peoples R China. George Washington Univ, Dept Engn Management, Washington, DC 20052 USA. George Washington Univ, Ctr Int Sci & Technol Policy, Washington, DC 20052 USA. RP Xue, L, Tsing Hua Univ, Dev Res Acad 21st Century, Beijing 100084, Peoples R China. CR *CHN SCI TECHN INP, 1992, FOR SCI TECHN CHIN *NAT SCI FDN, 1993, SCI ENG IND *SSTC, 1986, 1 SSTC *SSTC, 1988, 3 SSTC *SSTC, 1992, MAIN PROGR SCI TECHN *SSTC, 1993, 1992 ANN REP CHIN HI *SSTC, 1993, CHIN SCI TECHN STAT *SSTC, 1994, 2 SSTC ARROW KJ, 1962, EC WELFARE ALLOCATIO FREEMAN C, 1974, EC IND INNOVATION LIN JY, 1995, C1995001 BEIJ U CHIN MOWERY DC, 1983, EC THEORY GOVT TECHN MOWERY DC, 1989, TECHNOLOGY PURSUIT E NELSON RR, 1959, J POLITICAL EC, P297 NELSON RR, 1993, NATL INNOVATIONS SYS PAVITT KLR, 1987, COMMUNICATION ROGERS EM, 1983, DIFFUSION INNOVATION ROSENBERG N, 1982, INSIDE BLACK BOX TEC ROY R, 1985, PRODUCT DESIGN TECHN SUTTMEIER RP, 1989, SCI TECHNOLOGY POSTM VONHIPPEL E, 1988, SOURCES INNOVATION ZHANG W, 1995, E1995001 PEK U CHIN ZHAO Z, 1986, 1 SSTC ZHU L, 1990, SCI OFF EUR COMM DEC NR 24 TC 2 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 1997 VL 14 IS 1 BP 67 EP 81 PG 15 SC Engineering, Industrial GA YN989 UT ISI:000071230200004 ER PT J AU Scott, SG TI Social identification effects in product and process development teams SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE projects; teams; social identification; product development ID ORGANIZATIONAL IDENTIFICATION; TECHNICAL COMMUNICATION; PROJECT PERFORMANCE; IDENTITY; MODEL; DEMOGRAPHY; INNOVATION; INTEGRATION; PREDICTORS; DILEMMAS AB This study integrated theories of group effectiveness with social identity and social categorization theory to develop and test a model of team performance. The sample included 42 product and process development teams employed in three divisions of a Fortune 500 manufacturing firm. Performance data was collected at project midpoint and at project completion through both managers' and team members' assessments. The study found that team social identification was an important predictor of team performance, explaining variance beyond that explained by cohesiveness and external communication. Team social identification was influenced by top management support and recognition, project leader organizational influence, the extent to which members' time was dedicated to the team, and team functional diversity. Implications for scholars and professional managers are discussed. (C) 1997 Elsevier Science B.V. C1 Univ Colorado, Colorado Springs, CO 80933 USA. RP Scott, SG, Univ Colorado, 1420 Austin Bluffs Pkwy, Colorado Springs, CO 80933 USA. CR ALBERT S, 1985, RES ORGAN BEHAV, V7, P263 ALDERFER CP, 1987, HDB ORG BEHAV, P190 ALLEN TJ, 1970, R&D MANAGE, V1, P14 ALLEN TJ, 1977, MANAGING FLOW TECHNO ANCONA DG, 1987, ADV IND LABOR RELATI, V4, P199 ANCONA DG, 1990, ACAD MANAGE J, V33, P334 ANCONA DG, 1992, ADMIN SCI QUART, V37, P634 ANCONA DG, 1992, ORGAN SCI, V3, P321 ASHFORTH BE, 1989, ACAD MANAGE REV, V14, P20 BANDURA A, 1986, SOCIAL FDN THOUGHTS BENTLER P, 1985, THEORY IMPLENTATION BLAU PM, 1977, INEQUALITY HETEROGEN BRECKLER SJ, 1990, PSYCHOL BULL, V83, P985 BREWER MB, 1986, J PERS SOC PSYCHOL, V50, P543 BREWER MB, 1996, J PERS SOC PSYCHOL, V71, P83 BROWN JW, 1985, MANAGE SCI, V31, P301 BROWN SL, 1995, ACAD MANAGE REV, V20, P342 BURGELMAN RA, 1983, ADMIN SCI QUART, V28, P223 BYRNE D, 1971, ATTRACTION PARADIGM CAMPION MA, 1996, PERS PSYCHOL, V49, P429 CHATMAN JA, 1991, ADMIN SCI QUART, V36, P459 CLARK KB, 1990, HARVARD BUS REV, V68, P107 CLARK KB, 1991, PRODUCT DEV PERFORMA COHEN J, 1983, APPL MULTIPLE REGRES COOPER RG, 1987, J PROD INNOVAT MANAG, V4, P169 CUMMINGS TG, 1978, ACAD MANAGE REV, V3, P624 DONNELLON A, 1993, J PROD INNOVAT MANAG, V10, P377 DOUGHERTY D, 1990, STRATEGIC MANAGE J, V11, P59 DOUGHERTY D, 1992, ORGAN SCI, V3, P179 DUTTON JE, 1994, ADMIN SCI QUART, V39, P239 EBADI YM, 1984, MANAGE SCI, V30, P572 EMMANUELIDES PA, 1993, J ENG TECHNOL MANAGE, V10, P363 EREZ M, 1993, CULTURE SELF IDENTIT FRIEDLANDER F, 1987, HDB ORG BEHAV, P301 GERSICK CJG, 1988, ACAD MANAGE J, V31, P9 GERSICK CJG, 1990, GROUPS WORK THOSE DO, P146 GLADSTEIN DL, 1984, ADMIN SCI QUART, V29, P499 GOODMAN PS, 1987, RES ORGAN BEHAV, V9, P1 HACKMAN JR, 1987, HDB ORG BEHAV, P315 HALL DT, 1972, ADM SCI Q, V17, P340 HOGG MA, 1985, SOCIAL IDENTIFICATIO HOGG MA, 1988, SOCIAL IDENTIFICATIO HOGG MA, 1992, SOCIAL PSYCHOL GROUP JAMES LR, 1984, CAUSAL ANAL JAMES LR, 1984, J APPL PSYCHOL, V69, P85 JANIS IL, 1982, GROUPTHINK KATZ D, 1978, SOCIAL PSYCHOL ORG KATZ R, 1979, ORGAN BEHAV HUM PREF, V23, P139 KATZ R, 1981, R&D MANAGE, V11, P103 KATZ R, 1982, ADM SCI Q, V27, P81 KATZ R, 1985, ACAD MANAGE J, V28, P67 KELLER RT, 1986, ACAD MANAGE J, V29, P715 KRAMER RM, 1984, J PERS SOC PSYCHOL, V46, P1044 KRAMER RM, 1991, RES ORGAN BEHAV, V13, P191 LOTT AJ, 1965, PSYCHOL BULL, V64, P259 MAEL F, 1992, J ORGAN BEHAV, V13, P103 MAEL FA, 1988, THESIS WAYNE STATE U MAEL FA, 1992, EDUC PSYCHOL MEAS, V52, P813 MAEL FA, 1995, PERS PSYCHOL, V48, P309 MCGRATH JE, 1984, GROUPS INTERACTION P MCGRATH JE, 1996, INTELLECTUAL TEAMWOR, P23 MOWDAY RT, 1979, J VOCAT BEHAV, V14, P224 NONAKA I, 1990, CALIF MANAGE REV, V32, P27 OKEEFE RD, 1975, SMALL GROUP BEHAV, V6, P282 OREILLY CA, 1989, ADMIN SCI QUART, V34, P21 OREILLY CA, 1991, ACAD MANAGE J, V34, P487 PEDHAZUR E, 1982, MULTIPLE REGRESSION PELZ DC, 1976, SCI ORG PFEFFER J, 1981, RES ORGAN BEHAV, V13, P1 QUINN JB, 1963, HARVARD BUS REV, V41, P44 SCHLENKER BR, 1985, SELF SOCIAL LIFE, P65 SCHMIDT SM, 1972, ADM SCI Q, V17, P359 SEASHORE S, 1954, GROUP COHESIVENESS I SHAW M, 1971, GROUP DYNAMICS PSYCH SMITH CG, 1970, HUM RELAT, V23, P81 SUNDSTROM E, 1989, RES ORGAN BEHAV, V11, P175 SWANN WB, 1987, J PERS SOC PSYCHOL, V53, P1038 TAJFEL H, 1978, DIFFERENTIATION SOCI, P61 TAJFEL H, 1982, SOCIAL IDENTITY INTE TAJFEL H, 1985, PSYCHOL INTERGROUP R, P7 TSUI AS, 1984, ORGAN BEHAV HUM DEC, V34, P64 TURNER JC, 1982, SOCIAL IDENTITY INTE, P15 TURNER JC, 1985, ADV GROUP PROCESSES, V2, P77 TURNER JC, 1987, REDISCOVERING SOCIAL TUSHMAN ML, 1979, ACAD MANAGE J, V22, P482 VANMAANEN J, 1984, RES ORGAN BEHAV, P201 WINER BJ, 1971, STAT PRINCIPLES EXPT ZENGER TR, 1989, ACAD MANAGE J, V32, P353 NR 88 TC 12 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 1997 VL 14 IS 2 BP 97 EP 127 PG 31 SC Engineering, Industrial GA YN831 UT ISI:000071212200001 ER PT J AU Lynn, LH Aram, JD Reddy, NM TI Technology communities and innovation communities SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE innovation communities; technological innovation; technology communities; technology policy ID DETERMINANTS; POPULATION; EVOLUTION; DYNAMICS AB The technology community framework provides new insights into how technologies and organizational systems co-evolve. Little has been written by the creators of this framework, however, about community-level variables. As a result, this literature has yet to provide a good basis for addressing many of the traditional concerns of researchers and policymakers about technological innovation: e.g. how various characteristics of communities influence the speed and extent to which an innovation is used. This paper presents an alternative framework for the study of the commercialization of technology, the 'innovation community.' An innovation community includes the organizations involved in the commercialization of a specific technology. It comprises a superstructure of coordinating organizations and a substructure of business firms providing inputs for the innovation. Research using this framework can address either how community attributes such as size or inclusiveness of superstructure impact on the development and use of new technologies or how the attributes of new technologies can influence community attributes. The framework seems particularly suitable as a basis for comparative research. (C) 1997 Elsevier Science B.V. C1 Case Western Reserve Univ, Weatherhead Sch Management, Cleveland, OH 44106 USA. RP Lynn, LH, Case Western Reserve Univ, Weatherhead Sch Management, Cleveland, OH 44106 USA. CR 1996, BYPASSING BROKEN NER ABERNATHY WJ, 1978, TECHNOL REV, V80, P40 ABERNATHY WJ, 1985, RES POLICY, V14, P3 ALDRICH H, 1981, HDB ORG DESIGN, V1, P385 ARAM JD, 1992, RES POLICY, V21, P409 ASTLEY WG, 1985, ADMIN SCI QUART, V30, P224 ASTLEY WG, 1987, RES SOCIOLOGY ORG, V5, P163 BARNETT WP, 1987, ADM SCI Q, V32, P400 BARNETT WP, 1990, ADMIN SCI QUART, V35, P31 BARNETT WP, 1994, EVOLUTIONARY DYNAMIC, P337 BAUM J, 1994, EVOLUTIONARY DYNAMIC, P355 BRITTAIN J, 1988, ECOLOGICAL MODELS OR, P175 CARLSSON B, 1995, TECHNOLOGICAL SYSTEM COHEN WM, 1989, HDB IND ORG, P1059 DIMAGGIO P, 1988, I PATTERNS ORG DIMAGGIO P, 1994, EVOLUTIONARY DYNAMIC, P444 DOSI G, 1982, RES POLICY, V11, P147 FOMBRUN CJ, 1986, ADMIN SCI QUART, V31, P403 FOMBRUN CJ, 1988, ECOLOGICAL MODELS OR, P223 FREEMAN J, 1989, STRATEGIC MANAGEMENT GARUD R, 1989, RES MANAGE INNOVATIO KAMIEN MI, 1981, MARKET STRUCTURE INN KODAMA F, 1991, ANAL JAPANESE HIGH T LYNN LH, 1988, ORG BUSINESS TRADE A LYNN LH, 1994, RES INT BUSINESS INT, V6, P161 LYNN LH, 1996, RES POLICY, V25, P91 MCKELVEY B, 1982, ORG SYSTEMATICS TAXO MCKELVEY B, 1983, ADM SCI Q, V28, P21 MINER AS, 1995, RES ORGAN BEHAV, V17, P115 MOWERY D, 1989, TECHNOLOGY PURSUIT E NELSON R, 1982, EVOLUTIONARY THEORY NELSON R, 1993, NATL INNOVATION SYST REDDY NM, 1991, J PROD INNOVAT MANAG, V8, P295 ROMANELLI E, 1989, RES ORGAN BEHAV, V11, P211 ROSENBERG N, 1979, TECHNOL CULT, V20, P25 ROSENBLOOM RS, 1985, UNEASY ALLIANCE MANA, P297 ROSENKOPF L, 1994, EVOLUTIONARY DYNAMIC, P403 ROSENKOPF L, 1996, UNPUB COEVOLUTION CO SAHAL D, 1985, RES POLICY, V14, P61 SCHUMPETER JS, 1975, CAPITALISM SOCIALISM TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 TUSHMAN ML, 1992, RES ORGAN BEHAV, V14, P311 VANDEVEN AH, 1989, RES TECHNOLOGICAL IN, V4, P195 VANDEVEN AH, 1993, J ENG TECHNOL MANAGE, V10, P23 VANDEVEN AH, 1994, EVOLUTIONARY DYNAMIC, P425 ZHAO LM, 1995, J BUS VENTURING, V10, P349 ZUSCOVITCH E, 1986, RES POLICY, V15, P175 NR 47 TC 5 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 1997 VL 14 IS 2 BP 129 EP 145 PG 17 SC Engineering, Industrial GA YN831 UT ISI:000071212200002 ER PT J AU Liker, JK Sindi, AA TI User acceptance of expert systems: a test of the theory of reasoned action SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE user acceptance; technology implementation; information systems; expert systems ID INFORMATION-SYSTEM; ATTITUDES; BEHAVIOR; INTENTIONS; TECHNOLOGY; INVOLVEMENT; IMPLEMENTATION; COMPUTERS; USAGE AB Expert Systems pose significant challenges for management and may potentially have a profound impact in the workplace. This paper develops and tests a model based on the theory of reasoned action. The model is tested using a cross-sectional design based on a self-administered questionnaire completed by a sample of 94 users and non-users from two of the largest accounting firms in the U.S. The outcome measures were attitudes toward the system and intentions to use the system in the future (or continue to use it among existing users). The results supported several hypotheses. Intentions to use the system were influenced by social norms encouraging system use and by perceptions of the impacts of system use on valued skills, controlling for the effect of attitudes. Attitudes toward use of the system were affected by the perceived usefulness of the system and its impacts on valued skills. Attitudes were also strongly related to ease of system use, an unanticipated finding. The most surprising result was that general attitudes were not found to predict intentions to use the system, The data show no evidence of fearful reactions of employees to Expert Systems in this particular context. We discuss implications for user acceptance of expert systems, and how our results compare to those for other information technologies. (C) 1997 Elsevier Science B.V. C1 Univ Michigan, Coll Engn, Dept Ind & Operat Engn, Ann Arbor, MI 48109 USA. King Abdulaziz Univ, Coll Engn, Dept Ind Engn, Jeddah 21413, Saudi Arabia. RP Liker, JK, Univ Michigan, Coll Engn, Dept Ind & Operat Engn, Ann Arbor, MI 48109 USA. CR AJZEN I, 1980, UNDERSTANDING ATTITU AJZEN I, 1982, J PERS SOC PSYCHOL, V42, P426 ALEXANDER T, 1984, FORTUNE 0820, P99 ANDERSON JG, 1985, BEHAV INFORMATION TE, V4, P231 ANDERSON JG, 1985, SOC SCI MED, V20, P969 BAGOZZI RP, 1981, J PERS SOC PSYCHOL, V41, P607 BAGOZZI RP, 1982, J MARKETING RES, V19, P562 BAGOZZI RP, 1992, SOC PSYCHOL QUART, V55, P178 BAROUDI JJ, 1986, COMMUN ACM, V29, P232 BIKSON J, 1984, IMPLEMENTATION OFFIC CACCIOPPO JT, 1982, J PERS SOC PSYCHOL, V42, P116 CHAO GT, 1986, J APPL PSYCHOL, V71, P70 CHIN W, 1991, THESIS U MICHIGAN COHEN AR, 1955, J ABNORMAL SOCIAL PS, V51, P291 DAVIS FD, 1986, THESIS SLOAN SCH MAN DAVIS FD, 1987, 529 U MICH GRAD SCH DAVIS FD, 1989, MANAGE SCI, V35, P982 DAVIS FD, 1989, MIS QUART, V13, P319 DICKSON GW, 1980, COMPUTER MANAGEMENT DOWLING A, 1979, 101779 MIT SLOAN SCH FISHBEIN M, 1975, BELIEFS ATTITUDE INT FRANZ CR, 1986, DECISION SCI, V17, P329 GINZBERG MJ, 1981, MANAGE SCI, V27, P459 GOODHUE D, 1986, 7 ANN INT C INF SYST GRANTHAM CE, 1985, BEHAV INFORM TECHNOL, V4, P327 HARRIS L, 1986, ARTIFICIAL INTELLIGE HARTLEY C, 1977, J OCCUP PSYCHOL, V50, P23 HARTWICK J, 1994, MANAGE SCI, V40, P440 HENDRICKSON AR, 1993, MIS QUART, V17, P227 HILL T, 1987, J APPL PSYCHOL, V72, P307 JOICE EJ, 1982, J ACCOUNTING REV, V1, P103 LAWLER EE, 1973, J APPLIED SOCIAL PSY, V3, P49 LEONARDBARTON D, 1984, 9785003 HARV BUS SCH LEONARDBARTON D, 1986, 9787004 HARV BUS SCH LEONARDBARTON D, 1986, 9787006 HARV BUS SCH LIKER JK, 1987, SLOAN MANAGE REV, V28, P29 LIKER JK, 1989, IEEE T ENG MANAGE, V36, P180 LIKER JK, 1993, J ENG TECHNOL MANAGE, V10, P229 LUCAS HC, 1975, INFORMATION SYSTEMS LUCAS HC, 1975, MANAGE SCI, V21, P908 MAJCHRZAK A, 1985, C AM I IND ENG CHIC MANSTEAD ASR, 1983, J PERS SOC PSYCHOL, V44, P657 MARKUS ML, 1984, SYSTEMS ORG BUGS FEA MARTINS, 1985, DATAMATION, V30, P78 MATHIESON K, 1991, INFORMATION SYSTEMS, V2, P173 MUMFORD E, 1989, XSEL PROGR CONTINUIN RIBAR GS, 1988, EXPERT SYSTEMS REV B, V1, P3 RICE RE, 1991, ADMIN SCI QUART, V36, P219 ROBERTSON DC, 1989, J MANAGEMENT INFORMA, V5, P55 ROBEY D, 1978, HUM RELAT, V31, P689 ROBEY D, 1979, ACAD MANAGE J, V22, P527 ROSENBERG M, 1960, COGNITIVE AFFECTIVE ROSKIES E, 1990, J ORG BEHAV, V11 SCHULTZ RL, 1975, IMPLEMENTATION ORG V SHEPPARD BH, 1988, J CONSUMER RES, V15 SWANSON E, 1982, OMEGA, V10, P157 SWANSON EB, 1974, MANAGE SCI, V21, P178 SWANSON EB, 1988, INFORMATION SYSTEMS THOMPSON RL, 1991, MIS QUART, V15, P125 TURBAN E, 1988, IEEE T ENG MANAGE, V35 YEAMAN ARJ, 1988, P ANN M ASS ED COMM, P814 ZMUD RW, 1979, MANAGE SCI, V25, P966 ZUBOFF S, 1988, AGE SMART MACHINE FU NR 63 TC 7 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 1997 VL 14 IS 2 BP 147 EP 173 PG 27 SC Engineering, Industrial GA YN831 UT ISI:000071212200003 ER PT J AU Carayannis, EG Stokes, R TI A historical analysis of management of technology at Badische Anilin und Soda Fabrik (BASF), AG: A case study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article C1 George Washington Univ, Sch Business & Publ Management, Sci Technol & Innovat Program, Washington, DC 20052 USA. Univ Glasgow, Dept Econ & Social Hist, Glasgow, Lanark, Scotland. RP Carayannis, EG, George Washington Univ, Sch Business & Publ Management, Sci Technol & Innovat Program, Washington, DC 20052 USA. CR *BASF CORP, 1993, INT DOC POSS AUTH *BASF, 1956, BER UEB GESCH *BASF, 1956, BER UEB GESCH, P11 *BASF, 1959, BER UEB GESCH *BASF, 1961, BER UEB GESCH *BASF, 1961, BER UEB GESCH, P17 *BASF, 1963, BER UEB GESCH *USSBS, 113 USSBS MIN REP TE, P19 ALLEN C, 1989, IND POLITICS W GERMA CARAYANNIS E, 1992, WORKING PAPER SERIES, V131 CARAYANNIS E, 1993, PROGR TECHNIQUE CARAYANNIS E, 1994, THESIS RENSSELAER PO CARAYANNIS E, 1995, 12 EGOS C INST TURK CARAYANNIS E, 1995, NE DEC SCI I C PROV CARAYANNIS E, 1996, 5 INT C MAN TECHN FE CARAYANNIS E, 1996, J ENG TECHNOL MANAGE, V4 CARAYANNIS E, 1997, PORTL INT C MAN ENG CHANDLER AD, 1990, SCALE SCOPE DYNAMICS CURTIS HA, 1932, FIXED NITROGEN CHEM, P77 ELIAS C, 1996, 1996 INT C ENG TECHN GIERSCH H, 1992, FADING MIRACLE 4 DEC HABER LF, 1971, CHEM IND 1900 1930 HABER, 1900, CHEM IND, P85 HAMMER M, 1993, REENGINEERING CORPOR, P32 HAYES P, 1987, IND IDEOLOGY IG FARB HAYES P, 1992, GG, V18, P405 HOMBURG E, 1992, BRIT J HIST SCI, V25, P91 HUGHES TP, 1969, PAST PRESENT, V44, P106 JOHNSON J, 1990, KAISERS CHEM, P187 KOCKA J, 1979, RECHT ENTWICKLUNG GR, P55 KREIKAMP HD, 1977, VIERTELJAHRSHEFTE ZE, V25, P220 MARSCH U, 1994, HIST TECHNOLOGY, V12, P23 MORRIS P, 1982, THESIS OXFORD U PAVITT K, 1990, CALIFORNIA MANAG SPR, P23 PLUMPE G, 1990, IG FARBENINDUSTRIE PLUMPE G, 1992, GESCHICHTE GESELLSCH, V18, P526 RAUSCHEL, 1975, BASF ANATOMIE MUTLIN STOKES R, 1988, DIVIDE PROSPER HEIRS STOKES R, 1994, OPTING OIL POLITICAL STOKES RG, 1991, TECHNOL CULT, V32, P1 VONHIPPEL E, 1982, RES POLICY, V11, P347 WALTZ K, 1959, MAN STATE WAR, P220 WITSCHAKOWSKI W, 1974, HOCHDRUCKTECHNIK, P10 NR 43 TC 4 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 1997 VL 14 IS 2 BP 175 EP 193 PG 19 SC Engineering, Industrial GA YN831 UT ISI:000071212200004 ER PT J AU Cordero, R DiTomaso, N Farris, GF TI Gender and race/ethnic composition of technical work groups: Relationship to creative productivity and morale SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE technology management; diversity in R&D; managing diversity; teams; high-performance teams; groups; group composition; group demographic composition ID TOKEN WOMEN; MANAGEMENT; DEMOGRAPHY; HYPOTHESIS; IMPACT; TEAM AB This study explores the relationship of the gender and race/ethnic composition of work groups for 2331 research and development professionals with measures of creative productivity and morale. We find that male professionals appear to be more innovative and more likely to remain in their laboratories in predominantly male work groups, while female professionals appear to find more job satisfaction in predominantly female work groups. We find that non-Hispanic white technical professionals appear to have more patents in racially balanced work groups (defined by an equal number of whites and nonwhites), but they appear to find more job satisfaction where whites are the majority and are more likely to remain in the laboratory in all-white work groups. The relationships of group composition for nonwhites differed by subgroup. Outcomes for black technical professionals were less favorable in racially balanced work groups. No significant relationships of work group composition were found for Asians and Hispanics. (C) 1997 Elsevier Science B.V. C1 NEW JERSEY INST TECHNOL,SCH MANAGEMENT,NEWARK,NJ 07102. RUTGERS STATE UNIV,GRAD SCH MANAGEMENT,NEWARK,NJ 07102. CR ANCONA DG, 1990, ACAD MANAGE J, V33, P334 BAILYN L, 1987, HUM RELAT, V40, P299 BANTEL KA, 1989, STRATEGIC MANAGE J, V10, P107 COHEN J, 1983, APPLIED MULTIPLE REG COX T, 1991, ACAD MANAGEMENT EXEC, V5, P34 COX TH, 1991, ACAD MANAGEMENT EXEC, V5, P45 DITOMASO N, 1993, J ENG TECHNOLOGY MAN, V10, P101 DITOMASO N, 1996, SELECTED RES WORK TE, P99 DITOMASO N, 1996, WOMEN MINORITIES AM, P87 DOERING RD, 1973, IEEE T ENG MANAGE, P29 HACKER S, 1981, WOMENS STUDIES INT Q, V4, P341 HAIGHT G, 1990, BOARD MAR, P22 HOFFMAN LR, 1959, J ABNORMAL SOCIAL PS, V58, P27 HOFFMAN LR, 1961, J ABNORMAL SOCIAL PS, V62, P401 HOFFMAN LR, 1962, J ABNORMAL SOCIAL PS, V64, P206 HOFFMAN LR, 1978, GROUP PROCESSES, P67 HOFSTEDE G, 1980, CULTURES CONSEQUENCE JACKSON SE, 1992, GROUP PROCESS PRODUC, P138 KANTER RM, 1977, AM J SOCIOL, V82, P965 KANTER RM, 1983, CHANGE MASTERS KIRCHMEYER C, 1991, RCSA CANADIAN J ADMI, V8, P72 KIRKHAM K, 1984, RES MANAGE, V27, P9 LOBEL SA, 1992, P ACAD MANAGEMENT M MALTZ DN, 1982, LANGUAGE SOCIAL IDEN, P196 NOBLE DF, 1991, TECHNOL REV, V95, P52 OREILLY CA, 1989, ADMIN SCI QUART, V34, P21 PEDHAZUR EJ, 1991, MEASUREMENT DESIGN A PELLED LH, 1994, IEEE T ENG MANAGE, V41, P21 PELZ DC, 1976, SCI ORG PRODUCTIVE C PFEFFER J, 1985, CALIF MANAGE REV, V28, P67 ROSENBAUM ME, 1986, J PERS SOC PSYCHOL, V51, P1156 SHAW ME, 1981, GROUP DYNAMICS PSYCH SPANGLER E, 1978, AM J SOCIOL, V84, P160 STEINER ID, 1972, GROUP PROCESS PRODUC TANNEN D, 1990, YOU JUST DONT UNDERS TRIANDIS HC, 1965, HUM RELAT, V18, P33 TRIANDIS HC, 1989, NEBRASKA S MOTIVATIO, P41 TSUI AS, 1991, ACAD MANAGEMENT BEST, P240 TSUI AS, 1992, ADMIN SCI QUART, V37, P549 TURBAN DB, 1988, J APPL PSYCHOL, V73, P228 VETTER BM, 1992, 922 COMM PROF SCI TE VETTER BM, 1992, 923 COMM PROF SCI TE WATSON WE, 1993, ACAD MANAGE J, V36, P590 WHARTON AS, 1987, AM SOCIOL REV, V52, P574 NR 44 TC 2 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 1996 VL 13 IS 3-4 BP 205 EP 221 PG 17 SC Engineering, Industrial GA XG165 UT ISI:A1996XG16500001 ER PT J AU Subramanian, A TI Innovativeness: Redefining the concept SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE innovation adoption; innovativeness; multidimensional measure ID TECHNOLOGY DIFFUSION; ORGANIZATIONAL-STRUCTURE; PERFORMANCE; ADOPTION; INNOVATIONS; CONSTRUCT; STRATEGY; FIRMS AB The main objective of this research is to highlight the need to reconceptualize the theoretical construct of innovativeness. There is a large body of research on the adoption of innovations. Although research studies in this area are motivated by fundamentally different objectives, there is a common thread that runs through all of them-the identification of innovative firms, In order to identify innovative firms, a variety of unidimensional measures of innovativeness have been employed in past research, Thus, innovation diffusion research studies have used the time of innovation adoption as a measure of a firm's innovativeness. Other studies have assessed innovativeness on the basis of the number of innovation adoptions. This research contends that the conceptualization of innovativeness as a unidimensional construct is incomplete, Innovativeness, we believe, is an enduring trait that is consistently exhibited by innovative firms over a period of time. In other words, a valid measure of innovativeness must represent this temporal dimension. This study proposes and tests the validity of a multidimensional measure of innovativeness. RP Subramanian, A, UNIV MISSOURI,COLL BUSINESS ADM,8001 NAT BRIDGE DR,ST LOUIS,MO 63121. CR *SHES COF, 1989, SHES REP ACHROL RS, 1988, J MARKETING RES, V25, P36 ANTONELLI C, 1993, J ECON BEHAV ORGAN, V20, P227 ARMOUR HO, 1978, BELL J ECON, V9, P106 ASTLEY WG, 1983, ADM SCI Q, V28, P165 ATTEWELL P, 1992, ORGAN SCI, V3, P1 BAGOZZI RP, 1991, ADMIN SCI QUART, V36, P421 BASS FM, 1969, MANAGE SCI, V15, P215 BOWN JW, 1985, MANAGE SCI, V31, P301 BURNS T, 1961, MANAGEMENT INNOVATIO CAMPBELL DT, 1959, PSYCHOL BULL, V56, P81 CHILD J, 1972, SOCIOLOGY, V6, P1 DAFT RL, 1982, RES SOCIOLOGY ORG, P129 DAMANPOUR F, 1984, ADMIN SCI QUART, V29, P392 DAMANPOUR F, 1985, LIBR INFORM SCI RES, V7, P231 DAMANPOUR F, 1987, J MANAGE, V13, P675 DAMANPOUR F, 1990, P NAT DEC SCI I C SA DEWAR RD, 1986, MANAGE SCI, V32, P1422 DOSSANTOS BL, 1995, ORGAN SCI, V6, P241 DOUGHERTY D, 1994, ORGAN SCI, V5, P200 ETTLIE JE, 1984, MANAGE SCI, V30, P682 GATIGNON H, 1989, J MARKETING, V53, P35 GROVER V, 1993, J MANAGEMENT INFORMA, V10, P141 HAGE J, 1980, THEORIES ORG HAMBRICK DC, 1983, ACAD MANAGE J, V26, P5 HULL F, 1982, SOCIOLOGY, V16, P564 LAWRENCE PR, 1967, ORG ENV MANAGING DIF MILES RE, 1978, ORG STRATEGY STRUCTU MILLER D, 1982, STRATEGIC MANAGEMENT, V3, P1 PENNINGS JM, 1992, ORGAN SCI, V3, P356 PFEFFER J, 1978, EXTERNAL CONTROL ORG PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1985, COMPETITIVE ADVANTAG RAMASWAMY SN, 1993, J STRATEGIC MARKETIN, V1, P71 ROBERTSON TS, 1986, J MARKETING, V50, P1 ROGERS EM, 1983, DIFFUSION INNOVATION SNOW CC, 1980, ADM SCI Q, V25, P317 UTTERBACK JM, 1974, SCIENCE, V183, P620 VANDEVEN AH, 1992, ORGAN SCI, V3, P92 VENKATRAMAN N, 1989, MANAGE SCI, V35, P942 WIDAMAN KF, 1985, APPL PSYCH MEAS, V19, P1 ZANGWILL WI, 1993, LIGHTNING STRATEGIES ZMUD RW, 1982, MANAGE SCI, V28, P1421 NR 43 TC 9 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 1996 VL 13 IS 3-4 BP 223 EP 243 PG 21 SC Engineering, Industrial GA XG165 UT ISI:A1996XG16500002 ER PT J AU Harker, M TI Managing the company turnaround process: A case study of the Australian heavy engineering industry SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE company turnaround; engineering industry; self-calibrating organisation ID RECOVERY; STRATEGIES AB The purpose of this paper is to improve understanding of the company turnaround process. Three Australian firms engaged in the heavy engineering industry undergoing the transition from organisational decline to recovery were studied in depth in a period of significant change for the industry, The turnaround performance of these firms was compared with that of a less successful rival. Effective turnaround management involved making a series of holistic changes to strategies, structures and practices throughout the organisations, The concept of the ''self-calibrating'' organisation is developed which provides new insights into the turnaround process and which challenges conventional prescriptions for company revival in a mature industry. (C) 1997 Elsevier Science B.V. C1 GRIFFITH UNIV,SCH MKT,BRISBANE,QLD 4123,AUSTRALIA. CR 1992, AM DEMOGRPAHICS JAN, P44 1993, STANDARD POORS IND P *MTIA, 1993, IND YB BUY GUID *SO CROSS CORP, CO ANN REP *UASTR BUR STAT, 1991, 8221 AGPS AUSTR BUR BIBEAULT DB, 1982, CORPORATE TURNAROUND BRANDES O, 1993, IMPLEMENTING STRATEG, P91 DENZIN NK, 1989, RES ACT EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P523 FINKIN E, 1987, SUCCESSFUL CORPORATE GERSICK CJG, 1991, ACAD MANAGE REV, V16, P10 GRINYER PH, 1979, TURNAROUND MANAGERIA GRINYER PH, 1988, SHARPBENDERS SECRETS HOFER CW, 1980, J BUS STRAT, V1, P19 HOFFMAN RC, 1989, J GEN MANAGE, V14, P46 IACOCCA L, 1984, IACOCCA AUTOBIOGRAPH LEWIN K, 1951, FIELD THEORY SOCIAL LIPPINCOTT PE, 1990, CORPORATE RESTRUCTUR NELSON R, 1988, TURNAROUND 20 WELL K ONEILL HM, 1986, LONG RANGE PLANN, V19, P80 PATTON MQ, 1990, QUALITATIVE EVALUATI PERRY CR, 1992, STRATEGIC MANAGEMENT PETTIGREW AM, 1988, MANAGEMENT STRATEGIC PETTIGREW AM, 1991, MANAGING CHANGE COMP RAMANUJAM V, 1989, PERSPECTIVES CORPORA ROBBINS DK, 1992, STRATEGIC MANAGE J, V13, P287 ROTHSCHILD WE, 1993, RISK TAKER CARETAKER SCHENDEL D, 1976, J GEN MANAGE, V3, P3 SHOEBRIDGE N, 1996, BUSINESS REV WE 0205, P63 SLATTER S, 1984, CORPORATE RECOVERY S SNOW CC, 1980, ACAD MANAGE REV, V5, P527 STOPFORD JM, 1990, J MANAGE STUD, V27, P389 STRAUSS A, 1987, QUALITATIVE ANAL SOC STRAUSS A, 1990, BASICS QUALITATIVE R TUSHMAN ML, 1986, CALIF MANAGE REV, V29, P29 WALKERS, 1994, SUBMISSION AUSTR QUA YIN RK, 1989, CASE STUDY RES DESIG NR 37 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 1996 VL 13 IS 3-4 BP 245 EP 261 PG 17 SC Engineering, Industrial GA XG165 UT ISI:A1996XG16500003 ER PT J AU Barnett, BD Clark, KB TI Technological newness: An empirical study in the process industries SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE technological change; technological newness; development time; process industries ID LEARNING-CURVE; INNOVATION; DESIGN AB Technological change in product development is a crucial issue in the management of technology. The entire sweep of technological changes over the past hundred of years is, in essence, the sum of thousands of individual product development projects in thousands of firms. Yet the degree of technological change in individual development projects has not been extensively studied. This paper presents a four-dimensional characterization of technological newness for product development projects in the process industries in which product development is closely tied to process innovation. The characterization uses four dimensions of change that are required in the development of new products: chemistry, production equipment, fabrication technology and process control. Based on the framework of technological newness, the paper presents data collected on the degree of process change in a set of 20 product development projects conducted by a large manufacturer of advanced polymers. The data provide a clear demonstration of the value of the measurement framework, showing a strong relationship between the characterization of change and the project performance. (C) 1997 Elsevier Science B.V. C1 HARVARD UNIV,GRAD SCH BUSINESS ADM,BOSTON,MA 02163. RP Barnett, BD, BRIGHAM YOUNG UNIV,MARRIOTT SCH MANAGEMENT,PROVO,UT 84602. CR ABERNATHY WJ, 1985, RES POLICY, V14, P3 BARNETT B, 1992, MAT RES B APR BLACKBURN JD, 1991, TIME BASED COMPETITI BROOKS FP, 1975, MYTHICAL MAN MONTH CAMPBELL DT, 1959, PSYCHOL BULL, V56, P81 CLARK KB, 1985, RES POLICY, V14, P235 CLARK KB, 1987, BROOKINGS PAPERS EC, V3, P729 CLARK KB, 1989, J ENG TECHNOL MANAGE, V6, P25 COREY E, 1956, DEV MARKETS NEW MAT DAFT RL, 1986, MANAGE SCI, V32, P554 DEWAR RD, 1986, MANAGE SCI, V32, P1422 DOSI G, 1988, TECHNICAL CHANGE EC DUBOIS JH, 1972, PLASTICS HIST US ENOS J, 1962, PETROLEUM PROGR PROF ETTLIE JE, 1984, MANAGE SCI, V30, P682 FISHER JC, 1971, TECHNOLOGICAL FORECA, V3, P75 FOSTER RN, 1986, INNOVATION ATTACKERS FREEMAN C, 1982, EC IND INNOVATION HOLLANDER S, 1965, SOURCES INCREASED EF HOUNSHELL D, 1988, SCI CORPORATE STRATE IANSITI M, 1995, PRODUCTION OPERATION, V4, P335 JICK TD, 1979, ADM SCI Q, V24, P602 LANDAU R, 1989, CHEM ENG PROGR, P25 LIEBERMAN MB, 1984, RAND J ECON, V15, P213 LIEBERMAN MB, 1989, STRATEGIC MANAGE J, V10, P431 LINN R, 1984, J PROD INNOVAT MANAG, V2, P116 NELSON RR, 1982, EVOLUTIONARY THEORY PERROW C, 1967, AM SOCIOL REV, V32, P194 PORTER ME, 1985, COMPETITIVE ADVANTAG PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 RADNOR M, 1980, MANAGEMENT RES INNOV SAHAL D, 1981, PATTERNS TECHNOLOGIC SCHOONHOVEN C, 1990, ADM SCI Q, V35, P15 SCHUMPETER JA, 1934, THEORY EC DEV SOLOW RM, 1957, REV ECON STAT, V39, P312 SPITZ P, 1988, PETROCHEMICALS RISE STALK G, 1988, HARVARD BUS REV, V66, P41 STOBAUGH R, 1988, INNOVAITON COMPETITI TAGUCHI G, 1990, HARVARD BUS REV, V90, P65 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 UTTERBACK J, 1994, MASTERING DYNAMICS I VONHIPPEL E, 1990, RES POLICY, V19, P407 WHEELWRIGHT S, 1992, REVOLUTIONIZING PROD NR 43 TC 7 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 1996 VL 13 IS 3-4 BP 263 EP 282 PG 20 SC Engineering, Industrial GA XG165 UT ISI:A1996XG16500004 ER PT J AU Chung, CA TI Human issues influencing the successful implementation of advanced manufacturing technology SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE advanced manufacturing technology; implementation; human issues ID PEOPLE; CIM; INNOVATION; MANAGEMENT; ADOPTION; MACHINES; SYSTEMS; DESIGN; WORK AB Approximately 50% to 75% of the advanced manufacturing technology implementations executed in the United States are believed to be failures in terms of flexibility, responsiveness, reliability, and quality. Improper attention to the human aspects of implementing technology has been identified as a primary cause of these failures. This paper focuses on the identification and analysis of the human issues influencing the successful implementation of advanced manufacturing technology. The resulting regression model can guide organizations in effectively allocating resources during the conceptual, planning, installation and start-up phases of the implementation process. (C) 1997 Elsevier Science B.V. RP Chung, CA, UNIV HOUSTON,DEPT IND ENGN,HOUSTON,TX 77204. CR ADAMS JR, 1983, BEHAV IMPLICATIONS P ADLER PS, 1991, J ORGAN BEHAV, V12, P447 AHYES RH, 1991, J ENG TECHNOLOGY MAN, V7, P169 ALTANY D, 1989, IND WEEK, V238, P13 ALTER AE, 1989, CIO, V2, P28 ANDREICHUK B, 1992, SMALL BUSINESS REPOR, V17, P28 BADHAM R, 1989, IEEE T ENG MANAGE, V36, P216 BADHAM R, 1991, FUTURES, V23, P1047 BADHAM RJ, 1991, INT LABOUR REV, V130, P373 BEATTY C, 1990, BUSINESS Q, V54, P46 BEATTY CA, 1987, IMPLEMENTATION TECHN BEATTY CA, 1991, CALIF MANAGE REV, V33, P73 BEATTY CA, 1992, SLOAN MANAGE REV, V33, P49 BESSANT J, 1989, TECHNOVATION, V9, P321 BUSWICK T, 1990, TRAIN DEV J, V44, P48 CHEW WB, 1991, SLOAN MANAGE REV, V32, P5 CLELAND DI, 1990, PROJECT MANAGEMENT S CLELAND DI, 1995, IND MANAGEMENT, V37, P22 CORBETT JM, 1990, INT J IND ERGONOM, V5, P83 DERVEN MG, 1990, PERS J, V69, P32 DIMNIK TP, 1993, OMEGA-INT J MANAGE S, V21, P155 EBEL KH, 1989, INT LABOUR REV, V128, P535 ETTKIN LP, 1990, IND MANAGEMENT, V32, P27 ETTLIE JE, 1986, MANAGING TECHNOLOGIC FLYNN P, 1988, FACILITATING TECHNOL FREEMAN M, 1992, PROJECT MANAGEMENT J, V23, P8 FRISCIA AJ, 1990, AUTOMATION, V37, P32 GOLDHAR JD, 1990, COMPUT IND, V14, P225 GUPTA YP, 1989, PRODUCTION INVENTORY, V30, P30 HELFGOTT RB, 1989, P WORK TRANS TECHN C HORNSBY HH, 1990, BUSINESS EC REV, V37, P26 HURST BF, 1991, CIO J, V3, P39 INGRAM E, 1990, PERS J, V69, P138 JAIKUMAR R, 1986, HARVARD BUS REV, V64, P69 JOHNSON TW, 1990, IND MANAGEMENT, V3, P2 KROUSE JM, 1990, IND WEEK, V239, P4 KULMANN TM, 1988, PERSONNEL, V65, P67 MAJCHRZAK A, 1988, HUMAN SIDE FACTORY A MARTIN T, 1990, COMPUT IND, V14, P205 MIGHT R, 1984, IEEE T ENG MANAGE, V31, P127 MIGHT RJ, 1985, IEEE T ENG MANAGE, V32, P71 MIRVIS PH, 1991, HUM RESOURCE MANAGE, V30, P113 MORMAN RJ, 1991, CHIEF INFORMATION OF, V3, P35 NOTA BC, 1989, P WORK TRANS TECHN C NUNNALLY JC, 1978, PSYCHOMETRIC THEORY OBRIEN JP, 1989, PERS J, V68, P32 OLIVER N, 1990, INT J OPERATIONS PRO, V10, P32 PARDEN RJ, 1989, P 2 INT C ENG MAN PINTO JK, 1988, PROJECT MANAGEMENT J, V19, P67 RECARDO RJ, 1990, J QUALITY PARTICIPAT, V13, P30 RENNELS EK, 1990, P 1990 INT IND ENG C ROSS DF, 1991, PRODUCTION INVENTORY, V32, P22 SARAPH JV, 1992, PRODUCTION INVENTORY, V33, P64 SCHEWE G, 1994, J ENG TECHNOL MANAGE, V11, P25 SHERIDAN JH, 1990, IND WEEK, V239, P62 SUN HY, 1994, INT J HUM FACTOR MAN, V4, P23 TIPPETT D, 1989, P 2 INT C ENG MAN IE TOBIAS AM, 1991, INT J TECHNOLOGY MAN, V6, P375 UZUMERI V, 1990, MANUF ENG, V105, P11 VIERLING AE, 1990, IND ENG, V22, P24 WALTON RE, 1987, HARVARD BUS REV, V65, P98 WESLER M, 1989, P WORK TRANS TECHN C ZHAO B, 1993, IND MANAGEMENT, V35, P27 NR 63 TC 5 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 1996 VL 13 IS 3-4 BP 283 EP 299 PG 17 SC Engineering, Industrial GA XG165 UT ISI:A1996XG16500005 ER PT J AU Autio, E Hameri, AP Nordberg, M TI A framework of motivations for industry big science collaboration: A case study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE technology transfer; interaction between industry and scientific research; industry-science collaboration motives; technology diffusion AB The epistemic (knowledge creation) benefits of big science centres are obvious to everyone. During an era of tight budgetary constraints, however, it is difficult to justify the existence of these centres on the basis of their epistemic contributions alone. Although it is recognized that the contributions are not limited to epistemic types only, the picture of other types of contribution (e.g., spin-off benefits) remains blurred. The present paper proposes a framework for depicting and discussing the various contributions of big science centres in a systematic manner. The main objective of the paper is to provide policy-makers, industrialists, and academics with a framework to justify, motivate and establish systematic technological interaction between big science centres and industry. The framework comprises six basic dimensions. These dimensions are viewed both from the industrial and from the scientific perspective, and partly from the public perspective. It is argued that direct and measurable incentives constitute only a fraction of the overall benefits stemming from the industrial-scientific collaboration. The paper concludes with a framework of motivations and actions to materialize them. C1 CERN,CH-1211 GENEVA 23,SWITZERLAND. RP Autio, E, HELSINKI UNIV TECHNOL,OTAKAARI 1,FIN-02150 ESPOO,FINLAND. CR *BETA, 1980, EC EFF ESA CONTR *BETA, 1988, STUD EC EFF EUR SPAC, V1 *SAPPHO, 1971, PROJ SAPPH SUCC FAIL AUTIO E, 1993, VTT RES PUBLICATIONS, V151 AUTIO E, 1995, INT J TECHNOL MANAGE, V10, P643 BEZDEK RH, 1992, NATURE, V355, P105 CHAPMAN RL, 1989, EXPLORATION BENEFITS DAVID PA, 1995, STI REV, V16, P14 HAMERI AP, 1996, TECHNOVATION, V16, P51 HOBDAY M, 1995, COMPLEX SYSTEM VS MA KARPPINEN, 1993, CERN DG SPU REPORT S, V144 KLINE SJ, 1986, POSITIVE SUM STRATEG LINDELL M, 1991, SCANDINAVIAN J MANAG, V7, P173 LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT NORDBERG M, 1994, CONTRACT BENEFITS CO PORTER ME, 1990, COMPETITIVE ADVANTAG ROSENBERG N, 1994, RES POLICY, V23, P323 SCHMIED H, 1982, IEEE T ENG MANAGE, V29, P154 SCHMIED H, 1987, INT J TECHNOL MANAGE, V2, P711 NR 19 TC 6 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD SEP-DEC PY 1996 VL 13 IS 3-4 BP 301 EP 314 PG 14 SC Engineering, Industrial GA XG165 UT ISI:A1996XG16500006 ER PT J AU Green, SG Welsh, MA Dehler, GE TI Transferring technology into R&D: A comparison of acquired and in-house product development projects SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE acquired technology; technology transfer; project management; project types ID EXTERNAL TECHNOLOGY; INNOVATION; SECTOR; COST; FIRM AB New technologies acquired from outside the firm have become a key ingredient in technology transfer within industrial R&D laboratories and an important source of new product development efforts. This study compares the management and performance of acquired technology projects (n = 24) with product development projects that employed technology originating within the firm's R&D function (n = 57), i.e., in-house projects. Acquired projects differed in a number of ways from in-house projects that were attempting to develop new technologies, but did not differ from in-house projects that were extending existing technologies within the firm. Relationships between project management and project performance also were found to differ across the project types. Similarly, the relationships between management practices and project termination differed across the project types. Overall, acquired technology projects in this study appeared more similar to the extension of technology in-house than to the development of new technology in-house. Factors related to the competitive value and success of acquired technology are discussed. C1 UNIV CINCINNATI,COLL BUSINESS ADM,CINCINNATI,OH 45221. UNIV DAYTON,SCH BUSINESS ADM,DAYTON,OH 45469. RP Green, SG, PURDUE UNIV,KRANNERT GRAD SCH MANAGEMENT,W LAFAYETTE,IN 47906. CR ALDRICH JH, 1984, LINEAR PROBABILITY L ALLEN TJ, 1977, MANAGING FLOW TECHNO ATUAHENEGIMA K, 1992, J PROD INNOVAT MANAG, V9, P156 BADAWY MK, 1991, INT J TECHNOLOGY MAN, P205 BAKER N, 1985, RES MANAGE, V23, P35 BAZERMAN MH, 1986, JUDGMENT MANAGERIAL BUSWICK T, 1990, TRAIN DEV J, V44, P48 COHEN J, 1983, APPLIED MULTIPLE REG COHEN WM, 1990, ADMIN SCI QUART, V35, P128 CRAWFORD C, 1991, NEW PRODUCTS MANAGEM CUTLER WG, 1991, RES TECHNOL MANAGE, V34, P11 DECOTTIIS TA, 1977, IND MARKET MANAG, V6, P370 DECOTTIIS TA, 1979, RES MANAGEMENT JAN, P17 DEWAR RD, 1986, MANAGE SCI, V32, P1422 ETTLIE JE, 1984, MANAGE SCI, V30, P682 FITZGERALD JD, 1992, R&D MANAGE, V22, P199 FORD J, 1986, PERS PSYCHOL, V33, P291 GOLD B, 1987, J PROD INNOVAT MANAG, V4, P81 GRANSTRAND O, 1990, RES POLICY, V19, P35 GREEN SG, 1995, IEEE T ENG MANAGE, V42, P203 HASPESLAGH P, 1991, MANAGING ACQUISITION JAIN R, 1990, MANAGEMENT R D ORG M JERVIS P, 1975, IEEE T ENG MANAGE, V22, P19 KATZ R, 1982, R&D MANAGE, V12, P7 LARGE DW, 1992, J PROD INNOVAT MANAG, V9, P26 LENZ RT, 1980, ACAD MANAGE REV, V5, P225 MAIDIQUE M, 1988, READINGS MANAGEMENT MANSFIELD E, 1988, MANAGE SCI, V34, P1157 MARTIN M, 1984, MANAGING TECHNOLOGIC MORTEN M, 1993, TECHNOVATION, V13, P497 NUNNALLY JC, 1978, PSYCHOMETRIC THEORY PANDIA R, 1989, PROJECT MANAGEMENT J, V20, P39 ROBERTS EB, 1985, SLOAN MANAGEMENT SPR, P3 SEN F, 1989, J PROD INNOVAT MANAG, V6, P123 SEN F, 1990, IEEE T ENG MANAGE, V37, P246 SIDDHARTHAN NS, 1992, J ECON BEHAV ORGAN, V18, P265 SOUDER W, 1987, MANAGING NEW PRODUCT SOUDER WE, 1989, RES TECHNOL MANAGE, V32, P38 TABACHNICK B, 1983, USING MULTIVARIATE S, P66 TINSLEY HEA, 1975, J COUNS PSYCHOL, V22, P358 VANBUSKIRK W, 1989, MIDATLANTIC J BUSINE, V25, P25 VONHIPPEL E, 1978, TECHNOLOGY REV JAN, P31 WALKER G, 1984, ADMIN SCI QUART, V29, P373 WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 NR 44 TC 3 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 1996 VL 13 IS 2 BP 125 EP 144 PG 20 SC Engineering, Industrial GA WM456 UT ISI:A1996WM45600001 ER PT J AU Haddad, CJ TI Employee attitudes toward new technology in a unionized manufacturing plant SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE employee attitudes; technology implementation; technology management; autonomy; control; manufacturing technology; industrial relations ID PARTICIPATION AB This study examines the process of technological change at a unionized manufacturing plant. Using both qualitative and survey data from four categories of salaried and hourly employees at a single worksite, it models and tests several hypotheses to determine which of a series of organizational and technological variables best explain employee attitudes toward new technology. The results suggest that these attitudes are most strongly influenced by the position the employees hold in the organizational hierarchy, and by formal advance notification of the planned technology introduction. Organizational and not technological factors emerge as the strongest predictors of attitudes toward newly introduced equipment and systems. RP Haddad, CJ, EASTERN MICHIGAN UNIV,DEPT INTERDISCIPLINARY TECHNOL,YPSILANTI,MI 48197. CR BANDURA A, 1982, AM PSYCHOL, V37, P122 BANDURA A, 1986, SOCIAL F THOUGHT ACT BARNETT GE, 1926, CHAPTERS MACHINERY L BELL RM, 1972, CHANGING TECHNOLOGY BEMMELS B, 1991, J LABOR RES, V12, P231 BLACK W, 1990, J SYST MANAGE, V41, P21 BLACKBURN P, 1985, TECHNOLOGY EC GROWTH BLAUNER R, 1964, ALIENTATION FREEDOM BLAZEY ML, 1990, TRAINING, V27, P51 BRIGHT JR, 1966, EMPLOYMENT IMPACT TE CHAO GT, 1986, J APPL PSYCHOL, V71, P70 CONNOR PE, 1992, ACAD MANAGE J, V35, P218 COOKE WN, 1994, IND LABOR RELAT REV, V47, P594 CORNFIELD D, 1987, WORKERS MANAGERS TEC CUNNINGHAM JB, 1991, TECHNOL FORECAST SOC, V40, P355 DAVIS LE, 1983, QUALITY WORKING LIFE FLYNN PM, 1988, FACILITATING TECHNOL FRENCH JRP, 1959, STUDIES SOCIAL POWER GERWIN D, 1992, MANAGEMENT ADV MANUF HACKMAN JR, 1974, 4 YAL U DEP ADM SERV HACKMAN JR, 1981, MAKING ORG HUMANE PR HADDAD C, 1989, WORKER TRANSITION TE HELLREIGEL D, 1989, ORG BEHAV HIRSCHHORN L, 1989, TRAINING FACTORY WOR KLEIN JA, 1991, HUM RELAT, V44, P21 LIKER JK, 1987, SLOAN MGMT REV, P29 MAJCHRZAK A, 1988, HUMAN SIDE FACTORY A MARTIN R, 1988, SOCIAL BEHAV, V3, P297 MCLAUGHLIN D, 1979, IMPACT LABOR UNIONS MCLAUGHLIN I, 1988, TECHNOLOGICAL CHANGE MILLER KI, 1986, ACAD MANAGE J, V29, P727 MUELLER E, 1969, TECHNOLOGICAL ADV EX PENN R, 1982, DEGRADATION WORK SKI RICE RE, 1991, ADMIN SCI QUART, V36, P219 SLICHTER SH, 1960, IMPACT COLLECTIVE BA TOURAINE A, 1962, DESIGN JOBS WALTON RE, 1991, CHALLENGE NEW TECHNO WEBB S, 1920, IND DEMOCRACY WILKINSON B, 1983, SHOPFLOOR POLITICS WOODWARD J, 1965, IND ORG THEORY PRACT NR 40 TC 1 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 1996 VL 13 IS 2 BP 145 EP 162 PG 18 SC Engineering, Industrial GA WM456 UT ISI:A1996WM45600002 ER PT J AU Woiceshyn, J Hartel, D TI Predicting value-added progress of biotechnology firms: An exploratory study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE product development; biotechnology firms; value-added progress ID HIGH-VELOCITY ENVIRONMENTS; PRODUCT DEVELOPMENT; INNOVATION; STRATEGIES; PERFORMANCE; INDUSTRY; MODEL AB A survey of Canadian biotechnology firms was conducted to investigate their product development strategies and value-added progress. This paper reports results that pertain to the research question: What differentiates firms that make most value-added progress, primarily through product development, from others? Previous research on new product development suggests that factors such as a clear direction provided by top management, co-operation between different functions, and co-operation with other firms or organizations contribute to the effectiveness of product development and thus value-added progress. This study found that besides the company's age, skills complementing the core technology and organizational politics differentiated between firms with high and low levels of value-added progress. RP Woiceshyn, J, UNIV CALGARY,FAC MANAGEMENT,CALGARY,AB T2N 1N4,CANADA. CR *CAN BIOT IND SOUR, 1988, MIN STAT SCI TECHN *SPRU PROJ SAPPHO, 1972, SUCC FAIL IND INN ALI A, 1994, J PROD INNOVAT MANAG, V11, P46 BROWN SL, 1995, ACAD MANAGE REV, V20, P343 BURGELMAN RA, 1983, ADMIN SCI QUART, V28, P223 BURRILL GS, 1990, BIOTECH 91 CHANGING BURRILL GS, 1993, BIOTECH 94 LONG TERM CAPON N, 1992, MANAGE SCI, V38, P157 CHAKRABARTI AK, 1991, J ENG TECHNOL MANAGE, V8, P243 COOPER RG, 1984, J PROD INNOVAT MANAG, V1, P151 COOPER RG, 1989, EUR J MARKETING, V18, P5 CRAFTSLIGHTY A, 1986, INFORMATION SOURCES DONELLON A, 1993, J PROD INNOVAT MANAG, V10, P377 EISENHARDT KM, 1988, ACAD MANAGE J, V31, P737 EISENHARDT KM, 1989, ACAD MANAGE J, V32, P543 EMMANUELIDES PA, 1993, J ENG TECHNOL MANAGE, V10, P363 FILDES RA, 1990, CALIF MANAGE REV, V32, P63 FROST PJ, 1990, LEADERSHIP ORG DEV J, V11, P17 FROST PJ, 1990, LEADERSHIP ORG DEV J, V11, P4 GAMBARDELLA A, 1992, RES POLICY, V21, P391 GOBELI DH, 1993, RES TECHNOL MANAGEME, V2, P38 GOING T, 1991, CANADIAN BIOTECH 92 GUPTA AK, 1990, CALIF MANAGE REV, V32, P24 HAMILTON WF, 1991, J HIGH TECHNOLOGY MA, V2, P211 HITT MA, 1993, J ENG TECHNOL MANAGE, V10, P161 HOWELL JM, 1990, ADMIN SCI QUART, V35, P317 IMAI N, 1988, READINGS MANAGEMENT, P533 JANIS IL, 1982, GROUPTHINK KANTER RM, 1983, CHANGE MASTERS KATZ R, 1982, ADM SCI Q, V27, P81 MAIDIQUE MA, 1982, READINGS MANAGEMENT, P173 MARX JL, 1989, REVOLUTION BIOTECHNO MILLSON MR, 1992, J PROD INNOVAT MANAG, V9, P53 MORONE JG, 1993, RES TECHNOL MANAGEME, V2, P16 MOWERY D, 1979, RES POLICY, V8, P102 PATTERSON PP, 1988, BABS COLL C ENTR CAL PAVITT K, 1990, CALIF MANAGE REV, V32, P17 PETTIGREW AM, 1973, POLITICS ORG DECISIO PFEFFER J, 1981, POWER ORG PISANO GP, 1988, INT COLLABORATIVE VE, P183 PRAHALAD CK, 1990, HARVARD BUSINESS MAY, P79 PRAHALAD CK, 1993, RES TECHNOL MANAGE, V36, P40 ROBERTS EB, 1987, MANAGE SCI, V3, P381 ROURE JB, 1988, STRATEGIC MANAGEMENT, P414 ROURE JB, 1990, J BUS VENTURING, V5, P201 SANDBERG WR, 1987, J BUS VENTURING, V2, P5 SENKER J, 1992, R&D MANAGE, V22, P157 SHARP M, 1985, 15 U SUSS STALK G, 1992, HARVARD BUSINESS MAR, P57 STINCHCOMBE AL, 1965, HDB ORG, P142 TAUNTONRIGBY A, 1988, AD LITTLE DECISION R, V1, P7 TEECE DJ, 1988, READINGS MANAGEMENT, P621 TYEBJEE TT, 1984, MANAGE SCI, V30, P1051 WEISENFELDSCHENK U, 1994, R&D MANAGE, V24, P57 WEISS AR, 1989, MANAGE SCI, V35, P1014 ZIRGER BJ, 1990, MANAGE SCI, V36, P867 NR 56 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 1996 VL 13 IS 2 BP 163 EP 187 PG 25 SC Engineering, Industrial GA WM456 UT ISI:A1996WM45600003 ER PT J AU Chiesa, V TI Human resource management issues in global R&D organisations: A case study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article ID EXPATRIATE MANAGERS AB This case study illustrates the major implications of R&D globalisation for the management of an R&D organisation. It focuses on human resource management (HRM) in an international R&D organisation; specifically, it deals with two issues: to what extent firms need to adapt their managerial system in a foreign R&D unit and how HRM may contribute to the integration and coordination of dispersed R&D units. Our analysis shows that organisational adaptation is required when the central task of a unit is to learn from the external context. It also shows that HRM is a key integrating instrument. How HRM can contribute to the coordination of research efforts among dispersed units depends on the international R&D structure, i.e. on how R&D units are linked to each other. Two main structure types are identified, the specialisation-based structure and the integration-based structure. The study provides evidence of how HRM can be an integrating instrument in each structure. C1 POLITECN MILAN,I-20133 MILAN,ITALY. RP Chiesa, V, CNR,ITIA,MILAN,ITALY. CR BARTLETT CA, 1989, MANAGING BORDERS TRA DEMEYER A, 1993, R&D MANAGE, V23, P109 DOZ Y, 1986, HUM RESOURCE MANAGE, V25, P55 PEARCE RD, 1989, INT RES DEV MULTINA PEARCE RD, 1992, GLOBALISING RES DEV PERRINO AC, 1989, RES TECHNOL MANAGE, V32, P12 PRAHALAD CK, 1987, MULTINATIONAL MISSIO SAKAKIBARA K, 1992, TECHNOLOGY WEALTH NA ZEIRA Y, 1976, CALIFORNIA MANAGEMEN, P4 ZEIRA Y, 1976, MANAGE INT REV, P3 ZEIRA Y, 1979, CALIFORNIA MANAGEMEN, V21, P40 ZEIRA Y, 1984, PERS REV, V13, P29 NR 12 TC 2 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 1996 VL 13 IS 2 BP 189 EP 202 PG 14 SC Engineering, Industrial GA WM456 UT ISI:A1996WM45600004 ER PT J AU Tang, HK TI Hollowing-out or international division of labour? Perspective from the consumer electronics industry and Singapore SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE multinational management; technological capabilities; technology transfer; international product development; manufacturing strategy; consumer electronics industry; Singapore; South-East Asia AB A study was conducted to ascertain whether technology transfer from more developed to less developed countries by multinational companies necessarily constitutes the hollowing-out of technological capability in the home countries. The consumer electronics industry as seen from the perspective of Singapore is reviewed, and ten projects of new product development from seven multinational companies with subsidiaries located in Singapore are analyzed for their job content and division of labour. The study shows that Singapore is now a hub for technology transfer activities in Asia. It also shows that there is a division of labour amongst an increasing number of countries rather than a hollowing-out of technological capability in Singapore or the home countries of the multinational companies. RP Tang, HK, NANYANG TECHNOL UNIV,SCH ELECT & ELECT ENGN,NANYANG AVE,SINGAPORE 639798,SINGAPORE. CR BETTIS RA, 1992, ACADEMY MANAGEMENT E, V6, P7 BOHN RE, 1994, SLOAN MANAGE REV, V36, P61 COHEN SS, 1987, CALIF MANAGE REV, V29, P9 COOPER RG, 1993, WINNING NEW PRODUCTS CRAWFORD CM, 1994, NEW PRODUCTS MANAGEM GRANDSTRAND O, 1992, TECHNOLOGY MANAGEMEN KOTABE M, 1989, J BUS RES, V19, P1 MOENAERT RK, 1995, IEEE T ENG MANAGE, V42, P243 PEARSON AW, 1990, TECHNOVATION, V10, P185 SCHRADER S, 1993, J ENG TECHNOL MANAGE, V10, P73 TANG HK, 1995, INT J TECHNOL MANAGE, V10, P797 ULRICH KT, 1994, PRODUCT DESIGN DEV YEO KT, 1994, INTERNET 94 DYNAMIC, V2, P136 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 1996 VL 12 IS 2 BP 231 EP 241 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VQ638 UT ISI:A1996VQ63800008 ER PT J AU Papadakis, M Zollers, FE Hurd, SN TI Strict liability and consumer product innovation: Results from a cross-industry pilot study SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; liability; consumer products; competitiveness AB We report here the results of a pilot study on the impact of strict liability on consumer product innovation in US businesses. Our research takes advantage of a unique historical event: the introduction of strict liability in the European Union (EU) in 1985, The adoption of a strict liability doctrine in the EU allows us to Observe directly whether corporate innovation practices are sensitive to liability influences, We surveyed two US consumer products industries as test cases for a more comprehensive study that is currently under way. Based on the findings from these two industries (lawn and garden equipment and toys), it appears that strict liability does not have a negative impact on US business: liability did not appear to cause firms to exit the EU market. to create a barrier to entry in the EU market, reduce our firms' market share in the EU, or inhibit their innovativeness. Our findings reinforce the impression that liability does not intrinsically inhibit innovation or competitiveness and stimulates certain kinds of innovations. C1 SYRACUSE UNIV,SCH MANAGEMENT,SYRACUSE,NY 13244. RP Papadakis, M, JAMES MADISON UNIV,COLL INTEGRATED SCI & TECHNOL,HARRISONBURG,VA 22807. CR *DEP COMM, US IND OUTL 1992 US ASHFORD N, 1991, LIABILITY MAZE DESS GG, 1984, STRATEGIC MANAGE J, V5, P265 KATZ M, 1986, POSITIVE SUM STRATEG LASAGNA L, 1991, LIABILITY MAZE MACKAY M, 1991, LIABILITY MAZE MASTROIANNI L, 1990, DEV NEW CONTRACEPTIV VISCUSI WK, 1993, J POLIT ECON, V101, P161 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 2 BP 242 EP 251 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VQ638 UT ISI:A1996VQ63800009 ER PT J AU Porter, AL Roessner, JD Newman, N Cauffiel, D TI Indicators of high technology competitiveness of 28 countries SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technological competitiveness; national comparisons; indicators; high tech AB Georgia Tech, with support from the National Science Foundation, has now completed a decade of development of indicators of national high technology competitiveness. This paper reports on the standing, emphasis, and rate of change of high tech competitiveness for 28 nations. Results show strong standing for the '4 Asian tigers', comparable to many Western European countries. Five of our '6 Asian cubs' show dramatic rates of growth in high tech production and export capabilities; the 4 Tigers no longer show strong growth. Patterns are presented and discussed as well for 'the Big 3' (Japan, USA, Germany), three non-European developed economies, two former East Bloc countries, and three Latin American nations. Our panel of 180 experts project a dramatic broadening of global high tech export competition over the coming 15 years. RP Porter, AL, GEORGIA TECH,TECHNOL POLICY & ASSESSMENT CTR,ATLANTA,GA. CR 1992, YB WORLD EL DATA 199, V1 1992, YB WORLD EL DATA 199, V2 1992, YB WORLD EL DATA 199, V4 *COUNC COMP, 1991, GAIN NEW GROUND TECH *OECD, 1992, TECHN EC KEY REL *UN STAT DIV, COMM TRAD STAT *US GEN ACC OFF, 1992, GAONSIAD92236 *US NAT SCI FDN, RES SCI TECHN PROGR ABBOTT TA, 1991, J ECON SOC MEAS, V17, P17 GUERRIEI P, 1991, 49 BERK ROUNDT INT E KUEHN TJ, 1988, GLOBAL CHALLENGE HIG NEWMAN N, 1995, INDICATORS HIGH TECH PORTER AL, 1988, MAN INT 1988 C ATL G PORTER AL, 1991, INDICATORS NATL COMP PORTER AL, 1991, PORTL INT C MAN ENG, P804 PORTER AL, 1996, INT J TECHNOL MANAGE, V12, P1 PORTER ME, 1990, COMPETITIVE ADVANTAG ROESSNER JD, 1988, TECHNOLOGY MANAGEMEN, V1 ROESSNER JD, 1990, TECHNOLOGY TRANSFER ROESSNER JD, 1992, TECHNOL ANAL STRATEG, V4, P99 ROESSNER JD, 1995, INDICATORS HIGH TECH ROESSNER JD, 1996, TECHNOL FORECAST SOC, V51, P133 ROSENBERG N, 1992, TECHNOLOGY WEALTH NA NR 23 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 1 BP 1 EP 32 PG 32 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VH961 UT ISI:A1996VH96100001 ER PT J AU Gal, R vanGenuchten, M TI Release the embedded software: The electronics industry in transition SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE software; electronics industry; information technology; technology trends; strategic planning; embedded software; transition model; computer industry AB The electronics industry is in a transition from a hardware to a software dominated industry. Software already dominates the computer industry while its role in electronic products such as telecommunications equipment, medical systems and televisions is rapidly increasing. A four stage model that describes the transition of the electronics industry is presented in this paper. The four stages are the hardware stage, the embedded software stage, the proprietary software stage and the open system stage. The authors will argue that market forces will drive most of the electronics industries to the open system stage in which software is the driving force. Consequences for electronics companies are discussed and two possible strategies are outlined. RP Gal, R, PHILIPS CFT,POB 218 SAQ 24,NL-5600 MD EINDHOVEN,NETHERLANDS. CR 1993, ECONOMIST 0227 *EIC, 1991, EL WORLD *IEEE, 1991, IEEE COMP DICT BRODY WM, 1990, DIAGNOSTIC IMAGI NOV BURROWS P, 1992, ELECT BUSINESS 0427 GAL R, 1996, INT J TECHNOLOGY MAN, V12, P33 HUMPHREY WS, 1989, MANAGING SOFTWARE PR KUMPE T, 1988, HARVARD BUSINESS MAR MAJOR JE, 1992, INT SOFTWARE QUALITY MORRIS CR, 1993, HARVARD BUSINESS MAR RAPPAPORT AS, 1991, HARVARD BUSINESS JUL SHANDLE J, 1992, ELECT BUSINESS NOV WALLACE J, 1992, HARD DRIVE B GATES M 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 1996 VL 12 IS 1 BP 33 EP 44 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VH961 UT ISI:A1996VH96100002 ER PT J AU Drury, DH Farhoomand, A TI Administrative innovation applied to systems adoption SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE administrative innovations; electronic data interchange; innovation taxonomy; systems adoption; user satisfaction ID USER INFORMATION SATISFACTION AB Innovation has become not only the domain of a few progressive enterprises but the key to survival and success of the many. Innovative changes in management practices can assist in ensuring survival in an increasingly competitive world. The systems in place to manage and administer organizations are critical to exploiting technological, process, and product innovations. This paper examines the adoption and non-adoption of a particular systems innovation, Electronic Data Interchange (EDI). This empirical study of 379 companies compares adopters, adopters-in-process, and non-adopters of EDI. The focus is on the internal characteristics of firms. It is found that larger firms have a knowledge advantage which is a key factor in the adoption process. This knowledge advantage overcomes some of the misconceptions regarding EDI perceived by non-adopters. Further, critical barriers to adoption such as management support, systems cost, and implementation are important, but overcome by adopters, whereas non-adopters have difficulties in these areas. Adopters and non-adopters are compared according to their satisfaction and experience with internal systems. The exception is when implementation issues are involved. Non-adopters' perceptions are found to differ from adopters on this critical dimension. The results suggest that systems innovations may not be consistent with traditional taxonomies of innovations. C1 UNIV HONG KONG,DEPT COMP SCI,HONG KONG,HONG KONG. RP Drury, DH, MCGILL UNIV,FAC MANAGEMENT,1001 SHERBROOKE ST W,MONTREAL,PQ H3A 1G5,CANADA. CR BAILEY JE, 1983, MANAGE SCI, V29, P530 BARLEY SR, ADM SCI Q, V21, P78 BAROUDI JJ, 1988, J MANAGEMENT INFORMA, V4, P44 BARRETT S, 1982, MIS Q, P93 BENARD R, 1993, INFORMATION SYSTEMS, V10, P21 BESSANT, MICROELECTRONICS MAN BROWN T, 1991, IND WEEK 0819, P36 CASH JI, 1985, HARVARD BUSINESS MAR, P134 CHANDLER AD, 1977, VISIBLE HAND MANAGER CLEMONS EK, 1988, J MANAGEMENT INFORMA, V5, P36 COPELAND DG, 1988, MIS QUART, V12, P353 CRON WL, 1983, INFORM MANAGE, V6, P171 DAMANPOUR F, 1989, J MANAGEMENT STU NOV, P587 DEBRANDER B, 1972, J BUS, P56 DELONE WH, 1981, MIS Q DEC, P65 DRURY DH, 1996, INT J TECHNOLOGY MAN, V12, P45 DUNK AS, 1989, ABACUS-J ACCOUNT BUS, V25, P149 FITZGERALD M, 1990, COMPUTERWORLD 0716, P132 GALETTA DF, 1989, DECISION SCI, V20, P419 GALLAGHER CA, 1974, ACAD MANAGE J, V17, P46 GATIAN AW, 1994, INFORM MANAGE, V26, P119 GLOBERMAN S, 1989, J RISK INSURANCE JUN, P278 GREMILLION JI, 1984, J MANAGEMENT INF FAL, P4 GRIFFIN L, 1991, J MANAGEMENT ACC FAL, P98 HANZEN H, 1989, MIS Q DEC, P403 HENRY JW, 1994, INFORMATION RESO SUM, P21 IVES B, 1983, COMMUN ACM, V26, P785 JOSHI K, 1990, DECISION SCI, V21, P786 KAMIEN MI, Q J ECON, V90, P245 KAVAN B, 1990, 49 U GEORG COLL BUS KIMBERLY JR, 1981, ACAD MANAGE J, V24, P689 KITAKOJI N, 1994, JAPAN 21, V39, P19 LANE P, 1994, J END USER COMPUTING, V6, P3 LAWRENCE M, 1993, MIS Q JUN, P195 LIND MR, 1989, INFORMATION MANAGEME, P157 LIPPMAN S, 1982, BELL J ECON, P418 LONEN WN, 1992, J ACCOUNTING RES SPR, P70 MAHAJAN V, 1977, INTERFACES MAY, P95 MAHAJAN V, 1988, MANAGEMENT SCI OCT, P118 MALONE TW, 1987, COMMUN ACM, V30, P484 MANSFIELD E, 1977, PRODUCTION APPLICATI MCFARLAN FW, 1984, HARVARD BUS REV, V62, P98 MELONE NP, 1990, MANAGE SCI, V36, P76 MOCH M, J APPL BEHAV SCI, V23, P483 MOCH MK, 1977, AM SOCIOL REV, V42, P716 PETRE P, 1985, FORTUNE 0902, P42 PORTER ME, 1985, HARVARD BUS REV, V63, P149 PREECE DA, MANAGE DECIS, V29, P53 ROBINSON WT, 1985, J MARKETING RES, V22, P305 ROGERS EM, 1982, DIFFUSION INNOVATION SAUNDERS C, 1991, INFORMATION RESOURCE, V5, P9 SENN JA, 1987, INFORMATION SYSTEMS SIPPEL EW, 1989, CALIFORNIA MANAGEMEN, P51 SOKOL PK, 1989, EDI COMPETITIVE EDGE TEECE DJ, 1980, MANAGE SCI, V26, P464 TORKZADEH G, 1994, INFORM MANAGE, V26, P21 TURNER JA, 1982, 3RD P INT C INF SYST, P109 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 VENKATRAMAN N, 1990, INFORMATION SYSTEMS, V1, P377 YAP CS, 1990, INFORMATION MANAGEME, P97 ZAJAC EJ, 1991, MANAGEMENT SCI FEB, P170 ZALTMAN G, 1973, INNOVATIONS ORG NR 62 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 1 BP 45 EP 58 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VH961 UT ISI:A1996VH96100003 ER PT J AU Wilcox, M Dale, BG Boaden, RJ McQuater, RE TI Managing for quality: The strategic issues SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Business Unit (BU); management; organization; policy; quality; TQM AB This paper reports the findings of a research study with the theme being the integration and development of Total Quality Management (TQM). From detailed case study work carried out in six organizations, a five-part categorization has been developed which highlights the restraining forces in the process of integrating TQM into the business planning process. This categorization is summarized in this paper, which also gives two case histories of how quality improvement has been integrated with business plans. Amongst the main findings of the study are that TQM will be difficult to sustain if it is not integrated with the business planning process of the organization. C1 UMIST,MANCHESTER SCH MANAGEMENT,QUAL MANAGEMENT CTR,MANCHESTER M60 1QD,LANCS,ENGLAND. RP Wilcox, M, NORTHUMBRIA UNIV,NEWCASTLE BUSINESS SCH,NEWCASTLE,NSW,AUSTRALIA. CR BURRELL G, 1979, SOCIOLOGICAL PARADIG DALE BG, 1994, MANAGING QUALITY FOX AC, 1974, CONTRACT WORK TRUST MARCHINGTON M, 1990, CHANGING PATTERNS EM MCQUATER RE, 1994, 4 INT C FACT 2000 AD WHEELAN G, 1988, STRATEGIC MANAGEMENT WILCOX M, 1993, P 4 INT PROD MAN C M, P585 WILCOX M, 1994, 30 UMIST MANCH SCH M WILCOX M, 1994, P LAB PROC C U AST B WILCOX M, 1996, INT J TECHNOL MANAGE, V12, P59 WILSON DC, 1990, MANAGING ORG NR 11 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 1 BP 59 EP 74 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VH961 UT ISI:A1996VH96100004 ER PT J AU Srivastava, A Prabhu, SS TI The role of corporate synergy accomplishment in determining performance of diversification strategies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE strategic management; synergy; diversification; direct and portfolio risk ID ECONOMIC-PERFORMANCE; MERGER STRATEGIES; SYSTEMATIC-RISK; RETURN; MANAGEMENT; PARADOX; FIRMS; FIT AB This study investigated the diversification-performance relationship for two five-year time periods. Although, there was no difference in the long-term performance of firms pursuing different strategies, improvements in long-term performance on both profitability and risk dimensions were possible for those firms that exploited unique advantages associated with their strategy. Portfolio synergy (risk education) was found to be a key determinant of total synergy (increase in profitability) for all diversification strategies. Direct synergies representing production and technical economies were associated with related constrained and related linked categories. Accomplishment of synergy is suggested as the moderating factor that influences the direction of the strategy-performance relationship. Implications for the practising manager are that diversification, irrespective of the type of diversification, can result in creating Value for the diversifying firm. However, such value creation is determined by the level of exploitation of the unique advantages associated with each strategy, like various synergies. RP Srivastava, A, GEORGIA STATE UNIV,DEPT DECIS SCI,ATLANTA,GA 30030. CR AMIT R, 1988, ACAD MANAGE J, V31, P154 AMIT R, 1988, STRATEGIC MANAGEMENT, V9, P99 BETTIS RA, 1982, ACAD MANAGE J, V25, P254 BETTIS RA, 1985, MANAGEMENT SCI 0707, P785 BOWMAN EH, 1980, SLOAN MANAGE REV, V21, P17 BOWMAN EH, 1982, SLOAN MANAGE REV, V23, P33 BROCKETT PL, 1992, MANAGE SCI, V38, P851 CHATTERJEE S, 1991, STRATEGIC MANAGE J, V12, P33 DORY JP, 1978, DOMESTIC DIVERSIFYIN DUNDAS KNM, 1982, STRATEGIC MANAGE J, V3, P287 GORT M, 1962, DIVERSIFICATION INTE HILL CWL, 1987, ACAD MANAGE REV, V12, P331 HOSKISSON RE, 1987, ACAD MANAGE J, V30, P625 LUBATKIN M, 1983, ACAD MANAGE REV, V8, P218 LUBATKIN M, 1987, ACAD MANAGE J, V30, P665 LUBATKIN M, 1987, STRATEGIC MANAGE J, V8, P39 LUBATKIN M, 1989, ACAD MANAGE J, V32, P454 MICHEL JG, 1992, ACAD MANAGE J, V35, P9 MONTGOMERY CA, 1984, STRATEGIC MANAGE J, V5, P181 MULLINS DW, 1982, HARVARD BUSINESS JAN, P105 NAYLOR TH, 1982, MANAGE SCI, V28, P1166 NAYYAR PR, 1992, STRATEGIC MANAGE J, V13, P219 PALEPU K, 1985, STRATEGIC MANAGE J, V6, P239 PRABHU SS, 1991, INT J BUSINESS DEC RUMELT RP, 1974, THESIS HARVARD BUSIN SALTER MS, 1978, HARVARD BUSINESS REV, V56 SALTER MS, 1979, DIVERSIFICATION ACQU SINGH H, 1987, STRATEGIC MANAGE J, V8, P377 SRIVASTAVA A, 1996, INT J TECHNOL MANAGE, V12, P75 VENKATRAMAN N, 1984, ACAD MANAGE REV, V9, P513 VENKATRAMAN N, 1989, ACAD MANAGE REV, V14, P423 VENKATRAMAN N, 1989, MANAGE SCI, V35, P941 WILLIAMSON OE, 1975, MARKETS HIERARCHIES WISEMAN RM, 1991, STRATEGIC MANAGE J, V12, P231 NR 34 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 1 BP 75 EP 84 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VH961 UT ISI:A1996VH96100005 ER PT J AU Piper, WS Naghshpour, S TI Government technology transfer: The effective use of both push and pull marketing strategies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology transfer; management of technology; push/pull strategy; government technology transfer; government management practices AB The application of marketing principles to the transfer and commercialization of public funded technology is a vital policy issue in today's internationally competitive marketplace. Government officials have recognized the need for a market focus in technology commercialization; however, a technological push strategy has lead to a product orientation of 'if we build it they will come' philosophy. A market orientation and a reliance on marketing principles and marketing strategies designed to create more of a pull impact from the new technology may provide a better solution to the transfer problem. The article's conclusion maintains that technology solutions developed from government research will be more effective in commercial adoptions and technical applications if a product approach combining technology push and pull strategies is designed. The current practice of technology transfer is examined and suggestions are proposed on how a pull strategy may be integrated to enhance and improve the effectiveness of the federal government's diffusion of technology to the commercial sectors. RP Piper, WS, UNIV SO MISSISSIPPI,730 E BEACH BLVD,LONG BEACH,MS 39560. CR 1992, STAFF SEP *COUNC COMP, 1992, IND CUST FED LABS *FLC, 1992, ORTA HDB AABY NE, 1993, J BUSINESS IND MARKE, V8, P61 BADAWY MK, 1991, INT J TECHNOLOGY MAN, P205 BLAIR WD, 1992, STRATEGY ENHANCE TEC CASSIDY R, 1994, R&D MAG, V36, P17 CHANG PL, 1993, INT J TECHNOL MANAGE, V8, P697 CHIDAMBER SR, 1994, INT J TECHNOL MANAGE, V9, P94 DEARING JW, 1993, INT J TECHNOLOGY MAN, V8, P478 FOSTER RN, 1986, INNOVATION ATTACKERS FROMBACH RT, 1993, EUR J MARKETING, V27, P22 GROTH JC, 1993, MANAGEMENT DECISIONS, V31, P34 HACKER M, 1988, LIVING TECHNOLOGY, P1 HAGGERTY JJ, 1996, SPINOFF 1994 NATL AE, P1 HUGHES D, 1993, AVIATION WEEK SPACE, V139, P40 IACOBUCCI D, 1996, QUALITY IMPROVEMENT, V74, P20 KOTLER P, 1994, MARKETING MANAGEMENT LIESCH PW, 1993, INT J TECHNOLOGY MAN, V8, P486 MACAULEY MK, 1995, SPACE POLICY FEB, P53 MORONE JG, 1993, RES TECHNOL MANAGE, V32, P16 PIPER WS, 1994, ATL MARK ASS P OCT PIPER WS, 1996, INT J TECHNOL MANAGE, V12, P85 RADOSEVICH R, 1993, CALIF MANAGE REV, V35, P33 RIVERS LW, 1994, APPLIANCE MANUFACTUR, V42 SCOTT WB, 1993, AVIATION WEEK SPACE, V139, P32 SOERGEL DG, 1994, ENV TODAY MAY, P40 SOUDER WE, 1989, RES TECHNOL MANAGE, V32, P19 VELOCCI AL, 1993, AVIATION WEEK SPACE, V139, P59 YAHN S, 1993, BUSINESS MARKETI APR, P32 NR 30 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 1 BP 85 EP 94 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VH961 UT ISI:A1996VH96100006 ER PT J AU Tan, RR TI How productive is automation investment? Evidence and results from the manufacturing sector in Taiwan SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE factory automation; productivity; production function; return on investment; return on productivity AB Study findings conducted at the macro level using aggregate industry data or at the micro level using firm level data, have not shown convincing evidence that investment in automation will improve productivity and provide high enough return on investment. Problems of mismeasurements, mismanagement, time lags, and redistribution of profit may account for part of the reasons for the so-called 'productivity paradox'. Complexity, interactions, mixtures of strategic and operational issues makes it extremely difficult to isolate the effect of automation investment even at the firm or enterprise level. This empirical study is based on a survey conducted by the Statistics Division, Ministry of Economic Affairs in Taiwan on the status of automation in the manufacturing sector at the factory level that allows a better resolution of productivity. Two variations of the Cobb-Douglas are specified to model the production function of the 18 industries in the manufacturing sector. The results show that automation investment provides high enough return on investment (ROI) and return on productivity (ROP). Cross industry analysis indicates that for those industries with higher output capital ratios, the ROI and ROP will also be higher. Investment in automation may provide synergistic effect, if it will improve the output-capital ratio of the automation capital that in turn will lead to increasing ROI and ROP for both the automation and non-automation capital. C1 NATL CENT UNIV,DEPT BUSINESS ADM,SCH MANAGEMENT,CHUNGLI 32054,TAIWAN. RP Tan, RR, NATL CENT UNIV,INST IND MANAGEMENT,SCH MANAGEMENT,CHUNGLI 32054,TAIWAN. CR *STAT DIV MIN EC A, 1993, SURV MAN SECT BRYNJOLFSSON E, 1993, COMMUN ACM, V36, P67 BRYNJOLFSSON E, 1993, P 14 INT C INF SYST CHEN FF, 1991, IEEE T ENG MANAGE, V38, P33 DIMITROV P, ENG COSTS PRODUCTION, V19, P165 MADY MT, 1992, INT J OPERATIONS PRO, V12, P49 NICHOLSON W, MICROECONOMIC THEORY, P271 PRIMROSE PL, 1991, INVESTMENT MANUFACTU RICE JA, 1995, MATH STAT DATA ANAL, P206 SKINNER W, 1986, HARVARD BUSINESS JUL SON YK, 1990, PRODUCTION INVENTORY, P38 TAN RR, 1992, 2 INT C AUT TECH JUL, V4, P7 TAN RR, 1996, INT J TECHNOLOGY MAN, V12, P95 THOMAS RL, 1993, INTRO ECONOMETRICS, P296 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 1 BP 95 EP 109 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VH961 UT ISI:A1996VH96100007 ER PT J AU Kaushik, SK Krackov, LM TI International cash management for a multinational corporation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE cash management; funds transfers; financial strategies; financial investments; banking services; international cash; treasury management AB This paper presents an analysis of broad and varied approaches to international cash management in terms of: (i) the differences between international cash management techniques and methods related primarily to domestic cash management, (ii) the scope of international cash management activities and those related to domestic business. It also focuses on a variety of major activities and strategies, by outlining the integral relationship of international cash management and overall financial planning for corporate needs, domestic as well as international, into an overall perspective. RP Kaushik, SK, PACE UNIV,LUBIN SCH BUSINESS,GRAD CTR,1 MARTINE AVE,WHITE PLAINS,NY 10606. CR ABDULLAH FA, 1987, FINANCIAL MANAGEMENT ALLMANWARD M, 1992, J CASH MANAGEMENT, V12, P5 ANTERIAN S, 1993, TREASURY RISK MANAGE, V3, P26 BEEHLER P, 1983, CONT CASH MANAGEMENT BRUNER RF, 1990, CASE STUDIES FINANCE BUCKLEY A, 1986, MULTINATIONAL FINANC CLARK I, 1987, INT TREASURY MANAGEM DRISCOLL M, 1983, CASH MANAGEMENT CORP DUFEY G, 1993, CASES INT FINANCE EITEMAN DK, 1992, MULTINATIONAL BUSINE GAMBLE RH, 1991, CORPORATE CASHFL FEB, V12, P24 GEORGE AM, 1983, INT FINANCE HDB, V2 GRIFFITHS SH, 1990, J CASH MANAGEMENT, V11, P99 GRIFFITHS SH, 1991, J CASH MANAGEMENT, V11, P49 GRIFFITHS SH, 1992, J CASH MANAGEMENT, V11, P26 KALLBERG J, 1984, CURRENT ASSET MANAGE KAUSHIK SK, 1989, MULTINATIONAL FINANC KAUSHIK SK, 1996, INT J TECHNOLOGY MAN, V12, P110 KESSLER J, 1982, FINANCIAL WORLD MAR, P56 KIM SH, 1983, INT BUSINESS FINANCE LAPILUSA JS, 1989, J CASH MANAGEMENT, V9, P13 LEVI J, 1983, INT FINANCE FINANCIA LINDAHL RA, 1992, CORPORATE CASHFLOW, V13, P40 MADURA J, 1992, INT FINANCIAL MANAGE MAIER SF, 1983, J CASH MANAGEMENT, V3, P14 MINCHIN IM, 1988, WORLD BANKING, V7, P8 MONKS DR, 1986, BANKERS MONTHLY AUG, P19 PARKINSON KL, 1983, J CASH MANAGEMENT, V3, P18 PERKINS DM, 1986, CASHFLOW MAGAZIN APR, P51 PONIACHEK HA, 1993, CASES INT FINANCE PRAHALAD CK, 1984, J INT BUS STUD, V15, P55 ROBINSON JH, 1990, J CASH MANAGEMENT, V10, P34 ROBINSON JH, 1991, CORPORATE CASHFL FEB, P35 ROSS D, 1987, INT TREASURY MANAGEM SAMIEE S, 1984, J INT BUS STUD, V15, P141 SHAPIRO AC, 1986, MULTINATIONAL CAPITA SHAPIRO AC, 1988, INT CORPORATE FINANC SHAPIRO AC, 1989, MULTINATIONAL FINANC SIMMONDS K, 1989, INT BUSINESS MULTINA SOENEN LA, 1986, J BUS RES, V14, P345 SOENEN LA, 1986, J BUSINESS FINANCE A, V16, P599 SOLNIK B, 1988, INT INVESTMENTS SRINIVASAN V, 1986, J INT BUS STUD, V17, P17 SWEENEY A, HDB INT FINANCIAL MA WEEKLY J, 1987, INT BUSINESS OPERATI WELT LG, 1986, MANAGEMENT REV JUN, P37 WESTON JF, 1977, GUIDE INT FINANCIAL WILLIAMS M, 1986, MANAGEMENT REV JUN, P32 NR 48 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 1 BP 110 EP 125 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VH961 UT ISI:A1996VH96100008 ER PT J AU Bakes, CM Goldberg, FN TI ATM networks and their applications at the NASA Lewis Research Center - A case study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE ATM; broadband ISDN; SONET; congestion control; cluster computing; cooperative computing ID TRAFFIC MANAGEMENT; CONGESTION CONTROL; LAYER OAM; B-ISDN; ISSUES; IMPLEMENTATION; SCHEMES AB This paper provides an overview of ATM networks and a discussion of their role in supporting high-level technological research at the NASA Lewis Research Center in the U.S, NASA Lewis operates a variety of local and wide area networks and is introducing ATM to meet specialized requirements for transporting multimedia traffic, including text, voice, video, real time visualization data, and data collected from scientific experiments, ATM employs fast packet switching and statistical multiplexing to allow many sources to flexibly share network bandwidth and it provides an integrated transport, multiplexing, and switching technology for BISDN. SONET/SDH may be used as a physical layer protocol for optical transmission of ATM cells. ATM, together with SONET, provides standardized high-speed transmission for a wide variety of traffic types and performance requirements. NASA Lewis researchers are experimenting with cluster computing for solving large problems and are testing ATM for use as the transport fabric to support this activity. Video experiments have been conducted over a private ATM network which has links to the Ames and Langley Research Centers. NASA Lewis is exploring the use of ATM to facilitate collaboration between experimental and analytical researchers at geographically dispersed locations and to provide personnel at remote sites with access to NASA Lewis facilities. ATM service classes, the BISDN protocol reference model, and congestion control issues are also addressed in this paper. C1 NASA,LEWIS RES CTR,TELECOMMUN & NETWORKING BRANCH,CLEVELAND,OH 44135. RP Bakes, CM, KENT STATE UNIV,GRAD SCH MANAGEMENT,DEPT ADM SCI,KENT,OH 44242. CR ANDERSON J, 1991, IEEE COMMUN MAG, V29, P79 BAE JJ, 1991, P IEEE, V79, P170 BIAGIONI E, 1993, IEEE NETWORK, V7, P32 BONOMI F, 1995, IEEE NETWORK MAR, V9 BOYER P, 1992, IEEE NETWORK, V6, P38 BREUER HJ, 1991, IEEE COMMUN MAG, V29, P75 BROCHIN FM, 1992, PERFORM EVALUATION, V16, P107 BURGIN J, 1991, IEEE COMMUN MAG, V29, P44 CATLETT CE, 1992, IEEE COMMUN MAG, V30, P42 CAVANAGH JP, 1992, IEEE COMMUN MAG, V30, P48 CHEUNG NK, 1992, IEEE COMMUNICATIONS, V30, P68 COX LE, 1993, AIDS PATIENT CARE, V7, P20 CRUTCHER LA, 1992, IEEE NETWORK, V6, P42 DEPRYCKER M, 1992, IEEE NETWORK, V6, P25 DEPRYCKER M, 1993, ASYNCHRONOUS TRANSFE DEPRYCKER M, 1993, IEEE NETWORK, V7, P10 ECKBERG A, 1992, IEEE NETWORK, V6, P28 ECKBERG AE, 1991, IEEE COMMUN MAG, V29, P64 GROVENSTEIN LW, 1994, IEEE NETWORK, V8, P18 HAC A, 1989, COMPUTER NOV, P26 HANDEL R, 1991, INTEGRATED BROADBAND HONG D, 1991, IEEE NETWORK MAG, V5, P10 IRVIN DR, 1993, IEEE NETWORK, V7, P40 IWATA A, 1995, COMMUN ACM, V38, P72 KUNG HT, 1994, COMPUT COMMUN, V24, P101 LEA CT, 1992, IEEE NETWORK, V6, P60 LEBOUDEC JY, 1993, IEEE COMMUN MAG, V31, P50 LESLIE IM, 1993, IEEE NETWORK, V7, P40 LYLES JB, 1992, IEEE COMMUN MAG, V30, P52 NEWMAN P, 1994, IEEE COMMUN MAG, V32, P44 RAMAKRISHNAN KK, 1995, IEEE NETWORK, V9 ROBERTS JW, 1991, IEEE COMMUN MAG, V29, P50 WERNIK M, 1992, IEEE NETWORK, V6, P10 YAZID S, 1992, IEEE COMMUN MAG, V30, P42 NR 34 TC 4 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 1996 VL 13 IS 1 BP 1 EP 28 PG 28 SC Engineering, Industrial GA VF605 UT ISI:A1996VF60500001 ER PT J AU Griffith, TL TI Negotiating successful technology implementation - A motivation perspective SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE technology implementation; negotiation; motivation; user participation ID DECISION-SUPPORT SYSTEM; EXPECTANCY-THEORY; INFORMATION; EQUITY; ORGANIZATIONS; INNOVATION; ADAPTATION; ANONYMITY; CONFLICT; MODEL AB A framework based on expectancy theory, equity theory, and integrative negotiation strategies is proposed for improving the success rates of technology implementations. Negotiation strategies can be used to create integrative solutions such that the incentives to use the technology are distributed most effectively. Many of the current approaches to technology implementation focus on increasing the ease of use of the technology by lowering organizational and/or technological barriers blocking implementation success. An additional approach is to increase motivation to use the technology. Ease of use must be combined with making technology use desirable to the users. Implementers who approach implementation as an integrative negotiation will bt-best able to structure successful solutions. RP Griffith, TL, UNIV ARIZONA,COLL BUSINESS & PUBL ADM,405 MCCLELLAND HALL,TUCSON,AZ 85721. CR 1993, MICROCONTAMINATI APR, P20 ADAMS JS, 1963, J ABNORM PSYCHOL, V67, P422 ARGOTE L, 1983, SLOAN MANAGE REV, V24, P31 ATKINSON JW, 1964, INTRO MOTIVATION BAZERMAN MH, 1987, NEGOTIATION J, V3, P283 BEATTY CA, 1988, SLOAN MANAGEMENT SUM, P25 BEATTY CA, 1991, CALIFORNIA M REV SPR, P73 BIKSON T, 1984, IMPLEMENTATION OFFIC BIKSON T, 1987, N2619NSF RAND CORP BIKSON T, 1987, R3077NSF RAND CORP BURTON FG, 1992, J MANAGEMENT INFORMA, V9, P183 CAMPBELL JP, 1976, HDB IND ORG PSYCHOL, P63 CONNOLLY T, 1990, MANAGE SCI, V36, P689 DAVIS FD, 1992, J APPL SOC PSYCHOL, V22, P1111 DEAN JW, 1987, NEW TECHNOLOGY ORG I DESANCTIS G, 1983, PSYCHOL REP, V52, P247 DESANCTIS G, 1994, ORGAN SCI, V5, P121 EDSTROM A, 1977, HUM RELAT, V30, P589 ETTLIE JE, 1984, MICROPROCESSORS MANP FISHER R, 1981, GETTING YES NEGOTIAT GASSER L, 1986, ACM T OFFIC INFORM S, V4, P205 GOODMAN PS, 1974, ORGAN BEHAV HUM PREF, V12, P170 GOODMAN PS, 1985, ISSUES IMPLEMENTING GOODMAN PS, 1990, TECHNOLOGY ORG GOODMAN PS, 1991, J ENG TECHNOL MANAGE, V8, P261 GRIFFITH TL, 1993, J MANAGERIAL ISSUES, V5, P465 GRIFFITH TL, 1995, UNPUB COGNITIVE ELEM GRUDIN J, 1988, C COMP SUPP COOP WOR HARDER JW, 1991, J APPL PSYCHOL, V76, P458 HARTWICK J, 1994, MANAGE SCI, V40, P440 JESSUP LM, 1991, DECISION SCI, V22, P266 JOSHI K, 1990, DECISION SCI, V21, P786 JOSHI K, 1991, MIS Q JUN, P229 LAWLER EE, 1968, J PERS SOC PSYCHOL, V10, P306 LAWLER EE, 1973, MOTIVATION WORK ORG LEONARDBARTON D, 1987, INTERFACES, V17, P6 LEONARDBARTON D, 1988, RES POLICY, V17, P251 LEWIS LK, 1993, ACAD MANAGE REV, V18, P322 LIND MR, 1991, ORGAN SCI, V2, P195 LOCKE EA, 1979, RES ORG BEHAV LOCKE EA, 1984, GOAL SETTING MOTIVAT LUCAS HC, 1991, IMPLEMENTATION KEY S MAINIERO LA, 1986, PERSONNEL JUL, P32 MAJCHRZAK A, 1988, HUMAN SIDE FACTORY A MARKUS ML, 1983, COMMUN ACM, V26, P430 MARKUS ML, 1994, SLOAN MANAGE REV, V35, P11 MCFARLAN FW, 1984, HARVARD BUS REV, V62, P98 MOSCHETTI GJ, 1979, SOCIAL PSYCHOL Q, V42, P172 NEALE MA, 1991, COGNITION RATIONALIT NEWMAN M, 1992, MIS QUART, V16, P249 NUNAMAKER JF, 1989, DECIS SUPPORT SYST, V5, P183 NUNAMAKER JF, 1991, COMMUN ACM, V34, P40 ORLIKOWSKI WJ, 1992, ORGAN SCI, V3, P398 PASMORE WA, 1988, DESIGNING EFFECTIVE PINDER CC, 1984, WORK MOTIVATION PINKLEY RL, 1995, ORGAN BEHAV HUM, V62, P101 PORTER ME, 1985, HARVARD BUS REV, V63, P149 PRUITT DG, 1983, NEGOTIATING ORG RAIFFA H, 1982, ART SCI NEGOTIATION RAIFFA H, 1985, NEGOTIATION J, V1, P9 REDDY R, 1990, TECHNOLOGY ORG, P232 RIVARD S, 1987, INTERFACES, V17, P25 ROBEY D, 1982, MANAGE SCI, V28, P73 ROBEY D, 1989, MANAGE SCI, V35, P1172 ROBEY D, 1993, J MANAGEMENT INFORMA, V10, P123 ROGERS EM, 1987, DIFFUSION INNOVATION ROGERS EM, 1995, DIFFUSION INNOVATION ROMER D, 1977, PERSONALITY SOCIAL P, V3, P228 RUBIN JZ, 1975, SOCIAL PSYCHOL BARGA SALANCIK GR, 1977, NEW DIRECTIONS ORG B SAMUEL W, 1978, PERSONALITY SOCIAL P, V4, P135 SPROULL L, 1986, MANAGE SCI, V32, P1492 SPROULL LS, 1986, J MANAGE, V12, P43 SPROULL LS, 1990, TECHNOLOGY ORG, P254 THOMPSON L, 1990, ORGAN BEHAV HUM, V47, P98 THOMPSON LL, 1991, J EXP SOC PSYCHOL, V27, P161 TORNATZKY LG, 1982, EVAL PROGRAM PLANN, V5, P193 TORNATZKY LG, 1983, PROCESS TECHNOLOGICA TRIST EL, 1951, HUM RELAT, V4, P3 TYRE MJ, 1994, ORGAN SCI, V5, P98 VOGEL DR, 1988, ORG DECISION SUPPORT, P287 VROOM VH, 1964, WORK MOTIVATION WALSTER E, 1976, ADV EXPT SOCIAL PSYC, P1 WANOUS JP, 1983, ORGAN BEHAV HUM DEC, V32, P66 ZAMMUTO RF, 1992, ACAD MANAGE REV, V17, P701 ZIGURS I, 1988, MIS QUART, V12, P625 ZMUD RW, 1979, MIS Q JUN, P35 NR 87 TC 3 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 1996 VL 13 IS 1 BP 29 EP 53 PG 25 SC Engineering, Industrial GA VF605 UT ISI:A1996VF60500002 ER PT J AU Schewe, G TI Imitation as a strategic option for external acquisition of technology SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE technology management; imitation; technology strategy; imitation success; project management ID MANUFACTURING-INDUSTRIES; ENTRY; DETERMINANTS; INNOVATION; ADVANTAGES; EXIT AB There is often a clash between the necessity to innovate and the high economic risks involved in the introduction of such novelties. Therefore, management has to consider, if there are other strategies of successful technology management than to innovate. One might be the imitation strategy. This survey analyzes the capabilities a firm must have in order to carry out an imitation strategy successfully. Sixty-six firms were interviewed for the survey. Using a LISREL model it was shown that successful imitators must have the following capabilities in order to succeed in overcoming barriers to market entry built up by the innovator. These are: strengths in the areas of technology, marketing and production, and the existence of suitable information gathering capabilities. Furthermore, imitation projects are successful only if they also succeed in realizing a high degree of similarity between the innovative and imitative product (high imitation de ree) and in impeding the market entry of further imitators. Further development, or an improvement of the innovation (a low imitation degree) does not affect imitation success in a positive way. RP Schewe, G, CHRISTIAN ALBRECHTS UNIV KIEL,INST BUSINESS ADM,OLSHAUSENSTR 40,D-24098 KIEL,GERMANY. CR ALBACH H, 1984, BETRIEBSWIRTSCHAFTSL, P35 ALBACH H, 1986, TECHNOLOGISCHER WAND, P47 ANDERSON E, 1987, J MARKETING, V51, P71 ANDERSON JC, 1988, PSYCHOL BULL, V103, P411 ANSOFF HI, 1967, HARVARD BUS REV, V45, P71 BAIN JS, 1962, BARRIERS NEW COMPETI BALDERJAN I, 1986, CLASSIFICATION TOOL, P3 BALDWIN WL, 1969, SO EC J, V36, P18 BENTAL B, 1988, EUR ECON REV, V32, P1731 BISCHOFF A, 1980, THESIS BERLIN BROCKHOFF K, 1988, IEEE T ENG MANAGE, V35, P167 BUZZELL RD, 1987, PIMS PRINCIPLE CALANTONE R, 1981, J MARKETING, V45, P48 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 CONRAD CA, 1983, INT J IND ORGAN, V1, P353 CRAWFORD CM, 1983, NEW PRODUCT MANAGEME DASGUPTA P, 1988, ECON J, V98, P66 DAVIDSON JH, 1976, HARVARD BUSINESS MAR, P117 DROEGE C, 1986, J MARKETING RES, V26, P193 DUETSCH LL, 1984, J IND ECON, V32, P447 DUNNE T, 1988, RAND J ECON, V19, P495 FISCHER WA, 1978, CALIFORNIA MANAGEMEN, V21, P10 FREEMAN C, 1974, EC IND INNOVATION FRITZ W, 1986, CLASSIFICATION TOOL, P145 GAUL W, 1986, J BUS RES, V17, P67 HARRIGAN KR, 1981, STRATEGIC MANAGEMENT, V2, P395 HILDEBRANDT L, 1987, J ECON PSYCHOL, V8, P19 HUBER GP, 1991, ORGAN SCI, V2, P88 JAGODZINSKI W, 1986, TECHNIKEN EMPIRISCHE, V8, P77 JOERESKOG KG, 1989, LISREL 7 REFERENCE G KARAKAYA F, 1989, J MARKETING, V53, P890 KAUFER E, 1980, INDUSTRIEOKONOMIK EI KHALILZADEHSHIR.J, 1974, REV ECON STAT, V56, P67 LEVIN RC, 1988, AM ECON REV, V78, P424 LEVITT B, 1988, ANNU REV SOCIOL, V14, P319 LEVITT T, 1966, HARVARD BUS REV, V44, P63 LEVITT T, 1974, MARKETING BUSINESS G LIEBERMAN MB, 1988, STRATEGIC MANAGEMENT, V9, P41 MAIDIQUE MA, 1982, READINGS MANAGEMENT, P273 MANSFIELD E, 1961, ECONOMETRICA, V29, P741 MILES RE, 1978, ORG STRATEGY STRUCTU ORR D, 1974, REV ECON STAT, V56, P58 PERILLIEUX R, 1987, ZEITFAKTOR STRATEGIS PORTER ME, 1983, RES TECHNOLOGICAL IN, V1, P1 ROBERTS JJ, 1970, INNOVATION MERCHANDI ROBINSON WT, 1985, J MARKETING RES, V22, P305 SCHEWE G, 1992, Z BETRIEBSWIRT, V62, P967 SCHNAARS S, 1986, BUS HORIZONS, V28, P27 SCHUMPETER JA, 1934, THEORY EC DEV SCHWARTZ MA, 1978, IMITATION DIFFUSION SHAPIRO D, 1987, INT J IND ORGAN, V5, P15 SHORTELL SM, 1990, ACAD MANAGE J, V33, P817 SMILEY R, 1988, INT J IND ORGAN, V6, P70 SNOW CC, 1980, ADM SCI Q, V25, P317 SPITAL F, 1983, RES TECHNOLOGICAL IN, V1, P55 STONEBRAKER RJ, 1976, REV ECON STAT, V58, P33 TEECE DJ, 1986, RES POLICY, V15, P285 TUCKER LR, 1971, PSYCHOMETRIKA, V36, P427 URBAN GL, 1980, DESIGN MARKETING NEW URBAN GL, 1985, STRATEGIC MARKETING, P239 YIP G, 1982, BARRIERS ENTRY CORPO ZOERGIEBEL W, 1983, TECHNOLOGIE WETTBEWE NR 62 TC 4 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 1996 VL 13 IS 1 BP 55 EP 82 PG 28 SC Engineering, Industrial GA VF605 UT ISI:A1996VF60500003 ER PT J AU Parthasarthy, R Yin, JZ TI Computer-integrated manufacturing and competitive performance - Moderating effects of organization-wide integration SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE computer-integrated manufacturing; job and task integration; integrated competitive strategy; firm-environment integration ID FLEXIBLE AUTOMATION; STRATEGY; INNOVATION; JAPANESE; DETERMINANTS; PERSPECTIVE; TECHNOLOGY; MANAGEMENT; SYSTEMS; DESIGN AB The research reported here examined the conditions under which computer-integrated manufacturing (CIM's) machine-related benefits can be effectively exploited in competition. Using the integration theme that many have implicitly proposed to analyze CIM implementation, this research sought to test whether a CIM user with a higher level of tool integration enjoyed a higher competitive performance when there was a corresponding degree of organizational integration. Data from 110 CIM users belonging to the automotive, aerospace, medical instruments, and consumer appliance businesses provide strong support to this extended integration hypothesis. Data indicate that integration in operational jobs; competitive criteria, and relationship with customers/suppliers significantly moderate CIM's impact on competitive performance. Task integration, commonly recommended in this context, has only main effects. It is necessary, but not sufficient, to transform CIM benefits into competitive benefits. We discuss our findings and their implications to technology management theory and practice. RP Parthasarthy, R, SETON HALL UNIV,W PAUL STILLMAN SCH BUSINESS,S ORANGE,NJ 07079. CR 1985, AM MACHINIST JAN, P95 1993, WARDS IND DIRECTORY, V5 *US DEP COMM, 1988, MAN TECHN 1988 ABERNATHY WJ, 1983, IND RENAISSANCE ANSOFF HI, 1987, J BUS STRAT, V7, P28 ARNOLD HJ, 1982, ORGAN BEHAV HUM PREF, V29, P143 ASHBY WR, 1960, DESIGN BRAIN BESSANT J, 1989, TECHNOVATION, V9, P321 BODDY D, 1986, MANAGING NEW TECHNOL CAMPBELL DT, 1959, PSYCHOL BULL, V56, P81 CHILD J, 1987, HUMAN SIDE ADV MANUF CHILD J, 1987, NEW TECHNOLOGY ORG I, P87 CLARK KB, 1989, MANAGE SCI, V35, P1247 CLARK KB, 1991, PRODUCT DEV PERFORMA COHEN SS, 1987, MANUFACTURING MATTER COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DEAN JW, 1989, HARVARD BUS REV, V67, P28 DEAN JW, 1991, ACAD MANAGE J, V34, P776 DESS GG, 1984, ACAD MANAGE J, V27, P467 DESS GG, 1984, STRATEGIC MANAGE J, V5, P265 DUIMERING PR, 1993, SLOAN MANAGEMENT SUM, P47 ETTLIE JE, 1988, TAKING CHARGE MANUFA ETTLIE JE, 1992, ACAD MANAGE J, V35, P795 FEIGENBAUM AV, 1983, TOTAL QUALITY CONTRO FLYNN MS, 1988, IS THERE ENOUGH BUSI, P91 GALBRAITH JR, 1982, ORGAN DYN, V10, P3 GARUD R, 1994, ACAD MANAGE REV, V19, P671 GOLDHAR JD, 1983, HARVARD BUS REV, V61, P141 GOLDHAR JD, 1985, INTERFACES, V15, P94 GROOVER MP, 1987, AUTOMATION PRODUCTIO GUNN TG, 1987, MANUFACTURING COMPET HACKMAN JR, 1980, WORK REDESIGN HAYES RH, 1984, RESTORING OUR COMPET HELFGOTT RB, 1988, COMPUTERIZED MANUFAC HIRSCHHORN L, 1984, MECH WORK TECHNOLOGY IMAI K, 1985, UNEASY ALLIANCE, P337 ISHIKAWA K, 1985, WHAT IS TOTAL QUALIT JAIKUMAR R, 1986, HARVARD BUS REV, V64, P69 KANTER RM, 1983, CHANGE MASTERS KANTER RM, 1989, ACADEMY MANAGEMENT E, V3, P183 LAWRENCE PR, 1967, ADM SCI Q, V12, P1 MAJCHRZAK A, 1988, HUMAN SIDE FACTORY A MCMILLAN J, 1990, CALIF MANAGE REV, V32, P38 MEREDITH JR, 1987, CALIF MANAGE REV, V29, P27 MILLER D, 1986, ADMIN SCI QUART, V31, P539 MILLER D, 1987, ACAD MANAGE J, V30, P7 MORGAN G, 1983, HUM RELAT, V37, P1 NEMETZ PL, 1988, ACAD MANAGE REV, V13, P627 NONAKA I, 1990, CALIF MANAGE REV, V32, P27 PARTHASARTHY R, 1992, ACAD MANAGE REV, V17, P86 PARTHASARTHY R, 1993, MANAGEMENT TECHNOLOG PARTHASARTHY R, 1993, STRATEGIC MANAGE J, V14, P529 PARTHASARTHY R, 1995, ADV GLOBAL HIGH TE A, V5, P3 PARTHASARTHY R, 1995, INT J VEHICLE DES, V16, P126 PORTER ME, 1980, COMPETITIVE STRATEGY RUBENSTEIN AH, 1979, R&D MANAGE, V9, P65 SALZMAN RM, 1981, CAD MEDIUM SIZED SMA SAVAGE CM, 1984, CIM REV, V1, P12 SCHONBERGER RJ, 1986, WORLD CLASS MANUFACT SKINNER W, 1969, HARVARD BUS REV, V47, P136 SNELL SA, 1992, ACAD MANAGE J, V35, P467 SONG XM, 1993, RES TECHNOL MANAGE, V36, P32 SUSMAN GI, 1989, COMPUTER INTEGRATED, V2, P133 SUSMAN GI, 1990, TECHNOLOGY ORG, P87 SWAMIDASS PM, 1987, MANAGE SCI, V33, P509 TAYLOR FW, 1967, PRINCIPLES SCI MANAG VANDEVEN AH, 1986, MANAGE SCI, V32, P590 VONHIPPEL E, 1988, SOURCES INNOVATION VOSS C, 1986, HUMAN FACTORS MANUFA WALTON RE, 1987, HARVARD BUS REV, V65, P98 WEICK KE, 1979, SOCIAL PSYCHOL ORG WHEELWRIGHT SC, 1985, CALIF MANAGE REV, V27, P26 ZUBOFF S, 1988, AGE SMART MACHINE NR 73 TC 5 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 1996 VL 13 IS 1 BP 83 EP 110 PG 28 SC Engineering, Industrial GA VF605 UT ISI:A1996VF60500004 ER PT J AU Starbuck, WH TI Unlearning ineffective or obsolete technologies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE unlearning; learning; innovation; resistance to change; beliefs; methods AB Often, before they can learn something new, people have to unlearn what they think they already know. That is, they may have to discover that they should no longer rely on their current beliefs and methods. This paper describes eight viewpoints that can help people to do this. RP Starbuck, WH, NYU,STERN SCH BUSINESS,NEW YORK,NY 10012. CR ALFVEN H, 1985, EARLY HIST COSMIC RA, P427 ARMSTRONG JS, 1985, LONG RANGE FORECASTI BEYER JM, 1981, HDB ORG DESIGN, V2, P166 CHILES JR, 1985, AM HERITAGE INVENTIO, V1, P27 FLEMING T, 1995, AM HERITAGE INVENTIO, V10, P54 FRIEDEL R, 1994, AM HERITAGE INVENTIO, V10, P8 GOULD SJ, 1986, NATURAL HIST, V96 HAMMER M, 1993, REENGINEERING CORPOR HEDBERG BLT, 1981, HDB ORG DESIGN, V1, P3 JANIS IL, 1972, VICTIMS GROUPTHINK KUHN TS, 1962, STRUCTURE SCI REVOLU MORISON E, 1966, MEN MACHINES MODERN NAYAK PR, 1986, BREAKTHROUGHS NYSTROM PC, 1984, ORGAN DYN, V12, P53 PETROSKI H, 1992, ENG IS HUMAN PETROSKI H, 1996, AM SCI, V84, P15 PORTER LW, 1976, HDB IND ORG PSYCHOL, P1553 STARBUCK WH, 1989, INFORMATION TECHNOLO, P11 TUSHMAN ML, 1986, CALIFORNIA MANAGEMEN, V29 TYRE MJ, 1994, ORGAN SCI, V5, P98 WARD JK, 1989, AM HERITAGE INVENTIO, V5, P58 WEBSTER J, 1988, INT REV IND ORG PSYC, P93 NR 22 TC 9 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 11 IS 7-8 BP 725 EP 737 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VC187 UT ISI:A1996VC18700001 ER PT J AU Weick, KE TI The role of renewal in organizational learning SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE renewal; organizational learning AB The role of continuity in organizational learning has been given relatively little attention by people who try to improve learning. It is argued that if people view learning as a process of renewal rather than a process of transformation, they are more likely to preserve the continuity with past experience that is a pie-condition of learning. RP Weick, KE, UNIV MICHIGAN,SCH BUSINESS ADM,ANN ARBOR,MI 48109. CR 1971, OXFORD ENGLISH DICT ANDERSON PA, 1983, ADMIN SCI QUART, V28, P201 BIELA A, 1989, J THEOR SOC BEHAV, V19, P311 BORUCKI C, 1990, ACAD MGMT EXECUT, V4, P36 BRICKMAN P, 1987, COMMITMENT CONFLICT CHAKRAVARTHY BS, 1984, ACAD MANAGE REV, V9, P536 CROW B, 1990, JAZZ ANECDOTES CSIKSZENTMIHALY.I, 1988, OPTIMAL EXPERIENCE, P232 DENNETT DC, 1978, BRAINSTORMS DUTTON JE, 1987, ACAD MANAGE REV, V12, P76 ENGLISH HB, 1958, COMPREHENSIVE DICT P FELDMAN MS, 1989, ORDER DESIGN FESTINGER L, 1956, PROPHECY FAILS GRANDORI A, 1987, PERSPECTIVES ORG THE HEDBERG B, 1976, ADM SCI Q, V21, P41 KURKE LB, 1989, COMMUN RES, V16, P3 LEVITT B, 1988, ANNU REV SOCIOL, V14, P319 MARCH JG, 1958, ORGANIZATIONS MIRVIS PH, 1990, RES ORG CHANGE DEV, V4, P1 OREILLY AJF, 1985, MANAGE FACTS FILE, P104 SCHEIN EH, 1987, PROCESS CONSULTATION, V11 TORBERT WR, 1987, MANAGING CORPORATE D TRICE HM, 1984, ACAD MANAGE REV, V9, P653 WEICK KE, 1979, SOCIAL PSYCHOL ORG NR 24 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 11 IS 7-8 BP 738 EP 746 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VC187 UT ISI:A1996VC18700002 ER PT J AU DiBello, L Spender, JC TI Constructive learning: A new approach to deploying technological systems into the workplace SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE organizational learning; constructive learning; workplace knowledge; complex systems training; training simulation AB High-technology production and information systems are becoming increasingly common in the workplace. Those who work with them need formal and knowledge-intensive skills that match the way these systems work. The traditional methods of shopfloor education, learning-by-doing from other skilled operators, or from the equipment supplier, are risky, expensive and inefficient. Classroom training does not work well either. We describe two-day constructive learning workshops designed to help introduce MRP, the widely used computer-based production and inventory management system, into a major transportation maintenance facility. MRP is notoriously difficult to install successfully. These workshops worked well and reduced the operatives' learning period by upwards of a year. RP DiBello, L, CUNY,GRAD CTR,LAB COGNIT STUDIES ACT,33 W 42 ST,NEW YORK,NY 10036. CR BENSMAN J, 1991, CRAFT CONSCIOUSNESS CHI M, 1988, NATURE EXPERTISE CYERT RM, 1963, BEHAVIORAL THEORY FI DIBELLO L, 1992, APICS 25 INT C HENDRICK TE, 1985, PRODUCTION OPERATION HIRSCHHORN L, 1984, MECH WORK TECHNOLOGY KUSTERER KC, 1978, KNOW HOW JOB IMPORTA, P178 LAVE J, 1992, SITUATED LEARNING LE PERROW C, 1984, NORMAL ACCIDENTS LIV ROGOFF B, 1984, EVERYDAY COGNITION I SCRIBNER S, 1985, ANTHROPOL EDUC QUART, V16, P199 SCRIBNER S, 1991, 22 NAT CTR ED EMPL SCRIBNER S, 1992, COORDINATING KNOWLED SINGLEY MK, 1989, TRANSFER COGNITIVE S, P31 SPENDER JC, 1994, MANAGE LEARN, V25, P387 VYGOTSKII LS, 1978, MIND SOC NR 16 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 11 IS 7-8 BP 747 EP 758 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VC187 UT ISI:A1996VC18700003 ER PT J AU Argote, L TI Organizational learning curves: Persistence, transfer and turnover SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE organizational learning curves; productivity; technology transfer ID KNOWLEDGE; TECHNOLOGIES; MEMORY; FIRMS AB The paper provides an overview of recent developments in the area of organizational learning curves. The paper discusses whether knowledge acquired through learning by doing is cumulative, as the classic learning-curve model implies, or whether organizational learning evidences 'forgetting' or depreciation. The extent to which the productivity gains associated with learning by doing reside in individual workers, or in the structure of the organization, or in its technology is also analyzed. The paper concludes by reviewing evidence about whether learning transfers across organizations. RP Argote, L, CARNEGIE MELLON UNIV,GRAD SCH IND ADM,PITTSBURGH,PA 15213. CR 1980, BUSINESS WEEK 0728 ALCHIAN A, 1963, ECONOMETRICA, V31, P679 ARGOTE L, 1990, MANAGE SCI, V36, P140 ARGOTE L, 1990, SCIENCE, V247, P920 ARGOTE L, 1993, BRIT J SOC PSYCHOL, V32, P31 ARGOTE L, 1994, INT I APPL SYST AN V BALOFF N, 1970, IEEE T EM, V17, P132 BERRY DC, 1984, Q J EXP PSYCHOL-A, V36, P209 BERRY DC, 1987, PSYCHOL RES, V49, P7 DARR ED, IN PRESS MANAGEMENT DUTTON JM, 1984, ACAD MANAGE REV, V9, P235 EBBINGHAUS H, 1964, MEMORY CONTRIBUTION EPPLE D, IN PRESS OPERATIONS EPPLE D, 1991, ORGAN SCI, V2, P58 GALBRAITH CS, 1990, CALIF MANAGE REV, V32, P56 HAYES RH, 1986, HARVARD BUS REV, V5, P66 HIRSCH WZ, 1952, REV ECON STAT, V34, P143 HOLUSHA J, 1994, NY TIMES 0324 HUBER GP, 1991, ORGAN SCI, V2, P88 JOSKOW PL, 1985, RAND J ECON, V16, P1 LENEHAN M, 1982, ATLANTIC MONTHLY, V250, P32 LEVITT B, 1988, ANNU REV SOCIOL, V14, P319 MARSHALL E, 1989, SCIENCE, V244, P1250 NONAKA I, 1991, HARVARD BUSINESS NOV, P96 RAO D, 1992, 1992 AC MAN M LAS VE STARBUCK WH, 1992, J MANAGE STUD, V29, P713 STATA R, 1989, SLOAN MANAGE REV, V30, P63 THORNDIKE EL, 1898, PSYCHOL REV SER MO S, V2, P1 THURSTONE LL, 1919, PSYCHOL MONOGR, V26, P1 UDAYAGIRI ND, 1993, LEARNING CURVES KNOW WAGNER RK, 1985, J PERS SOC PSYCHOL, V49, P436 WALSH JP, 1991, ACAD MANAGE REV, V16, P57 WRIGHT TP, 1936, J AERONAUT SCI, V3, P122 ZIMMERMAN MB, 1982, BELL J ECON, V13, P297 NR 34 TC 12 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 11 IS 7-8 BP 759 EP 769 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VC187 UT ISI:A1996VC18700004 ER PT J AU Karnoe, P TI The social process of competence building SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE competence building; learning; culture ID DETERMINANTS; INNOVATION; CAPACITY AB This paper argues that organizational competencies are an emergent property that stem from learning processes. Comparing Danish and US technological learning processes in wind energy technology, competence building is seen as culturally shaped and embedded in the organizational routines and behavioural norms of engineers and workers. C1 COPENHAGEN SCH ECON & BUSINESS ADM,INST ORG & IND SOCIOL,GRP BUSINESS SYST RES & ECON SOCIOL,DK-2200 COPENHAGEN N,DENMARK. RP Karnoe, P, COPENHAGEN SCH ECON & BUSINESS ADM,INST ORG & IND SOCIOL,DK-2200 COPENHAGEN N,DENMARK. CR 1986, WIND POWER MONTH NOV 1994, WIND POWER MONTH DEC *CAL EN COMM, 1986, ANN REP WIND PROJ PE *OECD, 1953, WIND POW ANDERSEN OS, 1990, TECHNOLOGICAL INNOVA AOKI M, 1986, US EC REV BARNEY J, 1991, J MANAGEMENT, V17 BERGER PL, 1966, SOCIAL CONSTRUCTION BIJKER W, 1988, SOCIAL CONSTRUCTION CASTELLO C, 1991, P US WIND EN ASS TP COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DERTOUZOS M, 1989, MADE AM REGAINING PR DIERICKX I, 1989, MANAGE SCI, V35, P1504 DIMAGGIO P, 1991, NEW I ORG ANAL DOGDE D, 1990, WIND TECHNOLOGY TODA, CH4 DOSI G, 1982, RES POLICY, V11, P147 DOSI G, 1988, J ECON LIT, V26, P1120 DOSI G, 1993, 9314 U BERK CONS COM ERGAS H, 1986, DOES TECHNOLOGY POLI GARUD R, 1994, IN PRESS ORG SCI GARUD R, 1994, STRATEGIC MANAGE J, V15, P365 GIPE P, 1995, IN PRESS WIND ENERGY GOLDING EW, 1955, GENERATION ELECT WIN GRANOVETTER M, 1985, AM J SOCIOL, P91 GRANOVETTER M, 1992, SOCIOLOGY EC LIFE HAYES R, 1988, DYNAMIC MANUFACTURIN HAYES RH, 1980, HARVARD BUS REV, V58, P67 IMAI K, 1985, UNEASY ALLIANCE MANA JORGENSEN U, IN PRESS IND POLICY JORGENSEN U, 1994, IN PRESS MANAGING TE KARNOE P, 1990, ENTREPRENEURSHIP REG, V2, P105 KARNOE P, 1993, PUBL DEP EC, V334 KARNOE P, 1995, ADV I ANAL ORG INT L KLINE SJ, 1986, POSITIVE SUM STRATEG KRANAKIS E, 1989, SOC STUD SCI, V19, P5 KRISTENSEN PH, 1990, NEW SOCIAL SCI MONOG KRISTENSEN PH, 1992, EUROPEAN BUSINESS SY KRISTENSEN PH, 1994, ECON SOC, V23, P3 LANE C, 1992, EUROPEAN BUSINESS SY LAUDAN R, 1984, NATURE TECHNOLOGICAL LAYTON E, 1974, TECHNOL CULT, P15 LAYTON E, 1976, TECHNOL CULT, P17 LAYTON E, 1977, DYNAMICS SCI TECHNOL MAHONEY JT, 1992, STRATEGIC MANAGEMENT, V13 MARCH J, 1991, ORG SCI, P25 MARCH J, 1992, EVOLUTIONARY DYNAMIC MARENGO L, 1992, J EVOLUTIONARY EC, P2 MEYER J, 1991, NEW I ORG ANAL MOVERY DC, 1989, TECHNOLOGY PURSUIT E NELSON R, 1993, NATL SYSTEMS INNOVAT NELSON RR, 1982, EVOLUTIONARY THEORY NOBLE DF, 1984, FORCES PRODUCTION PIORE M, 1984, 2 IND DIVIDE POSSIBI POLANYI K, 1992, SOCIOLOGY EC LIFE PORTER ME, 1980, COMPETITIVE STRATEGY PRAHALAD CK, 1990, HARVARD BUSINESS REV, V90 ROSENBERG N, 1982, INSIDE BLACK BOX TEC ROSENBERG N, 1992, TECHNOLOGY ENTERPRIS SABEL C, 1982, WORK POLITICS DIVISI SCOTT WR, 1992, ORGANIZATIONS SEELY B, 1993, TECHNOLOGY CULTURE, V34 STODDARD F, 1986, P WIND EN C DAN ASS STODDARD F, 1990, P WORLD REN EN C REA THUROW L, 1992, HEAD HEAD COMING EC USHER AB, 1954, HIST MECH INVENTIONS VREN D, 1987, EVOLUTION MANAGEMENT WHEELWRIGHT, 1987, COMPETITIVE CHALLENG WHITLEY R, 1992, INTRODUCTION NR 68 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 11 IS 7-8 BP 770 EP 789 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VC187 UT ISI:A1996VC18700005 ER PT J AU Tyre, MJ Orlikowski, WJ TI The episodic process of learning by using SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE learning by doing; learning by using; temporal processes; continuous improvement ID OPPORTUNITY; ADAPTATION AB This paper examines learning by using with new technologies. Specifically, we discuss how and when users actually identify and implement adaptations to technologies in use. We find that common conceptions of such incremental learning as non-disruptive and relatively continuous are misleading, In fact, ongoing adaptation to technologies in use tends to be a highly discontinuous or 'episodic' process. Based on a study of a variety of process technologies, we find that users alternate between short episodes of intensive adaptive activity and longer periods of routine use. We discuss why this pattern can be an effective mode of learning by using, and we suggest approaches for managing such an episodic learning process. RP Tyre, MJ, MIT,ALFRED P SLOAN SCH MANAGEMENT,50 MEM DR,CAMBRIDGE,MA 02139. CR CLARK KB, 1991, PRODUCT DEV PERFORMA DUTTON JM, 1984, ACAD MANAGE REV, V9, P235 ENOS JL, 1958, J IND ECON, V6, P180 ETZIONI A, 1989, HARVARD BUSINESS JUL, P122 HALL RW, 1983, 0 INVENTORIES HAYES RH, 1985, UNEASY ALLIANCE HOLLANDER S, 1965, SOURCES INCREASED EF IMAI M, 1986, KAIZEN KEY JAPANS CO KRUGLANSKI AW, 1983, J EXP SOC PSYCHOL, V19, P448 LANGER EJ, 1979, J PERS SOC PSYCHOL, V37, P2014 LEONARDBARTON D, 1988, RES POLICY, V17, P251 LEVINTHAL D, 1981, J ECON BEHAV ORGAN, V2, P307 NEWTSON D, 1973, J PERS SOC PSYCHOL, V28, P28 OGAWA H, 1991, THESIS MIT CAMBRIDGE ORLIKOWSKI W, 1994, 361 MIT SLOAN SCH ROSENBERG N, 1976, PERSPECTIVES TECHNOL ROSENBERG N, 1982, INSIDE BLACK BOX TEC TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 TYRE M, 1993, SLOAN MANAGEMENT FAL, P13 TYRE MJ, 1994, ORGAN SCI, V5, P98 VONHIPPEL E, 1995, RES POLICY, V24, P1 WEICK KE, 1990, TECHNOLOGY ORG, P1 NR 22 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 11 IS 7-8 BP 790 EP 798 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VC187 UT ISI:A1996VC18700006 ER PT J AU Jelinek, M TI 'Thinking technology' in mature industry firms: Understanding technology entrepreneurship SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology; entrepreneurship; innovation; mature industry strategy; cognitive theory ID ESTABLISHED FIRMS; INNOVATION; REVOLUTION; STRATEGY; FAILURE AB Technological entrepreneurship is important yet difficult in mature industry firms because so many cues impede understanding that change is needed, or interpreting new data effectively, instead reinforcing old views. A cognitive approach to innovation suggests why, and offers insights illustrated by accounts of three mature-industry innovation episodes. Technology entrepreneurship is shown as a quintessentially social activity, requiring joint efforts to interpret ambiguous data; joint understanding to sustain technology efforts, and persistent, coordinated endeavour to accomplish technological change. The nominally 'managerial' tasks of sensemaking, mindful alertness to anomalies, and the joint creation of a new shared cognitive context are broadly shared in these accounts, and stand out as the underpinnings of technological entrepreneurship. RP Jelinek, M, COLL WILLIAM & MARY,GRAD SCH BUSINESS,POB 8795,WILLIAMSBURG,VA 23187. CR *NEW YORK U, 1995, P NEW YORK U C TECHN ANSOFF HI, 1987, CONCEPT CORPORATE ST BARNETT DF, 1986, ASHES RISE STEEL MIN BAUMOL W, 1989, PRODUCTIVITY AM LEAD BURGELMAN RA, 1988, INTERFACES, V18, P74 CHANDLER AD, 1990, HARVARD BUS REV, V69, P130 DOUGHERTY D, 1994, ORGAN SCI, V5, P200 FOSTER R, 1986, INNOVATION ATTACKERS GOLDHAR JD, 1983, HARVARD BUS REV, V61, P141 HAYES RH, 1984, RESTORING OUR COMPET HEDBERG B, 1981, HDB ORG DESIGN, P3 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 JAIKUMAR R, 1986, HARVARD BUS REV, V64, P69 JELINEK M, 1993, INNOVATION MARATHON JELINEK M, 1994, ADV MANAGERIAL COGNI JELINEK M, 1994, ENTREPRENEURSHIP THE, V19 JELINEK M, 1994, HDB TECHNOLOGY MANAG JENSEN MC, 1993, J FINANC, V48, P831 JOHNSON HT, 1987, RELEVANCE LOST RISE JOHNSON HT, 1992, RELEVANCE REGAINED LANGER E, 1988, MINDFULNESS LANGER EJ, 1987, J PERS SOC PSYCHOL, V53, P280 MEYERSON DE, 1991, REFRAMING ORG CULTUR, P254 MILLER D, 1980, ACAD MANAGE J, V23, P591 NELSON RR, 1993, NATL INNOVATION SYST PETERSON PG, 1993, FACING RESCUE EC CRU PORTER ME, 1985, COMPETITIVE ADVANTAG QUINN JB, 1979, SLOAN MANAGE REV, V20, P19 REICH RB, 1983, NEXT AM FRONTIER REICH RB, 1991, WORK NATIONS PREPARI ROGERS EM, 1983, DIFFUSION INNOVATION SAXENIAN A, 1994, REGIONAL ADV CULTURE SILVERMAN D, 1971, THEORY ORG VONHIPPEL E, 1988, SOURCES INNOVATION NR 34 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 11 IS 7-8 BP 799 EP 813 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VC187 UT ISI:A1996VC18700007 ER PT J AU Mansfield, E TI A note on estimating the returns from new technology: How much learning? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE forecasting; learning; rates of return; flexible manufacturing systems AB Very little information is available regarding the accuracy of firms' estimates of the returns from the adoption of a new technology. This paper presents empirical findings on this score concerning flexible manufacturing systems, based on data obtained from 63 firms, and concerning 18 new processes introduced by one of the nation's largest firms in the 1960s. While the data are not entirely comparable, they indicate that the forecasting errors in the later situation were smaller than in the earlier one. It seems likely that some learning of this sort has occurred, but firms continue to find it very difficult to forecast many of the problems and bugs in a new technology. Additional learning in this area would be most welcome. RP Mansfield, E, UNIV PENN,CTR ECON & TECHNOL,PHILADELPHIA,PA 19104. CR *US DEP COMM, 1985, COMP ASS US FLEX MAN BEARDSLEY G, 1978, J BUS, V5, P127 JAIKUMAR R, 1986, HARVARD BUS REV, V64, P69 KAPLAN R, 1986, HARVARD BUS REV, V64, P69 MANSFIELD E, 1992, JPN WORLD ECON, V4, P1 MANSFIELD E, 1993, MANAGE SCI, V39, P149 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 1996 VL 11 IS 7-8 BP 814 EP 820 PG 7 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VC187 UT ISI:A1996VC18700008 ER PT J AU Huber, GP TI Organizational learning: A guide for executives in technology-critical organizations SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE organizational learning; technology; technological change; information technology; organizational change AB The focus of this article is on learning by technology-critical organizations, that is, organizations that are critically dependent on their knowledge of technology and that function in environments where technological change presents serious threats and opportunities. The article provides guidance to those managers who want their organizations to be learning organizations. It describes effective but often overlooked approaches for transforming everyday organizational experiences into organizational knowledge, and it introduces ideas for adding to the job responsibilities of managers and technical personnel the role of environmental sensor. In addition, it calls attention to the particular usefulness of information technology as a significant component of an organization's memory. Finally, through examples and suggestions, the article introduces the idea that everyday organizational activities can be transformed into learning opportunities. RP Huber, GP, UNIV TEXAS,SCH BUSINESS,DEPT MANAGEMENT,CHARLES & ELIZABETH PROTHRO REGENTS CHAIR BUSINES,AUSTIN,TX 78712. CR BELL D, 1979, COMPUTER AGE 20 YEAR, P163 HUBER GP, ACAD MANAGE REV, V4, P567 HUBER GP, 1990, ACAD MANAGE REV, V15, P47 HUBER GP, 1991, ORGAN SCI, V2, P88 HUBER GP, 1993, ORG CHANGE REDESIGN HUPPES T, 1987, W EDGE WORK MANAGEME MINTZBERG H, HARVARD BUSINESS JUL PRICE DJD, 1963, LITTLE SCI BIG SCI NR 8 TC 9 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 11 IS 7-8 BP 821 EP 832 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VC187 UT ISI:A1996VC18700009 ER PT J AU Nonaka, I Takeuchi, H Umemoto, K TI A theory of organizational knowledge creation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE organizational knowledge creation; tacit knowledge; explicit knowledge; knowledge conversion; socialization; externalization; combination; internalization; knowledge spiral AB This paper proposes a theory of organizational knowledge creation, which is defined as the process that organizationally amplifies the knowledge created by individuals and crystallizes it as part of the knowledge system of an organization. The process is a never-ending spiral of tacit and explicit knowledge through four modes of knowledge conversion: i.e., socialization (from tacit to tacit), externalization (from tacit to explicit), combination (from explicit to explicit), and internalization (from explicit to tacit). Each of the four modes of knowledge conversion is explained, using actual vignettes. Finally, a few implications are argued. C1 GEORGE WASHINGTON UNIV,WASHINGTON,DC 20052. RP Nonaka, I, HITOTSUBASHI UNIV,KUNITACHI,TOKYO 186,JAPAN. CR BATESON G, 1979, MIND NATURE NECESSAR DONNELLON A, 1986, ADM SCI Q MAR, P48 DONNELLON A, 1986, ADM SCI Q MAR, P52 DRUCKER P, 1993, POSTCAPITALIST SOC EMIG J, 1983, WEB MEANING NISBET RA, 1969, SOCIAL CHANGE HIST A, P5 NONAKA I, 1990, HARVARD BUSINESS NOV, P96 NONAKA I, 1995, PRINC BERT S JUN 14 POLANYI M, 1966, TACIT DIMENSION, P4 QUINN JB, 1992, INTELLIGENT ENTERPRI RICHARDS IA, 1936, PHILOS RHETORIC, P93 SENGE PA, 1990, 5 DISCIPLINE AGE PRA NR 12 TC 20 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 11 IS 7-8 BP 833 EP 845 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VC187 UT ISI:A1996VC18700010 ER PT J AU Kotha, S TI Mass-customization: A strategy for knowledge creation and organizational learning SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE mass-customization; organizational learning; knowledge creation; customization strategy; manufacturing strategy ID TIME AB Technological change, diffusion and shortening product life cycles are fundamentally altering the nature of competition in many industries such as computers, bicycles and automobiles, In such industries the dominant paradigm, 'mass-production', is being challenged by the emerging paradigm, 'mass-customization'. Whereas the emerging literature has focused on highlighting the differences between mass-production and mass-customization. this paper proposes that the interaction between the systems can be an effective source of knowledge creation and organizational learning. RP Kotha, S, NYU,LEONARD N STERN SCH BUSINESS,40 W 4TH ST,ROOM 7-10,NEW YORK,NY 10012. CR ADLER PS, 1993, HARVARD BUS REV, V71, P97 BELL TE, 1993, I ELECT ELECT ENG SP, P32 DAVIS S, 1987, FUTURE PERFECT FLORIDA R, 1990, BREAK ILLUSION GARUD R, 1994, ACAD MANAGE REV, V19, P671 GARVIN DA, 1993, HARVARD BUS REV, V71, P78 GERWIN D, 1993, MANAGE SCI, V39, P395 HATA H, 1993, NAT IND BIC CO HEADQ HIRSCHHORN L, 1984, MECH WORK TECHNOLOGY JELINEK M, 1983, SLOAN MANAGEMENT SUM, P29 KAY MJ, 1993, PLANNING REV, V21, P14 KOTHA S, 1993, NATL BICYCLE IND CO KOTHA S, 1994, ACAD MANAGE REV, V19, P3 KOTLER P, 1989, PLANNING REV, V17, P10 NONAKA I, 1991, HARVARD BUSINESS NOV, P96 NONAKA I, 1994, ORGAN SCI, V5, P14 PASMORE WA, 1988, DESIGNING EFFECTIVE PINE BJ, 1993, HARVARD BUS REV, V71, P108 PINE BJ, 1993, MASS CUSTOMIZATION N SKINNER W, 1974, HARVARD BUSINESS MAY, P113 STALK G, 1990, COMPETING TIME TIME STALK G, 1993, HARVARD BUS REV, V71, P93 VONHIPPEL E, 1986, MANAGE SCI, V32, P791 VONHIPPEL E, 1994, MANAGE SCI, V40, P429 WALTON RE, 1987, HARVARD BUS REV, V65, P98 NR 25 TC 9 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 11 IS 7-8 BP 846 EP 858 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VC187 UT ISI:A1996VC18700011 ER PT J AU Raghuram, S TI Knowledge creation in the telework context SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE telework; explicit knowledge; tacit knowledge; socialization ID INFORMATION-SEEKING; SOCIALIZATION AB This paper suggests that 'telework' alters the context within which teleworkers acquire knowledge. Because of sophisticated information technologies, teleworkers have greater access to on-line information and documentation. This access creates the potential for higher explicit knowledge in comparison with the traditional work environment. However, telework increases the physical distance from work and decreases the ability to socialize. Increased physical distance creates a challenge in the teleworkers' abilities to acquire tacit knowledge. Socialization, mentoring, training and documentation practices, therefore, become important for maintaining knowledge in the organization. RP Raghuram, S, FORDHAM UNIV,113 W 60TH ST,NEW YORK,NY 10023. CR 1994, BUS WEEK, P96 1994, PC WORLD SEP, P52 ASPLER R, 1968, J PERS SOC PSYCHOL, V9, P162 BAIG EC, 1994, BUS WEEK, P124 BALIGA BR, 1984, J INT BUSINESS S FAL, P25 BROWN JS, 1991, ORGAN SCI, V2, P40 BROWN MH, 1985, W J SPEECH COMMUNICA, V49, P27 CHAO GT, 1989, 4 ANN C SOC IND ORG CHAO GT, 1992, PERS PSYCHOL, V45, P619 DAFT RL, 1993, ORGAN SCI, V4, R1 DURKHEIM E, 1933, DIVISION LABOR SOC FELDMAN DC, 1976, ADM SCI Q, V21, P433 FELDMAN DC, 1981, ACAD MANAGE REV, V6, P309 FISHER CD, 1986, RES PERSONNEL HUMAN, V4, P101 FOSTER RN, 1971, HARVARD BUS REV, V49, P110 GARUD R, 1994, STRATEGIC MANAGE J, V15, P365 GARVIN DA, 1993, HARVARD BUSINESS JUL, P78 KANTER RM, 1972, COMMITMENT COMMUNITY KATZ R, 1980, RES ORGAN BEHAV, V2, P81 LOUIS MR, 1983, PERS PSYCHOL, V36, P857 MILLER VD, 1991, ACAD MANAGE REV, V16, P92 MORRISON EW, 1993, ACAD MANAGE J, V36, P557 NONAKA I, 1991, HARVARD BUSINESS NOV, P96 NONAKA I, 1994, ORGAN SCI, V5, P14 OHARADEVEREAUX M, 1994, GLOBAL WORK BRIDGING, P151 OLIAN JD, 1988, J VOCAT BEHAV, V33, P15 ORR J, 1990, COLLECTIVE REMEMBERI OSTROFF C, 1992, PERS PSYCHOL, V45, P849 OUCHI WG, 1980, ADM SCI Q, V25, P129 PASTORE R, 1990, COMPUTER WORLD 1105, P57 PETTY RE, 1986, ADV EXPT SOCIAL PSYC, V19, P123 POLYANI M, 1962, PERSONAL KNOWLEDGE P RESNICK R, 1992, NATL LAW J, V1, P33 RILEY S, 1985, J APPL SOC PSYCHOL, V15, P374 SAGAR I, 1994, BUSINESS WEEK 0530, P124 SENGE PM, 1990, 5 DISCIPLINE SIMON HA, 1976, ADM BEHAVIOR STEWART TA, 1991, FORTUNE 0603, P44 VANMAANEN J, 1978, UNPUB THEORY ORG SOC VONHIPPEL E, 1994, MANAGE SCI, V40, P429 WEICK KE, 1979, SOCIAL PSYCHOL ORG ZUBOFF S, 1982, HARVARD BUSINESS SEP, P142 ZUBOFF S, 1988, AGE SMART MACHINE FU NR 43 TC 9 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 11 IS 7-8 BP 859 EP 870 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VC187 UT ISI:A1996VC18700012 ER PT J AU Polley, D VandeVen, AH TI Learning by discovery during innovation development SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE organizational learning; innovation; medical technology AB In prior research we found that trial-and-error learning was not present in the early pre-market period of innovation development but clearly evident in the market-entry commercialization period. The ambiguous and uncertain environment associated with early innovation development also suggests that learning by imitation is unlikely due to the newness of the innovation activities. This leaves the organization with either no learning or a more complicated type of knowledge acquisition not specified by our model of trial-and-error learning. This paper explores learning during highly ambiguous conditions and how it relates to theories and to practices of innovation development and organizational learning. C1 UNIV MINNESOTA,CARLSON SCH MANAGEMENT,MINNEAPOLIS,MN 55455. RP Polley, D, ST CLOUD STATE UNIV,DEPT MANAGEMENT,ST CLOUD,MN 56301. CR ARGYRIS C, 1978, ORG LEARNING BARNETT CK, 1994, ORG LEARNING THEORIE BRINKMAN P, 1987, COMMITMENT CONFLICT, P54 BRUNSSON N, 1982, J MANAGE STUD, V19, P29 BRUNSSON N, 1985, IRRATIONAL ORG IRRAT CHENG Y, 1994, 208 U MINN STRAT MAN COHEN MD, 1991, ORGAN SCI, V2, P1 CYERT RM, 1963, BEHAVIORAL THEORY FI DUNCAN R, 1979, RES ORGAN BEHAV, V1, P84 FELDMAN J, 1986, THINKING ORG GARUD R, 1992, STRATEGIC MANAGE J, V13, P93 GARUD R, 1994, ORGAN SCI, V5, P344 HUBER GP, 1991, ORGAN SCI, V2, P88 LAVE CA, 1958, INTRO MODELS SOCIAL MARCH JG, 1975, EUROPEAN J POLITICAL, V3, P147 NONAKA I, 1994, ORGAN SCI, V5, P14 POLANYI M, 1966, TACIT DIMENSION ROSS J, 1986, ADMIN SCI QUART, V31, P274 SIEGLER RS, 1983, AM PSYCHOL, V69, P493 SITKIN SB, 1992, RES ORGAN BEHAV, V14, P231 VANDEVEN AH, 1992, ORGAN SCI, V3, P92 WEICK KE, 1979, SOCIAL PSYCHOL ORG WEICK KE, 1993, SOCIAL PSYCHOL ORG, CH2 NR 23 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 11 IS 7-8 BP 871 EP 882 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VC187 UT ISI:A1996VC18700013 ER PT J AU Garud, R Kumaraswamy, A TI Technological designs for retention and reuse SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technological systems; reuse; modularity; upgradability; learning AB At one time, firms designed technological systems for obsolescence. Increasingly, however, firms are designing technological systems to facilitate the retention and reuse of components. This paper offers guidelines for how technological systems can be designed for retention and reuse, and explains why retention and reuse of components have become important. RP Garud, R, NYU,LEONARD N STERN SCH BUSINESS,MANAGEMENT EDUC CTR 7150,713 TISCH HALL,40 W 4TH ST,NEW YORK,NY 10012. CR 1991, BUSINESS WEEK 0930, P92 1991, FINANCIAL EXECUT JUL, P11 1992, BUSINESS WEEK 1221, P86 1995, ECONOMIST 0304, P63 1995, FORTUNE 0206, P102 ALBERT S, 1984, MANAGING ORG TRANSIT ARROW KJ, 1962, REV ECON STUD, V29, P155 BALDWIN C, 1994, MODULARITY IN DESIGN CLARK KB, 1985, RES POLICY, V14, P235 COX B, 1986, OBJECT ORIENTED PROG DAVID P, 1990, EVOLVING TECHNOLOGY DUTTON JM, 1985, RES TECHNOLOGICAL IN, V2 GABEL HL, 1987, PRODUCT STANDARDIZAT, P91 GARUD R, 1993, STRATEGIC MANAGE J, V14, P351 GARUD R, 1995, ADV STRATEGIC MANAGE GARUD R, 1995, I CONSTRUCTION ORG I GARUD R, 1995, STRATEGIC MANAGE J, V16, P93 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HUGHES TP, 1987, SOCIAL CONSTRUCTION, P51 KOTHA S, 1995, STRATEGIC MANAGE J, V16, P21 MATUTES C, 1988, RAND J ECON, V19, P221 PINE BJ, 1993, MASS CUSTOMIZATION ROSENBERG N, 1982, INSIDE BLACK BOX TEC SANCHEZ R, 1991, THESIS MIT SIMON HA, 1962, P AM PHILOS SOC, V106, P467 TOFFLER A, 1971, FUTURE SHOCK TUSHMAN M, 1992, RES ORG BEHAV, V14 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD WOMACK JP, 1990, MACHINE CHANGED WORL 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 1996 VL 11 IS 7-8 BP 883 EP 891 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA VC187 UT ISI:A1996VC18700014 ER PT J AU Kastrinos, N TI Technology assessment: A concept for Europe? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TA; technology assessment system; technology policy AB European technology assessment has been gaining ground continuously since the 1970s. However, the European technology assessment scene remains diverse and fragmented. This paper attempts to show some aspects of the variety of ideas, approaches and functions that characterize the European technology assessment scene, namely those that can be traced to national technology assessment systems. It is argued that technology assessment systems incorporate the links between science, technology and policy, as well as an intermediation by technology assessment researchers and practitioners. Differences between national technology assessment systems in 6 European countries (France, Germany, the UK, the Netherlands, Belgium and Denmark), are demonstrated through a survey of technology assessment expertise. Drawing on the pictures of the 6 national systems, the paper comments on European technology assessment and the issues with which it is faced. RP Kastrinos, N, UNIV MANCHESTER,PROGRAMME POLICY RES ENGN SCI & TECHNOL,MANCHESTER M13 9PL,LANCS,ENGLAND. CR 1994, EUROPEAN TECHNOL OCT, P37 *COMM PUBL ENG POL, 1969, STUD TECHN ASS *EUR COMM, 1995, TARG SOC RES PROGR 1, P21 *MIN EC AFF, 1990, EC OP FRONT STRENGTH BACON F, 1974, ADVANCEMENT LEARNING BACON F, 1974, NEW ATLANTIS BARRE R, 1986, FUTURES, V16, P298 BERKMANS P, 1994, EUROPEAN TECHNOLOGY, P20 BERLOZNIK R, 1994, EUROPEAN TECHNOL OCT, P25 BRICKMAN R, 1979, POLICY SCI, V11, P73 CALLON M, SOC STUD SCI, V22, P191 CALLON M, SOCIOL REV, V34, P1 COATES VT, 1982, TECHNOLOGICAL FORECA, V22, P343 DALE A, 1995, DEFINITION OVERALL F, P9 DANHOFF CH, 1972, TECHNOLOGY ASSESSMEN DEHOO SC, 1987, TECHNOLOGY ASSESSMEN, V2 DIERKES M, 1987, TECHNIK PARLIAMENT T FERNE G, 1989, SCI TECHNOLOGY SCAND, P23 GOLDSMITH M, 1992, UNPUB SURVEY SCI TEC MAYNTZ R, 1982, P INT S ROL TA DEC M PLATO, APOLOGY SLAUGHTER RA, 1993, FUTURES, V25 SMITS R, 1988, FUTURES, V20, P19 SMITS REH, 1987, POSSIBILITIES LIMITA STER AA, 1990, 2 EUR C TECHN ASS MI TUININGA E, 1988, FUTURES, V20, P37 VANBOXEL J, 1994, TECHNOLOGY POLICY IN, P189 NR 27 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 11 IS 5-6 BP 523 EP 538 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UX447 UT ISI:A1996UX44700003 ER PT J AU Loveridge, D TI Technology and environmental impact assessment: Methods and synthesis SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology assessment; environmental impact assessment; methods; synthesis AB Technology Assessment (TA) and Environmental Impact Assessment (EIA) have developed through separate paths and traditions. Of the two EIA has reached a degree of formalism and political acceptance, through a European Directive and its earlier equivalent (NEPA) in the USA. The extent of the separation between the two modes of enquiry seems unnecessary and artificial, since it is difficult to separate the purposes of the two activities. The similarities and interdependence of TA and EIA is outlined and the essential difference between the two is also discussed. RP Loveridge, D, UNIV MANCHESTER,PREST,OXFORD RD,MANCHESTER M13 9PL,LANCS,ENGLAND. CR *COMM EUR COMM, 1991, XI19490ENREV4 COMM E *DEP ENV, 1992, PPG12 DEV PLANS REG *US DEP HOUS URB D, 1982, AR WID ENV ASS ACKOFF RL, 1974, REDESIGNING FUTURE ARGYRIS C, 1977, HARVARD BUS REV, V55, P115 ARMSTRONG JE, 1977, STRATEGIES CONDUCTIN BISSET R, 1984, PERSPECTIVES ENV IMP CANTER LW, 1977, ENV IMPACT ASSESSMEN CHASE H, 1984, ISSUE MANAGEMENT ORI CHURCHMAN CW, DESIGN INQUIRING SYS CLARK B, 1984, PERSPECTIVES ENV IMP CLARK BD, 1983, ENV IMPACT ASSESSMEN COATES JF, 1973, TECHNOLOGICAL FORECA, V4, P243 DALE AJ, 1994, UNPUB DICKERT TG, 1974, ENVIRON IMPACT ASSES, P127 FORRESTER JW, 1962, IND DYNAMICS GILPIN A, 1995, ENV IMPACT ASSESSMEN HOLLING CS, 1978, ADAPTIVE ENV ASSESSM HUDDLE FP, 1972, SHORT GLOSSARY SCI P JANTSCH E, 1967, TECHNOLOGICAL FORECA JONES PMS, 1982, SOCIAL FORECASTING C KANE J, 1972, TECHNOLOGICAL FORECA, V4 LEE N, 1988, ENV IMPACT ASSESSMEN LOVERIDGE DJ, 1992, CHALLENGE EXTERNAL E MUNN RE, 1975, SCOPE5 REP, P1 MUNN RE, 1979, ENV IMPACT ASSESSMEN POPPER KR, 1957, POVERTY HISTORICISM PORTER AL, 1980, GUIDEBOOK TECHNOLOGY ROSSINI FA, 1986, INTERDISCIPLINARY AN ROSSINI FA, 1986, INTERDISCIPLINARY AN, P355 SIMONIS UE, 1988, ENV IMPACT ASSESSMEN THERIVEL R, 1992, STRATEGIC ENV ASSESS THOMPSON MA, 1990, J ENVIRON MANAGE, V30, P235 WARNER ML, 1974, ENV IMPACT ANAL REV WATHERN P, 1988, ENV IMPACT ASSESSMEN WOOD C, 1988, ENV IMPACT ASSESSMEN NR 36 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 11 IS 5-6 BP 539 EP 553 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UX447 UT ISI:A1996UX44700004 ER PT J AU Bohm, E Walz, R TI Life-cycle-analysis: A methodology to analyse ecological consequences within a technology assessment study? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Life-Cycle-Analysis; Life-Cycle-Assessment; Technology Assessment; Environmental Impact Assessment; Valuation AB Technology Assessment studies try to find out and evaluate the different impacts of the technologies assessed. Among these impacts the ecological impact of certain production technologies or products play an important role. A methodological tool for an improved assessment of the ecological effects is Life-Cycle-Analysis. It identifies the ecological effects 'from cradle to grave' by including the analysis of the horizontal and vertical process chains from mining of raw material through the production and use to the deposition. For each of the three parts of a Life-Cycle-Analysis - Inventory, Environmental Assessment, Valuation - the paper describes state of the art, methodological problems and likely developments. RP Bohm, E, FRAUNHOFER INST SYST & INNOVAT RES,KARLSRUHE,GERMANY. CR 1992, KOORDINATIONSGRUPPE 1992, VERPACKUNGS RUNDSCHA 1993, BLICK DURCH WIRTSCHA, P6 *CML TNO B C, 1991, MAN ENV LIF CYCL ASS *EPA, 1993, LIF CYCL ASS INV GUI *SOC ENV TOX CHEM, 1991, TECHN FRAM LIF CYCL *SOC ENV TOX CHEM, 1993, CONC FRAM LIF CYCL I *SOC ENV TOX CHEM, 1993, GUID LIF CYCL ASS CO *UMW, 1992, OK PROD BED SACHST P AHBE S, 1990, BUWAL SCHRIFTENREIHE, V133 BECHMAN A, 1993, BEWERTUNG UMWELTVERT, P84 BLISSETT M, 1976, ENV IMPACT ASSESSMEN BOUSTEAD I, 1992, 1 PWMI HETMAN F, 1973, SOC ASSESSMENT TECHN HOFSTETTER P, 1991, 291 ETH ZUR GRUPP EN HOHMEYER O, 1989, SOZIALE KOSTEN ENERG HOHMEYER O, 1992, METHODENSTUDIE EMITT HOHMEYER O, 1993, EXP WORKSH LIF CYCL, P228 HUBLER KH, 1993, BEWERTUNG UMWELTVERT JOCHEM E, 1988, TECHNIKFOLGENABSCHAT JOCHEM E, 1990, TECHNIKPOLITIK ANGES, P232 KORTENKAMP A, 1990, UMWELTSCHUTZ KREIKEBAUM H, 1993, Z BETRIEBSWIRT, P119 MADING H, 1991, JAHRESSCHRIFT RECHTS, P25 MOLLER FJ, 1992, OKOBILANZEN ERSTELLE MULLERWENK R, 1978, OKOLOGISCHE BUCHHALT RAUSCHELBACH B, 1988, BESTANDSAUFNAHME VOR RUBIK F, 1992, 7 SAST KOMM EUR GEM SAATY TL, 1980, ANAL HIERARCHY PROCE NR 29 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 11 IS 5-6 BP 554 EP 565 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UX447 UT ISI:A1996UX44700005 ER PT J AU Nguyen, NT LobetMaris, C Berleur, J Kusters, B TI Methodological issues in information technology assessment SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Technology Assessment (TA) AB Technology Assessment (TA) has been in existence for twenty years, mainly through specific governmental institutions, and during that time conceptual and methodological debates have led to a so-called 'new TA paradigm'. The aim of this paper is to discuss the implications of the new paradigm. More particularly, Information Technology (IT) is presented as revealing the necessity of renewed TA approaches. The evolution of the conceptual and methodological debates throughout the TA history will be reviewed briefly; a review then follows of the typical features of IT, to enlighten the orientation of renewed methods in assessment. Finally, a five-task methodological proposal will be made that could be useful for IT Assessment. Research at the TA Research-Unit, the University of Namur (Belgium) (CITA), will be used to illustrate the theoretical developments described, through specific case studies (Electronic Data Interchange and Health Cards). RP Nguyen, NT, FAC UNIV NOTRE DAME PAIX,CELLULE INTERFACULTAIRE TECHNOL ASSESSMENT,21 RUE GRANDGAGNAGE,B-5000 NAMUR,BELGIUM. CR *AIM, 1990, REP ASS NEEDS ORG IM *BORD CITA RES UN, 1990, REP BELG MIN SCI POL *CEC, 1991, SOC TECHN FUT, V2, P101 *FAST, 1984, EUR CHALL INN *INT, 1992, POST C WORKSH 3 EUR AGERSNAP T, 1985, ASSESSING MED TECHNO, P131 AGERSNAP T, 1986, GUIDELINES SELECTION AGERSNAP T, 1992, TECHNOLOGY DEMOCRACY, P45 BERLEUR J, 1990, ACT 4 JOURN REFL INF, P11 BERLEUR J, 1991, COMPUTERS SOC CITIZE, P107 BERLEUR J, 1991, INFORMATION TECHNOLO, P389 BERLEUR J, 1991, J REFLEXION INFORMAT, P10 BERLEUR J, 1992, QUADERNS TECNOLOGIA, P88 BERLEUR J, 1995, ETHICS COMPUTING COD BOROUSH C, 1980, TECHNOLOGY ASSESSMEN FREEMAN C, 1985, INFORMATION TECHNOLO FREEMAN C, 1990, INFORMATION SOC EVOL, P279 LEYTEN J, 1987, TECHNOLOGY ASSESSMEN PEREZ C, 1983, FUTURES, V15, P357 PETRELLA R, 1990, J REFLECTION INF DEC, P5 PETRELLA R, 1992, TECHNOLOGIES INFORMA, V4, P425 SMITS R, 1988, FUTURES FEB SMITS R, 1990, 2 EUR C TECH ASS MIL STER AA, 1990, DEMAND TECHNOLOGY AS VALENDUC G, 1992, TECHNOLOGIES INFORMA, V4, P457 WEIZENBAUM J, 1976, COMPUTER POWER HUMAN 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 1996 VL 11 IS 5-6 BP 566 EP 580 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UX447 UT ISI:A1996UX44700006 ER PT J AU Norton, M TI Parliamentary technology assessment in the UK SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology assessment; parliamentary ID OFFICE AB On 1 April 1993, the UK Parliament joined the legislatures of several other industrial nations in having its own internal office of science and technology. This followed the example of others (such as the US Congress' Office of Technology Assessment) in recognizing the important role that science and technology have to play in a country's affairs. However, the office was established in a unique way, by building on a privately-financed initiative by Members of both Houses of Parliament which had succeeded in demonstrating the usefulness of such an office before the legislature was required to take a decision on funding. This paper describes the rationale for setting up the UK's Parliamentary Office of Science and Technology (POST) in this way, and the recent experience of the UK in parliamentary technology assessment. RP Norton, M, HOUSE COMMONS,PARLIAMENTARY OFF SCI & TECHNOL,7 MILLBANK,LONDON SW1P 3JA,ENGLAND. CR *NOTA, 1987, TECHN ASS OPP EUR NE GIBBONS JH, 1988, TECHNOL SOC, V7, P333 SMITHS REH, 1992, 2 EUR C TECHN ASS MI WALTERS R, 1992, GOV OPPOS, V27, P89 WOOD FB, 1982, TECHNOL FORECAST SOC, V22, P211 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 1996 VL 11 IS 5-6 BP 581 EP 588 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UX447 UT ISI:A1996UX44700007 ER PT J AU Chubin, D Friedman, R Kemp, K Fainberg, A Linsenmeyer, J TI Policy analysis at the US Office of Technology assessment SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Office of Technology Assessment (OTA); reader-friendliness; stakeholder analysis; 'project kibitzerfs' AB The US Congress created the Office of Technology Assessment (OTA) as an experiment in analytical support. Over the last two decades, OTA has grained extensive experience in providing to Congressional committees in-depth analyses of a vast range of controversial and complex national policy issues involving science and technology. OTA reports have addressed issues ranging from energy efficiency and global climatic change, to AIDS research, infrastructure needs, and industrial policy. These reports present options to aid policy resolutions, and in many instances, have helped to frame the Congressional debate. The occasion of OTA's 20th. anniversary seemed an auspicious time to consider how the agency might improve the quality of its policy analysis. In September 1992, the agency began a modest internal assessment of how OTA approaches policy analysis, as reflected in a post-1985 sample of full reports. Full OTA reports contain major policy content and are produced with the assistance of an advisory panel. This paper summarizes the methodology and findings of the in-house OTA Policy Analysis Project. A central finding is that policy analysis in OTA reports is often good - and frequently perceived to be better than that of other policy organizations - but there is considerable variation in quality and methods from report to report. RP Chubin, D, US CONGRESS,OFF TECHNOL ASSESSMENT,WASHINGTON,DC 20510. CR *OFF TECHN ASS, 1993, POL AN OTA STAFF ASS 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 11 IS 5-6 BP 589 EP 603 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UX447 UT ISI:A1996UX44700008 ER PT J AU Peissl, W TI Technology assessment in Austria - A tentative attempt SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Technology Assessment; Austria; political framework; scientific policy advice AB Technology Assessment is an information tool for politicians and others, who are responsible decision makers in technological fields. To make sure that the scientific output is usable input for the decision makers you have to have in mind the specific political framework of each country. In the paper the specific Austrian relationship between Parliament and the strong corporatist structures - well known as 'Sozialpartnerschaft' - and their impacts on the development and institutionalization of TA in Austria, will be discussed. In the beginning there is a view on the development of TA in Austria to the present time. This is followed by an outlook on short-term developments and a possible model for TA in Austria. In the conclusion the fundamentals of the political system of Austria are described. RP Peissl, W, AUSTRIAN ACAD SCI,INST TECHNOL ASSESSMENT,POSTGASSE 7-4-3,A-1010 VIENNA,AUSTRIA. CR *BMWF, 1984, NAT 1984 WIEN *ENQ KOMM, 1992, BER PARL ENQ KOMM BE, V1 BRAUN E, 1991, TECHNIKBEWERTUNG OES LACHS T, 1990, SOLIDARITAET, P11 MATZNER E, 1982, POLITISCHE SYSTEM OS, P429 RAKOS C, 1992, VDI TZ PHYSIKALISCHE, V1 SCHUCHARDT W, 1990, SCHLUSSELTEXTE TECHN, P9 UCAKAR K, 1982, POLITISCHE SYSTEM OS, P397 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 11 IS 5-6 BP 604 EP 612 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UX447 UT ISI:A1996UX44700009 ER PT J AU Cronberg, T TI Technology assessment in the Danish socio-political context SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology assessment; social experiments; technology assessment methodology; social dynamics of technology AB Technology Assessment (TA) in the Danish context is focused on public debate, social experiments and dialogue/scenario workshops. The early controversy between a part and a more holistically oriented assessment has been resolved and both the trade unions and industry have been actively enrolled on the TA-scene. The major discourse has been one of proactive technology assessment, while technology itself has been 'black boxed'. This is today changing as social experiments have provided an arena for the social shaping of information technology. RP Cronberg, T, TECH UNIV DENMARK,UNIT TECHNOL ASSESSMENT,BLDG 208,DK-2800 LYNGBY,DENMARK. CR 1982, TEKNOLOGIVURDERING P *BET AFG UDV TEKN, 1990, TEKN DANM SMITS REH, 1990, 2 EUR C TECHN ASS CO STEHR A, 1990, 2 EUR C TECHN ASS CO 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 1996 VL 11 IS 5-6 BP 613 EP 629 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UX447 UT ISI:A1996UX44700010 ER PT J AU Berckmans, P TI A social appraisal of technological innovation in Flanders: Applied technology assessment as experienced in practice by the Flanders technology foundation (STV) SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TA methodology; regional technology policy; TA and social partners; TA and enterprise level; TA in Flanders AB TA practice in Flanders does not have a long tradition. In this article an overview is given of the specific experience of STV-Flemish Foundation for TA. The first part focuses on methodological aspects, with special attention to the step-by-step development of a TA approach and to the crucial item of involvement of the social partners on the project level. The second part gives several practical examples on two levels: projects on the enterprise level on the one hand and TA projects on regional technology policy level on the other hand. As a kind of conclusion the position of STV within the European TA context is briefly indicated. RP Berckmans, P, HIGHER INST WORKING CONDIT,LOUVAIN,BELGIUM. CR 1987, 1 EUR C TECHN ASS AM *ECTA, 1992, ECTA C TECHN DEM US, V1, P587 *GOORDEN, WORKSH 1 1 BELG TA C BAISIER L, 1992, WRKEN KRINGEN KWALIT BERCKMANS P, 1987, LECT EC C COOP RES C BERCKMANS P, 1987, TIJDSCHRIFT ARBEID B, P474 BERCKMANS P, 1988, FLEM DUTCH SOC WORKS, P28 BERCKMANS P, 1990, APS RES PAPERS, V13, P103 BERCKMANS P, 1993, VAKBOND ONDERZOEK VE BOURDEAUDHUI R, 1993, VLAANDEREN TECHNOLOG EYSACKERS E, 1992, WERKEN EEN SCHOENBED, P2 EYSACKERS E, 1993, CELGERICHTEPRODUKTIE GOORDEN L, 1987, TECHNOLOGIEBELEID TE, P150 GOORDEN L, 1993, PUBLIEKSVOORLICHTING, P120 GOORDEN L, 1993, UNPUB VLAAMSE TECHNO HAYWOOD W, 1990, P FIN IIASA C CIM TE, P488 KIDD P, 1992, 13967 FAST EUR, P102 LEHNER F, 1992, 13969 FAST EUR, P123 VANDERHAEGHE S, 1991, INFORMATISIERING MIN, P114 WOBBE W, 1992, 13968 FAST EUR, P83 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 11 IS 5-6 BP 630 EP 650 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UX447 UT ISI:A1996UX44700011 ER PT J AU Thomas, CW TI Strategic technology assessment, future products and competitive advantage SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology forecasting; technology assessment; R&D planning; technology road map; technology network; product planning; market assessment; scenario planning AB An analytical process that continually re-evaluates future product requirements must be the foundation of technology planning and forecasting. Technology assessments supported by such analysis have numerous advantages since future product performance is tied directly to anticipated customers, markets and competitors. This linkage imparts certain rigorous requirements upon any technology assessment method, however. Clear paths must be established between future product performance and today's technology investment choices. The technology assessment method must be flexible and adaptable, since 'future customer' requirements may change or unanticipated technologies may appear on the horizon. Finally, the technology assessment method must be practical. It must provide research and development (R&D) management with a clear decision tool that sheds light on issues such as the cost, development time and performance outcomes of choosing one set of technologies over another for a future product. RP Thomas, CW, FUTURES GRP INC,80 GLASTONBURY BLVD,GLASTONBURY,CT 06033. CR 1992, PLANNING REV MAR 1992, PLANNING REV MAY BUNN MT, 1993, J MARKETING JAN COOPER RG, 1975, IND MARKETING MANAGE, V4 COOPER RG, 1976, WINNING NEW PRODUCT COOPER RG, 1984, IND MARKETING MANAGE, V11 DHAR R, 1992, J MARKETING RES NOV GREEN PE, 1991, J MARKETING OCT GREENBURG M, 1989, J CONSUMER MARKE SUM HOPKINS DS, 1980, 773 C BOARD LANE K, 1992, J MARKETING RES FEB MEYER P, 1983, AM DEMOGRAPHICS NOV MEYERS S, 1969, SUCCESSFUL IND INNOV RANGON K, 1992, J MARKETING OCT ROBERTS RW, 1974, RES MANAGEMENT, V14 ROTHWELL R, 1976, PROJECT SAPHO COMP S WEDEL M, 1991, J MARKETING RES NOV NR 17 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 11 IS 5-6 BP 651 EP 666 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UX447 UT ISI:A1996UX44700012 ER PT J AU Koschatzky, K Frenkel, A Grupp, H Maital, S TI A technometric assessment of sensor technology in Israel vs Europe, the USA and Japan SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technometrics; benchmarking; innovation; technology assessment AB 'Technometrics' is a multidimensional index useful for assessing technological performance levels, sophistication and complexity of products, processes and services. Technometric profiles permit quantitative comparisons of the quality of products between companies, industries and nations, and have proved helpful in constructing corporate innovation strategy and technology policy. The method of constructing technometric profiles is outlined, and accompanied by a technometric benchmarking case study of Israel's sensor industry in comparison with parallel products in the USA, Europe and Japan. It is found that even such small players as Israel - whose GDP is only 1% that of the USA - are able to establish a competitive sensor industry with quality comparable to that of their much larger competitors. Technometric assessment of product performance is a useful tool for identifying market niches - customers whose needs are not met by existing products - and hence can help avoid fruitless, costly rivalry with firms who enjoy superior human and capital resources. C1 TECHNION ISRAEL INST TECHNOL,INST ADV STUDIES SCI & TECHNOL,CTR URBAN & REG STUDIES,IL-32000 HAIFA,ISRAEL. RP Koschatzky, K, FRAUNHOFER INST SYST & INNOVAT RES,DEPT TECH & IND CHANGE,RES GRP,BRESLAUER STR 48,D-76139 KARLSRUHE,GERMANY. CR ARNOLD H, 1991, MARKT TECHNIK, P78 FRENKEL A, 1994, RES POLICY, P281 GRUPP H, 1986, TECHNOLOGICAL FORECA, P123 GRUPP H, 1987, TECHNOMETRIE BEMESSU GRUPP H, 1988, HDB QUANTITATIVE STU GRUPP H, 1990, MEASURING DYNAMICS T, P57 GRUPP H, 1991, TECHNOLOGY PRODUCTIV GRUPP H, 1994, RES POLICY, V23, P175 GRUPP H, 1995, CAMBRIDGE J ECON, V19, P209 JUCKENACK D, 1990, HDB SENSORTECHNIK ME KOSCHATZKY K, 1991, DEMOGRAPHIC PROCESSE, P104 SAVIOTTI PP, 1982, TECHNOLOGICAL FORECA, P133 SAVIOTTI PP, 1985, TECHNOLOGICAL FORECA, P309 SCHANZ GW, 1988, SENSOREN FUEHLER MES NR 14 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 11 IS 5-6 BP 667 EP 687 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UX447 UT ISI:A1996UX44700013 ER PT J AU Leyten, J Smits, R TI The role of technology assessment in technology policy SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology assessment; technology policy; information society; innovation AB The potentials of science and technology are not used to their full effect in our societies. Changes in society and in technology create a gap between technological opportunities and societal needs. The introduction of technology assessment in technology policy in public as well as in private organizations can contribute to bridging this gap; This paper analyses the potential roles of technology assessment in the context of technology policy. It ends with some observations on the state of the art of technology assessment (TA) in Europe. RP Leyten, J, TNO,CTR TECHNOL & POLICY STUDIES,GRP INFORMAT TELECOMMUN & MEDIA STUDIES,POB 541,NL-7300 AM APELDOORN,NETHERLANDS. CR *OECD, 1988, NEW TECHN 1990S SOC *TECHN EC PROGR, 1992, TECHN CHANG WORLD *US C OTA, 1990, CRIT CONN COMM FUT ANDERSON ES, 1988, SMALL COUNTRIES FACI BENIGER JR, 1986, CONTROL REVOLUTION T BENIGER JR, 1989, INFORMATICS BOROUSH M, 1980, 2 INT C N HOLL FREEMAN C, 1987, TECHNOLOGY POLICY EC FREEMAN C, 1988, SMALL COUNTRIES FACI JOHNSON B, 1988, SMALL COUNTRIES FACI LAMBERTON DM, 199091 CIRCUIT LEYTEN J, 1987, TECHNOLOGY ASSESSMEN LEYTEN J, 1988, FUTURES FEB MORTON MSS, 1989, INFORMATICS PASCHEN H, 1989, OECD C TECHN ASS VIE PEREZ C, 1993, FUTURES OCT SMITS R, 1990, 2 EUR C TECHN ASS MI SMITS R, 1991, TECHNOLOGY ASSESSMEN SMITS R, 1992, INITIATIVES STRENGTH VROLIJK H, 1990, 1 COMM EUR COMM WALSH V, 1988, SMALL COUNTRIES FACI NR 21 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 11 IS 5-6 BP 688 EP 702 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UX447 UT ISI:A1996UX44700014 ER PT J AU VanLangenhove, L Berloznik, R TI TA positions and TA storylines; Towards a social constructionist framework of technology assessment SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Technology Assessment; R&D management; social constructionism ID PSYCHOLOGY AB This paper addresses Technology Assessment (TA) from a social constructionist viewpoint. It will be argued that there exist a variety of TA practices and discourses instead of one single TA approach. Moreover it will be argued that doing TA is essentially a process of labelling a scientific or political practice as TA. Part one of this paper will present an analysis of the different institutionalizations of TA. There will be an emphasis on management and methodology issues. In part two, we will discuss social constructionism and its relevance for understanding and better organizing TA. Part three will present the outline of a new social constructionist theoretical approach of TA: positioning theory, Following positioning theory, a study of TA should start with the study of TA discourses using the concepts TA-positions, TA-acts and TA-storylines. Understanding the relationship between technology and social change implies a better understanding of the ways in which TA-storylines develop. The paper will end with a discussion of the practical consequences of this theoretical approach! Especially from the point of view of how institutions can better organize TA. C1 VLAASME INSTELLING TECHNOL ONDERZOEK,B-2400 MOL,BELGIUM. RP VanLangenhove, L, FREE UNIV BRUSSELS,SCI & TECHNOL ASSESSMENT MANAGEMENT GRP,BELGIAN SCI POLICY OFF,L409,B-1050 BRUSSELS,BELGIUM. CR BERGER PL, 1971, SOCIAL CONSTRUCTION BIJKER WE, 1987, SOCIAL CONSTRUCTION BLOOR D, 1976, KNOWLEDGE SOCIAL IMA CANDAELE A, 1992, THESIS VRIJE U BRUSS COENEN R, 1991, 1 TAB AFAS DAVIES B, 1990, J THEOR SOC BEHAV, V20, P43 DEMEY M, 1982, COGNITIVE PARADIGM DIERKES M, 1992, NEW TECHNOLOGIES OUT FURSTENWERTH H, 1993, P 3 EUR C TECHN ASS GERGEN KJ, 1985, AM PSYCHOL, V40, P266 GREENWOOD JD, 1991, RELATIONS REPRESENTA GUBA E, 1989, 4 GEN EVALUATION HARRE R, 1972, EXPLANATION SOCIAL B HARRE R, 1991, J THEOR SOC BEHAV, V21, P393 HARRE R, 1992, THEOR PSYCHOL, V2, P153 KNORRCETINA KD, 1981, MANUFACTURE KNOWLEDG LATOUR B, 1979, LABORATORY LIFE SOCI LATOUR B, 1987, SCI ACTION MALONEY JD, 1982, TECHNOLOGICAL FORECA, V22, P321 OUWENS CD, 1987, CONSTRUCTIEF TECHNOL PINCH TJ, 1984, SOC STUD SCI, V14, P399 SMITS R, 1991, TECHNOLOGY ASSESSMEN VANBOXEL J, 1992, UNPUB RELEVANCE TECH VANLANGENHOVE L, 1993, DISCOURSE LIFE SPAN VANLANGENHOVE L, 1993, REASON RHETORIC WOOLGAR S, 1989, COGNITIVE TURN SOCIO 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 11 IS 5-6 BP 703 EP 714 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UX447 UT ISI:A1996UX44700015 ER PT J AU Dale, A Loveridge, D TI Technology assessment - Where is it going? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology; environmental; impact; assessment; policy; review AB The papers in this special edition of the International Journal of Technology Management demonstrate the variety of activities and approaches that can be clustered under the heading of 'Technology Assessment'. In this paper the underlying themes from the various contributions are drawn together, though the interpretation is that of the authors alone. They conclude that there are two streams of activity that have been called TA over the past two decades. One has been oriented to wide and general issues relating to technology policy, and the other being targeted more specifically at the applications of technology and its outcomes. However, TA-type activity has also been evident in other areas that do not associate themselves closely with TA, such as Environmental Impact Assessment, Product Liability, and Health and Safety. In asking, ''where is TA going?'', the authors question the value of differentiating TA from such activities and ask what TA has to offer that is worth promoting and developing for it to be successful in addressing its ambitious stated aims - to search for the positive and negative effects of technological development, and through doing so to influence national policies for science and technology that are acceptable to the polity. RP Dale, A, UNIV MANCHESTER,PREST,MANCHESTER M13 9PL,LANCS,ENGLAND. CR 1973, FUTURES, V5, P506 *COMM EUR COMM, 1985, 85374EECPL COMM EUR *COMM EUR COMM, 1987, 87357EEC COMM EUR CO *COMM EUR COMM, 1991, XI19490ENREV4 *US DEP HOUS URB D, 1981, AR ENV ASS BOULDING KE, 1975, SCIENCE, V190, P423 CAMBRIOSO A, 1991, TECHNOL ANAL STRATEG, V3, P379 CANTER LW, 1977, ENV IMPACT ASSESSMEN CHUBIN DE, 1986, INTERDISCIPLINARY AN CLARK BD, 1983, ENV IMPACT ASSESSMEN DALE AJ, 1994, UNPUB DEVULPIAN A, 1986, LONG RANGE PLANN, V19, P33 HAMMOND KR, 1976, SCIENCE, V194, P389 HUDDLE FP, 1972, SHORT GLOSSARY SCI P MASLOW AH, 1954, MOTIVATION PERSONALI MITCHELL AA, 1973, 500 SRILRPS MULDER U, 1994, EUROPEAN COMMUNITY G MUNN RE, 1979, ENV IMPACT ASSESSMEN NELKIN D, 1994, DANGEROUS DIAGNOSTIC PERROW C, 1984, NORMAL ACCIDENTS LIV RODRICKS JV, 1992, CALCULATED RISKS TOX SMART B, 1992, MODERN CONDITIONS PO SMITS R, 1994, TECHNOLOGY ASSESSMEN TOULMIN SE, 1972, CIBA FDN S, V1 TYE J, 1978, NCPC NEW LAW GUIDANC, V3 WHELAN EM, 1993, TOXIC TERROR TRUTH C 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 1996 VL 11 IS 5-6 BP 715 EP 723 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UX447 UT ISI:A1996UX44700016 ER PT J AU Gilbert, JT BirnbaumMore, PH TI Innovation timing advantages: From economic theory to strategic application SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE innovation timing; first and second mover theory; competitive advantage ID HIGH-VELOCITY ENVIRONMENTS; COMPETITIVE STRATEGY; TECHNOLOGICAL DISCONTINUITIES; ORGANIZATIONAL PERFORMANCE; PIONEERING BRANDS; MARKET SHARE; ENTRY; FIRM; PRODUCTS; INDUSTRY AB First and second mover theory, as developed in industrial organization economics, maintains that firms can gain competitive advantage by using optimal timing in the introduction of innovations, Because the industry is the unit of analysis, the theory does not provide specific guidance for individual firms, We analyze the underlying sources of first and second mover timing advantages and clarify several issues regarding the basic theory. We then identify a variety of factors at the industry, firm and product/service levels and develop propositions showing their relations to individual firms in their efforts to benefit from timing advantages. We discuss the link which these indicator factors provide between economic theory and strategic timing choices. Finally, we suggest directions for research which would assist firms and their managers in selecting and pursuing innovation timing strategies. C1 UNIV SO CALIF,DEPT MANAGEMENT & ORG,GRAD SCH BUSINESS ADM,LOS ANGELES,CA 90089. RP Gilbert, JT, UNIV NEVADA,DEPT MANAGEMENT,COLL BUSINESS & ECON,4505 MARYLAND PKWY,POB 456009,LAS VEGAS,NV 89154. CR *NAT SCI FDN, 1993, PROC TECHN INN REV L ADLER PS, 1989, RES TECHNOLOGICAL IN, V4, P25 ALLEN B, 1993, INT J IND ORGAN, V11, P63 ANDERSON P, 1990, ADMIN SCI QUART, V35, P604 BARNEY J, 1991, J MANAGE, V17, P99 BIGONESS WJ, 1981, ACAD MANAGE J, V24, P68 BIRNBAUMMORE P, 1990, 2INT C MAN HIGH TECH BIRNBAUMMORE PH, 1994, RES POLICY, V23, P249 BUZZELL R, 1987, PIMS PRINCIPLES LINK CARPENTER GS, 1989, J MARKETING RES, V26, P285 CHEN MJ, 1992, ACAD MANAGE J, V35, P539 CHRISTENSEN C, 1992, PRODUCTION OPERATION, V1, P334 CHRISTENSEN C, 1992, PRODUCTION OPERATION, V1, P358 COHEN WM, 1994, MANAGE SCI, V40, P227 CONNER KR, 1991, J MANAGE, V17, P121 DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 DESS GG, 1984, ACAD MANAGE J, V27, P467 EISENHARDT KM, 1988, ACAD MANAGE J, V31, P737 EISENHARDT KM, 1989, ACAD MANAGE J, V32, P543 EISENHARDT KM, 1990, ADMIN SCI QUART, V35, P504 ETTLIE JE, 1984, MANAGE SCI, V30, P682 FUDENBERG D, 1983, EUR ECON REV, V22, P3 GILBERT J, 1991, THESIS U SO CALIFORN GILBERT J, 1994, BUSINESS HORIZON NOV, P16 GOLDER PN, 1993, J MARKETING RES, V30, P158 GOOLD M, 1987, HARVARD BUS REV, V65, P70 HAMBRICK DC, 1983, ACAD MANAGE J, V26, P687 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HITT MA, 1986, J MANAGE STUD, V23, P401 ITAMI H, 1987, MOBILIZING INVISIBLE KANTER RM, 1983, CHANGE MASTERS KERIN RA, 1992, J MARKETING, V56, P33 KIMBERLY JR, 1986, MANAGING TECHNOLOGIC, P23 KOGUT B, 1992, ORGAN SCI, V3, P383 KUHN TS, 1962, STRUCTURE SCI REVOLU LAMBKIN M, 1988, STRATEGIC MANAGEMENT, V9, P127 LENGNICKHALL CA, 1992, J MANAGE, V18, P399 LIEBERMAN MB, 1987, J IND ECON, V35, P607 LIEBERMAN MB, 1987, J IND ECON, V36, P175 LIEBERMAN MB, 1987, STRATEGIC MANAGE J, V8, P441 LIEBERMAN MB, 1988, STRATEGIC MANAGEMENT, V9, P41 LILIEN GL, 1990, MANAGE SCI, V36, P568 MACMILLAN I, 1985, STRATEGIC MANAGE J, V6, P75 MANSFIELD E, 1985, J IND ECON, V34, P217 MANSFIELD E, 1986, MANAGE SCI, V32, P173 MCGEE J, 1986, STRATEGIC MANAGE J, V7, P141 MCGRATH RG, 1995, STRATEGIC MANAGE J, V16, P251 MILLER CC, 1994, ACAD MANAGE J, V37, P1649 MILLIKEN FJ, 1987, ACAD MANAGE REV, V12, P133 MILLIKEN FJ, 1990, ACAD MANAGE J, V33, P42 MITCHELL W, 1989, ADMIN SCI QUART, V34, P208 MITCHELL W, 1991, STRATEGIC MANAGE J, V12, P85 NAYYAR PR, 1993, ACAD MANAGE J, V36, P1652 NELSON RR, 1977, RES POLICY, V6, P36 NELSON RR, 1982, EVOLUTIONARY THEORY NILSSEN T, 1992, RAND J ECON, V23, P579 NORD W, 1987, IMPLEMENTING ROUTINE PORTER M, 1982, EC INFORMATION UNCER PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1983, RES TECHNOLOGICAL IN, V1, P1 PRAHALAD CK, 1990, HARVARD BUSINESS MAY, P79 QUIRMBACH HC, 1986, RAND J ECON, V17, P33 REINGANUM J, 1989, HDB IND ORG, V1 ROBINSON WT, 1985, J MARKETING RES, V22, P297 ROGERS EM, 1983, DIFFUSION INNOVATION RUMELT R, 1991, STRATEGIC MANAGEMENT, V128, P5 SCHERER FM, 1980, IND MARKET STRUCTURE SCHEWE G, 1994, J ENG TECHNOL MANAGE, V11, P25 SCHMALENSEE R, 1982, AM ECON REV, V72, P349 SCHNAARS S, 1994, MANAGING IMITATION S SCHOONHOVEN CB, 1990, ADMIN SCI QUART, V35, P177 SMITH KG, 1991, ACAD MANAGE J, V34, P60 SNOW CC, 1980, ADM SCI Q, V25, P317 SPENCE AM, 1984, ECONOMETRICA, V52, P101 STALK G, 1990, COMPETING TIME TEECE D, 1987, COMPETITIVE CHALLENG TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 URBAN GL, 1986, MANAGE SCI, V32, P645 UTTERBACK J, 1994, MASTERING DYNAMICS I UTTERBACK JM, 1993, RES POLICY, V22, P1 VANDEVEN AH, 1986, MANAGE SCI, V32, P590 VONHIPPEL E, 1988, SOURCES INNOVATION WEISS AR, 1989, MANAGE SCI, V35, P1014 WERNERFELT B, 1987, STRATEGIC MANAGE J, V8, P187 WHITE RE, 1986, STRATEGIC MANAGE J, V7, P217 WHITTEN I, 1979, BRAND PERFORMANCE CI NR 86 TC 2 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JAN PY 1996 VL 12 IS 4 BP 245 EP 266 PG 22 SC Engineering, Industrial GA UT312 UT ISI:A1996UT31200001 ER PT J AU Steensma, HK TI Acquiring technological competencies through inter-organizational collaboration: An organizational learning perspective SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE collaboration; organizational learning; technical competencies ID INNOVATION; STRATEGIES; PRODUCTS; RICHNESS; CHOICE; DESIGN; FIRMS; COST AB Firms are becoming increasingly sophisticated in their technology strategies and are procuring know-how through a variety of collaborative methods including licensing agreements, joint ventures, minority investments, and equity acquisitions. This paper examines the relationship between an organization's learning capability and inter-organizational collaboration in acquiring technological competencies. Organizational learning is posited to be a mediating mechanism through which technological competencies are developed via varying levels of organizational interaction. A general model is developed which suggests an ''efficient fit'' relationship between an organization's ability to learn, characteristics of the technology, and mode of inter-organizational collaboration. The concept of a ''learning gap'' is introduced, and managerial implications are suggested. Finally, propositions are developed to facilitate future empirical research. RP Steensma, HK, INDIANA UNIV,SCH BUSINESS,DEPT MANAGEMENT,RM 650,10TH & FEE LANE,BLOOMINGTON,IN 47405. CR ABERNATHY WJ, 1981, HARVARD BUS REV, V59, P68 ABETTI PA, 1989, MANAG REV, V78, P37 ARGYRIS C, 1978, ORG LEARNING BADAWY MK, 1993, MANAGEMENT NEW TECHN BARANSON J, 1985, INT TECHNOLOGY TRANS BARLEY SR, 1986, ADM SCI Q, V31, P708 BEER S, 1972, BRAIN FIRM BOISOT MH, 1986, ORGAN STUD, V7, P135 BYLINSKY G, 1990, FORTUNE, V122, P72 CHEW WB, 1991, SLOAN MANAGE REV, V32, P5 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 CONTRACTOR FJ, 1981, COLUMBIA J WORLD BUS, V16, P73 CONTRACTOR FJ, 1984, J INT BUS STUD, V15, P167 CONTRACTOR FJ, 1990, MANAGE INT REV, V30, P31 CUTLER RS, 1989, IEEE T ENG MANAGE, V36, P17 CYERT RM, 1963, BEHAVIORAL THEORY FI CYERT RM, 1963, IEEE T ENG MANAGEMEN DAFT RL, 1984, RES ORGAN BEHAV, V6, P191 DAFT RL, 1986, MANAGE SCI, V32, P554 DRIVER MJ, 1969, ADM SCI Q, V14, P272 ETELE A, 1985, MANAGE DECIS, V23, P53 FIOL CM, 1985, ACAD MANAGE REV, V10, P803 FORD D, 1988, LONG RANGE PLANN, V21, P85 FORREST JE, 1990, J SMALL BUS MANAGE, V28, P37 GLANZ J, 1993, R&D MAG, V35, P51 GUPTA AK, 1990, CALIF MANAGE REV, V32, P24 HAGEDOORN J, 1990, TECHNOVATION, V10, P17 HAMEL G, 1989, HARVARD BUS REV, V67, P133 HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HARRIGAN KR, 1985, ACAD MANAGE J, V28, P914 HARRIGAN KR, 1985, STRATEGIES JOINT VEN HEDBERG BLT, 1981, HDB ORG DESIGN HILL CWL, 1992, ORGAN SCI, V3, P428 HUBER GP, 1991, ORGAN SCI, V2, P88 IMAI K, 1985, UNEASY ALLIANCE MANA JONES GR, 1988, STRATEGIC MANAGEMENT, V9, P159 KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319 KOGUT B, 1993, J INT BUS STUD, V24, P625 KOMARAN RV, 1993, THESIS UCLA KOMODA F, 1986, DEV ECON, V24, P240 LEONARDBARTON D, 1990, MANAGING COMPLEXITY LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 LEVITT B, 1988, ANNU REV SOCIOL, V14, P319 MCGILL ME, 1992, ORGAN DYN, V21, P5 MCKEE D, 1992, J PROD INNOVAT MANAG, V9, P232 MEISSNER M, 1969, TECHNOLOGY WORKER MEYERS PW, 1990, RES POLICY, V19, P97 PETTIGREW A, 1985, AWAKENING GIANT CONT POLANYI M, 1966, TACIT DIMENSION PRAHALAD CK, 1990, HARVARD BUS REV, V63, P79 PRAHALAD CK, 1993, RES TECHNOL MANAGE, V36, P40 PUCIK V, 1988, HUMAN RESOURCE MANAG, V27, P77 ROBERTS E, 1989, INT J TECHNOLOGY MAN, V4, P43 ROBERTS EB, 1985, SLOAN MANAGE REV, V26, P3 ROGERS EM, 1980, DIFFUSION INNOVATION RUMELT RP, 1974, STRATEGY STRUCTURE E SENGE PM, 1990, 5 DISCIPLINE ART PRA SHRIVASTAVA P, 1983, J MANAGE STUD, V20, P7 SIMON HA, 1969, SCI ARTIFICIAL STATA R, 1989, SLOAN MANAGE REV, V30, P63 TEECE DJ, 1977, ECON J, V87, P242 TEECE DJ, 1986, RES POLICY, V15, P285 TUSHMAN ML, 1979, ADM SCI Q, V24, P82 TYRE MJ, 1992, ORGAN SCI, V3, P301 VONHIPPEL E, 1976, RES POLICY, V5, P212 WALSH JP, 1991, ACAD MANAGE REV, V16, P57 WEICK KE, 1979, SOCIAL PSYCHOL ORG WILLIAMSON OE, 1975, MARKETS HIERARCHIES WINTER S, 1987, COMPETITIVE CHALLENG ZALTMAN G, 1973, INNOVATIONS ORG ZANDER U, 1995, ORGAN SCI, V6, P76 NR 71 TC 13 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JAN PY 1996 VL 12 IS 4 BP 267 EP 286 PG 20 SC Engineering, Industrial GA UT312 UT ISI:A1996UT31200002 ER PT J AU McCutchen, WW Swamidass, PM TI Effect of R&D expenditures and funding strategies on the market value of biotech firms SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE biotech firm market value; biotech research funding; biotech R&D costs ID PHARMACEUTICAL-INDUSTRY; PERFORMANCE AB Market value of biotech firms is important to investors and venture capitalists who keep this industry alive and dynamic. It is a particularly valuable index of investors' estimate of current and future success of the firms in this industry because other conventional indices of performance and success are inappropriate, Our hypothesis is that market value in this industry can be explained in terms of funding strategies and R&D expenditures. Using all sixty publicly-held biotech firms, that are included in a national directory for such firms engaged in the research of biotech products for human use, we estimate multiple regression models that explain most of the variance in market value using funding strategies and R&D expenditures (R-squared = 0.93). Our models also demonstrated that small biotech firms (<$10 million in total revenue) are substantially different from larger ones. C1 AUBURN UNIV,THOMAS WALTER CTR TECHNOL MANAGEMENT,AUBURN,AL 36849. CUNY BERNARD M BARUCH COLL,DEPT MANAGEMENT,SCH BUSINESS & PUBL ADM,NEW YORK,NY 10010. CR *E LILL CO, 1990, 3 E LILL CO, P12 ARORA A, 1990, J IND ECON, V38, P361 BERENSON ML, 1986, BASIC BUSINESS STAT BREALEY R, 1988, PRINCIPLES CORPORATE BURRILL GS, 1990, BIOTECH 90 NEXT DECA BYLINSKY G, 1991, FORTUNE 0812, P78 CAGLARCAN E, 1977, THESIS G WASHINGTON COOL K, 1988, STRATEGIC MANAGEMENT, V9, P207 COOL KO, 1987, MANAGE SCI, V33, P1102 DIBNER MD, 1988, BIOTECHNOLOGY GUIDE FILDES RA, 1990, CALIF MANAGE REV, V32, P63 FRANKO LG, 1989, STRATEGIC MANAGE J, V10, P449 GARTRELL KD, 1990, CALIFORNIA MANAG SPR, P87 GRABOWSKI HG, 1981, DRUGS HLTH, P3 HAMILTON WF, 1990, CALIFORNIA MANAG SPR, P73 MCCUTCHEN WW, 1993, J MANAGEMENT MCCUTCHEN WW, 1993, RES POLICY, V22, P337 PATTERSON TD, 1988, WORLD WIN, P40 PISANO GP, 1990, ADMIN SCI QUART, V35, P153 QUINN JB, 1992, ACADEMY MANAGEMENT E, V6, P48 SMITH JG, 1988, LONG RANGE PLANN, V21, P51 SNEE RD, 1973, J QUAL TECHNOL, V5, P67 SUDHARSHAN D, 1985, STRATEGIC TIME PERIO SUDHARSHAN D, 1986, 1226 U ILL URB NR 24 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JAN PY 1996 VL 12 IS 4 BP 287 EP 299 PG 13 SC Engineering, Industrial GA UT312 UT ISI:A1996UT31200003 ER PT J AU Carayannis, EG TI Re-engineering high risk, high complexity industries through multiple level technological learning - A case study of the world nuclear power industry SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE technology management; continuous quality improvement; re-engineering; learning from experience; learning to learn from experience; tacit learning AB Applying lessons learned at the national, the utility, and the plant level, from selected segments of the world-wide nuclear power industry, might facilitate an environmentally acceptable renaissance of the U.S. nuclear power industry through re-engineering it. Elements of this learning from experience process can be found: (a) at the national level in Europe, Japan, and the U.S., (b) at the utility level in two New York State nuclear power utilities, Niagara Mohawk and New York Power Authority, the Tennessee Valley Authority, and Duke Power and Light in the U.S., in Ontario Hydro in Canada, and in the Electricite de France (EdF) in France, and (c) at the plant level in several of these utilities. At the core of all the continuous quality improvement and re-engineering programs, lies this twofold mission: (a) to insulate society from foreseeable and unacceptably high environmental risks, and (b) to continuously improve the design and management of nuclear technology (including nuclear waste management and environmental risk management systems) by learning, learning how to learn, and learning to learn-how-to-learn, both explicitly and tacitly, through feedback from individual and organizational experience. RP Carayannis, EG, UNIV NEW MEXICO,TECHNOL & INT MANAGEMENT PROGRAM,ANDERSON SCH MANAGEMENT,ALBUQUERQUE,NM 87131. CR 1988, NUCL ENG INT, V12 1993, LEADERS MAGAZINE FAL *AT EN COMM, 1992, WHIT PAP NUCL EN *EL FRANC, 1992, ANN REP *ONT HYDR, 1992, ANN REP CARAYANNIS E, 1992, INT J GLOBAL ENERGY, V4 CARAYANNIS E, 1993, PROGR TECHNIQUE, V2 CARAYANNIS E, 1994, 39 INT COUNC SMALL B CARAYANNIS E, 1994, THESIS RENSSELAER PO CARAYANNIS E, 1994, U ILL CHIC AM MAN AS CARAYANNIS E, 1995, 12 EUR GROUP ORG STU CARAYANNIS E, 1995, NE DEC SCI I C PROV CARAYANNIS E, 1995, U ILL CHIC AM MAN AS CARAYANNIS E, 1996, 29 ANN HAW INT C SYS GALLAGAN P, 1993, TRAIN DEV J, V47, P33 GERHOLM TR, 1992, EUROENERGY AUT GUERTIN, 1992, US ENERGY IMPERATIVE HUETL A, 1993, NUCL EUROPE WORLDSCA, P3 LIDSKY L, 1987, NEW REPUBLIC MORONE J, 1989, DEMISE NUCL ENERGY L PIASECKI B, 1990, SEARCH ENV EXC MOV B WATKINS J, 1990, PUBLIC UTILITIES FOR NR 22 TC 3 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JAN PY 1996 VL 12 IS 4 BP 301 EP 318 PG 18 SC Engineering, Industrial GA UT312 UT ISI:A1996UT31200004 ER PT J AU Rickne, A Jacobsson, S TI New Technology-based Firms - An exploratory study of technology exploitation and industrial renewal SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE please provide, new technology-based firm; NTBF; industrial renewal; technology exploitation; ownership changes; patenting; Sweden AB This paper explores the role of new technology-based firms in the process of industrial renewal of Sweden by analyzing a set of such firms which were established in the period 1965-1974, We find that there has been an extensive trade in the technology base of these firms and a great deal of the transactions were made with foreign partners, in particular for electronics based firms. Those acquired were among the ones with the best growth and technological performance. Whilst the effect of this set of NTBFs on Swedish industry's renewal was positive, it was small in magnitude and probably below its potential. We hypothesize that features of the Swedish industrial environment, in particular, a poorly developed capital market and a historical specialization in mechanical engineering, are responsible for the relatively unimpressive impact of these firms. RP Rickne, A, CHALMERS UNIV TECHNOL,SCH MANAGEMENT TECHNOL,DEPT IND MANAGEMENT & ECON,S-41296 GOTHENBURG,SWEDEN. CR *IVA, 1993, FOR 2000 TAL VIS VAG *OECD, 1994, BAS SCI TECHN STAT *SOU, 1992, SVENSKA MARKNADEN RI ARCHIBUGI D, 1990, TECHNOLOGICAL SPECIA AUTIO E, 1994, 4 TYPES INNOVATORS C AUTIO E, 1995, KING HIS COTHES 10 G DAVIDSSON P, 1994, DYNAMIKEN SVENSKT NA DORFMAN N, 1987, INNOVATION MARKET ST EDQUIST C, 1994, SWEDISH PARADOX HIGH FELDMAN M, 1994, GEOGRAPHY INNOVATION FREEMAN C, 1993, C TECHN INN POL EMPL GRANSTRAND O, 1990, J EC BEHAV ORG HOVI N, 1994, TRUTH ERROR SMALL BU JACOBSSON S, 1994, INDICATORS TECHNOLOG JACOBSSON S, 1994, TECHNOLOGICAL SYSTEM JONESEVANS D, 1994, METHODOLOGICAL CONSI KLOFSTEN M, 1994, TECHNOLOGY BASED FIR LINDHOLM A, 1994, EC TECHNOLOGY RELATE MARSHALL A, 1920, PRINCIPLES EC OHLSSON L, 1991, FORNYELSE POLITIKER OHLSSON L, 1991, FORNYELSEPOLITIKEN R OHLSSON L, 1992, R D SWEDISH IND RENE OHLSSON L, 1994, DE SAKRA VAGEN OLOFSSON C, 1993, TEKNIKBASERADE FORET PATEL P, 1992, TECHNOLOGY MANAGEMEN PAVITT K, 1988, HDB QUANTITATIVE STU SAXENIAN A, 1994, REGIONAL ADV CULTURE SCOTT AJ, 1994, PRINC BERT S DYN FIR UTTERBACK J, 1982, TECHNOLOGY IND INNOV NR 29 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 11 IS 3-4 BP 238 EP 257 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UJ963 UT ISI:A1996UJ96300002 ER PT J AU Chapelet, B TI Time technology management clubs: Bridging the gap between SMEs and large enterprises SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology management; SME; enterprise clubs AB The paper presents the work conducted by the TIME Center of the Graduate Business School of Grenoble, which is aimed at studying the impact of technology on management. TIME Center manages clubs for the management of technology: one is devoted to large companies, TIME G.E; the other is devoted to SMEs, TIME-SME. This article shows how concerns about the management of technology may differ from one category of company to the other. The approach to the topic for SMEs is described in depth, The concept of 'technological platform' constitutes the core concept, around which a methodology to analyze and evaluate the technological competences of the firm is built. It is in the next steps of the management of technology, i.e. the improvement, protection and the optimization of the use of the 'technological platform', that the best practice experiences of large companies, discussed in TIME G.E., may be transferred to SMEs, in an attempt to bridge the gap between large and small companies. The concepts, methods and tools developed within TIME-SME are available for transfer to other clubs of management of technology. RP Chapelet, B, ECOLE SUPER COMMERCE GRENOBLE,12 RUE PIERRE SEMARD,BP 127,F-38003 GRENOBLE 01,FRANCE. CR *MONITOR SAST, 1994, RES TECHN MAN ENT IS BELET D, 1992, METIER CONSEIL ENTRE CHAPELET B, 1995, EFMD FORUM ISSUE TEC PRALAHAD CK, HARVARD BUSINESS MAY STALK G, 1992, HARVARD BUS REV, V70, P57 WOMACK JP, 1990, MACHINE CHANGED WORL 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 1996 VL 11 IS 3-4 BP 258 EP 269 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UJ963 UT ISI:A1996UJ96300003 ER PT J AU Raymond, L Julien, PA Carriere, JB Lachance, R TI Managing technological change in manufacturing SMEs: A multiple case analysis SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE technology management; small business; case study; technological change; SME; strategic advantage; decision process ID STRATEGIC MANAGEMENT AB Managing technological change has become one of the critical determinants of organizational performance, if not of survival, for many a small and medium-sized enterprise (SME) in the manufacturing sector. It has thus become important for researchers to better understand how these firms adopt and implement new technologies. This paper presents a case study analysis of the technology adoption decision in 14 Canadian enterprises. Based on an analytical framework comprising 85 factors regrouped into 18 variables, three distinct profiles are identified in terms of strategic advantage, technological expertise, the decision-making process and organizational capabilities. These results confirm that thew is no 'one best' strategy of technological change for SMEs. RP Raymond, L, UNIV QUEBEC,GRP RECH ECON & GEST PME,CP 500,TROIS RIVIERES,PQ G9A 5H7,CANADA. CR *BFD, 1992, QUAL TOT ENTR QUEB B *OCDE, 1989, IND U NOUV FORM COOP ALDER PS, 1990, SLOAN MANAGE REV, V32, P25 ALEXANDER LD, 1985, LONG RANGE PLANN, V18, P91 ALSENE E, 1988, TECHNOLOGIES INFORMA, V1, P91 ALSENE E, 1991, REV FRANCAISE GE JUI, P34 BIRLEY S, 1991, INT SMALL BUS J, V9, P56 BLAIS RA, 1992, ENTREPRENEURSHIP TEC BRYANT MJ, 1990, J SMALL BUSINSS ENTR, V7, P31 BURGELMAN RA, 1989, RES TECHNOLOGICAL IN, V4, P1 CARDONE A, 1990, SEM OCDE PARIS 2 3 J CARRIERE JB, 1992, PROFIL TECHNOLOGIQUE CARRIERE JB, 1992, TECHNOLOGIES INFORMA, V4, P37 COVIN JG, 1989, STRATEGIC MANAGE J, V10, P75 DETOURNEMINE RL, 1989, STRATEGIES TECHNOLOG GASSE Y, 1986, PME DEVENIR MONDE MU GOLD B, 1983, STRATEGIC MANAGE J, V4, P209 GRIFFITH J, 1987, INT SMALL BUS J, V5, P30 HUBERMAN AM, 1991, ANAL DONNEES QUALITA HUSSEY DE, 1985, LONG RANGE PLANN, V18, P28 JULIEN PA, 1988, REV INT PME, V1, P193 JULIEN PA, 1990, PICCOLA IMPRESA, V1, P3 JULIEN PA, 1992, GESTION, V17, P29 JULIEN PA, 1993, PETITES MOYENNES ENT JULIEN PA, 1993, PME BILAN PERSPECTIV LEFEBVRE E, 1990, REV INT PME, V3, P215 MEYER O, 1987, AC MAN P, P175 MOUWEN A, 1990, TECHNOLOGIE NOUVELLE PAVITT K, 1990, CALIF MANAGE REV, V32, P17 PLANQUE B, 1987, 76 CTR EC REG PORTER ME, 1985, COMPETITIVE ADVANTAG QUINN JB, 1982, READINGS MANAGEMENT, P188 RAYMOND L, 1992, INT SMALL BUSINESS J, V11, P23 ROTHWELL R, 1990, EXTERNAL NETWORKING UZAN O, 1994, PME CLASSE MONDIALE, P77 NR 35 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 11 IS 3-4 BP 270 EP 285 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UJ963 UT ISI:A1996UJ96300004 ER PT J AU Hughes, D TI Stratagem - A methodology and computer-based tool for strategic regeneration SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE best practice; computer tools; manufacturing strategy; strategic regeneration AB This paper describes the research and development, supported by the UK Department of Trade and Industry DTI [1], of a novel approach to the implementation of manufacturing best practice. The approach utilises a computer-based tool to support a methodology which guides companies through the strategic regeneration process. The methodology recognises the importance of involving company staff fully in the improvement process, and, in this way, improves ownership and commitment to the solutions generated. The methodology described has been used successfully by a number of small and medium-sized firms to achieve radical improvements in their performance. This has been achieved by applying acknowledged best practices, improving the performance of the company whilst at the same time developing and training the management team in new manufacturing tools, techniques and technologies. RP Hughes, D, UNIV PLYMOUTH,SCH COMP,CTR RES WORLD CLASS MFG,DRAKES CIRCUS,PLYMOUTH PL4 8AA,DEVON,ENGLAND. CR *DTI, 1990, MAN 90S COMP RESP EYRE B, 1993, MANAGEMENT TODAY JUN, P5 HUGHES DR, 1990, INT C PROD MAN WARW HUGHES DR, 1994, 2 INT CONC ENG DES A, P135 HUGHES DR, 1994, EUR OP MAN ASS 9 INT IBRAHIM AB, 1986, AM J SMALL BUSIN FAL, P41 MAULL RS, 1992, 7 INT C OP MAN ASS M, P63 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 11 IS 3-4 BP 286 EP 295 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UJ963 UT ISI:A1996UJ96300005 ER PT J AU Taylor, A Oates, T TI Technology as knowledge - Towards a new perspective on knowledge management in electronics SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge management; SME; electronics; technology as knowledge; component design process AB This paper gives practical examples of the concept of knowledge management with reference to an SME in the electronics sector, The study covers collaboration with the authors over a six year period. Whilst recognising the relatively immature stage of this emerging subject's development, three practical demonstrations are given of its potential for enhancing the new product introduction process by analysing circuit designs in the light of subsequent manufacturing data. In particular, the power of inductive learning techniques is applied to thick film component design. One particular example highlights its capacity to uncover new knowledge directly from such data. The implications of this work are discussed, firstly for the management of the technology of design and manufacture and secondly for the improvement of business performance. Significant improvement in defect rates, process yields, stockturns per annum and turnover per head are reported. C1 QUEENS UNIV BELFAST,DEPT INFORMAT MANAGEMENT,BELFAST BT7 1NN,ANTRIM,NORTH IRELAND. RP Taylor, A, UNIV BRADFORD,CTR MANAGEMENT,EMM LANE,BRADFORD BD7 4JL,W YORKSHIRE,ENGLAND. CR DAS S, 1994, C P 54 ANN M AC MAN, P335 DRUCKER PF, 1992, HARVARD BUSINESS SEP, P95 LAYTON ET, 1974, TECHNOL CULT, V15, P31 NONAKA I, 1991, HARVARD BUSINESS NOV, P96 PETERS TJ, 1992, LIBERATION MANAGEMEN, CH26 POLYANI M, 1967, TACIT DIMENSION QUINLAN JR, 1982, INTRO READINGS EXPER QUINLAN JR, 1986, MACH LEARN, V1, P81 SVIOKLA JJ, 1992, HARV BUSINESS SCH, P1 WIIG KM, 1993, KNOWLEDGE MANAGEMENT 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 1996 VL 11 IS 3-4 BP 296 EP 314 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UJ963 UT ISI:A1996UJ96300006 ER PT J AU Cheese, J Whelan, B TI A process view of technology management - Implications for R&D SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE Business Process Analysis; collaborative technology; technology management AB Business Process Analysis suggests new types of customer for research and development (the business 'cluster') and reinforces the importance of research outputs being seen in context - the application of technology to create customer value within the business. Public collaborative technology programmes are themselves a business process designed to support the wealth-creating capability of the host nation. Identifying the real customer for public R&D programmes becomes a serious issue. The implications for technology management will be described based on recent studies in both the public and private sector. RP Cheese, J, CTR EXPLOITAT SCI & TECHNOL,5 BERNERS RD,LONDON N1 0PW,ENGLAND. CR *CEST, 1995, BRIDG GAP HALL G, 1993, HARVARD REV NOV TALWAR R, 1993, LONG RANGE PLANN, V26, P22 NR 3 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 11 IS 3-4 BP 315 EP 328 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UJ963 UT ISI:A1996UJ96300007 ER PT J AU Gassler, H Frohlich, J Kopcsa, A TI Selective information on the national system of innovation as an important input for the technology management of firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; technology management ID TRADE AB This paper is focused on findings derived from the use of patents as a proxy of inventive and innovative activities. Accordingly, we explore some facts about the structure of the Austrian national system of innovation using patent statistics, and combining these data with a firm data bank from the statistical information system at the Austrian Research Centre, Seibersdorf. Firstly, we give an insight into the structure of the Austrian national innovation system, focusing on the technological specialisation profile. Secondly, we position Austria in the international patent 'landscape', and demonstrate the main discrepancies between Austrian and worldwide patenting activities. Thirdly, we present some results on the domestic patenting activities in Austria at the firm level, and discuss a matrix which contains data on patent applications broken down by industrial sector of origin and several technology fields based upon an aggregation of IPC-3 digits. Thus we are able to analyze the interdependence between industrial sectors and technology fields in Austria. RP Gassler, H, AUSTRIAN RES CTR SEIBERSDORF,DEPT SYST RES TECHNOL ECON ENVIRONM,A-2444 SEIBERSDORF,AUSTRIA. CR *OECD, 1994, US PAT DAT SCI TECHN ARCHIBUGI D, 1992, TECHNOLOGICAL SPECIA AYDALOT P, 1988, HIGH TECHNOLOGY IND BASBERG BL, 1987, RES POLICY, V16, P131 DOSI G, 1988, J ECON LIT, V26, P1120 ETO H, 1993, TECHNOVATION, V13, P221 FAGERBERG J, 1992, NATL SYSTEMS INNOVAT, P226 FISCHER MM, 1994, REG STUD, V28, P1 FREEMAN C, 1987, TECHNOLOGY POLICY EC GHEYBI P, 1990, OFZSA1634 GREIF S, 1993, RESULTS METHODS EC P, P113 GRILICHES Z, 1990, J ECON LIT, V28, P1661 HOWELLS J, 1993, GLOBALISATION PRODUC LUNDVALL BA, 1988, TECHNICAL CHANGE EC LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT MCKELVEY M, 1991, RETHINKING EC MARKET, P117 NARIN F, 1992, SCI PUBL POLICY, V19, P369 NELSON RR, 1993, NATL INNOVATION SYST PATEL P, 1994, EC INNOVATION NEW TE, V3, P77 PAVITT K, 1988, HDB QUANTITATIVE STU, P509 PIORE M, 1984, 2 IND DIVIDE PORTER ME, 1990, COMPETITIVE ADVANTAG SCHERER FM, 1993, RESULTS METHODS EC P, P39 STORPER M, 1992, ECON GEOGR, V68, P60 STORPER M, 1992, PATHWAYS IND REGIONA TODTLING F, 1992, ENVIRON PLANN A, V24, P1565 WORTMANN M, 1990, RES POLICY, V19, P175 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 1996 VL 11 IS 3-4 BP 329 EP 342 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UJ963 UT ISI:A1996UJ96300008 ER PT J AU Smallenburg, K Halman, JIM vanMal, HH TI Towards re-use of knowledge in the concept stage of development SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE development of product concepts; process knowledge maps; technology management; innovation management AB A framework for specifying the intended result of a product development project is introduced in the paper. This framework has been developed for the concept stage and facilitates the establishment and re-use of acquired knowledge. In this way, core capabilities naturally grow stronger with each development project, and are exploited in a way that enables a company to do things its competitors cannot. Implementation of the framework within Colorproofing Systems - an organization developing and manufacturing industrial printing systems - improved the learning capabilities of the firm. RP Smallenburg, K, EINDHOVEN UNIV TECHNOL,GRAD SCH IND ENGN & MANAGEMENT SCI,POB 513,5600 MB EINDHOVEN,NETHERLANDS. CR BOWEN HK, 1994, HARVARD BUSINESS SEP, P110 HALMAN JIM, 1991, INT J PROJECT MANAGE, V12 KEIZER JA, 1993, P PMI C SAN DIEG OCT, P27 ROOZENBURG NFM, 1991, PRODUKTONTWERPEN STR ROTH KH, 1982, KONSTRUIEREN KONSTRU VANDEBROEK RHA, 1995, IN PRESS CONSTRU APR, P46 VANMAL HH, 1990, HDB CAD CAM VLIEGEN HJW, 1991, ROBOTICS COMPUTER IN, V6, P101 VLIEGEN HJW, 1993, THESIS U TWENTE ZWICKY F, 1966, ENTDECKEN ERVIDEN FO 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 1996 VL 11 IS 3-4 BP 343 EP 353 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UJ963 UT ISI:A1996UJ96300009 ER PT J AU McGourty, J Tarshis, LA Dominick, P TI Managing innovation: Lessons from world class organizations SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation; idea generation; innovation management; behavioral models; R&D competencies ID MANAGEMENT AB This paper presents a model of innovation based on both theory and research that provides a framework for facilitating this important activity within organizations. One of the model's unique features is that it prescribes a series of behaviors found to be prominently manifested by R&D scientists and engineers employed by our sample of highly successful innovative companies. The model further postulates how the individual behaviors are propagated by management practices that, in time, alter the behavioral expectations of employees regarding these critical behaviors and lead to an ''innovative culture''. The research suggests that an organization's culture can be modified to encourage innovative behaviors through specific management practices. RP McGourty, J, AAI,23 VREELAND RD,FLORHAM PK,NJ 07932. CR AIKEN M, 1971, SOCIOLOGY, V5, P63 ALLEN TJ, 1971, R&D MANAGE, V1, P14 AMABILE TM, 1987, 30 CTR CREAT LEAD AMABILE TM, 1990, EVOLUTION ADAPTATION BAKER NR, 1980, MANAGEMENT RES INNOV, P33 CANNELL CF, 1968, HDB SOCIAL PSYCHOL, V2, P526 CHADWICK B, 1984, SOCIAL SCI RES METHO COOKE RA, 1988, GROUP ORGAN STUD, V13, P245 COOPER RG, 1984, J PROD INNOVAT MANAG, V2, P151 DACEY J, 1989, FUNDAMENTALS CREATIV DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 FARR JL, 1990, INNOVATION CREATIVIT, P63 FISCHER WA, 1980, MANAGEMENT RES INNOV, P67 FLANAGAN JC, 1954, PSYCHOL BULL, V51, P327 FROHMAN AL, 1976, RES MANAGEMENT JUL, P7 GLASSMAN E, 1986, R&D MANAGE, V16, P175 ISENSON RS, 1968, TECHNOLOGICAL FORECA KANTER RM, 1983, CHANGE MASTERS KAPLAN N, 1963, SCI CREATIVITY ITS R KATZ R, 1982, R&D MANAGE, V12, P7 KELLER RT, 1976, HUM RELAT, V29, P699 KIMBERLY JR, 1976, ADM SCI Q, V21, P571 KIMBERLY JR, 1981, ACAD MANAGE J, V24, P689 KOLODNY HF, 1983, RES MANAGE, V23, P29 LARSON CE, 1989, TEAMWORK WHAT MUST G LATHAM GP, 1975, ACAD MANAGEMENT DEC LAWLER EE, 1980, ORG ASSESSMENT LAWLER EE, 1992, T9212 CTR EFF ORG LEVINSON H, 1972, ORG DIAGNOSIS MAIDIQUE MA, 1984, SLOAN MANAGE REV, V25, P17 MCCARREY MW, 1973, ORGAN BEHAV HUM PREF, V9, P439 MICHAEL R, 1979, RES MANAGEMENT SEP, P43 MORONE JG, 1993, WINNING HIGH TECH MA NEVENS TM, 1990, HARVARD BUSINESS MAY, P154 PETERS T, 1993, FORBES ASAP, P166 PETERS TJ, 1982, SEARCH EXCELLENCE QUINN JB, 1985, HARVARD BUSINESS MAY, P73 ROBERTS EB, 1981, SLOAN MANAGE REV, V21, P19 ROUSSEL PA, 1991, 3 GENERATION R D MAN SCHEIN EH, 1985, ORG CULTURE LEADERSH SHEPARD HA, 1967, J BUS, V40, P470 SOUDER WE, 1987, MANAGING NEW PRODUCT SWEENEY PJ, 1984, RES MANAGEMENT, V1 TAKEUCHI H, 1986, HARVARD BUS REV, V64, P137 TUSHMAN M, 1986, CALIF MANAGE REV, V28, P74 TUSHMAN ML, 1977, ADM SCI Q, V22, P587 VANDEVEN AH, 1986, MANAGE SCI, V32, P590 VANMAANEN J, 1979, RES ORGAN BEHAV, V1, P209 WEST MA, 1989, SOC BEHAV, V4, P173 ZALTMAN G, 1973, INNOVATIONS ORG NR 50 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 11 IS 3-4 BP 354 EP 368 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UJ963 UT ISI:A1996UJ96300010 ER PT J AU Wang, Q TI The exploitation of a multidisciplinary approach in studying the R&D/marketing interface with some empirical evidence SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE multidisciplinary research approach; motivation for cross-functional interaction; technology-based product development; R&D management; marketing of high technology ID PROJECTS AB In this article the author argues that previous literature addressing the R&D/marketing interface is revealing only in particular aspects of the interface. She proposes that a more complete understanding of its complexity, in terms of: (1) the scope of the interface and (2) the ways in which the interface may be facilitated or impeded, requires a multidisciplinary approach. Consequently a conceptual framework is developed, where two key multidisciplinary issues regarding the R&D/marketing interface are identified. They include interface motivation and expectation difference. The results of 48 in-depth interviews with managers in four multinational pharmaceutical firms show that there exist two types of interface motivation, i.e. motivation for long-term strategic relationship and motivation for short-term operational transaction. The former has led to a more effective interface due to shared expectations, whereas the latter has a greater potential for conflict due to big expectation difference. RP Wang, Q, UNIV SUSSEX,SCI POLICY RES UNIT,BRIGHTON BN1 9RF,E SUSSEX,ENGLAND. CR ANDERSON PF, 1982, J MARKETING, V46, P15 BONNET DCL, 1986, R&D MANAGE, V16, P117 BROWN WB, 1989, IEEE T ENG MANAGE, V36, P11 CALANTONE R, 1981, J MARKETING, V45, P48 CHAKRABARTI AK, 1981, BAYLOR BUSINESS STUD, V12, P35 DUSSAUGE P, 1992, STRATEGIC TECHNOLOGY FREEMAN C, 1986, PRODUCT DESIGN TECHN GERSTENFELD A, 1976, IEEE T ENG MANAGE, V23, P116 HAMEL G, 1991, HARVARD BUS REV, V69, P81 MOENAERT RK, 1992, INT PROD DEV C NEW A MOENAERT RK, 1994, J PROD INNOVAT MANAG, V11, P31 ROSENBERG RD, 1988, INT J RES MARK, V5, P199 ROY R, 1990, HDB DESIGN MANAGEMEN, P49 RUEKERT RW, 1987, J MARKETING, V51, P1 SHANKLIN WL, 1984, HARVARD BUSINESS NOV, P164 SOUDER WE, 1988, J PROD INNOVAT MANAG, V5, P6 NR 16 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 11 IS 3-4 BP 369 EP 379 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UJ963 UT ISI:A1996UJ96300011 ER PT J AU Weidner, HJ TI Promotion of innovation and technology transfer in the New German Federal States SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article RP Weidner, HJ, AGIL GMBH,VALUE RELAY CTR,GOERDELERRING 5,D-04109 LEIPZIG,GERMANY. NR 0 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 11 IS 3-4 BP 380 EP 394 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UJ963 UT ISI:A1996UJ96300012 ER PT J AU Eardley, A Lewis, T Avison, D Powell, P TI The linkage between IT and business strategy in competitive systems: A reappraisal of some 'classic' cases using a competition analysis framework SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article ID INFORMATION TECHNOLOGY AB The potential of information technology (IT) to support or augment a competitive business strategy has been recognised for as long as IT has been used in business. There are many examples of information systems (IS.) which are claimed to have created and sustained competitive advantage, allowed beneficial collaboration. or to have simply ensured the continued survival of the organisations which used them. This paper looks at eight of the 'classic' examples of IT applications which are claimed to have been particularly effective in linking the competitive use of technology with business strategy. It then analyses the effectiveness of the use of the technology from the standpoint of one of the commonly-accepted business strategy frameworks. The framework is further used to question the linkage between the business strategies behind the applications and The IT mechanisms which were apparently developed to make these competitive strategies effective. C1 UNIV SOUTHAMPTON,DEPT ACCOUNTING & MANAGEMENT SCI,SOUTHAMPTON SO9 5NH,HANTS,ENGLAND. UNIV WARWICK,WARWICK BUSINESS SCH,INFORMAT SYST RES UNIT,COVENTRY CV4 7AL,W MIDLANDS,ENGLAND. RP Eardley, A, STAFFORDSHIRE UNIV,SCH COMP,STAFFORD ST18 0AD,ENGLAND. CR BACOS JY, 1986, MIS Q, V10, P106 BARUA A, 1991, MIS Q SEP, P313 BOON SN, 1988, INFORMATION MANAGEME, P191 CASH JI, 1985, HARVARD BUS REV, V63, P134 CIBORRA C, 1991, INT J INFORMATION RE, V2, P11 CLEMONS EK, 1990, J MANAGEMENT INFORMA, V7, P5 CLEONS EK, 1988, J MANAGEMENT INFORMA, V5, P37 DOYLE JR, 1991, EUROPEAN J INFORMATI, V1, P273 EARL MJ, 1989, MANAGEMENT STRATEGIE EMERY JC, 1990, MIS Q JUN, R7 GOODING G, 1988, INFORMATION MANAGEME, P87 HOPPER MD, 1990, HARVARD BUS REV, V68, P118 KETTINGER WJ, 1994, MIS Q MAR, P31 KING W, 1988, INFORMATION MANAGEME, P87 KRIEBEL CH, 1968, LONG RANGE PLANN, P8 LAW D, 1988, METHODS COMPARING ME MCFARLAN FW, 1983, CORPORATE INFORMATIO MCFARLAN FW, 1984, HARVARD BUS REV, V62, P98 PARSONS GL, 1983, SLOAN MANAGE REV, V25, P3 PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1985, HARVARD BUSINESS JUL, P140 SENN JA, 1992, INFORMATION SYSTEMS, V9, P7 STALK G, 1988, HARVARD BUSINESS JUL, P41 VITALE MR, 1986, MIS QUART, V10, P327 WHISLER TL, 1970, INFORMATION TECHNOLO WISEMAN C, 1985, STRATEGY COMPUTERS 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 11 IS 3-4 BP 395 EP 411 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UJ963 UT ISI:A1996UJ96300013 ER PT J AU Abetti, PA TI The impact of convergent and divergent technological and market strategies on core competencies and core rigidities: An exploratory study SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE convergent strategy; divergent strategy; technology strategy; market strategy; core competencies; core rigidities AB This paper explores the relationships between (1) the technological and market strategies, and (2) the core competencies and rigidities of ten companies (or strategic business units) that have achieved worldwide leadership in technology-intensive markets: GE Medical Systems; Motorola Communications; Apple Computer; IBM PC; Toshiba Information Systems; MapInfo (a new venture); GE Plastics; Toray Carbon Fiber; Coming; Rhone-Poulenc Agrochemical. Technological and market strategies are classified as convergent or divergent, and an examination is made of their effects on (1) the core competencies and rigidities, and (2) the longer-range technological and market potentials of the ten businesses studied. Preliminary conclusions are drawn that may be useful to established corporations and new ventures seeking to enhance their core competencies in order to achieve and sustain market leadership. RP Abetti, PA, RENSSELAER POLYTECH INST,TROY,NY 12181. CR ABERNATHY WJ, 1978, TECHNOL REV, V80, P40 ABETTI PA, 1984, PLANNING REV, V12, P24 ABETTI PA, 1988, RES TECHNOL MANAGE, V31, P40 ABETTI PA, 1989, INT J TECHNOLOGY MAN, P246 ABETTI PA, 1989, LINKING TECHNOLOGY B, CH7 ABETTI PA, 1994, INT J TECHNOL MANAGE, V9, P529 ABETTI PA, 1996, IN PRESS INT J TECHN ALLIO RJ, 1988, PRACTICAL STRATEGIST CARROLL P, 1993, BIG BLUES UNMAKING I CHOPSKY J, 1988, BLUE MAGIC PEOPLE PO COOPER RG, 1993, WINNING NEW PRODUCTS GIGET M, 1984, ETUDE GIGET M, 1988, FUTURES APR, P147 LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 MEYER MH, 1993, SLOAN MANAGE REV, V34, P29 MORONE J, 1991, UNPUB GE PLASTICS MORONE J, 1993, WINNING HIGH TECH MA PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1985, COMPETITIVE ADVANTAG PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 QUINN JB, 1992, INTELLIGENT ENTERPRI ROBERTS EB, 1991, EMR SPR, P4 SCHOLLEYER E, 1990, PAINE WEBBER 0308, P8 VONHIPPEL E, 1993, SOURCES INVENTION NR 24 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 11 IS 3-4 BP 412 EP 424 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UJ963 UT ISI:A1996UJ96300014 ER PT J AU Boisot, M Lemmon, T Griffiths, D Mole, V TI Spinning a good yarn: The identification of core competencies at Courtaulds SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article AB For the third time in Courtauld's long history, the firm may have stumbled on to a new cellulosic fibre with considerable commercial potential. In this, as in the preceding cases, the basic chemistry that led to the discovery of the fibre was carried out outside the firm. Also, as in the preceding cases, the firm took what was a laboratory product and developed it to the point where it could be exploited commercially. It was during this scaling up process that Courtaulds came to understand the new fibre's many potential applications. This paper, building on academic research currently in progress at Courtaulds, explores the hypothesis that the firm has a core competence in chemical engineering, the process of moving a new product from the laboratory bench into different markets. The competence involves managing a paradox: development has to focus on a series of quite specific and often quite limited product applications while scaling up has to allow for a product's generic potential. In effect what must be done is to fine tune a new fibre's properties in order to adapt them to the requirements of a large number of niches, while simultaneously assessing the likely level of aggregate demand of all possible niche applications taken together before these can be fully known, in order to act pre-emptively in the market. Using a conceptual framework developed by one of the authors, the paper will explore the implications of possessing such a core competence for the management and organization of the firm's existing businesses. It will be argued that one major benefit of correctly identifying technology-based competences is that it gives a legitimate voice to the longer term claims of technology management within the firm, a voice that is often drowned out by the clamour created by short term commercial pressures. C1 ESADE,BARCELONA,SPAIN. COURTAULDS PLC,RES & TECHNOL,COVENTRY,W MIDLANDS,ENGLAND. RP Boisot, M, UNIV LONDON IMPERIAL COLL SCI TECHNOL & MED,LONDON SW7 2PG,ENGLAND. CR BIJKER WE, 1987, SOCIAL CONSTRUCTION BOISOT M, 1986, ORG STUDIES SPR BOISOT M, 1994, INFORMATION ORG MANA BOISOT M, 1995, INFORMATION SPACE FR CHIESA V, 1994, COMPETENCE BASED COM COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COLEMAN DC, 1980, COURTAULDS EC SOCIAL DIERICKX I, 1989, MANAGE SCI, V35, P1504 DODGSON M, 1991, BRIT J MANAGEMENT, V2 DORE R, 1988, FLEXIBLE RIGIDITIES DOUGLAS M, 1973, NATURAL SYMBOLS GRONHAUG K, 1992, EUROPEAN MANAGEMENT, V10 HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HAMEL G, 1994, COMPETENCE BASED COM HAMEL G, 1994, COMPETING FUTURE HAMPDENTURNER C, 1990, CHARTING CORPORATE M KROEHER A, 1952, PEABODY MUSEUM AM AR, V47 LATOUR B, 1986, LABORATORY LIFE SOCI LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 MARCH JG, 1991, ORG SCI, V2 MARTIN B, 1989, RES FORESIGHT PRIORI MOWERY D, 1989, TECHNOLOGY PURSUIT E PAVITT K, 1991, BRIT J MANAGE, V2, P41 PIORE M, 1984, 2 IND DIVIDE POLANYI M, 1958, PERSONAL KNOWLEDGE PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 ROUSSEL P, 1991, 3 GENERATION R D MAN WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 WILLIAMSON OE, 1975, MARKETS HIERARCHIES WILLIAMSON OE, 1985, EC I CAPITALISM ZELNICK P, 1957, LEADERSHIP ADM SOCIO NR 31 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 11 IS 3-4 BP 425 EP 440 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UJ963 UT ISI:A1996UJ96300015 ER PT J AU Coates, D TI Putting core competency thinking into practice SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article AB Executives are increasingly being asked to define the core competencies of their companies and often have difficulty coming up with convincing answers. This is not surprising. While core competency theory is powerful, the best methods of employing the thinking in organisations have not been elucidated. What is needed is a method and tools for carrying out a core competency assessment. The method described in this paper is applicable to almost all core competencies, whether they are technical or non-technical in nature and whether they are currently available to the company or will need to be developed in the future. It provides an approach that is not only effective and pragmatic but that can ultimately be the basis for an integrated approach to the development of business and technology strategies. RP Coates, D, CAMBRIDGE TECHNOL CTR,PA CONSULTING GRP,MELBOURNE,HERTS,ENGLAND. 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 1996 VL 11 IS 3-4 BP 441 EP 451 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UJ963 UT ISI:A1996UJ96300016 ER PT J AU Ehrnberg, E Jacobsson, S TI Managing technological discontinuities - A tentative framework SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article ID COMPETITION; INDUSTRY AB Established firms frequently face difficulties in managing technological discontinuities, while successful firms are often found among new entrants. From the perspective of an established firm, we will identify a set of factors influencing how such a firm fares through a transition. These factors operate at different units of analysis: the technology, the firm, the industry, the technological system and the region/nation. We will explore each of these, integrate them and develop a frame of reference for analysing the conditions under which a firm will come out of a technological transition successfully. RP Ehrnberg, E, CHALMERS UNIV TECHNOL,SCH TECHNOL MANAGEMENT & ECON,DEPT IND MANAGEMENT & ECON,S-41296 GOTHENBURG,SWEDEN. CR 1994, SVENSKA DAGBLADE NOV *SIND, 1991, BIOT SVENSK IND BOKS *UN, 1993, UNCTADITDTEC3 ALANGE S, 1992, SVENSK TEKOINDUSTRIS ALANGE S, 1994, DEP IND MANAGEMENT E ANDERSON P, 1990, ADMIN SCI QUART, V35, P604 ARCHIBUGI D, 1994, J EVOLUTIONARY EC, V4, P17 ARTHUR B, 1988, TECHNICAL CHANGE EC AUDRETSCH DB, 1994, 5 C INT SCHUMP SOC M CALRSSON B, 1993, TECHNOLOGY WEALTH NA CARLSSON B, 1991, EC INNOVATION NEW TE, V1, P257 CARLSSON B, 1991, J EVOLUTIONARY EC, V1, P93 CARLSSON B, 1994, INT JA SCHUMP C MUNS CAVES RE, 1977, Q J ECON, V91, P241 CHRISTENSEN C, 1994, IND CORPORATE CHANGE, V3 COHEN WM, 1990, ADM SCI Q, V35, P182 COLLIS DJ, 1991, STRATEGIC MANAGE J, V12, P49 COOPER AC, 1976, BUSINESS HORIZON FEB, P61 DAVID PA, 1988, EC SERIES DOSI GA, 1991, TECHNOLOGY ENTERPRIS EHRNBERG E, 1991, TECHNOLOGICAL CHANGE EHRNBERG E, 1993, TECHNOL FORECAST SOC, V44, P27 EHRNBERG E, 1995, TECHNOLOGY ANAL STRA, V7 ELIASSON G, 1990, COMMENTARY EC SCALE ENRIGHT MJ, 1994, PRINC BERT S DYN FIR FELDMAN M, 1994, GEOGRAPHY INNOVATION FOSTER RN, 1986, RES MANAGEMENT JUL, P17 FOSTER RN, 1986, TECHNOLOGY MODERN CO FRANSMAN M, 1991, MARSTR S EC TECHN MA FREEMAN C, 1987, IND CORPORATE CHANGE, V1, P347 GRANOVETTER MS, 1973, AM J SOCIOL, V78, P1360 GRANSTRAND O, 1993, WP199306 CIM DEP IND HAKANSSON H, 1987, IND TECHNOLOGICAL BE HAKANSSON H, 1989, CORPORATE TECHNOLOGI HENDERSON RM, 1988, THESIS HARVARD U CAM HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HULTHEN, 1992, 9 INT C ITS SOPH ANT JACOBSSON S, 1986, ELECTR IND POLICY CA KATZ J, 1983, CEPAL REV SANT APR KRUGMAN P, 1991, GEOGRAPHY TRADE MARSHALL A, 1920, PRINCIPLES EC MCKELVEY M, 1994, THESIS LINKOPINGS U OLLEROS FJ, 1986, J PROD INNOVAT MANAG, V1, P5 OSKARSSON, 1991, PRODUKTIVITET INOM M PATEL P, 1994, TECHNOLOGICAL COMPET PENROSE ET, 1959, THEORY GROWTH FIRM PORTER ME, 1980, COMPETITIVE STRATEGY PORTER, 1990, HARVARD BUSINESS MAR PRAHALAD CK, 1990, HARVARD BUSINESS MAY RECOMATE AB, 1994, ERFARENHETER FRAN SV SAXENIAN A, 1994, REGIONAL ADV CULTURE SCIBERRAS E, 1985, UK MACHINE TOOL IND SCOTT AJ, 1994, PRINC BERT S DYN FIR SJOLANDER S, 1983, INNOVATION FORETAGSF SPENDER JC, 1994, PRINC BERT S DYN FIR TEECE D, 1992, DYNAMIC CAPABILITIES TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 YANG HS, 1988, THESIS G WASHINGTON, P256 NR 58 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 11 IS 3-4 BP 452 EP 469 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UJ963 UT ISI:A1996UJ96300017 ER PT J AU vanWyk, RJ TI The corporate board and the challenge of technology SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE corporate board; governance; strategy; management of technology; technology analysis AB This paper explores the changing nature of corporate governance, as manifested in board room activities, and the challenges posed by management of technology (MOT). Due diligence, requires that boards consider a number of initiatives to equip themselves for their involvement in MOT. Corporate boards should insist on adequate information on the changing technological landscape. They should ask for briefings in this area just as they require briefings on economics, social change, politics and so on. Next, they should consider specific steps to enhance their technological literacy. In this respect an in-company training course in the comprehensive theory of technology is suggested. Finally corporate boards should set up explicit procedures spelling out how to utilize their technological insight when they become involved in the strategy formation process. C1 UNIV MINNESOTA,CTR DEV TECHNOL LEADERSHIP,MINNEAPOLIS,MN 55455. RP vanWyk, RJ, UNIV CAPE TOWN,GRAD SCH BUSINESS,MANAGEMENT TECHNOL PROGRAMME,BREAKWATER CAMPUS,ZA-8001 GREEN POINT,SOUTH AFRICA. CR 1991, HARVARD BUSINESS JUL, P141 *MOT INC, 1995, ANN M STOCKH SCH ADLER PS, 1989, RES TECHNOLOGY INNOV, V4, P225 ANDERS G, 1993, HARVARD BUSINESS JUL, P9 BADAWY MK, 1993, J ENG TECHNOL MANAGE, V10, P1 BERRY MMJ, 1964, R&D MANAGE, V24, P341 BOULTON WR, 1993, RESOURCE GUIDE MANAG DANKBAAR B, 1994, RES TECHNOLOGY MANAG, P14 DEMB A, 1992, CORPORATE BOARD, P55 DOBRZYNSKI JH, 1992, BUS WK 1228, P40 DOBRZYNSKI JH, 1993, BUSINESS WEEK 0215, P35 FARRELL CJ, 1993, TECHNOL FORECAST SOC, V44, P161 GRUPP H, 1986, TECHNOL FORECAST SOC, V30, P123 HORNER DS, 1992, J INFORM SCI, V18, P57 LOHR S, 1992, NEW YORK TIMES 0412, P1 LORSCH JW, 1995, HARV BUS REV JAN, P107 MAJER H, 1985, TECHNOL FORECAST SOC, V27, P335 ROPOHL G, 1979, SYSTEMTHEORIE TECHNI SAHAL D, 1985, TECHNOL FORECAST SOC, V27, P1 TRICKER RI, 1994, FUTURES, V26, P403 ULHOI JP, 1992, MANAGEMENT TECHNOLOG, V3, P195 VANWYK RJ, 1987, FUTURES, V19, P347 VANWYK RJ, 1990, R&D MANAGE, V21, P301 VANWYK RJ, 1993, DESIGN COMPETITEVENE VANWYK RJ, 1994, 1 U MINN CTR DEV TEC VANWYK RJ, 1995, TECHNO ANAL WORKBOOK 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 1996 VL 11 IS 3-4 BP 470 EP 478 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UJ963 UT ISI:A1996UJ96300018 ER PT J AU Bart, CK TI The impact of mission on firm innovativeness SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article ID STRATEGY AB What impact, if any, does a firm's formal mission statement have on its innovativeness? Over the years, the mission statement has been regarded as one of the cornerstone documents of the large, modern corporation. It has especially been seen as essential in terms of providing two major benefits: (1) better staff motivation and control regarding common organizational objectives; and (2) a more focused allocation of resources. Yet little is known empirically about the relationship between company mission and those management practices that contribute to a firm's innovativeness. In the current study, we identified 15 management practices which have been cited as being important for fostering innovation. We then surveyed 75 firms to determine: (a) the degree to which the 15 selected innovativeness practices were followed; (b) the degree to which these innovativeness practices were specified in the organization's formal mission statement; and (c) the relationships among formal mission, the 15 innovativeness practices and new product sales. Our results demonstrated that many of the 15 management practices identified as fostering innovation were widely used by the companies in our sample. These practices, in turn, were found to have a strong impact on new product sales. Interestingly, these practices were generally not well-articulated within the firms' mission statements. Nevertheless, we found a powerful and positive relationship between 'mission statement content' and the degree to which our 15 innovativeness practices were employed. The relationship between mission and new produce sales, on the other hand, proved to be much more indirect. RP Bart, CK, MCMASTER UNIV,MICHAEL G DEGROOTE SCH BUSINESS,INNOVAT RES CTR,HAMILTON,ON L8S 4M4,CANADA. CR BART CK, 1986, STRATEGIC MANAGE J, V7, P293 BART CK, 1991, J PROD INNOVAT MANAG, P4 BASADUR MS, 1992, 1 TECHNICAL MANUAL B BOWER JL, 1970, MANAGING RESOURCE AL BURNS T, 1961, MANAGEMENT INNOVATIO BYARS LL, 1984, STRATEGIC MANAGEMENT BYARS LL, 1987, PLANNING REV, V15, P32 CAMPBELL A, 1989, LEADERSHIP ORG DEV, V3 CAMPBELL A, 1991, LONG RANGE PLANN, V24, P10 CAMPBELL A, 1993, PLANNING REV CARRUTHERS JK, 1990, MISSION REV FDN STRA COOPER RG, 1987, J PROD INNOVAT MANAG, V4, P169 COOPER RG, 1990, BUS HORIZONS, V33, P44 DAVID FR, 1989, LONG RANGE PLANN, V22, P90 DAVID FR, 1993, STRATEGIC MANAGEMENT DEUTSCHMAN A, 1994, FORTUNE 1017, P197 DUNCAN R, 1976, MANAGEMENT ORG DESIG, V1, P176 GALBRAITH JR, STRATEGY IMPLEMENTAT GERMAIN R, 1990, IND MARKETING MANAGE, V19 IRELAND RD, 1992, BUSINESS HORIZON MAY KAMM JB, 1987, INTEGRATIVE APPROACH KLEMM M, 1991, LONG RANGE PLANN, V24, P73 LAWRENCE PR, 1967, ORG ENV MANAGING DIF MCGINNIS VJ, 1981, BUSINESS NOV, P39 MEDLEY GJ, 1992, LONG RANGE PLANN, V25, P63 NEWMAN WH, 1971, J BUSINES POLICY, V2, P56 PEARCE JA, 1982, SLOAN MANAGEMENT SPR, P15 PEARCE JA, 1987, ACADEMY MANAGEMENT E, V1, P109 QUINN JB, 1979, SLOAN MANAGE REV, V20, P19 QUINN JB, 1985, HARVARD BUSINESS MAY, P2 RUMELT RP, 1974, STRATEGY STRUCTURE E SOUDER WE, 1987, MANAGING NEW PRODUCT STEINER GA, 1979, STRATEGIC PLANNING W THOMPSON JD, 1967, ORG ACTION WANT JH, 1986, MANAGEMENT REV AUG, P46 WRIGLEY L, 1970, THESIS HARVARD U NR 36 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 1996 VL 11 IS 3-4 BP 479 EP 493 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UJ963 UT ISI:A1996UJ96300019 ER PT J AU Knott, P Pearson, A Taylor, R TI A new approach to competence analysis SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE competence analysis; technology management; organisational factors; strategy ID SUSTAINED COMPETITIVE ADVANTAGE; RESOURCE; CULTURE; VIEW; FIRM AB Competences and core competences of organisations have been widely discussed in the literature in recent years, particularly in relation to technology-based companies. However, in contrast, the processes and interactions important to the functioning of competences have not been investigated in depth, and are an important area for new research. The hierarchical model of competences in an organisation is useful in classifying and displaying skills, competences and core products, but is less useful in describing the functioning of competences. This paper presents a new approach in which organisational factors, attributes of individuals and value delivered, are considered as elements of an operating system. Early research results show the importance of organisational factors within a competence. It is anticipated that the new approach will become a valuable technique in competence analysis and management. C1 SCI GENER LTD,CAMBRIDGE CB2 5NH,ENGLAND. RP Knott, P, MANCHESTER BUSINESS SCH,BOOTH ST W,MANCHESTER M15 6PB,LANCS,ENGLAND. CR ANDREWS KR, 1971, CONCEPT CORPORATE ST ANSOFF HI, 1965, CORPORATE STRATEGY BAILETTI AJ, 1995, R&D MANAGE, V25, P227 BARNEY J, 1991, J MANAGE, V17, P99 BARNEY JB, 1986, ACAD MANAGE REV, V11, P656 BLACK JA, 1994, STRATEGIC MANAGE J, V15, P131 BOWONDER B, 1992, R&D MANAGE, V22, P319 CHESTER AN, 1994, RES TECHNOL MANAGE, V37, P25 FIOL CM, 1991, J MANAGE, V17, P191 GIGET M, 1988, FUTURES, V20, P147 HAMEL G, 1989, HARVARD BUS REV, V67, P63 HAMEL G, 1994, COMPETENCE BASED COM HERBERT TT, 1981, DIMENSIONS ORG BEHAV KESLER M, 1993, COLUMBIA J WORLD BUS, V27, P34 KLEIN JA, 1991, J GEN MANAGE, V16, P1 KLEIN JA, 1994, COMPENTENCE BASED CO LAWLER EE, 1992, EUROPEAN MANAGEMENT, V10, P383 LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 MEYER MH, 1993, SLOAN MANAGE REV, V34, P29 NELSON RR, 1982, EVOLUTIONARY THEORY NORDHAUG O, 1994, INT J HUM RESOUR MAN, V5, P89 PAVITT K, 1991, BRIT J MANAGE, V2, P41 PENROSE ET, 1968, THEORY GROWTH FIRM PETERS TJ, 1984, CALIF MANAGE REV, V26, P111 PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1985, COMPETITIVE ADVANTAG PRAHALAD CK, 1990, HARVARD BUSINESS MAY, P79 ROSS BN, 1991, PORTL INT C MAN ENG, P149 SELZNICK P, 1957, LEADERSHIP ADM WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 NR 30 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 11 IS 3-4 BP 494 EP 503 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UJ963 UT ISI:A1996UJ96300020 ER PT J AU Sweeney, G TI Learning efficiency, technological change and economic progress SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE learning efficiency; long waves; technological culture; technological progress AB The current recession marks the trough behind a long wave of economic and technical progress which commenced with the Industrial Revolution. In the past, organisational innovation tended to be the force driving technological and social change. The indications are that social forces will determine technological and organisational change in the next long wave. Unfortunately, the emergence of the new wave is being delayed by the momentum of the organisational and scientific determinisms and academic individualism emanating from the paradigms which have evolved from the past. Learning efficiency and the interactive person to person creation of new knowledge, which are the fundamental factors determining technological progress, are inhibited in many western economies. Information technology, driven by scientific determinism, has failed to produce the surge of innovations necessary for a new wave of productive creation of economic wealth. IT has not been interactively integrated with the tacit understanding and skills in product and production technologies necessary to create a new surge of innovations. Learning efficiency and the generation of new economic activity and maintenance of economic prosperity which stem from it, are local phenomena and result from the transaction-intensive information sharing of communities with distinctive cultures and a spirit of communitarianism, and the technological orientation of the education system. The networks integrate each actor in a geographic area in an intensive melange of social, business, technological and civic information and work sharing. The firms and the local economies are structured as interactive, small craft workshops, and the basic unit of industrial organisation is the local economy. RP Sweeney, G, SICA INNOVAT CONSULTANTS LTD,44 FITZWILLIAM SQ,DUBLIN 2,IRELAND. CR *EC ADV GRP, 1987, SMALL FIRMS CIT REV *OECD, 1990, LAB MARK POL 1990S *OECD, 1992, SCI TECHN POL REV OU *OOECD, 1992, REV NAT SCI TECHN PO *SMALL BUS ADM, 1983, STAT SMALL BUS AYRES RV, 1990, OECD TECHNOLOGY PROD BASSETTI P, 1991, OECD C TRAIN ENTR PR BENFER W, 1994, INT C CIT ENT SOC EV BIANCHI G, 1990, ENTREP REGION DEV, V2, P57 BRAUDEL F, 1982, CIVILIZATION CAPITAL, V2 BRAUDEL F, 1984, CIVILIZATION CAPITAL, V3 BRAUNLING G, 1989, COMMUNICATION BRODY H, 1991, TECHNOL REV, V94, P5 CAMAGNI RP, 1991, INNOVATION NETWORKS CARTER CF, 1957, IND TECHNICAL PROGR CASSON M, 1985, EC THEORY MULTINATIO CERYCH L, 1987, COMMUNICATION COURLET C, 1989, REGIONAL POLICY CROS COURLT C, 1986, ANN RECHERCHE URBAIN DALY A, 1985, NATIONAL I EC RE FEB, P48 DERTOUZOS ML, 1989, MADE AM REGAINING PR DERUIJTER PA, 1989, 6 COUNTR PROGR WORKS DIRIBARNE A, 1990, EUROPEAN COMPETITIVE FORESTER T, 1992, INFORMATION SOC, V8, P133 FRITSCH M, 1992, REG STUD, V26, P233 GAROFOLI G, 1992, ENTREPRENEURSHIP REG, V4, P101 HANSEN N, 1991, INT REGIONAL SCI REV, V14, P109 HEITMANN M, 1990, C R D ORG 1990S THEI HIRST EG, 1984, 2 IND DIVIDE ILLERIS S, 1992, ENTREPRENEURSHIP REG, V4, P73 IMAI K, 1991, OECD TECHNOLOGY PROD IMBERT G, 1959, MOUVEMENTS LONGUE DU ITAMI H, 1989, INFORMATION RESOURCE JOHANNISSON B, 1989, COMMUNITY ENTREPRENE KENNEDY C, 1972, EC J, V82 KILBORN PT, 1990, NY TIMES 0701, P16 KONDRATIEV N, 1984, LONG WAVE CYCLE KORMOSS IBF, 1979, EUROPEAN J ED, V14, P3 LEWIS JD, 1982, SCIENCE, V215, P1204 MACKINTOSH I, 1980, MICROELECTRONICS REV MALECKI EJ, 1991, TECHNOLOGY EC DEV DY MARSCHAK J, 1968, AM ECON REV, V58, P1 MASSINGHAM HJ, 1973, LARK PRISE CANDLEFOR MAZZONIS D, 1986, DOCUMENTATION PRATO MILLENDORFER J, 1989, RURAL AREA VENUE FUT MILLER R, 1985, HARVARD BUS REV, V63, P40 MOULAERT F, 1994, INT C CIT ENT SOC EV MULLER HE, 1992, WORKSH LEAN CO MOD P PIATIER A, 1989, 19 C CTR ITN RECH ET PORTER ME, 1990, COMPETITIVE ADVANTAG PRAIS S, 1981, NATIONAL I EC REV, P47 PRAIS S, 1989, PRODUCTIVITY ED TRAI PRAIS SJ, 1985, NATL I ECON REV, P53 PUTNAM RD, 1993, MAKING DEMOCRACY WOR REICH RB, 1983, NEXT AM FRONTIER REICH RB, 1989, SCI AM OCT, P19 SAXENIAN A, 1988, TECHNOL REV, V91, P2 SCHLEICHERTAPPE.R, 1989, 6 COUNT PROGR WORKSH SHACKLE AA, 1970, EXPECTATION ENTERPRI SHAPERO AA, 1985, MANAGING PROFESSIONA SOLOW R, 1957, REV EC STATISTIC AUG SOLOW R, 1987, MANUFACTURING MATTER, P36 SORGE A, 1982, ELECTRONICS MANPOWER STANWORTH J, 1991, PATHS ENTERPRISE FUT STEEDMAN H, 1987, NATIONAL I EC RE NOV SWEENEY GP, 1987, INNOVATION ENTREPREN SWEENEY GP, 1990, ED TECHNICAL CULTURE VANKOOIJ E, 1990, ENTREP REGION DEV, V2, P279 WEVER E, 1989, 6 COUNTR PROGR WORKS WILLIS P, 1990, CULTURE SOC CONT DEB NR 70 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 11 IS 1-2 BP 5 EP 27 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UE140 UT ISI:A1996UE14000002 ER PT J AU Lievrouw, LA Finn, TA TI New information technologies and informality: Comparing organizational information flows using the CSM SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE information technology; communication in organizations; organizational behavior; telematics ID COMPUTER-MEDIATED COMMUNICATION; ELECTRONIC MAIL; RICHNESS; DIMENSIONS; SYSTEMS; DESIGN AB Information flows are exceedingly contingent, situation-bound, and dependent on the perceptions and complex relationships among the people involved. Yet, historically, analysts have characterized organizational information flows in simple dichotomous terms: task vs. social, downward vs. upward, message vs. feedback, routine vs. innovative. One of the most durable of these dichotomies has been 'formal' vs. 'informal'. Although these terms are sometimes used to denote the style of the message or its organizational origins, most of the time information exchange is considered formal or informal depending on which channels are used. 'Formal' exchanges employ documented information that is distributed in a one-way, hierarchical manner. 'Informal' exchanges involve interpersonal interactions that leave little or no permanent record (e.g., face-to-face or telephone conversations). In this paper we argue that the notion of formal vs. informal information flows is not just a matter of channel or technology choice. Information exhange can be better understood in terms of how individuals perceive six key factors or elements of the Communication Situations Model (CSM), a framework for analyzing and understanding communication in technology-intensive environments and the corresponding patterns of information flows in those contexts. The main elements of the CSM are described (culture, relationships, content, temporality, involvement, and control), and 'formal' and 'informal' information flows are compared in terms of all six factors. The paper concludes with a discussion of the implications of increased reliance on new information technologies in organizations, and of the trend toward informal styles of information exchange that characterizes such information environments. C1 UNIV KENTUCKY,SCH JOURNALISM & TELECOMMUN,LEXINGTON,KY 40506. RP Lievrouw, LA, UNIV CALIF LOS ANGELES,DEPT LIB & INFORMAT SCI,LOS ANGELES,CA 90095. CR 1993, 39 ANN M INT COMM AS 1993, 43 ANN M INT COMM AS 1993, UNPUB COMMUNICATION ARGYRIS C, 1971, MANAGE SCI, V17, B275 BATES BJ, 1993, 43 ANN M INT COMM AS CULNAN MJ, 1985, J AM SOC INFORM SCI, V36, P302 CUTLER RH, 1993, 43 ANN M INT COMM AS DAAMEN DDL, 1990, SCI TECHNOL, V15, P202 DAFT RL, 1978, MIS Q SEP, P355 DAFT RL, 1984, RES ORGAN BEHAV, V6, P191 DAFT RL, 1986, MANAGE SCI, V32, P554 DANOWSKI J, 1988, HDB ORG COMMUNICATIO, P385 EISENBERG EM, 1984, COMMUN MONOGR, V51, P227 GREENBAUM HH, 1988, HDB ORG COMMUNICATIO, P275 GUDYKUNST WB, 1985, HDB ORG COMMUNICATIO GUMPERT G, 1992, CRIT STUD MASS COMM, V9, P186 HUBER GP, 1987, HDB ORG COMMUNICATIO, P130 HURT HT, 1987, ANN M INT NETW SOC N KORZENNY F, 1981, COMMUN RES, V8, P479 LEA M, 1991, BEHAV INFORM TECHNOL, V10, P153 LIEVROUW LA, 1990, MEDIATION INFORMATIO, V3, P37 LIEVROUW LA, 1990, SCHOLARLY COMMUNICAT, P59 MCDONALD DG, 1993, 43 ANN M INT COMM AS MEHRABIAN A, 1966, SILENT MESSAGES, V34, P26 MOORE A, 1988, TRANSPORTATION RES A, V22, P257 MYERS D, 1987, QUALITATIVE SOCIOLOG, V10, P251 PEARCE WB, 1980, COMMUNICATION ACTION POOL ID, 1977, SOCIAL IMPACT TELEPH RICE RE, 1987, COMMUN RES, V14, P85 RUSS GS, 1990, MANAGEMENT COMMUNICA, V4, P151 SARNARAJIVA R, 1993, 43 ANN M INT COMM AS SCHMITZ J, 1991, COMMUN RES, V18, P487 SHORT J, 1976, SOCIAL PSYCHOL TELEC SPROULL L, 1986, MANAGE SCI, V32, P1492 STEUER J, 1992, J COMMUN, V42, P73 STOHL C, 1987, HDB ORG COMMUNICATIO, P451 TREVINO LK, 1987, COMMUN RES, V14, P553 TREVINO LK, 1990, ORG COMMUNICATION TE, P71 TURKLE S, 1984, 2 SELF COMPUTERS HUM WALTHER JB, 1987, COMMUNIATION RES, V19, P553 WALTHER JB, 1992, HUM COMMUN RES, V19, P50 NR 41 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 11 IS 1-2 BP 28 EP 42 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UE140 UT ISI:A1996UE14000003 ER PT J AU Malecki, EJ Tootle, DM TI The role of networks in small firm competitiveness SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE networks; information flow; small firms; cooperation ID REGIONAL-DEVELOPMENT; TECHNOLOGY-TRANSFER; TECHNICAL CHANGE; PUBLIC POLICIES; INDUSTRIAL; PERSPECTIVE; COUNTRIES; SYSTEMS; GROWTH AB Contact networks as a means of obtaining external information are a well-accepted aspect of firm behavior. For large firms, formal ties, such as strategic alliances and joint ventures, are common, but for small firms more flexible, informal connections are the norm. In addition, semi-formal flexible manufacturing networks have evolved within the US as a means for firms to identify similar and compatible firms for cooperative activities. This paper examines the behavior of firms with regard to the role played by networks in information flow and, at least speculatively, in firm competitiveness. Data come from interviews with firms throughout the US, in both rural and urban settings. Formal networks may be less critical in urban agglomerations, where proximity may provide advantages through informal interactions. Comparisons with industrial districts in Europe provide scope for understanding the role of information in firm behavior. C1 LOUISIANA STATE UNIV,DEPT RURAL SOCIOL,BATON ROUGE,LA 70803. LOUISIANA STATE UNIV,LOUISIANA POPULAT DATA CTR,BATON ROUGE,LA 70803. RP Malecki, EJ, UNIV FLORIDA,DEPT GEOG,GAINESVILLE,FL 32611. CR *OECD, 1992, TECHN EC KEY REL ALDRICH H, 1986, ART SCI ENTREPRENEUR, P3 ALLEN TJ, 1983, RES POLICY, V12, P199 AOKI M, 1989, J ECON LIT, V28, P1 BIANCHI P, 1991, RES POLICY, V20, P487 BIANCHI P, 1993, EUROPEAN PLANNING ST, V1, P25 BIRLEY S, 1985, J BUSINESS VENTURING, V1, P107 BLACKBURN RA, 1993, 21 CENTURY CHALLENGE, P105 BOSWORTH B, 1993, SIGNIFICANT EXPLORIN, P29 BOWONDER B, 1993, INT J TECHNOLOGY MAN, V8, P135 BRITTON JNH, 1989, ENTREP REGION DEV, V1, P179 BRUSCO S, 1992, IND DISTRICTS LOCAL, P177 BULL AC, 1991, ENTREPRENEURSHIP REG, V3, P83 BUTLER JE, 1991, ENTREP REGION DEV, V3, P1 CAMAGNI R, 1989, ENTREPRENEURSHIP REG, V1, P141 CASSON M, 1990, ENTERPRISE COMPETITI, P105 CHRISTENSEN PR, 1990, NETWORKS REGIONAL DE, P11 CHRISTENSEN PR, 1991, ENTREP REGION DEV, V3, P49 COOKE P, 1993, ENVIRON PLANN D, V11, P543 COURLET C, 1991, ENTREPRENEURSHIP REG, V3, P305 CROMIE S, 1993, ENTREP REGION DEV, V5, P247 CUTLER RS, 1989, IEEE T ENG MANAGE, V36, P17 DELANEY EJ, 1993, GROWTH CHANGE, V24, P206 DICKEN P, 1992, GLOBAL SHIFT DUBINI P, 1989, J BUS VENTURING, V4, P11 DUBINI P, 1991, J BUS VENTURING, V6, P305 FALEMO B, 1989, ENTREP REGION DEV, V1, P167 FLORIDA R, 1988, RES POLICY, V17, P119 FREDRIKSSON CG, 1979, SPATIAL ANAL IND IND, V1, P155 GELSING L, 1992, NATL SYSTEMS INNOVAT, P116 GERTLER MS, 1993, REG STUD, V27, P665 GIBB AA, 1993, ENTREP REGION DEV, V5, P1 GRANOVETTER M, 1985, AM J SOCIOL, V91, P481 HAKANSSON H, 1987, IND TECHNOLOGICAL DE HAKANSSON H, 1989, CORPORATE TECHNOLOGI HAMFELT C, 1987, IND TECHNOLOGICAL DE, P177 HANSEN N, 1991, INT REGIONAL SCI REV, V14, P109 HANSEN N, 1992, PAPERS REGIONAL SCI, V71, P95 HARRISON B, 1992, REG STUD, V26, P469 HARRISON B, 1994, LEAN MEAN CHANGING L HEDLUND A, 1990, NETWORKS REGIONAL DE, P236 HOWARD R, 1990, HARVARD BUS REV, V68, P88 ILLERIS S, 1992, ENTREPRENEURSHIP REG, V4, P73 JARILLO JC, 1989, J BUS VENTURING, V4, P133 JOHANNISSON B, 1989, ENTREP REGION DEV, V1, P3 JOHANNISSON B, 1990, ENTREP REGION DEV, V2, P71 JOHANNISSON B, 1991, ENTREP REGION DEV, V3, P67 KLINE SJ, 1986, POSITIVE SUM STRATEG, P275 LAAGEHELLMAN J, 1987, IND TECHNOLOGICAL DE, P26 LARSSON S, 1993, INT J TECHNOLOGY MAN, V8, P39 LEVY D, 1993, STI REV, V13, P13 LICHTENSTEIN GA, 1992, CATALOGUE US MANUFAC LICHTENSTEIN GA, 1992, PHILADELPHIA WOODWOR, P2 LIPNACK J, 1993, TEAMNET FACTOR, P152 LIPPARINI A, 1994, J BUS VENTURING, V9, P125 LUND R, 1988, NEW TECHNOLOGY IND R, P75 LUNDVALL BA, 1988, TECHNICAL CHANGE EC, P345 MACDONALD S, 1993, J PROD INNOVAT MANAG, V10, P417 MACDONALD S, 1994, RES POLICY, V23, P123 MACPHERSON A, 1991, ENVIRON PLANN A, V23, P591 MAILLAT D, 1993, RESEAUX INNOVATION M MALECKI EJ, 1991, TECHNOLOGY EC DEV DY MALECKI EJ, 1993, GEOGRAFISKA ANN B, V75, P131 MALECKI EJ, 1994, IIR50 I URB REG STUD MALERBA F, 1992, ECON J, V102, P845 MAZZONIS D, 1989, ENTREPRENEURSHIP REG, V1, P61 MYERS PW, 1989, J PROD INNOVAT MANAG, V6, P79 OFARRELL PN, 1989, ENVIRON PLANN A, V21, P1241 PIORE M, 1984, 2 IND DIVIDE PYKE F, 1990, IND DISTRICTS INTERF PYKE F, 1992, IND DEV SMALL FIRM C PYKE F, 1992, IND DISTRICTS LOCAL ROSENFELD S, 1992, COMPETITIVE MANUFACT ROSENFELD S, 1992, MANUFACTURING NETWOR, P1 RUSSO M, 1985, RES POLICY, V14, P329 SABEL CF, 1989, REVERSING IND DECLIN, P17 SAKO M, 1992, PRICES QUALITY TRUST SAXENIAN A, 1994, REGIOANL ADVANTAGE C SHAW B, 1991, ENTREP REGION DEV, V3, P111 STOHR WB, 1990, GLBOAL CHALLENGE LOC, P1 STORPER M, 1991, RES POLICY, V20, P407 SWEENEY GP, 1987, INNOVATION ENTREPREN SWEENEY GP, 1991, ENTREP REGION DEV, V3, P363 SWEENEY GP, 1992, ENTREPRENEURSHIP REG, V4, P165 TEECE DJ, 1986, RES POLICY, V15, P285 THORELLI HB, 1986, STRATEGIC MANAGE J, V7, P37 THORNGREN B, 1970, ENVIRON PLANN A, V2, P409 TORNQVIST G, 1970, LUND STUDIES GEOGR B, V35 VATNE E, 1995, ENVIRON PLANN A, V27, P63 VONHIPPEL E, 1988, SOURCES INNOVATION WETZEL WE, 1986, ART SCI ENTREPRENEUR, P85 WHITE M, 1988, SMALL FIRMS INNOVATI NR 92 TC 34 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 11 IS 1-2 BP 43 EP 57 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UE140 UT ISI:A1996UE14000004 ER PT J AU Beltramini, R TI Concurrent engineering: Information acquisition between high technology marketeers and R&D engineers in new product development SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE marketing; research and development; high technology; concurrent engineering; information acquisition; communication ID D-MARKETING INTERFACE; DEVELOPMENT PERSONNEL; DEVELOPMENT-PROJECTS; MODEL; INNOVATION; INDUSTRIAL; STYLES; IMPACT; FIRMS; CREDIBILITY AB The informational interface between marketing and research and development engineers in high technology companies is empirically assessed to identify the underlying dimensions facilitating communication. Working in tandem with an industry partner, a multi-phased approach allowed both the specific observation of this phenomenon in the field, and comparison and contrast with the results of a survey research approach of organizations across the United States. Results from each phase correspond in providing the identification of relevant informational dimensions. RP Beltramini, R, WAYNE STATE UNIV,SCH BUSINESS ADM,DEPT MKT,DETROIT,MI 48202. CR BELTRAMINI RF, 1988, J PERSONAL SELLING S, V8, P37 BETTMAN JR, 1977, J CONSUM RES, V3, P233 BETTMAN JR, 1978, P AM MARK ASS SUMM E, P35 BILLER AD, 1975, RES MANAGE, V18, P16 BISSELL HD, 1971, RES MANAGE, V14, P65 BONNET DCL, 1985, Q REV MARKETING, V11, P7 BONNET DCL, 1986, R&D MANAGE, V16, P117 BORGIDA E, 1977, J APPLIED SOCIAL PSY, V7, P258 BROWN RA, 1991, VISIBLE LANG, V25, P18 BUTLER OB, 1976, RES MANAGE, V19, P7 CALANTONE RJ, 1988, J PROD INNOVAT MANAG, V5, P201 CARROAD PA, 1982, RES MANAGE, V25, P28 CHAKRABARTI AK, 1982, IND MARKET MANAG, V11, P195 COOPER RG, 1979, J MARKETING, V43, P93 COOPER RG, 1986, J PROD INNOVAT MANAG, V3, P71 CRONIN B, 1986, INT J INFORM MANAGE, V6, P85 DAVIDOW WH, 1986, MARKETING HIGH TECHN DESHPANDE R, 1982, J MARKETING RES, V19, P14 DESHPANDE R, 1984, J MARKETING RES, V21, P32 DESHPANDE R, 1987, J MARKETING RES, V24, P114 DUNN MJ, 1975, J ACAD MARKETING SCI, V3, P20 FUNKHAUSER GR, 1971, J COMMUN, V21, P58 GERSTBERGER PG, 1968, J APPL PSYCHOL, V52, P272 GERSTENFELD A, 1969, RES MANAGE, V12, P409 GERSTENFELD A, 1984, RES MANAGE, V27, P9 GERSTENFELDER A, 1980, MANAGE SCI, V26, P165 GILPATRICK TR, 1987, AMA EDUCATORS P, P158 GOLDHAR JD, 1976, IEEE T ENG MANAGE, V23, P51 GRIFFIN A, 1992, MANAGE SCI, V38, P360 GUPTA AK, 1984, MAREKTING NEWS 0831, P16 GUPTA AK, 1985, J PROD INNOVAT MANAG, V2, P12 GUPTA AK, 1986, IEEE T ENG MANAGE, V33, P25 GUPTA AK, 1986, J MARKETING, V50, P7 GUPTA AK, 1987, RES MANAGE, V30, P38 GUPTA AK, 1988, J PROD INNOVAT MANAG, V5, P20 GUPTA AK, 1988, RES TECHNOL MANAGE, V31, P36 GUPTA AK, 1990, CALIF MANAGE REV, V32, P24 GUPTA AK, 1991, J SERVICES MARKETING, V5, P55 HAUSER JR, 1988, HARVARD BUS REV, V66, P63 HISE RT, 1990, J PROD INNOVAT MANAG, V7, P142 IVES B, 1983, COMMUN ACM, V26, P785 JOHN G, 1984, J MARKETING RES, V21, P170 KUSIAK A, 1990, INT J PROD RES, V28, P1883 LINK AN, 1986, IEEE T ENG MANAGE, V33, P43 LUCAS GH, 1988, J PROD INNOVAT MANAG, V5, P257 MCCARDLE KF, 1985, MANAGE SCI, V31, P1372 MENON A, 1992, J MARKETING, V56, P53 MILLMAN AF, 1982, EUR J MARKETING, V16, P22 MILLSON MR, 1992, J PROD INNOVAT MANAG, V9, P53 MOENAERT RK, 1990, J PROD INNOVAT MANAG, V7, P213 MOENAERT RK, 1990, J PROD INNOVAT MANAG, V7, P91 MOENAERT RK, 1992, R&D MANAGE, V22, P21 MOENAERT RK, 1994, J PROD INNOVAT MANAG, V11, P31 MONTELEONE JP, 1976, RES MANAGE, V19, P19 NEVINS JL, 1991, CONCURRENT DESIGN PR OREILLY CA, 1982, ACAD MANAGE J, V25, P756 PEARSON AW, 1993, TECHNOVATION, V13, P439 RUBENSTEIN AH, 1970, COMMUNICATION SCI EN, P209 RUEKERT RW, 1987, J MARKETING, V51, P1 RUEKERT RW, 1987, STRATEGIC MANAGE J, V8, P233 SAGHAFI MM, 1990, IND MARKET MANAG, V19, P87 SHANKLIN WL, 1984, HARVARD BUS REV, V62, P164 SHAPIRO B, 1977, HARVARD BUS REV, V55, P104 SHRIVASTAVA P, 1987, J MANAGE STUD, V24, P25 SONG X, 1993, J ACAD MARKET SCI, V21, P125 SONG XM, 1992, J PROD INNOVAT MANAG, V9, P91 SONG XM, 1993, RES TECHNOL MANAGE, V36, P32 SOUDER WE, 1980, RES MANAGE, V23, P10 SOUDER WE, 1981, IND MARKET MANAG, V10, P67 SOUDER WE, 1988, J PROD INNOVAT MANAG, V5, P6 SOUDER WE, 1989, RES TECHNOL MANAGE, V32, P19 SOUDER WE, 1989, RES TECHNOL MANAGE, V32, P38 SPROLES GB, 1986, J CONSUM AFF, V20, P267 STJOHN CH, 1991, STRATEGIC MANAGE J, V12, P549 STREUFERT SC, 1973, MEM COGNITION, V1, P224 SUSMAN GI, 1992, INTEGRATING DESIGN M TONKS I, 1986, INT J IND ORGAN, V4, P397 VISWANATHAN M, 1992, MARKETING LETT, V3, P201 WARREN EJ, 1983, J CONSUMER MARKETING, V1, P80 WEINRAUCH JD, 1982, IND MARKET MANAG, V11, P291 WILTON PC, 1986, J CONSUM RES, V12, P469 WIND Y, 1988, J PROD INNOVAT MANAG, V5, P304 WORKMAN JP, 1992, P AMA WINT ED C, P260 WORKMAN JP, 1992, QUALITATIVE SOCIOLOG, V15, P419 WORKMAN JP, 1993, P AMA WINT ED C, P353 WORKMAN JP, 1993, UNPUB MARKETING LIMI YALCH RF, 1984, J CONSUM RES, V11, P522 YOUNG HC, 1979, RS MANAGEMENT, V22, P7 ZALTMAN G, 1988, J ADVERTISING RES, V26, P11 NR 89 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 11 IS 1-2 BP 58 EP 69 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UE140 UT ISI:A1996UE14000005 ER PT J AU Arnow, KS TI Medical technology transfer and physician-patient conversation SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE medical technology transfer; conversation; physician-patient relationship; narrative ethics AB Recognizing the facilitating role of informal communication in industrial technology transfer, this paper explores the hypothesis that, in the different realm of medical care, interactive conversation has a dynamic effect on the collaboration between caring physician and chronically ill patient, in the transfer of an element of 'soft' therapeutic technology into the latter's disordered bodily functions. Two contrasting scenarios explore the hypothesis. In the first, an alienated patient rejects implementing a procedure recommended by an expressly non-communicative physician. Later, following this physician's considered change to conversing, a similar patient responds by incorporating the innovative technology. Facilitated by conversation, this transfer brings indispensable rewards. The patient reaches new physical and psychological power for increased control of his difficult life. The physician gains professional reinforcement from achieving a healing outcome for the patient. CR 1985, ASSESSING MED TECHNO *NIH, 1986, NIH862020 *NIH, 1993, NIH932020 ANDERSON MP, 1988, STRESS MANAGEMENT CH, P3 BARNARD D, 1988, J MED PHILOS, V13, P393 BAUM GL, 1989, TXB PULMONARY DIS, P932 BEAUCHAMP TL, 1989, PRINCIPLES BIOMEDICA BERESFORD EB, 1991, HASTINGS CENT REP, V21, P6 BRADBURY F, 1978, TRANSFER PROCESSES T BRODY H, 1987, STORIE SICKNESS BRODY H, 1992, HELAERS POWER BROWN CT, 1973, MONOLOGUE DIALOGUE E CAPLAN AL, 1987, HASTINGS CTR REPORT CASSELL EJ, 1985, 1979 C, P151 CASSELL EJ, 1991, HASTINGS CENT REP, V21, P24 FADEN RR, 1986, HIST THEORY INFORMED FEINSTEIN A, 1967, CLIN JUDGMENT FORRESTER MA, 1992, DEV YOUNG CHILDRENS GUYON AC, 1992, HUMAN PHYSL MECHANIS HILFIKER D, 1985, HEALING WOUNDS PHYSI HUNTER KM, 1991, DOCTORS STORIES NARR KATZ J, 1984, SILENT WORLD DOCTOR KLEINMAN A, 1988, ILLNESS NARRATIVES S LEWIS MA, 1993, MED LAW ETHICS BIOET LIDZ CW, 1988, ARCH INTERN MED, V148, P1385 MACDONALD S, 1992, INT J TECHNOL MANAGE, V7, P49 MCCULLOUGH LB, 1989, SOUNDINGS, V72, P111 MISHLER EG, 1989, J GEN INTERN MED, V4, P325 MOGAVERO L, 1982, EVERY ENG KNOW TECHN MORRIS CH, 1971, DOCTOR PATIENT LAW PELLEGRINO ED, 1972, ORG RES HLTH I, P301 REICH WT, 1989, SOUNDINGS, V72, P83 SCRIBNER S, 1986, PRACTICAL INTELLIGEN, P13 SMITH DH, 1986, THEORETICAL MED, V7, P127 SMITH HL, 1986, PROFESSIONAL ETHICS SPENCE WR, 1991, QUITTING LIFE STOP S TANNEN D, 1986, NOT WHAT I MEANT CON TOOMBS SK, 1992, MEANING ILLNESS PHEN TOTH RS, 1988, LEGAL MED LEGAL DYNA, P482 WEST C, 1984, ROUTINE COMPLICATION WINNICOTT DW, 1965, MATURATIONAL PROCESS NR 41 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 11 IS 1-2 BP 70 EP 88 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UE140 UT ISI:A1996UE14000006 ER PT J AU Tann, J Hanson, S TI Information flows in the diffusion of pharmaceutical audit in England SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE audit; pharmacy; awareness; implementation; facilitators; barriers AB Pharmaceutical audit was introduced in Britain in 1993, following the government White Paper of 1989. General medical practitioners (GPs) and nurses had already adopted audit. There were both pro- and anti-audit lobbies. The introduction of pharmaceutical audit was facilitated in the hospital sector where pharmacists worked in uni- and multi-professional teams, and could learn informally from each other. In community pharmacy, many professionals are isolated, and also in commercial competition with each other. While formal information channels have proved effective in informing practitioners of the existence of audit, they are less effective in motivating, building confidence, and transferring the know-how for the practical implementation of audit. RP Tann, J, UNIV BIRMINGHAM,SCH CONTINUING STUDIES,BIRMINGHAM B15 2TT,W MIDLANDS,ENGLAND. CR *NUFF FDN, 1986, PHARM REP NUFF FDN *ROY PHARM SOC GRE, 1992, PHARM CAR REP JOINT *RPSGB, 1992, AUD PHARM REP WORK G BLACK N, 1993, SOC SCI MED, V36, P7 BOJE DM, 1981, ADM SCI Q, V26, P378 COTTER M, AUDIT 1 STEP INVOLVI HANSON S, 1994, PROFESSIONAL AUDIT P HAYES P, 1992, PHARM J 1114 ROGERS EM, 1983, DIFFUSION INNOVATION, P165 SHAW C, 1980, BRIT MED J 0524 SHAW C, 1980, BRIT MED J 0607 SHAW C, 1980, BRIT MED J 0714 SHAW C, 1993, QUALITY ASSURANCE HL, P5 TANN J, IN PRESS COMMUNITY P TANN J, 1994, PROVISION UPTAKE TRA WELLMAN B, 1988, SOCIAL STRUCTURES NE, P5 NR 16 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 11 IS 1-2 BP 89 EP 103 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UE140 UT ISI:A1996UE14000007 ER PT J AU Fleck, J TI Informal information flow and the nature of expertise in financial services SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE culture; expertise; financial services; informal information flows; information technology; innovation; knowledge; power; tacit knowledge; tradeability ID KNOW-HOW; TECHNOLOGY AB In this paper, the relation between informal information flows and the nature of expertise is discussed, and illustrated with reference to the development of strategic information and communication technology innovations in retail financial services. It is argued that expertise comprises three major aspects in mutually dynamic tension (a trialectic): namely, the particular substantive content of expertise - i.e., knowledge; the influence and scope attributed to a specific body of expertise and usually realized through organizational structures - i.e., power; and the extent to which certain sorts of expertise can be exchanged in external labour or product market transactions i.e., tradeability. In the light of this analysis, informal information flows are revealed as an intrinsic and essential part of expertise, necessary to establish the credibility of the knowledge offered by particular expert groups and to sustain more formal market arrangements. RP Fleck, J, UNIV EDINBURGH,DEPT BUSINESS,50 GEORGE SQ,EDINBURGH EH8 9JY,MIDLOTHIAN,SCOTLAND. CR 1983, SHORTER OXFORD ENGLI, P1680 ARROW KJ, 1962, REV ECON STUD, V29, P155 BASALLA G, 1988, EVOLUTION TECHNOLOGY BEER S, 1981, BRAIN FIRM BLACKLER F, IN PRESS ORG STUDIES BRAUN E, 1978, REVOLUTION MINIATURE BRONOWSKI J, 1978, ORIGINS KNOWLEDGE IM CARTER AP, 1989, RES POLICY, V18, P155 CLARKE G, 1989, EXPERT SYSTEMS CITY COLLINS HM, 1974, SCI STUD, V4, P165 CONSTANT EW, 1984, NATURE TECHNOLOGICAL, P27 COOPER G, 1994, MANAGEMENT INFORMATI, P54 ELIAS N, 1982, SCI ESTABLISHMENTS H, V6 FINCHAM R, 1994, EXPERTISE INNOVATION FISCHER R, 1990, TECHNOCRACY POLITICS FLECK L, 1979, GENESIS DEV SCI FACT FOUCAULT M, 1980, POWER KNOWLEDGE FREEMAN C, 1982, EC IND INNOVATION GALBRAITH JK, 1992, CULTURE CONTENTMENT HULL DL, 1988, SCI PROCESS EVOLUTIO KUHN TS, 1962, STRUCTURE SCI REVOLU LANGRISH J, 1978, WELATH KNOWLEDGE LATOUR B, 1979, LABORATORY LIFE SOCI MACDONALD S, 1993, INT J TECHNOLOGY MAN, V8, P95 MINTZBERG H, 1979, STRUCTURING ORG NELKIN D, 1977, SOCIAL PRODUCTION SC, V1, P265 OLSEN ME, 1968, PROCESS SOCIAL ORG, P3 PACEY A, 1992, CULTURE TECHNOLOGY POLANYI M, 1967, TACIT DIMENSION POLYANI M, 1946, SCI FAITH SOC POPPER KR, 1972, OBJECTIVE KNOWLEDGE PRICE DD, 1984, RES POLICY, V13, P3 RAVETZ JR, 1971, SCI KNOWLEDGE ITS SO SACKMANN SA, 1991, CULTURAL KNOWLEDGE O, P33 SCARBROUGH H, 1988, J GEN MANAGE, V13, P38 SIKKA P, IN PRESS ACCOUNTING SMITH CD, 1987, INNOVATIONS WORK ORG SUPPE F, 1974, STRUCTURE SCI THEORI, P1 TEECE DJ, 1981, ANN AM ACAD POLIT SS, V458, P81 TRIST EL, 1965, HUM RELAT, V4, P3 VINCENTI WG, 1990, WHAT ENG KNOW THEY K VONHIPPEL E, 1987, SOURCES INNOVATION, CH6 WHIPP R, 1986, INNOVATION AUTO IND WHITLEY R, 1984, INTELLECTUAL SOCIAL WILLIAMSON OE, 1975, MARKETS HIERARCHIES WINTER SG, 1987, COMPETITIVE CHALLENG, P159 ZUBOFF S, 1988, AGE SMAR MACHINE FUT NR 47 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 1996 VL 11 IS 1-2 BP 104 EP 128 PG 25 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UE140 UT ISI:A1996UE14000008 ER PT J AU Dickson, K TI How informal can you be? Trust and reciprocity within co-operative and collaborative relationships SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE inter-firm co-operation; research collaboration; innovation; trust; reciprocity; networks AB This paper reports on the informal information exchanges that take place between co-operating firms. The paper brings together the findings from three separate research projects conducted over the last five years, which, in their different ways, discuss collaborative or co-operative links among small firms from different sectors. Contrasts in the various types of co-operative behaviour are examined. However, the main intention is to emphasize the varying levels of trust and reciprocity that are exhibited by the participating firms. RP Dickson, K, BRUNEL UNIV,DEPT MANAGEMENT STUDIES,UXBRIDGE UB8 3PH,MIDDX,ENGLAND. CR AOKI M, 1984, COOPERATIVE GAME THE COSER LA, 1971, MASTERS SOCIOLOGICAL CURRAN J, 1991, PROFILES SMALL ENTER DEBRESSON C, 1991, RES POLICY, V20, P6 DICKSON K, 1989, FRONTIERS MANAGEMENT DICKSON K, 1990, COOPERATION PHENOMEN DICKSON K, 1991, TECHNOL ANAL STRATEG, V3, P2 DICKSON K, 1992, 2 BRUN U DEP MAN STU DICKSON K, 1993, 16 NAT SMALL FIRMS P DICKSON K, 1993, 4 BRUN U DEP MAN STU DICKSON K, 1994, BRIT AC MAN ANN C U HAKANSSON H, 1987, IND TECHNOLOGICAL DE HAYEK FA, 1960, CONSTITUTION LIBERTY LASH S, 1987, END ORG CAPITALISM OFFE C, 1985, DISORGANISED CAPITAL OLLEROS FJ, 1988, TECHNOVATION, V7, P155 PIORE M, 1984, 2 IND DIVIDE POSSIBI SHARP M, 1989, TECHNOLOGY STRATEGY SIMMEL G, 1950, SOCIOLOGY G SIMMEL SMITH L, 1991, RES POLICY, V20, P6 SMITH S, 1990, C BRIT SOC ASS U SUR TEECE D, 1986, RES POLICY, V15 NR 22 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 11 IS 1-2 BP 129 EP 139 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UE140 UT ISI:A1996UE14000009 ER PT J AU Midgley, G Kadiri, YY Vahl, M TI Managing stories about quality SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE community operational research; informal information; information systems; interpretive frameworks; quality; social services; stories; systems AB This paper explores issues of information flow between organisations and their clients using a case study of a Social Services Department in the North of England. The purpose of the study was to make recommendations for improving public access to services through the effective use of information. The Department's usual practice of producing and distributing leaflets and brochures was looked at as part of a wider information system, which included the stories that circulate in the community about service quality. It was discovered that people use these stories to interpret what is presented to them in the form of leaflets and brochures. If they hear negative stories about quality, they tend to disregard leaflets, perceiving them as irrelevant, and do not access services. The issues of quality and access are therefore intimately linked through such stories. In consequence, as part of an information strategy, it was recommended that the Social Services Department should undertake a new initiative to improve service quality, defining quality in terms of the stories people tell about their contacts with services. In such an initiative, an important task is to make sure that the staff and clients of the organisation are supported in developing stories that both facilitate access to services and also 'force' services to be improved. The paper ends with some reflections on the common assumption that it is useful to distinguish between formal and informal information in seeking to improve information management. It is argued that this assumption should be treated with caution: when there is a wish to intervene in, rather than simply observe, information systems, the distinction between formal and informal information rapidly becomes redundant. An alternative way of conceptualising the improvement of information systems is proposed. RP Midgley, G, UNIV HULL,DEPT MANAGEMENT SYST & SCI,CTR SYST STUDIES,KINGSTON HULL HU6 7RX,N HUMBERSIDE,ENGLAND. CR BARLOW JF, 1988, J SYST MGMT, V39, P28 COLINS A, 1976, FAMILY DAY CARE PRAC EARL MJ, 1987, INFORMATION MANAGEME, V12, P209 JAUCH LR, 1978, ACAD MANAGE J, V21, P84 KADIRI Y, 1994, ACCESSING SERVICES C KLIPPEL RE, 1974, GERONTOLOGIST, V14, P163 MACDONALD S, 1992, HUMAN SYSTEMS MANAGE, V11, P77 MACDONALD S, 1993, INT J TECHNOLOGY MAN, V8, P95 PASSMAN S, 1969, SCI TECHNOLOGICAL CO POWELL DR, 1983, ADV EARLY ED DAY CAR, V3, P1 RITCHIE C, 1994, INT T OPERATIONAL RE, V1, P41 ROSENHEAD J, 1989, RATIONAL ANAL PROBLE TAKET A, 1994, J OPER RES SOC, V45, P123 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 1996 VL 11 IS 1-2 BP 140 EP 150 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UE140 UT ISI:A1996UE14000010 ER PT J AU Zaremba, A TI Effects of e-mail availability on the informal network SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE e-mail; communication; information management; informal networks AB Electronic mail is becoming more and more common in organizations. Despite the technological sophistication of e-mail, questions remain regarding the value of the innovation for organizations. The assumption that the presence of electronic mail, in and of itself, obviates internal communication problems is clearly inaccurate and insidiously problematic. Researchers need to examine electronic mail in terms of what it can actually do to help employees manage information. This paper reports the findings of a study that assessed the effects of e-mail availability on the activity of the informal network and on the dissemination of upward and 'human' messages in a classroom setting. RP Zaremba, A, NORTHEASTERN UNIV,BOSTON,MA 02115. CR DAVIS K, 1953, HARVARD BUSINESS REV, V31 GOLDHABER G, 1983, ORG COMMUNICATION, P21 KATZ D, 1976, SOCIAL PSYCHOL ORG, P444 KREPS G, 1986, ORG COMMUNICATION, P228 RADUCHEL B, 1994, FORTUNE, V11, P44 REDDING WC, 1972, COMMUNICATION ORG ROSENKAR M, 1994, FORTUNE, V11, P60 SPROULL L, 1991, CONNECTIONS NEW WAYS STRASSMANN P, 1988, INC MAR THOMPKINS, 1993, ORG COMMUNICATION IM 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 1996 VL 11 IS 1-2 BP 151 EP 161 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UE140 UT ISI:A1996UE14000011 ER PT J AU Gibbons, PT Prescott, JE TI Parallel competitive intelligence processes in organisations SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE competitive intelligence; parallel process; integrating mechanisms ID LOOSELY COUPLED SYSTEMS; ORGANIZATIONS; MANAGERS AB This paper outlines a model of competitive intelligence processes in organisations. Specifically, it defines the simultaneous gathering and analysis of competitive information by line managers and formal scanning units as the parallel intelligence process. It then reports an empirical test of the model. Organisational attempts at integrating line managers' efforts with formal organisational intelligence processes were investigated. The findings suggest that single integrating mechanisms were not used alone; instead, multiple mechanisms were used in combination to link the paths of the parallel process. Explanations are outlined and conclusions drawn to relate these findings with theoretical assertions advanced in the strategic process literature. C1 UNIV PITTSBURGH,KATZ GRAD SCH BUSINESS,PITTSBURGH,PA 15260. RP Gibbons, PT, NANYANG TECHNOL UNIV,SCH ACCOUNTANCY & BUSINESS,DIV STRATEGY & INFORMAT SYST,SINGAPORE 2263,SINGAPORE. CR AGUILAR FJ, 1967, SCANNING BUSINESS EN BLACKBURN RS, 1982, ACAD MANAGE REV, V7, P59 CAMILLUS JC, 1993, IMPLEMENTING STRATEG CHAKRAVARTHY BS, 1982, ACAD MANAGE REV, V3, P89 DAFT RL, 1984, ACAD MANAGE REV, V9, P284 DAFT RL, 1988, STRATEGIC MANAGE J, V9, P123 DAVENI RA, 1994, HYPER COMPETITION DUTTON JE, 1988, ADV STRATEG MANAGE, V5, P223 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 FAHEY L, 1977, BUSINESS HORIZON AUG, P61 FAHEY L, 1986, MACROENVIRONMENTAL A FULD L, 1988, MONITORING COMPETITI GALBRAITH J, 1993, ORG FUTURE GELB BD, 1991, BUSINESS HORIZON JAN, P43 GHOSHAL S, 1988, J INT BUS STUD, V19, P69 GHOSHAL S, 1991, STRATEGIC MANAGE J, V12, P17 GHOSHAL, 1986, STRATEGIC MANAGEMENT, V7, P68 GHOSHAL, 1989, PLANNING REV, V17, P6 GILAD B, 1989, COLUMBIA J WORLD BUS, P29 HANNAWAY J, 1989, MANAGERS MANAGING HUBER GP, 1984, MANAGE SCI, V30, P928 HUBER GP, 1985, STRATEGIC MANAGE J, V6, P171 KIDDER LH, 1986, RES METHODS SOCIAL R KOHLI AK, 1990, J MARKETING, V54, P1 KOHLI, 1990, J MARKETING, V54, P20 KOTTER JP, 1982, GENERAL MANAGERS LANDAU M, 1969, PUBLIC ADMIN REV, V29, P346 LAWLER EE, 1988, ACAD MANAGEMENT EXEC, P197 LAWRENCE PR, 1967, ADM SCI Q, V12, P1 LEVITT B, 1990, ORG THEORY CHESTER B, P11 LORANGE P, 1986, STRATEGIC CONTROL SY MARTINEZ JI, 1989, J INT BUS STUD, V20, P489 MATHEY CJ, 1990, COMPETITIVE INTELLIG, V1, P16 MILES RH, 1980, MACRO ORG BEHAVIOR MINTZBERG H, 1973, NATURE MANAGERIAL WO MINTZBERG H, 1979, STRUCTURING ORG MONTGOMERY DB, 1979, J MARKETING, V43, P41 MORGAN G, 1986, IMAGES ORG OREILLY CA, 1983, RES ORGAN BEHAV, V5, P103 ORTON JD, 1990, ACAD MANAGE REV, V15, P203 PETERS TJ, 1982, SEARCH EXCELLENCE PETERS TJ, 1988, ACAD MANAGEMENT MAY, P103 PETTIGREW A, 1991, MANAGING CHANGE COMP PONDY LR, 1979, RES ORGAN BEHAV, V1, P3 PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1985, COMPETITIVE ADVANTAG PRESCOTT JE, IN PRESS MANAGEMENT PRESCOTT JE, 1987, STRATEGIC MANAGE J, V8, P411 PRESCOTT JE, 1988, INTERFACES, V18, P10 PRESCOTT JE, 1989, ADV COMPETITIVE INTE, P1 PRESCOTT JE, 1989, STRATEGY ORG DESIGN, P161 PRESCOTT JE, 1990, 1990 NAT C SOC COMP QUINN JB, 1980, SLOAN MANAGE REV, V21, P3 RUEKERT RW, 1987, J MARKETING, V51, P1 SCHEIN EH, 1985, ORG CULTURE LEADERSH SCHEIN EH, 1989, SLOAN MANAGEMENT WIN, P63 THOMPSON JD, 1967, ORG ACTION WALSH JP, 1991, ACAD MANAGE REV, V16, P57 WEICK KE, 1976, ADM SCI Q, V21, P1 WEISS RA, 1968, I PERSON, P342 WILKINS AL, 1988, ACAD MANAGE REV, V13, P522 NR 61 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 11 IS 1-2 BP 162 EP 178 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UE140 UT ISI:A1996UE14000012 ER PT J AU Welch, LS TI Information behaviour and internationalization SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE informal information transfer; internationalization; personal information networks; exporting; trade fairs; Eastern Europe; former Soviet Union ID EXPORT; DETERMINANTS; FIRMS AB This article presents an overview of research on the impact of information behaviour on the internationalization activity of companies. In general it indicates that information collection, transfer and utilization play a key role in the evolution of companies' international operations. Informal information flows, especially through personal networks, consistently emerge as having a greater impact on decision making than formal flows. This appears to be particularly the case in the turmoil of restructuring and adjustment in Eastern Europe and the former Soviet Union. Despite the considerable research so far, much remains to be accomplished in deepening the understanding of the role of information factors. This may require a change in research approach towards a more in-process methodology. RP Welch, LS, NORWEGIAN SCH MANGAGEMENT,POB 580,N-1301 SANDVIKA,NORWAY. CR *PRIC WAT ASS, 1982, SUCC EXP AHARONI Y, 1966, FOREIGN INVESTMENT D ARNDT J, 1985, SCANDINAVIAN J MANAG, V1, P163 BENITO GRG, 1993, INT J INFORM MANAGE, V13, P274 BENITO GRG, 1994, EC CHANGE E CENTRAL, P232 BENITO GRG, 1994, J INT MARKETING, V2, P7 BILKEY WJ, 1977, J INT BUS STUD, V8, P93 BLANKENBURG D, 1992, SCANDINAVIAN INT BUS, V1, P5 BONACCORSI A, 1992, J INT BUS STUD, V23, P605 BUCKLEY PJ, 1993, INT FIRM READER CALOF J, 1993, INT BUSINESS REV, V2, P97 CARLSON S, 1975, ACTA U UPSALIENSIS S, V11 CARSTAIRS RT, 1982, MANAGE INT REV, V22, P33 CZINKOTA MR, 1993, INT MARKETING FORMAN D, 1992, BUSINESS REV WE 1127, P8 FORSGREN M, 1992, MANAGING NETWORKS IN HAKANSSON H, 1990, UNDERSTANDING BUSINE, P232 HALL ET, 1977, CULTURE JOHANSON J, 1977, J INT BUS STUD, V8, P23 JOHANSON J, 1990, INT MARKET REV, V7, P11 JOHNSON S, 1991, SOVIET EC, V7, P281 JOYNT P, 1982, EXPORT MANAGEMENT IN, P55 KEEGAN WJ, 1974, ADM SCI Q, V19, P411 KOHLI A, 1989, J MARKETING, V53, P50 KONOPACKI A, 1990, MARKETING NEWS 1015, P5 LARIMO J, 1987, 124 VAASA SCH EC MACDONALD S, 1992, EC INFORMATION NETWO MACDONALD S, 1992, HUMAN SYSTEMS MANAGE, V11, P77 MARSCHAN R, 1994, NEW STRUCTURAL FORMS MCAULEY A, 1993, EUR J MARKETING, V27, P52 MCQUISTON DH, 1989, J MARKETING, V53, P66 MUFFETT R, 1994, EXPORT STRATEGY NINE NEALES S, 1988, AUSTR FINANCIAL 0621, P55 PFEFFER J, 1978, ORG DESIGN PRED A, 1976, NOB S INT ALL EC ACT REID S, 1984, J BUS RES, V12, P141 RICE G, 1992, INT MARKET REV, V9, P32 ROOS J, 1992, IND MARKET MANAG, V21, P257 ROSSON PJ, 1987, MANAGING EXPORT ENTR ROSSON PJ, 1991, 7 IMP C INT BUS NETW SALMI A, 1993, 9 IMP C BATH SEPT SAMIEE S, 1990, J GLOB MARK, V4, P7 SASHI CM, 1992, IND MARKET MANAG, V21, P249 TESAR G, 1993, 9 IMP C BATH SEPT VANDEVEN AH, 1992, STRATEGIC MANAGEMENT, V13, P169 WALTERS P, 1983, INT MARKET REV, V1, P34 WELCH LS, 1980, J MANAGE STUD, V17, P333 WELCH LS, 1985, INT MARKETING REV, V2, P41 WELCH LS, 1988, J GEN MANAGE, V14, P34 WELCH LS, 1990, ASIA PACIFIC J MANAG, V7, P101 WELCH LS, 1993, J INT MARKETING, V1, P46 WIEDERSHEIMPAUL F, 1978, J INT BUS STUD, V9, P47 WIEDERSHEIMPAUL O, 1976, WORKSH INF NEEDS COM WIEDERSHEIMPAUL O, 1984, J MANAGE STUD, V21, P3 YAPRAK A, 1985, INT MARKET REV, V2, P72 NR 55 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 11 IS 1-2 BP 179 EP 191 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UE140 UT ISI:A1996UE14000013 ER PT J AU Marschan, R TI New structural forms in multinationals: Decentralization at the expense of personal communication networks? SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE personal communication networks; decentralization; structural change AB Recent literature on less-hierarchical multinationals suggests that these structures encourage the development of personal and horizontal communication networks. An in-depth case study of twelve units of one Finnish multinational shows that the decentralization process enhanced personal communication networks among top managers, while middle management and operating employees perceived limited opportunities to extend their personal contacts with other units. Channelling, computerizing and formalizing information flows intruded upon the natural development of personal communication networks below top management. RP Marschan, R, HELSINKI SCH ECON,RUNEBERGINKATU 22-24,SF-00100 HELSINKI,FINLAND. CR BARTLETT C, 1989, MANAGING BORDERS TRA BARTLETT CA, 1987, SLOAN MANAGEMENT FAL, P43 BARTLETT CA, 1987, SLOAN MANAGEMENT SUM, P7 BARTLETT CA, 1990, HARVARD BUSINESS JUL, P138 BROOKE M, 1978, STRATEGY MULTINATION, P68 DOZ Y, 1986, STRATEGIC MANAGEMENT DOZ Y, 1987, MULTINATIONAL MISSIO EGELHOFF W, 1993, ORG THEORY MULTINATI FORSGREN M, 1990, EUROPEAN MANAGEMENT, V8, P261 GALBRAITH JR, 1973, DESIGNING COMPLEX OR GHOSHAL S, 1991, INTERUNIT COMMUNICAT HAGSTROM P, 1992, EC INFORMATION NETWO HEDLUND G, 1986, HUM RESOURCE MANAGE, V25, P9 HEDLUND G, 1990, MANAGING GLOBAL FIRM HEDLUND G, 1994, SEM I INT RES HELS M JABLIN F, 1987, HDB ORG COMMUNICATIO, P407 KANTER RM, 1983, CHANGE MASTERS KRACKHARDT D, 1993, HARVARD BUSINESS JUL, P104 MACDONALD S, 1992, HUMAN SYSTEMS MANAGE, V11, P77 PATTON MQ, 1990, QUALITATIVE EVALUATI YIN RK, 1989, 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 1996 VL 11 IS 1-2 BP 192 EP 206 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UE140 UT ISI:A1996UE14000014 ER PT J AU vonHippel, E Schrader, S TI ''Managed'' informal information trading: The oil scout system in oil exploration firms SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE information; informal information trading; informal know-how trading; innovation; information transfer costs; oil scouts; oil exploration ID COOPERATION AB Informal information trading is a very general form of information exchange. It involves reciprocal trades of proprietary information arranged and consummated by individual firm employees. It has been shown that such trading can be of significant economic benefit to firms whose employees engage in it. Nonetheless, many managers are reluctant to allow their employees to engage in truly informal information trading, because they fear that know-how trading without administrative oversight and without documentation could lead to losses if traders made mistakes or 'abused the system'. In this paper we begin to explore how one might resolve managers' concerns by investigating a form of managed informal information trading that has evolved in the oil exploration industry, a form called 'oil scouting'. We find that the administrative practices and trading norms associated with oil scouting can offer some protection to firms with respect to the risk of misjudgment or abuse of the trading process by employees. However, we also find that the oil scout model of managed informal information trading, which involves the insertion of oil scouts as specialist traders into the information flow, makes the system inappropriate for the trading of know-how between experts. Since the basic form of informal information trading is often used to trade know-how, this is a significant drawback. We suggest that additional variants on informal know-how trading be developed and/or explored in firm practice in order to identify still better solutions. C1 UNIV MUNICH,INST INNOVAT FORSCH & TECHNOL MANAGEMENT,D-80539 MUNICH,GERMANY. RP vonHippel, E, MIT,SLOAN SCH MANAGEMENT,50 MEM DR,ROOM E152-556,CAMBRIDGE,MA 02139. CR *HOUST OIL SCOUTS, 1988, HOUST OIL ASS LAW RU, P12 *PENN WELL DIR, 1994, US OIL IND DIR 33 ED CARTER AP, 1989, RES POLICY, V18, P155 MANSFIELD E, 1985, J IND ECON, V34, P217 MAUSS M, 1954, GIFT FORMS FUNCTIONS, R14 PRATT JW, 1985, PRINCIPALS AGENTS ST ROBERT A, 1984, EVOLUTION COOPERATIO SAMUEL H, 1965, SOURCES INCREASED EF SCHRADER S, 1991, RES POLICY, V20, P153 VONHIPPEL E, 1987, RES POLICY, V16, P291 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 11 IS 1-2 BP 207 EP 218 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UE140 UT ISI:A1996UE14000015 ER PT J AU Macdonald, S TI Informal information flow and strategy in the international firm SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE information; informal information flow; strategy; change ID ORGANIZATION; BOUNDARY AB The demands of structure and control in the organisation accord information from official channels an importance beyond its value in sustaining operations. Yet, formal mechanisms seem unable to supply all the information senior management requires for the formulation of strategy. Frustrated by the paucity of the information the organisation is able to supply, those responsible for strategy may sometimes take extraordinary steps to acquire appropriate information. These, and other means of acquiring information informally, seem to be incompatible with the formal information systems of the organisation. Using evidence from large international firms, the paper looks at the acquisition of information for strategy by both formal and informal means. It concludes that formal mechanisms seem likely to suppress and distort the informal, leaving senior managers deprived of information important for strategy. RP Macdonald, S, UNIV SHEFFIELD,SCH MANAGEMENT,SHEFFIELD S1 4DT,S YORKSHIRE,ENGLAND. CR 1991, NEWSPAPER REPOR 0808, P6 1991, NEWSPAPER REPOR 0921 AGUILAR FJ, 1967, SCANNING BUSINESS EN AUSTER E, 1993, J AM SOC INFORM SCI, V44, P194 BAHRAMI H, 1992, CALIF MANAGE REV, V34, P33 BOURGEOIS LJ, 1980, ACAD MANAGE REV, V5, P25 BROWN M, 1991, NEWSPAPER REPOR 0905 BROWN M, 1991, NEWSPAPER REPOR 0909 BRUCE P, 1991, NEWSPAPER REPOR 0905 CLEVELAND H, 1987, INT J TECHNOLOGY MAN, V2, P45 CULNAN MJ, 1983, DECISION SCI, V14, P194 DAFT RL, 1988, STRATEGIC MANAGE J, V9, P123 DODGSON M, 1993, TECHNOLOGICAL COLLAB DONTOH A, 1993, ACCOUNT REV, V66, P857 EGELHOFF W, 1992, ORG THEORY MULTINATI, P182 FAHEY L, 1981, LONG RANGE PLANN, V14, P32 GLUCK F, 1985, J BUS STRAT, V6, P4 GOOLD M, 1987, STRATEGIES STYLES RO HAMBRICK DC, 1982, STRATEGIC MANAGEMENT, V3, P159 JEMISON DB, 1984, J MANAGE STUD, V21, P131 JOHANSON J, 1975, J MANAGE STUD, V12, P305 JOHANSON J, 1977, J INT BUS STUD, V8, P23 KEEGAN WJ, 1974, ADM SCI Q, V19, P411 KOBRIN SJ, 1988, STRATEGIES GLOBAL CO, P104 LAMBERTON D, 1993, INFORMATION COMMUNIC, P1 LEONTIADES J, 1985, MULTINATIONAL CORPOR MACDONALD S, 1986, RES POLICY, V15, P199 MACDONALD S, 1992, EC INFORMATION NETWO, P51 MACDONALD S, 1992, HUMAN SYSTEMS MANAGE, V11, P77 MACDONALD S, 1992, INT J TECHNOL MANAGE, V7, P49 MACDONALD S, 1993, INT J TECHNOLOGY MAN, V8, P95 MACDONALD S, 1993, J PROD INNOVAT MANAG, V10, P417 MACDONALD S, 1995, ORG SCI, V6, P1 MIA L, 1993, BRIT ACCOUNTING REV, V25, P269 OREILLY CA, 1978, HUM RELAT, V31, P173 PASSMAN S, 1969, SCI TECHNOLOGICAL CO, P66 PETTIGREW AM, 1972, SOCIOLOGY, V6, P187 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 RHYNE LC, 1985, STRATEGIC MANAGE J, V6, P319 ROGERS E, 1982, TRANSFER UTILIZATION, P105 SPROULL L, 1991, CONNECTIONS NEW WAYS STOPFORD J, 1985, BRITAIN MULTINATIONA, P33 WHIPP R, 1989, LONG RANGE PLANN, V22, P92 WHITTINGTON R, 1993, WHAT IS STRATEGY DOE NR 44 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 11 IS 1-2 BP 219 EP 232 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA UE140 UT ISI:A1996UE14000016 ER PT J AU Herold, DM Farmer, SM Mobley, MI TI Pre-implementation attitudes toward the introduction of robots in a unionized environment SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE attitudes; robots; unions ID ORGANIZATION; TECHNOLOGY AB Anticipatory reactions to the possible introduction of robotics into a unionized automobile plant were studied. Results indicate that early, pre-adoption positive attitudes toward robots are influenced by beliefs that change is needed, that the training environment would be supportive, and that management respects the union's prerogatives. Beliefs that one is personally not ready for change, perceived problems in communication, and beliefs that the union may be too accommodating to management's needs predicted negative attitudes toward the upcoming implementation. The results are discussed in terms of the importance of anticipatory reactions in shaping the effects of interventions later in the implementation process. C1 CLARKSON UNIV,DEPT MANAGEMENT,POTSDAM,NY. GEORGIA INST TECHNOL,SCH PSYCHOL,ATLANTA,GA 30332. RP Herold, DM, GEORGIA INST TECHNOL,SCH MANAGEMENT,ATLANTA,GA 30332. CR 1992, WALL STREET J 0306, P1 AJZEN I, 1991, ORGAN BEHAV HUM, V50, P179 ARGOTE L, 1983, SLOAN MANAGE REV, V24, P31 BERGER CJ, 1983, ORGAN BEHAV HUM DEC, V32, P289 BRETT JM, 1980, RES ORG BEHAVIOR, V2 CARLOPIO J, 1988, J OCCUP PSYCHOL, V61, P67 CATTELL RB, 1962, EDUC PSYCHOL MEAS, V22, P667 CHAO GT, 1986, J APPL PSYCHOL, V71, P70 DAVIS DD, 1987, ANN M AM PSYCH ASS N FISHBEIN M, 1975, BELIEF ATTITUDE INTE FOSSUM JA, 1986, ACAD MANAGE REV, V11, P362 GOODMAN PS, 1990, TECHNOLOGY ORG, P45 GOODMAN PS, 1991, J ENG TECHNOL MANAGE, V8, P261 HARTWICK J, 1994, MANAGE SCI, V40, P440 HELFGOTT RB, 1988, COMPUTERIZED MANUFAC HEROLD DM, 1988, NATURE EMPLOYEE BELI KIMBERLY JR, 1985, IMPLEMENTING ADV TEC LEONARDBARTON D, 1988, RES POLICY, V17, P251 LIKER JK, 1993, J ENG TECHNOL MANAGE, V10, P229 MURRAY AI, 1988, ACAD MANAGE REV, V13, P639 NELSON DL, 1990, MIS Q MAR, P79 REDDY R, 1990, TECHNOLOGY ORG, P232 REYNOLDS MO, 1986, J LABOR RES, V7, P103 SCHWEIGER DM, 1987, ACADEMY MANAGEMENT E, V1, P127 SEARS DO, 1986, J PERS SOC PSYCHOL, V51, P515 SHENKAR O, 1988, J OCCUP PSYCHOL, V61, P103 SNELL SA, 1990, ANN M ACADEMY MANAGE SPROULL LS, 1986, J MANAGE, V12, P43 TYRE MJ, 1994, ORGAN SCI, V5, P98 ZAMMUTO RF, 1992, ACAD MANAGE REV, V17, P701 NR 30 TC 1 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD DEC PY 1995 VL 12 IS 3 BP 155 EP 173 PG 19 SC Engineering, Industrial GA TK527 UT ISI:A1995TK52700001 ER PT J AU Shenhar, AJ Dvir, D Shulman, Y TI A two-dimensional taxonomy of products and innovations SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE products; innovation; technological uncertainty; system scope ID TECHNOLOGICAL DISCONTINUITIES; ESTABLISHED FIRMS; ADOPTION; STRATEGY; MODEL AB The classical literature has often used a low-high distinction between innovations as either incremental or radical. As product innovation is becoming increasingly important to organizational growth, this dichotomized categorization is probably too shy in capturing the diversity of existing trends. Similarly, the design literature has usually distinguished between the product as a whole and the product in its parts; however, here too, no clear hierarchy of products and their parts has evolved. in contrast to these simplistic models managers often emphasize the uniqueness of their product, finding most theoretical literature to be too general and conceptually ineffective. As part of our on-going research on product development and project management, and based on a combination of qualitative and quantitative methods, we use in this paper a two dimensional new taxonomy for the classification of products and innovations. In this framework, we classify innovations according to their initial level of technological uncertainty and products according to I:heir level on a hierarchical ladder of systems and subsystems. This morphological typology exhibits the existence of substantial differences among product characteristics of various kinds and provides a basis for additional theoretical development of product innovations. C1 TEL AVIV UNIV,FAC MANAGEMENT,IL-69978 TEL AVIV,ISRAEL. RP Shenhar, AJ, UNIV MINNESOTA,CTR DEV TECHNOL LEADERSHIP,107 LIND HALL,207 CHURCH ST SE,MINNEAPOLIS,MN 55455. CR ABERNATHY WJ, 1978, TECHNOL REV, V80, P40 ABERNATHY WJ, 1985, RES POLICY, V14, P3 AHITUV N, 1984, MIS Q JUN, P69 ALEXANDER C, 1964, NOTES SYNTHESIS FORM ANDERSON P, 1990, ADMIN SCI QUART, V35, P604 BART C, 1988, J BUS STRAT, V9, P34 BLAKE SB, 1978, MANAGING RESPONSIVE BOULDING KE, 1956, MANAGE SCI, P197 BURGELMAN RA, 1983, ADMIN SCI QUART, V28, P223 BURNS T, 1961, MANAGEMENT INNOVATIO CASH JI, 1988, CORPORATE INFORMATIO COOPER RG, 1987, J PROD INNOVAT MANAG, V4, P169 DEWAR RD, 1986, MANAGE SCI, V32, P1422 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 ETTLIE JE, 1984, MANAGE SCI, V30, P682 FLAMM K, 1988, CREATING COMPUTER FOX RJ, 1988, DEFENSE MANAGEMENT C FREEMAN C, 1982, EC IND INNOVATION GALBRAITH JR, 1982, ORG DYNAMICS WIN, P5 GLASER BG, 1967, DISCOVERY GROUNDED T HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HOOVER CW, 1991, IMPROVING ENG DESIGN JOHNE FA, 1989, IND MARKET MANAG, V18, P113 JOHNSON CL, 1985, KELLY MORE MY SHARE KIRK J, 1986, SAGE U SERIES QUALIT, V1 LAWRENCE RM, 1987, STRATEGIC DEFENSE IN LEMLEY JK, 1992, PMNETWORK JUL, P14 LEWIS W, 1989, FUNDAMENTALS ENG DES LITTLE AD, 1981, STRATEGIC MANAGEMENT MAIDIQUE MA, 1984, ART HIGH TECHNOLOGY, P17 MANNE SJ, 1990, PROJECT MANAGEME APR, P9 MANSFIELD E, 1968, IND RES TECHNOLOGICA MARASCUILO LA, 1988, STATISTICAL METHODS MARPLES DL, 1961, IEEE T ENG MANAGE, V8, P55 MARQUIS DG, 1969, ANATOMY SUCCESSFUL I MCDONOUGH EF, 1991, J PROD INNOVAT MANAG, V8, P203 MCDONOUGH EF, 1992, J PROD INNOVAT MANAG, V9, P44 MILES MB, 1984, QUALITATIVE DATA ANA MOCH MK, 1977, AM SOCIOL REV, V42, P716 MOWERY D, 1979, RES POLICY, V8, P102 PAHL G, 1984, ENG DESIGN PEARSON AW, 1990, TECHNOVATION, V10, P185 PENNINGS JM, 1992, RES ORGAN BEHAV, V14, P267 PERROW C, 1967, AM SOCIOL REV, V32, P194 PERROW C, 1986, COMPLEX ORG CRITICAL PINTO JK, 1988, PROJECT MANAGEMENT J, V19, P67 PINTO JK, 1989, TECHNOVATION, V9, P49 RECHTIN E, 1991, SYSTEMS ARCHITECTING ROSENBLOOM RS, 1987, CALIFORNIA MANAGEMEN, V24, P51 SHENHAR AJ, 1991, INT J GEN SYST, V18, P167 SHENHAR AJ, 1992, 3RD P INT C MAN TECH SHENHAR AJ, 1992, 4092 TEL AV U ISR I SHENHAR AJ, 1993, R&D MANAGE, V23, P199 SHENHAR AJ, 1994, 4TH P INT C MAN TECH SILVERMAN M, 1993, COMMUNICATION STEELE LW, 1975, INNOVATION BIG BUSIN STRAUSS AL, 1987, QUALITATIVE ANAL SOC THOMPSON JD, 1967, ORG ACTION TUSHMAN M, 1986, CALIF MANAGE REV, V28, P74 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 UTTERBACK JM, 1974, SCIENCE, V183, P620 VANGIGCH JP, 1978, APPLIED GENERAL SYST WHEELWRIGHT SC, 1992, HARVARD BUSINESS MAR, P70 WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD YIN RK, 1981, ADM SCI Q, V26, P58 YIN RK, 1984, CASE STUDY RES DESIG ZALTMAN G, 1973, INNOVATIONS ORG NR 67 TC 5 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD DEC PY 1995 VL 12 IS 3 BP 175 EP 200 PG 26 SC Engineering, Industrial GA TK527 UT ISI:A1995TK52700002 ER PT J AU Malik, SD Wilson, DO TI Factors influencing engineers' perceptions of organizational support for innovation SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE organizational climate; innovation; formalization; participation; information processing style ID RESEARCH-AND-DEVELOPMENT; CLIMATE; INFORMATION; UNCERTAINTY; PERSONNEL; MODEL; DETERMINANTS; PERFORMANCE; TECHNOLOGY; PROJECTS AB This study focuses on the factors that influence the extent to which engineers dealing with routine, analyzable task related problems perceive the organizational climate as supporting innovation and the development of new answers. It is argued that when engineers are able to successfully deal with various degrees of perceived task uncertainty, the climate will be perceived as supportive of innovation. The results indicate that the relationship between task uncertainty and perceived support for innovation is moderated by the amount of formalization, the degree of decision centralization, and an individual's information processing style. Indeed, for these engineers, formalization is seen in a positive light since procedures are available that can be used to deal with task-related problems. C1 ROCHESTER INST TECHNOL,COLL BUSINESS,DEPT MANAGEMENT,ROCHESTER,NY 14623. RP Malik, SD, SUNY COLL GENESEO,JW JONES SCH BUSINESS,206 B WELLES,GENESEO,NY 14454. CR ABBY A, 1983, ACAD MANAGE J, V26, P363 ALLEN BH, 1977, ACAD MANAGE J, V20, P334 BERGER S, 1989, SCI AM, V260, P39 BIERI J, 1966, CLIN SOCIAL JUDGMENT BURNS T, 1961, MANAGEMENT INNOVATIO CAMMANN C, 1983, ASSESSING ORG CHANGE, P71 COHEN J, 1983, APPLIED MULTIPLE REG DAFT RL, 1981, ADM SCI Q, V26, P207 DAFT RL, 1992, ORG THEORY DESIGN DAVIS J, 1968, PERS ADMIN, V30, P50 DENISON DR, 1989, ACADEMY MANAGEMENT P, P168 DENISON DR, 1993, ACADEMY MANAGEMENT P, P207 DOWNEY HK, 1977, HUM RELAT, V30, P161 DUNEGAN KJ, 1992, IEEE T ENG MANAGE, V39, P227 EBERT RJ, 1975, ORG DECISION PROCESS FALCIONE R, 1987, HDB ORG COMMUNICATIO, P195 FARR JL, 1990, INNOVATION CREATIVIT FELDMAN SP, 1988, ORGAN DYN, V17, P57 FISCHER WA, 1985, R&D MANAGE, V15, P183 FRY LW, 1982, ACAD MANAGE J, V35, P532 GALBRAITH JR, 1973, DESIGNING COMPLEX OR GEORGE J, 1971, ADM SCI Q, V16, P467 GLASSMAN E, 1986, R&D MANAGE, V16, P175 GORDON G, 1968, ACADEMY MANAGEMENT P GORDON G, 1972, CLIMATE CREATIVITY GORDON GG, 1992, J MANAGE STUD, V29, P783 HAGE J, 1967, ADM SCI Q, V12, P72 HAGE J, 1969, ADM SCI Q, V14, P366 HAGE J, 1970, SOCIAL CHANGE COMPLE HANSEN GS, 1989, STRATEGIC MANAGE J, V10, P399 HELLRIEGEL D, 1974, ACAD MANAGE J, V17, P255 HREBINIAK L, 1974, ADM SCI Q, V19, P395 JAIN RK, 1990, MANAGEMENT R D ORG JAMES LR, 1974, PSYCHOL BULL, V81, P1016 JELINEK M, 1990, INNOVATION MARATHON JENNERGREN LP, 1981, HDB ORG DESIGN, V2 JOHNSTON HR, 1976, ADM SCI Q, V21, P95 KANTER RM, 1983, CHANGE MASTERS KIESLER CA, 1966, J PERS SOC PSYCHOL, V3, P349 KING N, 1990, INNOVATION CREATIVIT KOTTER J, 1992, CORPORATE CULTURE PE LAWLER EE, 1974, ORGAN BEHAV HUM PREF, V11, P139 LITWIN GH, 1968, MOTIVATION ORG CLIMA MINTZBERG H, 1983, STRUCTURE 5ES DESIGN MOENAERT RK, 1990, J PROD INNOVAT MANAG, V7, P213 MOENAERT RK, 1990, J PROD INNOVAT MANAG, V7, P91 MOHR LB, 1971, ADM SCI Q, V16, P444 MORSE E, 1974, ACAD MANAGE J, V17, P709 MOWDAY RT, 1979, J VOCAT BEHAV, V14, P224 NORD WR, 1987, IMPLEMENTING ROUTINE NYSTROM H, 1990, TECHNOLOGICAL MARKET PAYNE R, 1976, HDB IND ORG PSYCHOL, P1125 PAYNE RL, 1971, ORGAN BEHAV HUM PREF, V6, P77 PAYNE RL, 1973, ADM SCI Q, V18, P515 PELZ DC, 1976, SCI ORG PRODUCTIVE C PERROW C, 1967, AM SOCIOL REV, V32, P194 PHEYSEY DC, 1970, HUM RELAT, V23, P473 PHEYSEY DC, 1971, ADM SCI Q, V16, P61 PIZAM A, 1975, PUBLIC PERS MANAGE, V4, P244 PUGH DS, 1963, ADM SCI Q, V8, P289 PUGH DS, 1973, ORG DYNAMICS SPR REDDING W, 1972, COMMUNICATION ORG IN REICH RB, 1989, SCI AM, V261, P41 REICHERS A, 1990, ORG CLIMATE CULTURE SCHEIN EH, 1985, ORG CULTURE LEADERSH SCHNEIDER B, 1975, PERS PSYCHOL, V28, P447 SCHNEIDER B, 1983, PERS PSYCHOL, V36, P19 SCHNEIDER B, 1988, FUTURES ORG SEAMAN JM, 1974, SOCIOMETRY, V37, P375 SEIGEL SM, 1978, J APPL PSYCHOL, V63, P553 SIMON HA, 1960, NEW SCI MANAGEMENT D SORCHER M, 1969, PERSONNEL, V46, P16 SOUDER WE, 1987, MANAGING NEW PRODUCT SOUDER WE, 1992, J MANAGE STUD, V29, P485 STEPHENSON RW, 1971, IEEE T ENG MANAGE, V18, P38 STREUFERT S, 1965, J PERS SOC PSYCHOL, V2, P736 TAGIURI R, 1968, ORG CLIMATE EXPLORAT VANDEVEN AH, 1980, MEASURING ASSESSING VICTOR B, 1987, J MANAGE STUD, V24, P387 VROOM VH, 1973, LEADERSHIP DECISION WEST MW, 1990, INNOVATION CREATIVIT ZALTMAN G, 1973, INNOVATIONS ORG NR 82 TC 2 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD DEC PY 1995 VL 12 IS 3 BP 201 EP 218 PG 18 SC Engineering, Industrial GA TK527 UT ISI:A1995TK52700003 ER PT J AU Chau, OL Parkan, C TI Selection of a manufacturing process with multiple attributes: A case study SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE multiple criteria decision making; multiple attribute decision making AB Decision makers in the manufacturing sector frequently face the problem of assessing alternative processes and selecting one based on a set of attributes. Process attributes with direct cost implication are not always explicitly identified and their indirect cost and benefits are generally not well quantified. This is a case study of the selection of a manufacturing process in a company that produces semiconductors. Regression analysis was used to identify the attributes with significant direct cost implication and rank the alternatives. A distance-based multiple attribute decision making method was adopted to determine the preference ranking with respect to operational benefits. Then, the two results were combined in a manner to reflect the subjective views of the decision makers involved to make the final selection. Managers and technical staff who would be affected by the choice of process understood the models used and were dedicated participants in the analysis. C1 CITY UNIV HONG KONG,DEPT AR,KOWLOON,HONG KONG. RP Chau, OL, MOTOROLA SEMICOND HONG KONG LTD,KOWLOON,HONG KONG. CR AGRAWAL VP, 1991, INT J PROD RES, V29, P1629 CANADA JR, 1989, EC MULTIATTRIBUTE EV KORHONEN PJ, 1986, EUR J OPER RES, V24, P265 LIANG GS, 1994, EUR J OPER RES, V78, P22 MEREDITH JR, 1986, INT J PROD RES, V24, P1043 MOHANTY RP, 1993, INT J OPER PROD MAN, V13, P45 MONTGOMERY DC, 1991, DESIGN ANAL EXPT NANDKEOLYAR U, 1992, INT J FLEX MANUF SYS, V3, P267 TULL DS, 1984, MARKETING RES MEASUR ZHANG HC, 1994, INT J PROD RES, V32, P1265 NR 10 TC 5 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD DEC PY 1995 VL 12 IS 3 BP 219 EP 237 PG 19 SC Engineering, Industrial GA TK527 UT ISI:A1995TK52700004 ER PT J AU GEISLER, E HELLER, O TI INTEGRATED MANAGEMENT OF TECHNOLOGY IN HEALTH-CARE ORGANIZATIONS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE MANAGEMENT OF TECHNOLOGY; HEALTH-CARE ORGANIZATIONS; INTEGRATION; MECHANISMS FOR INTEGRATION; RESEARCH IN HOSPITAL MANAGEMENT; MEDICAL TECHNOLOGY AB In the race to improve health-care performance we are constantly faced with the need to better utilize all available resources [1] including technology. Health-care providers invest heavily in technology, thus making the effective management of this resource a critical issue in health-care management. This paper explores one organizational dimension - the integration of management of technology (MOT) and its link to performance in health and organizations. The issues involved in this relationship are discussed, and the findings from an exploratory study of hospitals are described. The paper concludes with some research directions which will be explored in a comprehensive study of MOT in health care that the authors are currently conducting in US hospitals. C1 UNIV PENN,WHARTON SCH,SOL C SNIDER ENTREPRENEURIAL CTR,PHILADELPHIA,PA 19104. RP GEISLER, E, UNIV WISCONSIN,COLL BUSINESS & ECON,WHITEWATER,WI 53190. CR ARNO PS, 1994, HASTINGS CENT REP, V24, S15 BANNER D, 1993, DESIGNING EFFECTIVE, P140 BANTA HD, 1994, SOC SCI MED, V38, P1663 BEMMEL JH, 1992, YB MED INFORMATICS, P43 BUCHANAN D, 1987, PERSONNEL MANAGE MAY, P36 CHILD J, 1984, ORG GUIDE PROBLEMS P DAVENI RA, 1994, ACAD MANAGE J, V37, P1167 DRUMMOND M, 1991, SOC SCI MED, V38, P1593 EASTAUGH SR, 1993, HEALTHC FINANC MANAG, V47, P72 GARBER AM, 1994, HEALTH AFFAIR, V13, P115 GEISLER E, IN PRESS INT J TECHN GELIJNS A, 1994, HEALTH AFFAIR, V13, P28 GUPTA PP, 1994, ADMIN SCI QUART, V39, P264 HEBERT M, 1994, HOSP HEALTH SERV ADM, V39, P369 HELLER O, 1992, INT J TECHNOLOGY MAN, V7, P455 KOTCH JB, 1993, J MED SYST, V17, P317 KROPF R, 1990, SERVICE EXCELLENT HL LAWRENCE PR, 1969, ORG ENV MANAGING DIF LUMSDON K, 1992, HOSPITALS 0805, P20 MCCONNELL CR, 1994, HEALTHC FINANC MANAG, B, P66 MORGAN G, 1988, RIDING WAVES CHANGE PATTERSON D, 1994, BEHAV HLTH MANAGEMEN, V14, P8 REISMAN A, 1973, HLTH CARE DELIVERY P RUBENSTEIN A, 1994, HEALTHCARE FORUM, V37, P26 SASHITTAL HC, 1994, INT J TECHNOL MANAGE, V9, P691 SCHOFIELD J, 1994, DESIGN NEWS, V49, P29 SENGE P, 1992, 5TH DISCIPLINE ART P SHORTELL S, 1987, HLTH CARE MANAGEMENT WILDER K, 1994, AMERICA, V170, P30 ZVIRAN M, 1992, HLTH CARE MANAGEMENT, V17, P51 NR 30 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 1995 SI Sp. Iss. 1 BP 12 EP 19 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA TB340 UT ISI:A1995TB34000002 ER PT J AU POLDER, JJ TI MEDICAL TECHNOLOGY AND HEALTH-CARE EXPENDITURES - THE DUTCH EXPERIENCE IN THE PERIOD 1970-1990 SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE DETERMINANTS OF HEALTH-CARE EXPENDITURES; TECHNOLOGICAL CHANGE; RESIDUAL APPROACH; MACROECONOMIC IMPACT; HEALTH CARE - THE NETHERLANDS AB Technological change in medicine and health care has an important impact which goes far beyond its consequences for physicians and patients. Since the Second World War, developments in medicine have changed entire societies, not least from an economic point of view. This paper analyses the impact of technological change on health-care expenditures in The Netherlands in the period 1970-1990. The various channels of influence are briefly described and condensed to an algebraic, residual model. The analysis indicates that a total increase in health-care expenditures (HCE) amounting to 460% was largely caused by inflation (increase in HCE of 160%) and technological change (increase in HCE of 83%). The impact of ageing (increase in HCE of 12%) proved to be very small. RP POLDER, JJ, ERASMUS UNIV ROTTERDAM,DEPT PUBL HLTH & SOCIAL MED,DEPT IND & INST ECON,ROOM EE 2024,POB 1738,3000 DR ROTTERDAM,NETHERLANDS. CR *CBS, STAT POP *CENTR BUR STAT, WAG PRIC *OECD, 1993, HLTH POL STUD, V3 ABELSMITH B, 1978, 36 COMM EUR COMM SOC KOOPMANSCHAP MA, 1991, COSTS ILLNESSES NETH NEWHOUSE JP, 1992, J EC PERSPECTIVE SUM, P3 POLDER JJ, 1993, TECHNOLOGICAL CHANGE RUTTEN FHH, 1992, SOC SCI MED, P567 SANDERS CA, 1979, MED TECHNOLOGY HLTH, P17 WEISBROD B, 1991, J EC LIT JUN, P523 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 1995 SI Sp. Iss. 1 BP 20 EP 31 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA TB340 UT ISI:A1995TB34000003 ER PT J AU SHULKIN, DJ BRAILER, D TI USING QUALITY INDICATORS TO DEVELOP AN AUTOMATED MEASURE OF ADVERSE EVENTS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE QUALITY INDICATORS; QUALITY ASSURANCE PRACTICES IN HEALTH CARE; ADVERSE EVENTS IN HEALTH CARE; COMPLICATIONS IN PATIENT CARE ID CARE AB To support quality improvement initiatives, hospital-based data systems must make the transition from retrospective reviews to aggregating data that can focus attention on systematic problems in clinical care processes. This paper describes a hospital system that utilizes generic quality indicators to develop an automated system for identifying adverse events and the prioritization of quality improvement efforts. Severity weights were assigned to 45 quality indicators which were adjusted by the frequency of occurrence and patient volume to create morbidity-adjusted event rates. These rates were then segregated by clinical service to obtain service-specific morbidity adjusted rates. This information was sent to departmental Quality Improvement Committees to focus their efforts on preventable causes of hospital complications. An index of adverse events may also be useful for determining the outcomes of quality improvement efforts and for comparison of adverse event rates among hospitals. C1 UNIV PENN,MED CTR,DEPT MED,DIV GEN INTERNAL MED,PHILADELPHIA,PA 19104. UNIV PENN,LEONARD DAVIS INST HLTH ECON,PHILADELPHIA,PA 19104. UNIV PENN,CTR HLTH CHOICE,PHILADELPHIA,PA 19104. RP SHULKIN, DJ, HOSP UNIV PENN,OFF CLIN OUTCOME ASSESSMENT & QUAL MANAGEMENT,3400 & SPRUCE ST,PHILADELPHIA,PA 19104. CR BRENNAN TA, 1991, JAMA-J AM MED ASSOC, V265, P3265 KRITCHEVSKY SB, 1991, JAMA-J AM MED ASSOC, V266, P1817 LEAPE LL, 1991, NEW ENGL J MED, V324, P377 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 1995 SI Sp. Iss. 1 BP 32 EP 37 PG 6 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA TB340 UT ISI:A1995TB34000004 ER PT J AU HENDEE, WR TI ACCOUNTABILITY IN THE ACQUISITION AND USE OF MEDICAL TECHNOLOGIES SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE MANAGEMENT OF MEDICAL TECHNOLOGIES; ACQUISITION OF MEDICAL EQUIPMENT; MANAGEMENT OF TECHNOOGY IN HEALTH CARE; ACCOUNTABILITY; EVALUATION AB A new era has arrived in the acquisition and use of medical technologies. This era demands increased accountability of medical technologies through improved management of their development and enhanced assessment of their utilization in the care of patients. This paper presents a preferred approach to the evolution of a medical technology that begins with the biological plausibility of the technology and ends with an assessment of the impact of the technology at the levels of the individual patient and of society as a whole. It also suggests a process for technology management at the institutional level, and recommends identification of a technology manager and management team to structure the acquisition and use of technology from the initial stage of assessing clinical needs to the final stage of using a technology to meet the needs of patients and health-care providers. Implementation of these suggestions should facilitate the use of medical technologies in a manner that yields improved accountability and more cost-effective health care for those who benefit from health-care services and for those who pay for them. RP HENDEE, WR, MED COLL WISCONSIN,8701 WATERTOWN PLANK RD,MILWAUKEE,WI 53226. CR HENDEE WR, 1985, SELECTION PERFORMANC LITTENBERG B, 1992, ACADEMIC PHYSICI OCT, P6 RELMAN AS, 1989, NEW ENGL J MED, V319, P1220 ROSSI RP, 1980, AM J ROENTGENOL, V134, P1084 NR 4 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 1995 SI Sp. Iss. 1 BP 38 EP 47 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA TB340 UT ISI:A1995TB34000005 ER PT J AU CHAMBERS, WC BROOKE, PP KENNEDY, MH BORIES, RF NIELSEN, CA TI INCREASING RETURNS - ECONOMIC-ASPECTS OF THE TECHNOLOGICAL IMPERATIVE IN HEALTH-CARE SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGY ASSESSMENT IN HEALTH CARE; DIMINISHING MARGINAL PRODUCTIVITY; DIMINISHING MARGINAL UTILITY; INCREASING RETURNS; INCREASING UTILITY; CONTROL OF HEALTH-CARE TECHNOLOGY AB This paper surveys economic aspects of the technological imperative and the struggle to appropriately evaluate and choose among competing, emergent medical technologies. The influence of marginal analysis coupled with the Law of Diminishing Returns on the assessment of costs and benefits is acknowledged. However, the influences of supply and demand on a free market-place fail to satisfactorily explain instances validated by historical perspective in which the inferior product effectively establishes market dominance for the duration of that product's technology life-cycle. The concept of increasing returns attributes the adoption of the inferior technology to a path-dependent process reinforced by the need for standardization or complex training. Under those circumstances, the probability of adoption of each successive unit increases with the adoption of each previous unit. Finally, technology assessment incorporating feedback and periodic reassessment of adopted and competing technologies is offered as a potential remedy. C1 TEXAS TECH UNIV,HLTH SCI CTR,ODESSA REG CTR,ODESSA,TX. USA,MED DEPT CTR & SCH,FT SAM HOUSTON,TX. SHRINERS BURNS INST,BOSTON UNIT,BOSTON,MA. WILLIAM BEAUMONT ARMY MED CTR,EL PASO,TX 79920. RP CHAMBERS, WC, USA,DENT ACTIV,FT KNOX,KY 40121. CR ALDER H, 1992, HOSPITALS, V66, P34 ARTHUR WB, 1987, EUR J OPER RES, V30, P294 ARTHUR WB, 1989, ECON J, V99, P116 BANTA HD, 1990, JAMA-J AM MED ASSOC, V264, P235 BATTISTA RN, 1989, INT J TECHNOL ASSESS, V5, P227 CLEVERLY WO, 1992, ESSENTIALS HLTH CARE COILE RC, 1990, NEW MED RESHAPING ME CULHANE C, 1991, AM MED NEWS, V34, P8 DEBER R, 1992, INT J TECHNOL ASSESS, V8, P131 DRUMMOND MF, 1992, INT J TECHNOL ASSESS, V8, P671 DUNCAN WJ, 1992, STRATEGIC MANAGEMENT FUCHS V, 1974, WHO SHALL LIVE FUCHS VR, 1990, NEW ENGL J MED, V323, P673 GRIFFITH JR, 1992, WELL MANAGED COMMUNI HARD R, 1991, HOSPITALS, V65, P50 HARD R, 1991, HOSPITALS, V65, P72 JACOBS P, 1991, EC HLTH MED CARE JOHNSSON J, 1991, HOSPITALS, V65, P80 KIRKPATRICK D, 1992, FORTUNE, V125, P105 LARKIN H, 1991, AM MED NEWS, V34, P21 LUNZE J, 1992, FEEDBACK CONTROL LAR POULIN D, 1991, INT J TECHNOL ASSESS, V7, P63 TYMSTRA T, 1989, INT J TECHNOL ASSESS, V5, P207 WAGNER M, 1992, MODERN HEALTHCARE, V22, P20 WALDROP MM, 1992, COMPLEXITY EMERGING WIRTH CR, 1990, PHYSICIAN SPORTSMED, V18, P107 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 1995 SI Sp. Iss. 1 BP 48 EP 59 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA TB340 UT ISI:A1995TB34000006 ER PT J AU BIRCH, S GAFNI, A TI ETHICAL DIMENSIONS OF HEALTH TECHNOLOGY-ASSESSMENT - BEING ECONOMIC WITH ECONOMIC-PRINCIPLES SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGY ASSESSMENT; HEALTH TECHNOLOGY ASSESSMENT; HEALTH-CARE RESOURCES; COST-EFFECTIVENESS; COST-UTILITY; COST-BENEFIT ANALYSIS; ECONOMIC ANALYSIS ID EFFECTIVENESS LEAGUE TABLES; COST-EFFECTIVENESS ANALYSIS; TENTATIVE GUIDELINES; ADOPTION; QALYS; CARE AB Increasing pressures on health-care resources have led to considerable attention being paid to economics in the assessment of health technologies. Methods for economic evaluation have been developed and used as a means of informing decision-making processes, but little attention has been paid to the underlying rationale for the methods. In this paper we show how the current recommended methods fail to incorporate the basic principles of economics concerning the efficient use of health-care resources. We consider whether the principle (or assumptions) on which the methods are based represent a better moral basis for taking decisions than the economic principles on which the proposed methods are intended to be based. We conclude that economic principles can be used as the basis of providing information to decision-makers, but this requires changes in the way information is collected, analysed and reported to the decision-making process. C1 MCMASTER UNIV,DEPT CLIN EPIDEMIOL & BIOSTAT,HAMILTON,ON L8N 3Z5,CANADA. RP BIRCH, S, MCMASTER UNIV,CTR HLTH ECON & POLICY ANAL,1200 MAIN ST W,HAMILTON,ON L8N 3Z5,CANADA. CR *CAN COORD OFF HLT, 1994, GUID EC EV PHARM CAN *COCHR PREGN CHILD, 1993, COCHR DAT SYST REV *ONT MIN HLTH, 1994, ONT GUID EC AN PHARM *UK DEP HLTH, 1994, GUID EC EV PHARM ASHMORE M, 1989, HLTH EFFICIENCY SOCI BIRCH S, 1987, J HEALTH ECON, V6, P211 BIRCH S, 1992, J HEALTH ECON, V11, P279 BIRCH S, 1994, HEALTH POLICY, V28, P133 BIRCH S, 1995, MANAGING TECHNOLOGY DRUMMOND M, 1987, METHODS EC EVALUATIO DRUMMOND M, 1993, SOC SCI MED, V37, P33 DRUMMOND M, 1995, IN PRESS HLTH POLICY DRUMMOND MF, 1980, PRINCIPLES EC APPRAI DRUMMOND MF, 1987, J CHRON DIS, V40, P605 FEENY D, 1989, INT J TECHNOL ASSESS, V3, P559 GAFNI A, 1991, J HEALTH ECON, V10, P329 GAFNI A, 1993, CAN MED ASSOC J, V148, P913 GAFNI A, 1993, J HEALTH ECON, V12, P325 HENRY D, 1992, PHARMACOECONOMICS, V1, P54 JOHANNESSON M, 1993, J HLTH EC, V12, P459 KLARMAN HE, 1968, MED CARE, V6, P48 LAUPACIS A, 1992, CAN MED ASSOC J, V146, P473 LAUPACIS A, 1993, CAN MED ASSOC J, V148, P927 LAYARD PRG, 1979, MICROECONOMIC THEORY MASON J, 1993, BRIT MED J, V306, P570 MOONEY G, 1986, EC MED HLTH CARE REDELMEIER DA, 1994, MED DECIS MAKING, V14, P301 SHEPARD DS, 1979, PUBLIC HLTH REP, V94, P535 TORRANCE GW, 1986, J HEALTH ECON, V5, P1 UDVARHELYI S, 1992, ANN INTERN MED, V116, P238 VONNEUMANN J, 1953, THEORY GAMES EC BEHA WAGSTAFF A, 1991, J HEALTH ECON, V10, P21 WARNER KE, 1980, COST BENEFIT COST EF WEINSTEIN MC, 1973, J PUBLIC ECON, V2, P147 WEINSTEIN MC, 1977, NEW ENGL J MED, V296, P716 WILLIAMS A, 1983, MEASURING SOCIAL BEN, P63 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 1995 SI Sp. Iss. 1 BP 60 EP 72 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA TB340 UT ISI:A1995TB34000007 ER PT J AU CHUANG, YC TAN, RR WU, MY KUO, HH TI AN EMPIRICAL-STUDY OF A COMPUTERIZED MANAGEMENT-SYSTEM IN AMBULATORY SERVICES AT CHANG-GUNG-MEMORIAL-HOSPITAL IN TAIWAN SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE SERVICE AUTOMATION; HEALTH-CARE MANAGEMENT; TECHNOLOGY MANAGEMENT IN HEALTH CARE; TECHNOLOGY DIFFUSION; TECHNOLOGY SUBSTITUTION AB This empirical study presents the motivation, planning process, system architecture, diffusion process, performance and the cost-benefits of a computerized system to automate the ambulatory services at Chang Gung Memorial Hospital in Taiwan. The technology substitution and diffusion is analysed using both the Fisher-pry growth model and Gompertz mortality model. Major issues and behaviour patterns through the life-cycle stages of initiation, growth, stabilization and maturity are discussed. Comparisons of the performance before and after the automation, in terms of charging operation, error rates in medication dispensing, patients' satisfaction level and patients' waiting time, all indicate significant improvements. The pay-back period based on the first-year tangible benefits only is estimated to be 2.8. Factors accounting for the success include top-level management commitment, cross-functional teams, training and promotion, system reliability and availability, and the right conversion strategy. C1 NATL CENT UNIV,SCH MANAGEMENT,CHUNGLI 32054,TAIWAN. CHANG GUNG MED & ENGN COLL,DEPT HLTH SERV MANAGEMENT,TAYUAN,TAIWAN. RP CHUANG, YC, CHANG GUNG MEM HOSP,CTR ADM,TAIPEI 10591,TAIWAN. CR DUNCAN WJ, 1992, STRATEGIC MANAGEMENT, P189 HELLER O, 1992, INT J TECHNOLOGY MAN, V7, P455 JONES B, 1993, HLTH SERVICE MAN FEB, P13 MANTAS J, 1992, INT J TECHNOLOGY MAN, V7, P560 MORTON MSS, 1991, CORPORATION 1990S IN, P3 PORTER AL, 1991, FORECASTING MANAGEME, P169 SPENCERJONES N, 1993, HLTH SERVICE MAN JUL, P22 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 1995 SI Sp. Iss. 1 BP 74 EP 92 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA TB340 UT ISI:A1995TB34000008 ER PT J AU VOGT, WB BHATTACHARYA, J KUPOR, S YOSHIKAWA, A NAKAHARA, T TI THE ROLE OF DIAGNOSTIC TECHNOLOGY IN COMPETITION AMONG JAPANESE HOSPITALS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE COMPUTED TOMOGRAPHY SCANNING; MAGNETIC RESONANCE IMAGING; HOSPITAL COMPETITION; HOSPITAL MARKETS; JAPANESE HOSPITALS; NONPRICE COMPETITION ID DIFFUSION AB We investigate non-price competition among hospitals in Japan. With respect to computed tomography (CT) scanning and magnetic resonance imaging, we ask the question: are Japanese hospitals' decisions to invest in medical technologies significantly influenced by the competitive concerns of those hospitals? Our results for CT scanners are consistent with the existence of non-price competition. Hospitals are significantly more likely to purchase a CT scanner if a large proportion of their neighbours have purchased one. By contrast, MRI diffusion was predicted primarily by the size and teaching role of a hospital, showing little evidence of being an instrument of competition. Results are interpreted in the light of differences in health-care financing and delivery between Japan and the USA. RP VOGT, WB, STANFORD UNIV,ASIAN PACIFIC RES CTR,COMPARAT HLTH CARE POLICY RES PROJECT,200 ENCINA HALL,STANFORD,CA 94305. CR DRANOVE D, 1992, RAND J ECON, V23, P247 ELZINGA KG, 1973, ANTITRUST B, V18, P45 HELLER O, 1992, INT J TECHNOLOGY MAN, V7, P455 HILLMAN BJ, 1987, INT J TECHNOL ASSESS, V3, P545 LUFT HS, 1986, INQUIRY-J HEALTH CAR, V23, P83 NIKI R, 1985, SOC SCI MED, V21, P1131 OKIMOTO DI, 1993, JAPANS HLTH SYSTEM E SCHMALENSEE R, 1977, BELL J ECON, V8, P565 SLOAN FA, 1986, J HEALTH ECON, V5, P31 TRAJTENBERG M, 1989, J BUS ECON STAT, V7, P35 USHIMARU S, 1988, SEIJUKUKA SHUKAI NO WORKING E, 1926, Q J ECON, V41, P212 YOSHIKAWA A, 1991, STANFORD LAW POLICY, V3, P111 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 1995 SI Sp. Iss. 1 BP 93 EP 105 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA TB340 UT ISI:A1995TB34000009 ER PT J AU SIMON, M FRIAR, JH TI CONTRASTING THE IMPLICATIONS OF R-AND-D FUNDING STRATEGIES OF US BIOTECHNOLOGY COMPANIES SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE BIOTECHNOLOGY; R AND D FUNDING; EXTERNAL VERSUS INTERNAL FUNDING; INNOVATION MANAGEMENT; VERTICAL INTEGRATION ID PHARMACEUTICAL-INDUSTRY; INNOVATION; 1980S AB No US biotechnology company has been able to fully fund through external sources the development and commercialization on its own of a new therapeutic product. Companies have had to rely instead on developing internal sources to make up for the funding shortfalls. This paper categorizes and analyses the internal funding approaches as to their effects on the type of innovation pursued and the ability of start-ups to become fully integrated companies. From the detailed cases presented on companies using the various approaches, it is shown that the funding approach a company takes does affect the development trajectory of the firm. C1 NORTHEASTERN UNIV,COLL BUSINESS ADM,BOSTON,MA 02115. GENZYME CORP,CAMBRIDGE,MA 02139. CR 1990 GENZ CORP ANN R 1991 CENT ANN REP 1992 GEN I ANN REP 1992 GENS CORP ANN R 1993 GENZ CORP CO CO BIOGEN 1990 ANN REPO 1989, ECONOMIST 0513, P69 1991, MASS HIGH TECH 0603, P3 1992, BIOTECHNOLOGY, V10, P620 1992, FDC REPORTS 1207, P14 1993, BIOCENTURY BERN 0222, P7 1993, BIOTECHNOLOGY N 0215, P9 1993, BIOTECHNOLOGY N 0621, P10 1993, BIOTECHNOLOGY N 0906, P12 1993, BIOWORLD FINANC 0719, P2 1993, BIOWORLD TODAY 0610, P4 1993, FDA PINK SHEETS 0809, P13 1993, FORTUNE 0726, P222 1993, MARKETLETTER 0125, P18 1993, NY TIMES 0218, D4 1993, SCRIPS YB, P47 1993, STANDARD OTC ST 0515, P3978 1993, VECTOR SECURITI 0401, P1 1994, BIOWORLD TODAY 0202, P4 1994, SCRIP PJB PUBLICATIO, V1889, P4 ABRAMS P, 1993, BIO-TECHNOL, V11, P775 ACHILLADELIS B, 1993, RES POLICY, V22, P279 BALMER B, 1993, RES POLICY, V22, P463 BERLER AB, 1992, A BROWN SONS RE 0827, P1 CABRAL R, 1993, TECHNOL SOC, V15, P311 CASDIN J, 1992, BIOTECHNOLOGY JUL, P738 CASDIN J, 1992, OPPENHEIMER REP 0806, P9 ERNST, 1993, GENESIS REPORT AUG, P27 FREUDENHEIM M, 1993, NY TIMES 0121, D5 GAMBARDELLA A, 1992, RES POLICY, V21, P391 GARCIA N, 1993, BIOWORLD TODAY, V4, P1 GILBERT D, 1989, MONTGOMERY SECURITIE, P2 HECHT E, 1993, MORGAN STANLEY 1216, P1 HOWER W, 1991, BOSTON BUSINESS 0722, P1 LONGMAN R, 1992, IN VIVO JUN, P22 LONGMAN R, 1992, IN VIVO MAY, P25 MCCUTCHEN WW, 1993, RES POLICY, V22, P337 PISANO GP, 1991, RES POLICY, V20, P237 SHELLENBARGER S, 1990, WALL STREET J 0814, B1 SHENOT C, 1993, WALL STREET J 0901, A1 SHENOT C, 1993, WALL STREET J 0901, A9 SOUTHWICK K, 1992, BIOVENTURE VIEW JUN, P19 STIPP D, 1992, WALL STREET J 0918, B2 STONE D, 1994, BIO-TECHNOL, V12, P226 SWARZ J, 1993, EQUITY RES 1ST 0507, P10 TANOUYE E, 1993, WALL STREET J 0119, B2 TEITELMAN R, GENE DREAMS WALL STR, P28 TERMEER H, 1991, ERNST YOUNG BIOTECH, P112 TULLY S, 1993, FORTUNE 0503, P56 WARD LB, 1993, WALL STREES J 0124, B11 WINSLOW R, 1992, WALL STREET J 0416, B5 NR 56 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 1995 SI Sp. Iss. 1 BP 106 EP 126 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA TB340 UT ISI:A1995TB34000010 ER PT J AU KALUZNY, AD KLABUNDE, C FISHER, B CRONIN, W REDMOND, C FORD, L TI THE ROLE OF THE COMMUNITY CLINICAL ONCOLOGY PROGRAM IN LARGE-SCALE TRIALS - THE CASE OF THE BREAST-CANCER PREVENTION TRIAL SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE HEALTH-CARE TECHNOLOGY; CLINICAL ONCOLOGY; CANCER PREVENTION; CANCER CONTROL; TAMOXIFEN; COMMUNITY CLINICAL ONCOLOGY PROGRAM (USA); BREAST CANCER PREVENTION TRIAL (USA) ID PERFORMANCE; NETWORK; SIZE AB Clinical trials are an important means to assess and access developing health-care technology. The Community Clinical Oncology Program (CCOP) is a national clinical trials network sponsored by the National Cancer Institute and designed to extend the very latest cancer treatment and prevention and control therapies to the community setting where the majority of patients receive care. This paper describes the ability of the CCOP to contribute patients to the Breast Cancer Prevention Trial (BCPT), one of the United States' first large-scale chemoprevention clinical trials. Important organizational and environmental factors affecting performance illustrate the potential of community-based organizations to contribute to large-scale prevention trials. RP KALUZNY, AD, UNIV N CAROLINA,CECIL SHEPS CTR HLTH RES,725 AIRPORT RD BLDG,CAMPUS BOX 7590,CHAPEL HILL,NC 27599. CR 1992, CA A J CLIN, V42, P5 *NAT CANC I, 1982, RFA10 *NAT CANC I, 1992, BREAST CANC PREV TRI ALEXANDER JA, 1990, INNOVATIONS HLTH CAR, P53 ALTER C, 1992, ORG WORKING TOGETHER BANTA HD, 1993, HLTH CARE TECHNOLOGY FENNELL M, 1988, DIFFUSSION MED INNOV FERRARO S, 1993, NY TIMES MAGAZI 0815 FLOOD AB, 1994, HLTH CARE MANAGEMENT GERWIN D, 1981, HDB ORG DESIGN, V2, P3 GOTAY CC, 1991, SOC SCI MED, V33, P569 KALUZNY A, 1993, J NATL CANCER I, V85, P1945 KALUZNY AD, 1992, ASSESSMENT IMPLEMENT KALUZNY AD, 1993, HEALTH SERV RES, V28, P159 KALUZNY AD, 1993, J NATL CANCER I, V85, P1807 KIMBERLY JR, 1976, ADM SCI Q, V21, P571 KOHLMEIER L, 1991, ANN NY ACAD SCI, V609, P259 LOVE PR, 1991, PREVETIVE MED, V209, P64 MCKINNEY MM, 1992, CANCER DETECT PREV, V16, P329 MCKINNEY MM, 1993, HEALTH SERV RES, V28, P459 MOCH MK, 1977, AM SOCIOL REV, V42, P716 SCOTT UR, 1990, I THEORY MED CARE SE SCOTT WR, 1993, ORG ENV RITUAL RATIO STONE R, 1992, SCIENCE, V258, P734 ZUCKERMAN HS, 1991, FRONTIERS HLTH SERVI, V7, P3 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 1995 SI Sp. Iss. 1 BP 127 EP 136 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA TB340 UT ISI:A1995TB34000011 ER PT J AU HAYNES, PJ HELMS, MM TI PHASING TECHNOLOGY FROM PRODUCT LINE MANAGEMENT TO PLANT WITHIN A PLANT-SYSTEM IN HOSPITALS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE PRODUCT-LINE MANAGEMENT; PLANT-WITHIN-A-PLANT SYSTEM; MANUFACTURING APPROACH; NONPROFIT HOSPITALS; QUALITY OF SERVICE; COST CONTAINMENT; JOB SATISFACTION AB The concept of the ''plant within a plant'' layout approach is an extension of a focused factory concept first advanced in the mid 1970s. These small units, 'plants within plants' (PWPs), act with autonomy in providing their particular product or service, allowing the focused concept to be flexibly adapted to market demand. In light of the uncertainty posed by health-care reform, the improvements in quality, shorter delivery and lead times, and improved personnel relations with management that this approach can provide are increasingly important. While a PWP approach has a successful record in a manufacturing setting, the feasibility of using this approach in a service environment as complex as the health-care industry has not been closely examined. This paper examines the application of the plant-within-a-plant concept by non-profit hospitals. RP HAYNES, PJ, UNIV TENNESSEE,SCH BUSINESS ADM,615 MCCALLIE AVE,CHATTANOOGA,TN 37403. CR *JOINT COMM ACCR H, 1992, ACCR MAN HOSP CHASE RB, 1978, HARVARD BUSINESS NOV, P138 GRAY RJ, 1988, TOPICS HLTH CARE FIN, V14, P76 GUERRERO HH, 1987, PRODUCTION INVENTORY, V28, P1 HYER NL, 1982, DECISION SCI, V13, P681 HYER NL, 1984, HARVARD BUSINESS JUL, P140 KAPOOR VK, 1989, MANUFACTURING SYSTEM, V7, P47 MILLER FW, 1987, MANUFACTURING SYSTEM, V5, P34 MINDAK WA, 1986, J HEATH CARE MARKET, V6, P44 NEMETZ PL, 1988, ACAD MANAGE REV, V12, P627 RUFFNER JK, 1986, HEALTHCARE FORUM, V29, P11 RUWE DM, 1987, HARVARD BUS REV, V65, P70 SABATINO F, 1987, HOSPITALS 0520, P52 SKINNER W, 1974, HARVARD BUSINESS MAY, P115 VANDOREN DC, 1989, J HEALTH CARE MARKET, V9, P15 WODINSKY HB, 1988, HOSPITAL HLTH SERVIC, V33, P221 NR 16 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 1995 SI Sp. Iss. 1 BP 138 EP 146 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA TB340 UT ISI:A1995TB34000012 ER PT J AU HELLER, O LIVNAT, A GEISLER, E SHEMER, J TI VALUE OF TECHNOLOGY INVESTMENTS IN HEALTH-CARE ORGANIZATIONS - A STOCHASTIC DECISION-MODEL SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGY ACQUISITION; MEDICAL TECHNOLOGY; INVESTMENT IN TECHNOLOGY; RETURN ON INVESTMENT; TECHNOLOGY PORTFOLIO; STOCHASTIC DECISION MODEL AB Hospitals are technology-based service organizations. In recent years, medical equipment expenditures have increased as a percentage of the total costs of health-care institutions. Hospitals need a rational investment policy for technology acquisition that will take into consideration the value and contributions of the technology once implemented in the hospital. Medical technology is expensive and there is uncertainty when investing in it. This paper offers a preliminary stochastic model to address the issue of how much a hospital should invest in technology. C1 MINIST HLTH ISRAEL,PHARM ADM,JERUSALEM,ISRAEL. UNIV WISCONSIN,COLL BUSINESS & ECON,DEPT MANAGEMENT,WHITEWATER,WI 53190. RP HELLER, O, UNIV PENN,SOL C SNEIDER ENTREPRENEURIAL CTR,37733 SPRUCE ST,PHILADELPHIA,PA 19107. CR *AM HOSP ASS, 1979, TECHN EV ACQ METH HO *OFF TECHN ASS, 1978, OTAH25 PUBL ADLER PS, 1990, SLOAN MANAGEMENT FAL, P25 BLACK F, 1972, J FINANCE MAY, P399 DETEMPLE J, 1989, COMMUNICATION GARUD R, 1994, STRATEGIC MANAGE J, V15, P365 GEISLER E, 1994, TECHNOL FORECAST SOC, V47, P189 GREER A, 1991, EXECUTIVE SUMMARY AC HAYES RH, 1986, HARVARD BUSINESS SEP, P66 LIVNAT A, 1989, R D INVESTMENT MARKE MACMILLAN I, 1994, STRATEGIC FRAMEWORK MAJCHRZAK A, 1988, HUMAN SIDE FACTORY A MALLIARIS AG, 1982, STOCHASTIC METHODS E MORONE J, 1990, MANAGEMENT TECHNOLOG, V2 PETROV V, 1987, J BUS STRAT, P70 QUINN JB, 1990, HARVARD BUSINESS MAR, P58 RAKICH J, 1985, MANAGING HLTH SERVIC, P14 RUBENSTEIN M, 1985, OPTION MARKETS SHORTELL SM, 1990, STRATEGIC CHOICES AM, P254 TEITELMAN R, 1994, PROFITS SCI 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 1995 SI Sp. Iss. 1 BP 147 EP 156 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA TB340 UT ISI:A1995TB34000013 ER PT J AU PAYTON, FC BRENNAN, PF GINZBERG, MJ TI NEEDS DETERMINATION FOR A COMMUNITY APPROACH TO HEALTH-CARE-DELIVERY SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE DECISION-SUPPORT SYSTEMS; CRITICAL SUCCESS FACTORS; FUTURE STATE; COMMUNITY HEALTH INFORMATION; IMPLEMENTATION OF NETWORKS ID SUPPORT AB Computer technology has been effectively used by care-givers in the delivery of health-care services to persons living with AIDS and care-givers of those with Alzheimer's Disease. Recently, in an exploratory study, the concept of using computer technology to provide home-care support to a group of caregivers and paediatric patients at a specialty hospital in Northeast Ohio has been proposed. Unlike previous computer-based health-care delivery systems that have focused on one type of user, the proposed technology will assist three user groups: care-givers, children and hospital professionals. A second unique aspect is the integration of the technology into the hospital routine. Major decision-makers, who are also hospital professionals, have been identified and interviewed to determine their needs. A structured analysis using critical success factors/future state was used to review and determine the existing hospital processes. Findings indicate that the facility has a unique need for out-of-hospital patient management, and a community approach is needed for care delivery. Myriad post-discharge planning and external community activities must be supported by the proposed technology. Based on pre-implementation findings from the critical success factors/future state, specifications were developed for a decision-support system that includes a variety of tools designed to meet the needs of the diverse user base. Decision-support systems will aid in semi-structured decision-making and allow users to access data to make such decisions. C1 CASE WESTERN RESERVE UNIV,FRANCES PAYNE BOLTON SCH NURSING,CLEVELAND,OH 44106. RP PAYTON, FC, CASE WESTERN RESERVE UNIV,WEATHERHEAD SCH MANAGEMENT,CLEVELAND,OH 44106. CR ALEMI F, 1992, NATIONAL I DRUG ABUS ARIAV G, 1985, COMMUNICATIONS ACM, V28 BECKHARD R, 1977, ORG TRANSITIONS MANA BOSWORTH K, 1991, INTERFACES, V21, P93 BRENNAN PF, 1991, ADV NURS SCI, V13, P14 DOWLING AF, 1989, J SOC HLTH SYST, V1, P77 DOWLING AF, 1992, HLTH CARE INFORMATIO GINZBERG MJ, 1981, MIS Q JUN, P47 GRUNDNER TM, 1986, NEW ENGL J MED, V321, P982 KIM KK, 1990, MIS QUART, V14, P201 ROCKART JF, 1979, HARVARD BUS REV, V57, P81 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 1995 SI Sp. Iss. 1 BP 157 EP 174 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA TB340 UT ISI:A1995TB34000014 ER PT J AU FEDOROWICZ, J KIM, C TI INFORMATION TECHNOLOGY - MANAGED CARES CRITICAL TOOL SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE MANAGED-CARE PROGRAMS; INFORMATION TECHNOLOGY; COST CONTAINMENT; HEALTH-CARE REFORMS (USA); DATA ANALYSIS AB Managed care has become a national priority as insurers, companies, and government try to curtail escalating medical costs. This article examines the impact of data analysis systems using information technology as a critical tool for tracking costs, and also for allowing managers to set priorities and develop strategies to manage and contain costs. In addition, we give case examples of how developments in information technology can aid firms of various sizes, interests and priorities. RP FEDOROWICZ, J, BENTLEY COLL,DEPT ACCOUNTANCY,175 FOREST ST,WALTHAM,MA 02154. CR 1992, AAPPO J, V110, P2 AQUILINA D, 1990, BUSINESS HLTH JUL, P23 DIORIO JJ, 1994, PROPERTY CASUALTY RI, P16 DISCOLA J, 1992, AAPPO J AUG, P11 DRINKWATER C, 1992, PRACTICES, P2 FETTEROLF D, 1993, HLTH CARE BENEFI JAN, P46 MAHAR M, 1993, NEW YORKER 0426, P28 MAX M, 1991, COORS WELLNESS PROGR NASH KS, 1994, COMPUTERWORLD 0801, P60 SEIDLER SM, 1993, COMPENSATION BENEFIT, V25, P30 SILVERTHORNE S, 1993, INVESTORS BUSINE JAN, P22 SWAIM LB, 1994, FINANC EXECUTIVE, V10, P17 WILLIAM M, 1991, HLTH CARE BENEFIT PR 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 1995 SI Sp. Iss. 1 BP 175 EP 185 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA TB340 UT ISI:A1995TB34000015 ER PT J AU GOLD, B TI JAPANESE STRATEGIES FOR INCREASING INDUSTRIAL COMPETITIVENESS IN THE USA SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE INDUSTRIAL COMPETITIVENESS; JAPANESE MANUFACTURERS IN USA; JAPANESE MANAGEMENT PRACTICES; PRODUCTIVITY; QUALITY AB This paper is an interim report on the findings emerging from the first half of our field studies of the key strategies of a sample of Japanese manufacturing firms seeking to achieve effective competitiveness in the USA [1]. These will then be compared with the efforts to upgrade competitiveness by a sample of competing US firms. RP GOLD, B, CLAREMONT GRAD SCH,CLAREMONT,CA 91711. CR 1991, INT J TECHNOLOGY MAN, P10 1991, MANAGEMENT JAPAN AUT 1992, INT J TECHNOLOGY MAN, V7, P5 GOLD B, 1990, TECHNOVATION INT J T GOLD B, 1991, INT J TECHNOL MANAGE, P10 GOLD B, 1991, TECHNOLOGY TRANSFER GOLD B, 1994, INT J TECHNOL MANAGE, V9, P516 KHARABANDA OP, 1991, MANAGEMENT ACCOU MAR KUICHI T, 1985, MANAGEMENT CHALLENGE SASAKI N, 1990, MANAGEMENT IND STRUC 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 1995 SI Sp. Iss. SI BP 8 EP 13 PG 6 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA TB337 UT ISI:A1995TB33700002 ER PT J AU KANZ, JW TI ORIGINS OF THE US SEMICONDUCTOR RESURGENCE - PRODUCTS AND PERCEPTIONS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE US SEMICONDUCTOR INDUSTRY; COMPETITIVENESS; JAPANESE ELECTRONICS INDUSTRY; INTEGRATED CIRCUITS (ICS); MICROCOMPONENTS, MEMORY DEVICES; DIGITAL LOGIC CHIPS; APPLICATION-SPECIFIC INTEGRATED CIRCUITS (ASICS) ID INDUSTRY AB For over a decade, the US semiconductor industry has been widely viewed as endangered by severe foreign competition, primarily from large, vertically integrated Japanese electronics firms. This paper briefly contrasts the development of US, European, and Japanese industries and examines the present competitive situation in the context of current technology trends. Strong evidence is found that American companies have at least maintained and have probably increased their competitive advantages in those types of products which represent the fastest growing and most strategic market segments and are dominant in certain key microchips. The origins, evolution and significance of unique structural features of the US industry are reviewed, and their relationship to these competitive advantages is postulated. The US industry relies on an increasingly disaggregated structure that historical evidence suggests could be competitively superior in a fast-moving technology-intensive globalized industry. These conclusions contradict traditional assumptions regarding the inherent technological advantages of large, vertically integrated firms. Finally, there are indications that some mechanisms contributing to present successes could also promote long-term problems. RP KANZ, JW, DMS ONLINE LOCATOR INC,SCOTTSDALE,AZ 85254. CR 1990, BUSINESS JAPAN 0101, V35, P59 1992, NIKKEI WEEKLY 0222, P10 1993, ELECTRONIC NEWS 0719, P6 1993, ELECTRONIC NEWS 0927, P1 *INT CIRC ENG P, 1992, PROF 1992 *INT CIRC ENG P, 1993, PRIF 1993 *INT CIRC ENG S, 1982, STAT 19XX ALSTER N, 1991, FORBES 1111, P41 ANGEL DP, 1990, REG STUD, V24, P211 BORRUS M, 1984, 17 U CAL I INT STUD BORRUS M, 1988, COMPETING CONTROL AM BRANDT R, 1992, BUSINESS WEEK 1123, P81 BRANDT R, 1992, BUSINESS WEEK 1207, P120 BRUNO AV, 1982, TECHNOVATION, V1, P275 COLLIS GM, 1991, COMPUT EDUC, V17, P25 CROTHERS B, 1992, ELECTRONIC NEWS 0622 DALY V, 1993, ELECTRONIC NEWS 0524, P1 DERTOUZOS ML, 1989, MADE AM REGAINING PR DOSI G, 1989, TECHNICAL CHANGE SUR DOSSI G, 1984, TECHNICAL CHANGE IND DUNN P, 1993, ELECTRONIC NEWS 0503, P1 DUNN P, 1993, ELECTRONIC NEWS 0503, P1 ERNST D, 1983, GLOBAL RACE MICROELE FERGUSON CH, 1988, HARVARD BUSINESS MAY, P55 FOWLER CA, 1987, ADA178284 FUHRMAN RA, 1988, FINAL REPORT DEFENSE GALBRAITH JK, 1978, NEW IND STATE HARRIGAN KR, 1990, J MANAGE STUD, V27, P417 HOBDAY M, 1989, RES POLICY, V18, P225 HOLDEN D, 1993, ELECTRONIC NEWS 0517, P18 HOWELL TR, 1988, MICROELECTRONICS RAC IMORI T, 1993, TOKYO BUSINESS TODAY, V61, P12 JELEN GF, 1988, 1988 GOV MICR APPL C, P189 KANZ JW, IN PRESS TECHNOVATIO KANZ JW, 1991, INT J TECHNOLOGY MAN, P274 KANZ JW, 1993, INT J TECHNOLOGY MAN, V8, P59 KANZ JW, 1994, INT J TECHNOL MANAGE, V9, P733 KIMURA Y, 1988, JAPANESE SEMICONDUCT KODAMA F, 1992, IEEE ENG MANAGEMENT, V20, P6 KORETZ G, 1989, BUSINESS WEEK 0327, P22 LADD GO, 1988, 1988 GOV MICR APPL C, P511 LANGLOIS RN, 1988, MICROELECTRONICS IND LEIBOWITZ MR, 1987, HIGH TECHNOLOGY SEP, P20 LEIBOWITZ MR, 1988, HIGH TECHNOLOGY NOV, P18 LEPOLD G, 1989, DEFENSE NEWS 0206, P1 LEVINE B, 1993, ELECTRONIC NEWS 0816, P13 LUNDQUIST J, 1992, HARVARD BUSINESS NOV, P74 MALERBA F, 1985, SEMICONDUCTOR BUSINE MCCAUSLAND R, 1993, ELECTRONIC NEWS 0809, P1 MCQUEEN M, 1990, WALL STREET J 0423, A16 NEVENS TM, 1993, ELECT BUSINESS, V19, P39 OKIMOTO D, 1987, WALL STREET J 0515, P15 OKIMOTO DI, 1984, COMPETITIVE EDGE SEM PRAHALAD CK, 1990, HARVARD BUSINESS MAY, P79 PRESTOWITZ CV, 1988, TRADING PLACES ALLOW QUINN JB, 1992, ACADEMY MANAGEMENT E, V6, P48 ROBERTSON J, 1993, ELECTRONIC NEWS 0503, P1 ROGERS A, 1992, FORTUNE 1130, P80 SCHALLER M, 1985, AM OCCUPATION JAPAN SCHATZ W, 1993, ELECTRONIC BUSINESS, V19, P26 SCHUMPETER JA, 1951, ESSAYS JA SCHUMPETER STAELIN DH, 1989, MIT COMMISSION IND P STOWSKY, 1987, BRIE27 U CAL BERK RO TASSEY G, 1990, TECHNOLOGICAL FORECA, V37, P85 THOMPSON T, 1993, ELECTRONIC BUSINESS, V19, P121 TILTON JE, 1971, INT DIFFUSION TECHNO UTTAL B, 1987, FORTUNE 0413, P89 WARSHOFSKY F, 1989, CHIP WAR WILSON RW, INNOVATION COMPETITI YODER SK, 1989, WALL STREET J 0921, A5 NR 70 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 1995 SI Sp. Iss. SI BP 14 EP 35 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA TB337 UT ISI:A1995TB33700003 ER PT J AU MEREDITH, JR MARSH, RF TI CRITICAL SUCCESS FACTORS IN THE MACHINE-TOOL INDUSTRY SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE COMPETITIVENESS; MACHINE TOOLS; CRITICAL SUCCESS FACTORS; VENDORS; ORDER WINNERS; ORDER QUALIFIERS AB This study reports on the potential of technology to improve competitiveness in the machine-tool industry through a better match of vendors' product attributes to customers' critical success factors (CSFs). It is found that technology has a major role to play in both product and process improvement for enhanced competitiveness. Also it is found that vendors' and customers' CSFs match fairly well for machine-tool systems but not for stand-alone machines. However, even when the CSFs do match, it appears that customers mean something much more explicit by their CSF terminology than what vendors mean. The study concludes that technology has significant potential to improve vendors' competitiveness but only if they make major policy changes regarding better understanding and support of their customers' needs. C1 UNIV WISCONSIN,MILWAUKEE,WI 53201. RP MEREDITH, JR, UNIV CINCINNATI,COLL BUSINESS ADM,CINCINNATI,OH 45221. CR ANTHONY RN, 1972, MANAGEMENT CONTROL S, P147 BERGSTROM RP, 1989, MANUFACTURING EN AUG, P61 BOYNTON AC, 1984, SLOAN MANAGEMENT SUM, P17 BRANCO K, 1986, P CIMTECH C SOC MANU DANIEL RH, 1961, HARVARD BUSINESS SEP, P111 DEVASCONCELLOS JAS, 1991, IND MARKET MANAG, V20, P263 FERGUSON CR, 1989, MEASURING CORPORATE HILL T, 1989, MANUFACTURING STRAGE HOFER CW, 1978, STRATEGY FORMULATION LEIDECKER JK, 1984, LONG RANGE PLANN, V17, P23 MARCH A, 1989, US MACHINE TOOL IND MIZE JH, 1987 P WORLD PROD FO, P546 PRESCOTT JE, 1987, STRATEGIC MANAGE SEP, P411 RAGHUNATHAN TS, 1989, INFORM MANAGE, V17, P157 ROCKART JF, 1979, HARVARD BUSINESS MAR, P81 SCHREIBER RR, 1989, MANUFACTURING EN MAY, P56 SHANK ME, 1985, MIS Q JUN, P121 STAUFFER RN, 1989, MANUFACTURING EN APR, P46 VASILASH GS, 1990, PRODUCTION JUL, P34 WINTER RE, 1987, WALL STREET J 0817, P1 WINTER RE, 1987, WALL STREET J 0817, P12 NR 21 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 1995 SI Sp. Iss. SI BP 36 EP 51 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA TB337 UT ISI:A1995TB33700004 ER PT J AU PADILLO, JM NUNO, JP SHUNK, DL TI ALIGNING A FIRMS MANUFACTURING STRUCTURE WITH ITS BUSINESS STRATEGY - A METHODOLOGY AND CASE-STUDY IN A MEXICAN COMPANY SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE MANUFACTURING STRATEGY; GENERIC MANUFACTURING STRUCTURE; GENERIC BUSINESS STRATEGY; MANUFACTURING PROFILE ID INNOVATION; COMPETENCE AB It has been suggested in the literature that a prerequisite for superior performance and business competitiveness is a strong fit between manufacturing and business strategy. This paper presents a diagnostic tool that determines the degree of alignment between a company's manufacturing structure and its business strategy. Implicit in this analysis is the study of the fit between the firm's product line and production processes. The types of business strategies included in this methodology are based on an adaptation of Porter's generic typologies [1], such as cost leadership and differentiation. The intended generic business strategy followed by the firm under study is identified through a survey of competitive methods. Similarly, the manufacturing structure of the business is defined by analysing manufacturing along two important dimensions: (1) process structure systemization, and (2) product line complexity. These dimensions are determined by using quantitative and qualitative manufacturing structural measures (MSMs). The overall analysis of all the MSMs yields a profile of the firm's manufacturing structure which can then be compared with the generic business strategy to determine the degree of At between the two. The methodology has been successfully tested in VILPAC, one of the largest heavy truck manufacturers of Mexico. RP PADILLO, JM, ARIZONA STATE UNIV,DEPT IND & MANAGEMENT SYST ENGN,TEMPE,AZ 85287. CR ABERNATHY WJ, 1985, RES POLICY, V14, P3 ADAM EE, 1989, J MANAGE, V15, P181 BERRY WL, 1991, J OPERATIONS MANAGEM, V10, P294 CHANDLER AD, 1962, STRATEGY STRUCTURE CLEVELAND G, 1989, DECISION SCI, V20, P655 COX T, 1989, PRODUCTION INVENTORY, P68 DESS GG, 1980, ACAD MANAGE J, V27, P467 FINE CH, 1985, INTERFACES, V15, P28 GALBRAITH JR, 1978, STRATEGY IMPLEMENTAT HAMBRICK DC, 1983, ACAD MANAGE J, V26, P5 HAYES RH, 1979, HARVARD BUSINESS JAN, P133 HAYES RH, 1984, RESTORING COMPETITIV HILL T, 1989, MANUFACTURING STRATE HOFER CW, 1978, STRATEGY FORMULATION KARNANI A, 1984, STRATEGIC MANAGE J, V5, P367 KOTHA S, 1989, STRATEGIC MANAGE J, V10, P211 LEONG GK, 1990, OMEGA-INT J MANAGE S, V18, P109 LORSCH JW, 1973, MANAGING DIVERSITY I MILES RE, 1978, ORG STRATEGY STRUCTU NUNO JP, 1988, THESIS OKLAHOMA STAT NUNO JP, 1993, INTERFACES, V23, P59 PADILLO JM, 1992, 1992 P INT ENG MAN C, P194 PADILLO JM, 1992, THESIS ARIZONA STATE PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1985, COMPETITIVE ADVANTAG PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 RICHARDSON PR, 1985, INTERFACES, V15, P15 SAATY TL, 1980, ANAL HIERARCHY PROCE SJHUNK DL, 1992, INTEGRATED PROCESS D SKINNER W, 1969, HARVARD BUSINESS MAY, P136 UTTERBACK JM, 1975, OMEGA-INT J MANAGE S, V3, P639 VOLLMANN TE, 1988, MANUFACTURING PLANNI WHEELWRIGHT SC, 1978, BUSINESS HORIZON FEB, P57 WHEELWRIGHT SC, 1984, STRATEGIC MANAGE J, V5, P77 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 1995 SI Sp. Iss. SI BP 52 EP 76 PG 25 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA TB337 UT ISI:A1995TB33700005 ER PT J AU WARNECKE, HJ HUSER, M TI THE FUTURE OF MANUFACTURING IN HIGHLY-INDUSTRIALIZED COUNTRIES - A EUROPEAN VIEW SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE COMPETITIVE STRATEGY; INDUSTRIAL POLICY; SUBSIDIES; ECONOMIC GROWTH; FACTORY LOCATION; HUMAN MANUFACTURING; ENVIRONMENTAL ISSUES; INFORMATION TECHNOLOGY AB Future scenarios for manufacturing industry are dominated by an increasing uncertainty. This uncertainty will probably be one of the main characteristics industrialized countries have to face. Rapid changes in the market position are often followed by attempts to copy the current 'winner'. This strategy, however, is short-sighted and will not offer an opportunity to regain the initiative. Support of shrinking industries by governmental policy does not provide a long-term perspective, either. As a factory location, Western Europe has to face several drawbacks in worldwide comparison. However, it provides promising opportunities, as explained in the example of Germany. Environmentally oriented technologies, as promoted by changing values and legislation, may serve as a field of economic growth. One decade's experiences with computer-supported technologies in manufacturing provide evidence that the key factor of future success will be the human resource potential. Efficient use of this resource will determine the future competition in manufacturing industries. Based on an example, the new view on the human role in manufacturing is illustrated. C1 FRAUNHOFER INST MFG ENGN & AUTOMAT,D-70569 STUTTGART,GERMANY. RP WARNECKE, HJ, FRAUNHOFER SOC,LEONRODSTR 54,D-80636 MUNICH,GERMANY. CR *I GERM EC STUD, 1991 INT WIRTSCH ZAH EDERER G, 1991, LEISE LACHELN SIEGER FRANKE H, 1991, ARBEITSWELT 2000 HOHLER G, 1992, SPIELREGELN SIEGER IMAI M, 1986, KAIZEN KEY JAPANS CO REICH R, 1991, WORK NATIONS PREPARI RILLER P, 1992, PRODUKTRUCKNAHME AUS SCHIELE OH, 1986, INDUSTRIEFORSCHUNG, V187 SCHONBRUNN, 1980, G GESCHICHTE QUELLEN WARNECKE HJ, 1993, FRACTAL CO REVOLUTIO 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 1995 SI Sp. Iss. SI BP 77 EP 93 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA TB337 UT ISI:A1995TB33700006 ER PT J AU CHIKAN, A TI CONSEQUENCES OF ECONOMIC TRANSITION ON MANUFACTURING STRATEGIES - THE CASE OF HUNGARY SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE MANUFACTURING STRATEGIES; ECONOMIC TRANSITION; COMECON COUNTRIES; EASTERN EUROPE; HUNGARY; MARKET ORIENTATION AB The paper examines a specific aspect of the changes in Eastern Europe: their effects on manufacturing, using Hungary as an example. The most important economic influencing factors are summarized first (the general decline of production, the changing microstructure and market relations, and the increased uncertainties), then - using the classical Skinner framework - the effects on the various components of manufacturing strategy are summarized: plant location and manufacturing hardware, focuses of managerial control and methodological issues are discussed. RP CHIKAN, A, BUDAPEST UNIV ECON,VERES PALNE U 36,H-1053 BUDAPEST,HUNGARY. CR CHIKAN A, 1992, MANUFACTURING STRATE, P211 CHIKAN A, 1993, GLOBAL MANUFACTURING, P341 SKINNER W, 1969, HARVARD BUSINESS MAY, P136 WHYBARK DC, 1993, GLOBAL MANUFACTURING 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 1995 SI Sp. Iss. SI BP 94 EP 104 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA TB337 UT ISI:A1995TB33700007 ER PT J AU NOREN, L NORRGREN, F TRYGG, L TI PRODUCT DEVELOPMENT IN INTERORGANIZATIONAL NETWORKS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE PRODUCT DEVELOPMENT; INTERORGANIZATIONAL NETWORKS; COOPERATIVE NETWORKS; INTERPERSONAL SKILLS; TECHNOLOGICAL INNOVATION ID INDUSTRY AB This paper presents an analysis of a product development network for concurrent development of a standard for open systems, together with the technology needed to create such a system. The network studied was the Advanced Computing Environment (ACE) initiative that originated in Silicon Valley in April 1991. It was analysed using inter-organizational network theory, and three network dimensions were identified: the stabilization network (reduction of market uncertainty), the reciprocal network (horizontal collaboration for systems development) and the efficiency network (technology sourcing). Interpersonal networks function as a mechanism for coordinating mutual adjustments among companies and are complemented by a standardization of skills (cooperative and communicative) of the network node persons. In both the technological and organizational network systems, it is the intermediate communication subsystems that thus 'bond' the network units together. C1 UNIV GOTHENBURG,DEPT PSYCHOL,S-40020 GOTHENBURG,SWEDEN. CHALMERS UNIV TECHNOL,DEPT IND MANAGEMENT & ECON,S-41296 GOTHENBURG,SWEDEN. RP NOREN, L, GOTHENBURG UNIV,SCH ECON & COMMERCIAL LAW,VASAGATAN 3,S-41124 GOTHENBURG,SWEDEN. CR AXELROD R, 1984, EVOLUTION COOPERATIO BARREYRE PY, 1988, STRATEGIC MANAGEMENT, V9, P507 CHILD J, 1987, CALIF MANAGE REV, V30, P33 ECCLES RG, 1981, J ECON BEHAV ORGAN, V2, P335 GREGORY KL, 1983, ADMIN SCI QUART, V28, P359 HAKANSSON H, 1982, INT MARKETING PURCHA HAKANSSON H, 1990, EUROPEAN MANAGEMENT, V8, P371 JARILLO JC, 1988, STRATEGIC MANAGEMENT, V9, P31 JOHNSTON R, 1988, HARVARD BUSINESS JUL, P94 JORDE TM, 1989, CALIF MANAGE REV, V31, P25 LARSSON B, 1993, INT J TECHNOLOGY MAN, V8, P39 LAWRENCE PR, 1967, ORG ENV MANAGING DIF LINDELL M, 1991, SCANDINAVIAN J MANAG, V7, P173 LORENZONI G, 1991, NETWORKS FIRMS COMPE LUKE RD, 1989, ACAD MANAGE REV, V14, P9 NORRGREN F, 1992, EIASM C MANAGEMENT N OLIVER C, 1990, ACAD MANAGE REV, V15, P241 OUCHI WG, 1988, CALIFORNIA MANAGEMEN, V30, P9 PERSSON O, 1991, THESIS GOTEBORGS U PFEFFER J, 1978, EXTERNAL CONTROL ORG PFEFFER J, 1982, ORG ORG THEORY RTYGG L, 1991, THESIS CHALMERS U TE SAXENIAN AL, 1990, CALIF MANAGE REV, V33, P89 THOMPSON JD, 1967, ORG ACTION THORELLI HB, 1986, STRATEGIC MANAGE J, V7, P37 WILLIAMSON OE, 1975, MARKETS HIERARCHIES 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 1995 SI Sp. Iss. SI BP 105 EP 118 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA TB337 UT ISI:A1995TB33700008 ER PT J AU BIANCHI, P TI SMALL AND MEDIUM-SIZED ENTERPRISES IN THE EUROPEAN PERSPECTIVE SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE SMALL AND MEDIUM-SIZED ENTERPRISES (SMES); EUROPEAN UNION INDUSTRIAL POLICY; MAASTRICHT TREATY; INTERFIRM COOPERATION; REGIONAL TRADE AGREEMENTS AB The recent White Paper on Growth, Competitiveness and Employment issued by the Commission of the European Community outlined a strategy for the development of the European economy at the turn of the century. The EC has recognized the importance of small and medium-sized enterprises (SMEs) to growth, and has implemented programs to promote them. This paper emphasizes the need to place policies regarding SMEs in a comprehensive and coherent industrial strategy which focuses on the promotion of market forces in an international context. RP BIANCHI, P, UNIV BOLOGNA,DIPARTIMENTO SCI ECON,STR MAGGIORE 45,I-40125 BOLOGNA,ITALY. CR STRUCTURAL CHANGE EC 1993, 1ST ANN REP 1993, 3RD 1992 REP APPL CO 1993, B EC SUPPLEMENT, V693 1993, COMMUNICATION COMMIS 1993, J IND STUDIES, V1, P16 BANGEMANN M, 1992, M GLOBAL CHALLENGE E BEST M, 1990, NEW COMPETITION BIANCHI P, IN PRESS BRUSCO S, 1982, CAMBRIDGE J EC DAHRENDORF R, 1988, MODERN SOCIAL CONFLI DEBRESSON, 1991, RES POLICY 1120 PIORE MJ, 1984, 2ND IND DIVIDE SEN A, 1984, RESOURCES VALUES DEV SEN A, 1985, COMMODITIES CAPABILI 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 1995 SI Sp. Iss. SI BP 119 EP 130 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA TB337 UT ISI:A1995TB33700009 ER PT J AU CSATH, M TI WHY CENTRAL AND EASTERN-EUROPE NEED A CHANGED MODERNIZATION AND DEVELOPMENT STRATEGY - THE HUNGARIAN EXPERIENCE SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE MODERNIZATION STRATEGY; ECONOMIC DEVELOPMENT; EASTERN EUROPE; CENTRAL EUROPE; HUNGARY; TRANSITION TO MARKET ECONOMY; MARKET FORCES; ECONOMIC AID AB Based on field research, this paper argues that 'classical capitalism', i.e. market forces alone, will not be able to create a modem, developed market economy in Central and Eastern Europe. To support this, the author examines the practices of foreign companies in the region, and shows how they actually contribute to the deterioration of the economic and social situation. The paper also analyses the results and problems of the foreign aid programs, demonstrating why they have not been able to contribute to a more effective knowledge transfer in the region. Finally, the paper suggests ways of thinking about government involvement and the creation of a modernization and development strategy in order to speed up the process of building market economies and avoiding social unrest in the region. RP CSATH, M, UNIV SOPRON,INST ECON & MANAGEMENT DEV,POB 132,H-9401 SOPRON,HUNGARY. CR CSATH M, 1992, FUTURE RES Q, V8 CSATH M, 1992, J STRATEGIC CHANGE, V1 CSATH M, 1992, J STRATEGIC CHANGE, V1 DRUCKER PF, 1993, POST CAPITALIST SOC 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 1995 SI Sp. Iss. SI BP 131 EP 138 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA TB337 UT ISI:A1995TB33700010 ER PT J AU ABETTI, PA SUMITA, U KIMURA, Y TI TOSHIBA INFORMATION-SYSTEMS - FROM MAINFRAMES TO LAPTOPS AND NOTEBOOK COMPUTERS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE INFORMATION SYSTEMS; TOSHIBA; LAPTOP COMPUTERS; NOTEBOOK COMPUTERS; PERSONAL COMPUTERS; NEW PRODUCT DESIGN; TECHNOLOGICAL INNOVATION; BONSAI TREE; INTRAPRENEURSHIP AB This case history describes the evolution of Toshiba's Information Systems business from 1964 to 1992 and the early transition from mainframes to personal computers. An analysis is presented of the events and key factors that contributed to the success of two major technological innovations: the first laptop personal computer, and the first fully IBM-compatible notebook computer. The European market was conquered first, then the US, finally the Japanese, Both innovations originated as 'under the table' projects of a small team of passionate Japanese engineers and marketing people, protected by their general manager from interference by headquarters. The paper describes the sharpening and focusing of Toshiba's vision for the information systems business, the resulting business and technology strategies, and the 'back to the future' design process. The roles played by functional management, general management and corporate headquarters are highlighted, and shown to be driven by the imperative of preserving and enhancing the human resources and the core competences of the business. C1 UNIV ROCHESTER,SIMON SCH,ROCHESTER,NY 14627. RP ABETTI, PA, RENSSELAER POLYTECH INST,SCH MANAGEMENT,TROY,NY 12180. CR 1991, GENERAL ELECTRIC R J, P14 ABETTI PA, 1989, LINKING TECHNOLOGY B, CH6 ABETTI PA, 1989, LINKING TECHNOLOGY B, CH7 ABETTI, COMMUNICATION BANNO H, 1991, COMMUNICATION 1107 HATAGUCHI M, 1991, COMMUNICATION 1108 KIDDER T, 1981, SOUL NEW MACHINE KOGA M, 1991, COMMUNICATION NOV KOGA M, 1991, COMMUNICATION OCT KOGA M, 1991, COMMUNICATION 1018 KOGA M, 1991, COMMUNICATION 1101 KOGA M, 1991, COMMUNICATION 1106 KOGA M, 1991, COMMUNICATION 1108 MIZOGUCHI T, 1991, COMMUNICATION 1101 MIZOGUCHI T, 1991, COMMUNICATION 1106 MIZOGUCHI T, 1991, COMMUNICATION 1108 MIZOGUCHI T, 1991, COMMUNICATION 1227 MIZOGUCHI, 1991, COMMUNICATION 1227 MIZUSHIMA K, 1991, COMMUNICATION 1106 MORONE J, 1993, WINNING HIGH TECH MA NISHIDA A, 1991, COMMUNICATION 1018 NISHIDA A, 1991, COMMUNICATION 1018 PINCHOT CF, INTRAPRENEURSHIP YAMAMOTO H, 1991, COMMUNICATIN 1108 YAMAZAKI G, 1991, COMMUNICATION 1018 NR 25 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 1995 SI Sp. Iss. SI BP 139 EP 160 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA TB337 UT ISI:A1995TB33700011 ER PT J AU BOWONDER, B MIYAKE, T TI GLOBALIZATION, ALLIANCES AND INNOVATION IN LARGE JAPANESE FIRMS - COMPETITIVE ADVANTAGES THROUGH ECONOMIES OF SCOPE SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE GLOBALIZATION; ALLIANCES; INNOVATION; COMPETITIVENESS; JAPAN; STRATEGY ID GLOBAL STRATEGY; TECHNOLOGY; MANAGEMENT; MODEL AB This paper analyses the process of creating and sustaining competitiveness used by large Japanese firms. The strategies used by these firms have been to use globalization and alliancing for strategic repositioning. They have created intrinsic competitiveness through a series of measures such as collaborative R&D, globalization of RED and horizontal innovation transfer. The internationalization of skills has been very quick, and because of this they are able to extend the core competence rapidly. The complementary use of strategic networking, globalization and innovation, along with intrinsic competitiveness, help the Japanese firms to respond to competition in an effective manner. Managerial visions, quick skill internalization, horizontal coordination and economies of scope form the basis of creating and sustaining competitiveness and these characterize the innovation system of the 1990s. C1 NEW COSMOS ELECT CO,OSAKA 532,JAPAN. RP BOWONDER, B, ADM STAFF COLL INDIA,HYDERABAD 500049,ANDHRA PRADESH,INDIA. CR 1990, TECHNO JAPAN, V23, P47 1993, J ELECTRONIC ENG, V30, P30 AOKI M, 1990, J ECON LIT, V28, P1 BARTLETT CA, 1991, STRATEGIC MANAGE J, V12, P5 BELL M, 1993, 1992 P WORLD BANK AN, P257 BOWONDER B, 1988, SCI PUBL POLICY, V15, P279 BOWONDER B, 1990, WORLD COMPETITION, V14, P37 BOWONDER B, 1992, R&D MANAGE, V22, P319 BOWONDER B, 1992, SCI PUBL POLICY, V18, P207 BOWONDER B, 1992, TECHNOL ANAL STRATEG, V4, P51 BOWONDER B, 1992, WORLD COMPETITION, V16, P41 BOWONDER B, 1993, FUTURES, V25, P757 BOWONDER B, 1993, INT J TECHNOLOGY MAN, V8, P135 BOWONDER B, 1994, CREATIVITY INNOVATIO, V3, P11 GHOSHAL S, 1987, STRATEGIC MANAGE J, V8, P425 GOLD B, 1990, INT J TECHNOLOGY MAN, P10 GOLD B, 1991, OMEGA-INT J MANAGE S, V19, P1 HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371 HARRIGAN KR, 1988, STRATEGIC MANAGEMENT, V9, P141 JANTSCH E, 1967, TECHNOLOGICAL FORECA KODAMA F, 1990, MEASURING DYNAMICS T, P40 LANGRISH J, 1972, WEALTH KNOWLEDGE LEI D, 1992, CALIF MANAGE REV, V35, P81 MASUOKA F, 1991, J ELECTRONIC ENG, V28, P25 MOWERY DC, 1993, CALIF MANAGE REV, V35, P9 NELSON RR, 1991, STRATEGIC MANAGE J, V12, P61 NONAKA I, 1990, MANAGING GLOBAL FIRM, P69 SCHUMPETER JA, 1939, BUSINESS CYCLES SMOTHERS NP, 1990, STRATEGIC MANAGE J, V11, P521 TATSUNO SM, 1990, CREATED JAPAN NR 30 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 1995 SI Sp. Iss. SI BP 161 EP 182 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA TB337 UT ISI:A1995TB33700012 ER PT J AU DODGSON, M SAKO, M SAPSED, J TI ACHIEVING COMPLEMENTARITIES OF SIZE ADVANTAGES IN NEW PRODUCT DEVELOPMENT - THE CASE OF MULTIMEDIA IN JAPAN SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE NEW PRODUCT DEVELOPMENT; LARGE-SMALL FIRM COLLABORATION; JAPAN SMES; JAPAN; INDUSTRIAL POLICY; MULTIMEDIA ID NETWORKS AB The new product development process can often benefit from inputs by large and small firms. These benefits are often difficult to achieve as both large and small firms have particular problems in working cooperatively with one another. Effective large-small firm collaboration in new product development is more easily achieved where, as in Japan, institutions and government policies exist to facilitate communications between potential partners, converge expectations of large and small firms, and overcome some of the cost constraints and uncertainties facing new partnerships. By analysing the emergence of multimedia technology in Japan it is shown that large-small firm collaboration in new product development is valuably supported by a variety of institutional arrangements. RP DODGSON, M, AUSTRALIAN NATL UNIV,MANAGING BUSINESS ASIA PROGRAM,CANBERRA,ACT 0200,AUSTRALIA. CR 1992, SMALL BUSINESS JAPAN *EC PLANN AG, 1990, KEIZ HAK AOKI M, 1988, INFORMATION INCENTIV BOWONDER B, 1993, INT J TECHNOLOGY MAN, V8, P135 CLARK J, 1993, MANAGING NEW PRODUCT, P83 CLARK KB, 1989, J ENG TECHNOL MANAGE, V6, P25 DODGSON M, 1993, TECHNOLOGICAL COLLAB DORE R, 1983, SOCIAL SOURCES WILL FELDMAN T, 1991, MULTIMEDIA 1990S FOZ Y, 1988, COOPERATIVE STRATEGI FREEMAN C, 1991, RES POLICY, V20, P499 FRUIN M, 1992, JAPANESE ENTERPRISE FURUKAWA K, 1990, INT J TECHNOLOGY MAN, V5, P27 HULL F, 1991, J ENG TECHNOLOGY MAN, V8, P37 IMAI K, 1985, UNEASY ALLIANCE MANA IMAI K, 1990, JAPANS EC STRUCTURE ITOH M, 1994, SMALL MEDIUM ENTERPR KAMATH R, 1990, J ENG TECHNOLOGY MAN, V7, P11 LEVY J, 1991, STRATEGIC PARTNERSHI MANSFIELD E, 1988, AM EC REV, V78 NELSON R, 1993, NATIONAL INNOVATION ROBERTS J, 1992, REWORKING WORLD ORG ROTHWELL R, 1992, R D MANAGEMENT, V22 ROTHWELL R, 1993, INT J TECHNOL MANAGE, P8 SAKO M, 1992, PRICES QUALITY TRUST SAKO M, 1993, JUN IMVP ANN SPONS B SAXENIAN AL, 1991, RES POLICY, V20, P423 SHAPIRA P, 1992, ISSUES SCI TECHNOL, V8, P66 SUBRAMANIAN SK, 1991, J ENG TECHNOLOGY MAN, V8, P313 THORBURN J, 1993, NATL WESTM BANK FEB, P2 WAKASUGI R, 1992, RES POLICY, V21, P1 WOMACK J, 1990, MACHINE CHANGED WORL NR 32 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 1995 SI Sp. Iss. SI BP 183 EP 205 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA TB337 UT ISI:A1995TB33700013 ER PT J AU KONO, T TI INTRODUCING MANAGEMENT SCIENCE TO ENTERPRISES IN THE PEOPLES-REPUBLIC-OF-CHINA SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE CHINESE STATE OWNED ENTERPRISES; PEOPLES REPUBLIC OF CHINA; MODERN MANAGEMENT SCIENCE AB In recent years the People's Republic of China has taken big strides in its economic development. However, it has become increasingly obvious that many state-owned enterprises are finding it difficult to cope with the pace of economic development. The government has embarked on adoption of measures to encourage changes within state-owned enterprises so that they can live up to ideals of a 'Socialist market economy'. In order to introduce principles of competition, some state-owned enterprises are divided up while others are grouped together. Also, privatization of shareholding of state-owned enterprises is on the way as a means to introduce democracy in management. The writer, however, does not regard Chinese state-owned enterprises as being capable of revitalizing themselves unless qualitative improvement in workers' abilities and scientific methods in management are introduced. In this regard, the writer wishes to recommend that modern management science be applied to China's state owned enterprises. RP KONO, T, SANKYU RES & CREATE CO LTD,MINATO KU,MITA KOKUSAI BLDG,4-28 MITA 1 CHOME,TOKYO,JAPAN. 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 1995 SI Sp. Iss. SI BP 206 EP 212 PG 7 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA TB337 UT ISI:A1995TB33700014 ER PT J AU REBENTISCH, ES FERRETTI, M TI A KNOWLEDGE ASSET-BASED VIEW OF TECHNOLOGY-TRANSFER IN INTERNATIONAL JOINT VENTURES SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE JOINT VENTURES; TECHNOLOGY TRANSFER; INTERNATIONAL MANAGEMENT; SLACK RESOURCES; CORE COMPETENCE ID R-AND-D; MEDIA RICHNESS; ELECTRONIC MAIL; INNOVATION; COMMUNICATION; ORGANIZATION; INFORMATION; IMPLEMENTATION; ADOPTION; PERSPECTIVE AB An integrated framework of the technology transfer process is proposed, developed from insights gained in the study of two international joint ventures. With it we try to address such questions as how much effort is required to transfer different types of technologies and what impact the organization's existing competencies or capabilities might have on that process. The framework depicts the organization as a collection of various types of embodied knowledge such as technology, operating procedures, and organizational structure. Differences between firms result from the different combinations of embodied knowledge types that are used to accomplish organizational ends, Technology transfer is considered here to be the transfer of these embodied knowledge assets between organizations. Four categories, Transfer Scope, Transfer Method, Knowledge Architecture, and Organizational Adaptive Ability, describe important elements of the transfer process, Transfer Scope describes the extent of embodied information being transferred. Transfer Method describes the approaches used to transfer the technology. Knowledge Architecture describes the structure and the interdependencies between the firm's knowledge assets. Organizational Adaptive Ability describes an organization's ability to change its knowledge architecture over time. Finally, relationships between the categories are proposed, The discussion of those proposed relationships offers insights into the nature of the technology transfer process. It also suggests implications for practitioners involved in technology transfer, as well as for academics interested in future research in this area. C1 UNIV PADUA,FAC INGN,PADUA,ITALY. RP REBENTISCH, ES, MIT,SLOAN SCH MANAGEMENT,50 MEM DR,ROOM E52-539,CAMBRIDGE,MA 02139. CR ALLEN T, 1988, R&D MANAGE, V18, P295 ALLEN TJ, 1971, TECHNOL REV, V73, P2 ALLEN TJ, 1977, MANAGING FLOW TECHNO ALLEN TJ, 1979, ACAD MANAGE J, V22, P694 AOKI M, 1990, J ECON LIT, V28, P1 ARROW KJ, 1974, LIMITS ORG ATTEWELL P, 1992, ORGAN SCI, V3, P1 BARLEY SR, 1986, ADMIN SCI QUART, V31, P78 BOURGEOIS LJ, 1981, ACAD MANAGE REV, V29, P29 BROWN JS, 1991, ORGAN SCI, V2, P40 BURNS T, 1966, MANAGEMENT INNOVATIO CARTER C, 1959, J IND ECON, P87 CHAKRABARTI AK, 1989, R&D MANAGE, V19, P161 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 CONNER KR, 1991, J MANAGE, V17, P121 CONSTANT EW, 1980, ORIGINS TURBOJET REV DAFT RL, 1986, MANAGE SCI, V32, P554 DAFT RL, 1987, MIS Q, V11, P334 DAVID PA, 1992, IND CORP CHANGE, V1, P129 DEAN JW, 1984, DECIDING INNOVATE FI DEMEYER A, 1991, SLOAN MANAGEMENT SPR, P49 DEWAR RD, 1986, MANAGE SCI, V32, P1422 DOWNS GW, 1976, ADM SCI Q, V21, P700 EGELHOFF WG, 1991, JUN E AC MAN NIC ETTLIE JE, 1976, IEEE T ENG MANAGE, V23, P62 ETTLIE JE, 1979, MANAGE SCI, V25, P429 ETTLIE JE, 1984, MANAGE SCI, V30, P682 FRIEDMAN P, 1979, J EC BUSINESS WIN, P103 GALBRAITH JR, 1974, INTERFACES, V4, P28 GIDDENS A, 1984, CONSTITUTION SOC HALL GR, 1970, TECHNOLOGY FACTOR IN, P305 HAMEL G, 1989, HARVARD BUSINESS JAN, P133 HARRIGAN KR, 1988, STRATEGIC MANAGEMENT, V9, P141 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HUGHES TP, 1983, NETWORKS POWER ELECT ITAMI H, 1987, MOBILIZING INVISIBLE JERVIS P, 1975, IEEE T ENG MANAGE, V22, P19 JONES JW, 1989, J MANAGEMENT INFORMA, V5, P71 KATZ R, 1982, R&D MANAGE, V12, P7 KAZANJIAN RK, 1986, HUMAN RESOURCE MANAG, V25, P385 KEDIA BL, 1988, ACAD MANAGE REV, V13, P559 KELLER RT, 1994, ACAD MANAGE J, V37, P167 KILLING P, 1980, COLUMBIA J WORLD FAL, P38 KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319 LARSON EW, 1988, J PROD INNOVAT MANAG, V5, P180 LAWRENCE PR, 1967, ORG ENV MANAGING DIF LEONARDBARTON D, 1988, RES POLICY, V17, P251 MEYER AD, 1982, ADM SCI Q, V27, P515 NADLER DA, 1988, READINGS MANAGEMENT, P469 NELSON RR, 1982, EVOLUTIONARY THEORY ORLIKOWSKI WJ, 1992, ORGAN SCI, V3, P398 OUCHI WG, 1987, CALIFORNIA MANAGEMEN, V30, P9 OUNJIAN ML, 1987, IEEE T ENG MANAGE, V34, P194 PELZ DC, 1982, HUMAN SYSTEMS MANAGE, V3, P173 PELZ DC, 1983, KNOWLEDGE, V5, P3 PELZ DC, 1985, KNOWLEDGE, V6, P261 RICE RE, 1980, KNOWLEDGE CREATION D, V1, P499 RICE RE, 1987, J COMMUN, V37, P65 RICE RE, 1990, J MANAGE STUD, V27, P195 ROBERTS E, 1979, RES MANAGE, V22, P27 ROBERTS EB, 1978, INNOVATION TECHNOLOG, V30, P35 ROBERTS EB, 1981, SLOAN MANAGEMENT SPR, P19 ROGERS EM, 1983, ELEMENTS DIFFUSION SCHMITZ J, 1991, COMMUN RES, V18, P487 SIMON HA, 1973, ADM BEHAVIOR SOUDER WE, 1989, RES TECHNOL MANAGE, V32, P38 TEECE DJ, 1992, UCB692 WORK PAP TEZUKA H, 1991, THESIS MIT SLOAN SCH THOMAS RJ, 1994, WHAT MACHINES CANT D TORNATZKY LG, 1982, IEEE T ENG MANAGE, V29, P28 TREVINO LK, 1987, COMMUN RES, V14, P553 TREVINO LK, 1990, MANAGEMENT COMMUNICA, V4, P176 TUSHMAN M, 1978, ACAD MANAGE J, V21, P624 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 TYRE MJ, 1991, ORG SCI, V2, P1 TYRE MJ, 1991, RES POLICY, V22, P57 VALACICH JS, 1993, COMMUN RES, V20, P249 WALTON RE, 1987, HARVARD BUSINESS MAR, P98 NR 78 TC 8 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUL PY 1995 VL 12 IS 1-2 BP 1 EP 25 PG 25 SC Engineering, Industrial GA RV782 UT ISI:A1995RV78200001 ER PT J AU SMALL, MH CHEN, IJ TI INVESTMENT JUSTIFICATION OF ADVANCED MANUFACTURING TECHNOLOGY - AN EMPIRICAL-ANALYSIS SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE ADVANCED MANUFACTURING TECHNOLOGY; INVESTMENT JUSTIFICATION; TECHNOLOGY MANAGEMENT ID SYSTEMS; AUTOMATION AB This study surveys the usage of various justification activities in plants that have adopted advanced manufacturing technology (AMT). Relationships between the usage of these activities and the level of performance of AMT projects are also determined. Our findings suggest that justification approaches and justification criteria preference help to explain the adoption of the more integrated technologies. However, the number of functional departments involved in AMT justification activities is more effective in explaining project performance than the other justification activities. Our results also indicate that the majority of plants are not utilizing discounted cash-flow and probabilistic techniques. This study provides some insights into the formation of decision making teams for the justification process. Future research directions in this area are also suggested. C1 CLEVELAND STATE UNIV,COLL BUSINESS ADM,DEPT OPERAT MANAGEMENT & BUSINESS STAT,CLEVELAND,OH 44115. CR 1989, SMR881 US DEP COMM 1990, WARDS BUSINESS DIREC 1992, STANDARD POORS REGIS 1992, THOMAS REGISTER AM M AGGARWAL R, 1991, MANAGE FINANC, V17, P77 AMOAKOGYAMPAH K, 1989, TECHNOVATION, V9, P479 ATTARAN M, 1989, BUS HORIZONS, V32, P80 ATTARAN M, 1992, INFORMATION SYSTEMS, V9, P44 BADIRU AB, 1991, COMPUT IND ENG, V21, P29 BOADEN RJ, 1990, IEEE T ENG MANAGE, V37, P291 BOER H, 1990, INT J OPER PROD MAN, V10, P5 CHEN FF, 1991, IEEE T ENG MANAGE, V38, P33 CURTIS DA, 1987, J MANUF SYST, V6, P325 DEMEYER A, 1990, INT J OPER PROD MAN, V10, P120 DOLL JW, 1987, MIS Q, V10, P205 DORNAN SB, 1987, PRODUCTION, V99, P30 FALK DA, 1990, FOREST ECOL MANAG, V35, P91 FINNIE J, 1988, ACCOUNTING BUSINESS, V18, P133 FOTSCH R, 1984, INT J PROD RES, V20, P169 GOLD B, 1988, SLOAN MGMT REV, V30, P19 GOLDHAR JD, 1985, INTERFACES, V15, P94 HODDER JE, 1985, HARVARD BUS REV, V63, P128 HUANG PY, 1990, IEEE T ENG MANAGE, V37, P102 JENKINS K, 1985, SW J BUS EC, V5, P30 KAKATI M, 1991, ENG COST PROD ECON, V21, P203 KAPLAN RS, 1984, HARVARD BUS REV, V62, P95 KAPLAN RS, 1986, HARVARD BUS REV, V64, P87 KULATILAKA N, 1984, INT J PROD RES, V22, P949 MCDANIEL JR, 1989, THESIS U MASSACHUSET MEREDITH JR, 1986, INT J PROD RES, V24, P1043 MEREDITH JR, 1987, INTERFACES, V17, P51 MEREDITH JR, 1987, SLOAN MANAGE REV, V28, P49 MEREDITH JR, 1988, IEEE T ENG MANAGE, V35, P3 NUNNALLY JC, 1978, PSYCHOMETRIC THEORY PADMANABHAN S, 1989, J MANUF SYST, V8, P195 PARK CS, 1988, ENG ECON, V34, P1 PRIMROSE PL, 1987, COST MGMTT SUMM, P34 PRIMROSE PL, 1991, INVESTMENT MANUFACTU RANTA J, 1990, INT J FLEX MANUF SYS, V2, P169 ROTH AV, 1991, DECISION SCI, V22, P308 SLAGMULDER R, 1992, INT J OPER PROD MAN, V12, P168 SLAGMULDER R, 1992, INTEGRATED MANUFACTU, V3, P4 SMITH RD, 1983, J SYST MANAGE, V34, P22 SONI RG, 1990, COMPUT IND ENG, V19, P210 SURESH NC, 1985, J MANUF SYST, V4, P117 SWAMIDASS PM, 1991, J MANUF SYST, V9, P181 SWANN K, 1990, MANAGE DECIS, V28, P20 SWANN K, 1990, MANAGE DECIS, V28, P27 VOSS CA, 1988, INT J TECHNOL MANAGE, V3, P285 VRAKKING WJ, 1989, J MANAGEMENT CONSULT, V5, P17 WABALICKIS RN, 1988, J MANUF SYST, V7, P175 WOMACK JP, 1991, MACHINE CHANGED WORL NR 52 TC 26 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUL PY 1995 VL 12 IS 1-2 BP 27 EP 55 PG 29 SC Engineering, Industrial GA RV782 UT ISI:A1995RV78200002 ER PT J AU HURLEY, RF TI GROUP CULTURE AND ITS EFFECT ON INNOVATIVE PRODUCTIVITY SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE INNOVATION; CULTURE; DECISION MAKING; CAREER DEVELOPMENT; SCIENCE AND TECHNOLOGY ID DETERMINANTS; METAANALYSIS; WORK AB In this study, the concept of internal receptivity to new ideas and innovation, termed innovativeness, was explored as an aspect of group culture. The connection between innovative productivity and culture was tested empirically at the group level of analysis. Innovativeness was hypothesized to effect innovative productivity (e.g., the number of new technical innovations adopted), and it was hypothesized to be related to beliefs about four other dimensions of group culture: decision making, power sharing, support and collaboration, and an emphasis on developing people and careers. This study included 8,969 individuals located in 38 groups in a large research and development agency of the United States Government. Results confirmed the hypothesized relationship between innovativeness of the culture and innovative productivity. After controlling for structural properties (i.e., size of group and work force composition), higher levels of innovativeness were significantly associated with greater innovative productivity; further, groups with cultures that emphasized people and career development and participative decision making were associated with higher levels of cultural innovativeness. RP HURLEY, RF, FORDHAM UNIV,GRAD SCH BUSINESS,TARRYTOWN,NY 10591. CR ABBEY A, 1983, ACAD MANAGE J, V26, P362 AIKEN M, 1971, SOCIOLOGY, V5, P63 ANGLE HL, 1989, RES MANAGEMENT INNOV, P135 BADAWY MK, 1988, RES TECHNOL MANAGE, V31, P19 BARNETT HG, 1953, INNOVATION BASIS CUL BIGONESS WJ, 1981, ACAD MANAGE J, V24, P64 BURKE WW, 1989, ANN DEV HUMAN RESOUR BURKE WW, 1989, CULTURE INSTRUMENT BURNS T, 1961, MANAGEMENT INNOVATIO CAPON N, 1990, MANAGE SCI, V36, P1143 CUMMINGS L, 1965, ACAD MANAGE J, V3, P220 DAFT RL, 1978, INNOVATION ORG DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 DEWAR RD, 1986, MANAGE SCI, V32, P1422 DOWNS GW, 1976, ADM SCI Q, V21, P700 DUNEGAN D, 1992, IEEE T ENG MANAGEMEN, V39 EISENBERGER R, 1990, J APPL PSYCHOL, V75, P51 ETTLIE JE, 1983, ACAD MANAGE J, V26, P27 FELDMAN S, 1989, J MANAGEMENT STUDIES, V26 GHOSHAL S, 1988, J INT BUSINESS FAL GIBB JR, 1972, CLIMATE CREATIVITY, P23 GUNDRY LK, 1994, ORG DYNAMICS SPR, P22 HAISS PR, 1990, CULTURAL INFLUENCES HARRIS SG, 1989, P ACADEMY MANAGEMENT HOFFMAN R, 1993, J MANAGMENT, V19 JAMES LR, 1982, J APPL PSYCHOL, V67, P219 KANTER RM, 1983, CHANGE MASTERS KATZ R, 1981, R&D MANAGE, V11, P103 KING N, 1990, INNOVATION CREATIVIT, P81 KOTTER J, 1992, CULTURE PERFORMANCE MAGRATH AJ, 1992, PLANNING REV, V20, P12 MANSFIELD E, 1963, Q J ECON, V77, P290 MANSFIELD E, 1988, MANAGEMENT SCI, V34 MCGINNIS MA, 1983, J BUS STRAT, V4, P59 NORD WR, 1987, IMPLEMENTING ROUTINE PEDHAZUR EJ, 1979, MULTIPLE REGRESSION PEIRCE JL, 1977, ACAD MANAGE J, V2, P27 PORTER LW, 1975, BEHAVIOR ORG QUINN JB, 1988, READINGS MANAGEMENT SALANCIK GR, 1978, ADM SCI Q, V23, P224 SCHEIN EH, 1985, ORG CULTURE LEADERSH SCHNEIDER B, 1983, PERS PSYCHOL, V36, P19 SCHNEIDER SC, 1989, ORGAN STUD, V10, P149 SCOTT SG, 1994, ACADEMY MANAGEMENT J, V37 SENGE PM, 1990, SLOAN MANAGEMENT REV, V32 SHEPARD HA, 1967, J BUS, V40, P470 SIEGEL SM, 1978, J APPL PSYCHOL, V63, P553 TABACHNICK BG, 1989, USING MULTIVARIATE S THOMPSON VA, 1965, ADM SCI Q, V5, P1 VANDEVEN A, 1986, MANAGEMENT SCI, V32 VANMAANEN J, 1985, ORG CULTURE, P31 WALDMAN D, 1991, J HIGH TECHNOLOGY MA, V2, P169 WEST MA, 1989, SOC BEHAV, V4, P15 NR 53 TC 5 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUL PY 1995 VL 12 IS 1-2 BP 57 EP 75 PG 19 SC Engineering, Industrial GA RV782 UT ISI:A1995RV78200003 ER PT J AU GALES, L MANSOURCOLE, D TI USER INVOLVEMENT IN INNOVATION PROJECTS - TOWARD AN INFORMATION-PROCESSING MODEL SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE USER INVOLVEMENT; INFORMATION PROCESSING; INNOVATION MANAGEMENT ID PRODUCT DEVELOPMENT; WORK CHARACTERISTICS; EMPIRICAL-ANALYSIS; VERBAL REPORTS; TECHNOLOGY; ORGANIZATION; STRATEGY; ENVIRONMENTS; COMMUNICATION; PERSPECTIVES AB This study examines user involvement at the project level as a specific form of information processing. The information processing perspective (Daft and Lengel, 1984, Daft and Lengel, 1986; Galbraith, 1977; Tushman and Nadler, 1980) provides a robust framework for understanding the rationale and dynamics of user involvement in innovations, and complements existing work in this phenomenon (Alien, 1977; Ives and Olson, 1984; Foxall and Johnston, 1987; von Hippel, 1976, 1977a, 1977b, 1981, 1988). Information processing provides the foundation for development of a contingency model of user involvement that emphasizes the importance of matching involvement to known and unknown uncertainty in projects and to the environmental context. In investigating the relationship between user involvement, organizational context and performance in 44 innovation projects, we found that the frequency of user involvement and number of users contacted increased as projects progressed from idea generation to commercialization. We also found that specific measures of uncertainty were related to user involvement. Additionally, we found a significant interaction between known uncertainty and frequency of user involvement with respect to project performance. Implications of these findings for project management and theory development are discussed. RP GALES, L, UNIV CINCINNATI,COLL BUSINESS ADM,DEPT MANAGEMENT,POB 210165,CINCINNATI,OH 45221. CR ALDRICH HE, 1979, ORG ENV ALDRICH JH, 1984, LINEAR PROBABILITY L ALLEN TJ, 1977, MANAGING FLOW TECHNO ALLEN TJ, 1979, ACAD MANAGE J, V22, P694 ALLEN TJ, 1986, IEEE T ENG MANAGE, V33, P212 ALLEN TJ, 1990, ORG COMMUNICATION TE, P275 ANCONA DG, 1987, ADV IND LABOR RELATI, V4, P199 CLARK KB, 1989, J ENG TECHNOL MANAGE, V6, P25 CLARK KB, 1989, MANAGE SCI, V35, P1247 COOPER RG, 1980, EUR J MARKETING, V14, P272 DAFT RL, 1981, ADM SCI Q, V26, P207 DAFT RL, 1984, RES ORG BEHAVIOR, V9 DAFT RL, 1986, MANAGE SCI, V32, P554 DEAN JW, 1990, J ENG TECHNOLOGY MAN, V7, P129 DEAN JW, 1992, ORGAN SCI, V3, P203 DEAN JW, 1993, J MANAGE STUD, V30, P587 DEMEYER A, 1983, R D MANAGE, V13, P15 DESS GG, 1984, ADMIN SCI QUART, V29, P52 DEWAR RD, 1986, MANAGE SCI, V32, P1422 DOWNS GW, 1976, ADM SCI Q, V21, P700 DUNCAN RB, 1972, ADM SCI Q, V17, P313 ELLSBERG D, 1961, Q J ECON, V75, P643 ERICSSON KA, 1980, PSYCHOL REV, V87, P215 ETTLIE JE, 1980, DECISION SCI, V11, P648 ETTLIE JE, 1984, MANAGE SCI, V30, P682 FAIRHURST GT, 1984, HUM COMMUN RES, V11, P272 FELDMAN MS, 1981, ADM SCI Q, V26, P171 FISCHER WA, 1980, TIMS STUDIES MANAGEM, V15, P67 FISHBEIN M, 1975, BELIEF ATTITUDE INTE FOXALL G, 1987, TECHNOVATION, V6, P77 FOXALL GR, 1984, CORPORATE INNOVATION GALBRAITH JR, 1977, ORG DESIGN GALE RP, 1992, BONE MARROW TRANSPL, V9, P303 GERSICK CJG, 1988, ACAD MANAGE J, V31, P9 GERSTENFELDER A, 1980, MANAGE SCI, V26, P165 GRANOVETTER MS, 1973, AM J SOCIOL, V78, P1360 HUBER GP, 1984, MANAGE SCI, V30, P928 HUBER GP, 1985, ACAD MANAGE J, V28, P943 IVES B, 1984, MANAGE SCI, V30, P586 KANTER RM, 1988, RES ORG BEHAVIOR, V10 KELLER RT, 1994, ACAD MANAGE J, V37, P167 KIESLER S, 1982, ADM SCI Q, V27, P548 LEONARDBARTON D, 1988, RES POLICY, V17, P251 LIND MR, 1991, ORGAN SCI, V2, P195 LINK AN, 1987, ECON LETT, V23, P295 MANKIN D, 1985, J ORGAN BEHAV MANAGE, V6, P1 MARCH J, 1958, ORGANIZATIONS MARCH JG, 1987, MANAGE SCI, V33, P1404 MARTIN MJC, 1983, EUROPEAN J OPERATION, V14, P221 MCCARDLE KF, 1995, MANAGE SCI, V31, P1372 MEYER MW, 1972, AM SOCIOL REV, V37, P434 MILLIKEN GA, 1989, ANAL MESSY DATA, V1 MOWERY DC, 1989, CALIF MANAGE REV, V32, P107 NEWMAN M, 1990, INFORMATION SYSTEMS, V1, P89 NISHBETT RE, 1977, PSYCHOL REV, V84, P231 PARKINSON ST, 1982, R&D MANAGE, V12, P123 PERROW C, 1967, AM SOCIOL REV, V16, P194 PFEFFER J, 1978, EXTERNAL CONTROL ORG ROTHWELL R, 1974, RES POLICY, V3, P258 SCHROEDER R, 1986, RES MANAGEMENT INNOV SHARFMAN MP, 1991, J MANAGE, V17, P681 SIMON HA, 1976, ADM BEHAVIOR SMITH ER, 1978, PSYCHOL REV, V85, P355 SOUDER WE, 1986, MANAGING NEW PRODUCT STEELE LW, 1989, MANAGING TECHNOLOGY TAKEUCHI H, 1986, HARVARD BUS REV, V64, P137 TERREBERRY S, 1968, ADM SCI Q, V12, P590 THOMPSON JD, 1967, ORG ACTION TICHY NM, 1979, ACAD MANAGE REV, V4, P507 TOSSI H, 1973, ADM SCI Q, V18, P27 TUSHMAN M, 1978, ACAD MANAGE J, V21, P624 TUSHMAN ML, 1979, ADM SCI Q, V24, P82 TUSHMAN ML, 1980, TIMS, P91 TYRE MJ, 1989, MIT311090BPS SLOAN S TYRE MJ, 1992, ORGAN SCI, V3, P301 UTTERBACK JM, 1974, SCIENCE, V183, P620 VANDEVEN AH, 1980, MEASURING ASSESSING VENKATRAMAN N, 1989, ACAD MANAGE REV, V14, P423 VONHIPPEL E, 1976, RES POLICY, V5, P240 VONHIPPEL E, 1977, IEEE T ENG MANAGE, V24, P60 VONHIPPEL E, 1977, IND MARKET MANAG, V6, P163 VONHIPPEL E, 1981, CORPORATE STRATEGY P, P239 VONHIPPEL E, 1988, SOURCES INNOVATION VONHIPPEL E, 1989, RES TECHNOLOGY M MAY, P24 VONHIPPEL E, 1990, RES POLICY, V19, P407 WEICK KE, 1979, SOCIAL PSYCHOL ORG WHITE P, 1980, PSYCHOL REV, V87, P105 WHITLEY R, 1974, HUM RELAT, V24, P161 WILLIAMSON OE, 1981, AM J SOCIOL, V87, P548 WITHEY M, 1983, ACAD MANAGE J, V26, P45 NR 90 TC 8 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUL PY 1995 VL 12 IS 1-2 BP 77 EP 109 PG 33 SC Engineering, Industrial GA RV782 UT ISI:A1995RV78200004 ER PT J AU MARTINSONS, MG TSENG, CS TI HIGH-TECHNOLOGY MANAGEMENT IN CHINA - A CASE-STUDY OF THE SHANGHAI SUCCESS STORIES SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGY TRANSFER; HIGH-TECHNOLOGY MANAGEMENT; QUALITY CONTROL; PEOPLES REPUBLIC OF CHINA; SHANGHAI; STRATEGIC MANAGEMENT; JOINT VENTURES ID JOINT VENTURES; RISKS; EAST; WEST AB An Open Door Policy has encouraged foreign direct investment (FDI) into the People's Republic of China (PRC) since the late 1970s. Cultural affinities and geographic proximities help to explain the dominant investment role of the Nanyang Chinese to date. The PRC is now actively seeking greater participation from Western and Japanese firms, Their technology is deemed critical for further modernization in China, Higher-technology firms are being lured to Shanghai, a city with a cosmopolitan past, a solid industrial tradition and a strategic location. In their own cross-cultural research venture, the authors examined seven pioneering higher-technology joint ventures in greater Shanghai. Each has a Western partner and has achieved success by designing, realizing and maintaining a delicate venture-level equilibrium within a dynamic macroenvironment. These exemplars are used to provide high-technology venturers in liberalizing economies with a comprehensive and empirically-based prescription for success. C1 PACIFIC RIM INST STUDIES & MANAGEMENT,VANCOUVER,BC,CANADA. SHANGHAI UNIV ECON & FINANCE,SHANGHAI,PEOPLES R CHINA. RP MARTINSONS, MG, CITY UNIV HONG KONG,FAC BUSINESS,83 TAT CHEE AVE,KOWLOON,HONG KONG. CR 1986, SURVEY 81 CHINESE FO 1992, ECONOMIST 1128, SS1 1993, BUSINESS CHINA 1213, P11 1993, BUSINESS CHINA 1213, P4 1993, ECONOMIST 0220, P73 1994, RPORTS MINISTRY FORE BAIRD IS, 1990, INT J MANAGEMENT ORG, V20, P125 BALDINGER P, 1992, CHINA BUS REV, V19, P13 BORGONJON J, 1992, CHINA BUS REV, V19, P12 CHAN HL, 1991, CHINAS ROAD FREE ENT CHEN E, 1992, FAR E EC REV, V155, P64 CHEN JH, 1993, DEV POLICY REV, V11, P167 CHOW IH, 1992, J GEN MANAGE, V17, P53 CLIFFORD M, 1993, FAR E EC REV, V156, P76 DAVIDSON WH, 1987, CALIF MANAGE REV, V29, P77 DEBRUIJN EJ, 1993, RES TECHNOL MANAGE, V36, P17 DENG SP, 1990, SHULIANG JINGJI JISH, V11, P22 EARLEY PC, 1993, ACAD MANAGE J, V36, P319 GIBSON DV, 1991, J ENG TECHNOL MANAGE, V8, P287 HENDRYX SR, 1986, COLUMBIA J WORLD BUS, V21, P57 HICKS G, 1989, ASIAN PACIFIC EC LIT, V3, P35 HU GS, 1990, INT J TECHNOLOGY MAN, V5, P241 HUI S, 1993, CHINA BUS REV, V20, P21 JIANG WB, 1993, J MANUF SYST, V12, P204 JIANG ZM, 1992, BEIJING REV, V35, P9 KAYE L, 1992, FAR E EC REV, V155, P50 KILLING JP, 1980, STREATEGIES JOINT VE KRAAR L, 1993, FORTUNE, V128, P86 KRUGMAN P, 1994, FOREIGN AFF, V73, P62 LOCKETT M, 1988, ORGAN STUD, V9, P475 LORANGE P, 1992, LONG RANGE PLANN, V25, P10 LYONS MP, 1990, LONG RANGE PLANN, V24, P130 MACKIE JAC, 1992, ASIAN PACIFIC EC LIT, V6, P41 MARTINSONS MG, 1988, J TECHNOLOGY MANAGEM, V15, P131 MARTINSONS MG, 1992, INT J TECHNOLOGY MAN, V7, P359 MARTINSONS MG, 1992, STRATEGY MAKING POST MARTINSONS MG, 1993, JOINT VENTURING SHAN MARTINSONS MG, 1993, MANAGE DECIS, V31, P4 MCGILL P, 1993, EUROMONEY, V41, P57 NEWMAN WH, 1992, CALIF MANAGE REV, V35, P68 PARK JH, 1993, BUSINESS EC, V28, P51 QIN S, 1992, ASIAN SURV, V32, P1125 REDDING SG, 1990, SPIRIT CHINESE CAPIT ROSSER MV, 1990, INT J SOC ECON, V17, P22 SELWYN M, 1990, ASIAN BUSINESS, V26, P31 SHAN WJ, 1991, J INT BUS STUD, V22, P555 SHENKAR O, 1990, LONG RANGE PLANN, V23, P82 SIMON DF, 1988, MIDATLANTIC J BUSINE, V25, P35 STEWART S, 1988, INT J TECHNOLOGY MAN, V3, P167 TANZER A, 1992, FORBES, V150, P42 TEAGARDEN MB, 1990, INT STUDIES MANAGEME, V20, P99 WANG X, 1993, ASIAN TECHNOLOGY REV, V3, P145 WEMPLE EC, 1992, CHINA BUS REV, V19, P30 WESTWOOD RI, 1992, ORG BEHAVIOUR SE ASI WHITCOMB VL, 1992, CHINA BUS REV, V19, P39 WOLFF A, 1989, INT J TECHNOLOGY MAN, V4, P449 WOODWARD DG, 1993, LONG RANGE PLANN, V26, P83 YAU OHY, 1993, CONSUMER BEHAVIOUR C YIN ZS, 1990, THESIS NEW YORK U ZHAO LM, 1991, THESIS CASE W U US ZHENG C, 1994, TELECOMMUN POLICY, V18, P236 NR 61 TC 9 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUL PY 1995 VL 12 IS 1-2 BP 111 EP 137 PG 27 SC Engineering, Industrial GA RV782 UT ISI:A1995RV78200005 ER PT J AU DEBANDT, J TI RESEARCH AND INNOVATION - EVALUATION PROBLEMS AND PROCEDURES AT DIFFERENT LEVELS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE EVALUATION METHODS AND PROCEDURES; INFORMATIONAL ACTIVITIES; INNOVATION PROCESSES; RESEARCH AND INNOVATION AB Evaluation problems and procedures are very diverse, because of the multidimensionality of research and innovation activities and processes. Account must be taken of the interdependence between the progress of knowledge concerning these activities and the evaluation instruments and procedures at the operational level. Some aspects of the evaluation problems are highlighted. It is first shown that the evaluation problems in the field of research and innovation are not exceptional, but are similar to those which are raised in all the informational service activities, because of the very nature of the 'production process'. The emphasis is then put on the close interrelations between the decentralized and the collective or systemic dimensions of research and innovation processes. The fact is finally stressed that evaluations can be made at very different levels and that because of the multidimensionality stressed above, most evaluations are only partial. RP DEBANDT, J, UNIV NICE SOPHIA ANTIPOLIS,CNRS,LATAPSES,250 AVE A EINSTEIN,F-06560 VALBONNE,FRANCE. CR ABERNATH W, 1988, TECHNOLOGY REV JUL BERNSTEIN J, 1989, J IND EC, V37 BRESNAHAN T, 1986, AM EC REV, V76 COHEN W, 1989, EC J, V99 DASGUPTA, 1987, EC THEORY TECHNOLOGY DEBANDT J, 1977, NOV SEM GEST CAMB TE DEBANDT J, 1991, EVALUATION EC RECHER DEBANDT J, 1994, IN PRESS ECONOMICA P DEBANDT J, 1994, RELATIONS SERVICES M FORAY D, 1987, ANAL SYSTEMES, V13 GIARD V, 1993, ECONOMICA PARIS GIARINI O, 1993, LIMITS CERTAINTY FAC MANSFIELD E, 1968, IND RES TECHNOLOGICA ROSENBERG N, 1982, INSIDE BLACK BOX TEC SCHANKERMAN M, 1981, REV EC STATISTICS, V63 TEECE DJ, 1986, RES POLICY, V15 NR 16 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 1995 VL 10 IS 4-6 BP 365 EP 377 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL861 UT ISI:A1995RL86100001 ER PT J AU BASLE, MA TI ANALYTICAL INSTITUTIONALIST INQUIRY INTO REAL-TIME EVALUATION PROCEDURES FOR EMERGING TECHNOLOGICAL INFORMATION SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE EVALUATION; EXPERTISE; NEGOTIATIONAL VALUE; TECHNOLOGICAL EVALUATION AND CONTROL ID CHOICE AB The emergence of new technological information is conditioned by a process of evaluation ex ante. In this process, the individual actor exercises a choice but the intelligent choice is beyond the purely internal or singular colloquium. The evaluation is the normal workings of a technological paradigm. It involves a deliberation from an invisible college of experts. This deliberation can be analysed from an institutionalist point of view. It appears that the evaluation is a human imperfect one. C1 CNRS,TECHNOL INST & GLOBALIZAT RES CTR,F-75700 PARIS,FRANCE. RP BASLE, MA, UNIV RENNES 1,F-35010 RENNES,FRANCE. CR AINSLIE G, 1992, PICOECONOMICS STRATE ANDERSEN ES, 1991, J EVOLUTIONARY EC, P119 ARROW KJ, 1987, RATIONAL CHOICE CONT AYRES CE, 1961, REASONABLE SOC AYRES CE, 1962, THEORY EC PROGR BASLE M, 1993, ANTICIPATION SOME RE BAZZOLI L, 1993, ECT CNRS9301 WORK PA BOYDSTON JA, COLLECTED WORKS J DE BRENDER A, 1978, ECON APPL, V31, P353 CASSON M, 1991, EC BUSINESS CULTURE CLEGG SR, 1989, FRAMEWORKS POWER COMMONS JR, 1934, I EC ITS PLACE POLIT COMMONS JR, 1951, EC COLLECTIVE ACTION DEMAILLY A, 1986, SCI INTELLIGENCE SCI DEWEY J, 1922, COLLECTED WORKS J DE, V2 DEWEY J, 1967, LOGIC THEORY INQUIRY DIRIBARNE A, 1989, COMPETITIVITE DEFI S DOSI G, 1984, RES POLICY, V1, P147 FREEMAN C, 1988, TECHNICAL CHANGE EC FUDENBERG D, 1991, GAME THEORY HAUSMAN DM, 1992, INEXACTS SEPARATE SC HAYEK FA, 1993, PRESOMPTION FATALE HILLS J, 1991, DEMOCRACY GAP POLITI HUME D, 1978, TREATISE HUMAN NATUR JOAS H, 1993, PRAGMATISM SOCIAL TH KEYNES JM, 1936, COLLECT WORKS, V4, P114 KINGSTON W, 1990, INNOVATION CREATIVIT KNIGHT FH, 1923, Q J ECON, V37, P579 LAUDAN L, 1983, SCI VALUES LEDUFF R, 1991, MANAGEMENT TECHNOLOQ LEYDEN DP, 1992, GOVT ROLE INNOVATION LUNDVALL BA, 1992, NATIONAL SYSTEMS INN MACCLENNEN EF, 1990, RATIONALITY DYNAMIC MARCH JG, 1978, BELL J ECON, V9, P587 MATTHEWS R, 1984, ANIMAL SPIRITS NIELSEN K, 1988, SCANDINAVIAN POLITIC, V11, P79 PERRIN J, 1994, COMMENT PENSER EVALU RENAULT M, 1991, THESIS U RENNES ROGERS CR, 1991, HARVARD BUSINESS REV ROSENBERG N, 1982, INSIDE BLACK BOX TEC ROSS S, 1991, 19TH CENTURY ATTITUD SAH RK, 1991, J ECON PERSPECT, V5, P67 SCHELLING TC, 1960, STRATEGY CONFLICT SCHELLING TC, 1978, MICROMOTIVES MACROBE SCHELLING TC, 1986, MULTIPLE SELF SCITOVSKY T, 1992, JOYLESS EC PSYCHOL H SIMON H, 1988, PEANO LECTURE SIMON H, 1992, EC BOUNDED RATIONALI SIMON HA, 1979, MODELS THOUGHT, V1 SIMON HA, 1979, MODELS THOUGHT, V2 SMITH VL, 1991, J POLITICAL EC, V99 STEHR N, 1992, PRACTICAL KNOWLEDGE STEUER R, 1986, MULTIPLE CRITERIA OP SUGDEN R, 1991, ECON J, V101, P751 VEBLEN T, 1899, THEORY LEISURE CLASS VONNEUMANN J, 1944, THEORY GAMES EC BEHA NR 56 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 1995 VL 10 IS 4-6 BP 378 EP 392 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL861 UT ISI:A1995RL86100002 ER PT J AU KRAFFT, J NICOLAI, I TI COMMITMENT PROCEDURES IN R-AND-D INVESTMENTS - AN EXAMINATION OF DIFFERENT VARIETIES SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE COMPLEMENTARITY; IRREVERSIBILITY; R-AND-D AS A STRATEGY; R-AND-D AS AN INNOVATIVE CHOICE; UNCERTAINTY ID UNCERTAINTY; IRREVERSIBILITY; DECISIONS; INFORMATION AB In this article, two different commitment procedures are examined. The first one captures RandD investment as any other investment strategy: evaluation and two by two comparison programmes are elaborated in order to exhibit the optimal solution, which is immediately adopted. The second one views RandD investment as an element of an innovative choice. Evaluation and two by two comparison are not implementable and a commitment procedure has to be defined. We propose a characterization of this procedure. RP KRAFFT, J, UNSA,CNRS,LATAPSES,250 RUE A EINSTEIN,F-06560 VALBONNE,FRANCE. CR ALLAIS M, 1953, ECONOMETRICA, V21, P503 AMENDOLA M, 1988, INNOVATIVE CHOICE EC AOKI M, 1988, INFORMATION INCENTIV ARROW KJ, 1968, VALUE CAPITAL GROWTH, P1 ARROW KJ, 1974, LIMITS ORG ARROW KJ, 1974, Q J ECON, V88, P312 BERNANKE BS, 1983, Q J ECON, V98, P85 BRUNO S, 1991, UNPUB EC EVALUATION CAVES RE, 1977, Q J ECON, V91, P241 CICHETTI CJ, 1971, Q J ECON, V85, P528 COHENDET P, 1989, FLEXIBILITE INFORMAT CONRAD JM, 1980, Q J ECON, V94, P813 CUKIERMAN A, 1980, J POLITICAL EC, V88, P462 DOSI G, 1987, REV EC IND, V51 FAVEREAU O, 1989, FLEXIBILITE INFORMAT FISHER FM, 1989, RAND J ECON, V20, P113 GAFFARD JL, 1993, UNPUB SUBSTITUTION C GEORGESCUROEGEN N, 1971, ENTROPY LAW EC PROCE HART AG, 1949, STUDIES MATH EC ECON HEINER RA, 1988, J ECON BEHAV ORGAN, V9, P25 HENRY C, 1974, AM ECON REV, V64, P1006 HICKS JR, 1973, CAPITAL TIME HICKS JR, 1989, MARKET THEORY MONEY JONES RA, 1984, REV ECON STUD, V51, P13 KALDOR N, 1985, EC EQUILIBRIUM KNIGHT FH, 1921, RISK UNCERTAINTY PRO MCDONALD R, 1986, Q J ECON, V101, P707 NELSON RR, 1982, EVOLUTIONARY THEORY ODRISCOLL GP, 1985, EC TIME IGNORANCE PAVITT K, 1989, STRATEGIC MANAGEMENT PAVITT K, 1991, BRIT J MANAGE, V2, P41 PINDYCK RS, 1991, J ECON LIT, V29, P1110 RICHARDSON GB, 1990, INFORMATION INVESTME ROBERTS K, 1981, ECONOMETRICA, V49, P1261 SHAKLE GLS, 1972, EPISTEMICS EC CRITIQ SIMON HA, 1976, METHOD APPRAISAL EC, P129 SMITH VK, 1987, SO EC J, P19 TEECE D, 1988, TECHNICAL CHANGE EC WEISBROD B, 1964, Q J ECON, V78, P471 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 1995 VL 10 IS 4-6 BP 393 EP 406 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL861 UT ISI:A1995RL86100003 ER PT J AU SAVIOTTI, PP TI TECHNOLOGY MAPPING AND THE EVALUATION OF TECHNICAL CHANGE SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article AB In this paper a model of technological evolution based on a twin characteristics representation and on a population approach has been used to discuss the possibility of obtaining a single measure of technical change which could be used for all possible types of evaluation. Possible changes for a technological population include changes in position, changes in density, corresponding to a change in the intensity and type of competition; changes in the shape of the technological population corresponding to the formation of particular trajectories, or to the fragmentation of an existing population following from a process of specialization. In view of these evolutionary trends it is considered impossible to obtain a unique measure of technological change which is useful for all types of evaluation. The heterogeneity/dispersion of the technological population and the presence of qualitative change limit the accuracy and the meaning of measurements of technical change. This means that only in particular circumstances (e.g. long periods of observation and populations of unchanging shape, or developments along a particular trajectory) would such measurements be reasonably accurate and meaningful. C1 UNIV MANCHESTER,DEPT ECON,MANCHESTER M13 9PL,LANCS,ENGLAND. RP SAVIOTTI, PP, UNIV PIERRE MENDES FRANCE,INRA,SERD,F-38040 GRENOBLE 09,FRANCE. CR ABERNATHY W, 1978, TECHNOL REV, P41 ABERNATHY WJ, 1975, OMEGA, V3, P639 AHMAD S, 1966, ECON J, V76, P344 BINSWANGER HP, 1978, INDUCED INNOVATION T CHAMBERLIN EH, 1966, THEORY MONOPOLISTIC DOSI G, 1982, RES POLICY, V11 LANCASTER K, 1979, VARIETY EQUITY EFFIC LANCASTER KJ, 1966, J POLITICAL EC, V14, P133 MAY RM, 1973, STABILITY COMPLEXITY METCALFE JS, 1984, GREEK EC REV, V6, P287 METCALFE JS, 1989, RES TECHNOLOGICAL IN, V4, P153 NELSON RR, 1977, RES POLICY, V6, P36 NELSON RR, 1982, EVOLUTIONARY THEORY ROUGHGARDEN J, 1979, THEORY POPULATION GE SAHAL D, 1981, PATTERNS TECHNOLOGIC SAHAL D, 1981, RES POLICY, V10, P2 SAVIOTTI P, 1992, EC INNOVATION NEW TE, V2, P111 SAVIOTTI PP, 1984, RES POLICY, V13, P141 SAVIOTTI PP, 1984, SCI TECHNOLOGY POLIC SAVIOTTI PP, 1986, FUTURES, V18, P773 SAVIOTTI PP, 1991, EVOLUTIONARY THEORIE SAVIOTTI PP, 1991, MAY INT C TECHN MAN SAVIOTTI PP, 1992, AUG C INT SCHUMP SOC SAVIOTTI PP, 1993, MAY C NEW DEV TECHN SCHUMPETER JA, 1934, THEORY EC DEV SIMON HA, 1981, SCI ARTIFICIAL SMITH JM, 1974, MODELS ECOLOGY NR 27 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 1995 VL 10 IS 4-6 BP 407 EP 425 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL861 UT ISI:A1995RL86100004 ER PT J AU SCHMOCH, U TI EVALUATION OF TECHNOLOGICAL STRATEGIES OF COMPANIES BY MEANS OF MDS MAPS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE COMPANY STRATEGIES; MULTIDIMENSIONAL SCALING; PATENT INDICATORS; TECHNOLOGY STRATEGIES; TELECOMMUNICATION COMPANIES ID PATENT AB Patent indicators can provide a variety of data supporting technology management. For the comparison and evaluation of technological strategies of firms, the multi-dimensional scaling technique helps to reduce complexity and to bring out decisive features. On this basis, linkages between strategies in general fields and in special sub-fields can be analysed. This is demonstrated by the example of company strategies in information technology and telecommunications. RP SCHMOCH, U, FRAUNHOFER INST SYST & INNOVAT RES,BRESLAUER STR 48,D-76139 KARLSRUHE,GERMANY. CR BERTIN GY, 1988, MULTINATIONALS IND P FREEMAN C, 1982, EC IND INNOVATION GRILICHES Z, 1990, J ECON LIT, V28, P1661 GRUPP H, 1990, MEASURING DYNAMICS T, P57 GRUPP H, 1991, FORSCHUNG ENTWICKLUN GRUPP H, 1992, DYNAMICS SCI BASED I, P3 GRUPP H, 1992, WISSENSCHAFTSBINDUNG GRUPP H, 1993, TECHNOLOGIE BEGINN 2 HALL BH, 1986, INT ECON REV, V27, P265 HARABI N, 1991, UNTERNEHNUNG, P349 JAFFE AB, 1989, RES POLICY, V18, P87 KLINE SJ, 1985, RES MANAGE, V28, P36 KRUSKAL JB, 1989, MULTIDIMENSIONAL SCA MANSFIELD E, 1985, STUDIES TAX POLICY I, P78 PAVITT K, 1988, HDB QUANTITATIVE STU, P509 SCHANKERMAN M, 1986, ECON J, V96, P1052 SCHMIDTTIEDERMA.KJ, 1982, RES MANAGEMENT MAR, P18 SCHMOCH U, 1992, INT VERGLEICH FORSCH SCHMOCH U, 1993, CONSTRAINTS OPPORTUN SCHMOCH U, 1993, STRUKTURMERKMALE FOR SIRILLI G, 1990, JUL C CONS TECHN EC SIRILLI G, 1992, NEW PERSPECTIVES GLO, P65 SOETE LG, 1983, SCIENTOMETRICS, V5, P31 TAEGER UC, 1989, PROBLEME DTSCH PATEN, P134 TRAJTENBERG M, 1990, RAND J ECON, V21, P172 VANRAAN AFJ, 1991, RES EVALUAT, V1, P115 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 1995 VL 10 IS 4-6 BP 426 EP 440 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL861 UT ISI:A1995RL86100005 ER PT J AU BENZONI, L FENOGLIO, P TI TOWARDS A CONCEPT OF STRATEGIC INPUT - EVALUATION AND CHOICE OF A TECHNOLOGY IN A VERTICALLY DIFFERENTIATED MARKET SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE CHOICE OF TECHNIQUE; PRODUCT LOCATION; STRATEGIC INPUT; VERTICAL PRODUCT DIFFERENTIATION ID PRODUCT DIFFERENTIATION; PRICE-COMPETITION AB This paper attempts to define the notion of strategic input and to study the choice of techniques in a market with vertical product differentiation. For that purpose, two different theoretical frameworks are used: firstly, we are interested in models of vertical product differentiation which examine some economic conditions needed to obtain a positive market share. More specifically, the finiteness property implies the fact that a finite number of firms can co-exist in this kind of market. Consequently, we can conclude from this property that, under some conditions, firms will always try to produce the higher quality product even if this product does not generate highest profits. If these conditions are not fully met, firms would produce the product able to generate the greatest profit. However, these models are not concerned with technical and economic production feasibilities. In other words, without a technical and economic study concerning production possibilities, these models are not sufficient to decide which kind of product strategy firms must adopt. For this reason, we introduce, secondly, a technical and economic product representation which allows us (i) to complete the previous models through a study concerning the quality wishes of the demand side and the possibilities for the supply side to satisify them and, so, (ii) to present the choice of techniques in vertical product differentiation. On this basis, this paper develops the concept of strategic input which allows us to evaluate the economic weight of an input in the production process of quality. The interest of this notion rests on its ability to become a management tool for technological decisions. RP BENZONI, L, ECOLE NATL SUPER TELECOMMUN BRETAGNE,DEPT ECON & MANAGEMENT,46 RUE BARRAULT,F-75634 PARIS 13,FRANCE. CR COMBET L, 1993, DEFINITION IDENTIFIC DELAPIERRE M, 1980, BNI30 RAPP GABSZEWICZ JJ, 1979, J ECON THEORY, V20, P340 GABSZEWICZ JJ, 1980, J ECON THEORY, V22, P327 GABSZEWICZ JJ, 1982, J IND ECON, V31, P115 GABSZEWICZ JK, 1981, ICERD8137 LOND SCH E IRELAND NJ, 1987, PRODUCT DIFFERENTIAT LANCASTER K, 1966, J POLITICAL EC, P132 METCALFE JS, 1984, RES POLICY, P141 SHAKED A, 1982, REV ECON STUD, V49, P3 SHAKED A, 1987, J IND ECON, V36, P131 ZIMMERMAN JB, 1991, GREQE91A08 DOC TRAV, P1 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 1995 VL 10 IS 4-6 BP 441 EP 460 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL861 UT ISI:A1995RL86100006 ER PT J AU MALERBA, F MARENGO, L TI COMPETENCE, INNOVATIVE ACTIVITIES AND ECONOMIC-PERFORMANCE IN ITALIAN HIGH-TECHNOLOGY FIRMS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE COMPETENCE; COMPETITIVENESS; ITALIAN HIGH-TECHNOLOGY FIRMS; TECHNOLOGICAL INNOVATION AB This paper presents an empirical, questionnaire-based enquiry into the main types of competencies which characterize Italian high-technology firms, their main sources, and the relationship between such different types of competencies and the innovative and economic performance of firms. C1 IIASA,LAXENBURG,AUSTRIA. TRENT UNIV,DIPARTIMENTO ECON,I-38100 TRENT,ITALY. RP MALERBA, F, UNIV L BOCCONI,IST ECON POLIT,VIA U GOBBI 5,I-20136 MILAN,ITALY. CR ARTHUR WB, 1992, 9207038 SANF FE I WO CANTWELL J, 1991, FOREIGN INVESTMENT T, P33 CARLSSON B, 1991, NATURE IMPORTANCE EC CREMER J, 1990, FIRM NEXUS TREATIES DOSI G, 1988, TECHNICAL CHANGE EC DOSI G, 1991, J EVOLUTIONARY EC, V1, P145 DOSI G, 1991, TECHNOLOGY ENTERPRIS DOSI G, 1994, EVOLUTIONARY CONCEPT ELIASSON G, 1990, J ECON BEHAV ORGAN, V13, P273 FORAY D, 1992, TECHNOLOGY WEALTH NA GENEAKOPLOS J, 1990, 90018 SANT FE I WORK KREPS D, 1993, POSITIVE PERSPECTIVE MALERBA F, 1992, ECON J, V102, P845 MALERBA F, 1993, IND CORP CHANGE, V2, P45 MARCH JG, 1991, ORGAN SCI, V2, P71 MARENGO L, 1992, J EVOLUTIONARY EC, V2, P313 MARENGO L, 1992, PAPERS EC EVOLUTION, V9203 NELSON RR, 1982, EVOLUTIONARY THEORY PAVITT K, 1986, STRATEGIC MANAGEMENT POLANYI M, 1958, PERSONAL KNOWLEDGE SAVIOTTI PP, 1991, EVOLUTIONARY THEORIE SIMON HA, 1976, METHOD APPRAISAL EC, P129 TEECE DJ, 1988, TECHNICAL CHANGE EC WINTER SG, 1987, COMPETITIVE CHALLENG, P159 NR 24 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 1995 VL 10 IS 4-6 BP 461 EP 477 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL861 UT ISI:A1995RL86100007 ER PT J AU BLONDEL, D TI EFFICIENCY CRITERIA FOR INTERMEDIARIES INVOLVED IN THE INNOVATION PROCESS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE DISSEMINATION; EFFICIENCY CRITERIA; EVOLUTIONISM; INNOVATION CAPABILITIES; INTERMEDIATION; NATIONAL INNOVATION SYSTEM; SCIENTIFIC AND TECHNOLOGICAL INFORMATION; SMBS; TRANSFER AB Public or private intermediaries are proliferating all over the world, especially in France; they try to facilitate innovation by linking scientific and productive areas, and often benefit from public financial support. Any attempt to measure their efficiency faces the problem of choosing adequate criteria, since we still lack a well-based model representing the innovation process. Two models can be used, but each of them is partly irrelevant. The first one belongs to the allocation-optimizing models family: intermediation can be considered as a substitute for an efficient technological information market and as an instrument for redistributing this information and for exploiting externalities and economies of scale. However, this first model is not able to represent the interactive process that links knowledge accummulation with innovation strategy because one of its main assumptions is that technological knowledge is exogeneously produced and has only to be transferred by information channels (the 'canal-lock model'). The second model based on 'evolutionism', seems to be more relevant since it leads us to assess intermediation efficiency in terms of its overall performance in handling the innovation process rather than in terms of minimizing information costs. However, it proposes no clear method of assessing the collective efficiency of the intermediaries, especially when their influence is focused on small and medium-sized businesses' innovation capabilities. So, after having examined the difficulties of finding general criteria for evaluating the efficiency of intermediation, one can perhaps focus on their particular role in each national production and innovation system. RP BLONDEL, D, UNIV PARIS 09,TS,IRIS,F-75775 PARIS 16,FRANCE. CR 1993, REV EC MAR DOSI G, 1988, TECHNICAL CHANGE EC DOSI G, 1990, EC TECHNICAL CHANGE, P238 FOSTER RN, 1986, ATTACKERS ADVANTAGE LUCAS RE, 1988, J MONETARY ECON, V22, P3 NELSON RR, 1982, EVOLUTIONARY THEORY ROMER P, 1990, J POLITICAL EC, V98 SALTER WEG, 1969, PRODUCTIVITY TECHNIC 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 1995 VL 10 IS 4-6 BP 478 EP 488 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL861 UT ISI:A1995RL86100008 ER PT J AU WALSH, V TI THE EVALUATION OF DESIGN SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE BUSINESS SUCCESS; COMPETITIVENESS; DESIGN; INNOVATION; NONPRICE COMPETITION; PERFORMANCE AB This paper explores the nature of design, considering the overlap, similarities and differences between design and technological innovation. It examines the evolution of ways in which the contribution of design to business success and national competitive performance has been evaluated, and some of the indicators that may be used for this purpose. Results of two research programmes on design and its role in business success are then discussed. RP WALSH, V, UNIV MANCHESTER,INST SCI & TECHNOL,MANCHESTER SCH MANAGEMENT,POB 88,MANCHESTER M60 1QD,LANCS,ENGLAND. CR *COMM INQ ENG PROF, 1980, ENG OUR FUT *OECD, 1981, MEAS SCI TECHN ACT *OECD, 1992, TECHN EC KEY REL AKRICH M, 1990, TECHNIQUES CULTURE, V16, P83 AKRICH M, 1992, MOTS FAIRE CONCEPTIO AUBERT JE, 1982, INNOVATION SMALL MED AUBERT JE, 1985, DESIGN INNOVATION PO CALLON M, 1991, IRRIVERSIBILITE EC COX J, 1989, INNOVATION IND STREN DEMOZOTA BB, 1990, DESIGN MANAGEMENT DOSI G, 1988, TECHNICAL CHANGE EC FAGERBERG J, 1985, NUPI95 NORW IN INT A FAGERBERG J, 1988, NUPI95 NORW IN INT A FAIRHEAD J, 1987, DESIGN CORPORATE CUL FREEMAN C, 1979, DEINDUSTRIALISATION GORB P, 1987, DESIGN STUDIES, V8, P150 LORENZ C, 1986, DESIGN DIMENSION MANGEMATIN V, 1993, APR C ADV SOC EC AN MCALHONE B, 1987, BRIT DESIGN CONSULTA MOODY S, 1984, DESIGN IND, P62 MUSTAR P, 1993, THESIS ECOLE NATIONA NG J, 1987, THESIS MANCHESTER SC PATEL P, 1987, NATIONAL I EC RE NOV, P72 PAVITT K, 1980, TECHNICAL INNOVATION PIATIER A, 1984, BARRIERS INNOVATION PILDITCH J, 1987, WINNING WAYS POSNER M, 1961, OXFORD EC REV OCT POTTER S, 1991, BENEFITS COSTS INVES ROBINSON A, 1989, PARTNERS PROVIDING G ROTHWELL R, 1981, RES POLICY, V10, P260 ROTHWELL R, 1983, DESIGN EC ROLE DESIG ROY R, 1986, DIG02 MANCH M KEYN D ROY R, 1990, DESIGN EC ROY R, 1993, DESIGN STUDIES, V14, P171 SHIRLEY R, 1988, SUPPORT DESIGN FINAL SPARKE P, 1986, INTRO DESIGN CULTURE STOUT DK, 1977, INT PRICE COMPETITIV WALSH V, 1983, PLASTIC PRODUCTS GOO WALSH V, 1985, DESIGN STUDIES, V6, P127 WALSH V, 1988, J MARKETING MANAGEME, V4, P201 WALSH V, 1992, WINNING DESIGN TECHN WALSH V, 1993, UNPUB DESIGN INNOVAT NR 42 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 1995 VL 10 IS 4-6 BP 489 EP 510 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL861 UT ISI:A1995RL86100009 ER PT J AU MILLER, R TI THE NEW AGENDA FOR R-AND-D - STRATEGY AND INTEGRATION SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE EFFICIENCY IN INNOVATION; FORMS OF ORGANIZATION; MANAGING R-AND-D; QUALITY, R-AND-D; STRATEGIC MANAGEMENT; STRATEGY; TECHNOLOGY RACES AB The RandD game is played in different competitive contexts. A study of sixty-nine firms led to the identification of four contexts: (i) technology races, (ii) learning in technological systems, (iii) technical parity competition, and (iv) market contests. For each type of competitive context, different forms of integration of RandD into the business have been observed: (i) RandD at the science-frontier, (ii) revenue-dependency, (iii) cross-functional integration, and (iv) strategic arena RandD. The quality movement has found successive applications in manufacturing, marketing and new product engineering. Recently, the requirement by many clients that suppliers be certified by third parties and the need to improve the performance of RandD raises the question of the applicability of quality approaches to RandD. Our argument is that the quality movement is applicable to RandD as it brings a new cognitive mindset to the concern of managing RandD effectively. Firms stand to gain enormously from RandD functions that operate with high levels of awareness and strategic orientation. C1 SECOR,MONTREAL,PQ H2Z 1B1,CANADA. RP MILLER, R, UNIV QUEBEC,CRSH,CRSNG,HYDRO QUEBEC,MONTREAL,PQ H2Z 1B1,CANADA. CR *EUR F QUAL, 1993, ASS QUAL EIDT CM, 1992, RES TECHNOLOGY M JUL, P24 FRANCIS PH, 1992, RES TECHNOLOGY M JUL, P16 FREEMAN C, 1986, EC IND INNOVATION, P1 GARVIN DA, 1991, HARVARD BUSINESS NOV, P80 MILLER R, 1992, R D MANAGEMENT J, V22 MIZUMO S, 1988, CO WIDE TOTAL QUALIT MOWERY D, 1991, TECHNOLOGY PURSUIT E PAVITT K, 1990, CALIF MANAGE REV, V32, P17 ROTHWELL R, 1993, 5TH GENERATION INNOV ROUSSEL PA, 1991, 3RD GENERATION R D SCHMIDT RW, 1991, RES TECHNOLOGY M NOV, P13 SZAKONYI R, 1990, RES TECHNOLOGY M JUL, P31 TRIBUS M, 1982, RES MANAGE, V30, P11 NR 14 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 1995 VL 10 IS 4-6 BP 511 EP 524 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL861 UT ISI:A1995RL86100010 ER PT J AU BACH, L COHENDET, P LEDOUX, MJ TI THE EVALUATION OF BIG R-AND-D PROJECTS - A COMPARISON BETWEEN THE BRITE-EURAM PROJECTS AND THE ESA SPACE PROJECTS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE ECONOMIC EFFECTS; EVALUATION; PUBLIC R-AND-D PROGRAMS; RESEARCH CONSORTIA AB The central question in any evaluation of a large public RandD programme is the assessment of the level of coherence attained by the global organisational design set-up to fulfil the programme's objectives. The evaluation process should then investigate the coupling between, on the one hand, the ways public action is defined and performed (definition of objectives, modes of monitoring, coordination and control, procurement policy) and, on the other, the ways private bodies organize themselves in RandD consortia and are stimulated by the programme. One way to perform this kind of evaluation is to clearly define and evaluate the economic effects gained by the participants from their involvement in one given programme, and then compare these results to the objectives and organisational design of this programme. This methodological scheme is applied to the evaluation of the EEC Brite/Euram programme and of the ESA space programme, which can be considered as two archetypes of public RandD programmes. RP BACH, L, BUR ECON THEORIQUE & APPL,CNRS,UA 1237,38 BD ANVERS,F-67070 STRASBOURG,FRANCE. CR *BETA HEC MONTR, 1989, IND EC EFF ESA CONTR *BETA, 1980, EC BEN ESA CONTR *BETA, 1988, REP INV THEOR METH, V2 *BETA, 1988, STUD EC EFF EUR SPAC, V1 *BETA, 1993, EV EC EFF PROGR BRIT AOKI M, 1990, J ECON LIT, V28, P1 BACH L, 1991, SPACE EUROPEAN PROGR BACH L, 1992, PROGR ASTRONAUTICS A, V144 BACH L, 1992, REV EC IND ERGAS H, 1987, EC POLICY TECHNOLOGI GAFFARD JL, 1991, EVALUATION EC RECHER GRILICHES Z, 1979, BELL J ECON, V10, P92 HERTZFELD HR, 1992, PROGR ASTRONAUTICS A, V144 KLINE SJ, 1986, POSITIVE SUM STRATEG, P275 MOHNEN P, 1991, EVALUATION EC RECHER ZUSCOVITCH E, 1990, ADV IND ORG, P133 ZUSCOVITCH E, 1991, SCI TECHNOLOGY POLIC, P165 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 1995 VL 10 IS 4-6 BP 525 EP 556 PG 32 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL861 UT ISI:A1995RL86100011 ER PT J AU MALACARNE, M TI LARGE-SCALE INSTALLATIONS AS FOCAL POINTS FOR INNOVATION NETWORKS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE INNOVATION NETWORKS; LARGE-SCALE INSTALLATIONS; RESEARCH-INDUSTRY RELATIONS; TECHNOLOGY TRANSFER AB Large-scale installations play an important role in the interaction between basic research and industry in Europe, because of the technological complexity and multidisciplinarity that they have introduced in the world of basic research itself. Large installations have a significant capability to meet their own technological problems with the skills of their own scientific staff. The need to focus on the specific scientific tasks for which installations are created, though, acts as a strong disincentive to pursue hi-tech innovations per se and to further exploit them. The relatively weak institutional links with the industrial world, moreover, make it even harder for large installations to diffuse their own technological know-how. Nonetheless, large installations can act as catalysts for technological innovation and can directly contribute to it. The article also reviews some Community actions to improve the economic evaluation of the technological potential of large installations and to facilitate their use by European researchers. RP MALACARNE, M, COMMISS EUROPEAN COMMUNITIES,DIRECTORATE HUMAN CAPITAL & MOBIL,RUE LOI 200,B-1049 BRUSSELS,BELGIUM. CR DAUTRAY R, 1992, DIRECTORATE GENERAL DEBANDT J, 1992, EVALUATION EC RECHER FERRON J, 1992, 1992 COMM EUR COMM A ROSENBERG N, 1990, RES POLICY, V19, P165 NR 4 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 1995 VL 10 IS 4-6 BP 557 EP 566 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL861 UT ISI:A1995RL86100012 ER PT J AU VAVAKOVA, B TI BUILDING RESEARCH-INDUSTRY PARTNERSHIPS THROUGH EUROPEAN R-AND-D PROGRAMS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE BIOTECHNOLOGY ACTION PROGRAM; ESPRIT; EUROPEAN NETWORKS; EUROPEAN R-AND-D PROGRAMS; RESEARCH-INDUSTRY PARTNERSHIPS; TRANSFER OF RESEARCH RESULTS; VALUE ORIENTATION OF RESEARCHERS AB The European programmes in RandD have made an important contribution to the development of co-operation between public research institutes and industry not only across, but within, individual member countries. The constitution of dynamic networks beyond the formal collaboration, the access of public sector researchers to the best industrial laboratories in European firms, and the opportunity for private companies to benefit from a larger pool of research resources than is available within a single nation, are among the positive features of the EU-inspired 'research-industry' partnerships identified here. Despite these benefits, the study (using data from interviews conducted in France and in Germany with researchers involved in the European Community's biotechnology (BAP, BRIDGE) and information technology ESPRIT, programmes also reveals a number of weaknesses in European partnerships that cannot be attributed, as many critical articles have done, to management problems at the Community level, but rather to the degree of commitment and extent of collaboration of the various partners. RP VAVAKOVA, B, UNIV PARIS 09,INST RECH & INFORMAT SOCIOECON,F-75775 PARIS 16,FRANCE. CR *BMFT, 1990, FAKT 1990 BUND FORSC *CNRS, 1990, MOB CHERCH CNRS 1987 *CNRS, 1992, CNRS CHIFFR *EEC, 1992, STAT DIR GEN 12 13 *MRT, 1993, FORM RECH *OCDE, 1988, PERSP POL SCI TECHN *OECD, 1991, MAIN SCI TECHN IND BOURDIEU P, 1976, SOCIAL SCI INFORMATI, V14 BROCARD M, 1991, SCI REGIONS GEOSCOPI CHESNAIS F, 1988, STI REV, V4 CONTRACTOR FJ, 1988, COOPERATIVE STRATEGI CROW MM, 1987, J POLICY ANAL MANAGE, V6 DEBANDT J, 1991, EVALUATION EC RECHER DELAPIERRE M, 1988, APR EUR INT C MIL DELAPIERRE M, 1991, STRATEGIC PARTNERSHI DORF RC, 1990, TECHNOLOGY FORECASTI, V37 FAULKNER W, 1992, WORKING PAPER SERIES, V35 FREEMAN C, 1991, RES POLICY, V20 GIBBONS M, 1974, RES POLICY, V3 HAGEDOORN J, 1990, NEW EXPLORATIONS EC HOWELLS J, 1989, RES POLICY, V19 KEEBLE DE, 1989, ENV PLANNING C, V7 LAREDO P, 1990, IMPACT PROGRAMMES CO MADEUF B, 1991, SEP C MAST LYON MALERBA F, 1991, NASCENT GLOBALISATIO MULKAY MJ, 1976, SCI TECHNOLOGY SOC MUSTAR P, 1993, UNPUB POLITIQUE INNO MYTELKA L, 1989, EC PROSPECTIVE INT MYTELKA L, 1993, IMPACT GLOBALISATION PAPON P, 1983, PROSPECTIVE SCI RECH PAVITT K, 1993, TECHNOLOGIE RICHESSE PISANO GP, 1988, INT COLLABORATIVE VE PRICE DJS, 1963, LITTLE SCI BIG SCI ROSENBERG N, 1991, SCI PUBLIC POLICY, V18 ROTHWELL R, 1977, R D MANAGEMENT, V7 SCOTT AJ, 1990, ENV PLANNING C, V8 SHARP M, 1985, EUROPE NEW TECHNOLOG SKOLNIKOFF EB, 1993, SCI PUBLIC POLICY, V20 SMITH HL, 1991, ENV PLANNING C, V9 SOETE L, 1992, JUN INT C POL PRIOR SWINBANKS D, 1989, NATURE, V338 VAVAKOVA B, 1989, CULTURE TECHNIQUE VAVAKOVA B, 1993, IMPACT PROGRAMMES CO VAVAKOVA B, 1993, UNPUB EC SOC JUL WORTMAN M, 1990, RES POLICY, V19 NR 45 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 1995 VL 10 IS 4-6 BP 567 EP 586 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL861 UT ISI:A1995RL86100013 ER PT J AU BUISSERET, TJ CAMERON, HM GEORGHIOU, L TI WHAT DIFFERENCE DOES IT MAKE - ADDITIONALITY IN THE PUBLIC SUPPORT OF R-AND-D IN LARGE FIRMS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE R-AND-D PROGRAMS; RESEARCH EVALUATION; TECHNOLOGY POLICY; TECHNOLOGY STRATEGY AB The concept of additionality has been widely used in rationalising public support for RandD. In simplest terms, it measures the extent to which public support stimulates new RandD activity as opposed to subsidising what would have taken place anyway. To be used effectively as a policy instrument, however, additionality should encompass not just the direct but the behavioural effects of government support. Also, for large firms in particular, additionality should be viewed in the context of the RandD project portfolio and of corporate technology strategy. RP BUISSERET, TJ, UNIV MANCHESTER,POLICY RES ENGN SCI & TECHNOL PROGRAMME,OXFORD RD,MANCHESTER M60 9PL,LANCS,ENGLAND. CR BARKER K, 1993, MANAGEMENT COLLABORA BUISSERET TJ, 1994, INTERIM EVALUATION I BUISSERET TJ, 1994, TECHNOLOGY ANAL STRA, V6 DAVIS E, 1989, EVALUATION R D POLIC GEORGHIOU L, 1993, IMPACT EUROPEAN COMM GEORGHIOU L, 1993, R D MANAGEMENT, V23 GEORGHIOU L, 1994, EVALUATION EUREKA IN GUY K, 1991, EVALUATION ALVEY PRO LAREDO P, 1990, IMPACT PROGRAMMES CO LAREDO P, 1992, RES NETWORKS BUILT M METCALFE JS, 1992, TECHNOLOGICAL CHANGE ORMALA E, 1993, EVALUATION EUREKA IN ROTHWELL R, 1985, REINDUSTRIALISATION NR 13 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 1995 VL 10 IS 4-6 BP 587 EP 600 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL861 UT ISI:A1995RL86100014 ER PT J AU MEYERKRAHMER, F TI TECHNOLOGY POLICY EVALUATION IN GERMANY SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE EMPLOYMENT; EVALUATION OF PUBLIC R-AND-D PROGRAMS; EVALUATION CONCEPTS AND METHODS; IMPACTS OF TECHNOLOGY POLICY; INDUSTRIAL INNOVATION AND TECHNOLOGY POLICY; INDUSTRIAL INNOVATION BEHAVIOR; TECHNOLOGY POLICY ID INNOVATION; EXPERIENCE AB Technology and innovation policy in Germany has become one of the most important arenas for tackling economic structural change, modernizing the national economy and, increasingly, meeting challenges to society. This policy was concentrated on one stage of the innovation process, RandD. It is only recently that moves have been made in Germany to give more support to other innovation phases. As a result of this history most evaluation has centred on various forms of RandD, but analyses are increasingly extending to other aspects of research and innovation promotion. The shaping of technology policy determines the main elements of evaluations: their scope, the measuring concepts and indicators used, the methods adopted and their design. Finally this paper describes strengths and weaknesses of evaluations and the role they can play in technology policy decision-making processes. RP MEYERKRAHMER, F, FRAUNHOFER INST SYST & INNOVAT RES,BRESLAUER STR 48,D-76139 KARLSRUHE,GERMANY. CR *FRAUNH I SYST INN, 1989, FUE PERS KOST STRUKT *MEZ MIN EC AFF, 1989, 9TH ANN INT C STRAT *OECD, 1987, EV SCI TECHN PROGR P *OECD, 1989, MAIN SCI TECHN IND ALBACH H, 1989, INNOVATION CROSS CUL BECHER G, 1991, EVALUATION STRATEGIC BERK RA, 1990, THINKGIN PROGRAM EVA BLAZEJCZAK J, 1987, SIMULATION TOTAL EC BRAUNLING G, 1991, INT WORKSHOP EVALUAT CHUNG S, 1990, J SCI TECHNOLOGY POL, V2 DOSI G, 1988, J ECON LIT, V26, P1120 ERGAS H, 1987, TECHNOLOGY GLOBAL IN, P191 EWERS HJ, 1990, EVALUATION MASSNAHME FREEMAN C, 1990, EC INNOVATION GEORGHIOU L, 1990, TECHNIKPOLITIK ANGES GEORGHIOU L, 1992, RES EVALUATION, V2 GIBBONS M, 1987, EVALUATION RES SELEC GRUPP H, 1990, TECHNIKPOLITIK ANGES GRUPP H, 1992, DYNAMICS SCI BASED I GUY K, 1991, EVALUATION ALVEY PRO HELLSTERN GM, 1984, HDB EVALUIERUNGSFORS, V1 HORN GA, 1989, BESCHAFTIGUNGSWIRKUN KRULL W, 1991, EVALUATION RES DEV C KUHLMANN S, 1992, EVALUATION TECHNOLOG KUHLMANN S, 1993, PRAXIS BEWERTUNG TEC MANSFIELD E, 1985, RES POLICY, V14 MANSFIELD E, 1986, STUDIES TAX POLICY I MCKEON R, 1989, RES POLICY, V18, P379 MEYERKRAHMER F, 1984, WIRKUNGSANALYSE ZUSC MEYERKRAHMER F, 1989, EINFLUSS STAATLICHER MEYERKRAHMER F, 1989, RES POLICY, V18 MEYERKRAHMER F, 1989, SEKTORALE GESAMTWIRT MEYERKRAHMER F, 1990, TECHNOLOGY INVESTMEN MEYERKRAHMER F, 1991, EVALUATION STRATEGIC MEYERKRAHMER F, 1992, RES EVALUATION, V2 NELSON RR, 1982, EVOLUTIONARY THEORY ORMALA E, 1989, RES POLICY, V18 PATTON MQ, 1980, QUALITATIVE EVALUATI RIST RC, 1990, POLICY PROGRAM EVALU ROESSNER JD, 1988, GOVT INNOVATION POLI ROESSNER JD, 1989, RES POLICY, V18 ROOBEEK AJM, 1990, TECHNOLOGY RACE ANAL ROSSI PH, 1988, PROGRAMM EVALUATIONE ROSSI PH, 1989, EVALUATION SYSTEMATI ROTHWELL R, 1974, RES POLICY, V3, P258 ROTHWELL R, 1986, EVALUATING INNOVATIO SCHMOCH U, 1991, CEC EUR13661EN SCHULZ W, 1989, STATE POSITION PROBL SHADISH WR, 1991, F PROGRAM EVALUATION TANAKA M, 1989, RES POLICY, V18, P361 UTTERBACK JM, 1974, SCIENCE, V183, P620 NR 51 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 1995 VL 10 IS 4-6 BP 601 EP 621 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL861 UT ISI:A1995RL86100015 ER PT J AU SANZMENENDEZ, L TI POLICY CHOICES, INSTITUTIONAL CONSTRAINTS AND POLICY LEARNING - THE SPANISH SCIENCE AND TECHNOLOGY POLICY IN THE EIGHTIES SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE INSTITUTIONS FOR SCIENCE AND TECHNOLOGY; LEARNING ABOUT POLICY; PUBLIC POLICY; SCIENCE AND TECHNOLOGY POLICY; SPANISH NATIONAL INNOVATION SYSTEM ID INNOVATION; STATE AB The article reviews Spanish science and technology policy in the eighties. It assumes that these policies are not only the result of rational choice processes, but also the outcome of institutional arrangements and political battles. It develops a framework which considers that ideas, interests, and institutions must be part of the analysis and includes insights into the limits that political institutions impose on the social learning process about policies. With this frame it attempts to provide an explanation of the main reasons for the specific choices made in science and technology policy in Spain: Why was it included on the political agenda of the new socialist government? Why were the choices and institutions so much science oriented? Why was there no technology-innovation policy until the end of the decade? What was the dominant policy paradigm in science and technology policy? Which interests were at work? Why was he learning process about science and technology policies were so limited? RP SANZMENENDEZ, L, CSIC,IESA,SPANISH NATL CTR SCI RES,INST ADV SOCIAL STUDIES,ALFONSO XII 18,E-28014 MADRID,SPAIN. CR *CICYT, 1988, PLAN NAC INV CIENT D *OECD, 1971, POL NAC CIENC ESP *OECD, 1987, INN POL SPAIN ARROW K, 1974, AM ECON REV, V64, P1 ARROW KJ, 1962, RATE DIRECTION INVEN, P609 ASHFORD DE, 1992, HIST CONTEXT COMP PU, P27 BRICKMAN R, 1979, POLICY SCI, V11, P73 CAMPBELL JL, 1990, AM SOCIOL REV, V55, P634 CASTELLS M, 1986, NUEVAS TECNOLOGIAS E COHEN LR, 1991, TECHNOLOGY PORK BARR, P1 COHEN MD, 1972, ADM SCI Q, V17 COLLIER D, 1975, AM POLIT SCI REV, V69, P1299 COLLIER RB, 1991, SHAPING POLITICAL AR DASGUPTA P, 1987, EC POLICY TECHNOLOGY, P7 DAVID PA, 1986, POSITIVE SUM STRATEG, P373 DEBANDT J, 1991, INT J TECHNOLOGY MAN, P245 DOSI G, 1988, TECHNICAL CHANGE EC, P330 DOSI G, 1993, EVOLUTIONARY CONCEPT ERGAS H, 1987, EC POLICY TECHNOLOGI, P51 EVANS P, 1985, BRINING STATE BACK, P43 FELDMAN GD, 1987, CHANGING BOUNDARIES, P262 FORAY D, 1993, TECHNOLOGY WEALTH NA, P1 FREEMAN C, 1987, TECHNOLOGY POLICY EC FREEMAN C, 1988, JAPAN NEW NATIONAL S GOULD SJ, 1977, COMP POLIT, V14, P223 GOUREVITCH PA, 1989, POLITICAL POWER EC I, P87 GUNTHER R, 1980, PUBLIC POLICY NO PAR HALL P, 1989, POLITICAL POWER EC I, P3 HALL PA, 1986, GOVERNING EC POLITIC HALL PA, 1993, COMP POLIT, V25, P275 HECLO H, 1974, MODERN SOCIAL POLITI, P306 KATZENSTEIN PJ, 1978, INTRO DOMESTIC INT F KATZENSTEIN PJ, 1978, POWER PLENTY FOREIGN, P255 KUHN TS, 1962, STRUCTURE SCI REVOLU LUNDVALL BA, 1988, TECHNICAL CHANGE EC, P349 LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT, P1 MOLAS J, 1990, THESIS U SUSSEX MOWERY D, 1993, N937 U CAL BERK CTR MOWERY DC, 1989, TECHNOLOGY PURSUIT E MUNOZ E, 1986, CIENCIA TECNOLOGIA U NELSON RR, 1959, J POLITICAL EC, V57, P297 NELSON RR, 1982, EVOLUTIONARY THEORY NELSON RR, 1984, HIGH TECHNOLOGY POLI NELSON RR, 1988, TECHNICAL CHANGE EC, P312 NELSON RR, 1992, IND CORP CHANGE, V1, P347 NELSON RR, 1993, NATIONAL INNOVATION NIOSI J, 1993, TECHNOL SOC, V15, P207 NORTH DC, 1990, I I CHANGE EC PERFOR, P4 POLSBY NW, 1984, POLITICAL INNOVATION ROESSNER JD, 1989, RES POLICY, V18, P309 ROSENBERG N, 1976, PERSPECTIVES TECHNOL ROSENBERG N, 1982, INSIDE BLACK BOX TEC ROTHWELL R, 1981, IND INNOVATION PUBLI RUESCHEMEYER D, 1985, STATE EC TRANSFORMAT SALANT WS, 1989, POLITICAL POWER EC I, P27 SANZMENENDEZ L, 1992, ALFOZ, V93, P46 SANZMENENDEZ L, 1993, SCI PUBL POLICY, V20, P370 SANZMENENDEZ L, 1994, TECHNOLOGY POLICY IN STONEMAN P, 1987, EC ANAL TECHNOLOGICA STONEMAN P, 1993, IN PRESS HDB EC INNO TEUBAL M, 1987, INNOVATION PERFORMAN THELEN K, 1992, STRUCTURING POLITICS, P1 WEIR M, 1989, POLITICAL POWER EC I, P53 ZYSMAN J, 1978, FRENCH STATE INT EC ZYSMAN J, 1994, IN PRESS ANN AM ACAD NR 65 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 1995 VL 10 IS 4-6 BP 622 EP 641 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL861 UT ISI:A1995RL86100016 ER PT J AU AUTIO, E LAAMANEN, T TI MEASUREMENT AND EVALUATION OF TECHNOLOGY-TRANSFER - REVIEW OF TECHNOLOGY-TRANSFER MECHANISMS AND INDICATORS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGY TRANSFER; INNOVATION; TECHNOLOGY TRANSFER MEASUREMENT; INDICATORS; TECHNOLOGY TRANSFER MECHANISMS; TECHNOLOGY INTERACTION ID INNOVATION AB The locus of industrial innovation is shifting toward industrial networks, in which parallel development processes in individual interconnected actors frequently dominate. This development presents new challenges for the measurement and evaluation of technology transfer. In this paper, various technology transfer mechanisms and indicators are classified and discussed. Technology transfer mechanisms and indicators are found to be phase, interface and component dependent. It is argued that process indicators should be further developed to complement the picture given by traditional input-output indicators of technology transfer. RP AUTIO, E, HELSINKI UNIV TECHNOL,SCH INFORMAT SSCI,INST IND MANAGEMENT,OTAKAARI 1 F,SF-02150 ESPOO,FINLAND. CR *ORG EC COOP DEV, 1992, TECHN EC KEY REL *US GEN ACC OFF, 1991, DIFF INN IMPL TECHN *US HR, 1990, TRANSF TECHN FED LAB AUTIO E, 1989, TUTKIMUKSEN TEHOKKAA AUTIO E, 1991, TEKNIIKKA TALOU 0626, P24 AUTIO E, 1993, 1993 INT C NEW TECHN AUTIO E, 1993, NEW TECHNOLOGY BASED BALDWIN RD, 1986, COMPOSITE SYSTEMS NA, P287 BROWN MA, 1991, RES POLICY, V20, P121 CAMAGNI R, 1991, INNOVATION NETWORKS CARLSSON B, 1991, J EVOLUTIONARY EC, V1, P93 CONNELL D, 1987, IMDS JAN, P19 DEBRESSON C, 1991, RES POLICY, V20 DOSI G, 1988, TECHNICAL CHANGE EC FELDMAN DL, 1990, TECHNOLOGY TRANS FAL, P15 FREEMAN C, 1982, EC IND INNOVATION FREEMAN C, 1988, TECHNICAL CHANGE EC FREEMAN C, 1992, EC HOPE GEISLER E, 1989, COOPERATIVE RES DEV, P13 GRANSTRAND O, 1992, R&D MANAGE, V22, P111 HAGEDOORN J, 1990, TECHNOVATION, V10, P17 HAMERI AP, 1993, MATH COMPUTER SCI SE, V61 HERBERT E, 1989, RES TECHNOL MANAGE, V32, P11 JARED DW, 1989, TECHNOLOGY TRANSFER KNOX SD, 1990, R&D MANAGE, V20, P25 LAMPE DR, 1990, RELATIONSHIP BUILDIN LEPPALAHTI A, 1991, IND INNOVATION FINLA LINK AN, 1989, COOPERATIVE RES DEV LUNDVALL BA, 1992, NATIONAL SYSTEMS INN MOORE JF, 1993, HARVARD BUSINESS MAY, P75 NIOSI J, 1993, TECHNOL SOC, V15, P207 ROBINSON RD, 1988, INT TRANSFER TECHNOL ROESSNER JD, 1991, RES TECHNOL MANAGE, V34, P22 ROGERS EM, 1983, DIFFUSION INNOVATION ROTHWELL R, 1991, TECHNOVATION, V11, P93 ROTHWELL R, 1992, R&D MANAGE, V22, P221 SAXENIAN A, 1991, RES POLICY, V20 SCHIMANK U, 1990, SCI PUBL POLICY, V17, P219 SHARIF N, 1987, TECHNOLOGICAL FORECA, V32 SHAW B, 1991, ENTREP REGION DEV, V3, P111 VANDIERDONCK R, 1990, RES POLICY, V19, P551 WINTER SG, 1988, COMPETITIVE CHALLENG ZANDER U, 1991, EXPLOITING TECHNOLOG NR 43 TC 19 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 1995 VL 10 IS 7-8 BP 643 EP 664 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL862 UT ISI:A1995RL86200001 ER PT J AU AMBROSIO, EM TI TECHNOLOGICAL MANAGEMENT AND TRANSFER OF TECHNOLOGY SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGICAL STRATEGY; TECHNOLOGY TRANSFER; SPIN-OFF COMPANIES; ENTERPRISE CREATION; UNIVERSITY ENTERPRISES; RESEARCH EVALUATION; TECHNOLOGICAL ADVICE; TECHNOLOGY MANAGEMENT AB After several years of economic revival, Spanish industry faces two major problems, having a common cause. The first is the stagnation of the number of active industrial companies, despite the recovery in production capacity. Increases in demand have not led to the creation of new enterprises on any large scale. The second problem is the low technological level of Spanish enterprise and its dependence on external technology. The Spanish technological balance of payments has shown a deficit in excess of Pts 100 billion. The problems stem from the same cause: poor diffusion of technology between the centres of technology creation and the technology users. This situation requires careful analysis, and technology managers in both the public and private sectors must pay special attention to the conclusions. RP AMBROSIO, EM, UNIV CANTABRIA,DEPT MANAGEMENT,AUDA LOS CASTROS,S-N,E-39005 SANTANDER,SPAIN. 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 1995 VL 10 IS 7-8 BP 665 EP 675 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL862 UT ISI:A1995RL86200002 ER PT J AU HOLSTIUS, K TI CULTURAL ADJUSTMENT IN INTERNATIONAL TECHNOLOGY-TRANSFER SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE BUSINESS CULTURE; CORPORATE CULTURE; CULTURAL ADJUSTMENT; NATIONAL CULTURE; TECHNOLOGY TRANSFER AB The changes that have taken place in recent years within companies and in their economic, technological and cultural environments require flexibility of management and openness to new ideas and concepts. International marketers in today's turbulent business environment should understand the significance of technological development and its impact on all areas of the company. This study focuses on the importance of cultural aspects in technology transfer. The results of the empirical study show that decision-makers in companies engaged in international technology transfer are convinced that it is necessary to adjust to cultural differences and to do this in a differentiated way, depending on the mode of transfer. RP HOLSTIUS, K, TURKU SCH ECON & BUSINESS ADM,DEPT MKT,REHTORINPELLONKATU 3,SF-20500 TURKU,FINLAND. CR CUNDIFF EW, 1984, MARKETING INT ENV DAHLGREN G, 1985, 6296 STOCKH EK FORSK HAKANSSON H, 1979, IND MARKETING MANAGE, V8 HOFSTEDE G, 1984, ASIA PACIFIC J M JAN, P88 HOLSTIUS K, 1988, 1988 ECAM C MAN CHIN HOLSTIUS K, 1989, RES PAPERS LAPPEENRA, V12 JANSSON H, 1985, CIF1 FOR EK I VID UP LASSERRE P, 1984, INT J STRATEGIC LONG, V17, P43 LEHTO ST, 1990, MUUTOKSEN JOHTAMINEN NEAL F, 1986, FACTA, V6, P29 REDDING SG, 1982, J MARKET RES SOC, V24, P98 REDDING SG, 1983, INT STUDIES MANAGEME, V13, P92 SAITORUKUNAGA M, 1990, 11TH WFSF WORLD C BU SCHEIN EH, 1985, ORG CULTURE LEADERSH SWANTZ ML, 1989, TAFAS, V2 TERPSTRA V, 1985, CULTURAL ENV INT BUS TORNROOS JA, 1988, RES DEV INT MARKETIN, V2 TURNBULL P, 1979, ORG MARKED SAMFUNN, V16 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 1995 VL 10 IS 7-8 BP 676 EP 686 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL862 UT ISI:A1995RL86200003 ER PT J AU ALGHAILANI, HH MOOR, WC TI TECHNOLOGY-TRANSFER TO DEVELOPING-COUNTRIES SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGY TRANSFER; DEVELOPING COUNTRIES; OMAN; GULF STATES; TECHNOLOGY LIFE-CYCLE; TECHNOLOGY MARKETPLACE AB A general model is developed that presents the most important activities related to technology transfer to developing countries. Many of the studies on which the model is based reflect the viewpoint of the developing country. As technology transfer is a two-sided process, the effort is made to present the interests of both sides. For technology transfer to be successful, both parties should achieve benefit and acknowledge each other's interests. Concessions on both sides are inevitable. In this way, partnership and cooperation will replace conflict and misunderstanding. The model proposed is a general one that can be used wholly or partially by any developing country when deciding a technology transfer process. In a case study, the model is applied to a representative developing country, the Sultanate of Oman. Using the Sultanate of Oman as an example illustrates the model's application to many other developing countries having similar patterns of development. The results found and conclusions drawn lead to the recommendation of the general model as a guideline to successful transfer of technology to developing countries. C1 ARIZONA STATE UNIV,COLL ENGN & APPL SCI,DEPT IND ENGN & MANAGEMENT SYST,TEMPE,AZ 85287. RP ALGHAILANI, HH, MINIST COMMERCE & IND,IND DIRECTORATE,POB 550,MASQAT,OMAN. CR *GOIC, 1991, IND EC FEAT SULT OM *OMAN CENTR BANK, 1990, AL MARK, V15, P11 *OMAN CENTR BANK, 1990, AL MARK, V15, P15 *OMAN CENTR BANK, 1990, AL MARK, V15, P26 *OMAN CENTR BANK, 1990, AL MARK, V15, P55 *OMAN DEV COUNC TE, 1991, BAS COMP MAIN IND 4T *OMAN MIN COMM IND, 1988, REP JICA FORM AG IND *OMAN MIN INF, 1988, OM 1988 AKASHAH SE, 1987, INT J TECHNOLOGY MAN, V2, P249 ALGHAILANI HH, 1994, IN PRESS 4TH P AN IN ALMOAJIL AH, 1986, ARAB GULF IND, V1, P7 BAIRAM EI, 1988, MANCHESTER SCH, V56, P103 BARON S, 1990, RES TECHNOL MANAGE, V33, P38 BURGELMAN RA, 1988, STRATEGIC MANAGEMENT DJEFLAT A, 1988, INT J TECHNOLOGY MAN, V3, P149 FARKASCONN IS, 1988, INFORMATION MANAGEME, V4, P47 FORD D, 1988, STRATEGIC MANAGEMENT, P189 GOULET D, 1977, UNCERTAIN PROMISE VA HARPER RP, 1987, ELECTR COMMUN, V61, P144 KEDIA BL, 1988, ACAD MANAGE REV, V13, P559 KIZILYALI H, 1990, MACRO EC BACKGROUND MARTON K, 1986, WORLD ECON, V9, P409 MENSCH G, 1975, STALEMATE TECHNOLOGY REIDENBERG J, 1988, INFORMATION AGE, V10, P3 SAHAL D, 1981, PATTERNS TECHNOLOGIC SEURAT S, 1979, TECHNOLOGY TRANSFER TEECE DJ, 1977, ECON J, V87, P242 ZALESKI E, 1980, TECHNOLOGY TRANSFER 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 1995 VL 10 IS 7-8 BP 687 EP 703 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL862 UT ISI:A1995RL86200004 ER PT J AU ALALI, S TI DEVELOPING-COUNTRIES AND TECHNOLOGY-TRANSFER SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGY TRANSFER; APPROPRIATE TECHNOLOGY; DEVELOPING COUNTRIES; LESS-DEVELOPED COUNTRIES; INDUSTRIALIZATION; GULF STATES AB Over the years, there has been an increasing interest in the process of technology transfer from the industrialized to the developing countries. Technology is an essential factor in the industrialization process, particularly for developing countries. Technology transfer is a complex process which requires clear definitions from the outset, to ensure that both the seller and purchaser of technology clearly understand its implications, and try to maximize the benefits for both parties. The transfer of technology must encompass the participation of local agencies in the acquisition of the know-how and expertise embodied in the imported technology. Developing countries cannot easily industrialize without importing technology from developed countries. At the same time, they run the risk of perpetually depending on foreign technology, if they fail to develop their own local capability. The usefulness of, and benefits to be gained from, imported technology depend on the appropriateness of the technology selected and how effectively and efficiently it is transferred and managed. C1 KUWAIT UNIV,KUWAIT,KUWAIT. RP ALALI, S, UNIV NEWCASTLE UPON TYNE,DIV MANAGEMENT,ARMSTRONG BLDG,NEWCASTLE TYNE NE1 7RU,TYNE & WEAR,ENGLAND. CR *UN, 1972, GUIDELINES STUDY TRA, P8 *UNIDO, 1981, DEV TRANSF TECHN SER, V15, P28 *UNILEVER, 1984, UN DEV COUNTR, P18 ALALI S, THESIS U NEWCASTLE U, P184 BAMAKHRAMAH A, 1981, THESIS U MIAMI US, P226 BOURRIERES, 1979, P C HELD EC ASS TEHE, P10 BRADBURY F, 1976, TRANSFER PROCESS TEC, P5 BROOKS H, 1968, GOVT SCI, P59 COOPER C, 1971, CHANNELS MECHANISM T, P15 DAHLMAN C, 1983, FINANC DEV, V20, P7 GEE S, 1981, TECHNOLOGY TRANSFER, P19 LALL S, 1981, DEV COUNTRIES INT EC, P131 MURPHY J, 1967, RETROSPECT PROSPECT ROGERS E, 1971, COMMUN INNOVATION, P19 SAGASTI F, 1981, MAZINQIRA, P28 SANTIKARN M, 1981, TECHNOLOGY TRANSFER, P16 SPENCER D, TRANSFER TECHNOLOGY, P6 STEWART F, 1974, WORLD DEV, V2, P17 WEBSTER N, 1828, DICT ENGLISH LANGUAG 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 1995 VL 10 IS 7-8 BP 704 EP 713 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL862 UT ISI:A1995RL86200005 ER PT J AU HIRAOKA, LS TI JAPAN COORDINATED TECHNOLOGY-TRANSFER AND DIRECT INVESTMENTS IN ASIA SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE OFFICIAL DEVELOPMENT ASSISTANCE; DIRECT INVESTMENTS; TECHNOLOGY TRANSFER; INTERNATIONAL PARTS SPECIALIZATION; JAPAN-TECHNOLOGY TRANSFER ID SYSTEMS AB This paper sets out to show how Japan's official development assistance (ODA), also known as foreign aid, together with direct overseas investments of multinational firms, has been instrumental in energizing the economies and altering international trade patterns of East Asia. The coordination of government aid with private-sector investments is the key to productive results, as well as an emphasis on human factors in technology transfer which targets the development of human resources through strong inter-personal contact. These have led to sustainable economic development via integrated production systems and viable export programs in this highly dynamic part of the world. RP HIRAOKA, LS, KEAN COLL NEW JERSEY,DEPT MANAGEMENT SCI,UNION,NJ 07083. CR 1991, EC LETT APR, P12 1991, EC LETT AUG, P7 1991, ECONOMIST 0511, P68 1992, EC EYE, V13, P23 1992, ECONOMIST 1107, P87 *EC COOP BUR, 1992, OUTL JAP EC COOP, P8 *JAPAN IND BANK, 1989, JAP FIN IND, P17 *JAPAN INT COOP AG, 1989 ANN REP, P93 *KEIZ KOH CTR, JAP 1983, P32 *KEIZ KOH CTR, JAP 1985, P57 *KEIZ KOH CTR, JAP 1988, P13 *KEIZ KOH CTR, JAP 1992, P11 *KEIZ KOH CTR, JAP 1993, P11 *TOK MIN FOR AFF, 1989 JAP OFF DEV ASS, P89 *TOK MIN FORE AFF, 1988 JAP OFF DEV ASS, P46 *TOK MIN FORE AFF, 1990 JAP OFF DEV ASS, P3 *TOK MIN FORE AFF, 1991 JAP OFF DEV ASS, P64 AKRASANEE N, 1991, TRANSITIONS DEV, P87 DOWER JW, 1979, EMPIRE AFTERMATH Y S, P401 HATTORI T, 1986, DEV ECON, V24, P314 HEALEY D, 1991, JAPANESE CAPITAL EXP, CH3 HIRAOKA LS, 1991, ENB MANAGEMENT J, V3 IMAOKA H, 1989, DEV ECON, V27, P407 OMAN C, 1984, NEW FORMS INT INVEST, P12 ORR RM, 1990, EMERGENCE JAPANS FOR, P61 OZAWA T, 1989, RECYCLING JAPANS SUR, P102 RAMSTETTER ED, 1991, DIRECT FOREIGN INVES, P74 SANGER DE, 1991, NY TIMES 0306, A1 SANGER DE, 1991, NY TIMES 0306, D6 SANGER DE, 1991, NY TIMES 0812, D1 SANGER DE, 1991, NY TIMES 1205, D22 NR 31 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 1995 VL 10 IS 7-8 BP 714 EP 731 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL862 UT ISI:A1995RL86200006 ER PT J AU BABA, Y TI CAPABILITY TRANSFER IN THE PACIFIC RIM NATIONS - THE CASE OF JAPANESE ELECTRICAL AND ELECTRONICS FIRMS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGY TRANSFER; CAPABILITY TRANSFER; JAPANESE MANUFACTURING FIRMS; SINGAPORE; MALAYSIA; KOREA; THAILAND; HONG KONG; CHINA; TAIWAN AB This paper illustrates how Japanese electrical and electronics firms are transferring their technological capabilities, particularly in the area of product development and design, to the Pacific Rim nations. Given the industrial uncertainty caused by the extent of technological change, it is noticeable that the importance of enclosing a multinational firm's technological capabilities in the home country is declining. Rather, it is necessary for multinational firms to incorporate dynamics in product development in the host countries. These dynamics can only be sustained by capability transfer. RP BABA, Y, UNIV TOKYO,CTR ENGN,MEGURO KU,4-6-1 KOMABA,TOKYO 153,JAPAN. CR 1993, DENSHI KOGYO NENKAN 1994, DENSHI KOGYO NENKAN *SEIS KAG KENK, 1993, HIG AJ NO DOK TO GIJ AOKI A, 1991, SAKURA I RES RIM, V4 BELL M, 1993, IND CORP CHANGE, V2, P157 IMAI K, 1991, TECHNOLOGY PRODUCTIV 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 1995 VL 10 IS 7-8 BP 732 EP 746 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL862 UT ISI:A1995RL86200007 ER PT J AU CHEN, M TI TECHNOLOGICAL TRANSFER TO CHINA - MAJOR RULES AND ISSUES SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGY TRANSFER, CHINA; CHINA, POLICIES ON TECHNOLOGY TRANSFER; COUNTERTRADE; OFFSETS AB Technology transfer to China has become more flexible and liberalized since the mid-1980s, but is still subject to detailed regulation, customs and practices. This paper reviews the principal restrictions and incentives facing companies wishing to enter into technology transfer deals with Chinese enterprises, and provides practical advice regarding State regulations. Some of the less obvious aspects are covered, including arbitration provisions, terms of payment (including countertrade and offsets), and requirements for the training of personnel. RP CHEN, M, AMER GRAD SCH INT MANAGEMENT,DEPT INT STUDIES,THUNDERBIRD,15249 N 59TH AVE,GLENDALE,AZ 85306. CR CHINA STATISTICAL YB *US OFF TECHN ASS, 1987, TECHN TRANSF CHIN C, P16 AGMON T, 1991, TECHNOLOGY TRANSFER BELL J, 1988, COMPLETE GUIDE COUNT COHEN JA, 1987, CHINA BUSINESS R MAY, P46 ENGHOLM C, 1991, CHINA VENTURE, P330 GODKIN L, 1988, INT J TECHNOL MANAGE, V3, P587 GOOSSEN RJ, 1986, TECHNOLOGY TRANSFER KEDIA BL, 1989, ACAD MANAGE REV, V13, P559 MADUC N, 1992, STRATEGIC PLANNING T SCHNEPP O, 1990, US CHINA TECHNOLOGY SIMONE JT, 1992, CHINA BUS REV MAR, P9 WOLFF A, 1989, INT J TECHNOLOGY MAN, V4, P449 YUAN JK, 1987, CHINA BUSINESS R MAY, P51 NR 14 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 1995 VL 10 IS 7-8 BP 747 EP 756 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL862 UT ISI:A1995RL86200008 ER PT J AU TSANG, EWK TI THE IMPLEMENTATION OF TECHNOLOGY-TRANSFER IN SINO-FOREIGN JOINT VENTURES SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGY TRANSFER; JOINT VENTURES; CHINA; TRANSACTION COSTS; RECRUITMENT; MANAGERIAL SKILLS; TRAINING; LOCALIZATION OF PRODUCTION ID CHINA AB Among the different means of absorbing foreign technology such as licensing, buy-backs, co-production, joint ventures and wholly foreign-owned subsidiaries, it seems that the Chinese government has a strong preference for joint ventures. This paper attempts to put forward an explanation for the preference. It is followed by an in-depth discussion of the issues-recruitment, managerial skills, training and localization of production-which affect the implementation of technology transfer in Sine-foreign joint ventures. Finally, a conclusion is drawn arguing that unless a foreign investor has the human resources and experience to tackle the problems that may arise in a joint venture setting, other means of transferring technology to China may be more appropriate. RP TSANG, EWK, NANYANG TECHNOL UNIV,SCH ACCOUNTANCY & BUSINESS,NANYANG AVE,SINGAPORE 2263,SINGAPORE. CR 1987, BUSINESS INT, V34, P217 1992, AVIATION WEEK S 0706, P45 1993, ECONOMIST 0416, P68 AIELLO P, 1991, J GEN MANAGE, V17, P47 BALL DF, 1993, R&D MANAGE, V23, P29 BARRU S, 1992, CHINA BUSINESS R MAY, P44 BUCKLEY PJ, 1989, MULTINATIONAL ENTERP, P46 CASATI C, 1991, CHINA BUSINESS R JUL, P16 COHEN JA, 1982, CHINA BUSINESS R NOV, P23 DAVIDSON WH, 1987, CALIF MANAGE REV, V29, P77 DEBRUIJN EJ, 1993, RES TECHNOLOGY M JAN, P17 GOMESCASSERES B, 1987, COLUMBIA J WORLD SUM, P97 HADERER E, 1993, CHINA BUSINESS R JAN, P34 HENDRYX SR, 1986, COLUMBIA J WORLD SPR, P57 HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361 HENNART JF, 1989, J INT BUSINESS S SUM, P211 HIRANO M, 1993, CHINA NEWSLETTER, P2 IMAI S, 1988, CHINA NEWSLETTER, P16 IMAI S, 1988, CHINA NEWSLETTER, P17 KAYE L, 1993, FAR E EC REV 0527, P54 MARUYAMA N, 1991, CHINA NEWSLETTER, P11 MAYER CS, 1990, ADV CHINESE IND STUD, V1, P263 MILLER A, 1990, BUSINESS JAN, P25 NELSON K, 1991, CHINA BUSINESS R JUL, P14 NELSON K, 1992, CHINA BUSINESS R JAN, P36 NEWMAN WH, 1992, CALIFORNIA MANAG FAL, P68 OUYANG LN, 1988, FINANCIAL REV, V23, P175 PEARSON MM, 1991, JOINT VENTURES PEOPL POTTER PB, 1988, CHINA BUSINESS R MAR, P36 ROSS MC, 1987, CHINA BUSINESS R SEP, P36 SENSENBRENNER JS, 1988, CHINA BUSINESS R JUL, P10 SHENKAR O, 1990, LONG RANGE PLANN, V23, P82 STAVIS B, 1988, CHINA BUSINESS R MAR, P46 STELZER L, 1992, CHINA BUS REV, P54 STEWART S, 1988, INT J TECHNOLOGY MAN, V3, P167 WEIL M, 1987, CHINA BUSINESS R JAN, P20 WESTLAKE M, 1993, FAR E EC REV 0408, P48 ZHOU H, 1988, INT J TECHNOLOGY MAN, V3, P204 NR 38 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 1995 VL 10 IS 7-8 BP 757 EP 766 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL862 UT ISI:A1995RL86200009 ER PT J AU KIM, SG RO, KK TI A STRATEGIC TECHNOLOGY MANAGEMENT MODEL UNDER DIFFERENT TECHNOLOGY ACQUISITION MODES BETWEEN DEVELOPING-COUNTRIES - THE CASE OF TELECOMMUNICATIONS IN KOREA AND CHINA SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGY STRATEGY; EFFICIENCY; EFFECTIVENESS; CONTINGENCY FACTOR; TECHNOLOGY ACQUISITION MODE AB This paper highlights the main features of technology cooperation between developing countries with different types of technology acquisition in an analytical nexus. A paradigm is formulated to show the mutual benefits, the scope and the mechanisms for such cooperation, using the example of telecommunications in Korea and China. Based on the case studies, strategic recommendations are posited to enforce the technology cooperation and optimize the mutual benefits. RP KIM, SG, KOREA ADV INST SCI & TECHNOL,DEPT MANAGEMENT SCI,373-1 KUSONG DONG,TAEJON 305701,SOUTH KOREA. CR AMSDEN AH, 1981, SEMIINDUSTRIALIZED C BELL M, 1992, TECHNOLOGICAL CAPABI FORREST JE, 1992, R&D MANAGE, V22, P41 FRANSMAN M, 1985, J DEV STUD, V21, P572 LALL S, 1980, RES POLICY, V9, P24 LEE J, 1980, R&D MANAGE, V18, P235 MCKEE DO, 1989, J MARKETING, V53, P21 ROTHWELL R, 1977, R&D MANAGE, V7, P191 SIDDIQI TA, 1987, 1 E W ENV POL I OCC SINGH HV, 1985, INNOVATION DEV COUNT 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 1995 VL 10 IS 7-8 BP 767 EP 776 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL862 UT ISI:A1995RL86200010 ER PT J AU YUAN, B WANG, MY TI THE INFLUENTIAL FACTORS FOR THE EFFECTIVENESS OF INTERNATIONAL STRATEGIC ALLIANCES OF HIGH-TECH INDUSTRY IN TAIWAN SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE STRATEGIC ALLIANCES; TAIWAN; HSINCHU SCIENCE-BASED INDUSTRIAL PARK AB Today, the competitive environment faced by an enterprise is a gradually integrating global market. Trying to break through the limitation of individual resources, many enterprises in the world are forming strategic alliance with each other. The influential factors for the effectiveness of international strategic alliance have been studied with statistical analysis as the tool. The companies examined are based in the Hsinchu Science-based Industrial Park in Taiwan, and the studied attributes include scale, the industrial environment and the relative competence. The attitude of the company and its actual practice are found to be the key factors for the success of the alliance. RP YUAN, B, NATL CHIAO TUNG UNIV,INST MANAGEMENT TECHNOL,1001 TA HSUEH RD,HSINCHU 300,TAIWAN. CR CAMPBELL JP, 1977, ORG EFFECTIVENESS BE, P29 COLLINS TM, 1990, TEAMING 90S GUIDE IN CONTRACTOR FJ, 1988, COOPERATIVE STRATEGI, P55 DEVLIN G, 1988, LONG RANGE PLANN, V21, P18 HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HARRIGAN KR, 1988, STRATEGIC MANAGEMENT, V9, P141 JAMES BG, 1985, LONG RANGE PLANN, V18, P76 KILLING JP, 1988, COOPERATIVE STRATEGI, P55 LEWIS JD, 1990, PARTNERSHIP PROFIT LYNCH RP, 1989, PRACTICAL GUIDE JOIN PERLMUTTER HV, 1986, HARVARD BUSINESS MAR PORTER ME, 1986, COMPETITON GLOBAL IN, P322 STARR MK, 1991, GLOBAL CORPORATE ALL, P115 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 1995 VL 10 IS 7-8 BP 777 EP 787 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL862 UT ISI:A1995RL86200011 ER PT J AU WONG, JK TI TECHNOLOGY-TRANSFER IN THAILAND - DESCRIPTIVE VALIDATION OF A TECHNOLOGY-TRANSFER MODEL SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGY TRANSFER; THAILAND; INDUSTRIAL DEVELOPMENT; NEWLY INDUSTRIALIZED COUNTRIES (NICS) AB Thailand's sixth Five Year Development Plan aims towards increased levels of industrial development within the country. The coordination of governmental incentive and foreign, largely Japanese, investment has underpinned Thailand's current era of technologically-driven economic growth. This paper briefly examines the development of this agricultural-based economy into one which has added manufacturing technology. The discussion takes the form of a descriptive validation of an existing model of the factors necessary for successful technology transfer. RP WONG, JK, LA SALLE UNIV,SCH BUSINESS ADM,DEPT MKT,PHILADELPHIA,PA 19141. CR *UN, 1987, TECHN ACQ ALT ARR TR CHAKRABARTI AK, 1989, J ENG TECHNOL MANAGE, V6, P99 DAHLMAN C, 1981, ANN ACADEMY POLITICA, V458, P13 HAKAM AN, 1988, INT J TECHNOLOGY MAN, V3, P181 HANDLEY P, 1990, FAR E EC REV 0503, P51 KOMODA F, 1986, DEV ECON, V24, P405 MADU CN, 1989, LONG RANGE PLANN, P115 SANTIKARN M, 1981, TECHNOLOGY TRANSFER TASKER R, 1990, FAR E EC REV 0308, P28 TASKER R, 1990, FAR E EC REV 0503, P55 TASKER R, 1992, FAR E EC REV 0820, P33 TODD D, 1983, GROWTH CHANGE, V14, P46 NR 12 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 1995 VL 10 IS 7-8 BP 788 EP 796 PG 9 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL862 UT ISI:A1995RL86200012 ER PT J AU TANG, HK YEO, KT TI TECHNOLOGY, ENTREPRENEURSHIP AND NATIONAL-DEVELOPMENT - LESSONS FROM SINGAPORE SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGY DEVELOPMENT; ENTREPRENEURSHIP; INDUSTRIALIZATION; GOVERNMENT POLICY; SINGAPORE AB This paper gives an up-to-date account of Singapore's major technoeconomic development. From Singapore's experience a general national development model based on government entrepreneurship and technological development is constructed. In this model foreign multinational corporations continue to be an integral driving force in economic growth and a conduit for technology transfer, even when a nation enters into an innovation-driven development phase. The paper also outlines the challenges Singapore faces now that the economies of Asia's and the world's two most populous countries, China and India, open up. In order for Singapore to become a developed nation there is a need for local 'technopreneurship' to broaden its scope. Furthermore the country needs to maintain an orderly shift to technologically advanced activities while low-end operations are relocating to lower-cost countries. RP TANG, HK, NANYANG TECHNOL UNIV,CTR ENGN & TECHNOL MANAGEMENT,SCH MECH & PROD ENGN,NANYANG AVE,SINGAPORE 2263,SINGAPORE. CR 1989, ASIAN FINANCE 1115 1989, ASIAN FINANCE, V15, P16 1993, ECONOMIST 0814, V328, P64 1993, ECONOMIST 0814, V328, P66 1993, ECONOMIST 0821, V328, P52 1993, ECONOMIST 0821, V328, P56 1993, SURVEY CURR BUS, V74, P127 1994, ELECTRONIC BUSINESS, V5, P43 1995, ASIAWEEK 0105 *JAPAN INF CTR SCI, 1993, WHIT PAP SCI TECHN *NAT SCI TECHN BOA, 1991, WIND OPP NAT TECHN P *SINGA MIN TRAD IN, 1986, SING EC NEW DIR *SINGA MIN TRAD IN, 1991, DEV NAT STRAT EC PLA DAVIES B, 1992, ASIA MONEY FINAN NOV, P51 KAO RWY, 1993, CREATIVITY INNOVATIO, V2 LEE TY, 1994, OVERSEAS INVESTMENT LOW L, 1993, CHALLENGE RESPONSE 3 LUI MW, 1994, PAN ASIAN ELECTRONIC MAGAZINER I, 1989, SILENT WAR INSIDE GL MINTZBERG H, 1987, HARVARD BUSINESS JUL, P66 PORTER ME, 1990, COMPETITIVE ADVANTAG, CH10 ROBERTS EB, 1991, ENTREPRENEURS HIGH T ROSEN C, 1994, ELECTRONIC BUSINESS, V20, P34 STEVENSON HH, 1990, STRATEGIC MANAGE J, V11, P17 TANG HK, 1994, J ENTERPRISING CULTU, V2, P857 TANG HK, 1994, NPB NTU PRODUCTIVITY YEO CT, 1994, SPEECHES, V18, P81 YEO KT, 1994, INTERNET 94 DYNAMIC, V2, P136 YU D, 1993, ASIAN MONEY FINA MAR, P42 NR 29 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 1995 VL 10 IS 7-8 BP 797 EP 814 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL862 UT ISI:A1995RL86200013 ER PT J AU LINK, AN TI EVALUATING PROGRAM PERFORMANCE - THE CASE OF FEDERALLY-FUNDED COLLABORATIVE RESEARCH SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE RESEARCH PROGRAMS; COLLABORATIVE RESEARCH; JOINT VENTURES IN RESEARCH; ADVANCED TECHNOLOGY PROGRAM (USA); NATIONAL INSTITUTE OF STANDARDS AND TECHNOLOGY (USA); NATIONAL CENTER FOR MANUFACTURING SCIENCES (USA); NATIONAL STORAGE INDUSTRY CONSORTIUM (USA) AB This paper demonstrates how one might begin to evaluate quantitatively the short-term economic impacts of Federally-funded collaborative research programs. This demonstration is based on two research joint ventures recently funded by the Advanced Technology Program at the National Institute of Standards and Technology within the US Department of Commerce. RP LINK, AN, UNIV N CAROLINA,DEPT ECON,GREENSBORO,NC 27412. CR *I INT PACK EL CIR, 1991, IPC REPORT WORLD MAR *NAT I STAND TECHN, 1994, SETT PRIOR MEAS RES HARVEY DA, 1990, BYTE NOV, P275 LINK AN, 1989, STRATEGIES TECHNOLOG LINK AN, 1993, INT J TECHNOLOGY MAN, V8, P726 SIMONDS JL, 1993, NSIC WHITE PAPE 1124 NR 6 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 1995 VL 10 IS 7-8 BP 847 EP 852 PG 6 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL862 UT ISI:A1995RL86200015 ER PT J AU VANROSSUM, W CABO, PG TI THE CONTRIBUTION OF RESEARCH INSTITUTES IN EUREKA PROJECTS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGICAL INNOVATION; RESEARCH INSTITUTES; TECHNOLOGICAL COOPERATION; R-AND-D PROGRAMS; EUROPEAN RESEARCH PROGRAMS; EUREKA; CONTENT ANALYSIS ID POLICY AB Technological cooperation between industrial firms and research institutes is studied at the project level. The various forms of cooperation, and the instances in which they are advantageous, are discussed. The authors then focus on situations in which the research institute acts as 'knowledge supplier'. Three levels of 'research intensity' are distinguished, depending on the involvement of research institutes. Six hypotheses are formulated about the relationship between research intensity and strategy and innovation attributes in two technological areas: environmental technology, and robotics and production automation. Empirical data are taken from 230 projects in the European technology initiative EUREKA. A content analysis was performed on project descriptions. Our major finding is that the nature of the envisaged exploitation of an innovation accounts for differences in research institute participation. RP VANROSSUM, W, UNIV GRONINGEN,DEPT MANAGEMENT & ORG,LANDLEVEN 5,POB 800,9700 AV GRONINGEN,NETHERLANDS. CR *EUREKA SECR, 1992, 1991 ANN PROGR REP *OTA, 1993, PHARM R D COSTS RISK, P34 KATZ ML, 1986, RAND J ECON, V17, P527 MALERBA F, 1991, MONITOR FAST PROGRAM, V6 MOWERY DC, 1989, TECHNOLOGY PURSUIT E, CH9 PETERSON J, 1993, RES POLICY, V22, P243 PORTER ME, 1983, RES TECHNOLOGICAL IN, V1, P1 TEECE DJ, 1986, RES POLICY, V15, P285 WEBER RP, 1985, BASIC CONTENT ANAL WEBSTER A, 1991, PROPOSED RES WORKSHO ZIMAN JM, 1989, SPSG8 CONC PAP NR 11 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 1995 VL 10 IS 7-8 BP 853 EP 866 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL862 UT ISI:A1995RL86200016 ER PT J AU PILORGET, L TI EVALUATION OF 2 SUPPORT PROGRAMS PROMOTING INTERNATIONAL TECHNOLOGY-TRANSFER BETWEEN SMES SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE EVALUATION OF SUPPORT PROGRAMS; PROMOTION OF INDUSTRIAL COOPERATION; INDUSTRIAL COOPERATION BETWEEN FRANCE AND GERMANY; INNOVATION CONSULTANCY; INTERNATIONAL TECHNOLOGY TRANSFER AB This paper deals with two support programs which aim at the promotion of international technology transfer between European SMEs. To this end, some networks of innovation counsellors were established in order to promote industrial cooperation. As the programs analysed were partly financed by public institutions, evaluation surveys took place. The main result of the evaluations pinpoints the lack of impact of these programs on industrial companies and the appearance of interesting spin-offs. Many reasons are mentioned to explain this lack of success, in particular the lack of information on behaviour and needs of industry as far as technology transfer is concerned, which could have been avoided by conducting an 'ex ante strategic' evaluation. CR COASE RH, 1937, ECONOMICA GAUDIN T, 1984, CPE41 ET HAKANSSON H, 1989, CORPORATE TECHNOLOGI HERAUD JA, 1993, RESEAUX EC TECHNOLOG HERDEN R, 1992, PHYSICA VERLAG MANNEL W, 1983, REV MANAGEMENT MASSIMO L, 1994, IN PRESS LECONS EXPE PIATIER A, 1984, CPE32 ET PICOT A, 1989, INNOVATIVE UNTERNEHM PORTER M, 1985, WETTBEWERBSSTRATEGIE ROTHWELL R, 1983, ROLE SMALL FIRMS EME SALOMON JJ, 1985, GAULOIS COW BOY SAMA SCHUMPETER JA, 1986, CAPITALISM SOCIALISM WILLIAMSON OE, 1975, MARKETS HIERARCHIES WYATT S, 1982, ROLE SMALL FIRMS INN 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 1995 VL 10 IS 7-8 BP 867 EP 878 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL862 UT ISI:A1995RL86200017 ER PT J AU RADOSEVICH, R TI A MODEL FOR ENTREPRENEURIAL SPIN-OFFS FROM PUBLIC TECHNOLOGY SOURCES SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNICAL ENTREPRENEURSHIP; TECHNOLOGY TRANSFER; PUBLIC-SECTOR TECHNOLOGY; TECHNOLOGY COMMERCIALIZATION; SURROGATE ENTREPRENEURSHIP AB This paper presents a model of the entrepreneurial mode for the commercialization of public-sector technology. The model is derived from more than a decade of experiments in promoting the commercialization of technology from the federal laboratories located in the State of New Mexico, USA. The experiments have resulted in a fragmented but consequential local support infrastructure for new ventures. Two critical elements are still well below the critical mass required to stimulate and support a substantial flow of new ventures: (1) risk capital devoted to technology-based ventures, and (2) technical entrepreneurs. This paper explores the availability and creation of a cadre of technical entrepreneurs able to commercialize the business opportunities created by proprietary positions in technology developed at the federal laboratories. A model of two kinds of entrepreneurs is developed and discussed: (1) inventor-entrepreneurs who are or were laboratory employees and who actively seek to commercialize their own inventions, and (2) surrogate-entrepreneurs who are not the inventors but who acquire rights to the federally-sponsored technology. RP RADOSEVICH, R, UNIV NEW MEXICO,RO ANDERSON SCH MANAGEMENT,ALBUQUERQUE,NM 87131. CR ALLEN M, 1993, FRONTIERS ENTREPRENE ATKINSON RD, 1990, 15TH ANN M P 1990 BIRCH DL, 1987, JOB CREATION AM OUR CHRISMAN JJ, 1987, J BUSINESS VENTURING, V2 DENNIS WJ, 1990, ENTREPRENEURSHIP REG, V2, P5 DONCKELS R, 1990, ENTREPRENEURSHIP REG, V2, P211 FLENDER JO, 1977, SMALL BUSINESS QUALI, P72 GARTNER WB, 1989, ENTREPRENEURSHIP THE, V14, P27 GOLDHOR RS, 1983, RES POLICY, V12, P121 GREFFE X, 1990, ENTREPRENEURSHIP REG, V2, P89 HJALAGER AM, 1989, ENTREP REGION DEV, V1, P85 KATZ JA, 1990, ENTREP REGION DEV, V2, P15 LAMONT L, 1972, J SMALL BUSINESS JUL, P36 MCGEE JE, 1994, J BUS VENTURING, V9, P33 PHILLIPS BD, 1991, ENTREPRENEURSHIP REG, V3, P129 RADOSEVICH R, 1983, SW REV MANAGEMENT EC, V3, P19 RADOSEVICH R, 1993, CALIF MANAGE REV, V35, P33 RADOSEVICH R, 1993, INT J TECHNOL MANAGE, V8, P596 ROTHWELL R, 1982, INNOVATION SMALL MED ROTHWELL R, 1989, ENTREP REGION DEV, V1, P275 SEAWRIGHT GL, 1990, COMMUNICATION 0403 VESPER KH, 1980, NEW VENTURE STRATEGI NR 22 TC 24 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 1995 VL 10 IS 7-8 BP 879 EP 893 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL862 UT ISI:A1995RL86200018 ER PT J AU CHORDA, IM TI TECHNOPOLITAN STRATEGIES - AT THE EDGE OF AN INNOVATION-DRIVEN TERRITORIAL APPROACH SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE REGIONAL ENVIRONMENT; SCIENCE POLICIES; TECHNOLOGY POLICIES; NETWORKING OF LOCAL AGENTS; INNOVATIVE CAPABILITY; TERRITORIAL-DRIVEN APPROACH; TECHNOPOLITAN STRATEGIES AB In order to retain their usefulness' and sense, technology and innovation policies have to evolve and keep pace with the socio-economic progress and changes taking place in their territories. An insight into these recent trends reveals that regional public actors are becoming increasingly concerned by the diffusion of innovative capability and technological know-how across their territories. The emergence of science parks and technopoles, mechanisms for strengthening university-industry ties, and the promotion of entrepreneurship as a way to increase the numbers of innovative start-up companies, are becoming widespread trends across European regions. The main concepts introduced in this paper, the 'technopolitan' system and strategies, arise from the recognition of such tendencies and inclinations in the innovation-related arena, at the regional level. Discussion of their content, nature and prospects constitutes the core of the study. RP CHORDA, IM, UNIV VALENCIA,DEPT BUSINESS ORG,BLASCO IBANEZ 30,E-46010 VALENCIA,SPAIN. CR BRUHAT T, 1991, VINGT TECHNOPOLES PR CAMAGNI R, 1991, INNOVATION NETWORKS CASTELLS M, 1989, ES J JUN, P11 DECOSTER J, 1991, LTMU J JUL GAFFARD JL, 1987, PROGRAMME RECHERCHE, V1 GAROFOLI G, 1992, 1992 C IND TERR SYST MURRAY R, 1991, LOCAL SPACES EUROPE PERRIN JC, 1993, 1993 INT C EUR PER F QUEVIT M, 1993, REV EC IND, P38 STOHR WB, 1993, 1993 INT C EUR PER F 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 1995 VL 10 IS 7-8 BP 894 EP 906 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL862 UT ISI:A1995RL86200019 ER PT J AU FU, SZ PERKINS, DS TI TECHNOLOGY LICENSORS AND LICENSEES - WHO THEY ARE, WHAT RESOURCES THEY EMPLOY, AND HOW THEY FEEL SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGY LICENSING; SURVEY RESEARCH; CHARACTERISTICS OF LICENSORS AND LICENSEES; RESOURCES EMPLOYED; SATISFACTION ID MAIL SURVEYS; STRATEGY AB Based on a recent survey conducted among US companies, this paper reports how technology licensors and licensees differ from non-participants. The author finds that industry affiliation, firm size and R&D spending correlate significantly with a firm's participation in licensing. In order to determine why many firms still stay away from this format of technology acquisition and exploitation, the author also examines the resources employed by current licensing participants and the sources of their satisfaction/dissatisfaction, and offers comments on ways to help non-participants become participants. C1 PURDUE UNIV,SCH CONSUMER & FAMILY SCI,W LAFAYETTE,IN 47907. RP FU, SZ, UNIV SAN FRANCISCO,MCLAREN SCH BUSINESS,SAN FRANCISCO,CA 94117. CR ADAM Y, 1988, J PROD INNOVAT MANAG, V5, P32 ANDERSON BA, 1979, RES MANAGE, V22, P26 ARMSTRONG JS, 1975, PUBLIC OPIN QUART, V39, P111 ARMSTRONG JS, 1977, J MARKETING RES, V14, P396 ATUAHENEGIMA K, 1993, J PROD INNOVAT MANAG, V10, P230 BARANSON J, 1978, TECHNOLOGY MULTINATI CAPON N, 1987, J MARKETING, V51, P1 CHATTERJI D, 1993, RES TECHNOL MANAGE, V36, P21 CLARKE K, 1989, R&D MANAGE, V19, P215 FITZGERALD JD, 1992, R&D MANAGE, V22, P199 FORD D, 1981, HARVARD BUS REV, V59, P117 FORD D, 1985, ADV STRATEGIC MANAGE, V3, P104 FORD D, 1988, LONG RANGE PLANN, V21, P85 GOLD B, 1975, RES MANAGE, V18, P24 GOLD B, 1987, J PROD INNOVAT MANAG, V4, P81 KANUK L, 1975, J MARKETING RES, V12, P440 KILLING JP, 1977, BUSINESS Q, V42, P22 LINK A, 1983, DECISION SCI, V14, P46 LOVELL ED, 1968, DOMESTICE LICENSING MCDONALD DW, 1985, RES MANAGE, V28, P35 PILAT HL, 1977, NOUVELLES, V12, P34 WELCH LS, 1985, INT MARKETING REV, V2, P41 NR 22 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 1995 VL 10 IS 7-8 BP 907 EP 920 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL862 UT ISI:A1995RL86200020 ER PT J AU SHI, XP TI PATENT LICENSING FOR TECHNOLOGY-TRANSFER - AN INTEGRATED STRUCTURAL MODEL FOR RESEARCH SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGY TRANSFER; PATENT LICENSING; TECHNOLOGY LICENSING; INTEGRATED STRUCTURAL MODEL; EFFECTIVENESS OF LICENSING ID PRODUCT DEVELOPMENT; NEGOTIATION; PERSPECTIVE; FRAMEWORK; FIRMS AB Patent licensing or technology licensing has been one of the leading means of international technology transfer for years. Although substantial studies on licensing issues have been conducted in a variety of facets, literature reviews reveal that there is a lack of research to examine the overall impact and the linkage of the issues on the subject. In this paper, the author develops and presents an integrated structural model to embrace most variables of patent licensing for technology transfer. The model consists of seven categorized specific characteristics to determine the effectiveness of patent licensing. The effective patent licensing, each specific characteristic and its variables are discussed in detail, and seven propositions are formed. The model implies that there are causal relationships existing between the variables and the effectiveness of licensing outcomes. Finally, the possible methodology for studying the model is discussed. RP SHI, XP, HONG KONG BAPTIST COLL,SCH BUSINESS,DEPT FINANCE & DECIS SCI,224 WATERLOO RD,KOWLOON,HONG KONG. CR ATUAHENEGIMA K, 1991, THESIS U WOLLONGONG ATUAHENEGIMA K, 1992, EUR J MARKETING, V26, P52 ATUAHENEGIMA K, 1992, J PROD INNOVAT MANAG, V9, P156 ATUAHENEGIMA K, 1993, IND MARKET MANAG, V22, P223 ATUAHENEGIMA K, 1993, J PROD INNOVAT MANAG, V10, P230 BALL DF, 1988, PROCESS EC INT, V7, P134 BARANSON J, 1978, TECHNOLOGY MULTINATI BARANSON J, 1985, INT TECHNOLOGY TRANS, P24 BLALOCK HM, 1968, METHODOLOGY SOC R BUCKLEY PJ, 1990, MULTINATIONAL ENTERP CAVES RE, 1983, OXFORD B ECON STAT, V45, P249 CHOU CF, 1993, RAND J EC, V24 CLEGG J, 1990, MANAGE INT REV, V3, P231 CONRATH DW, 1990, INFORM MANAGE, V19, P7 CONTRACTOR FJ, 1980, J INT BUSINESS S WIN, P47 CONTRACTOR FJ, 1981, COLUMBIA J WORLD BUS, V16, P73 CONTRACTOR FJ, 1983, COLUMBIA J WORLD FAL, P80 CONTRACTOR FJ, 1984, J INT BUSINESS S WIN, P167 CONTRACTOR FJ, 1985, INT TECHNOLOGY TRANS, P277 CONTRACTOR FJ, 1988, COOPERATIVE STRATEGI CONTRACTOR FJ, 1993, INT EXECTUIVE, V35, P385 CRONIN B, 1989, INT J TECHNOLOGY MAN, V4, P411 CUTLER RS, 1989, INTERFACES, V19, P67 DAVIDSON W, 1985, J INT BUSINESS S SUM, P5 DAVIDSON WH, 1983, J MANAGE STUD, V20, P453 FORD D, 1985, ADV STRATEG MANAGE, V3, P103 GALLINI NT, 1990, RAND J ECON, V2, P147 GATIAN AW, 1994, INFORM MANAGE, V26, P119 GEE S, 1978, RES MANAGE, V21, P37 GIBSON DV, 1991, J ENG TECHNOL MANAGE, V8, P287 GOLD B, 1982, MANAGE DECIS ECON, V3, P213 GOLD B, 1987, J PROD INNOVAT MANAG, V4, P81 GOLDBERG SB, 1992, DISPUTE RESOLUTION N GREGSON T, 1992, ACCOUNTING HORIZ DEC, P42 GRIEVE A, 1992, R&D MANAGE, V22, P183 HARRIS MM, 1990, J MANAGE, V16, P337 HATCH MJ, 1987, ADM SCI Q, V32, P387 HUGHES MA, 1990, ACCOUNT ORG SOC, V15, P179 JENNSEN R, 1992, INT J IND ORGAN, V10, P449 KAMIEN MI, 1986, Q J ECON, P471 KEDIA BL, 1988, ACAD MANAGE REV, V13, P559 KILLING PJ, 1977, BUSINESS Q, V42, P23 KILLING PJ, 1978, R&D MANAGE, V8, P159 KIM YK, 1988, THESIS U CALIFORNIA LIND EA, 1993, ADM SCI Q, V38, P224 LITVAK IA, 1990, MULTINATIONAL BUSINE, V2, P1 LOWE J, 1983, IND MANAGEMENT D SEP, P26 MANSFIELD E, 1980, Q J EC DEC MANSFIELD E, 1981, ECON J, V91, P907 MANSFIELD E, 1982, AM PATENT LAW ASS Q, V109 MANSFIELD E, 1982, TECHNOLOGY TRANSFER MANSFIELD E, 1986, MANAGE SCI, V32, P173 MANSFIELD E, 1988, INTELLECTURAL PROPER, P3 MCDONALD DW, 1985, RES MANAGE, V28, P35 MUDU CN, 1990, FUTURES NOV, P932 MUDU CN, 1991, FUTURES NOV, P978 MUDU CN, 1992, STRATEGIC PLANNING T NEALE MA, 1990, RES NEGOTIATION ORG, V2, P55 OZAWA T, 1979, APR C TECHN TRANSF C PATASALOSFAX M, 1983, MANAGEMENT TODAY DEC, P78 PAVITT K, 1985, INT TECHNOLOGY TRANS PRUITT D, 1986, PSYCHOL PREVENTION N, P463 PUTNAM LL, 1990, RES NEGOTIATION ORG, V2, P3 REDDY NM, 1990, RES POLICY, V19, P285 REID SD, 1988, TECHNOVATION, V7, P401 REMENYI DSJ, 1991, J INF TECHNOL, V6, P162 RINEHART LM, 1992, J MARKETING, V56, P18 ROCKETT KE, 1990, RAND J ECON, V21, P161 ROGER EM, 1982, COMMUNICATION NETWOR SCANZONI J, 1990, SOC PSYCHOL QUART, V53, P239 SEN F, 1989, J PROD INNOVAT MANAG, V6, P123 STEENKAMP JB, 1991, INT J RES MARK, V8, P283 TEECE DJ, 1977, ECON J, V87, P242 TELESIO P, 1984, TECHNOLOGY CROSSING, P177 TITHER D, 1994, TECHNOVATION, V14, P283 VERNON R, 1979, FOREIGN PRODUCTION T WALTON RE, 1965, BEHAVIOURAL THEORY L WEINRAUCH JD, 1987, J INT MANAGEMENT, V4, P381 WIND Y, 1988, J PROD INNOVAT MANAG, V5, P304 WOLFF A, 1989, INT J TECHNOLOGY MAN, V4, P449 ZHAO LM, 1993, TECHNOVATION, V13, P383 NR 81 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 1995 VL 10 IS 7-8 BP 921 EP 940 PG 20 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL862 UT ISI:A1995RL86200021 ER PT J AU DAVIES, H TI INTRAFIRM VERSUS LICENSED TRANSFERS OF MACHINE-TOOL TECHNOLOGY SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGY TRANSFER; MACHINE-TOOLS; LICENSING; INTERNALIZED TRANSFERS ID DIRECT-INVESTMENT; TRANSACTIONS AB This paper uses survey and interview evidence from the USA, the UK and Germany to examine transfers of machine-tool technology from one location to another through both internalized and licensed transactions. It shows that both forms of transfer are common in the industry, but that they play very different roles with respect to their place in the companies' operations and the nature of the technologies transferred. Internalized transfers are largely directed towards major markets, including the domestic market. They are less frequently associated with labour cost reduction, and lead to the transfer of a wide and complex range of information. A small proportion of licensed transfers are close substitutes for internalized transactions but in general licensing is chosen as a 'second-best' option for use where constraints dictate the course of action. Licensing agreements involve much more limited transfers of technology. RP DAVIES, H, HONG KONG POLYTECH,DEPT BUSINESS STUDIES,KOWLOON,HONG KONG. CR *NAT MACH TOOL BUI, 1990, 1988 89 EC HDB MACHI AHARONI Y, 1966, FOREIGN INVESTMENT D ARROW K, 1971, ESSAYS THEORY RISK B BUCKLEY PJ, COOPERATIVE STRATEGI BUCKLEY PJ, 1976, FUTURE MULTINATIONAL BUCKLEY PJ, 1981, TECHNOLOGY TRANSFER BUCKLEY PJ, 1992, NEW DIRECTIONS INT B CONTRACTOR FJ, 1981, INT TECHNOLOGY LICEN CONTRACTOR FJ, 1984, J INT BUS STUD, V15, P167 CONTRACTOR FJ, 1988, COOPERATIVE STRATEGI DAVIDSON WH, 1984, J IND ECON, V32, P253 DAVIDSON WH, 1985, J INT BUS STUD, V15, P5 DAVIES H, 1977, J IND ECON, V26, P161 DAVIES H, 1993, TECHNOVATION, V13, P93 DUNNING J, 1993, MULTINATIONAL ENTERP DUNNING JH, 1985, AM ECON REV, V75, P228 FRANSMAN M, 1986, MACHINERY EC DEV, P153 PARKINSON ST, 1984, NEW PRODUCT DEV ENG PORTER ME, 1985, COMPETITIVE ADVANTAG PRASAD SJ, 1981, TECHNOLOGY TRANSFER RENDEIRO JO, 1984, TECHNICAL CHANGE STR SCIBERRAS E, 1985, UK MACHINE TOOL IND TEECE D, 1986, EC STRATEGIC PLANNIN TEECE DJ, 1981, ANN AM ACAD POLIT SS, V458, P81 WILLIAMSON OE, 1985, EC I CAPITALISM 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 1995 VL 10 IS 7-8 BP 941 EP 954 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA RL862 UT ISI:A1995RL86200022 ER PT J AU TUCCI, CL LOJO, MP TI SOCIAL COMPARISONS AND COOPERATIVE RESEARCH-AND-DEVELOPMENT VENTURES - THE DOUBLE-EDGED-SWORD OF COMMUNICATION SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE SOCIAL COMPARISON THEORY; COOPERATIVE RESEARCH AND DEVELOPMENT ID ACHIEVEMENT; MOTIVATION; MODEL AB In this paper, we examine the communication-performance link in the R&D laboratory, with an eye toward the effects of task- and equity-related communications on the social environment. We argue that social comparisons (where employees make comparisons between themselves and their coworkers) can have deleterious effects on performance under certain conditions, possibly negating the positive effects of increased communication. We discuss the theory and evidence behind the social comparison-performance link, and then propose mechanisms to promote the positive effects of social comparisons, while minimizing the negative. These mechanisms take the form of organization structure and human resource management policies. The conclusion is that while other factors, such as characteristics of the partners, technology, and market, are important in structuring the cooperative R&D venture, attention to social comparison theory's consequences may help the venture realize its full potential. C1 MIT,ALFRED P SLOAN SCH MANAGEMENT,CAMBRIDGE,MA 02139. RP TUCCI, CL, HARVARD UNIV,CTR SCI & INT AFFAIRS,79 JFK ST L358,CAMBRIDGE,MA 02138. CR ALLEN TJ, 1969, ADM SCI Q, V14, P12 ALLEN TJ, 1977, MANAGING FLOW TECHNO AMES C, 1984, J EDUC PSYCHOL, V76, P478 BAILYN L, 1984, MIT159284 SLOAN SCH CIBORRA C, 1991, STRATEGIC PARTNERSHI, P51 COMBS KL, 1990, ADV APPL MICROECONOM, V5, P47 CROSBY F, 1976, PSYCHOL REV, V83, P85 DWECK CS, 1988, PSYCHOL REV, V95, P256 ELLIOTT ES, 1988, J PERS SOC PSYCHOL, V54, P5 FARRIS GF, 1969, IEEE T ENG MANAGE, V16, P9 FESTINGER L, 1954, HUM RELAT, V7, P117 FREIDMAN P, 1979, J ECON BUS, V31, P103 HAMEL G, 1989, HARVARD BUSINESS JAN, P133 HLADIK KJ, 1985, INT JOINT VENTURES KATZ D, 1966, SOCIAL PSYCHOL ORG KATZ ML, 1986, RAND J ECON, V17, P527 KATZ ML, 1990, R D COOPERATION COMP LINK AN, 1989, COOPERATIVE RES US M MAJOR B, 1991, SOCIAL COMPARISON CO MARCH J, 1958, ORGANIZATIONS MASTERS JC, 1987, SOCAIL COMPARISON SO MESSE LA, 1983, J PERS SOC PSYCHOL, V46, P684 MOWERY DC, 1992, TECHNOLOGY WEALTH NA MYERS S, 1969, SUCCESSFUL IND INNOV NAGATA D, 1991, SOCIAL COMPARISON CO NELSON RR, 1982, EVOLUTIONARY THEORY NOSANCHUK TA, 1985, J PERS SOC PSYCHOL, V48, P624 OLSON JM, 1986, RELATIVE DEPRIVATION OUCHI WG, 1984, REFORM SOC OUCHI WG, 1988, CALIFORNIA MANAG SPR, P9 PELZ DC, 1976, SCI ORG PRODUCTIVE C SALOVEY P, 1976, SOCIAL COMPARISON CO SCHRADER S, 1991, RES POLICY, V20, P153 SINHA DK, 1991, MANAGE SCI, V37, P1091 STOUFFER SA, 1949, AM SOLDIER ADJUSTMEN, V1 TUCCI CL, IN PRESS CASE STUDIE TUCCI CL, 1994, MIT11094 INT CTR RES TUSHMAN ML, 1987, ACAD MANAGE J DEC, P624 VONHIPPEL E, 1987, RES POLICY, V16, P291 WOOD JV, 1985, J PERS SOC PSYCHOL, V49, P1169 WOOD JV, 1989, PSYCHOL BULL, V106, P231 NR 41 TC 0 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD DEC PY 1994 VL 11 IS 3-4 BP 187 EP 202 PG 16 SC Engineering, Industrial GA QH996 UT ISI:A1994QH99600001 ER PT J AU LEE, DMS TI SOCIAL TIES, TASK-RELATED COMMUNICATION AND 1ST JOB-PERFORMANCE OF YOUNG ENGINEERS SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE COMMUNICATION; MANAGEMENT OF TECHNICAL PROFESSIONALS; YOUNG ENGINEERS; JOB PERFORMANCE; SOCIALIZATION ID SOCIALIZATION; INFORMATION; MANAGEMENT; PERSPECTIVE; TECHNOLOGY; INNOVATION; FEEDBACK; RESOURCE; SEEKING; FLOWS AB This study investigated the relationships among social ties, task-related communication, and first industrial job performance of a group of young engineers by utilizing a cooperative (coop) engineering program as a natural study. The coop arrangement allowed the researcher to examine the work behavior of these young engineers with similar academic training who were working on comparable work assignments in the same set of organizations. The study found that the job performance of the coop engineers was related to the pattern of work-related communication but not the total number of contacts. Specifically, high performance new engineers were integrated more broadly into the interpersonal communication networks than low performance new engineers. Moreover, high performance new engineers exhibited communication patterns similar to those of high performance veteran engineers working on similar types of technical work. Social ties with the company staff was found to be related positively with job performance, but social ties with other coop engineers was found to be related negatively with job performance, a result which challenges an implicit assumption often made by researchers and managers about the organizational socialization of newcomers. Overall, this study provides an integrative framework for relating social ties and communication as key factors for understanding the job performance of young engineers and presents a methodology for assessing their organizational assimilation. RP LEE, DMS, SUFFOLK UNIV,SCH MANAGEMENT,8 ASHBURTON PL,BOSTON,MA 02108. CR 1969, SCI TECHNICAL COMMUN ALLEN TJ, 1968, MIT319 SLOAN SCH MAN ALLEN TJ, 1977, MANAGING FLOW TECHNO ALLEN TJ, 1979, ACAD MANAGE J, V22, P694 ALLEN TJ, 1979, R&D MANAGE, V1, P14 ALLEN TJ, 1980, IEEE T ENG MANAGE, V27, P2 ARGYRIS C, 1964, INTEGRATING INDIVIDU ASHFORD SJ, 1983, ORGAN BEHAV HUM DEC, V32, P370 ASHFORD SJ, 1986, ACAD MANAGE J, V29, P465 BAKER NR, 1967, IEEE T ENG MANAGE, P14 BLAU PM, 1963, DYNAMICS BUREAUCRACY CHASE DA, 1972, THESIS SLOAN SCH MAN COLEMAN JS, 1966, MED INNOVATION DIFFU COMERSALL ER, 1966, HARVARD BUSINESS JUL, P62 COOK TD, 1979, QUASIEXPERIMENTATION DALTON GW, 1982, CAREER ISSUES HUMAN EDWARDS SA, 1973, RES MANAGEMENT JAN ETTLIE J, 1980, MANAGE SCI, V26, P1086 EVAN WM, 1963, AM SOCIOL REV, V28, P436 FARRIS GF, 1969, J APPL PSYCHOL, V53, P87 FELDMAN DC, 1976, ADM SCI Q, V21, P433 FELDMAN DC, 1981, ACAD MANAGE REV, V6, P309 GERSTBERGER PG, 1971, THESIS SLAON SCH MAN GOLDHAR JD, 1976, IEEE T ENG MANAGE, V23, P51 GRANOVETTER MS, 1974, GETTING JOB STUDY CO HAUPTMAN O, 1985, JUL MAN R D EFF C MA JABLIN FM, 1982, SOCIAL COGNITION COM, P255 JABLIN FM, 1984, COMMUNICATION YB, P594 JABLIN FM, 1987, HDB ORG COMMUNICATIO, P679 JOHANNISSON B, 1987, INT STUDIES MANAGEME, V17, P3 KATZ D, 1978, SOCIAL PSYCHOL ORG KATZ R, 1979, ORGAN BEHAV HUM PREF, V23, P139 KATZ R, 1980, RES ORGAN BEHAV, V2, P81 KATZ R, 1982, CAREER ISSUES HUMAN, P154 KATZ R, 1983, ACAD MANAGE J, V26, P437 KAUFMAN HG, 1974, J APPL PSYCHOL, V59, P377 KELLER RT, 1981, HUM RELAT, V34, P1053 KELLY P, 1978, TECHNOLOGICAL INNOVA, V4 LAWLER EE, 1977, ACAD MANAGE REV, V2, P576 LEE DMS, 1980, THESIS SLOAN SCH MAN LEE DMS, 1982, MANAGE SCI, V28, P1405 LEE DMS, 1986, IEEE T ENG MANAGE, V33, P1227 LEE DMS, 1989, ENG EDUC, V79, P31 LEE DMS, 1992, IEEE T ENG MANAGE, V39, P214 LOUIS MR, 1980, ADM SCI Q, V25, P226 LOUIS MR, 1983, PERS PSYCHOL, V36, P857 MEIER TK, 1982, HUMAN RESOURCE MANAG, P27 MENZEL H, 1962, SOCIOL SCI, P417 MILLER VD, 1991, ACAD MANAGE REV, V16, P92 MORRISON EW, 1991, 51ST P ANN M MIAM BE, P225 NELSON RE, 1986, J APPL BEHAV SCI, V22, P65 PELZ DC, 1976, SCI ORG POSNER BZ, 1985, J OCCUP PSYCHOL, V58, P81 REICHERS AE, 1987, ACAD MANAGE REV, V12, P278 ROLOFF ME, 1981, INTERPERSONAL COMMUN SCHEIN EH, 1964, HARVARD BUSINESS NOV, P68 SCHEIN EH, 1968, IND MANAGEMENT REV, V9, P1 SCHEIN EH, 1978, CAREER DYNAMICS SMITH WJ, 1961, J APPL PSYCHOL, V45, P59 SNEDECOR GW, 1967, STATISTICAL METHODS THOMPSON PH, 1974, IEEE SPECTRUM OCT TUSHMAN M, 1980, TIMS SPECIAL STUDIES UTTERBACK JM, 1971, SCI, V183, P658 VANMAANEN J, 1975, HDB WORK ORG SOC, P67 VANMAANEN J, 1976, HDB WORK ORG SOC VANMAANEN J, 1979, RES ORGAN BEHAV, V1, P209 VANMAANEN J, 1982, CAREER ISSUES HUMAN, P85 ZMUD RW, 1983, MIS Q, V7, P43 NR 68 TC 1 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD DEC PY 1994 VL 11 IS 3-4 BP 203 EP 228 PG 26 SC Engineering, Industrial GA QH996 UT ISI:A1994QH99600002 ER PT J AU ZIRGER, BJ HARTLEY, JL TI A CONCEPTUAL-MODEL OF PRODUCT DEVELOPMENT CYCLE TIME SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE PRODUCT DEVELOPMENT; TIME TO MARKET; CYCLE TIME; NEW PRODUCTS ID DECISION-PROCESSES; DESIGN AB Organizations across industries are facing a new competitive challenge: reducing the time required to successfully bring new products to market. Although the managerial literature cites many product development acceleration techniques, little insight is provided as to why and how these techniques are successful. In this article, we extend theory by presenting a conceptual model of product development cycle time that explains the relationships among acceleration techniques, underlying theoretical constructs and development time. The underlying constructs that we propose affect product development time are: (1) project complexity, (2) information processing capability, and (3) motivation. We propose that by understanding the relationships between the popular acceleration techniques, the underlying intermediate processes and product development time, practitioners and academics alike will be better able to develop new techniques as well use existing ones to more effectively speed products to the market. C1 BOWLING GREEN STATE UNIV,COLL BUSINESS ADM,DEPT MANAGEMENT,BOWLING GREEN,OH 43403. RP ZIRGER, BJ, UNIV CINCINNATI,COLL BUSINESS ADM,DEPT MANAGEMENT,CINCINNATI,OH 45221. CR 1990, G325601500 MALC BALD ADLER PS, 1989, IEEE T ENG MANAGE, V36, P202 ADLER PS, 1992, INTEGRATING DESIGN M AHARONI Y, 1966, FOREIGN INVESTMENT D ALLEN TJ, 1979, MANAGING FLOW TECHNO ANDERSON P, 1990, ADMIN SCI QUART, V35, P604 ANDERSON PA, 1983, ADMIN SCI QUART, V28, P201 BOURGEOIS LJ, 1981, ACAD MANAGE REV, V6, P29 BOWER JL, 1988, HARVARD BUS REV, V66, P110 BROWN WB, 1993, ACADEMY MANAGEMENT E, V7, P36 CLARK KB, 1988, OVERLAPPING PROBLEM CLARK KB, 1989, J ENG TECHNOL MANAGE, V6, P25 CLARK KB, 1989, MANAGE SCI, V32, P1247 CLARK KB, 1991, PRODUCT DEV PERFORMA COOPER RG, 1975, IND MARKET MANAG, V4, P315 COOPER RG, 1986, J PROD INNOVAT MANAG, V3, P71 COOPER RG, 1987, J PROD INNOVAT MANAG, V4, P169 CORDERO R, 1991, J PROD INNOVAT MANAG, V8, P283 CRAWFORD CM, 1984, J PROD INNOVAT MANAG, V2, P85 CRAWFORD CM, 1992, J PROD INNOVAT MANAG, V9, P188 CYERT RM, 1963, BEHAVIORAL THEORY FI DAFT RL, 1986, MANAGE SCI, V32, P554 DEMEYER A, 1990, R&D MANAGE, V20, P229 EISENHARDT KM, 1989, ACAD MANAGE J, V32, P543 EMMANUELIDES PA, 1992, ACAD MANAGE P, P342 ETTLIE JE, 1992, INTEGRATING DESIGN M FREDRICKSON JW, 1984, ACAD MANAGE J, V27, P399 GALBRAITH JR, 1973, DESIGNING COMPLEX OR GEOMORY RE, 1989, HARVARD BUS REV, V68, P99 GRIFFIN A, 1993, J PROD INNOVAT MANAG, V10, P112 GUPTA AK, 1990, CALIF MANAGE REV, V32, P24 HICKSON D, 1986, TOP DECISIONS STRATE KELLEY HH, 1972, ATTRIBUTION PERCEIVI KIDDER T, 1981, SOUL NEW MACHINE KING BE, 1992, INT J OPER PROD MAN, V12, P56 LITSCHERT RJ, 1978, ACAD MANAGE REV, V3, P211 LUTHANS F, 1984, ORG BEHAVIOR MODIFIC MABERT VA, 1992, J PROD INNOVAT MANAG, V9, P200 MARCH JG, 1976, AMBIGUITY CHOICE ORG MCEACHRON NB, 1990, SRI788 BUS INT PROGR MILLSON MR, 1991, J PROD INNOVAT MANAG, V9, P53 MINTZBERG H, 1976, ADM SCI Q, V21, P246 NULTY P, 1990, FORTUNE, V121, P67 PORTER ME, 1980, COMPETITIVE STRATEGY REINERTSEN DG, 1983, ELECTRONIC BUSINESS ROBBINS SP, 1992, ESSENTIALS ORG BEHAV ROCHFORD L, 1992, J PROD INNOVAT MANAG, V9, P287 ROSEN N, 1989, TEAMWORK BOTTOM LINE ROSENTHAL SR, 1993, IEEE ENG MANAGEMENT, V21, P13 SANDERSONWALSH S, 1992, INTEGRATING DESIGN M SCHOONHOVEN CB, 1990, ADMIN SCI QUART, V35, P177 SCHUSTER JR, 1992, NEW PAY LINKING EMPL SCHWEIGER DM, 1986, ACAD MANAGE J, V29, P51 SCHWENK CR, 1983, DECISION SCI, V14, P140 SMITH P, 1991, DEV PRODUCTS HALF TI STALK G, 1988, HARVARD BUS REV, V66, P41 STALK G, 1990, RES TECHNOLOGY MANAG, V2, P19 STALK G, 1993, HARVARD BUS REV, V71, P93 STAW BM, 1977, PSYCHOL F ORG BEHAVI STAW BM, 1981, ADM SCI Q, V26, P501 SUSMAN GI, 1992, INTEGRATING DESIGN M TAKEUCHI H, 1986, HARVARD BUS REV, V64, P137 TUBBS ME, 1986, J APPL PSYCHOL, P474 TUCKMAN BW, 1965, PSYCHOL BULL, V63, P384 VROOM VH, 1964, WORK MOTIVATION VROOM VH, 1973, LEADERSHIP DECISION WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD WOMACK JP, 1990, MACHINE CHANGED WORL WOOD RE, 1986, ORGAN BEHAV HUM DEC, V37, P60 ZACHARY GP, 1993, WALL ST J 0526, A1 ZANGWILL WI, 1993, LIGHTNING STRATEGIES ZIRGER BJ, 1990, MANAGE SCI, V36, P867 NR 72 TC 15 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD DEC PY 1994 VL 11 IS 3-4 BP 229 EP 251 PG 23 SC Engineering, Industrial GA QH996 UT ISI:A1994QH99600003 ER PT J AU SEBORA, TC HARTMAN, EA TOWER, CB TI INNOVATIVE ACTIVITY IN SMALL BUSINESSES - COMPETITIVE CONTEXT AND ORGANIZATION LEVEL SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE INNOVATION; SMALL BUSINESS; COMPETITIVE CONTEXT; INSTITUTIONAL THEORY ID STRATEGIC MANAGEMENT; ENTREPRENEURSHIP; DIFFUSION; MODEL AB The effect of market type and product technology on innovation was studied using data from 3800 employees in 88 small businesses. Results demonstrate that: (1) organizational context effects on innovative activity are significant at administrative and strategic levels, (2) organizational members in consumer markets initiate more innovations but implement fewer than organizational members in industrial markets, (3) members of service-providing organizations report less innovative activity than those in goods-producing organizations, and (4) operative level employees appear to play a small role in the innovation process. C1 UNIV WISCONSIN,COLL BUSINESS ADM,DEPT MKT MANAGEMENT & HUMAN RESOURCES,OSHKOSH,WI 54901. RP SEBORA, TC, UNIV NEBRASKA,COLL BUSINESS ADM,DEPT MANAGEMENT,LINCOLN,NE 68588. CR 1954, J MARKETING, V19, P152 ABRAHAMSON E, 1993, ACAD MANAGE REV, V18, P487 ALDRICH H, 1986, RES ORG BEHAVIOR, V8 BALDRIDGE JV, 1975, ADM SCI Q, V20, P165 BARNETT V, 1984, OUTLIERS STATISTICAL BOEKER W, 1984, OUTLIERS STATISTICAL BOEKER W, 1988, ECOLOGICAL MODELS OR BURGELMAN R, 1986, INSIDE CORPORATE VEN BURGELMAN RA, 1983, ADMIN SCI QUART, V28, P223 BURGELMAN RA, 1983, MANAGE SCI, V29, P1349 BURGELMAN RA, 1984, SLOAN MANAGEMENT WIN, P33 BURGELMAN RA, 1985, STRATEGIC MANAGE J, V6, P39 BUSHE G, 1988, J MANAGE, V141, P19 COHEN J, 1975, APPLIED MULTIPLE REG COVIN JG, 1991, ENTREP THEORY PRACT, V16, P7 DAMANPOUR F, 1988, COMMUN RES, V15, P545 DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 DAMANPOUR F, 1992, ORGAN STUD, V13, P375 DAY D, 1983, EMPIRICAL TEST INHER DRUCKER PF, 1985, INNOVATION ENTREPREN DUMAINE B, 1990, FORTUNE 0507, P52 GARDNER H, 1988, CREATIVITY RES J, V1, P8 GATIGNON H, 1989, J MARKETING, V53, P35 GATTIKER U, 1990, TECHNOLOGY MANAGEMEN HAMBRICK DC, 1985, ACAD MANAGE J, V28, P763 HARTMAN EA, 1994, IN PRESS J SMALL BUS HOFER CW, 1978, STRATEGY FORMULATION JEMISON D, 1981, ACAD MANAGE REV, V64, P601 KAISH S, 1991, J BUS VENTURING, V6, P45 KANTER RM, 1982, HARVARD BUS REV, V60, P34 KANTER RM, 1983, CHANGE MASTERS KAPLAN R, 1987, HARVARD BUS REV, V65, P84 KENDRICK J, 1987, BUSINESS EC, V22, P18 KIMBERLY J, 1981, HDB ORG DESIGN, V1 KING N, 1990, INNOVATION CREATIVIT KOTLER P, 1991, MARKETING MANAGEMENT LAV I, 1982, MANAGING INNOVATION LENGNICKHALL C, 1988, ORG DEV J, V6, P67 LEVITT T, 1981, HARVARD BUS REV, V59, P94 LOVELACE RF, 1986, R&D MANAGE, V16, P161 MAHIN P, 1991, BUSINESS BUSINESS MA MAIDIQUE MA, 1984, SLOAN MANAGEMENT WIN, P17 MANDEL M, 1991, BUSINESS WEEK 0304, P60 MARINO KE, 1982, J MANAGE, V8, P75 MCCAMMON B, 1963, SCI MARKETING MCCARTHY EJ, 1987, BASIC MARKETING MANA MEYER JW, 1977, AM J SOCIOL, V83, P340 MILES R, 1983, CALIFORNAI MANAGEMEN, V25, P1 NADLER D, 1986, CALIFORNIA MANAGEMEN, V28, P75 NORMANN R, 1984, SERVICE MANAGEMENT S ORGERS E, 1983, DIFFUSION INNOVATION PETER J, 1986, MARKETING MANAGEMENT PFEFFER J, 1978, EXTERNAL CONTROL ORG PINCHOT G, 1985, INTRAPRENEURING RATHMELL J, 1974, MARKETING SERVICE SE REICH RB, 1987, HARVARD BUS REV, V65, P77 RULE EG, 1988, J BUSINESS STRAT MAY, P44 RYDZ J, 1986, MANAGING INNOVATION SCOTT WR, 1987, ADM SCI Q, V32, P493 SHETH J, 1986, MARKETING MANAGEMENT SMITH CG, 1993, J MANAGERIAL ISSUES, V5, P53 TMINTZBERG H, 1987, CALIFORNIA MANAGEMEN, V29, P44 UHL K, 1983, RES MARKETING, V6, P231 VESPER K, 1990, NEW VENTURE STRATEGI VONHIPPEL E, 1978, TECHNOLOGY REV JAN, P3 WEBSTER F, 1978, IND MARKETING STRATE WEBSTER FE, 1972, J MARKETING, V36, P12 WILLIAMSON OE, 1964, CORPORATE CONTROL BU WIND Y, 1980, EUR J MARKETING, V14, P239 WORTMAN MS, 1987, J MANAGE, V13, P259 ZMUD RW, 1982, MANAGE SCI, V28, P1421 ZUCKER L, 1983, RES SOCIOLOGY ORG, V2 ZUCKER L, 1988, I PATTERNS ORG CULTU NR 73 TC 8 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD DEC PY 1994 VL 11 IS 3-4 BP 253 EP 272 PG 20 SC Engineering, Industrial GA QH996 UT ISI:A1994QH99600004 ER PT J AU GRIGG, T TI ADOPTING AN ENTREPRENEURIAL APPROACH IN UNIVERSITIES SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article ID AUTONOMY; FREEDOM AB Universities have an intellectual and social purpose. Their role is to foster creativity and responsiveness to change. Creativity is required for there to be innovation, where innovation is the commercialisation of ideas and change to existing systems, products and services in more than a marginal or incremental manner. The real test of an innovation lies in its success in the market place. Innovation is a specific function of entrepreneurship. Entrepreneurial organisations value and nurture innovation because this is the key to ensuring adaptability. Therefore, it is argued that universities need to adopt an entrepreneurial approach if they are to fulfil their mission and role in society. The paper outline the principal features of the organisational innovations required of universities and the implications of adopting an entrepreneurial approach for university leadership and governance. Some examples of the strategic options for innovation in teaching and research are described. RP GRIGG, T, UNIV QUEENSLAND,GRAD SCH MANAGEMENT,BRISBANE 4072,AUSTRALIA. CR 1972, 5TH U COMM REP 1987, IMPROVING RES PERFOR 1990, HIGHER ED CHALLENGES 1992, 2 COMM REPNCE ASHBY E, 1966, U BRIT INDIAN AFRICA BALDRIDGE JV, 1977, GOVERNING ACADEMIC O BERDAHL R, 1990, STUD HIGH EDUC, V15, P169 CLARK BR, 1977, GOVERNING ACADEMIC O COHEN MD, 1974, LEADERSHIP AMBIGUITY DRESSEL PL, 1981, ADM LEADERSHIP DRUCKER PF, 1985, HARVARD BUS REV, V13, P67 GELBER H, 1986, POLICY ISSUES, V3 GUTMANN A, 1987, DEMOCRATIC ED KENT CA, 1984, ENV ENTREPRENEURSHIP KERR C, 1963, USES U KIRZNER IM, 1973, COMPETITION ENTREPRE KIRZNER IM, 1979, PERCEPTION OPPORTUNI KOTLER P, 1981, J HIGH EDUC, V52, P470 LINDSAY A, 1987, AUSTR U REV, V2, P34 MILLAR F, 1991, STUD HIGH EDUC, V16, P3 MINTZBERG H, 1985, STRATEGIC MANAGE J, V6, P257 SCHOLZ BW, 1980, MANAGEMENT I HIGHER SCHUMPETER JA, 1936, THEORY EC DEV SMITH R, 1986, J TERTIARY ED ADM, V8, P139 SMITH R, 1990, J TERTIARY ED ADM, V12, P243 STANKIEWICZ R, 1986, ACADEMIS ENTREPRENEU TASKER ME, 1990, STUD HIGH EDUC, V15, P181 TIMMONS JA, 1986, ART SCI ENTREPRENEUR TROW M, 1974, STUDIES HIGHER ED, V15, P169 WEISS N, 1980, MANAGEMENT I HIGHER ZIMAN JM, 1991, SCI PUB POL, V18, P65 NR 31 TC 2 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD DEC PY 1994 VL 11 IS 3-4 BP 273 EP 298 PG 26 SC Engineering, Industrial GA QH996 UT ISI:A1994QH99600005 ER PT J AU BARTON, JH TI ADAPTING THE INTELLECTUAL PROPERTY SYSTEM TO NEW TECHNOLOGIES SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE INTELLECTUAL PROPERTY PROTECTION SYSTEM; PATENTS; COPYRIGHTS; PATENT OFFICES; CROSS LICENSES; BIOTECHNOLOGY; GENETIC ENGINEERING; RECOMBINANT DNA; GENES; CLONING; CODING; SEQUENCES; GENOME PROJECT; WIPO; UPOV; COMPUTER PROGRAMS; COPYING DIRECT TRANSLATION; STANDARDS; INTERFACES; CONTU; BERNE CONVENTION; DECOMPOSITION; REVERSE ENGINEERING; SUI-GENERIS PROTECTION; NETWORK RIGHTS; DATABASE PROTECTION; OPEN AND CLOSED SYSTEMS ID PATENT AB Consideration is given as to whether the system of protecting intellectual property rights is capable of adapting to the changes taking place in the new technologies. The paper uses biotechnology, computer software and computer databases as examples of fundamentally new technologies and describes the new issues posed by these technologies and reviews the approaches taken to adapt the intellectual property system in each case. It then evaluates the performance of this adaptation process, looking at three levels: the mechanisms for developing doctrine; the systems (e.g. patent offices) that grant intellectual property rights; and the formal systems (primarily courts) and informal systems (e.g. cross-licences) that enforce intellectual property rights and shape their practical economic implementation. In a number of the areas, the analysis is international and comparative; the conclusions are intended to be international as well. RP BARTON, JH, STANFORD LAW SCH,STANFORD,CA 94305. CR 1986, INTELLECTUAL PROPERT 1987, STATISTICAL ABSTRACT 1987, U MICH J L REF, V20, P979 1988, 4737596 1990, ANN REPORT FISCAL YE 1990, PROCESSING DELAYS CO 1990, WIPOUPOVCE14 REP 1991, BNA PATENT TRADEMARK, V42, P313 ANDERSON C, 1991, NATURE, V353, P485 BUTLER L, 1985, N CENTRAL REGIONAL R, V304 DAVIS R, 1991, MAR WIPO WORLDW S IN GARFINKEL S, 1991, ISSUES SCI TECHNOL, V7, P50 KARJALA D, 1986, EUR INTELL PROP REV, V4, P105 PERRIN R, 1983, SOME EFFECTS US PLAN ROBERTS L, 1991, SCIENCE, V254, P184 SAMUELSON P, 1990, EMORY LJ, V39, P1025 SILVERMAN AE, 1990, HIGH TECH LJ, V5, P157 STERN R, 1986, U PITT L REV, V47, P1229 STERN R, 1991, LAW INFORMATION TECH, P153 TALLENT W, INTELLECTUAL PROPERT, P47 NR 20 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 1995 VL 10 IS 2-3 BP 151 EP 172 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA QE803 UT ISI:A1995QE80300001 ER PT J AU CORREA, CM TI INTELLECTUAL PROPERTY-RIGHTS AND FOREIGN DIRECT-INVESTMENT SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE INTELLECTUAL PROPERTY RIGHTS; FOREIGN DIRECT INVESTMENT; GATT; WIPO; COMPULSORY LICENSES; CONVENTION FOR THE PROTECTION OF PLANT VARIETIES; BREEDERS RIGHTS; INTEGRATED CIRCUITS AB This paper discusses the relationship between foreign direct investment and intellectual property rights. It aims to provide an analytical framework with which to understand this relationship and to deal with it. The multiple variables that affect the relationship, the industries involved and the degree of development of countries are first considered. The main developments in legislation, WIPO, UPOV and GATT that have recently taken place are outlined with regard to strategies and decisions for foreign direct investment. An analytical framework is then presented and the significant differences it exposes when applied to different types of intellectual property are exemplified by case studies. RP CORREA, CM, UNIV BUENOS AIRES,CTR ESTUDIOUS AVANZADOS,FLORIDA 439,2 PISO 1008,BUENOS AIRES,ARGENTINA. CR 1986, INTELLECTUAL PROPERT, P9 1987, WIPO HLCEIVINF1 DOC 1988, FOREIGN PROTECTION I 1989, INT SOFTWARE COMPUTE, P72 1990, 2ND ANN REP, P18 1990, NEW ISSUES URUGUAY R 1992, WORLD INVESTMENT REP, P137 ADIKIBI O, 1988, WORLD DEV, V16 CHALLU P, 1992, REV DERECHO IND, P591 CORREA CM, 1980, REVISTA DERECHO IND, V2, P617 CORREA CM, 1990, WORLD COMPETITION, V14, P85 CORREA CM, 1992, WORLD COMPETITION, V15, P54 DECARVALHO AP, 1989, BRAZIL EXPT IND MODE, P5 DUNNING J, 1988, J INT BUS STUD, V19, P130 FRISCHTAK C, 1989, PROTECTION INTELLECT, P17 KIRIM A, 1985, WORLD DEV, V13, P227 KITAGAWA Z, 1991, F W LORENZ SIEBZIGST MANSFIELD E, 1992, UNAUTHORIZED USE INT, P8 MODY A, 1989, NEW ENV INTELLECTUAL, P32 NOGUES J, 1991, COMERICIO EXTERIOR A, P352 PRAY C, 1989, 413 REP RICHARDS T, INTELLECTUAL PROPERT, P172 ROUSSEL P, 1991, PLANNING REV MAR SCHUMANN G, 1990, INTELLECTUAL PROPERT, P177 SIEBECK W, 1990, STRENGTHENING PROTEC SIEGEL D, 1989, COMPUTER LAWYER, V6, P14 SRIVASTAVA S, 1989, SERVICES DEV POTENTI, P189 WERNER R, 1987, DRUG RES, V37, P1090 NR 28 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 1995 VL 10 IS 2-3 BP 173 EP 199 PG 27 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA QE803 UT ISI:A1995QE80300002 ER PT J AU FRISCHTAK, CR TI HARMONIZATION VERSUS DIFFERENTIATION IN INTERNATIONAL PROPERTY-RIGHTS REGIMES SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE INTELLECTUAL PROPERTY RIGHTS; DIFFERENTIATED REGIMES; PATENT PROTECTION; EXCLUSIONARY RULES; COMPULSORY LICENSES; WORKING REQUIREMENTS; TRADE SECRETS; ENFORCEMENT; OPEN ECONOMIES; OPTIMUM PROTECTION; GLOBAL WELFARE AB This paper argues that intellectual property rights in any country are protected according to the perceived national interest of that country. It discusses the relative merits of a differentiated system of intellectual property rights, vis a vis a homogeneous regime, depending on the stage of industrial development within a country. Illustrative examples of the level and range of protection given by different regimes are given and models of intellectual property rights regimes, giving optimum protection, are discussed. RP FRISCHTAK, CR, WORLD BANK,RUA VISCONDE PIRAJA 596,SALA 24,IPANEMA 22 410,RIO JANEIRO,BRAZIL. CR 1987, COPING CRISIS US INV 1987, UNPUB INT TECHNOLOGY 1988, USITC PUBLICATION, V2065 BRAGA CA, 1990, WORLD BANK DISCUSSIO CHIN J, 1988, NBER2769 WORK PAP DIWAN I, 1989, PPR251 WORK PAP ESTACHE A, 1990, UNPUB CLOSED OPEN IS, P5 FRISCHTAK C, 1990, 13 WORLD BANK IND SE MCCONNELL G, 1966, PRIVATE POWER AM DEM NOGUES J, 1990, PPR315 WORLD BANK WO, P9 NORDHAUS W, 1969, INVENTION GROWTH WEL, CH5 RAWLS J, 1971, THEORY JUSTICE RUSHING FW, 1990, INTELLECTUAL PROPERT STIGLER G, 1971, BELL J EC MANAGE SPR NR 14 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 1995 VL 10 IS 2-3 BP 200 EP 213 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA QE803 UT ISI:A1995QE80300003 ER PT J AU DEALMEIDA, PR TI THE POLITICAL-ECONOMY OF INTELLECTUAL PROPERTY PROTECTION - TECHNOLOGICAL PROTECTIONISM AND TRANSFER OF REVENUE AMONG NATIONS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE INTELLECTUAL PROPERTY RIGHTS; TECHNOLOGICAL PROTECTIONISM; TECHNOLOGY TRANSFER; GATT; URUGUAY ROUND; PRIVATE APPROPRIATION; SOCIAL REDISTRIBUTION; GLOBAL DIFFUSION OF TECHNOLOGY; TECHNOLOGICAL DEPENDENCE; TECHNOLOGICAL PARADIGM; CROSS LICENSING AB This paper discusses the differing attitudes of developing and developed countries to protection of intellectual property rights and the effects on international trade negotiations. It highlights the trend in industrialized countries towards technological protectionism and the economic and social costs for developing countries. Finally, suggestions are made as to how these difficulties may be resolved. RP DEALMEIDA, PR, EMBASSY BRAZIL,34 COURS ALBERT 1ER,F-75008 PARIS,FRANCE. CR 1988, INT TRADE COMMISSION, V2065 1989, ARGUMENTS EC FAVEUR 1989, COMPETITION POLICY I 1989, RAFI COMMUNIQUE RURA 1989, UNCTADITP16 BENKO RP, 1987, PROTECTING INTELLECT BERCOVITZ A, 1988, UNCTADTTMISC75 BIFANI P, 1989, URUGUAY ROUND PAPERS, P129 BRAGA CA, 1989, VANDERBILT J TRANSNA, V22, P309 BRAGA CAP, 1989, VAND J TRANSNATL L, V22, P243 CORREA CM, 1987, CHANGES IND INTELLEC CORREA CM, 1988, PROPIEDAD INTELECTUA, P34 CORREA CM, 1989, OMPIFTSEL892 CORREA CM, 1989, PROTECCION DISENO CI DEALMEIDA PR, 1989, COPYRIGHT WORLD JAN, P41 GILPIN R, 1987, POLITICAL EC INT REL, P353 INMAN BR, 1990, FOREIGN AFF, V69, P116 KELLER KH, 1990, FOREIGN AFF, V69, P123 KENNEDY PM, 1987, RISE FALL GREAT POWE LANDAU R, 1988, SCI AM, V258, P26 LEVIN RC, 1986, AM ECON REV, V76, P199 MANSFIELD E, 1982, APLA Q J, V10, P35 PRUSAK L, 1982, APLA Q J, V10, P15 SACERDOTI G, LIBERALIZATION SERVI, P74 SCHERER FM, 1980, IND MARKET STRUCTURE SHATTUCK J, 1989, SCI AM, V260, P96 VANLIEMT G, 1988, BRIDGING GAP 4 NEWLY VILLARS J, 1990, EXPRESS 0914, P30 NR 28 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 1995 VL 10 IS 2-3 BP 214 EP 229 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA QE803 UT ISI:A1995QE80300004 ER PT J AU BARBOSA, DB TI LETTER FROM THE GAMA WORLD SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE COCOM (COORDINATING COMMITTEE); RATIONING STRATEGIC KNOWLEDGE; EXCLUSIVITY; COPYRIGHT; NEW ECONOMIC ORDER; ECONOMIC SOVEREIGNTY; CODE OF CONDUCT; PARIS CONVENTION; INDEPENDENCE OF PATENTS; COMPULSORY LICENSES; PROCESS PATENTS; PRIVATIST TREND AB This paper argues that an international system of patenting is needed to protect countries interests in high technology. It discuses the aims of the 'new economic order' and attempts to discriminate positively in favor of under-developed countries. Proposals of sharing technology by active intervention are outlined and the problems associated with technology transfer discussed. Changing attitudes of the OECD countries, led by the USA, are attributed to globalization of the world market, leading to legal uniformity. Finally, the paper predicts that developed countries will increasingly concentrate on lighter industries and will require a more efficient international legal structure. RP BARBOSA, DB, RUA ASSEMBLEIA,10 CONJ 1406 1407,RIO JANEIRO,BRAZIL. CR CORREA C, TECNOLOGIA DESAROLLO, P60 PENROSE E, 1974, EC SISTEMA INT PATEN, V21 VAITSOS C, 1971, PATENTS REVISITED NR 3 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 1995 VL 10 IS 2-3 BP 230 EP 236 PG 7 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA QE803 UT ISI:A1995QE80300005 ER PT J AU CHALLU, PM TI EFFECTS OF THE MONOPOLISTIC PATENTING OF MEDICINE IN ITALY SINCE 1978 SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE NEW LEGISLATION; MONOPOLISTIC PATENTS; INDIRECT ASSESSMENT; MONOPOLISTIC AND COMPETITIVE MARKET PRICE; PRICE RATIOS; MARKET SHARE OF NATIONAL LABORATORIES; TOTAL SALES; DRUG INVENTIONS; PHARMACEUTICAL TRADE BALANCE AB The paper discusses the effects that the patenting of medicine in Italy has had since the current legislation was passed in 1978. Comments focus on four areas: the influence of patents on prices; the attitude of the national laboratories and the consequences for national production; the effect of monopolistic patents on the capacity for innovation and the influence of patents on Italy's balance of trade in pharmaceuticals. RP CHALLU, PM, CILFA,ESMERALDA 130 50 P,BUENOS AIRES,ARGENTINA. NR 0 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 1995 VL 10 IS 2-3 BP 237 EP 251 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA QE803 UT ISI:A1995QE80300006 ER PT J AU SUBRAMANIAN, A TI PUTTING SOME NUMBERS ON THE TRIPS PHARMACEUTICAL DEBATE SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TRIPS AGREEMENT; PHARMACEUTICAL PATENT PROTECTION; MARKET STRUCTURE; RENTS (EXTRA-NORMAL PROFITS); NASH COURNOT DUOPOLY; PRICE ELASTICITY; MARGINAL COST OF PRODUCTION; NASH-BERTRAND DUOPOLY; RETROACTIVE (PIPELINE) LEGISLATION; PRESENT VALUE WELFARE LOSSES; PRICE BEHAVIOR ACROSS COUNTRIES; NATIONAL WELFARE GAINS; GLOBAL WELFARE GAINS ID DEVELOPING-COUNTRIES; PROTECTION; PATENTS; COSTS; GATT AB This paper estimates the changes in prices, profits and social welfare arising from increased patent protection for pharmaceuticals in a number of developing countries. Two market structures are proposed and comparisons are made between the situations where there is no patent protection and after the introduction of patent protection. The monopolist model of the post-patent market structure is refined by introducing a Nash-Bertrand duopoly, with non-patentees acting under compulsory licences and the same comparisons made. Lags between the adoption of legislation and its impact are discussed and the effects of retroactive legislation compared with non-retroactive patenting. Prices of patented drugs in three countries are then compared and possible price changes discussed. Finally, for larger countries, or a group of small countries, the effects of patent protection are calculated for the same scenarios and the incentives for increased research and development examined. The paper concludes that the effects of patent protection are sensitive to assumptions about market structure and price elasticity. RP SUBRAMANIAN, A, INT MONETARY FUND,DEPT POLICY DEV & REVIEW,WASHINGTON,DC 20431. CR 1988, EXISTENCE SCOPE FORM BHAGWATI J, 1988, PROTECTIONISM BHAGWATI J, 1990, WORLD ECON, V13, P149 CHIN JC, 1988, NATIONAL BUREAU EC R, V2769 DEARDORFF AV, 1990, WORLD ECON, V13, P497 DIWAN I, 1990, J INT ECON, V30, P27 EATON J, 1989, UNPUB SECTION 337 GL LEVIN RC, 1987, BROOKINGS PAPERS EC, V3, P783 MANSFIELD E, 1981, ECON J, V91, P907 MASKUS KE, 1991, TRADE RELATED INTELL NOGUES J, 1990, J WORLD TRADE, V24, P81 RAPP RT, 1990, J WORLD TRADE, V24, P75 SIEBECK W, 1991, EFFECTS STRENGTHENED SUBRAMANIAN A, 1990, ECON POLIT WEEKLY, V25, P549 SUBRAMANIAN A, 1990, WORLD ECON, V13, P509 SUBRAMANIAN A, 1991, WORLD DEV, V19, P945 TIROLE J, 1988, THEORY IND ORG NR 17 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 1995 VL 10 IS 2-3 BP 252 EP 268 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA QE803 UT ISI:A1995QE80300007 ER PT J AU YUSUF, AA TI INTELLECTUAL PROPERTY PROTECTION IN THE COUNTRIES OF AFRICA SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article AB This paper examines the state of intellectual property rights and their protection and exploitation in African countries. Listed are the coverage of intellectual property laws, the subject matter of protection and the scope of rights conferred. It is show that African legislation is generally comparable to that in developed countries with regard to terms of protection, compulsory licensing, subject matter and government and public interest use. A comparison is made between developed countries and African members of GATT in regard to fields excluded from protection. The results of surveys of some individual African countries give the extent of registration of patents and technology transfer to these countries. Finally, the possible impact of new legislation, especially in the context of the TRIPS negotiations of the Uruguay round, is considered. RP YUSUF, AA, UN,UNCTAD,ROOM DC2-1120,2 UNITED NATIONS PLAZA,NEW YORK,NY 10017. CR 1985, WIPO 100 YEARS IND P ADIKIBI OT, 1988, WORLD DEV, V16, P511 SEYOUM B, PATENT SYSTEM TRANSF SHERWOOD RM, 1989, NOUVELLES, V24, P186 WANGWE SM, 1991, UNCTADITPTEC17 YUSUF AA, 1989, UNCTADITP10 UN DOC, P185 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 1995 VL 10 IS 2-3 BP 269 EP 292 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA QE803 UT ISI:A1995QE80300008 ER PT J AU MENZLERHOKKANEN, I TI MULTINATIONAL-ENTERPRISES AND TECHNOLOGY-TRANSFER SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE MULTINATIONAL ENTERPRISES (MNES); FOREIGN DIRECT INVESTMENT (FDI); VERTICAL INTEGRATION; KNOWLEDGE-BASED INDUSTRIES; SOCIAL KNOW-HOW; NATURAL KNOW-HOW; COMPETITIVE ADVANTAGE; INFORMATION ASYMMETRY ID SUBSIDIARIES; INVESTMENT; OWNERSHIP AB The diversity of the roles played by foreign R&D in multinational enterprises is demonstrated in this paper. In many multinational enterprises (MNEs) R&D has taken its place among the key internationalized functions. It is recognized that this enhances MNEs' ability to utilize diverse sources of scientific input efficiently, and to do so as part of an increasingly globalized basis of competition. In formulating their attitudes to multinationals' R&D units the host countries also need to acknowledge the diversity of the roles such units play, and thus also to consider the range of potential benefits and costs which they bring. The granting of world product mandates to subsidiaries in particular merits further investigation as a possible means whereby multinationals may create production facilities which possess independent innovative potential of their own. RP MENZLERHOKKANEN, I, HELSINKI SCH ECON,RUNEBERGINKATU 14-16,SF-00100 HELSINKI,FINLAND. CR AARONOVITCH S, 1975, BIG BUSINESS THEORET BARTLETT CA, 1986, HARVARD BUS REV, V64, P87 BARTLETT CA, 1987, SLOAN MANAGEMENT FAL, P43 BARTLETT CA, 1987, SLOAN MANAGEMENT SUM, P7 BEHRMAN JN, 1980, COLUMBIA J WORLD BUS, V15, P55 BENGSTON D, 1989, INT J TECHNOLOGY MAN, V4, P317 BORNSCHIER V, 1979, AM J SOCIOL, V84, P651 COASE RH, 1937, ECONOMICA, V4, P386 COHEN BI, 1973, REV ECON STAT, V55, P190 EVANS PB, 1977, J DEV STUD, V13, P373 FISCHER WA, 1979, J INT BUS STUD, V10, P28 FORSYTH DJC, 1977, OXFORD ECON PAP, V29, P258 GLADE WP, 1987, J ECON ISSUES, V21, P1889 HAKANSON L, 1988, R&D MANAGE, V18, P217 HARRIGAN KR, 1984, J BUS STRAT, V4, P47 HOLMSTROM B, 1982, ESSAYS EC MANAGEMENT HOLMSTROM B, 1985, REV ECON STUD, V52, P403 HOWELLS JRL, 1984, REG STUD, V18, P13 JANSSON H, 1982, INTERFIRM LINKAGES D JENKINS R, 1977, J DEV STUD, V15, P89 KOGUT B, 1985, SLOAN MANAGEMENT REV, V26 LIM D, 1976, REV ECON STAT, V58, P209 MANSFIELD E, 1980, Q J ECON, V95, P737 NEWFARMER RS, 1981, J DEV ECON, V8, P47 PORTER ME, 1986, CALIFORNIA MANAGEMEN, V38, P9 REUBER GL, 1973, PRIVATE FOREIGN INVE RIEDEL J, 1975, WELTWIRTSCHAFTLICHES, V3, P505 RONSTADT RC, 1978, J INT BUS STUD, V8, P7 SOLOMON RF, 1977, ECON J, V87, P283 TEECE D, 1976, MULTINATIONAL CORPOR TERPSTRA V, 1977, COLUMBIA J WORLD BUS, V12, P24 TOWNROE PM, 1975, TOWN PLANN REV, V46, P47 VERNON R, 1966, Q J ECON, V80, P190 VERNON R, 1979, OXFORD B ECON STAT, V41, P255 WHILE RE, 1984, BUSINESS Q SUM WILLIAMSON OE, 1981, J ECON LIT, V19, P1537 WILLMORE L, 1976, WORLD DEV, V4, P499 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 1995 VL 10 IS 2-3 BP 293 EP 310 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA QE803 UT ISI:A1995QE80300009 ER PT J AU MENON, U TI ACCESS TO AND TRANSFER OF GENETIC-RESOURCES SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE BIOLOGICAL DIVERSITY; CENTERS OF ORIGIN; CENTERS OF DIVERSITY; GENE BANKS; PLANT BREEDERS RIGHTS; INTERNATIONAL BUREAU FOR PLANT GENETIC RESOURCES (IBPGR); INTERNATIONAL UNDERTAKING ON PLANT GENETIC RESOURCES; FARMERS RIGHTS; INTERNATIONAL CODE OF CONDUCT; MATERIAL TRANSFER AGREEMENTS AB This paper gives a brief outline of the work of FAO and the Consultative Group on International Agricultural Research (CGIAR), with regard to free access to the world's genetic resources of plants. It reports on various meetings held to discuss regulation and attitudes towards the protection of intellectual property rights and the free exchange of technology, with a diversity of opinions between the developed and developing countries. Two examples of the problems facing this issue (involving India and the US Agency for International Development [USAID], and Costa Rica and Merck) are discussed in detail. Finally, the paper suggests an approach that both recognises the need for free access to genetic resources and private rights. RP MENON, U, NATL INST SCI TECHNOL & DEV STUDIES,DR KS KRISHNAN RD,NEW DELHI 110012,INDIA. CR 1989, DIVERSITY, V5 1992, CGIAR DISCUSSION DOC KLOPPENBURG J, 1988, 1ST SEED KLOPPENBURG J, 1988, SEEDS SOVEREIGNTY KLOPPENBURG J, 1992, SEEDLING JUN, P12 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 1995 VL 10 IS 2-3 BP 311 EP 324 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA QE803 UT ISI:A1995QE80300010 ER PT J AU MCNAUGHTON, WP DOOLEY, B TI DEMONSTRATION PROJECTS FOR DIFFUSION OF MULTIFACETED TECHNOLOGY - CHARACTERIZATION AND STRATEGY SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE DEMONSTRATION PROJECTS FOR RESEARCH-AND-DEVELOPMENT; TECHNOLOGY TRANSFER; INFORMATION TRANSFER; RESEARCH-AND-DEVELOPMENT PLANNING AB The key factors for successful transformation of laboratory discoveries into commercial and consumer application are well-documented. However, the critical success factors for transfer of technical knowledge as represented by methods, processes and technical philosophies have not been so completely characterized. This paper explores the use of demonstration projects for the transfer of these 'non-product' technologies. Recent case studies, covering two of the most important reliability issues facing the US utility industry, are examined. From these case studies, a list of key questions and strategic implications that can be applied to future technology diffusion and demonstration projects are developed. C1 ELECT POWER RES INST,PALO ALTO,CA 94303. RP MCNAUGHTON, WP, DAEDALUS ASSOCIATES INC,MT VIEW,CA 94043. CR RP259610 EL POW RES 1990, GAORCED90200 US GEN BAER WS, 1976, ANAL FEDERALLY FUNDE BLOCK RB, 1990, TECHNOLOGY TRANS WIN, P17 BROOKS H, 1968, GOVT SCI BYRON JD, 1986, APR P AM POW C CHIC CHAKRABARTI AK, 1984, SYNTHESIS TECHNOLOGY, P283 DAMERELL GL, 1983, CHEM ENG PROGR FEB, P15 DIMMER JP, 1989, GS6467 EL POW RES I DOOLEY RB, 83237G31 RES REP GALPIN DS, 1988, POWER GEN 88 EXHIBIT HETZNER W, 1983, MANAGE SCI, V29, P951 LAMPING GA, 1985, CS3945 EL POW RES I MCNAUGHTON W, 1986, RP259601 EL POW RES MCNAUGHTON W, 1990, RP259610 EL POW RES ROBBINS MD, 1984, SYNTHESIS TECHNOLOGY, P65 ROGERS EM, 1971, COMMUNICATION INNOVA URBAN GL, 1988, MANAGE SCI, V34, P569 WELLS JG, 1964, HARVARD BUSINESS JUL 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 1995 VL 10 IS 2-3 BP 325 EP 342 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA QE803 UT ISI:A1995QE80300011 ER PT J AU LIYANAGE, S MITCHELL, H TI MANAGEMENT OF INTELLECTUAL PROPERTY-RIGHTS IN AUSTRALIAN COOPERATIVE RESEARCH CENTERS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE INTELLECTUAL PROPERTY; COOPERATIVE RESEARCH; UNIVERSITY-INDUSTRY COLLABORATION AB The ownership and exploitation rights to intellectual property are major factors that determine the viability of cooperative research relationships. Australian cooperative research centres primarily deal with pre-competitive research and are involved in the commercialisation of research results. The issue of intellectual property rights has emerged as a major area of concern for all partners involved in collaborative research. Differing views of how intellectual property should be treated and how such decisions effect commercial development in centre activities are discussed in this paper. It is argued that an over emphasis on intellectual property can act as an impediment in the commercialisation of collaborative research. Established practices amongst partners for the management of intellectual property are important and should not be disregarded in favor of new legal arrangements. This paper examines different approaches proposed for managing intellectual property in Australian Cooperative Research Centres. RP LIYANAGE, S, UNIV WOLLONGONG,CTR RES POLICY,NORTHFIELDS AVE,WOLLONGONG,NSW 2522,AUSTRALIA. CR 1990, FORMAT DISCENTIONARY, P9 1991, GOVT U IND RES ROUND 1992, AGREEMENT ESTABLISHM BLOCK R, 1991, BRINGING MARKET BEAR HEUSS V, 1991, INT J TECHNOL MANAGE, V6, P59 LIYANAGE S, 1992, UNPUB COLLABORATIVE NEWBY H, 1992, SEP CTR RES POL WOLL PETERS T, 1990, CALIF MANAGE REV, V33, P9 PETERS T, 1990, CALIF MANAGE REV, V33, P9 STUCKEYCLARKE J, 1990, PRINCIPLES INTELLECT VERSEY JT, 1991, ENG MANAGEMENT R WIN, P12 NR 11 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 1995 VL 10 IS 2-3 BP 343 EP 364 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA QE803 UT ISI:A1995QE80300012 ER PT J AU GOPALAKRISHNAN, S DAMANPOUR, F TI PATTERNS OF GENERATION AND ADOPTION OF INNOVATION IN ORGANIZATIONS - CONTINGENCY MODELS OF INNOVATION ATTRIBUTES SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE ORGANIZATIONAL INNOVATION; PATTERNS IN THE INNOVATION PROCESS; INNOVATION COMPLEXITY; GENERATION AND ADOPTION OF INNOVATIONS; ADMINISTRATIVE AND TECHNICAL INNOVATIONS ID DECISION-PROCESSES; TECHNOLOGICAL DISCONTINUITIES; IMPLEMENTATION; CLASSIFICATION; COMPLEXITY; MANAGEMENT; STRATEGY; FIRM AB This study addresses the debate over the occurrence and the applicability of unitary sequence and multiple sequence patterns in the innovation process in organizations. Our general argument is that each pattern's explanatory power hinges on identifiable contingencies. These influencing factors can and should be taken into account by both theorists and managers. Focusing on two types of innovation processes, generation and adoption, we use two innovation attributes-complexity and type-to determine the suitability of each pattern to a specific innovation process. It is proposed that generation and adoption of simple innovations, generation of technical innovations, and adoption of administrative innovations is adequately explained by the unitary sequence pattern. However, generation and adoption of complex innovations, generation of administrative innovations, and adoption of technical innovations is better described by the multiple sequence pattern. Implications for theory development and management practice are then discussed. C1 RUTGERS STATE UNIV,GRAD SCH MANAGEMENT,NEWARK,NJ 07102. MONTCLAIR STATE COLL,DEPT MANAGEMENT,MONTCLAIR,NJ 07043. CR ABERNATHY WJ, 1985, RES POLICY, V14, P3 ANDERSON P, 1990, ADMIN SCI QUART, V35, P604 ASTLEY W, 1982, J MANAGE STUD, V19, P357 BAKER MJ, 1976, PRODUCT POLICY MANAG COOPER RB, 1990, MANAGE SCI, V36, P123 COOPER RG, 1983, R&D MANAGE, V13, P1 COOPER RG, 1990, R&D MANAGE, V20, P47 CRAY D, 1991, J MANAGE STUD, V28, P227 DAFT RL, 1978, ACAD MANAGE J, V21, P193 DAFT RL, 1978, INNOVATIVE ORG DAFT RL, 1982, RES SOCIOLOGY ORG, V1, P129 DAMANPOUR F, 1984, ADMIN SCI QUART, V29, P392 DAMANPOUR F, 1988, COMMUN RES, V15, P545 DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 DEAN JW, 1987, NEW TECHNOLOGY ORG I DELBECQ AL, 1985, ORGAN DYN, V14, P24 DOWNS GW, 1976, ADM SCI Q, V21, P700 DRUCKER PF, 1985, HARVARD BUSINESS MAY, P67 DUNCAN RB, 1976, MANAGEMENT ORG DESIG, V1, P167 ETTLIE JE, 1979, MANAGE SCI, V25, P429 ETTLIE JE, 1980, PSYCHOL REP, V46, P991 ETTLIE JE, 1984, MANAGE SCI, V30, P682 EVAN WM, 1966, HUM ORGAN, V25, P51 FREDRICKSON JW, 1984, ACAD MANAGE J, V27, P445 FRENCH JRP, 1960, GROUP DYNAMICS FROST PJ, 1991, RES ORGAN BEHAV, V13, P229 GALBRAITH JR, 1982, ORG DYNAMICS WIN, P3 GUTH WD, 1986, STRATEGIC MANAGE J, V7, P313 HARVEY E, 1970, POWER ORG HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 KANTER RM, 1983, CHANGE MASTERS KANTER RM, 1988, RES ORGAN BEHAV, V10, P169 KIDDER T, 1981, SOUL NEW MACHINE KIMBERLY JR, 1981, ACAD MANAGE J, V24, P689 KIMBERLY JR, 1981, HDB ORG DESIGN, V1, P84 KIMBERLY JR, 1987, NEW TECHNOLOGY ORG I KING N, 1992, J OCCUP ORGAN PSYCH, V65, P89 KLINE SJ, 1985, RES MANAGEMENT JUL, P36 KNIGHT KE, 1967, J MANAGE, V41, P478 LYLES MA, 1987, ORGAN STUD, V8, P263 MEYER AD, 1988, ACAD MANAGE J, V31, P879 MINTZBERG H, 1976, ADM SCI Q, V21, P246 MOHR LB, 1969, AM POLIT SCI REV, V63, P111 MYERS S, 1969, NSF6917 NAT SCI F RE PELZ DC, 1982, HUMAN SYSTEMS MANAGE, V3, P173 PELZ DC, 1983, IEEE T ENG MANAGE, V30, P60 PELZ DC, 1985, KNOWLEDGE, V6, P261 PELZ DC, 1985, KNOWLEDGE, V6, P261 PERROW C, 1984, NORMAL ACCIDENTS LIV PETTIGREW AM, 1973, POLITICS ORG DECISIO PINCHOT J, 1985, INTRAPRENEURING POOLE MS, 1981, COMMUN MONOGR, V48, P1 POOLE MS, 1983, COMMUN MONOGR, V50, P206 ROBERTS EB, 1981, SLOAN MANAGEMENT SPR, P19 ROBERTSON A, 1974, MANAGE DECIS, V12, P6 ROGERS EM, 1983, DIFFUSION INNOVATION ROTHWELL R, 1973, RES POLICY, V2, P204 RUBENSTEIN AH, 1979, R&D MANAGE, V9, P65 RYAN B, 1943, RURAL SOCIOL, V13, P273 SAREN MA, 1984, R&D MANAGE, V14, P11 SAYLES LR, 1974, J MANAGE STUD, V11, P190 SCHEIN EH, 1985, ORG CULTURE LEADERSH SCHEIN EH, 1985, ORG CULTURE LEADERSH SCHROEDER RG, 1989, RES MANAGEMENT INNOV SOUDER WE, 1988, MANAGING NEW PRODUCT TORNATZKY LG, 1980, INNOVATION SOCIAL PR TORNATZKY LG, 1982, IEEE T ENG MANAGE, V29, P38 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 UTTERBACK JM, 1971, ACAD MANAGE J, V14, P75 UTTERBACK JM, 1975, OMEGA-INT J MANAGE S, V3, P639 VANDENBURGH HH, 1974, J MEMBRANE BIOL, V17, P1 VANDEVEN A, 1988, COMMUN RES, V15, P632 VANDEVEN AH, 1986, MANAGE SCI, V32, P590 WILSON JQ, 1966, APPROACHES ORG DESIG YIN RK, 1979, CHANGING URBAN BUREA ZALTMAN G, 1973, INNOVATIONS ORG NR 76 TC 16 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 1994 VL 11 IS 2 BP 95 EP 116 PG 22 SC Engineering, Industrial GA QA617 UT ISI:A1994QA61700001 ER PT J AU EGELHOFF, WG HAKLISCH, CS TI STRATEGY, SIZE OF FIRM, AND THE USE OF TECHNICAL ALLIANCES - AN EXPLORATORY-STUDY SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE COMPETITIVE STRATEGY; R AND D CONSORTIA; SEMICONDUCTOR INDUSTRY; SIZE OF FIRM; STRATEGIC ALLIANCES; TECHNICAL ALLIANCES ID RESEARCH-AND-DEVELOPMENT; EMPIRICAL-ANALYSIS; JOINT VENTURES; TECHNOLOGY; ADVANTAGE AB This paper describes an exploratory study of business strategy, size of firm, and the use of technical alliances in a sample of 52 semiconductor firms. The study seeks to view and understand technical alliances not in terms of when a firm chooses to engage in a particular kind of technical alliance, as much of the literature does, but in terms of the magnitude and importance of technical alliances in a firm's strategy and the factors that determine this. The use of technical alliances is pervasive across Porter's generic strategies and across emerging and mature product and process technologies. Both nonusers and firms spending the highest percentage of their R&D budgets on technical alliances tend to have strategies emphasizing technically unique products. Spending on consortia research varies significantly by size of firm, with small firms spending the lowest percentage of their R&D budgets on consortia research. The data suggest that firms may still be experimenting with technical alliances and that present usage patterns may not be stable. Hypotheses are developed and directions for future research are proposed. C1 NYU,NEW YORK,NY 10036. RP EGELHOFF, WG, FORDHAM UNIV,GRAD SCH BUSINESS ADM,113 W 60TH ST,NEW YORK,NY 10023. CR 1988, ICE88 INT CIRC ENG C ANSOFF HI, 1965, CORPORATE STRATEGY BORYS B, 1989, ACAD MANAGE REV, V14, P234 BUCKLEY PJ, 1988, COOPERATIVE STRATEGI CAINARCA GC, 1992, RES POLICY, V21, P45 CASE J, 1990, INC, V12, P64 CONTRACTOR F, 1988, COOPERATUVE STRATEGI DESS GG, 1984, ACAD MANAGE J, V25, P467 DEVLIN G, 1988, LONG RANGE PLANN OCT, P18 DIERICKX I, 1989, MANAGE SCI, V35, P1504 DOZ YL, 1988, COOPERATIVE STRATEGI EVAN WM, 1990, SLOAN MANAGEMENT SPR, P37 GALBRAITH C, 1983, STRATEGIC MANAGE J, V4, P153 GATES S, 1989, J ENG TECHNOLOGY MAN, V6, P117 GOMESCASSERES B, 1989, SLOAN MANAGEMENT SPR, P17 GOMESCASSERES B, 1991, 92044 HARV BUS SCH D HAMBRICK DC, 1983, ACAD MANAGE J, V26, P687 HAMEL G, 1989, HARVARD BUSINESS JAN, P133 HAMILTON WF, 1985, TECHNOL SOC, V7, P197 HAMILTON WF, 1985, TECHNOL SOC, V7, P197 HAMILTON WF, 1990, EUR J OPER RES, V47, P141 HARRIGAN KR, 1986, MANAGING JOINT VENTU HARRIGAN KR, 1987, COLUMBIA J WORLD SUM, P67 HARRIGAN KR, 1988, STRATEGIC MANAGEMENT, V9, P141 HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361 HOFER CW, 1978, STRATEGY FORMULATION JARILLO JC, 1988, STRATEGIC MANAGEMENT, V9, P31 KAUFMAN S, 1989, BUSINESS MONTH SEP, P52 KOGUT B, 1988, MANAGE INT REV, P39 KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319 KRISHNA EM, 1986, COLUMBIA J WORLD WIN, P81 LANGLOIS RN, 1988, MICROELECTRONICS IND LINK AN, 1987, COOPERATIVE RES ACTI LODGE G, 1989, CALIFORNIA MANAG SPR, P1 MILES RE, 1978, ORG STRATEGY STRUCTU MILLER D, 1978, J MANAGE STUD, V14, P259 MILLER D, 1984, PORTERS GENERIC STRA MOWERY DC, 1989, TECHNOLOGY PURSUIT E OHMAE K, 1989, HARVARD BUSINESS MAR, P143 OUCHI WG, 1988, CALIFORNIA MANAG SPR, P9 PECK MJ, 1986, RES POLICY, V15, P219 PERLMUTTER HV, 1986, HARVARD BUSINESS MAR, P136 PISANO GP, 1990, ADMIN SCI QUART, V35, P153 PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1990, HARVARD BUSINESS MAR, P73 REICH RB, 1986, HARVARD BUSINESS MAR, P78 SEN F, 1990, IEEE T ENG MANAGE, V37, P246 SHAN WJ, 1991, STRATEGIC MANAGE J, V12, P419 STEINMUELLER WE, 1988, INT COLLABORATIVE VE, P111 TEECE D, 1988, TECHNICAL CHANGE EC THOMPSON JD, 1967, ORG ACTION VANASSELDONK TGM, 1989, HDB BUSINESS STRATEG WILLIAMSON OE, 1975, MARKETS HIERARCHIES NR 53 TC 3 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 1994 VL 11 IS 2 BP 117 EP 148 PG 32 SC Engineering, Industrial GA QA617 UT ISI:A1994QA61700002 ER PT J AU LEE, J BAE, ZT LEE, J TI STRATEGIC MANAGEMENT OF A LARGE-SCALE TECHNOLOGY DEVELOPMENT - THE CASE OF THE KOREAN TELECOMMUNICATIONS INDUSTRY SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGY STRATEGY; TECHNOLOGY DEVELOPMENT PROCESS; CASE STUDY; TELECOMMUNICATIONS; INDUSTRY ID INNOVATION AB This paper deals with dynamic patterns of the longitudinal technology development and strategic changes in the Korean telecommunications equipment industry, focusing on a case of the large-scale technology development project that is known as the TDX project. The ultimate purpose of this paper is to find underlying principles in successfully managing large-scale projects or programs which involve collaborative efforts of public and private sectors in the context of developing countries. For this purpose, this paper takes a system-analytic approach to the innovation process and strategic changes. From the process perspective, it explains dynamics of the technology development process of a Korean telecommunications industry and its strategic changes along three development stages: initiation, early, and late internalization stages, From the strategy perspective, some underlying principles behind the successful technology development process are identified: the focused-and-phased, the buy-for-make, and the harmonized collaboration-and-competition approaches. Finally, implications for researchers and policy makers are discussed. C1 KOREAN TELECOM RES CTR,SEOUL,SOUTH KOREA. RP LEE, J, KOREA ADV INST SCI & TECHNOL,DEPT MANAGEMENT & POLICY,373-1 KUSUNG DONG,YUSUNG KU,TAEJON 305701,SOUTH KOREA. CR 1989, MAJOR R D PROGRAMMES 1991, DATAPRO REPORTS INT ADLER PS, 1989, RES TECHNOLOGICAL IN, V4, P25 BRANSCOMB LM, 1992, HARVARD BUSINESS MAR, P24 BURGELMAN RA, 1988, INTERFACES, V18, P74 BURGELMAN RA, 1989, RES TECHNOLOGICAL IN, V4, P1 CHIANG JT, 1990, TECHNOL FORECAST SOC, V37, P267 CHRISMAN JJ, 1988, ACAD MANAGE REV, V13, P413 FORD D, 1986, LONG RANGE PLANN, V19, P54 FORD D, 1988, LONG RANGE PLANN, V21, P85 GRANSTRAND O, 1990, RES POLICY, V19, P35 HOBDAY M, 1990, INFORMATION TECHNOLO, V5, P1 HORWITCH M, 1979, TECHNOL SOC, V1, P179 HORWITCH M, 1988, US JAPAN SCI TECHNOL, P188 HYUN Y, 1989, LONG RANGE PLANNING, V22 KIM J, 1991, TELEMATICS INFORMATI, V8, P31 KYONG SH, 1989, KOREA EUROPEAN SEMIN LALL S, 1980, RES POLICY, V9, P24 LEE JJ, 1988, R&D MANAGE, V18, P235 MAIDIQUE MA, 1988, STRATEGIC MANAGEMENT, P233 MODY A, 1990, TECHNOLOGICAL FORECA, V37, P77 MOLINA AH, 1990, RES POLICY, V19, P309 MOORE WL, 1982, READINGS MANAGEMENT NONAKA I, 1991, J ENG TECHNOL MANAGE, V8, P67 PAVITT K, 1990, CALIFORNIA MANAG SPR, P17 SEN F, 1990, IEEE T ENG MANAGE, V37, P246 SEO JU, 1990, TELEMATIQUE SHARIF MN, 1986, TECHNOL FORECAST SOC, V29, P119 SMITH CG, 1988, STRATEGIC MANAGEMENT, V12, P167 SOETE L, 1991, STRATEGIC IND GLOBAL, P51 SPITAL FC, 1992, J ENG TECHNOL MANAGE, V9, P29 UTTERBACK JM, 1975, OMEGA-INT J MANAGE S, V3, P639 VANDEVEN AH, 1986, MANAGE SCI, V32, P590 WEISS AR, 1989, MANAGE SCI, V35, P1014 NR 34 TC 3 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD JUN PY 1994 VL 11 IS 2 BP 149 EP 170 PG 22 SC Engineering, Industrial GA QA617 UT ISI:A1994QA61700003 ER PT J AU RAMILLER, NC TI PERCEIVED COMPATIBILITY OF INFORMATION TECHNOLOGY INNOVATIONS AMONG SECONDARY ADOPTERS - TOWARD A REASSESSMENT SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE INNOVATION ADOPTION; IMPLEMENTATION; INFORMATION TECHNOLOGY; SECONDARY ADOPTER; COMPUTER-AIDED SOFTWARE ENGINEERING ID ORGANIZATIONAL-CHANGE; SYSTEMS; IMPLEMENTATION; ADOPTION AB The perceived compatibility construct, as drawn from theory on innovation adoption and diffusion, serves poorly the study of innovation among information technology users within organizations. Drawing on literature addressing innovation-organization fit and the implementation of new technologies, the current study modifies and extends the conceptualization of perceived compatibility. The enhanced construct, which embraces a variety of technical, personal, and organizational dimensions, is explored in a pilot study with prospective users of computer-aided software engineering (CASE) technology. The empirical results reveal a multidimensional structure for the construct, though somewhat at odds with the structure postulated. The findings indicate that there is potential for continued exploration in this area, and suggest that efforts to reconceptualize how organizationally-based users perceive information technology innovations be broadened. C1 SAN JOSE STATE UNIV,SCH BUSINESS,SAN JOSE,CA 95192. RP RAMILLER, NC, UNIV CALIF LOS ANGELES,ANDERSON GRAD SCH MANAGEMENT,LOS ANGELES,CA 90024. CR BAYER J, 1989, ADOPTION SOFTWARE EN BRANCHEAU JC, 1989, CHIEF INF OFFICE FAL, P23 BRANCHEAU JC, 1990, INFORMATION SYSTEMS, V1, P115 BURKHARDT ME, 1990, ADMIN SCI QUART, V35, P104 BURRELL G, 1979, SOCIOLOGICAL PARADIG CHURCHILL GA, 1979, J MARKETING RES, V16, P64 COMREY AL, 1991, 1ST COURSE FACTOR AN CUSUMANO MA, 1989, IEEE SOFTWARE MAR, P23 CUSUMANO MA, 1991, ANN HIST COMPUT, V13, P3 DAMANPOUR F, 1988, COMMUN RES, V15, P545 DAVIS FD, 1989, MIS QUART, V13, P319 DEWAR RD, 1986, MANAGE SCI, V32, P1422 DOUGLAS M, 1986, I THINK ETTLIE JE, 1984, MANAGE SCI, V30, P682 EVELAND JD, 1990, PROCESS TECHNOLOGICA GORSUCH RL, 1983, FACTOR ANAL HAGE J, 1980, THEORIES ORG HIRSCHHEIM R, 1989, COMMUN ACM, V32, P1199 HUGHES CT, 1990, DATAMATION 0201 KEEN PGW, 1981, COMMUN ACM, V24, P24 KNIGHT KE, 1967, J BUS, V40, P478 KWON TH, 1987, CRITICAL ISSUES INFO LEONARDBARTON D, 1987, INTERFACES, V17, P6 LEONARDBARTON D, 1988, MANAGE SCI, V34, P1252 LEONARDBARTON D, 1988, RES POLICY, V17, P251 MARKUS ML, 1983, HUM RELAT, V36, P203 MARKUS ML, 1988, MANAGE SCI, V34, P583 MELONE NP, 1990, MANAGE SCI, V36, P76 MOAD J, 1990, DATAMATION 0215 MOHR LB, 1987, NEW TECHNOLOGY ORG I MOORE GC, 1991, INFORMATION SYSTEMS, V2, P192 NORMANN R, 1971, ADM SCI Q, V16, P203 ORLIKOWSKI WJ, 1989, OFFICE TECHNOLOGY PE, V4, P13 ORLIKOWSKI WJ, 1991, INFORMATION SYSTEMS, V2, P143 PENNINGS JM, 1987, NEW TECHNOLOGY ORG I RAMILLER N, 1993, ANN C ACM SPECIAL IN ROGERS EM, 1962, DIFFUSION INNOVATION ROGERS EM, 1983, DIFFUSION INNOVATION RUBIN H, 1990, COMPUTERWORLD 0219 SCHULTZ RL, 1975, IMPLEMENTING OPERATI SCHULTZ RL, 1975, IMPLEMENTING OPERATI SHARON D, 1991, SOFTWARE MAG JAN STUBBART CL, 1990, MAPPING STRATEGIC TH SWANSON EB, 1988, INFORMATION SYSTEM I SWANSON EB, 1993, UNPUB MANAGE SCI TATSUOKA MM, 1988, MULTIVARIATE ANAL TE THIO AO, 1971, SOCIOLOGICAL Q, V12, P56 TORNATZKY LG, 1982, IEEE T ENG MANAGE, V29, P28 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 VANDEVEN A, 1988, COMMUN RES, V15, P632 WALSHAM G, 1993, INTEPRETING INFORMAT WINOGRAD T, 1987, UNDERSTANDING COMPUT ZALTMAN G, 1973, INNOVATIONS ORG ZMUD RW, 1984, MANAGE SCI, V30, P727 ZUCKER LG, 1987, J MANAGE STUD, V24, P671 NR 55 TC 12 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 1994 VL 11 IS 1 BP 1 EP 23 PG 23 SC Engineering, Industrial GA QA616 UT ISI:A1994QA61600001 ER PT J AU SCHEWE, G TI SUCCESSFUL INNOVATION MANAGEMENT - AN INTEGRATIVE PERSPECTIVE SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE INNOVATION MANAGEMENT; TECHNOLOGY MANAGEMENT; PROJECT MANAGEMENT; INNOVATION SUCCESS; CONTINGENCY FACTORS ID TECHNOLOGY-BASED FIRMS; PRODUCT INNOVATION; INDUSTRIAL; FAILURE; LESSONS AB We focus on the question of whether it is the management of firm-related variables that is responsible for the success of a product innovation, or the management of project-related variables. An empirical analysis of 88 innovation projects has been made. Four factors were discovered to significantly influence innovation success. We fmd that an innovation's success is, above all, determined by capabilities of the innovative firm. In view of these findings, we think that it is reasonable to steer away from analyses of key factors related mainly to the individual innovation project. It is necessary to come to an integrative perspective, because it is only in this way that effects of strategic decisions made by the innovation management on the operative-tactical project management become clearly visible. RP SCHEWE, G, CHRISTIAN ALBRECHTS UNIV KIEL,INST BUSINESS ADM,OLSHAUSENSTR 40,D-24098 KIEL,GERMANY. CR 1980, RICHTLINIEN GEWAHRUN ACKERMANN C, 1985, R D MANAGE, V15, P207 ALBACH H, 1986, TECHNOLOGISCHER WAND, P47 ALLEN TJ, 1970, R&D MANAGE, V1, P14 ARMINGER G, 1979, FAKTORENANALYSE BECKER SW, 1967, J BUS, V40, P462 BENKENSTEIN M, 1987, F E MARKETING EINE U BIEHL W, 1981, BESTIMMUNGSGRUNDE IN BROCKHOFF K, 1984, MARKTORIENTIERTE UNT, P337 BROCKHOFF K, 1988, IEEE T ENG MANAGE, V35, P167 BROCKHOFF K, 1989, SCHNITTSTELLENMANAGE BROCKHOFF K, 1992, FORSCHUNG ENTWICKLUN BUGGIE FD, 1982, LONG RANGE PLANN, V15, P22 BURNS T, 1961, MANAGEMENT INNOVATIO CHAKRABARTI A, 1974, CALIFORNIA MANAGEMEN, V17, P58 CHAKRABARTI AK, 1984, TECHNOVATION, V2, P255 CHAKRABARTI AK, 1989, R&D MANAGE, V19, P161 COHEN HS, 1979, RES MANAGE, V22, P11 COOPER RG, 1979, IND MARKET MANAG, V8, P124 COOPER RG, 1979, J MARKETING, V43, P93 COOPER RG, 1983, RES MANAGE, V26, P20 COOPER RG, 1984, J PROD INNOVAT MANAG, V1, P5 COOPER RG, 1987, IND MARKET MANAG, V16, P215 CRAWFORD CM, 1979, RES MANAGE, V22, P9 DAVIDSON JH, 1976, HARVARD BUSINESS MAR, P117 DEBRENTANI U, 1989, J PROD INNOVAT MANAG, V6, P239 DILLON WR, 1979, MANAGE SCI, V25, P1184 EVAN WM, 1967, J BUS, V40, P519 FERNELIUS WC, 1980, RES MANAGE, V23, P36 FISCHER WA, 1986, RES MANAGE, V29, P13 FLAHERTY MT, 1983, RES TECHNOLOGICAL IN, P69 FREEMAN C, 1974, EC IND INNOVATION FRITZ W, 1985, EINFLUSSGROSSEN PROD GEMUNDEN HG, 1986, IND MARKETING, P134 GERSTENFELD A, 1976, IEEE T ENG MANAGE, V23, P116 GLOBE S, 1973, RES MANAGE, V16, P8 GREFERMANN K, 1977, PROBLEME INNOVATIONS GURTLER J, 1982, IFOSCHNELLDIENST, P14 HAUSCHILDT J, 1989, STRATEGIEENTWICKLUNG, P225 HAUSCHILDT J, 1991, Z BETRIEBSWIRT, V61, P451 HOPKINS DS, 1981, RES MANAGE, V24, P12 KATZ ML, 1987, AM ECON REV, V77, P402 KOSCHORKE W, 1979, STRATEGIEN EINER VER KULVIK H, 1977, 29 HELS U TECHN REP LAWRENCE P, 1965, ADM SCI Q, V10, P1 MAIDIQUE M, 1982, READINGS MANAGEMENT, P562 MAIDIQUE MA, 1984, IEEE T ENG MANAGE, V31, P192 MAIDIQUE MA, 1984, SLOAN MANAGE REV, V25, P17 MANSFIELD E, 1968, IND RES TECHNOLOGICA MARQUIS DG, 1982, READINGS MANAGEMENT, P42 MENSCH, 1979, Z BETRIEBSWIRTSH, V49, P72 MEYER MH, 1986, MANAGE SCI, V32, P806 MILES RE, 1978, ORG STRATEGY STRUCTU MUNRO H, 1988, IEEE T ENG MANAGE, V35, P63 MYERS S, 1969, NSF6917 NAT SCI F MYERS S, 1978, TECHNOL REV MAR, P41 NYSTROM H, 1982, R&D MANAGE, V12, P67 PAWLIK, 1971, DIMENSIONEN VERHALTE PERILLIEUX R, 1987, ZEITFAKTOR STRATEGIS PINTO JK, 1989, RES MANAGE, V29, P31 ROBERTS RW, 1974, RES MANAGE, V14, P21 ROBINSON WT, 1985, J MARKETING RES, V22, P305 ROTHWELL R, 1974, RES POLICY, V3, P258 ROTHWELL R, 1977, R&D MANAGE, V7, P191 RUBENSTEIN AH, 1976, RES MANAGE, V16, P15 SAPOLSKY HM, 1967, J BUS, V40, P497 SCHMALHOLZ H, 1984, IFO SCHNELLDIENST, P18 SCHOLZ L, 1974, TECHNOLOGIE INNOVATI SCHOLZ L, 1984, PATENTWESEN TECHNISC, P189 SHEPARD HA, 1967, J BUS, V40, P470 SMITH JJ, 1984, RES MANAGE, V27, P12 SMITH JJ, 1984, RES MANAGE, V27, P23 TOPFER A, 1985, HDB STRATEGISCHES MA, P391 UBERLA K, 1968, FAKTORENANALYSE URBAN GL, 1986, MANAGE SCI, V32, P645 UTTERBACK JM, 1976, IEEE T ENG MANAGE, V23, P3 UTTERBACK JM, 1988, RES POLICY, V17, P15 VOSS C, 1984, R&D MANAGE, V14, P147 WHITE B, 1984, MANAGERIAL PLANNING, V32, P52 ZALTMAN G, 1973, INNOVATIONS ORG NR 80 TC 8 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 1994 VL 11 IS 1 BP 25 EP 53 PG 29 SC Engineering, Industrial GA QA616 UT ISI:A1994QA61600002 ER PT J AU CORDERO, R DITOMASO, N FARRIS, GF TI IDENTIFYING AND DEVELOPING PROMOTABILITY IN RESEARCH-AND-DEVELOPMENT LABORATORIES SO JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT LA English DT Article DE RESEARCH-AND-DEVELOPMENT CAREERS; PROMOTABILITY; DUAL LADDERS; TECHNOLOGY MANAGEMENT ID ENGINEERS; MANAGERS; LADDER AB Findings from a study of 2233 nonsupervisory R&D professionals suggest that nonsupervisors are more likely to be assessed promotable to technical management positions if they possess managerial interests and abilities, and if they are exposed to managerial development opportunities. In addition, these findings demonstrate that career development opportunities enhance the assessment as promotable of nonsupervisors possessing managerial interests and abilities. Implications for career management in R&D are discussed. Some directions for future research are identified. C1 RUTGERS STATE UNIV,GRAD SCH MANAGEMENT,NEWARK,NJ 07102. RP CORDERO, R, NEW JERSEY INST TECHNOL,SCH IND MANAGEMENT,NEWARK,NJ 07102. CR ALLEN TJ, 1986, R&D MANAGE, V16, P185 ALLEN TJ, 1992, IEEE T ENG MANAGE, V39, P237 ARYEE S, 1992, J ENG TECHNOL MANAGE, V9, P61 ASHLEY S, 1993, MECH ENG JAN, P61 BADAWY MK, 1982, DEV MANAGERIAL SKILL BADAWY MK, 1983, RES MANAGE JUL, P28 BADAWY MK, 1988, RES TECHNOLOGY M SEP, P19 BADAWY MK, 1993, MANAGEMENT NEW TECHN BAILEY TN, 1991, CLASSICAL QUANT GRAV, V8, P1 BETZ NE, 1989, HDB CAREER THEORY BOLLES RN, 1988, WHAT COLOR IS YOUR P BRAY DW, 1974, FORMATIVE YEARS BUSI BROWN D, 1990, CAREER CHOICE DEV AP BROWN JS, 1981, J VOCAT BEHAV, V18, P255 CORDERO R, 1992, IEEE T ENG MANAGMENT, V39, P270 DALTON GW, 1977, ORG DYNAMICS SUM, P19 DALTON GW, 1986, NOVATIONS STRATEGIES FARRIS GF, 1988, RES TECHNOLOGY M MAR, P12 FRIEDMAN L, 1992, J ENG TECHNOL MANAGE, V9, P211 GRATTON L, 1987, R&D MANAGE, V17, P87 GUTTERIDGE TG, 1986, CAREER DEV ORG HALL DT, 1986, CAREER DEV ORG HALL DT, 1988, RES TECHNOLOGY M MAR, P41 HALL DT, 1990, CAREER CHOICE DEV AP HALL JL, 1992, IEEE T ENG MANAGE, V39, P296 HILL RE, 1984, IEEE T ENG MANAGE, V31, P12 HOLLAND JL, 1982, AM PSYCHOL ASS CONVE HOLLAND JL, 1985, MAKING VOCATIONAL CH HOWTON WF, 1963, ADM SCI Q, V7, P502 JORESKOG KG, 1989, LISREL 7 GUIDE PROGR LENTZ CW, 1990, RES TECHNOL MANA MAY, P28 MCKINNON P, 1987, RES MANAGE, V30, P26 MEISEL SL, 1977, RES MANAGEMENT JUL, P24 MERTON RK, 1957, SOCIAL THEORY SOCIAL NICHOLSON N, 1989, HDB CAREER THEORY PELZ DC, 1976, SCI ORG PRODUCTIVE C PFEFFER J, 1981, POWER ORG ROSEN N, 1976, ACAD MANAGE J, V19, P165 ROSENBAUM JE, 1989, HDB CAREER THEORY SACCO GJ, 1983, RES MANAGE JUL, P36 SEDGE SK, 1985, J VOCAT BEHAV, V27, P56 SHEPARD HA, 1958, RES MANAGEMENTS, V1, P177 SMITH JJ, 1977, RESMANAGE JUL, P20 STUMPF SA, 1981, ACAD MANAGE REV, V6, P539 THOMPSON PH, 1976, HARVARD BUSINESS NOV, P105 WOLFF MF, 1979, RES MANAGE NOV, P8 NR 46 TC 6 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0923-4748 J9 J ENG TECHNOL MANAGE JI J. Eng. Technol. Manage. PD MAR PY 1994 VL 11 IS 1 BP 55 EP 72 PG 18 SC Engineering, Industrial GA QA616 UT ISI:A1994QA61600003 ER PT J AU MAISSEU, AP TI MANAGING TECHNOLOGICAL FLOWS INTO CORPORATE-STRATEGY SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE STRATEGY; METATECHNOLOGY; INNOVATION; TECHNOLOGICAL NETWORK AB As a real management tool, the product matrix is defined in all respects of technology, marketing and accounting. From this matrix, innovation is defined as the drivative, resolving the debate between innovation 'technology push' or 'demand pull'. A component matrix is derived from the product matrix, which allowed definition of technology portfolio and four main strategies: sub-contracting, cooperation, networking, and joint research. C1 UNIV VERSAILLES,ST QUENTIN EN YVELINES,FRANCE. RP MAISSEU, AP, UNIV PARIS PANTHEON,INST ADM ENTREPRISES,SORBONNE,PARIS,FRANCE. CR 1982, GRAPPES TECHNOLOGIQU ABRAHAM J, 1988, REPRESENTATION ARBOR ARROW K, 1985, PRODUCTION CAPITAL, V5 BERNARD PJ, 1992, CULTURE ENTREPRISE I BIEMANS WG, 1992, MANAGING INNOVATION BREHEMY MJ, 1988, DEV HIGH TECHNOLOGY BURGELMAN RA, 1988, STRATEGIC MANAGEMENT DETOURNEMINE RL, 1991, STRATEGIES TECHNOLOG DOSI G, 1988, TECHNICAL CHANGE EC DUSSAUGE P, 1987, TECHNOLOGIE STRATEGI ELHADJ S, 1989, ENTREPRISE FACE MUTA GAFFARD JL, 1990, EC IND INNOVATION HORWITCH M, 1986, RFG MAR, P157 JIGET M, 1989, ARBRES TECHNOLOGIQUE KAMIEN MI, 1982, MARKET STRUCTURE INN MAISSEU A, 1988, ANTIDECLIN MUTATIONS MAISSEU A, 1991, MANAGEMENT TECHNOLOG NELSON RR, 1982, EVOLUTIONARY THEORY OUCHI WG, 1988, CALIFORNIA MANAGEMEN, V30, P9 PAVITT K, 1984, RES POLICY, V13, P343 SANKAR Y, 1991, MANAGEMENT TECHNOLOG ZIEMMERMANN GB, 1989, REV ECO IND, V47 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 1995 VL 10 IS 1 BP 3 EP 20 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA PY993 UT ISI:A1995PY99300002 ER PT J AU SJOLANDER, S OSKARSSON, C TI DIVERSIFICATION - EXPLOITING THE FLOW OF TECHNOLOGY - A SWEDISH COMPARISON SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE INNOVATION; TECHNOLOGY; DIVERSIFICATION; GROWTH; SWEDEN AB This paper presents an analysis of the causal relationship between diversification of technology, products and markets on the one side and growth on the other. The analysis is based on a comparison of 57 large technology based firms in Europe, USA and Japan over an 11 year period between 1980 and 1990. Based on this analysis a classification of strategic diversification behaviour is made and it is shown that technology-based business extenders were the real winners in terms of growth. With this background the need for product diversification among large Swedish firms to better exploit the flow of technology is discussed. C1 CHALMERS UNIV TECHNOL,CTR INNOVAT,S-41296 GOTHENBURG,SWEDEN. CHALMERS UNIV TECHNOL,CHALMERS ADV MANAGEMENT PROGRAMS,S-41296 GOTHENBURG,SWEDEN. RP SJOLANDER, S, CHALMERS UNIV TECHNOL,DEPT INNOVAT ENGN & MANAGEMENT,S-41296 GOTHENBURG,SWEDEN. CR OSKARSSON C, 1994, IN PRESS RES POLICY 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 1995 VL 10 IS 1 BP 21 EP 30 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA PY993 UT ISI:A1995PY99300003 ER PT J AU COURTIAL, JP SIGOGNEAU, A TI HOW TO USE SCIENTIFIC AND TECHNOLOGICAL INFORMATION TO REVEAL STRATEGIC TECHNOLOGIES SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE PATENTS; WPIL DATABASE; EPAT DATABASE; TECHNOLOGY LIFE CYCLES; TECHNOLOGY NETWORKS AB Information contained in patent databases can be used to show technology networks, in keeping with the theory advanced by the Centre de Sociologie de l'Ecole des Mines de Paris. Mathematics methodology is required for the analysis of associated words. One example shows technology themes concerning food products that were obtained in this way. A second example suggests the same methodology for strategic technologies involved in waste-water purification. The article covers one means of disclosing the strategic features of a technology through simple analysis (which is neither too random nor too difficult to set up) of complementary patents. RP COURTIAL, JP, ECOLE MINES,CTR SOCIOL,62 BD ST MICHEL,F-75005 PARIS,FRANCE. CR CALLON M, 1986, MAPPING DYNAMICS SCI COURTIAL JP, 1990, INTRO SCIENTOMETRIE COURTIAL JP, 1993, SCIENTOMETRICS, V26, P231 STACEY G, 1992, JUI TOURN ADEST NR 4 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 1995 VL 10 IS 1 BP 31 EP 44 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA PY993 UT ISI:A1995PY99300004 ER PT J AU BYE, P CHANARON, JJ TI TECHNOLOGY TRAJECTORIES AND STRATEGIES SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE RESEARCH-AND-DEVELOPMENT; INNOVATION; TECHNOLOGY MANAGEMENT; STRATEGY; TRAJECTORY ID R-AND-D; TECHNICAL CHANGE; INNOVATION AB While research and development expenditure and investment have been recognized for the last 50 years as one of the key factors explaining growth and industrial dynamics on a macro-economic level, the literature concerning the functions and role of R&D at firm level is much more recent and often limited to case studies and specific periods or contexts. Most of these analyses tend to be descriptive and their conclusions are often unsatisfactory. This paper, which is explicitly based on evolutionary background, aims to highlight the relation between the position of a firm within a technology trajectory and the means allotted to creative technology activities. A part of these means is acquired with private or public institutions while the other part depends upon the firm's knowledge portfolio and culture. There are, however, three types of difficulty involved here: difficulties resulting from the heterogeneity of the theoretical references; the problem of the incompatibility between the indicators and instruments evolved by these different theoretical references; and, lastly, the use in micro-economic analysis of concepts and methods adapted from macro-economic analysis and which are not transposable. The paper is dealing with three main themes: the dynamics of technology; the structure or composition of R&D costs according to the position of a firm along its technology trajectory; the strategic and organizational questions which follow from this relationship. C1 CNRS,IREPD,UA,F-38040 GRENOBLE,FRANCE. RP BYE, P, INRA,IREP,BP 47X,F-38040 GRENOBLE,FRANCE. CR 1965, METHODE TYPE MESURE 1970, OECD DASSPR7040 1985, POLITIQUE INNOVATION 1985, SCI INDICATORS 1986, COLLECTIONS INSEE C, V85 1986, INT SCI TECHNOLOGY D 1986, SCI TECHNIQUES ABERNATHY WJ, 1975, OMEGA, V3, P639 ACS ZJ, 1988, AM ECON REV, V78, P678 ALMENDOLA M, 1986, DYNAMIQUE EC INNOVAT ARROW KJ, 1962, RATE DIRECTION INVEN BERTALANFFY LV, 1968, GENERAL SYSTEM THEOR BOUND J, 1984, R D PATENTS PRODUCTI, P21 CHANARON JJ, 1987, CULTURE TECHNIQU OCT CHANARON JJ, 1990, 2ND INT C MAN TECHN CLARK KB, 1984, R D PATENTS PRODUCTI, P393 CLARK N, 1985, POLITICAL EC SCI TEC COHEN WM, 1989, EC J SEP, P569 COHEN WM, 1989, HDB IND ORG, V2 COHENDET P, 1986, RECHERCHE S, V183, P10 COOMBS R, 1987, EC TECHNOLOGICAL CHA CUNEO P, 1984, R D PATENTS PRODUCTI, P375 DAVIES S, 1979, DIFFUSION PROCESS IN DEBANVILLE E, 1987, ESSAI RAPPORTS ENTRE DOSI G, 1982, RES POLICY, V11, P147 DOSI G, 1984, TECHNOLOGICAL CHANGE FREEMAN C, 1969, MESURE OUTPUT RECHER FREEMAN C, 1972, EC IND INNOVATION FREEMAN C, 1982, UNEMPLOYMENT TECHNIC GEORGHIOU L, 1986, POSTINNOVATION PERFO GEORGHIOU L, 1987, EVALUATION RES SELEC GIBBONS M, 1972, WEALTH KNOWLEDGE STU GIBBONS M, 1983, 7TH WORLD C IEA MADR GIBBONS M, 1986, ECON APPL, V34, P493 GILLE B, 1978, HIST TECHNIQUES GOODMAN D, 1987, FARMING BIOTECHNOLOG GRILICHES Z, 1980, NEW DEV PRODUCTIVITY GRILICHES Z, 1984, R D PATENTS PRODUCTI GRILICHES Z, 1984, R D PATENTS PRODUCTI, P339 GRILICHES Z, 1984, R D PATENTS PRODUCTI, P465 GRILICHES Z, 1986, AM ECON REV, V76, P141 HAOUR G, 1993, MANAGEMENT TECHNICAL KALDOR M, 1986, LLOYDS BANK REV, P31 LEVIN RC, 1985, AM ECON REV, V75, P20 MAGNAVAL R, 1989, ACTES COMMUNICATIONS, V4 MANSFIELD E, 1988, AM ECON REV, V78, P223 METCALFE JS, 1981, FUTURES, V13, P347 METCALFE JS, 1984, RES POLICY, P141 METCALFE JS, 1987, JUL BRIT ASS M BELF METCALFE JS, 1987, MAY IFIAS C NETH NELSON RR, 1974, EC J DEC, P880 NELSON RR, 1977, RES POLICY, V6, P36 NELSON RR, 1982, EVOLUTIONARY THEORY PATEL P, 1988, OCDE, V4, P133 PAVITT K, 1984, RES POLICY, P343 PHILLIPS A, 1971, TECHNOLOGY MARKET ST PORTER ME, 1980, COMPETITIVE STRATEGY RAUGEL PJ, 1990, BIOFUTUR, P95 ROSENBERG N, 1982, BLACK BOX TECHNOLOGY ROTHWELL R, 1986, RECHERCHE S DEC, V183, P16 RUTTAN W, 1986, EC DEV CTR B, V867 SAHAL D, 1981, RES POLICY, P2 NR 62 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 1995 VL 10 IS 1 BP 45 EP 66 PG 22 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA PY993 UT ISI:A1995PY99300005 ER PT J AU DURAND, T TI CONCURRENT ENGINEERING AND INTERFUNCTIONAL PROJECT GROUPS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE PRODUCT DEVELOPMENT; CONCURRENT ENGINEERING; INTERFUNCTIONAL GROUPS; ORGANIZATIONAL PROCESSES; STRUCTURAL FORMS; PROJECT MANAGEMENT; INNOVATION; LEAD TIME AB Concurrent or simultaneous engineering in new product development is a new concept which, in our opinion, needs to be refined. The paper discusses how concurrency, as an organizational process, is related to interfunctional project team, as a structural form. Four structural forms are actually matched with the degree of concurrency involved in a product development project to yield a typology of possible organizational settings. The structuring of interfunctional project groups is also discussed, including the potential need to include external actors (partners, suppliers, etc.) in the (partners, suppliers, etc.) in the development project. RP DURAND, T, ECOLE CENT PARIS,STRATEGY & TECHNOL RES UNIT,F-92295 PARIS,FRANCE. CR BARON X, 1992, GRANDS PROJETS INSTR BARON X, 1993, PERSONNEL BURGELMAN R, 1984, DESIGNS CORPORATE EN BURNS T, 1961, MANAGEMENT INNOVATIO CARTER D, 1992, CONCURRENT ENG CLARK K, 1991, PRODUCT DEV PERFORMA DEAN W, 1989, ORG MANUFACTURABLE D DOUGHERTY D, 1992, STRATEGIC MANAGEMENT DURAND T, 1993, 5EME P C CREDIT MONT HAYES R, 1988, DYNAMIC MANUFACTURIN JELINEK M, 1990, INNOVATION MARATHON KLINE SJ, 1986, POSITIVE SUM STRATEG MIDLER C, 1991, ANN MINES OCT MORRIS, 1987, ANATOMY MAJOR PROJEC NAVARRE C, 1989, NOUVELLE FONCTION PR PAVITT K, 1986, TECHNOLOGY INNOVATIO PAVITT K, 1989, MANAGEMENT SCI, V35 PETERS T, 1983, PRIX EXCELLENCE ROBERTS E, 1991, ENTREPRENEURS HIGH T SEURAT S, 1987, COEVOLUTION CREATRIC SMITH WWN, 1982, IND R D MANAGEMENT TEECE DJ, 1989, MANAGERIAL DECISION, P35 NR 22 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 1995 VL 10 IS 1 BP 67 EP 78 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA PY993 UT ISI:A1995PY99300006 ER PT J AU ASHTON, WB STACEY, GS TI TECHNICAL INTELLIGENCE IN BUSINESS - UNDERSTANDING TECHNOLOGY THREATS AND OPPORTUNITIES SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGY INTELLIGENCE; TECHNOLOGY MANAGEMENT; TECHNOLOGY STRATEGY; INNOVATION; PRODUCT DEVELOPMENT; RESEARCH-AND-DEVELOPMENT INVESTMENT PLANNING; TECHNOLOGY MONITORING; COMPETITIVE ANALYSIS; TECHNOLOGY TRANSFER AB In this age of rapid technological innovation, firms that do not stay abreast of the latest advancements in science and technology (S&T) stand a greater chance of missing opportunities than firms that maintain vigilance over the ever-changing technical environment. As a result, a resurgence of interest in technical intelligence for business is occurring in companies around the globe. Many firms now have formal technical intelligence programs to gather, analyze and use S&T information to watch their competitors, to track emerging trends in technological development and to anticipate significant technology-based changes in key markets. Careful management of technical information that affects a business can have a vital influence on corporate profitability and long-term health. This paper describes the main features of technical intelligence operations in business, drawing on the experience of several companies that develop and use intelligence information. The steps of gathering, analyzing, evaluating and using information for business decisions are described and examples are given to illustrate how intelligence concepts are implemented in firms from several different industries. Practical issues such as understanding user needs, data collection, effective analysis methods and using intelligence results are covered in the paper. C1 BATTELLE MEM INST, BATTELLE GENEVA LABS, CH-1227 CAROUGE, SWITZERLAND. RP ASHTON, WB, PACIFIC NW LAB, RICHLAND, WA 99352 USA. CR 1987, 2ND INT TECHN INN EN ASHTON WB, 1994, COMPETITIVE INTE WIN BARABASCHI S, 1993, TECHNOLOGY WEALTH NA BUELL B, 1990, BUS WEEK, P86 CARLTON S, 1992, RES TECHNOLOGY M NOV, P18 CUTLER WG, 1991, RES TECHNOLOGY M MAY, P13 DICICCO RL, 1988, NOUVELLES DEC, P196 FREEMAN C, 1990, TECHNICAL INNOVATION, P77 GOODMAN EG, 1992, RES TECHNOLOGY M JUL, P47 HERBERT E, 1989, RES TECHNOLOGY M NOV, P13 KODAMA F, 1992, HARVARD BUSINESS JUL, P74 KOKUBO A, 1992, RES TECHNOLOGY M JAN LINK AN, 1987, STRATEGIES TECHNOLOG MANSFIELD E, 1988, MANAGE SCI, V34, P1157 MCGONAGLE JJ, 1990, OUTSMARTING COMPETIT MOFFAT S, 1991, FORTUNE 0325, P92 MORGAN JC, 1992, EMR WIN, P96 OHLJAUSEN P, 1989, SECURITY MANAGEM MAY PORTER AL, 1991, FORECASTING MANAGEME, P115 PORTER, 1990, OUTSMARTING COMPETIT, P116 QUINN JJ, 1985, LONG RANGE PLANN, V18, P69 SCHNEIDERMAN HA, 1991, SLOAN MANAGE REV, P58 STACEY G, 1990, BATTELLE MULTICLIENT STACEY G, 1990, MASTERING NEW TECHNO, P21 VATCHA S, 1993, CHEM ENG NEWS MAY VONHIPPEL E, 1991, PATTERNS INNOVATION NR 26 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 1995 VL 10 IS 1 BP 79 EP 104 PG 26 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA PY993 UT ISI:A1995PY99300007 ER PT J AU AGANBEGYAN, AG TI A SYSTEMS-APPROACH TO TECHNICAL DEVELOPMENT SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE SYSTEMS APPROACH; TECHNICAL CHANGE; TECHNICAL DEVELOPMENT AB Technical development in industrial processes is characterized by a higher degree of integration, a smaller number of operations, automation, flexibility and low levels of waste. However, it is also characterized by major changes in the quality of labour for millions of people, making the work more creative and intellectually demanding. Adaptation to new technologies and techniques demands greater skills, higher educational and qualification levels, and more training and retraining of the labour force. RP AGANBEGYAN, AG, ACAD NATL ECON MOSCOW,VERNADSKY AVE 82,MOSCOW 117571,RUSSIA. NR 0 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 1995 VL 10 IS 1 BP 105 EP 110 PG 6 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA PY993 UT ISI:A1995PY99300008 ER PT J AU BROCKHOFF, K TEICHERT, T TI COOPERATIVE RESEARCH-AND-DEVELOPMENT AND PARTNERS MEASURES OF SUCCESS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE RESEARCH-AND-DEVELOPMENT COOPERATION; OBJECTIVES; SUCCESS; TRANSFER OF TECHNOLOGY ID TECHNOLOGY; FIRMS AB The issue of success measurement for cooperations is analyzed from a situational and objectives-based point of view. Objectives for the cooperation are divided into economical, technological and people-oriented dimensions. An explorative study is used for identifying these objectives. They can be either project or relationship oriented. In comparing the objectives of multiple partners, four cases of relationship of partners' objectives are distinguished. Possible implications for success measurement are discussed and areas for future research are addressed. RP BROCKHOFF, K, CHRISTIAN ALBRECHTS UNIV KIEL,INST BETRIEBSWIRTSCHAFTL INNOVAT FORSCH,OLSHAUSENSTR 40,D-24098 KIEL,GERMANY. CR 1989, COOPERATIVE R D IND BROCKHOFF K, 1990, STARKEN SCHWACHEN IN BROCKHOFF K, 1991, INT J TECHNOL MANAGE, V6, P361 BROCKHOFF K, 1992, MANAGE SCI, V38, P514 CIBORRA C, 1991, STRATEGIC PARTNERSHI, P78 CONTRACTOR FH, 1988, COOPERATIVE STRATEGI DICKSON K, 1991, TECHNOL ANAL STRATEG, V3, P143 DOBBERSTEIN N, 1992, THESIS U KIEL DODGSON M, 1992, FUTURES, V24, P459 FARR CM, 1992, R&D MANAGE, V22, P55 FOREST JE, 1992, R&D MANAGE, V22, P41 GAUVIN S, 1993, P EUROPEAN MARKETING, P441 HAGEDOORN J, 1990, TECHNOVATION, V10, P17 HAGEDOORN J, 1991, EC EFFECTS STRATEGIC HARRIGANKR, 1985, STRATEGIES JOINT VEN HAURY S, 1989, LATERALE KOOPERATION HAUSCHILDT J, 1978, Z GESAMTE STAATSWISS, V134, P595 HAUSCHILDT J, 1991, Z BETRIEBSWIRT, V61, P451 HERMES M, 1993, IN PRESS R D MANAGEM JARILLO JC, 1988, STRATEGIC MANAGEMENT, V9, P31 KIRCHMANN E, 1993, INNOVATIONSKOOPERATI KIRSCH W, 1977, EINFUHRUNG THEORIE E, V3 KLEINKNECHT A, 1992, RES POLICY, V21, P347 KRAMER P, 1989, EIRMA, P49 LINK AN, 1989, COOPERATIVE RES US M LINSTONE HA, 1984, MULTIPLE PERSPECTIVE MACDONALD S, 1992, INT J TECHNOL MANAGE, V7, P49 MARCH JG, 1958, ORGANIZATIONS MARITI P, 1983, J IND ECON, V16, P437 MILLER EA, 1992, APPLIED MANUFACTURER, V40, P29 OSBORN RN, 1987, COLUMBIA J WORLD BUS, V22, P57 PORT O, 1992, BUSINESS WEEK 0727, P59 ROBERTS EB, 1985, SLOAN MANAGEMENT SPR, P3 ROTERING C, 1990, FORSCHUNGS ENTWICKLU SAMORE E, 1988, 91 C BOARD REP SCHRADER S, 1993, FESTSCHRIFT EBERHARD, P221 SHAPLEY LS, 1953, CONTRIBUTIONS THEORY, V2 TAGER UC, 1988, TECHNOLOGIE WETTBEWE TEICHERT T, 1993, TECHNOVATIN, V13, P519 NR 39 TC 9 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 1995 VL 10 IS 1 BP 111 EP 123 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA PY993 UT ISI:A1995PY99300009 ER PT J AU HAOUR, G TI TECHNOLOGY FLOWS IN SWITZERLAND SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGY MANAGEMENT; RESEARCH-AND-DEVELOPMENT INTENSITY; SCIENCE POLICY AB Within a few decades, Switzerland has succeeded in developing a base for a sophisticated industry, at present worldwide, especially in the sectors of pharmaceuticals, specialty chemicals and engineering, as well as precision mechanics. Like other export-driven economies, such as those of Sweden, the Netherlands, the Helvetic Confederation counts powerful multinationals in number disproportionate with its size and population of 6.5 million people. It also presents numerous, technically-based medium-size companies, often extremely successful worldwide in narrow market niches. This interesting case of successful exploitation of technical resources finds its strength in a number of factors, cultural or otherwise. One such factor is a posture of pro-actively seeking to tap flows of knowledge running outside the country, crossroads of Europe. A current illustration of this is to be found in the considerable energy and tenacity deployed by Swiss organizations to be partners of the European Union R&D programmes. A related factor is the country's unrelenting effort in wisely investing in education and training, as well as putting high value on intellectual property. Technology management at the country level underlines the irony that, in a time of rampant liberalism, Switzerland is wondering whether it needs more of a federal science policy, in order to alleviate the fragmentation caused by its extreme decentralization. RP HAOUR, G, INT INST MANAGEMENT DEV,CHEMIN BELLERIVE 23,POB 915,CH-1001 LAUSANNE,SWITZERLAND. CR 1989, REV NATIONAL SCI TEC 1991, RECHERCHE DEV EC PRI 1992, RECHERCHE DEV SUISSE HAOUR G, 1990, TECHNOLOGICAL CHANGE HIERONYMI O, 1984, DIFFUSION NOUVELLES 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 1995 VL 10 IS 1 BP 124 EP 130 PG 7 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA PY993 UT ISI:A1995PY99300010 ER PT J AU GEORGE, VP TI GLOBALIZATION THROUGH INTERFIRM COOPERATION - TECHNOLOGICAL ANCHORS AND TEMPORAL NATURE OF ALLIANCES ACROSS GEOGRAPHICAL BOUNDARIES SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGICAL INNOVATION; STRUCTURAL THEORY; INTERFIRM NETWORKS; ALLIANCES; COOPERATION; GLOBALIZATION; RESEARCH-AND-DEVELOPMENT; TECHNOLOGICAL INTENSITY; GEOGRAPHICAL BOUNDARIES ID JOINT VENTURES; NETWORKS; ORGANIZATIONS AB Anchored on theory of technological innovation and structural theory, and using a comprehensive dataset of US-centred global alliances for 1985-1990, the paper shows the overwhelming influence of technological intensity in the formation of interfirm alliances. This evidence enormously strengthens the open system version of the theory of technological innovation. The paper also shows that globalization manifested through cross-national alliances has become fairly stable at all levels of technological intensity. However, industry variances in globalization, where they exist, can be explained by comparative advantages of regions. The observation that domestic and foreign alliances change in tandem has serious implication for policy makers. Interfirm Cooperation at home and abroad needs to be simultaneously negotiated. RP GEORGE, VP, MIT,ALFRED P SLOAN SCH MANAGEMENT,1 AMHERST ST,E40-169,CAMBRIDGE,MA 02139. CR ALDRICH HE, 1976, ADMIN SOC, V7, P419 ALDRICH HE, 1976, ANN REV SOCIOLOGY ALDRICH HE, 1976, ORG ENV ALLEN MP, 1974, AM SOCIOL REV, V39, P393 ALLEN TJ, 1984, MANAGING FLOW TECHNO BRENNAN B, 1992, WALL STREET J FEB BUCKLEY F, 1990, DISTANCE GRAPHS BUCKLEY PJ, 1988, COOPERATIVE STRATEGI, P31 BURT RS, 1980, ANNU REV SOCIOL, V6, P79 BURT RS, 1982, STRUCTURAL THEORY AC BURT RS, 1983, APPLIED NETWORK ANAL CONTRACTOR FJ, 1988, COOPERATIVE STRATEGI DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147 FOMBRUN CJ, 1986, ADMIN SCI QUART, V31, P403 FREEMAN LC, 1979, SOC NETWORKS, V1, P215 GEORGE VP, 1993, CONNECTIONS, V16, P48 HANNAN MT, 1977, AM J SOCIOL, V82, P929 HANNAN MT, 1989, ORG ECOLOGY HARRIGAN KR, 1988, STRATEGIC MANAGEMENT, V9, P141 HARRIGAN KR, 1990, J MANAGE STUD, V27, P417 JARILLO JC, 1988, STRATEGIC MANAGEMENT, V9, P31 KNOKE D, 1982, SERIES QUANTITATIVE, V28 KOH J, 1990, JOINT VENTURE FORMAT MARSDEN PV, 1984, J MATH SOCIOL, V10, P271 MCCONNELL JJ, 1985, J FINANC, V40, P519 MINTZ B, 1981, AM SOCIOL REV, V46, P81 OSBORN RN, 1990, ACAD MANAGE J, V33, P503 PENNINGS J, 1980, INTERLOCKING DIRECTO PFEFFER J, 1981, POWER ORG POWELL WW, 1990, RES ORG BEHAVIOR ANN, V12 ROBERTS EB, 1988, RES TECHNOLOGY M JAN, V31 SCHRADER S, 1989, WP300789BPS MIT AP S SCOTT J, 1991, SOCIAL NETWORK ANAL SCOTT WR, 1987, ORG RATIONAL NATURAL TEECE DJ, 1986, RES POLICY, V15, P285 THORELLI HB, 1986, STRATEGIC MANAGE J, V7, P37 VONHIPPEL E, 1988, SOURCES INNOVATION WELLMAN B, 1988, SOCIAL STRUCTURES NE WOOLRIDGE JR, 1990, STRATEGIC MANAGE J, V11, P353 YODER SK, 1993, WALL STREET J 0714, V222 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 1995 VL 10 IS 1 BP 131 EP 145 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA PY993 UT ISI:A1995PY99300011 ER PT J AU STAUDT, E TI INNOVATION BARRIERS ON THE WAY FROM THE PLANNED TO THE MARKET-ECONOMY - THE MANAGEMENT OF NONROUTINE PROCESSES SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE INNOVATION BARRIERS; MARKET ECONOMY; PLANNED ECONOMY; INDUSTRIAL REDEVELOPMENT; HUMAN RESOURCE DEVELOPMENT; ECONOMIC TRANSITION; EASTERN EUROPE; SOVIET UNION (FORMER) AB This paper takes an overview of the transition from the planned to the market economy in the successor states of the former Soviet Union and the Eastern Bloc, and provides a critique of the approaches of Western European governments and agencies. The author proposes ways of stimulating development that rely on human qualification potential and overcoming barriers to innovation. Innovation in products, processes and organizations is seen as the key to a successful transition to a market-led economy. C1 RUHR UNIV BOCHUM,W-4630 BOCHUM,GERMANY. RP STAUDT, E, INST APPL INNOVAT RES,BOARD DIRECTORS,BOCHUM,GERMANY. CR STAUDT E, 1982, JB 1981 U DUISBURG, P91 STAUDT E, 1983, BETRIEBSWIRTSCHAFT, V43, P341 STAUDT E, 1985, SCHRIFTEN VEREINS SO, V148, P349 STAUDT E, 1986, MANAGE INNOVATION, P195 STAUDT E, 1986, MANAGE INNOVATION, P398 STAUDT E, 1989, PERSONAL, P364 STAUDT E, 1990, HANDELSBLATT 1204 STAUDT E, 1990, HANDELSBLATT 1211 STAUDT E, 1990, HANDELSBLATT 1218 STAUDT E, 1990, MANAGEMENT BEDINGUNG, P194 STAUDT E, 1990, MITTEILUNGEN ARBEITS STAUDT E, 1991, INT J TECHNOLOGY MAN, V6, P395 STAUDT E, 1991, SYSTEMMANAGEMENT MAN, P125 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 1994 VL 9 IS 8 BP 799 EP 817 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA PM570 UT ISI:A1994PM57000002 ER PT J AU KREBS, H TI STRUCTURAL-CHANGE THROUGH INNOVATION - THE RENEWAL OF TRADITIONAL INDUSTRIAL-AREAS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE REGIONAL DEVELOPMENT; STRUCTURAL DEVELOPMENT; INDUSTRIAL REDEVELOPMENT; INDUSTRIAL POLICY; TECHNOLOGY POLICY; GERMANY NORDRHEIN-WESTFALEN; LAND GOVERNMENT AB The Nordrhein-Westfalen region of Germany has undergone a major structural change in its industrial and economic base. Under the German constitution it is the responsibility of the Land (regional government) to improve the regional economic structure. This paper examines the role of the Land government, and its priorities in bringing about industrial and technological renewal. 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 1994 VL 9 IS 8 BP 818 EP 821 PG 4 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA PM570 UT ISI:A1994PM57000003 ER PT J AU VOSS, P SCHEPANSKI, N TI RISING FROM THE RUINS - INNOVATION IN THE 5 NEW GERMAN LANDER SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE REGIONAL DEVELOPMENT; STRUCTURAL DEVELOPMENT; INDUSTRIAL REDEVELOPMENT; GERMAN LANDER; INNOVATION AB The transition from a planned to a market economy is confronting the population of the new German Lander with a formidable challenge. The transition cannot be effected simply by 'restoring the ruins': a complete reconstruction is necessary. It requires a shift in political objectives: rather than harmonization of conditions between East and West, the courage to 'be different' should form the basis for innovations in the new German Lander. C1 INST APPL INNOVAT RES,BOCHUM,GERMANY. RP VOSS, P, INST MANAGEMENT INNOVAT,LEIPZIG,GERMANY. CR 1989, AKTUELLE BEITRAGE WI 1989, DDR SPEZIAL, P2 1990, IAB KURZBERICHT BARON S, 1992, WIRTSCHAFTSWOCHE BEYER HJ, 1990, HDB DDR BETRIEBE, P9 BLASCHKE D, 1990, QUALIFIZIERUNG NEUEN, P10 BUCHWALD H, 1992, WIRTSCHAFTSWOCHE OST FRIEDRICH W, 1990, FUHRUNGSKRAFTE GRUND HECKEL M, 1992, WIRTSCHAFTSWOCHE OST HECKEL M, 1992, WIRTSCHAFTSWOCHE HEIDENREICH M, 1992, KRISEN KADER KOMBINA HOLDER E, 1992, TRABI ZEIT 40 JAHRE JANSEN R, 1991, BERUFSBILDUNG WISSEN, V3, P2 SINN G, 1991, KALSTART STAUDT E, 1988, HANDWORTERBUCH FUHRU, P1138 STAUDT E, 1988, INNOVATION QUALIFIKA STAUDT E, 1989, MITTEILUNGEN ARBEITS, P374 STAUDT E, 1989, PERSONAL, V9, P364 STAUDT E, 1990, 79 I APPL INN RES PA STAUDT E, 1990, ZFB, V11, P1183 STAUDT E, 1992, HANDELSBLATT STAUDT E, 1993, BETRIEBSWIRTSCHAFT, V1, P57 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 1994 VL 9 IS 8 BP 822 EP 832 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA PM570 UT ISI:A1994PM57000004 ER PT J AU STAUDT, E TI MANAGEMENT AND SKILLED WORKER DEFICITS DURING THE TRANSITION FROM THE PLANNED TO THE MARKET-ECONOMY - REASONS, SOLUTION CONCEPTS, MEASURES SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE MANAGEMENT SKILLS; TRAINING PROGRAMS; EAST GERMANY (FORMER); CENTRALLY-PLANNED ECONOMIES; MARKET REFORMS; QUALIFICATION LEVELS AB The qualification and training of managers and skilled workers is proving to be a crucial bottleneck in the transition from centrally-planned to market-led economies in the former East Germany and other states of the former Eastern Bloc. Rather than the wholesale importation of Western training courses, the author advocates solutions to the managerial and skill deficits which are based on activating the potential of managers and skilled workers who already hold key positions in companies and organizations. C1 RUHR UNIV BOCHUM,W-4630 BOCHUM,GERMANY. RP STAUDT, E, INST APPL INNOVAT RES,BOARD DIRECTORS,BOCHUM,GERMANY. NR 0 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 1994 VL 9 IS 8 BP 833 EP 844 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA PM570 UT ISI:A1994PM57000005 ER PT J AU CHWALEK, J MUHLEMEYER, P TI WHY DOES FOREIGN ECONOMIC-AID FAIL ON THE WAY FROM THE PLANNED TO THE MARKET-ECONOMY - THE CASE OF POLAND SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE ECONOMIC AID FOR EASTERN EUROPE; ECONOMIC ADVISERS; MARKET-LED ECONOMIES; CENTRALLY-PLANNED ECONOMIES; POLAND ECONOMY; INDUSTRIAL REDEVELOPMENT AB Western economic aid for the reconstruction of Poland's economy should be viewed in the light of the long-term motives of the donor countries and its effectiveness in terms of achieving the transition to a market economy. This paper intends to present a straightforward and honest attempt to analyse if Western economic aid for the former Eastern Bloc countries (here the case of Poland) actually attains its targets, and to identify its weaknesses and deficiencies. C1 FACHHSCH WORMS,WORMS,GERMANY. RP CHWALEK, J, WARSAW SCH ECON,WARSAW,POLAND. CR 1992, PBR CASE 1992, RZECZPOSOPOLITA BRONIAREK Z, 1992, TRYBUNA CHWALEK J, 1990, BERICHTE ANGEWANDTEN JASLAN M, 1992, ZYCIE GOSPODARCZE ZUKOWSKA C, 1992, PIENIADZE AMERYKI EU 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 1994 VL 9 IS 8 BP 845 EP 850 PG 6 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA PM570 UT ISI:A1994PM57000006 ER PT J AU SOLOMAKHIN, DV EKATERINOSLAVSKY, YY TI MANAGERS FOR THE RUSSIAN MARKET-ECONOMY - THEIR SELECTION, TRAINING AND EMPLOYMENT FROM THE PERSPECTIVE OF BUSINESS CULTURE SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE MARKET ECONOMY; SOCIALIST ECONOMY; BUSINESS CULTURE; MANAGEMENT TRAINING; RUSSIAN FEDERATION AB The transition to a market-led economy in the Russian Federation is requiring new forms of behaviour in employees and managers of industrial organizations. This paper addresses the personnel and human resources issues in encouraging appropriate behaviour in trainee managers and existing staff, including the assimilation of new value systems and the development of new social and professional skills. RP SOLOMAKHIN, DV, INDUSTRIALISTS & ENTREPRENEURS UNION RUSSIA,STARAYA PL 10-4,MOSCOW 103070,RUSSIA. NR 0 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 1994 VL 9 IS 8 BP 851 EP 855 PG 5 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA PM570 UT ISI:A1994PM57000007 ER PT J AU BOCK, J TI INNOVATION AS CREATIVE DESTRUCTION - THE ROLE OF SMALL BUSINESSES IN THE COMMONWEALTH-OF-INDEPENDENT-STATES (CIS) SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE SMALL AND MEDIUM-SIZED ENTERPRISES (SMES); INDUSTRIAL REDEVELOPMENT; MARKET-LED ECONOMY; COMMONWEALTH OF INDEPENDENT STATES; RUSSIA; FORMER USSR AB The experience gained so far in supporting economic and industrial reform efforts in the successor states of the former Soviet Union shows that the simple transfer of Western know-how is ineffective. The paper contrasts approaches in the Commonwealth of Indepedent States (particularly Russia) with those in the former East Germany, and notes in particular the need to focus on the small business sector and on regional redevelopment. C1 INST INNOVAT ADVICE,DUSSELDORF,GERMANY. RP BOCK, J, OST WEST AGENTUR,DUSSELDORF,GERMANY. CR FRANTZ J, 1992, MANAGER MAGAZINE, P231 MEIERSPOHLER G, 1992, WECHSELWIRKUNG, P46 PETERHOFF R, 1992, PRIVATISIERUNGSKONZE, P77 SOLMS R, 1992, RHEINISCHE POST 1005 STAUDT E, 1991, BAUSTEINE QUALIFIZIE 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 1994 VL 9 IS 8 BP 856 EP 863 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA PM570 UT ISI:A1994PM57000008 ER PT J AU BOCK, J THIELEMANN, F TI ORGANIZATION AND MANAGEMENT OF GERMAN-RUSSIAN JOINT VENTURES SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE JOINT VENTURES; RUSSIA TRADE; COMMONWEALTH OF INDEPENDENT STATES (CIS); SMALL AND MEDIUM-SIZED ENTERPRISES (SMES); USSR (FORMER) AB Joint ventures between German and Russian enterprises have to contend with a great deal of uncertainty in a changing environment. Attitudes and expectations of managers in the two countries are very different. The authors give practical advice on the organization and management of German-Russian joint ventures, and point to the potential rewards in being 'first to market' in the former Eastern Bloc states. C1 INST APPL INNOVAT RES,BOCHUM,GERMANY. RP BOCK, J, OST WEST AGENTUR,DUSSELDORF,GERMANY. CR 1987, INDUSTRIEMAGAZIN, P112 1989, JOINT VENTURE OPERAT 1989, JOINT VENTURES UDSSR 1990, OSTWIRTSCHAFT INTERN 1991, INVESTITIONSRAHMENGE 1992, 1992 JAHRB OSTWIRTSC, P28 1992, HANDELSBLATT 0113 1992, OSTWIRTSCHAFTSREPORT 1992, OSTWIRTSCHAFTSREPORT, P38 1992, VERLAGSGRUPPE HANDEL, P100 1993, HARVARD BUSINESS JAN, P44 BAUER R, 1991, INDUSTRIEMAGAZIN, P118 BEHRENS B, 1989, WIRTSCHAFTSWOCHE, P58 BEHRENS B, 1991, WIRTSCHAFTSWOCHE, P164 BOCK J, 1992, OST W JOINT VENTURES BOCK J, 1992, RUHRWIRTSCHAFT, P28 BUCK HF, 1991, HDNWORTERBUCH WIRTSC, P33 HAASIS C, 1991, CONTROLLING KONZEPTI, P111 HARRIGAN KR, 1988, STRATEGIC MANAGEMENT, V9, P141 HEGER S, 1989, JOINT VENTURES SOWJE, P155 HELMS G, 1985, ZFB, P290 HERTSFIELD JM, 1991, HARVARD BUSINESS JAN HERTZFELD JM, 1991, HARVARDMANAGER, P124 HOLTBRUGGE D, 1992, OST W JOINT VENTURE, P137 IHRIG F, 1992, OST W JOINT VENTURES, P25 LEE UO, 1993, INT J TECHNOLOGY MAN, V8, P764 LUCKE W, 1989, GABLERS MAGAZIN, P42 MEIER C, 1990, OSTEUROPAWIRTSCHAFT, P1 MEYERLANDRUT A, 1988, Z GEGENWARTSFRAGEN O, P881 MICHIAILIN A, 1991, ZFB ERGANZUNGSHEFT, P85 PERMINOV SB, 1992, INT J TECHNOLOGY MAN, V7, P370 PETERHOFF R, 1992, PRIVATISIERUNGSKONZE REIGE J, 1990, BETRIEB, P385 REUTER JF, 1991, ZFB ERGANZUNGSHEFT, P77 SPAR J, 1992, WIRSTCHAFT STAUDT E, 1986, MANAGEMENT INNOVATIO STAUDT E, 1992, KOOPERATIONSHANDBUCH STAUDT E, 1992, LOOPERATIONSHANDBUCH, P85 SZNAJDER A, 1988, ZFB, P304 TRUTMANN V, 1989, 22ND INT OST W HANDE, P157 UEBELE H, 1991, ZFB ERGANZUNGSHEFT, P89 VONGRIESSENBECK AF, 1990, MANAGER SPEZIAL AUG, P28 WEINGARDT S, 1989, ZFBF, P1048 ZENTES J, 1992, OST W JOINT VENTURES ZIESEMER B, 1991, WIRTSCHAFTSWOCHE, P16 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 1994 VL 9 IS 8 BP 864 EP 879 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA PM570 UT ISI:A1994PM57000009 ER PT J AU CARNOY, M TI THE NEW GLOBAL ECONOMY, INFORMATION TECHNOLOGY AND RESTRUCTURING EDUCATION SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE INFORMATION ECONOMY; FLEXIBLE RESPONSE; RESTRUCTURING; CUSTOMIZED PRODUCTION; LEARNING-BY-DOING; PARTICIPATION; INNOVATION SYSTEM; INFORMAL LABOR MARKET; SKILL EFFECTS; RESKILLING; TRAINABILITY AB The world economy underwent a radical transformation in the 1970s and 1980s. The transformation has affected long-term national growth possibilities, the actual and potential roles that countries play in the world economy, and the strategies that governments must pursue to ensure growth. Because the use and production of information is so important to these changes, education has been particularly impacted. The experience of both developed and newly industrializing countries suggests that not only has education's importance as a source of growth increased, but that new educational policy approaches are required to realize this growth in an era of greater resource constraints and changing demands for labour skills. This essay describes the main characteristics of the economic changes taking place, assesses the corresponding changes in the international division of labour and its effects on configuration of schooling in various countries, and explores the need to respond to such changes through new educational investment strategies and restructuring the process of education itself. RP CARNOY, M, STANFORD UNIV,SCH EDUC,STANFORD,CA 94305. CR 1988, LABOUR MANAGEMENT RE, V68 ALTBACH P, 1989, SCI DEV HIGHER ED CA AMSDEN A, 1989, ASIAS NEXT GIANT BROWN C, 1993, INT J HUMAN RESO MAY CARNOY M, 1972, ED DEV LATIN AM CARI CARNOY M, 1975, J HUM RESOUR, V10, P312 CARNOY M, 1992, UNPUB U TECHNOLOGICA CARONY M, 1989, OPENING DOOR ED PROD CASTELLS M, 1991, 4 ASIAN TIGERS DRAGO CASTELLS M, 1991, JUN WORLD BANK SEM H CASTELLS M, 1993, REFLECTIONS NEW WORL CHUNG YP, 1987, THESIS STANFORD U ST COHEN S, 1989, UNPUB TECHNOLOGICAL DAHLMAN C, 1990, NATIONAL SYSTEMS SUP GRUBB N, 1987, FUTURE IMPACT TECHNO INKELES A, 1974, BECOMING MODERN KNIGHT JB, 1990, ED PRODUCTIVITY INEQ LEVIN HM, 1987, FUTURE IMPACT TECHNO MIDDLETON J, 1990, VOCATIONAL ED TRAINI OKIMOTO D, 1984, COMPETITIVE EDGE PIORE M, 1986, NEW IND DIVIDE PORTER ME, 1990, COMPETITIVE ADVANTAG RUMBERGER R, 1984, CERAS84A4 STANF U RE RUMBERGER R, 1989, SCH MODERN WORKPLACE RUMBERGER RW, 1981, OVEREDUCATION US LAB RYOO J, 1993, EC ED REV SCHULTZ T, 1989, MAY C HUM CAP EC GRO SCHWARTZMAN S, 1984, PERSPECTIVES HIGHER, P199 SHAIKEN H, 1987, AUTOMATION GLOBAL PR SPENNER KI, 1985, REV EDUC RES, V55, P125 TUEROS M, 1992, THESIS SCH ED STANFO WELCH F, 1970, J POLITICAL EC, V78, P35 NR 32 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 1994 VL 9 IS 3-4 BP 270 EP 286 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY538 UT ISI:A1994NY53800002 ER PT J AU COWLING, K SUGDEN, R TI HUMAN-RESOURCES AND INDUSTRIAL-DEVELOPMENT - NEW SOCIAL ROLES SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE CENTRIPETALISM; DIFFUSE AND DECONCENTRATED ECONOMIES; FIRMS STRATEGIC DECISIONS; FREE MARKET SYSTEMS; INDUSTRIAL DEVELOPMENT; MONOPOLY CAPITALISM; SHORT-TERMISM; SOCIAL EFFICIENCY; TECHNOLOGICAL PROGRESS; TRANSNATIONALISM AB The key to successful industrial development is a move away from free market systems. These systems constrain people's talents. They are characterised by concentrated decision-making power, leading to such problems as product market monopolisation, deindustrialisation and constrained technological change. In contrast, it is desirable to cultivate a diffuse, deconcentrated economic process where people are given new roles in society. We advocate a process where communities strategically plan their own futures and do so using markets as an instrument. Government industrial policies - for example measures to influence technological progress - should be designed and assessed in the context of nurturing such democratic economies. C1 UNIV BIRMINGHAM,BIRMINGHAM BUSINESS SCH,DEPT COMMERCE,IND STRATEG RES CTR,BIRMINGHAM B15 2TT,W MIDLANDS,ENGLAND. RP COWLING, K, UNIV WARWICK,DEPT ECON,COVENTRY CV4 7AL,W MIDLANDS,ENGLAND. CR 1976, MULTINATIONALS W EUR 1985, LONDON IND STRATEGY AOKI M, 1990, J EC LIT BARAN PA, 1966, MONOPOLY CAPITAL BRAVERMAN H, 1974, LABOR MONOPOLY CAPIT COSH A, 1990, TAKEOVERS SHORT TERM COWLING K, 1982, MONOPOLY CAPITALISM COWLING K, 1986, TECHNOLOGICAL CHANGE COWLING K, 1987, BRIT REV EC ISSUES COWLING K, 1987, TRANSNATIONAL MONOPO COWLING K, 1990, NEW EC POLICY BRITAI COWLING K, 1993, IND EC REGULATION FR COWLING K, 1993, T COSTS MARKETS HIER DICKEN P, 1986, GLOBAL SHIFT FRANK RH, 1992, J COLEMANS F SOCIAL FRIEDMAN A, 1977, IND LABOUR FROBEL F, 1980, NEW INT DIVISION LAB GAFFIKIN F, 1984, JOBS CRISIS MULTINAT GREER CR, 1981, MONTHLY LABOUR REV HYMER SH, 1972, EC WORLD ORDER KALECKI M, 1971, DYNAMICS CAPITALIST LEWCHUK W, 1986, DECLINE BRIT EC MANDEL E, 1968, MARXIST EC THEORY MARGINSON P, 1992, VET FORUM C MULTINAT NORTON RD, 1986, J EC LIT PITELIS C, 1986, INT J IND ORG PITTWATSON D, 1991, 547 FAB SOC FAB PAMP SCHERER FM, 1980, IND MARKET STRUCTURE STEINDL J, 1952, MATURITY STAGNATION STOPFORD JM, 1985, BRITAIN MULTINATIONA SUGDEN R, 1991, NATURE TRANSNATIONAL ZEITLIN M, 1974, AM J SOCIOLOGY NR 32 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 1994 VL 9 IS 3-4 BP 287 EP 296 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY538 UT ISI:A1994NY53800003 ER PT J AU RICOTTILLI, M TI TECHNICAL PROGRESS, INNOVATIVE ACTIVITY AND DEVELOPMENT POLICIES SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE ECONOMIC DEVELOPMENT; GROWTH; INNOVATIVE ACTIVITY; TECHNOLOGICAL CHANGE AB The paper places endogenous innovative activity at the centre of the development process. It is held that innovation is both the prerequisite and in a dynamical context the consequence of specialization. To show this, a concept of technique of production is elaborated in which purely technical features merge with organizational characteristics. Microeconomic behaviour is then discussed on the assumption of limited and bounded rationality, and it is shown to lead through learning and localized search to problem solving and innovative change. The latter, however, upsets achieved equilibria, procedural routines and the technical structure of production processes. Specialization is seen to arise as a consequence. Since technical advancement induces investment, economic activity expands to set off an endogenous growth process reinforcing innovative change. The latter is therefore cumulative, path-dependent and evolving on a trajectory. The interesting but complex dynamics of growth and long-term development require, however, an appropriate institutional context which is discussed in the context of policy implications. Policy is, in fact, called upon to resolve the conflict between regressive resistance to change and progressive advancement which are both generated by the process. Development policies are above all industrial policies. This point is discussed by supporting the view that public intervention can foster and enhance innovative activity and required human capabilities. RP RICOTTILLI, M, UNIV BOLOGNA,DEPT ECON,STRADA MAGGIORE 45,I-40125 BOLOGNA,ITALY. CR ARTHUR WB, 1988, EC EVOLVING COMPLEX ATKINSON AB, 1969, EC J, V77 CHENERY WB, 1986, IND GROWTH DOSI G, 1988, J EC LIT, V26 DOSI GC, 1988, TECHNICAL CHANGE EC HIRSCHMAN AO, 1958, STRATEGY EC DEV PAVITT K, 1984, RES POLICY, V13 ROSENBERG N, 1982, INSIDE BLACK BOX TEC SIMON H, 1992, EC BOUNDED RATIONALI 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 1994 VL 9 IS 3-4 BP 297 EP 313 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY538 UT ISI:A1994NY53800004 ER PT J AU BIANCHI, P TI TECHNOLOGY AND HUMAN-RESOURCES IN EUROPE AFTER MAASTRICHT SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE EDUCATION, EUROPEAN COMMUNITY; INDUSTRIAL AND INNOVATION POLICY; SYSTEMS OF INNOVATION AB The new industrial policy approach of the European Community (EC) stresses that industrial adjustment has to be supported by the creation of a positive environment for inter-firm cooperation, the promotion of conditions for entrepreneurship and innovation, the full development of innovative opportunities, and the development of human capabilities (article 130 of the Treaty of Maastricht). Since the national systems of innovation are still very different throughout Europe, the EC decided in the late 1980s to reverse the convergence process from top-down to bottom-up, by introducing programmes which attempt to stimulate the creation of networks of innovators. This approach was clearly influenced by the debate on industrial districts and by the more general debate on innovation diffusion. It is based on the possibility of favouring aggregations of firms, research institutes, universities, framed in their own national contexts, but forced to cooperate in producing innovation. RP BIANCHI, P, DIPARTIMENTO SCI ECON,STRADA MAGGIORE 45,I-40125 BOLOGNA,ITALY. CR LAVORO POLITICHE OCC 1922, TECHNOLOGY EC 1977, B EC S, V1 1985, COMPLETION INTERNAL 1986, B EC S, V2 1988, ED OECD COUNTRIES CO 1989, VADEMECUM REFORM STR 1990, IND POLICY OPEN COMP 1992, ED GLANCE 1992, EUROPEAN COOPERATION 1992, MEMORANDUM INTEGRATI 1992, OFFICIAL J EC 0831, P224 1992, RES MAASTRICHT COMMU 1992, WORKING DOCUMENT COM 1993, HIGHER ED EMPLOYMENT BECATTINI G, 1987, MERCATO FORZE LOCALI BEST M, 1991, NEW COMPETITION CECCHINI P, 1989, EUROPEAN CHALLENGE DEBRESSON C, 1991, RES POLICY, V20, P363 DORE R, 1987, TAKING JAPAN SERIOUS DOSI G, 1988, J ECON LIT, V26, P1120 FREEMAN C, 1987, TECHNOLOGY POLICY EC HOBSBAWM E, 1990, NATIONS NATIONALISM KAPTEYN PJC, 1991, REV AFFAIRES EUROPEE, P35 LUNDVALL BA, 1992, NATIONAL SYSTEMS INN MCKELVEY M, 1991, RETHINKING EC MARKET, P117 PAVITT K, 1992, P C SYSTEMS INNOVATI PIORE MJ, 1984, 2ND IND DIVIDE SCHIOPPA TP, 1987, EFFICIENCY STABILITY NR 29 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 1994 VL 9 IS 3-4 BP 314 EP 331 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY538 UT ISI:A1994NY53800005 ER PT J AU PERESNUNEZ, W TI LATIN-AMERICA EXPERIENCE WITH TECHNOLOGY POLICIES - CURRENT SITUATION AND PROSPECTS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE ECONOMIC DEVELOPMENT; INDUSTRIAL POLICY; LATIN AMERICA; TECHNOLOGICAL POLICY AB The paper presents stylized facts about Latin America's experience with policies and institutions to promote technological development and suggests strategy and policy guidelines to foster the region's technological modernization in the 1990s. As this experience includes a wide range of countries, policies and instruments, many developing countries might learn a lot from Latin American successes and policy failures. The paper concludes with a discussion of the most relevant policy issues that should be included in,an agenda for the immediate future: competition policies beyond trade liberalization, strategic alliances, the impact of regional and sub-regional integration on technological development, and the building up of an integrated approach to technological development and social justice. RP PERESNUNEZ, W, ECON COMMISS LATIN AMER & CARIBBEAN,CASILLA 179-D,SANTIAGO,CHILE. CR 1984, PROGRAMA NACIONAL FO 1986, PROGRAMA INTEGRAL FO 1988, PROGRAMA NACIONAL MO 1990, DIRETRIZES GERAIS PO 1990, ECLAC LCG1601SES234 1990, PROGRAMA NACIONAL CI 1992, ECLAC LCG1701SES243E 1992, ECLAC LCG1702SES244 BRANSCOMB LM, 1992, HARVARD BUSINESS MAR DAHLMAN C, 1991, SOCIAL ABSORPTION CA DINI M, 1993, WORKING TOGETHER GRO DOSI G, 1990, EC TECHNOLOGICAL CHA GROSSMAN GM, 1991, INNOVATION GROWTH GL MARCOVITCH J, 1990, PENSAMIENTO IBEROAME, V17 NAGAOKA S, 1990, 27 WORLD BANK IND SE PERES W, 1990, FOREIGN DIRECT INVES PERES W, 1991, ARTICULATION CIENCIA PERES W, 1993, CEPAL REV, V49 SAGASTI F, 1987, COMERCIO EXTERIO DEC WAISSBLUTH M, 1992, 100 EMPRESAS INNOVAD 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 1994 VL 9 IS 3-4 BP 332 EP 350 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY538 UT ISI:A1994NY53800006 ER PT J AU TOROK, A TI HUMAN-RESOURCES AND TECHNOLOGY CHANGE IN EASTERN-EUROPE SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article AB A hitherto neglected aspect of the economic transition underway in Eastern and Central Europe is the role of human factors, especially on the microeconomic level. This study examines the validity of a technology base - human factor - productivity and manufacturing performance scheme for the region. Whereas in normally functioning market economies a certain level of coordination exists between these elements, in Hungary and other Eastern European countries a lack of coordination is evident. The paper looks into the regional specifics of such problems as the brain drain, the efficiency of technology imports or the financial background of R&D. The privatization of most R&D intensive firms looks like a good tool to promote the manufacturing-oriented development of the technology base of the countries of the region. C1 JANUS PANNONIUS UNIV,PECS,HUNGARY. RP TOROK, A, HUNGARIAN ACAD SCI,IND ECON RES INST,H-1361 BUDAPEST 5,HUNGARY. CR 1992, ROMAN GAZDASAGI MERL 1992, TAJEKOZTATO ADATGYUJ 1992, VALUATION INTANGIBLE AMABLE B, 1992, REV EC IND, P70 BORNER D, 1990, LIST FORUM WIRTSCHAF, V16, P303 DAIANU D, 1992, KULGAZDASAG, P30 FAZEKAS K, 1990, MUNKAEROPIAC TOKEPIA FRIGYESI V, 1991, IPARGAZDASAGI SZEMLE, P27 GOVAERE I, 1990, EUROPA FORUM DEC, P33 HELMSTADTER S, 1992, RFE RL RES REPO 0718, P50 HOVANYI G, 1991, MARKET ORIENTATION H, P67 KORNAI J, 1992, KOZGAZDOSAGI SZEMLE, V39, P489 LOSONCZ M, 1991, GKI4 EC RES I EC TRE MOLNARVENYIGE J, 1992, STATISZTIKAI SZE JUL, P557 PUNGOR E, 1992, COMMUNICATION 0815, P24 REVESZ A, 1991, STATISZTIKAI SZE JUN, P433 RICHET X, 1992, EC SOCIALISTES EUROP SZPIRULISZ I, 1990, GAZDASAG TARSADALOM, P71 TIMAR J, 1992, TARSADALMI SZEMLE, V47, P25 TOROK A, 1991, MARKET ORIENTATION H TOROK A, 1992, FIGYELO 1022 TOROK A, 1992, KOZGAZDASAGI SZEMLE, V39 VANYAI J, 1991, CSODBEN HIRADASTECHN, P61 VARGA J, 1992, EUROPA FORUM JUN, P69 VISI SE, 1992, HVG 0725, P16 VISZT E, 1990, MUNKAUGYI SZEMLE MAR, P1 VISZT E, 1991, EMPLOYMENT IMPACTS T WEVER S, 1992, HARVARD BUSINESS SEP, P36 NR 28 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 1994 VL 9 IS 3-4 BP 351 EP 366 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY538 UT ISI:A1994NY53800007 ER PT J AU ANTONELLI, G LEONCINI, R TI CREATION AND DESTRUCTION OF HUMAN-RESOURCES IN THE PROCESS OF ECONOMIC-GROWTH - SOME THOUGHTS ON THE ITALIAN EXPERIENCE SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE EDUCATION; LABOR MARKET; STRUCTURAL CHANGE AB Human capital formation is one of the main direct, determinants of economic growth potential, and, especially of the growth potential of productivity. On the other hand, human resources, incorporating past investments in education and training, are among the direct determinants of the actual exploitation of growth potential. The first consequence of this dual economic role of human resources formation is the low degree of visibility of their relevance. This is because of the systematic delay between their design and use. Moreover, the systematic delay between design and use makes it difficult to maintain equilibrium in their reproduction, and induces complexity in policy measures in this field. It seems very difficult to coordinate such policy measures with the needs of the political cycle, which tends to underplay their role with respect to monetary and fiscal policy. Even more problematic is the matching with fast macroeconomic stabilization policy and structural adjustment policy. In the present work, the authors adopt this reference framework in order to analyse the main features of the demand for education in Italy in the last twenty-five years. RP ANTONELLI, G, CNR,VIA AM AMPERE 56,DYNAM ECON SYST RES INST,IDSE,I-20131 MILAN,ITALY. CR 1984, B STATISTICO BANCA I ABRAMOVITZ M, 1989, THINKING GROWTH ANTONELLI G, 1984, RISORSE UMANE REDDIT ANTONELLI G, 1987, LABOUR, V1, P153 ANTONELLI G, 1992, COSTO LAVORO SALARIO, P91 ANTONELLI G, 1993, WORKING TOGETHER GRO BRUNO S, 1974, U DIAGNOSI TERAPIA, P129 CANNARI L, 1989, CONTRIBUTI ANAL DEC, P45 DEFRANCESCO C, 1992, INFOBASE EASTERLIN RA, 1965, ED EC DEV, P422 FUA G, 1993, CRESCITA EC INSIDIE LABINI PS, 1975, SAGGIO CLASSI PIRROTTA RA, 1983, CONTRIBUTI ALLA DEC SABEL C, 1984, INNOVAZIONI TECNOLOG, P45 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 1994 VL 9 IS 3-4 BP 367 EP 393 PG 27 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY538 UT ISI:A1994NY53800008 ER PT J AU COOKE, P MORGAN, K TI THE REGIONAL INNOVATION SYSTEM IN BADEN-WURTTEMBERG SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE BUSINESS; GOVERNMENT; INNOVATION; LEARNING; NETWORKS; REGION; RESEARCH AND DEVELOPMENT; TECHNOLOGY-TRANSFER; TRAINING AB Baden-Wurttemberg has one of Germany's strongest regional economies. The robustness of the economic system rests on three key elements: dynamic vertical and horizontal networks between firms; a rich institutional system of vocational training; and substantial public and private investment in R&D, innovation and technology transfer. The paper analyses each of these in depth. It is concluded that networks of innovative economic activity between business and government are of key importance to the development process. Learning, monitoring and evaluation are crucial to the enhancement of the Baden-Wurttemberg innovation networks and lessons, suitably adapted, can be learned for application to less developed economies. Currently, the Land government and other key actors are engaged in a new round of learning which may lead to the further improvement of a system assailed by problems of global competition. C1 UNIV WALES COLL CARDIFF,DEPT CITY & REG PLANNING,CARDIFF CF1 3NS,S GLAM,WALES. RP COOKE, P, UNIV WALES COLL CARDIFF,CTR ADV STUDIES,CARDIFF CF1 3NS,S GLAM,WALES. CR 1989, TECHNOLOGY TRANSFER 1990, AUSWIRKUNGEN EG BINN COOKE P, 1990, RIR5 U WAL DEP CIT R COOKE P, 1993, 13 U WAL REG IND RES ERDMENGER K, 1988, MODERNITAT STAATSRAS ESSER J, 1989, NEW CENTRALISM BRITA GRABHER G, 1989, FIRM NETWORKS INNOVA HARVIE C, 1990, W MAIL 0801 HERRIGEL G, 1989, IND POLITICS W GERMA HERRIGEL G, 1990, JUN C SOC INT COOP W HINGEL A, 1990, FAST PD101 WORK PAP KLUMPP D, 1990, JB ARBEIT TECHNIK MAIER H, 1987, MODELL BADEN WURTTEM MORGAN K, 1992, 12 U WAL REG IND RES SEMLINGER K, 1990, JUN C SOC INT COOP W SORGEL A, 1986, 3 PROGR I WIRTSCH FO SPATH L, 1985, WENDE ZUKUNFT STREECK W, 1989, IND POLITICS W GERMA NR 18 TC 13 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 1994 VL 9 IS 3-4 BP 394 EP 429 PG 36 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY538 UT ISI:A1994NY53800009 ER PT J AU QUERE, M TI THE CONVENTION CIFRE - A SUCCESSFUL FRENCH INCENTIVE SCHEME FOR THE MANAGEMENT OF HUMAN-RESOURCES IN RESEARCH ACTIVITY SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE EDUCATIONAL TRAINING; INNOVATION SUPPORT; RESEARCH INCENTIVE SCHEMES; RESEARCH POLICY AB A CIFRE contract is a French incentive scheme which associates a firm and a public research group in order to finance a PhD student in producing his thesis whose subject is applied and should be profitable to the firm. In this paper, quantitative and qualitative aspects of the CIFRE contracts are set up, and I conclude that this public incentive scheme is successful. The core of the argument is to show how the basket of CIFRE contracts has changed from opportunistic behaviour towards deeper strategic cooperative projects. The effectiveness of this incentive scheme is by now obviously established, both for the company and for the public research group, and the paper explains the reasons of such a change. Consequently, some lessons from the CIFRE incentive scheme are suggested, emphasizing the role of human resources in innovation, and the understanding of French companies facing innovative choices. RP QUERE, M, CNRS,LATAPSES,NICE SOPHIA ANTIPOLIS,FRANCE. CR ARROW KJ, 1962, RATE DIRECTION INVEN ERGAS H, 1987, EC POLICY TECHNOLOGI, P51 KLINE SJ, 1986, POSITIVE SUM STRATEG, P275 QUERE M, 1992, OCT RAPP RECH CONV C 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 1994 VL 9 IS 3-4 BP 430 EP 439 PG 10 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY538 UT ISI:A1994NY53800010 ER PT J AU DINI, M GUERGUIL, M TI SMALL FIRMS, NEW TECHNOLOGIES AND HUMAN-RESOURCES REQUIREMENTS IN CHILE SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE SCHOOLING REQUIREMENTS; SKILLS REQUIREMENTS; SMALL FIRMS; TECHNOLOGICAL CHANGE; TRADITIONAL INDUSTRIES; TRAINING AB What is the effective impact of the recent wave of technological change on small firms in traditional industries? An empirical survey of small knitwear producers in Chile shows that technological change tends to concentrate heavily on machinery upgrading, while the diffusion of new organizational techniques is lagging. Overall, new technologies seem to have little impact on the skills requirements or training activities of small firms; however, they seem to contribute to a stricter task distribution within the firm, instead of the flatter organizational structure now heralded as 'best practice' for modernizing enterprises. This specificity of the impact of technical change in small firms is important for public policy, and should be considered in the design of appropriate actions in the areas of education and training, technical assistance and institutional support. RP DINI, M, UN,ECON COMMISS LATIN AMER & CARIBBEAN,CASILLA 179-D,SANTIAGO,CHILE. CR 1990, PREALC351 PROGR REG 1992, ECLAC UNESCO LCG1702 1992, ESTUDIO CALIFICACION 1992, ESTUDIO MERCADO PROD BIANCHI P, CONCORRENZA DINAMICA BIELSCHOWSKY R, 1992, SEP HIGH LEV S CONTR BRUSCO S, 1991, IL SETTORE TESSILE A DOMINGUEZVILLAL.L, 1992, WEP222WP224 ILO WORL FFRENCHDAVIS R, 1991, ESTUDIOS CIEPLAN, V31 FLEURY A, 1988, WEP222WP188 ILO WORL FLYNN PM, 1989, INVESTING PEOPLE BAC, V1, P411 FRANCHI M, 1990, EC POLITICA IND HADDAD WD, 1990, 95 WORLD BANK WORLD HOFFMAN K, 1985, WORLD DEV, V13, P371 KAPLINSKY R, 1985, WORLD DEV, V13, P423 PAVITT K, 1984, RES POLICY, V13, P343 PEREZ C, 1989, 4 WORLD BANK STRAT P PIORE MJ, 1984, 2ND IND DIVIDE ROMAN E, 1991, PEQUENA IND ANTE RET RUSH H, 1992, EMPLOYMENT SKILLS TR ZOLTAS JA, 1990, INNOVATION SMALL FIR NR 21 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 1994 VL 9 IS 3-4 BP 440 EP 463 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY538 UT ISI:A1994NY53800011 ER PT J AU SHKARATAN, OI GALCHIN, AV TI HUMAN-RESOURCES, THE MILITARY-INDUSTRIAL COMPLEX AND THE POSSIBILITIES FOR TECHNOLOGICAL INNOVATION IN RUSSIA SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE CHARACTERISTICS OF RUSSIAN WORKERS; HUMAN RESOURCES IN RUSSIA; INDICATORS OF THE QUALITY OF HUMAN RESOURCES; LABOR POTENTIAL; RUSSIANS ON THE WORLD LABOR MARKET; THE MILITARY-INDUSTRIAL COMPLEX OF RUSSIA AB Is Russia ready to meet the challenge of the contemporary era of advanced technology and information production? The answer to the question must be based on an evaluation of the quality of its human resources. As indicators of human resource quality the authors use the state of health, level of education, and level of urbanization of the population as well as specific peculiarities of Russians as workers. The latter are mainly connected with ethnocultural characteristics of Russian people. In spite of the difficult legacy of the militarized Soviet regime, Russian workers correspond by many parameters to the requirements of up-to-date production. The real potential of Russia's human resources can be appraised by the quality of work in non-state enterprises in today's Russia, as well as by that of migrants from Russia in foreign countries. RP SHKARATAN, OI, RUSSIAN ACAD SCI,INST ECON TRANSIT,5 OGAREVA STR,MOSCOW,RUSSIA. CR 1988, FUTURE INFORMATION R, P38 1990, ARGUMENTY FAKTY 1990, ARGUMENTYI FAKTY 1990, STATISTICHESKII EZHE, P639 1991, DANNYM VSESOYUZNOI P, P9 1991, STATISTICHESKII EZHE, P254 1992, MOSKOVSKIE NOVO 1011 1992, MOSKOVSKIE NOVOSTI 1993, MOSKOVSKIE NOVOSTI AMIROV IS, 1980, SOTSIAL EKONOMICHESK ANDREEV E, 1990, VESTNIIK STATISTIKI, P27 BERDYAEV N, 1990, FILOSOFIYA NERAVENST, P103 BIRMAN I, 1991, OKTYABR, P153 BIRMAN I, 1991, ZNANIE SILA, P14 DRUCKER PF, 1969, ED REVOLUTION, P18 ETZIONI A, 1968, ACTIVE SOC KHANIN G, 1988, KOMMUNIST, P85 KHANIN G, 1991, DINAMIKA EKONOMICHES KHARLAMOV A, 1991, KURANTY 1123 KORZHEVA EM, 1986, GLOBAL MODELIROANIE LAPIN NI, 1980, NEFORMALIZOVANNIE EL LAPIN NI, 1981, NEFORMALIZOVANNIE EL LAPIN NI, 1984, GLOBAL NOSE MODELIRO LEBEDEV O, 1992, ZNANIE SILA, P62 PEREKREST VT, 1983, NELINEINYI TIPOLOGIC RADAEV V, 1992, INT SOCIOLOGY, P301 SALIKHOV B, 1992, OKTYABR, P174 SALIKHOV B, 1992, VOPROSY EKONOMIKI, P22 SHKARATAN O, 1992, SOCIOLOGICAL RES, P55 SHKARATAN OI, 1985, SOTSIALNIE FAKTORY E SHKARATAN OI, 1986, ETNOSOTSIALNYE PROBL SHKARATAN OI, 1989, TEKHNOLOGICHESKII PE, P49 SHKARATAN OI, 1990, SUDBY SOVREMENNOGO G, P16 SOROKIN P, 1992, NOVYI MIR, P185 SOROKIN PA, 1992, NOVYI MIR, P188 SPEKLER M, 1991, VOPROSY EKONOMIKI, P13 VISHNEVSKII A, 1992, SVOBODNAYA MYSL, P13 VISHNEVSKII AG, 1993, SVOBODNAYA MYSL, P75 NR 38 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 1994 VL 9 IS 3-4 BP 464 EP 480 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY538 UT ISI:A1994NY53800012 ER PT J AU RAFFA, M ZOLLO, G TI SOURCES OF INNOVATION AND PROFESSIONALS IN SMALL INNOVATIVE FIRMS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE GROWTH PATHS; MANAGEMENT OF PROFESSIONALS; ORGANIZATIONAL CONTROL; SMALL INNOVATIVE FIRMS; SOFTWARE COMPANIES AB The article illustrates the results of a research project carried out on a sample of small Italian software firms. To these firms the role of the entrepreneur, and the relationships between the firm and Professionals are crucial to sustaining the firm's innovative capabilities. Professional skills, job satisfaction, autonomy and personal knowledge are the most important sources of the software firm's performances. On the basis of the field data a dynamic model for small innovative firms is presented to illustrate the behaviour of the firms in sustaining their innovative capabilities. RP RAFFA, M, UNIV NAPLES FEDERICO II,DIS,ODISSEO,VIA DIOCLEZIANO 328,80124 NAPLES,ITALY. CR 1986, SOFTWARE NEW IND 1989, INT SOFTWARE COMPUTE ACS ZJ, 1990, EC SMALL FIRMS EUROP ALLEN TJ, 1977, MANAGING FLOW TECHNO BAROCCI TA, 1983, MIT147883 SLOAN SCH BROWN WB, 1986, IEEE T ENG MANAG, V31 BURSIC KM, 1992, IEEE T ENG MANAGE, V39, P277 COUGER JD, 1980, MOTIVATING MANAGING DUNEGAN KJ, 1992, IEEE T ENG MANAGE, V39, P227 FELMAN SM, 1989, J MANAGEMENT STUDIES, V26 FLOYD RW, 1979, COMMUNICATION AC AUG FRIAR J, 1986, TECHNOLOGY MODERN CO FRIEDMAN RA, 1992, ADMIN SCI QUART, V37, P28 GALLINO L, 1983, INFORMATICA QUALITA GARDEN AM, 1989, R D MANAGEMENT, V19 GARDEN AM, 1992, IEEE T ENG MANAGE, V9, P246 GIBB A, 1985, J MANAGEMENT STUDIES, V22 GOLDSTEIN DK, 1982, MIT137082 SLOAN SCH GREINER LE, 1972, HARVARD BUSINESS REV, V30 HUPPERT R, 1981, REV EC IND JOHANNISSON B, 1990, 4TH WORKSH RES ENTR KELLEY MR, 1991, TECHNOLOGICAL FORECA, V39 LABELLE CD, 1980, DATAMATION MARC F, 1982, REV FRANCAISE GESTIO MEYER MH, 1986, MANAGEMENT SCI, V32 PAVITT K, 1987, J IND EC, V35 PAVITT K, 1988, SCIENTOMETRICS, V14 PAVITT K, 1990, CALIFORNIA MANAG SPR, P17 QUINN JB, 1979, SLOAN MANAGEMENT REV, V20 RAFFA M, 1988, SOFTWARE TECNOLOGIA RAFFA M, 1991, 18TH ANN C EARIE FER RAFFA M, 1991, 8TH ANN ICSB ENTR S REIFER DJ, 1981, TUTORIAL SOFTWARE MA ROTHWELL R, 1974, RES POLICY, V3 ROTHWELL R, 1988, SMALL BUSINESS EC, V1 STOREY DJ, 1987, JOB GENERATION LABOU TORRISI S, 1991, 18TH ANN C EARIE FER VANDEVEN AH, 1988, PARADOX TRANSFORMATI, P19 VONHIPPEL E, 1988, SOURCE INNOVATION WEINBERG GM, 1982, UNDERSTANDING PROFES 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 1994 VL 9 IS 3-4 BP 481 EP 496 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY538 UT ISI:A1994NY53800013 ER PT J AU PARNABY, J TI BUSINESS PROCESS SYSTEMS-ENGINEERING SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE BEST PRACTICE; BUSINESS PROCESSES; COMPETITIVENESS; ORGANIZATION EFFECTIVENESS; PROGRAM MANAGEMENT STRATEGY SYSTEMS ENGINEERING AB This paper describes the practical framework of design and operational methods which underpin the effective implementation of the overall philosophical principles of business process effectiveness improvements. As with systems engineering generally it emphasises the essential requirement to apply all relevant elements in an integrated mutually supportive way in contrast to the traditional Western approach of using some of the elements some of the time. RP PARNABY, J, LUCAS IND PLC,POB 52,SOLIHULL B90 4JJ,W MIDLANDS,ENGLAND. CR HAMMER M, 1993, REENGINEERING CORPOR LUCAS, 1991, LUCAS MANUFACTURING MONDEN Y, 1983, TOYOTA PRODUCTION SY PARNABY J, 1991, INT J TECHNOL MANAGE, V6, P15 NR 4 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 1994 VL 9 IS 3-4 BP 497 EP 508 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY538 UT ISI:A1994NY53800014 ER PT J AU TAKAC, PF TI OUTSOURCING - A KEY TO CONTROLLING ESCALATING IT COSTS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE OUTSOURCING; TECHNOLOGY EXPENDITURE; INFORMATION TECHNOLOGY; COMMUNICATIONS; BANKING SECTOR TECHNOLOGY; FINANCE INDUSTRY TECHNOLOGY AB In their search for optimum performance and cost efficiency many organizations have been critically examining the seemingly ever-increasing cost of, and dependence on, technology. In the course of examining possible alternative, and potentially more cost-efficient, approaches to technology management the concept of outsourcing has been widely discussed and has attracted high levels of interest among both industry and governments. Organizations are primarily driven towards outsourcing by a desire for cost rationalization, particularly through the achievement of economies of scale and operational efficiencies. By making data processing, networking and voice communications the core of its business, the outsourcer can presumably undertake such activities more efficiently. These efficiencies are to be found in people, software tools, computers, network management centres, back-up and recovery facilities and management focus. Essentially, the outsourcer's assumption is that he can do a better job cheaper than the user. Is this, however, correct? The purpose of this paper is to examine critically the concept, implementation and management issues related to outsourcing information technology services. RP TAKAC, PF, ANDERSEN CONSULTING,360 ELIZABETH ST,MELBOURNE,VIC 3000,AUSTRALIA. CR 1991, 1991 INFORMATION SYS 1991, COMPUTING 100 SUM 1991, DP BUDGETS DOLL 0201 1992, COMPUTING 100 SUM BUSHELL S, 1992, COMPUTER WORLD 0807, P35 CAMERON R, 1991, THESIS U BATH SCH MA FIORAVANTE J, 1985, COMPUTERS BANKIN JUN, P60 GANTZ J, 1990, NETWORKING MANAG OCT, P25 GREENBAUM J, 1992, INFORMATION WEE 0622, P40 IVERSEN W, 1990, IND WEEK 0820, P20 JAMES D, 1992, BUSINESS REV WE 0626, P64 KIRKPATRICK D, 1991, FORTUNE 0923, P63 MEHLER M, 1992, INFORMATION WEE 0713, P42 SIDEBOTTOM C, 1992, TGRUE BLUE JUN, P42 SIMPSON D, 1992, SYSTEMS INTEGRAT MAY, P16 STEINER TD, 1990, TECHNOLOGY BANKING STRASSMAN PA, 1990, BUSINESS VALUE COMPU WHITE B, 1992, AUSTR COMMUNICAT APR, P99 WHITE B, 1992, AUSTR COMMUNICAT MAR, P93 WHITE B, 1992, AUSTR COMMUNICAT MAY, P109 NR 20 TC 9 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 1994 VL 9 IS 2 BP 139 EP 155 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY537 UT ISI:A1994NY53700001 ER PT J AU JONES, O GREEN, K COOMBS, R TI TECHNOLOGY MANAGEMENT - DEVELOPING A CRITICAL PERSPECTIVE SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGY MANAGEMENT; CORPORATE STRATEGY; ORGANIZATIONAL EFFECTIVENESS; ACCOUNTING; ENGINEERING; CRITICAL PERSPECTIVES ID STRATEGY AB Technology Management is a topic which is currently attracting considerable interest from academics and practitioners. There is particular concern to ensure that technological issues are incorporated into a firm's strategic planning. Consequently, the Technology Management literature concentrates on describing the tools and techniques for analysing the firm's technological portfolio. We agree that the strategic management of technology is key to any attempt to improve the long-term performance of UK manufacturing. However, in this paper we argue that there is a need for those concerned with the study and teaching of Technology Management to adopt a more critical perspective. There is a danger that embracing a technological rationality might obscure the broader social and environmental issues which need to be considered when linking technology to corporate strategy. C1 UNIV MANCHESTER,INST SCI & TECHNOL,MANCHESTER SCH MANAGEMENT,CROMTEC,MANCHESTER M60 1QD,LANCS,ENGLAND. CR 1976, PERSPECTIVES 1992, CURRICULUM MANAGEMEN ALVESSON M, 1987, ORG THEORY TECHNOCRA, P227 ANSOFF HI, 1965, CORPORATE STRATEGY ARMSTRONG P, 1987, ACCOUNT ORG SOC, V1, P424 ARMSTRONG P, 1987, ACCOUNT ORG SOC, V12, P415 ARMSTRONG P, 1987, WORK EMPLOY SOC, V1, P421 BAKER N, 1974, IEEE T ENG MANAGE, P165 BARAN P, 1966, MONOPOLY CAPITALISM BESSANT J, 1989, TECHNOVATION, V9, P321 BRACKER J, 1980, ACAD MANAGE REV, V5, P219 BRAVERMAN H, 1974, LABOR MONOPOLY CAPIT BRYMAN A, 1988, DOING RES ORG CAIRNCROSS F, 1990, COSTING EARTH, P147 CASSELL M, 1992, FINANCIAL TIMES 0701 CHANDLER AD, 1962, STRATEGY STRUCTURE CHATTERJI D, 1992, INT C MANAGEMENT TEC COLLINS G, 1991, INT J TECHNOLOGY MAN, V6, P568 COLLINS, 1991, INT J TECHNOLOGY MAN, V6, P571 COLLINS, 1991, INT J TECHNOLOGY MAN, V6, P576 COOMBS R, 1987, EC TECHNOLOGICAL CHA COOMBS R, 1991, TECHNOL ANAL STRATEG, V3, P77 COOMBS R, 1992, UNPUB CASE TECHNOLOG DEMIRAG I, 1992, BRIT J MANAGE, V3, P7 DEMIRAG I, 1992, BRIT J MANAGEMENT, V3, P15 DEMIRAG I, 1992, BRIT J MANAGEMENT, V3, P16 DOUTHWAITE R, 1992, GROWTH ILLUSION DUSSAUGE P, 1992, STRATEGIC TECHNOLOGY FOMBRUN C, 1984, STRATEGIC HUMAN RESO FORD D, 1988, LONG RANGE PLANN, V21, P85 FORD D, 1988, LONG RANGE PLANNING, V21 FOUCAULT M, 1977, DISCIPLINE PUNISH GIDDENS A, 1979, CENTRAL PROBLEMS SOC, P26 GLASER BG, 1967, DISCOVERY GROUNDED T GOOLD M, 1987, STRATEGIES STYLES RO KNIGHT D, 1991, ORGAN STUD, V12, P252 KNIGHTS D, 1990, SOCIOLOGY, V24, P475 KNIGHTS D, 1991, ORGAN STUD, V12, P251 KNIGHTS D, 1991, ORGAN STUD, V12, P262 LITTLE AD, 1981, EUROPEAN MANAGEMENT LORENZ C, 1993, FINANCIAL TIMES 0205 MAJOR J, 1993, INDEPENDENT 0304 MARCUSE H, 1964, ONE DIMENSIONAL MAN MASDEN H, 1992, TECHNOL ANAL STRATEG, V4, P316 MINTZBERG H, 1978, MANAGE SCI, V24, P934 MINTZBERG H, 1982, COMPETITIVE STRATEGI MINTZBERG H, 1985, STRATEGIC MANAGE J, V6, P257 NOBLE DF, 1984, FORCES PRODUCTION NORTH K, 1992, ENV BUSINESS MANAGEM PAVITT K, 1990, CALIFORNIA MANAGEMEN, V32 PAVITT K, 1990, CALIFORNIA MANAGEMEN, V32, P20 PAVITT K, 1990, CALIFORNIA MANAGEMEN, V32, P21 PETTIGREW A, 1987, J MANAGEMENT STUDIES, V24 PETTIGREW A, 1988, MANAGEMENT STRATEGIC PETTIGREW A, 1990, CALIFORNIA MANAGEMEN, V32, P24 PORTER ME, 1980, COMPETITIVE STRATEGY PRAHALAD CK, 1990, HARVARD BUSINESS MAY, P79 SCHMIDHEINY S, 1992, CHANGING COURSE GLOB SEWELL G, 1992, SOCIOLOGY, V26, P271 SOUDER W, 1987, MANAGING NEW PRODUCT STEAD WE, 1992, MANAGEMENT SMALL PLA STEELE L, 1989, MANAGING TECHNOLOGY THOMPSON P, 1990, WORK ORG CRITICAL IN, P18 TWISS B, 1980, MANAGING TECHNOLOGIC VANDEVEN AH, 1989, RES MANAGEMENT INNOV VONNEUMANN J, 1947, THEORY GAMES EC BEHA WELFORD R, 1993, ENV MANAGEMENT BUSIN WHELAN, 1989, BRIT ACADEMY MANAGEM WILLIAMSON OE, 1975, MARKETS HIERARCHIES WOMACK J, 1990, MACHINE CHANGED WORL NR 70 TC 12 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 1994 VL 9 IS 2 BP 156 EP 171 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY537 UT ISI:A1994NY53700002 ER PT J AU ZAHRA, SA SISODIA, RS DAS, SR TI TECHNOLOGICAL CHOICES WITHIN COMPETITIVE STRATEGY TYPES - A CONCEPTUAL INTEGRATION SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGY STRATEGY; COMPETITIVE STRATEGY; TECHNOLOGY TRANSFER; COMPETITIVENESS ID RESEARCH-AND-DEVELOPMENT; MANAGEMENT; INNOVATION; FIRMS; PERSPECTIVE; MILES AB This paper links technology strategy, competitive strategy and company performance. It first derives six major dimensions of technology strategy and identifies their components. The paper then addresses the theoretical distinctiveness of technology and competitive strategies, adopting a strategic choice perspective. It shows possible links between competitive and technology strategies, using a hybrid typology that combines previous classifications. The paper concludes by identifying future research questions for both theoretical and empirical research in this area. C1 GEORGE MASON UNIV,DEPT DECIS SCI & MIS,FAIRFAX,VA 22030. RP ZAHRA, SA, GEORGIA STATE UNIV,DEPT MANAGEMENT,ATLANTA,GA 30303. CR 1991, BUSINESS KOREA, V9, P32 ADLER PS, 1989, RES TECHNOLOGICAL IN, V4, P25 ADLER PS, 1990, CALIF MANAGE REV, V32, P55 ANSOFF HI, 1967, HARVARD BUS REV, V53, P10 ANSOFF HI, 1987, J BUS STRAT, V7, P28 BADAWY MK, 1991, INT J TECHNOLOGY MAN, P205 BETZ F, 1987, MANAGING TECHNOLOGY BETZ F, 1991, INT J TECHNOLOGY MAN, P298 BRUCE M, 1991, R&D MANAGE, V21, P319 BURGELMAN RA, 1989, RES TECHNOLOGICAL IN, V4, P1 CAMILLUS JC, 1984, COLUMBIA J BUSINESS, P56 CHRISMAN JJ, 1988, ACAD MANAGE REV, V13, P413 DODGSON M, 1991, INT J TECHNOLOGY MAN, P95 ERICKSON TJ, 1991, J BUS STRAT, V12, P11 FINKIN EF, 1983, J BUS STRAT, V3, P39 FORD D, 1988, LONG RANGE PLANN, V21, P85 FRIAR J, 1985, TECHNOL SOC, V7, P143 FROHMAN AL, 1985, CALIF MANAGE REV, V27, P48 FRYXELL GE, 1990, INT J TECHNOL MANAGE, V5, P41 FUSFELD AR, 1988, STRATEGIC MANAGEMENT, P135 GALBRAITH CS, 1991, STRATEGIC MANAGE J, V12, P353 GUPTA AK, 1991, J CONSUMER MARKETING, V8, P5 HAMBRICK DC, 1983, ACAD MANAGE J, V26, P5 HAMBRICK DC, 1984, J MANAGE, V10, P27 HAUSMAN JA, 1991, REGULATION, V14, P69 HEFLER DF, 1981, J BUS STRAT, V2, P7 HEUSS V, 1991, INT J TECHNOL MANAGE, V6, P59 HITT MA, 1991, ACAD MANAGE J, V34, P693 HORWITCH M, 1986, COMPETITIVENESS TECH, P39 HORWITCH M, 1986, RES TECHNOLOGICAL IN, V3, P83 HUMPHREY W, 1987, MANAGING INNOVATION KHAN AM, 1989, MANAGE SCI, V35, P597 KRUBASIK EG, 1988, HARVARD BUS REV, V66, P46 LEONG GK, 1990, OMEGA-INT J MANAGE S, V18, P109 LINK AN, 1990, INT J TECHNOLOGY MAN, V5, P731 MAIDIQUE MA, 1988, READINGS MANAGEMENT, P273 MANSFIELD E, 1984, IEEE T ENG MANAG AUG, P122 MILES RE, 1978, ORG STRATEGY STRUCTU MILES RE, 1986, CALIF MANAGE REV, V28, P62 MITCHELL GR, 1985, TECHNOL SOC, V7, P227 NOORI H, 1990, MANAGING DYNAMICS NE NORTH RC, 1963, CONTENT ANAL OHMAE K, 1985, TRIAD POWER COMING S PAVITT K, 1990, CALIFORNIA MANAGEMEN, V3, P17 PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1985, COMPETITIVE ADVANTAG RADNOR M, 1991, INT J TECHNOL MANAGE, P113 RAMAMURTHY K, 1990, INT J TECHNOLOGY MAN, V5, P409 ROSEGGER G, 1991, INT J TECHNOLOGY MAN, P256 RUSHTON BM, 1986, RES MANAGE, P22 SCHNEIDERMAN HA, 1991, SLOAN MANAGE REV, V32, P53 SCHOONHOVEN CB, 1984, COLUMBIA J WORLD BUS, V19, P5 SCHROEDER DM, 1990, STRATEGIC MANAGE J, V11, P25 SCHULLER FC, 1988, VENTURING ABROAD INN SEGEV E, 1989, STRATEGIC MANAGE J, V10, P487 SISODIA RS, 1992, J BUS STRAT, V13, P42 STACEY GS, 1990, INT J TECHNOL MANAGE, V5, P389 SWIERCZEK FW, 1991, INT J TECHNOL MANAGE, V6, P1 TEECE DJ, 1988, INTERFACES, V18, P46 UENOHARA M, 1991, RES TECHNOL MANAGE, V34, P17 VANDEVEN AH, 1986, MANAGE SCI, V32, P590 VENKATRAMAN N, 1989, ACAD MANAGE REV, V14, P423 VONBRAUN CF, 1990, INT J TECHNOL MAN, V5, P559 ZAHRA SA, 1990, J MANAGE, V16, P751 ZAHRA SA, 1991, ACADEMY MANAGEMENT E, V5, P7 NR 65 TC 15 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 1994 VL 9 IS 2 BP 172 EP 195 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY537 UT ISI:A1994NY53700003 ER PT J AU STAUDT, E BOCK, J MUHLEMEYER, P TI TECHNOLOGY CENTERS AND SCIENCE PARKS - AGENTS OR COMPETENCE CENTERS FOR SMALL BUSINESSES SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE INFORMATION TRANSFER; INNOVATION PROBLEMS; INNOVATION PROCESS; SCIENCE PARKS; SMALL AND MEDIUM-SIZED COMPANIES; TECHNOLOGY CENTERS; TECHNOLOGY TRANSFER AB In the study reported here the Institute for Applied Innovation Research (IAI) has investigated the role of technology centres and science parks in the transfer process between the research and education sector and small businesses, as well as the importance attached to these institutions by its target population. An attempt has been made to answer questions about the conditions in which these institutions operate, the ways in which they perceive themselves, and the extent to which their support policies meet the requirements of a small business. Despite the fact that small firms are crucially dependent on information provision through external sources and that technology centres claim to be able to bridge the (information) gaps experienced by small businesses, they cannot adequately fulfil this role. On the other hand, small businesses give a very detailed picture of the services they need. They expect concrete support measures from technology centres in the area of joint ventures and particularly in technical consultancy. The firms also underscore the need for assistance in the search for a technical infrastructure and know-how within the research and higher education sector. The firms also deplore that research undertaken by universities outside the immediate local environment is not sufficiently transparent for them. As a consequence, firms looking for help either cannot or, worse, will not be passed on to other agencies when these and the local agency are in competition with each other. On the technology centres' side, the scope for identifying the problems experienced by locally based small business by means of visits to the individual companies is limited owing to a lack of personnel and equipment. Furthermore, only if there are qualified and highly motivated staff can such tasks be performed in a professional and competent way. At present there are considerable weaknesses to be observed in this area. C1 INST INNOVAT ADVICE GMBH,DUSSELDORF,GERMANY. INST APPL INNOVAT RES,BOCHUM,GERMANY. RP STAUDT, E, RUHR UNIV BOCHUM,CHAIR LABOUR ECON,BUSCHEYPL 13,D-44801 BOCHUM,GERMANY. CR 1988, FORSCHUNG NORDRHEIN 1989, BERICHT MONTANREGI A ALLESCH J, 1986, HOCHSCHULLEHRER PRAX ALLESCH J, 1986, WISSENS TECHNOLOGIET, P66 BOCK J, 1988, STRATEGIEN ERFOLGSBE, P17 BOHLER H, 1988, TECHNOLOGIE TRANSFER BRAUNLING G, 1988, TECHNOLOGIETRANSFER BREDEMEIER W, 1982, BETRIEBSWIRTSCHAFT, V42, P355 CORSTEN H, 1982, THESIS BERLIN CORSTEN H, 1986, 13 BRAUNSCHW WIRTSCH EVERSHEIM W, 1984, HOCHSCHULE WIRTSCHAF, P77 JUNGCLAS H, 1987, TECHNOLOGIETRANSFER, P68 KAYSER P, 1987, TECHNOLOGIETRANSFER, P54 KRAHN K, 1987, JB ARBEIT TECHNIK NO LIENKER H, 1986, ZIELRICHTUNG WIRKUNG MITTAG U, 1984, HOCHSCHULE WIRTSCHAF, P149 MUHLEMEYER P, 1992, PERSONALMANAGEMENT B PIEPER A, 1986, BEITRAGE GESELLSCHAF PUTTNER G, 1989, RECHTLICHE HEMMNISSE ROTHHOLZ P, 1986, BARRIEREN TECHNOLOGI RUDIGER V, 1987, TECHNOLOGIETRANSFER, P1 RUPP E, 1976, TECHNOLOGIETRANSFER SCHROTER W, 1990, FORSCHUNGSTRANSFER K SCHULTE P, 1987, TECHNOLOGIE WISSENST SCHULTE P, 1988, ERGEBNISSE EINER EMP STAEHLE W, 1991, INNOVATIONSORIENTIER STAUDT E, 1984, INNOVATION, P24 STAUDT E, 1986, MANAGE INNOVATION, P11 STAUDT E, 1989, ENZYKLOPADIE BETRIEB, V12, P2043 STAUDT E, 1989, INNOVATION TROTZ REG, V15, P61 STAUDT E, 1989, INT GEWERBEARCHIV Z, V3, P141 STAUDT E, 1989, PERSONAL, P364 STAUDT E, 1990, DBW BETRIEBSWIRTSCHA, P759 STAUDT E, 1992, ZFB9 ERG EIN EMP UNT WAGNER A, 1990, FORSCHUNGSTRANSFER K NR 35 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 1994 VL 9 IS 2 BP 196 EP 212 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY537 UT ISI:A1994NY53700004 ER PT J AU SUN, HY TI PATTERNS OF ORGANIZATIONAL CHANGES AND TECHNOLOGICAL INNOVATIONS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE ORGANIZATIONAL CHANGES; TECHNOLOGICAL INNOVATIONS; ADVANCED MANUFACTURING TECHNOLOGIES (AMT) AB It has been widely argued that organizational changes should be considered for the successful innovation of Advanced Manufacturing Technologies (AMT). However, there are still many questions regarding the relationship between organization and technology. This paper reports a two-year empirical research program which aimed to explore the general pattern of organizational changes and technological innovations in terms of path, status, stages and paradigms with the help of an organizational-technological (O-T) map. The practical implications for organizational changes and technological innovations will be explored. RP SUN, HY, UNIV AALBORG,DEPT PROD,FIBIGERSTR 16,DK-9220 AALBORG 0,DENMARK. CR BESSANT J, 1990, CIM REVOLUTION PROGR, P351 BESSANT J, 1992, MANAGING ADV MANUFAC ETTLIE JE, 1988, TAKING CHARGE MANUFA FRICK J, 1992, 8TH P CIM EUR ANN C GJERDING AN, 1992, PRODUCTIVITY MYSTERY HANSEN PHK, 1993, THESIS U AALBORG AAL HAYWOOD W, 1990, CIM REVOLUTION PROGR, P435 HORTE SA, 1991, 3RD P INT PROD MAN C, P354 JAIKUMAR R, 1986, HARVARD BUSINESS NOV, P69 JONES DT, 1990, 5TH P INT OP MAN ASS RIIS JO, 1991, 4TH IPS RES SEM FUGL SCHONBERGER RJ, 1987, WORLD CLASS MANUFACT SUN H, 1992, 6TH P IPS RES SEM FU SUN H, 1993, THESIS U AALBORG AAL SUN H, 1994, INT J HUMAN FACTORS, V4, P1 TWIGG D, 1991, 3RD P INT PROD MAN C, P750 VOSS CA, 1988, INT J TECHNOL MANAGE, V3, P285 YIN RK, 1989, CASE STUDY RES DESIG NR 18 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 1994 VL 9 IS 2 BP 213 EP 226 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY537 UT ISI:A1994NY53700005 ER PT J AU THOMAS, R SAREN, M FORD, D TI TECHNOLOGY ASSIMILATION IN THE FIRM - MANAGERIAL PERCEPTIONS AND BEHAVIOR SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE ASSIMILATING NEW TECHNOLOGY; COMPANY TECHNOLOGY SYSTEM; INDUSTRIAL NETWORKS; RESPONSE TO TECHNICAL CHANGE; EFFECTIVE INNOVATION ID TECHNICAL CHANGE; INNOVATION; STRATEGY AB The research on which this paper is based is the first half of a continuing three-year study on technology strategy in UK firms. The research takes the firm as its focus, rather than the individual innovation or the industry sector. In this context it takes technology as the unit of analysis. looking at the acquisition, management and exploitation of technological sources. We take the view that technology is a concept encompassing different kinds of knowledge concerned with the design. production and delivery of products and services. Thus we can talk about product, process and marketing technologies [1]. This paper concentrates on one aspect of technology acquisition and management: the ways in which companies achieve the assimilation of new technologies. We look at the methods used to relate new technology to the existing activities and resources of the firm, and at the managerial issues raised by the process of new technology introduction. We review briefly some literature concerning company technology strategy and acquisition. It highlights some ways in which the process of assimilation of technology impacts upon, and is affected by, managerial perceptions of technologies and their embodiment in products and processes. Data drawn from six opening case studies are used in the paper to illustrate how these elements can be said to constitute a 'technology system' specific to the firm. Technology assimilation affects and is affected by the nature of this system and the way in which managers perceive it. The case studies involve detailed standardized interviews with senior general and technical managers and with technical specialists. Tentative conclusions are drawn concerning differing company profiles and directions for continuing research. RP THOMAS, R, UNIV BATH,SCH MANAGEMENT,CLAVERTON DOWN,BATH BA2 7AY,AVON,ENGLAND. CR ABERNATHY WJ, 1985, RES POLICY, V14, P3 ABETTI PA, 1991, INT J TECHNOLOGY MAN, P40 CAPON N, 1987, J MARKETING, V51, P14 CLARKE K, 1988, 1988 SMS C AMST CLARKE K, 1992, TECHNOLOGY ANAL STRA, V4 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COLLIS DJ, 1991, STRATEGIC MANAGE J, V12, P49 CONTRACTOR FJ, 1990, R&D MANAGE, V20, P305 COOMBS R, 1991, TECHNOL ANAL STRATEG, V3, P157 COOMBS R, 1991, TECHNOL ANAL STRATEG, V3, P77 CUNNINGHAM MT, 1991, 8TH IMP C INT BUS NE DOSI G, 1982, RES POLICY, V11, P147 FORD D, 1988, LONG RANGE PLANN, V21, P85 FORD ID, 1986, LONG RANG PLANNING, V19, P54 HARRIS JM, 1983, PLANNING REV, V11, P28 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 JARILLO JC, 1989, J BUS VENTURING, V4, P133 KLEIN JA, 1991, J GEN MANAGE, V16, P1 MANSFIELD E, 1988, MANAGE SCI, V34, P1157 NELSON RR, 1980, EVOLUTIONARY THEORY PAVITT K, 1984, RES POLICY, V13, P343 PRAHALAD CK, 1990, HARVARD BUSINESS MAY, P71 RADNOR M, 1991, INT J TECHNOL MANAGE, P113 SAHAL D, 1985, RES POLICY, V14, P61 SETHI NK, 1985, LONG RANGE PLANN, V18, P89 TEECE DJ, 1986, RES POLICY, V15, P285 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 UTTERBACK JM, 1975, OMEGA-INT J MANAGE S, V3, P639 WHELAN R, 1989, 1989 BAM C PAP CARD WILLMAN P, 1991, 1991 ESRC IND EC STU NR 30 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 1994 VL 9 IS 2 BP 227 EP 240 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY537 UT ISI:A1994NY53700006 ER PT J AU READ, MJ GEAR, AE TI TEAMWORKING TO DEVELOP TECHNOLOGY STRATEGY SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGY ASSESSMENT; TECHNOLOGY STRATEGY; GROUP DECISION SUPPORT; ONLINE FEEDBACK; JUDGMENTAL PROCESS; COMPUTER-SUPPORTED COOPERATIVE WORK; GROUPWARE; TEAMWORKING ID DECISION-MAKING; SUPPORT AB The technology base of a company is the set of technological competencies or capabilities (knowledge and skills) that the company controls, which can be augmented, developed and exploited in various ways. This management process is substantially different from the routine of established activities. The costs of transfer of knowledge and competence can be very high, and the time-scales can be long. Hence, there is a crucial need to evaluate and select appropriate technologies in which to invest. This is an area fraught with uncertainties, involving predictions and judgements about future exploitation potentials. This paper describes a practical approach to this process based upon the use of a group of experienced and knowledgeable personnel especially brought together for the purpose of technology assessment. A case study is described based on an application of the approach in the chemical industry. In this case, a long list of 'business options' was generated in relation to a set of 'business drivers', each recognized as important by an assembled group of executives. The on-line group process support system, known as TEAMWORKER, was used by the group of executives at a three-day meeting in order to identify the most important subset of business options and associated technologies for more concentrated attention by the company. A feature of the meeting was the ability to identify and discuss differences of opinion within and between subgroups of executives representing R&D and commercial interests. RP READ, MJ, DECIS DYNAM LTD,WALLINGFORD,ENGLAND. CR BLAKE SP, 1978, MANAGING RESPONSIVE FINLAY PN, 1992, LONG RANGE PLANN, V25, P98 FORD D, 1988, LONG RANGE PLANN, V21, P85 GEAR AE, 1993, OMEGA-INT J MANAGE S, V21, P261 GEAR T, 1988, 8TH P INT C MULT CRI JANTSCH E, 1972, TECHNOLOGICAL PLANNI MINKES AL, 1987, ENTREPRENEURIAL MANA, P138 MOCKLER RJ, 1991, LONG RANGE PLANN, V24, P44 PRASAD AVS, 1990, TECHNOLOGICAL FORECA, P151 READ M, 1989, P MCDM INT WORKSHOP READ M, 1993, OR INSIGHT, V6, P24 SOUDER WE, 1977, RES MANAGEMENT JUL, P34 STEWART TJ, 1992, OMEGA-INT J MANAGE S, V20, P569 TOZAR EE, 1986, LONG RANGE PLANN, V19, P31 VETSCHERA R, 1991, DECISION SUPPORT SYS, P67 WEBLER T, 1991, TECHNOLOGICAL FORECA, V39, P3 WILLYARD CH, 1987, RES MANAGEMENT SEP, P13 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 1994 VL 9 IS 2 BP 241 EP 252 PG 12 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY537 UT ISI:A1994NY53700007 ER PT J AU HESSELBERTH, JF TI PROBLEM-SOLVING IN RESEARCH-AND-DEVELOPMENT SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE PROBLEM-SOLVING; COMPLEX PROBLEMS; SCIENTIFIC METHOD; RESEARCH AND DEVELOPMENT; RESEARCH-AND-DEVELOPMENT PROBLEM-SOLVING AB The vast majority of R&D scientists and engineers are very adept at solving simple and moderately complex problems. However, only a few can solve the extremely tough, very complex problems consistently. This paper examines some of the characteristics of, and techniques used by, those researchers who deal effectively with this most difficult class of problems. In summary, these expert problem-solvers (1) break the problem down into pieces yet can still think about the whole system, (2) use the Scientific Method or a similar disciplined problem-solving methodology to gain understanding, (3) look for clues or comparisons that allow them to gain understanding, (4) often break away from the equipment or process they are trying to make work and design very specific experiments aimed at answering a very specific question, (5) seek help from a variety of experts in specialized areas, and finally (6) have a unique ability to leap beyond the current state in structuring a solution to the problem. Management plays a major role in helping people develop from good problem-solvers into people who are able to solve the toughest of problems by encouraging continuous skill development and, sometimes, taking the role of teacher of younger scientists and engineers. RP HESSELBERTH, JF, DUPONT CO INC,NYLON TECHNOL,LAUREL RUN 152,CHESTNUT RUN PLAZA,POB 80721,WILMINGTON,DE 19880. CR 1989, BEING SCI SOUDER WE, 1977, RES MANAGE, V20, P34 TRIBUS M, 1961, THERMOSTATICS THERMO 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 1994 VL 9 IS 2 BP 253 EP 260 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY537 UT ISI:A1994NY53700008 ER PT J AU HUNG, R TI MANAGING COMPRESSED WORKWEEKS - A COMPARISON OF 4-DAY AND 3-4 WORKWEEKS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article ID WORK AB Novel workweek arrangements have been gradually outdating the conventional 5-day workweek. They are being adopted because they help improve quality of working life and daily operation. Here we compare two such workweek arrangements: the 4-day workweek and the 3-4 workweek. The latter is the lesser known, but is a remarkable arrangement. We compare the two workweeks with respect to twelve factors. Such a comparison helps management decide which is the more suitable arrangement, Another contribution of this report is that management can use the framework presented here to compare other workweeks. RP HUNG, R, CHINESE UNIV HONG KONG,DEPT OPERAT & SYST MANAGEMENT,SHA TIN,HONG KONG. CR 1971, BUSINESS WEEK 0317, P108 ARNOLD B, 1983, J NURS ADMIN, V13, P9 BALCH BS, 1974, PERS J, V53, P894 BREAUGH JA, 1983, PERS PSYCHOL, V36, P277 BRIEF RS, 1975, AM IND HYG ASSOC J, V36, P467 CALES AD, 1976, SUPERVISOR NURSE, V7, P71 CRUMP CK, 1975, HOSPITAL ADM CAN OCT, P20 DOBELIS MC, 1972, PERSONNEL, V49, P24 FRASER LP, 1972, J NURS ADMIN, V2, P12 KRANTZ M, 1990, MANAGE REV, V79, P8 MOOREEDE MC, 1985, ANNU REV MED, V36, P607 PRICE EM, 1981, AM J NURS, V81, P1142 ROBINSON GP, 1978, BUR MINER RESOUR J A, V3, P19 ROBISON D, 1978, WORLD WORK REPORT, V3, P13 ROBITAILLE EW, 1970, POLICE CHIEF SEP, P16 SERGEAN R, 1971, MANAGING SHIFTWORK STEWARD GV, 1971, MGMT PERSONN Q WIN, P13 UNDERWOOD AB, 1975, AM J NURS, V75, P1176 NR 18 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 1994 VL 9 IS 2 BP 261 EP 266 PG 6 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY537 UT ISI:A1994NY53700009 ER PT J AU ALIC, JA TI TECHNOLOGY IN THE SERVICE INDUSTRIES SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE SERVICE INDUSTRIES; RESEARCH-AND-DEVELOPMENT; TECHNOLOGY BASE; COMPETITIVE STRATEGY; COMPUTER APPLICATIONS; FINANCIAL SERVICES AB The technologies of the service industries and of manufacturing draw from much the same storehouse of knowledge, particularly when it comes to computer-based systems. Nonetheless, governments, accustomed to making a sharp separation between goods and services, have failed to recognize this commonality. Until recently, US government compilations of R&D statistics hardly mentioned the services, implying that the nation's expenditures on services-related R&D came to only about $3 billion annually. Little reflection is needed to show that such figures arc much too small. In fact, firms that produce services not only depend heavily on technology but pay for perhaps a quarter of US industrial R&D. These confusions suggest that the attention paid to 'post-industrial' knowledge-based economic activities remains largely superficial, and has not yet influenced the underlying paradigms of analysts and decision makers. RP ALIC, JA, OFF TECHNOL ASSESSMENT,TECHNOL ASSESSMENT BOARD,WASHINGTON,DC 20510. CR 1983, INT COMPETITIVENESS, P119 1986, PROBABLE LEVELS R D, P19 1988, NSF88304 US NAT SCI 1989, SCI ENG INDICATORS 1 1990, DUN BRADSTREET C APR, P2 1990, WORKER TRAINING COMP, P101 1991, SERVICE EC JUL, P1 1993, COMPETITIVENESS STRA ALIC JA, 1991, TECHNOL ANAL STRATEG, V3, P177 FREEZE KJ, 1982, BANC ONE CORPORATION MARANOFF J, 1987, DATAMATION 0115, P75 WALTERS RW, 1982, INNOVATIVE ORG, P109 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 1994 VL 9 IS 1 BP 1 EP 14 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY536 UT ISI:A1994NY53600001 ER PT J AU KENNEDY, KJ TI THE DILEMMA OF US INDUSTRIAL-RESEARCH AND DEVELOPMENT FOCUSING ON THE SHORT-TERM SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE INDUSTRIAL RESEARCH-AND-DEVELOPMENT, USA; TRENDS, METRICS, EXPENDITURES, PUBLICATIONS; RESEARCH-AND-DEVELOPMENT FUNDING, USA AB An overview of current trends covering US industry-based research and development (R&D) is presented. Despite yearly increases in R&D by US industry as a whole, numerous signs of change and decline exist. The data presented highlight this dilemma in gauging the health of the US R&D enterprise and the deficiency of using overall expenditures as the figure of merit. Finally, data are presented from a longitudinal study that shows publication rates have dropped in many industrial segments. This supports the observation of others that US industrial R&D investment choices continue to move away from longer-term opportunities in favour of product development. RP KENNEDY, KJ, AT&T BELL LABS,ROOM 3E325,6200 E BROAD ST,COLUMBUS,OH 43213. CR 1984, SCI CITATION INDEX 1986, SCI CITATION INDEX 1988, SCI CITATION INDEX 1989, BUSINESS WEEK IN JUL, P60 1990, SCI CITATION INDEX 1993, AAAS REPORT, V17, P24 BODRZYNSKI J, 1992, BUSINESS WEEK 0706, P36 BUDERI R, 1992, BUSINESS WEEK 0629, P104 KENNEDY KJ, 1988, INT J TECHNOLOGY MAN, V4, P665 KENNEDY KJ, 1988, TECHNOLOGY MANAGEMEN, P111 KENNEDY KJ, 1989, DEC WINT ANN M NARIN B, 1982, PHYSICS TODAY NOV, P19 REITHNER W, 1989, BUSINESS WEEK IN JUL, P178 ROSENCRANCE R, 1987, WILSON Q AUT, P101 ROTHWELL R, 1985, REINDUSTRIALIZATION, P47 SCHULMAN R, 1985, BUSINESS WEEK 0708, P86 THUROW L, 1989, SCI AM, V260, P39 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 1994 VL 9 IS 1 BP 15 EP 29 PG 15 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY536 UT ISI:A1994NY53600002 ER PT J AU MORT, J TI SCIENCE, TECHNOLOGY AND INNOVATION - AN EVOLUTIONARY PERSPECTIVE SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE NATURAL SELECTION; EVOLUTIONARY CONCEPTS; INNOVATION PROCESS; COMPETITIVENESS; INVENTION; RESEARCH-AND-DEVELOPMENT; USA; RADIAL TIRES AB Darwin's theory of natural selection had its origins in the laissezfaire economic ideas described in Adam Smith's The Wealth of Nations. This historical connection has led to recent economic models in which the innovation/economic growth relationship is viewed as an analogy to Darwinian theories of biological evolution. In this paper, the role of industrial scientific and technological research in the innovation process is considered in this same context. It is suggested that this perspective allows the definition of a role which is richer, more cohesive and better attuned to reality than those traditionally invoked. In addition, given the broad familiarity of evolutionary concepts, it provides a common, conceptual frame of reference recognizable to the diverse disciplines concerned with the issues of innovation and competitiveness. RP MORT, J, XEROX CORP,WEBSTER RES CTR,800 PHILLIPS RD,WEBSTER,NY 14580. CR 1987, SCI ENG INDICATORS 1990, ECONOMIST 0811, P81 BRADLEY CC, 1988, NEW SCI, V29, P56 BRAUN E, 1978, REVOLUTION MINIATURE CROSS M, 1989, NEW SCI 1028, P42 DRUCKER PF, 1973, MANAGEMENT FLORY PJ, 1978, PURE APPL CHEM, V50, P255 FREEMAN C, 1982, EC IND INNOVATION GOMORY RE, 1989, HARVARD BUSINESS NOV, P99 GOULD SJ, 1982, SCIENCE, V216, P380 KIKUCHI M, 1983, JAPANPESE ELECTRONIC LEDERMAN LM, 1991, SCIENCE S, V251 LOASBY B, 1976, CHOICE COMPLEXITY IG MANSFIELD E, 1969, EC IND INNOVATION MANSFIELD E, 1971, RES INNOVATION MODER MANSFIELD E, 1989, BUSINESS HORIZON MAR, P48 MENSCH G, 1979, STALEMATE TECHNOLOGY METCALFE JS, 1989, TECHNOLOGY EC PROGR MORT J, 1989, ANATOMY XEROGRAPHY MORT J, 1991, J PROD INNOVAT MANAG, V8, P32 NELSON RR, 1982, EVOLUTIONARY THEORY NEVIN JJ, 1990, CALIF MANAGE REV, V32, P114 REICH RB, 1989, SCI AM, V261, P41 ROSENBERG N, 1976, PERSPECTIVES TECHNOL SNOW CP, 1971, PUBLIC AFFAIRS STATA R, 1989, SLOAN MANAGEMENT SPR, P63 THUROW LC, 1989, MRS B APR, P43 VONBRAUM CF, 1980, SLOAN MANAGEMENT FAL, P49 VONBRAUN CF, 1990, INT J TECHNOL MAN, V5, P559 WERTHER WB, 1990, MANAGEMENT TECHNOLOG, V2, P1329 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 1994 VL 9 IS 1 BP 30 EP 42 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY536 UT ISI:A1994NY53600003 ER PT J AU DAVIS, C TIFFIN, S OSOTIMEHIN, F TI DEVELOPING CAPACITY IN MANAGEMENT OF SCIENCE, TECHNOLOGY AND INNOVATION IN AFRICA SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE AFRICA; TEACHING; RESEARCH; EXTENSION; INNOVATION; MANAGEMENT OF SCIENCE, TECHNOLOGY, INNOVATION ID INDUSTRY AB With the exception of South Africa, Africa south of the Sahara has little teaching or research capability in the management of science, technology and innovation (MSTI). Only a small number of university-based units are currently active in Africa in this field. An MSTI program in Africa cannot be a mere transplantation of ideas and approaches used in other contexts. The necessary knowledge base and the conditions of implementation of MSTI skills are in many respects specific to Africa. At the same time, international exchanges are crucial. This article presents some considerations pertaining to the content and structure of a regional MSTI initiative in Africa. C1 SOCIOTECH INC,CALGARY T2P 3C4,AB,CANADA. UNESCO,OPERAT ACT UNIT,SCI SECTOR,F-75700 PARIS,FRANCE. OBAFEMI AWOLOWO UNIV,TECHNOL & ENVIRONM MANAGEMENT PROGRAM,IFE,NIGERIA. RP DAVIS, C, INT DEV RES CTR,PROGRAM INNOVAT SYST MANAGEMENT,POB 8500,OTTAWA K1G 3H9,ON,CANADA. CR 1988, UNESCO SC87CASTAFRIC 1988, UNESCO SCMD88 DOC 1989, SUBSAHARAN AFRICA CR ADEBOYE T, 1988, IDRC180E MAN REP ADJEBENGASEM S, 1988, IDRC189E MAN REP ADUBIFA AO, 1988, IDRC186E MAN REP APRAKU KK, 1991, AFRICAN EMIGRES US M BROWN D, 1989, PUBLIC ADMIN DEVELOP, V9, P369 CHAUDHURI S, 1990, MANAGEMENT TECHNOLOG, V2, P481 DAHLMAN CJ, 1987, WORLD DEV, V15, P759 DAVIS CH, 1982, MANAGEMENT TECHNOLOG, V3, P281 DAVIS CH, 1982, THESIS U MONTREAL DAVIS CH, 1983, ETUD INT, V14, P621 DAVIS CH, 1986, RELATIONS INT SUM, P227 DIA AL, 1990, AFRIQUE DEV, V15, P61 EISEMON TO, 1985, SCI PUBL POLICY, V12, P164 EISEMON TO, 1991, JUL SEN POL SEM IMPR EISEMON TO, 1991, MINERVA, V29, P1 EISEMON TO, 1992, J AFRICAN ASIAN STUD GAILLARD J, 1988, AFRIQUE CONT, P3 GAILLARD J, 1988, POLITIQUE PROGRAMMAT GERSHENBERG I, 1987, WORLD DEV, V15, P931 HERBERTCOPLEY B, 1992, REV CAN ETUD DEV, V13, P231 HILL S, 1987, TECHNOL SOC, V9, P63 KAMENETZKY M, 1986, CHOICE MANAGEMENT TE KIGGUNDU MN, 1991, J MANAGEMENT DEV, V10, P32 MASSAQUOI JGM, 1991, P WORKSHOP TECHNOLOG MONTGOMERY JD, 1987, WORLD DEV, V15, P911 MORIS J, 1977, ED TRAINING PUBLIC S, P73 MUSKIN JA, 1991, GENERAL OPERATIONAL MYTELKA L, 1987, IDRC MR147F MAN REP MYTELKA L, 1988, ANN C AFRICAN STUDIE OKOSOAMAA K, 1990, UNPUB IMPACT INT TEC OSOTIMEHIN F, 1986, UNESCO1986 MISS REP OSOTIMEHIN F, 1990, MAR INT WORKSH SCI T REDDY NM, 1991, J PROD INNOVAT MANAG, V8, P295 REILLY W, 1987, PUBLIC ADMIN DEVELOP, V7, P25 SALOMON JJ, 1990, INT J TECHNOLOGY MAN, V5, P523 SCHELLENKENS L, 1989, J MANAGEMENT DEV, V8, P40 SCHWEITZER GE, 1986, PUBLIC ADMIN DEVELOP, V6, P175 SCHWEITZER L, 1989, J MANAGEMENT DEV, V8, P40 TIFFIN S, 1987, WORLD DEV, V15, P387 TIFFIN S, 1992, NEW TECHNOLOGIES ENT VITTA PB, 1990, WORLD DEV, V8, P1471 WAD A, 1985, SCI PUBL POLICY, V12, P191 WEREKOBROBBY CY, 1987, SOLAR DRYING AFRICA, P272 NR 46 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 1994 VL 9 IS 1 BP 43 EP 60 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY536 UT ISI:A1994NY53600004 ER PT J AU VONEMLOH, DA PEARSON, AW BALL, DF TI THE ROLE OF RESEARCH-AND-DEVELOPMENT IN INTERNATIONAL PROCESS PLANT CONTRACTING SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE RESEARCH-AND-DEVELOPMENT; PROCESS PLANT; CONTRACTING AB This paper examines the question of whether or not international process plant contractors should perform R&D, either in-house or in collaboration with clients as partners. It then looks to determine the extent to which this research should be targeted either by process or sector. A comparison of process plant contractors which undertake R&D with those which do not shows no relationship between R&D expenditure and profitability. It appears that where R&D constitutes a competitive advantage it is through winning contracts which otherwise may have been lost and by some increased income from licensing. The paper then focuses on the possible R&D strategies for contractors, discriminating between large and small firms and examining whether or not those without an in-house facility should establish one. A major recommendation for contractors involved in R&D is the need for quite specific focusing of this activity. C1 DE MONTFORT UNIV,LEICESTER BUSINESS SCH,DEPT MKT,LEICESTER LE1 9BH,ENGLAND. RP VONEMLOH, DA, MANCHESTER BUSINESS SCH,RES & DEV RES UNIT,MANCHESTER M15 6PB,LANCS,ENGLAND. CR BALL DF, 1975, LONG RANGE PLAN 0818 BALL DF, 1985, FINANCIAL TIMES BUSI BALL DF, 1992, MANAGEMENT TECHNOLOG, V1, P648 ECKSTUTT M, 1991, CHEM WEEK 0206 NR 4 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 1994 VL 9 IS 1 BP 61 EP 76 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY536 UT ISI:A1994NY53600005 ER PT J AU KARBHARI, VM TI THE ANALYTIC HIERARCHY PROCESS - A VIABLE DECISION TOOL FOR COMPOSITE-MATERIALS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE COMPOSITES; DECISION-MAKING; ANALYTIC HIERARCHY PROCESS (AHP); MANUFACTURING SCIENCE; MATERIALS SCIENCE ID SUCCESS AB With the development of integrated product design methodologies and the growing emergence of the field of manufacturing science, materials, both advanced (such as composites) and traditional (such as aluminium and sheet steel) are competing for applications. With the creation of a global economy, the importance of rapid decision-making, even when complete quantitative information is not available, is becoming increasingly evident. Methodologies for strategic decision-making are needed that will (a) develop deeper understanding of the problem under consideration, (b) improve decision-making quality through consistent, explicit and realistic sets of assumptions, and (c) lower overall systems costs through savings of resources. This paper highlights the use of Saaty's Analytic Hierarchy Process (AHP) as a viable means for rapid decision-making in a concurrent engineering team. An example for the selection of manufacturing technologies for the fabrication of an automobile fender is used and it is seen that the AHP provides results consistent with those derived through more in-depth and time-consuming approaches, without any waste of precious time or resources, by using team expertise. C1 UNIV DELAWARE,DEPT CIVIL ENGN,NEWARK,DE 19716. RP KARBHARI, VM, UNIV DELAWARE,CTR COMPOSITE MAT,NEWARK,DE 19716. CR ADELMAN L, 1981, TR811304 BEMOWISKI K, 1991, QUALITY PROGR JAN, P19 BRIDENBAUGH PR, 1989, 1989 WINT ANN M ASME BROWN BB, 1968, AD675981 REP BUSCH J, 1987, THESIS MIT BUSCH JV, 1987, 3RD P PANN C ADV COM, P1 CAMP R, 1989, BENCHMARKINGS SEARCH COOPER RG, 1980, EUR J MARKETING, V14, P277 COOPER RG, 1986, J PROD INNOVAT MANAG, V3, P71 COOPER RG, 1988, J MARKETING MANAGEME, V3, P238 EDWARDS W, 1977, IEEE T SYST MAN CYB, V7, P326 EISENHARDT KM, 1990, CALIFORNIA MANAG SPR, P39 FARRIS DR, 1975, INT J SYST SCI, V16, P1135 FOLEY MF, 1991, SAMPE QUART, V22, P61 GUTOWSKI T, 1991, SAMPE J, V27, P37 KARBHARI VM, 1991, 23RD P INT SAMPE TEC, P1097 KARBHARI VM, 1992, INT J MATER PROD TEC, V7, P215 KARBHARI VM, 1992, INT J MATER PROD TEC, V7, P232 KEENEY RL, 1976, DECISIONS MULTIPLE O KODAMA F, 1992, HARVARD BUSINESS JUL, P70 KROLEWSKI S, 1989, 34TH P INT SAMPE S, P329 KROLEWSKI S, 1989, MATER TECHNOL, P89 LEE DB, 1981, THESIS WRIGHT PATTER MAIDIQUE MA, 1984, IEEE T ENG MANAGE, V31, P192 MILLER GA, 1956, PSYCHOL REV, V63, P81 PRYOR LS, 1989, J BUSINESS STRAT NOV, P28 RICHARDSON T, 1987, COMPOSITES DESIGN GU SAATY TL, 1977, J MATH PSYCHOL, V15, P234 SAATY TL, 1980, ANAL HIERARCHY PROCE SAATY TL, 1982, DECISION MAKING LEAD SAATY TL, 1982, LOGIC PRIORITIES SAATY TL, 1988, MULTICRITERIA DECISI SHAW ME, 1981, GROUP DYNAMICS PSYCH VOSS CA, 1985, J PROD INNOVAT MANAG, V2, P122 ZEDAH LA, 1973, IEEE T SYST MAN CYB, V3, P28 NR 35 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 1994 VL 9 IS 1 BP 77 EP 93 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY536 UT ISI:A1994NY53600006 ER PT J AU CHIDAMBER, SR KON, HB TI A RESEARCH RETROSPECTIVE OF INNOVATION INCEPTION AND SUCCESS - THE TECHNOLOGY-PUSH, DEMAND-PULL QUESTION SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGY-PUSH; DEMAND-PULL; INNOVATION; LEVELS OF ANALYSIS; RESEARCH MODELS; POLICY IMPLICATIONS AB Innovation researchers have frequently debated whether organizational innovation is driven by market demand or by technological shifts. The market demand school of thought suggests that organizations innovate based on market needs, whereas the technology proponents claim that change in technology is the primary driver of innovation. Collectively, empirical research studies on technological innovation are inconclusive regarding this technology-push, demand-pull (TPDP) debate. Eight key studies relevant to this issue are examined for their methods, implications and caveats, to establish a structured way of interpreting the various results. The philosophical underpinnings of market demand and technology factors as drivers of innovation are also examined. This paper suggests that much of the contention between the demand-pull and technology-push findings is due to different research objectives, definitions and models. The main conclusion is that there exists a clear relationship between the research models used in these studies and the outcomes observed, suggesting that differences in problem statement and research constructs may be causing the apparent incongruity in research findings. Organizational and national policy level issues are also examined in light of the finding that different levels of analysis lead to different results. RP CHIDAMBER, SR, MIT,ALFRED P SLOAN SCH MANAGEMENT,ROOM E53-314,30 WADSWORTH ST,CAMBRIDGE,MA 02139. CR ALLEN TJ, 1984, MANAGING FLOW TECHNO, P12 CASEY JP, 1976, RES MANAGEMENT SEP, P27 DOWNS GW, 1976, ADM SCI Q, V21, P700 FREEMAN C, 1982, EC IND INNOVATION LANGRISH J, 1972, WEALTH KNOWLEDGE MERTON RK, 1973, SOCIOLOGY SCI MEYERS S, 1969, SUCCESSFUL IND INNOV MOWERY D, 1979, RES POLICY, V8, P102 PAVITT K, 1971, CONDITIONS SUCCESS T PHILLIPS A, 1966, AM ECON REV, V56, P301 PHILLIPS L, 1971, EFFECTS IND CONCENTR, P119 RESCHER N, 1974, SCI PROGR, P291 ROTHWELL R, 1974, RES POLICY, V3, P258 SCHMOOKLER J, 1966, INVENTION EC GROWTH SCHUMPETER JA, 1961, THEORY EC DEV SCHUMPETER JA, 1964, BUSINESS CYCLES SCHUMPETER JA, 1975, CAPITALISM SOCIALISM SHANKLIN W, 1984, MARKETING HIGH TECHN SMITH A, 1937, WEALTH NATIONS UTTERBACK J, 1974, SCIENCE, V183 VANDEVEN AH, 1989, INNOVATION PROCESSES NR 21 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 1994 VL 9 IS 1 BP 94 EP 112 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY536 UT ISI:A1994NY53600007 ER PT J AU MILLER, HG TI MICRO-ENTERPRISE DEVELOPMENT - THE ROLE OF WHOLESALING IN DEVELOPING-COUNTRIES SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE DEVELOPING COUNTRIES; MICRO-ENTERPRISE DEVELOPMENT; WHOLESALING; MARKET STRATEGIES; DISTRIBUTION AB Rural-based micro-enterprises in developing countries play a major function in the economic environment in terms of primary and secondary source income-generation. Capitalizing on micro-enterprise activities for both the home-based producer and the local economic environment necessitates concerted effort to expand market capabilities. The effective functioning contributes directly to the economic potential and development of a developing country's economy by providing links to an expanded market base. Therefore, by assessing the relationship and the relationship potential of micro-enterprises to wholesalers, a greater understanding of this particular marketing strategy can be realized, thus leading to the enhancement of marketing capabilities of micro-enterprises in developing countries. RP MILLER, HG, AMER UNIV CAIRO,CTR ADULT & CONTINUING EDUC,CAIRO,EGYPT. CR 1988, MICROENTERPRISE DEV, P19 1990, AID MICROENTERPRISE BABB FE, 1989, FIELD COOKING POT PO BOOMGARD JJ, 1989, AID EVALUATION SPECI, V66 BROMLEY R, 1984, REGIONAL DEV DIALOGU, V5, P149 DANNHAEUSER N, 1987, HUM ORGAN, V46, P177 HUNT RW, 1985, PRIVATE VOLUNTARY OR KINSEY J, 1988, MARKETING DEV COUNTR MILLER HG, 1990, INT J TECHNOLOGY MAN, V5, P513 MILLER HG, 1991, J SMALL BUSINESS MAN, V31, P99 MINTZ SW, 1956, HUM ORGAN, V15, P18 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 1994 VL 9 IS 1 BP 113 EP 120 PG 8 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY536 UT ISI:A1994NY53600008 ER PT J AU GOLD, B TI STRENGTHENING THE INTERNATIONAL COMPETITIVENESS OF INDUSTRIES - THE MULTIFUNCTIONAL DEVELOPMENT OF EXECUTIVES IN JAPANESE INDUSTRIES SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE INTERNATIONAL COMPETITIVENESS; PERSONNEL PRACTICES; JAPANESE INDUSTRIAL FIRMS; EXECUTIVE CAREER DEVELOPMENT; PROMOTION PATTERNS; RECRUITMENT PRACTICES AB Increasing international competitiveness requires supplementing technological advances with the more effective integration of highly specialized management functions. Japanese firms have been especially active in advancing such efforts. This paper reviews the processes involved from early stages of developing multi-functional experiences through successively later stages of broadening such capabilities. Finally, executive development efforts are placed within the context of broader strategic needs. RP GOLD, B, CLAREMONT GRAD SCH,FLETCHER JONES PROF TECHNOL & MANAGEMENT,CLAREMONT,CA 91711. CR 1990, TECHNOVATION 1991, INT J TECHNOLOGY MAN ABEGGLEN JC, 1985, KAISHA JAPANESE CORP AGNON T, 1991, TECHNOLOGY TRANSFER CURRIE W, 1991, MANAGEMENT ACCOU JUL GOLD B, INT J TECHNOLOGY MAN GOLD B, 1992, INT J TECHNOLOGY MAN, V7, P5 GOLD B, 1993, INT J TECHNOLOGY MAN, V8, P4 HITOMI K, 1992, TECHNOVATION APR HUSTAD TP, 1989, MANAGING PRODUCT DEV KHARABANDA OP, 1991, MANAGEMENT ACCOU MAR MOWERY DC, CALIFORNIA MANAG WIN SASAKI N, 1990, MANAGEMENT IND STRUC THUROW LC, 1985, MANAGEMENT CHALLENGE WOMACK JP, 1991, MACHINE CHANGED WORL, CH4 NR 15 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 1994 VL 9 IS 5-7 BP 516 EP 528 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY540 UT ISI:A1994NY54000002 ER PT J AU ABETTI, PA TI IMPACT OF TECHNOLOGY ON FUNCTIONAL ROLES AND STRATEGIES - ILLUSTRATIVE CASES IN THE USA, JAPAN AND FRANCE, AND LESSONS LEARNED SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGY STRATEGY; FUNCTIONAL STRATEGIES; FUNCTIONAL INTEGRATION; ROLE OF TECHNOLOGY; INNOVATION; GENERAL ELECTRIC; MOTOROLA; CORNING; XEROX; APPLE COMPUTER; TOSHIBA; RHONE-POULENC AB This paper discusses: (1) the impact of technology in shaping the roles and strategies of functional management (Research, Development, Engineering, Manufacturing, Quality Assurance, Marketing, Human Resources and Finance) and (2) the innovative contributions of these functions, beyond their normal work responsibilities, for converting technological advantages into worldwide market leadership. Nine cases are utilized as illustrations, all high-technology businesses started within large corporations, that achieved leadership in high-tech markets through strategic focus, technological innovation and functional excellence: GE Project Extra-High-Voltage; GE Plastics; GE Medical Systems: Motorola Communications; Corning; Apple Computer; Toshiba Information Systems; Xerox Non-Impact Printers; and Rhone-Poulenc Agrochemical. The lessons learned and conclusions are that: (1) technology leadership is not enough; (2) functional excellence is a must; (3) all functions must innovate; (4) functional work must be integrated; (5) in future, technological innovations will be integrated with equally innovative advances of all other functions. RP ABETTI, PA, RENSSELAER POLYTECH INST,TROY,NY 12180. CR ABERNATHY WJ, 1988, READINGS MANAGEMENT, P25 ABETTI PA, 1984, LINKING TECHNOLOGY B ABETTI PA, 1985, ART SCI ENTREPRENEUR, P181 ABETTI PA, 1991, INT J TECHNOLOGY MAN, P40 ABETTI PA, 1992, UNPUB TOSHIBA INFORM BADGUARAHANIAN L, 1994, FEB MAN TECHN C MIAM BURGELMAN RA, 1988, STRATEGIC MANAGEMENT, P257 DUSSAUGE P, 1987, TECHNOLOGIE STRATEGI GILL GK, 1989, MOTOROLA INC BANDIT GOLD B, 1991, INT J TECHNOLOGY MAN HAYES RH, 1988, DYNAMIC MANUFACTURIN KANTER RM, 1983, CHANGE MASTERS MECHLIN GF, 1986, HARVARD BUSINESS SEP, P93 MORONE J, 1991, UNPUB GE PLASTICS MORONE J, 1993, WINNING HIGH TECH MA NONAKA I, 1990, CALIF MANAGE REV, V32, P27 OREN SS, 1980, INTERFACES, V10, P76 PENNINGS JM, 1987, NEW TECHNOLOGY ORG I PORTER ME, 1983, RES TECHNOLOGICAL IN, P10 QUINN JB, 1992, INTELLIGENT ENTERPRI ROUSSEL PA, 1991, 3RD GENERATION R D M STRYKER M, 1993, REVIEW JAN, P2 TEECE DJ, 1988, READINGS MANAGEMENT, P621 NR 23 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 1994 VL 9 IS 5-7 BP 529 EP 546 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY540 UT ISI:A1994NY54000003 ER PT J AU MOWERY, DC TI THE CHANGING STRUCTURE OF UNITED-STATES INDUSTRIAL-RESEARCH - IMPLICATIONS FOR RESEARCH-AND-DEVELOPMENT ORGANIZATION IN THE RUSSIAN-FEDERATION SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE INDUSTRIAL RESEARCH-AND-DEVELOPMENT (USA); CONTRACT RESEARCH; UNIVERSITY INDUSTRY GOVERNMENT RESEARCH COLLABORATION; NATIONAL LABORATORIES; TECHNOLOGY TRANSFER; RUSSIA RESEARCH INSTITUTES AB This paper surveys the historical development and current status of industrial R&D in the USA, in order to examine the factors affecting the location of R&D within industrial firms and the relationship between intrafirm R&D and research activities external to the firm, and to draw some implications for the reorganization of the Russian Federation's network of independent research institutes. As I note in my conclusions, the weight of historical and contemporary evidence suggests that externally performed R&D is likely to prove most effective as a complement to, rather than a substitute for, research activities within the firm. The need for close links between manufacturing practice and technology development, the 'tacit' character of much of the knowledge incorporated into industrial technology, and the difficulties in transmitting this knowledge across organizational boundaries all suggest that the contributions of contract or external research to industrial technology development will be greatest when this research is parallelled by R&D activities within the firm. RP MOWERY, DC, UNIV CALIF BERKELEY,HAAS SCH BUSINESS,BERKELEY,CA 94720. CR 1978, RES DEV IND, P20 1979, ANAL NATIONAL SCI F 1989, REPORT AUDIT DOD DOM 1990, TECHNOLOGY TRANSFER 1991, DIFFUSING INNOVATION 1991, FEDERAL FUNDS R D FI 1991, SELECTED DATA RES DE ARROW KJ, 1962, RATE DIRECTION INVEN BALDWIN W, 1962, J POLITICAL EC CARTY JJ, 1916, SCIENCE, P511 CAVES RE, 1976, ASIAS NEW GIANT, P126 CHANDLER AD, 1977, VISIBLE HAND MANAGER CHANDLER AD, 1991, SCALE SCOPE CLARK KB, 1991, PRODUCT DEV PERFORMA COHEN WM, 1989, EC J GRAY D, 1986, EVALUATION NSF U IND, P29 HOUNSHELL D, 1989, SCI CORPORATE STRATE KLINE SJ, 1986, POSITIVE SUM STRATEG LEWIS WD, 1967, TECHNOLOGY W CIVILIZ, V2, P622 MOWERY DC, 1981, THESIS STANFORD U MOWERY DC, 1989, TECHNOLOGY PURSUIT E MUELLER WF, 1962, RATE DIRECTION INVEN NELSON RR, 1988, TECHNICAL CHANGE EC, P325 PENROSE ET, 1959, THEORY GROWTH FIRM ROSENBERG N, 1982, INSIDE BLACK BOX TEC, P554 STIGLER GJ, 1956, STATE SOCIAL SCI SWANN JP, 1988, ACADEMIC SCI PHARM I TEECE DJ, 1988, TECHNOLOGICAL CHANGE THACKRAY A, 1982, U IND RES RELATIONSH VARCOE I, 1974, ORG SCI BRITAIN CASE, P30 VONHIPPELL E, 1989, SOURCES INNOVATION WILLIAMSON OE, 1981, AM J SOCIOL, P554 NR 32 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 1994 VL 9 IS 5-7 BP 547 EP 563 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY540 UT ISI:A1994NY54000004 ER PT J AU WANG, HJ TI TECHNOLOGY INNOVATION AND ENTERPRISE MANAGEMENT AND A CASE-STUDY IN CHINA SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGY INNOVATION; PROCESS INNOVATION; PRODUCT INNOVATION; DIFFUSION OF INNOVATIONS; CAPITAL IRON AND STEEL CORPORATION (CHINA); INNOVATION PROCESS; WORLD-BANK AB The paper presents some basic concepts of innovation in technological processes as they relate to the management and organizational structure of an enterprise, including some suggested new elements. These are illustrated by reference to a case study of the Capital Iron and Steel Corporation in China. A summary is also given of the aims and proposals for an on-going research project tor the World Bank involving explorations of the mechanisms of technology innovation. RP WANG, HJ, STATE COUNCIL PEOPLES REPUBL CHINA,DEV RES CTR,ACAD COMM,BEIJING,PEOPLES R CHINA. CR 1986, INNOVATION POLICY 1987, SELF RELIANCE SCI TE EXCELBERT MJ, TECHNOLOGY REV GOLDMAN M, RES PROPOSAL STUDY I KAST FE, 1979, ORG MANAGEMENT KOONTZ H, 1979, ESSENTIALS MANAGEMEN SHETH J, 1989, GLOBAL MARKETING PER TOSI HL, 1982, MANAGEMENT WALCOFF C, 1983, TECHNIQUES MANAGING NR 9 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 1994 VL 9 IS 5-7 BP 564 EP 574 PG 11 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY540 UT ISI:A1994NY54000005 ER PT J AU BOWONDER, B MIYAKE, T TI CREATING AND SUSTAINING COMPETITIVENESS - AN ANALYSIS OF THE JAPANESE ROBOTICS INDUSTRY SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE JAPANESE ROBOTICS INDUSTRY; ROBOT APPLICATIONS; COMPETITIVENESS; INDUSTRIAL ROBOTS; USER MANUFACTURER INTERACTION ID FIRM AB Initially the major Japanese firms acquired their robotics technology from US firms. The Japanese firms have dynamically developed the competitiveness from then on through globalization, alliances and innovation. Their approach was to assess the generic skills needed for sustaining the competitiveness, and to develop these skills at the level of the firm. Functional integration helped the firms to learn and accumulate new skills faster than their competitors. C1 UN,ESCAP,BANGKOK 10200,THAILAND. RP BOWONDER, B, ADM STAFF COLL INDIA,HYDERABAD 500049,INDIA. CR 1985, YOUR MARKET JAPAN 1987, COMP ASSESSMENT US R 1990, UNIDO199091 IND DEV 1992, COMPETITIVE STRENGTH AOKI M, 1988, INFORMATION INCENTIV AOKI M, 1990, J ECON LIT, V28, P1 ARROW KJ, 1985, AM ECON REV, V75, P303 AYRES RV, 1983, ROBOTICS BAHRAMI H, 1992, CALIF MANAGE REV, V34, P33 BARANSON J, 1983, ROBOTS MANUFACTURING BOWONDER B, 1990, WORLD COMPETITION, V14, P39 BOWONDER B, 1991, SCI PUBL POLICY, V18, P93 BOWONDER B, 1992, WORLD COMPETITION, V16, P33 CUSUMANO MA, 1988, SLOAN MANAGE REV, V30, P29 DEWOOT P, 1990, HIGH TECHNOLOGY EURO FLAIG LS, 1992, ELECT BUSINESS, V18, P153 FRANSMAN M, 1992, JAPANESE EUROPEAN TE FRIEDMAN D, 1988, MISUNDERSTOOD MIRACL GAMOTA G, 1988, GAINING GROUND JAPAN GOLD B, 1991, INT J TECHNOL MANAGE, P10 GOLD B, 1991, OMEGA-INT J MANAGE S, V19, P1 HARTLEY J, 1987, IND ROBOT, V14, P231 HAYASHI K, 1992, TECHNO JAPAN, V25, P97 IMAI K, 1985, UNEASY ALLIANCE JOSKOW PL, IND ORG, P281 KENNEY M, 1991, TECHNOL REV, V94, P25 LAWSON EE, 1992, ULTIMATE ADVANTAGE C LEONARDBARTON D, 1992, SLOAN MANAGE REV, V34, P23 MANSFIELD E, 1989, RES POLICY, V18, P183 MARUYAMA M, 1989, TECHNOLOGY ANAL STRA, V1, P423 MILES RE, 1986, CALIF MANAGE REV, V28, P62 OKADA Y, 1988, IND ROBOT, V15, P35 PORTER ME, 1990, COMPETITIVE ADVANTAG PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 TANI A, 1989, TECHNOLOGICAL FORECA, V34, P191 TEECE DJ, 1990, CCC908 U CAL WORK PA TEECE DJ, 1992, DYNAMIC CAPABILITIES UGHANWA DO, 1989, ROLE DESIGN INT COMP YONEMOTO K, 1986, INT J TECHNOLOGY MAN, V1, P179 YONEMOTO K, 1990, ROBOTIZATION JAPAN S YONEMOTO K, 1990, ROBOTIZATION JAPAN YONEMOTO K, 1992, ROBOTIZATION JAPAN NR 42 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 1994 VL 9 IS 5-7 BP 575 EP 611 PG 37 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY540 UT ISI:A1994NY54000006 ER PT J AU JECKOVICH, S TI INDUSTRIAL-CHANGES AND PROBLEMS IN CZECHOSLOVAKIA AFTER THE VELVET REVOLUTION SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE CZECHOSLOVAKIA; VELVET REVOLUTION; PRIVATIZATION; INDUSTRIAL SECTOR ASSESSMENT; PRODUCTIVITY; POLLUTION; STRATEGIC ALLIANCES; CRITICAL MANAGEMENT ISSUES AB Czechoslovakia's industrial sector will play a key role in the country's transition from communism to democracy and private enterprise. Following a brief evaluation of some of the effects of the so-called Velvet Revolution, the mechanics of and progress in privatization are described, along with an assessment of the industrial sector's strengths, weaknesses, opportunities and threats. RP JECKOVICH, S, NIAGARA ENTERPRISES,16077 CHELLA DR,HACIENDA HTS,CA 91745. CR 1955, F PRODUCTIVITY ANAL 1991, DIRECT FOREIGN I OCT, P7 1992, AM GLASS REV, V112, P10 1992, CHRISTIAN SCI M 0226, P1 1992, COUNTRY REPORTS EC P, P234 1992, FINANCIAL TIMES 0401, P2 1992, LA TIMES 0204, H4 1992, LA TIMES 0508, C12 1992, LA TIMES 0712, A1 1992, LA TIMES 0712, A16 1992, LA TIMES 0712, A17 1992, NEW YORK STOCK EXCHA, P144 1992, WALL STREET J 0624 BADARACCO JL, 1989, GOING GLOBAL SUCCEED BADARACCO JL, 1991, KNOWLEDGE LINKS FIRM GOLD B, 1984, TECHNOLOGICAL PROGR, CH5 HAVEL V, 1991, DISTURBING PEACE CON, R12 JECKOVICH S, 1961, THESIS U PITTSBURGH 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 1994 VL 9 IS 5-7 BP 612 EP 628 PG 17 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY540 UT ISI:A1994NY54000007 ER PT J AU ROTHWELL, R TI ISSUES IN USER PRODUCER RELATIONS IN THE INNOVATION PROCESS - THE ROLE OF GOVERNMENT SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGICAL INNOVATION; INNOVATION PROCESS; SUPPLIER PRODUCER RELATIONSHIPS; PRODUCER USER RELATIONSHIPS; BUY NATIONAL POLICIES; PUBLIC PROCUREMENT POLICIES ID PROJECT AB This paper reviews and explores a wide variety of facets and levels of interaction with respect to user-producer relationships inasmuch as they influence the innovation process. Particular emphasis is placed upon the role of governmental policies and their agencies. The contextural relevance, importance and experiences of technologically progressive suppliers and user-producer linkages (in a variety of forms) is examined. Whilst public procurement policies are seen to be of considerable importance their relative effectiveness depends upon the approach taken. In that respect a wide variety of examples from Europe, the USA and Japan are considered. Government's direct role is seen to be greatest where it is itself an important user. Public procurement can not only stimulate innovation in existing market structures but also catalyse firms to engage in new areas of activity thereby influencing the rate of diffusion of innovation, its diversity and wider form. RP ROTHWELL, R, UNIV SUSSEX,SCI POLICY RES UNIT,MANAGEMENT TECHNOL GRP,MANTELL BLDG,BRIGHTON BN1 9RF,ENGLAND. CR 1984, ENV EC 1984, SCI BUSINESS ARNOLD E, 1985, UNPUB LESSONS ABROAD BUISSENET TJ, 1992, UNPUB ROLE USERS COL CASSIOLATO J, 1992, THESIS U SUSEX CLARK KB, 1988, 1988 PROF PROGR SESS COOK L, 1982, OCCASIONAL PAPER SER, V21 COOPER RG, 1980, EUR J MARKETING, V14, P277 DICKSON K, 1983, RES POLICY, V12, P117 GARDINER P, 1985, DESIGN STUDIES, V6, P7 GIBBONS M, 1992, 1992 6 COUNTR PROGR GOLDING AM, 1978, 6 COUNTR PROGR WORKS HERBERT R, 1982, NBSGCRETIP82100 FIN LAMMING R, 1992, THESIS U SUSSEX LILJA K, 1992, EUROPEAN BUSINESS SY LOVETT JR, 1992, RES TECHNOLOGY M SEP, P35 LUNDVALL B, 1991, TECHNOLOGY PRODUCTIV MADDOCK I, 1983, CIVIL EXPLOITATION D MAIDIQUE MA, 1985, RES POLICY, V14, P299 MAIER H, 1988, 1988 C PARTN SMALL L MCWHIRTER W, 1988, TIME 1109, P50 MOWERY DC, 1978, RES POLICY, V8 NELSON R, 1982, GOVT TECHNICAL PROGR OVERMEER W, 1978, GOVT PROCUREMENT POL PORTER ME, 1991, COMPETITIVE ADVANTAG ROTHWELL R, 1974, RES POLICY, V3, P258 ROTHWELL R, 1984, J PUBLIC POLICY, V4, P307 ROTHWELL R, 1984, LONG RANGE PLANN, V7, P78 ROTHWELL R, 1985, REDINDUSTRIALIZATION ROTHWELL R, 1985, TECHNOVATION, V3, P167 ROTHWELL R, 1986, 12 U SUSSEX SCI POL ROTHWELL R, 1986, J MARKETING MANAGEME, V2, P109 ROTHWELL R, 1988, J MARKETING MANAGEME, V3, P372 ROTHWELL R, 1988, R D MANAGEMENT, V18 ROTHWELL R, 1989, ENTREP REGION DEV, V1, P275 ROTHWELL R, 1991, TECHNOVATION, V11, P93 ROTHWELL R, 1992, R&D MANAGE, V22, P221 SHAW B, 1986, THESIS U SUSSEX SHAW B, 1988, R&D MANAGE, V18, P123 TEUBAL M, 1983, 153 M FAL I EC RES I TOWNSEND J, 1976, OCCASIONAL PAPER SER, V3 VONHIPPEL E, 1976, RES POLICY, V5 VONHIPPEL E, 1988, SOURCES INNOVATION ZEGVELD W, 1987, SDI IND TECHNOLOGY P NR 44 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 1994 VL 9 IS 5-7 BP 629 EP 649 PG 21 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY540 UT ISI:A1994NY54000008 ER PT J AU RUBENSTEIN, AH TI AT THE FRONT-END OF THE R-AND-D/INNOVATION PROCESS - IDEA DEVELOPMENT AND ENTREPRENEURSHIP SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE IDEA GENERATION; IDEA FLOW; INNOVATION; RESEARCH-AND-DEVELOPMENT INNOVATION; MARKETING; NEW PRODUCTS, PROCESSES AND SERVICES ID INNOVATION; MANAGEMENT; GENERATION AB This paper deals with the 'front end' of the R&D/innovation process - the generation and communication of 'ideas'. It discusses the following issues: the various players in the idea stage; the decision imperatives and constraints under which they operate; the potential for increased cooperation in idea generation; and the increasing trend for firms to look outside the firm for ideas and technology. Factors which are having significant impacts on the idea generation process in the firm include: outsourcing, corporate restructuring, letting competitors take the innovation lead, making the firm 'lean and mean' and decentralization into even smaller and more narrowly-focused business units which cannot or will not support the kind of research that generates or develops more radical ideas for new products, processes and services. RP RUBENSTEIN, AH, NORTHWESTERN UNIV,INST TECHNOL,2145 SHERIDAN RD,EVANSTON,IL 60208. CR 1958, FLOW INFORMATION SCI 1991, ANN REPORT CTR INFOR ARCHIBUGI D, 1991, RES POLICY, P299 AVERY RW, 1959, 1959 MIT IND LIAIS P BAKER NR, 1965, THESIS NW U BAKER NR, 1967, IEEE T ENG MANAGE, V14, P156 BAKER NR, 1985, RES MANAGE, V28, P35 BOLEN F, 1963, THESIS NW U BONGE JW, 1968, THESIS NW U BUSH GP, 1956, ADM SCI Q, V1, P361 CONWAY HA, 1986, J PROD INNOVAT MANAG, V3, P276 DEBRESSON C, 1991, RES POLICY, V20, P363 DELBECQ AL, 1985, ORGAN DYN, V14, P24 FISCHER B, 1987, THESIS NW U GEISLER E, 1994, 4TH P INT C MAN TECH GERSHINOWITZ H, 1960, RES MANAGEMENT, V3 GESCHKA H, 1978, RES MANAGE, V21, P25 GINN ME, 1983, THESIS NW U GOLDBERG LC, 1963, THESIS NW U GOLDHAR JD, 1976, IEEE T ENG MANAGE, V23, P51 GREEN SG, 1984, RES MANAGEMENT, V27 HOFFMAN GM, 1992, USER PARTICIPATION A HOGLUND L, 1987, RES POLICY, P29 JOHNSON G, 1983, IND WEEK, V218, P63 JONES SL, 1962, IRE T ENG MANAGEMENT, V9, P51 KAPLAN N, 1960, IEEE T ENG MANAGE, V7, P24 KNAP CM, 1983, THESIS NW U KRAMER S, 1981, RES MANAGE, V24, P7 LIONBERGER HF, 1960, ADOPTION NEW IDEAS P MACLAURIN WR, 1955, COORDINATION CONTROL, P34 MARTIN RB, 1967, THESIS NW U NAGPAUL PS, 1979, R&D MANAGE, V9, P147 NAPOLITANO G, 1991, RES POLICY, P171 PELZ DC, 1976, SCI ORG PRODUCTIVE C POUND WH, 1966, THESIS NW U PRASAD L, 1992, J PRODUCT INNOVATION ROOTBERNSTEIN R, 1989, RES TECHNOLOGY M JAN, P43 RUBENSTEIN AH, 1958, OCT P NAT EL C, V14 RUBENSTEIN AH, 1962, 1962 C EC SOC FACT T RUBENSTEIN AH, 1963, 1963 P IFORS OSL RUBENSTEIN AH, 1963, OEPRATIONS RES RES D, P189 RUBENSTEIN AH, 1963, STUDIES IDEA FLOW RE RUBENSTEIN AH, 1964, MANAGEMENT SCI JUL RUBENSTEIN AH, 1965, 1965 TIMS AM M SAN F RUBENSTEIN AH, 1985, IEEE T ENG MANAG NOV RUBENSTEIN AH, 1989, MANAGING TECHNOLOGY RUBENSTEIN AH, 1990, 1990 I MAN SCI PHIL SCHRADER S, 1991, RES POLICY, P153 SEN F, 1989, J PRODUCT INNOVATION SMITH JJ, 1984, RES MANAGE, V27, P12 UDELL GG, 1978, RES MANAGE, V21, P24 UTTERBACK JM, 1965, THESIS NW U UTTERBACK JM, 1971, IEEE T ENG MANAGE, V18, P124 VONHIPPEL E, 1976, RES POLICY, V5, P212 VONHIPPEL E, 1989, RES TECHNOLOGY M MAY, P24 WISE G, 1989, RES TECHNOLOGY M JUL, P7 ZHOU L, 1986, RES POLICY, P49 NR 57 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 1994 VL 9 IS 5-7 BP 652 EP 677 PG 26 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY540 UT ISI:A1994NY54000009 ER PT J AU GERWIN, D GUILD, P TI REDEFINING THE NEW PRODUCT INTRODUCTION PROCESS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE NEW PRODUCT INTRODUCTION; DESIGN; MANUFACTURING; INFORMATION TECHNOLOGY INDUSTRIES; INTER-FUNCTIONAL COORDINATION AB Time-to-market pressures and related factors are compelling firms to rethink the ways in which they manage new product introduction (NPI). This paper discusses attempts to reorganize the NPI process occurring in the information technology industries (telecommunications, computing and consumer electronics). The projects discussed involve changes in the roles of the design and manufacturing functions in both the upstream and downstream phases. They include the introduction of these two functions into the earliest stages of the NPI process, the transfer of certain detailed design activities from R&D to manufacturing, and the transformation of new product introduction into new product and service introduction. The implications for research of these undertakings, including the need for a better understanding of inter-functional coordination, are discussed. C1 CARLETON UNIV,DEPT SYST & COMP ENGN,OTTAWA K1S 5B6,ONTARIO,CANADA. UNIV WATERLOO,DEPT MANAGEMENT SCI,WATERLOO N2L 3G1,ONTARIO,CANADA. SIMON FRASER UNIV,DEPT COMMUN,BURNABY V5A 1S6,BC,CANADA. RP GERWIN, D, CARLETON UNIV,SCH BUSINESS,OTTAWA K1S 5B6,ONTARIO,CANADA. CR ANCONA DG, 1990, CASE NEW PRODUCT TEA, P173 ANCONA DG, 1990, J HIGH TECHNOLOGY MA, P119 BAILETTI AJ, 1991, J PRODUCT INNOVA JUN, P91 BAILETTI AJ, 1991, R D MANAGEMENT APR, P291 BLACKBURN JD, 1991, TIME BASED COMPETITI CHASE RB, 1989, HARVARD BUSINESS JUL CLARK KB, 1991, PRODUCT DEV PERFORMA COHEN WM, 1990, ADMIN SCI QUART, V35, P128 ETTLIE J, 1992, INTEGRATING DESIGN M, P103 GERWIN D, 1992, STRATEGIC FUNCTIONAL GUILD PD, 1992, EARLY MANUFACTURING HAMEL G, 1989, HARVARD BUSINESS MAY, P63 MALONE TW, 1991, WHAT COORDINATION TH NEVENS TM, 1990, HARVARD BUS REV, V68, P154 PRAHALAD CK, 1990, HARVARD BUSINESS MAY, P79 QUINN JB, 1988, MANAGING INNOVATION URBAN GL, 1980, DESIGN MARKETING NEW VONHIPPEL E, 1988, SOURCES INNOVATION VONHIPPEL E, 1989, RES TECHNOLOGY M MAR 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 1994 VL 9 IS 5-7 BP 678 EP 690 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY540 UT ISI:A1994NY54000010 ER PT J AU SASHITTAL, HC WILEMON, D TI INTEGRATING TECHNOLOGY AND MARKETING - IMPLICATIONS FOR IMPROVING CUSTOMER RESPONSIVENESS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE MARKETING FUNCTION; MARKETING STRATEGY; FUNCTIONAL INTEGRATION; CUSTOMER RESPONSIVENESS, TECHNOLOGY-BASED FIRMS; ORGANIZATIONAL STRUCTURE ID DEVELOPMENT PERSONNEL; STRATEGIES; FRAMEWORK; BEHAVIOR; PROJECTS; INDUSTRY AB From a study of 40 managers of the marketing process in technology-based firms, several issues relevant to marketing and technology integration and its impact on customer responsiveness are examined. Managerial descriptions of their actual experiences in meeting customer needs provide insights into organizing to achieve interfunctional integration and customer responsiveness. RP SASHITTAL, HC, ST JOHN FISHER COLL,GRAD SCH MANAGEMENT,3690 E AVE,ROCHESTER,NY 14618. CR ALLEN J, 1989, R&D MANAGE, V19, P102 ANDERSON CA, 1992, QUAL PROG, V25, P35 ANDERSON E, 1991, CHIEF EXECUTIVE NOV, P70 BADAWY MK, 1989, IND WEEK, V12, P39 BELASCO JA, 1989, EXECUTIVE EXCELLENCE, V6, P11 BENNIS W, 1992, EXECUTIVE EXCELLENCE, V9, P5 BLACK SS, 1991, BOBBIN, V33, P100 BOWEN DE, 1989, ACAD MANAGE REV, V14, P75 BRUCE M, 1991, R&D MANAGE, V21, P319 BYRNE JA, 1992, BUS WEEK, P44 CAREY J, 1992, BUSINESS WEEK 1012, P32 CASE J, 1992, INC, V14, P82 CLEMMER J, 1991, CANADIAN BUSINESS RE, V18, P38 CONGER JA, 1989, ACADEMY MANAGEMENT E, V3, P17 COREY ER, 1971, ORG STRATEGY COSKUN A, 1992, J SERVICES MARKETING, V6, P15 COUGHLAN PD, 1991, BUSINESS Q, V56, P49 DEVANNA MA, 1990, HUM RESOURCE MANAGE, V29, P455 DOWLESS R, 1992, TRAINING, V29, P73 DOYLE MF, 1991, PURCHASING WORLD, V35, P20 EDSON J, 1991, QUAL PROG, V24, P45 FILIP CS, 1990, SALES MARKETING MANA, V142, P105 FREEDMAN D, 1990, CIO, V3, P22 GALBRAITH JR, 1986, STRATEGY IMPLEMENTAT GOLD B, 1991, INT J TECHNOL MANAGE, P10 GRONROOS C, 1990, J BUS RES, V20, P3 GUPTA AK, 1990, CALIF MANAGE REV, V32, P24 GUPTA AK, 1991, J CONSUMER MARKETING, V8, P5 HAMEL G, 1989, HARVARD BUS REV, V67, P133 HAMMER M, 1990, HARVARD BUS REV, V68, P104 HILL T, 1989, DIRECTOR, V42, P101 HILLS CH, 1992, SALES MARKETING MANA, V144, P54 INTRONA LD, 1991, INT J PHYS DISTRIB, V21, P32 KAESTLE P, 1990, PLANNING REV, V18, P20 KAESTLE P, 1990, PLANNING REV, V18, P27 LAMBERT DM, 1990, BUSINESS, V40, P22 LIM JS, 1992, IND MARKET MANAG, V21, P159 LYONS TF, 1990, SLOAN MANAGE REV, V31, P29 LYSONSKI S, 1989, J PROD INNOVAT MANAG, V6, P169 MASIELLO T, 1988, IND MARKET MANAG, V17, P85 MCGEE J, 1989, R&D MANAGE, V19, P205 MCGROARTY JS, 1992, CFO, V8, P68 MCKEOWN JJ, 1990, J IND BUSINESS MARKE, V5, P67 MITSCH RA, 1990, J BUS STRAT, V11, P18 MOENAERT RK, 1990, J PROD INNOVAT MANAG, V7, P91 MOENAERT RK, 1992, R&D MANAGE, V22, P21 MORGAN NA, 1991, J PROFESSIONAL SERVI, V8, P95 MULLER EJ, 1990, DISTRIBUTION, V89 OLEARY M, 1989, CIO, V3, P44 PARNABY J, 1991, INT J TECHNOL MANAGE, V6, P15 PATTON MQ, 1990, QUALITATIVE EVALUATI POLLACK S, 1989, J QUALITY PARTICIPAT, P88 POWELL R, 1991, IND MANAGEMENT DATA, V91, P19 PROCTOR RA, 1991, MANAGEMENT DECISIONS, V29, P55 QUINN JB, 1980, STRATEGIES CHANGE QUINN JB, 1988, SLOAN MANAGE REV, V29, P45 RATNATUNGA J, 1990, EUR J MARKETING, V24, P29 REBELLO K, 1992, BUSINESS WEEK 1012, P156 REMMEL UM, 1991, INT J PHYS DISTRIB, V21, P27 RINEHART LM, 1989, J ACADEMY MARKETING, V17, P63 RUEKERT RW, 1987, J MARKETING, V51, P1 RUEKERT RW, 1987, STRATEGIC MANAGE J, V8, P233 SAGHAFI MM, 1990, IND MARKET MANAG, V19, P87 SCHRAGE M, 1990, SHARED MINDS NEW TEC, P40 STAPLES LH, 1990, ADMIN SOC WORK, V14, P29 SULLIVAN RL, 1991, DISCOUNT MERCHANDISE, V31, P21 SULLIVAN RL, 1991, DISCOUNT MERCHANDISE, V31, P63 SULLIVANTRAINOR M, 1989, COMPUTERWORLD, V23 TALATI K, 1990, CIO, V4, P29 TAYLOR A, 1992, FORTUNE, V122, P65 TAYLOR SJ, 1975, INTRO QUALITATIVE ME TEARE R, 1989, MARKETING INTELLIGEN, V7, P48 TURNER P, 1990, EUR J MARKETING, V24, P30 TYRE MJ, 1992, ORGAN SCI, V3, P301 VANMAYROS, 1990, COMPUTERWORLD, V24, P97 VASILASH GS, 1989, PRODUCTION, V101, P56 VONHIPPEL E, 1978, J MARKETING, V42, P39 VONHIPPEL E, 1985, MARKETING ELECT AGE, P308 WALKER R, 1992, LONG RANGE PLANN, V25, P9 WEIMER G, 1992, MATERIAL HANDLING EN, V47 NR 80 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 1994 VL 9 IS 5-7 BP 691 EP 708 PG 18 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY540 UT ISI:A1994NY54000011 ER PT J AU GOLDHAR, JD LEI, D TI ORGANIZING AND MANAGING THE CIM/FMS FIRM FOR MAXIMUM COMPETITIVE ADVANTAGE SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE COMPUTER-INTEGRATED MANUFACTURING (CIM); FLEXIBLE MANUFACTURING SYSTEMS (FMS); COMPETITIVE ADVANTAGE; MULTIPLE-NICHE STRATEGIES; PRODUCT DIVERSITY; ORGANIZATIONAL FLEXIBILITY; BUSINESS STRATEGY ID MANUFACTURING TECHNOLOGIES; ORGANIZATIONS; INNOVATION; WIN AB This paper develops an organizational learning-based perspective to examine the impact of CIM and FMS technologies on business strategy and organizational structure. Firms seeking to build competitive advantage through advances in information and manufacturing technologies need to engage in double-loop, generative learning in which experimentation, risk-taking and the formation of new skills become the basis for designing strategy and structure. Multifunctional teams, horizontal work flows, and redefined performance criteria are among some of the important changes required to instil double-loop, generative learning and to implement CIM and FIMS technology effectively. C1 SO METHODIST UNIV,EDWIN L COX SCH BUSINESS,DALLAS,TX 75275. RP GOLDHAR, JD, IIT,STUART SCH BUSINESS,CHICAGO,IL 60616. CR 1990, FORTUNE 1022, P132 1992, WALL STREET J 1209, A1 ABERNATHY WJ, 1983, IND RENAISSANCE ARGYRIS C, 1978, ORG LEARNING BESSANT J, 1988, RES POLICY, V17, P349 BETTIS RA, 1992, ACADEMY MANAGEMENT E, V6, P7 BURNS T, 1961, MANAGEMENT INNOVATIO CHANDLER AD, 1990, SCALE SCOPE DYNAMICS CHILD J, 1972, SOCIOLOGY, V6, P1 CLARK KB, 1990, HARVARD BUS REV, V68, P107 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DEAN JW, 1989, STRATEGY ORG DESIGN, P297 ETTLIE JE, 1988, TAKING CHARGE MANUFA FIOL CM, 1985, ACAD MANAGE REV, V10, P323 GOLD B, 1982, HARVARD BUS REV, V60, P88 GOLDHAR JD, 1983, HARVARD BUS REV, V61, P141 GOLDHAR JD, 1991, J BUSINESS STRATEGYU, V12, P37 HAMEL G, 1989, HARVARD BUS REV, V67, P133 HAMEL G, 1989, HARVARD BUS REV, V67, P63 HAMMER M, 1990, HARVARD BUS REV, V68, P104 HAYES RH, 1988, HARVARD BUS REV, V66, P77 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HOUT T, 1982, HARVARD BUS REV, V60, P98 JAIKUMAR R, 1986, HARVARD BUS REV, V64, P69 KAPLAN RS, 1984, HARVARD BUS REV, V62, P95 KAPLAN RS, 1986, HARVARD BUS REV, V62, P87 KIDD PT, 1991, INT J HUMAN FACTORS, V1, P257 KING WR, 1992, IEEE T ENG MANAGE, V39, P129 LAWRENCE PR, 1967, ORG ENV MANAGING DIF LEI D, 1990, MANUFACTURING REV, V3, P195 LEI D, 1991, INT J HUMAN FACTORS, V3, P217 LORANGE P, 1986, STRATEGIC CONTROL MCGILL ME, 1992, ORGAN DYN, V21, P5 MILGROM P, 1990, AM ECON REV, V80, P511 NONAKA I, 1991, HARVARD BUS REV, V69, P96 OSTROFF F, 1992, MCKINSEY Q, V1, P148 PINE BJ, 1993, MASS CUSTOMIZATION N PORTER ME, 1980, COMPETITIVE STRATEGY PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 SCHMIDT K, 1991, INT J HUMAN FACTORS, V1, P303 SHAPIRO B, 1977, HARVARD BUS REV, V55, P104 STALK G, 1988, HARVARD BUS REV, V66, P41 SUSMAN GI, 1986, J APPL BEHAV SCI, V22, P257 SUSMAN GI, 1989, COMPUTER INTEGRATED, V2, P133 TALAYSUM AT, 1987, IEEE T ENG MANAGE, V34, P85 TOFFLER A, 1980, 3RD WAVE VOSS CA, 1988, INT J TECHNOL MANAGE, V3, P285 WILLIAMS JR, 1990, LONG RANGE PLANN, V23, P126 WOODWARD J, 1965, IND ORG THEORY PRACT ZAMMUTO RF, 1992, ACAD MANAGE REV, V17, P701 NR 50 TC 9 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 1994 VL 9 IS 5-7 BP 709 EP 732 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY540 UT ISI:A1994NY54000012 ER PT J AU KANZ, JW TI TECHNOLOGY, POWER AND STRUCTURE - CONSEQUENCES FOR UNITED-STATES SEMICONDUCTOR COMPETITIVENESS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE SEMICONDUCTOR DEVICES; SEMICONDUCTOR INDUSTRY; SEMICONDUCTOR MANUFACTURING EQUIPMENT; MICROCHIPS; COMPETITIVENESS (USA); UNITED-STATES JAPAN SEMICONDUCTOR TRADE AGREEMENT; COMPETITIVE ADVANTAGE ID SILICON VALLEY; INDUSTRY AB Many observers have noted an inherent structural disadvantage in the US semiconductor industry arising from its lack of large, vertically integrated firms. An opposing view holds that its historically high level of design innovation provides a unique long-term competitive edge. This paper examines this prolonged debate in the light of shifting, complex and growing interdependencies among competitors, technologies, upstream equipment and materials suppliers, and the downstream customer base. Relative technological advantages and key industry trends in the USA and Japan are identified and contrasted. Present and probable shifts in supplier-customer power relationships are explored in the context of industry history and structural/technological trends. These are then discussed from the perspective of more general evolutions in high-technology industries, and the consequences of such changes are analysed. RP KANZ, JW, UNIV CALGARY,FAC CHIM BIOL,2500 UNIV DR NW,CALGARY T2N 1N4,ALBERTA,CANADA. CR 1990, BUSINESS JAPAN, V35, P59 1992, ECONOMIST 1114, P82 1992, ELECTRONIC NEWS 0127, P15 1992, ELECTRONIC NEWS 0203, P17 1992, ELECTRONIC NEWS 0224, P19 1992, ELECTRONIC NEWS 0720, P6 1992, ELECTRONIC NEWS 0727, P4 1992, ELECTRONIC NEWS 0727, P9 1992, ELECTRONIC NEWS 0824, P4 1992, NIKKEI WEEKLY 0222, P10 ALSTER N, 1991, FORBES 1111, P41 ANGEL DP, 1990, REG STUD, V24, P211 BAHRAMI H, 1992, CALIF MANAGE REV, V34, P33 BORRUS M, 1988, COMPETING CONTROL AM BRANDT R, 1991, BUSINESS WEEK 1209, P64 BRANDT R, 1992, BUSINESS WEEK 1123, P81 BRANDT R, 1992, BUSINESS WEEK 1207, P120 BRUNO AV, 1982, TECHNOVATION, V1, P275 BUDERI R, 1992, BUSINESS WEEK 0803, P68 BURROWS P, 1991, ELECTRONIC BUSINESS, V17, P67 BYLINSKY G, 1992, FORTUNE, V125, P77 BYUN BM, 1989, TECHNOVATION, V9, P635 COLLMEYER AJ, 1991, ELECTRONIC BUSINESS, V17, P25 CROTHERS B, 1992, ECONOMIST 0718, P65 CROTHERS B, 1992, ELECTRONIC NEWS 0622, P4 CROTHERS B, 1992, ELECTRONIC NEWS 0629, P13 CROTHERS B, 1992, ELECTRONIC NEWS 0824, P21 CURRAN L, 1991, ELECTRONICS, V64, P41 DICK AR, 1991, J LAW ECON, V34, P133 DORSCH J, 1992, ELECTRONIC NEWS 0608 DORSCH J, 1992, ELECTRONIC NEWS 0622, P1 DORSCH J, 1992, ELECTRONIC NEWS 0706, P10 DUMAINE B, 1991, FORTUNE, V124, P56 FERGUSON CH, 1988, HARVARD BUSINESS MAY, P55 FLAMM K, 1991, BROOKINGS REV, V9, P22 GILDER G, 1989, MICROCOSM QUANTUM RE GRAHAM RF, 1991, SOLID STATE TECHNOL, V34, P53 HOBDAY M, 1989, RES POLICY, V18, P225 HOLDEN D, 1992, ELECTRONIC NEWS 0203, P22 HOLDEN D, 1992, ELECTRONIC NEWS 0413, P13 INOUE Y, 1992, NIKKEI WEEKLY 0201, P8 INOUE Y, 1992, NIKKEI WEEKLY 0201, P8 INOUE Y, 1992, NIKKEI WEEKLY 0915, P9 INOUE Y, 1992, TOKYO BUSINESS T APR, P60 KANZ JW, 1991, INT J TECHNOLOGY MAN, P274 KODAMA F, 1992, IEEE ENG MANAGEMENT, V20, P6 LEIBOWITZ MR, 1987, HIGH TECHNOLOGY SEP, P20 LEVINE B, 1992, ELECTRONIC NEWS 0302, P1 LEVINE B, 1992, ELECTRONIC NEWS 0302, P1 LEVINE B, 1992, ELECTRONIC NEWS 0608, P40 LINEBACK JR, 1992, ELECTRONIC NEWS 1026, P5 LUNDQUIST J, 1992, HARVARD BUSINESS NOV, P74 MALERBA F, 1985, SEMICONDUCTOR BUSINE MANISCALCO R, 1992, HRMAGAZINE, V37, P66 MCCAFFERY RM, 1992, EMPLOYEE BENEFIT PRO, P1 MCCAFFERY RM, 1992, EMPLOYEE BENEFIT PRO, P1 MOLINA H, 1986, TOKYO BUSINESS T MAY, P30 MOLINA H, 1992, ELECTRONIC NEWS 0720, P7 PRAHALAD CK, 1989, BUSINESS SOC REV, V68, P9 PRAHALAD CK, 1990, HARVARD BUSINESS MAY, P79 PROCASSINI AA, 1992, ELECTRONIC NEWS 0928, P8 QUINN JB, 1992, ACADEMY MANAGEMENT E, V6, P48 RISTELHUBER R, 1992, ELECTRONIC NEWS 0302, P16 RISTELHUBER R, 1992, ELECTRONIC NEWS 0420, P15 RISTELHUEBER R, 1992, ELECTRONICS NEW 0518, P1 RISTELHUEBER R, 1992, ELECTRONICS NEW 0518, P1 ROBERTSON J, 1992, ELECTRONIC NEWS 0113, P1 ROBERTSON J, 1992, ELECTRONIC NEWS 0713, P18 ROGERS A, 1992, FORTUNE 1130, P80 RUNYON S, 1987, ELECTRONICS 0806, P58 SENGE PM, 1990, 5TH DISCIPLINE ART P STEELE L, 1992, IEEE ENG MANAGEMENT, V18, P11 STOWSKY, 1987, BRIE27 U CAL BERK RO TASSEY G, 1990, TECHNOLOGICAL FORECA, V37, P85 VERITY J, 1992, BUSINESS WEEK 1123, P90 WEBER S, 1991, ELECTRONICS, V64, P36 WHITLEY BE, 1990, COMPUTER LAW J, V10, P581 ZIPPER S, 1992, ELECTRONIC NEWS 0224, P1 NR 78 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 1994 VL 9 IS 5-7 BP 733 EP 756 PG 24 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY540 UT ISI:A1994NY54000013 ER PT J AU CHAKRABARTI, AK DROR, I TI TECHNOLOGY TRANSFERS AND KNOWLEDGE INTERACTIONS AMONG DEFENSE FIRMS IN THE USA - AN ANALYSIS OF PATENT CITATIONS SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE TECHNOLOGY TRANSFER; DEFENSE CONTRACTORS; PATENTING ACTIVITY; PATENT CITATIONS; COMPETITIVENESS (USA); INNOVATION; KNOWLEDGE INTERACTIONS ID PERFORMANCE; INDICATORS AB The role of military R&D in the civilian economy has been a controversial one. With rapid changes in the geopolitical power structure, the debate about the defence technology has assumed a higher level of significance. The defence sector has been a driving force in many new technologies, such as developments in micro-electronics, computers, semiconductors, aviation etc. While one can marvel at the contributions of these technologies on the growth of the civilian economy, one can argue about the effectiveness of defence R&D in producing and diffusing technology suitable for the civilian sector. This paper investigates the pattern of transfer of technology between defence firms and other organizations. Using eight large defence contractors, Boeing, General Dynamics, Grumman, Lockheed, Martin Marietta, McDonnell Douglas, Raytheon and United Technologies, as sample, we have analysed their patents. We have been particularly interested in the pattern of citations. By using patents as the 'tracer' in the technology interaction, we have been able to characterize the pattern, nature and effectiveness of the technology interactions between the defence and non-defence sectors. In the exchange of technological information between a firm and other organizations, we have defined technology input to a firm X as the citations of patents made by firm X. Similarly, technology output of firm X is defined as the number of citations received by its patents from other patents of other organizations. Once we know the identity of the organizations, we can observe the technology exchange between the defence and the non-defence sectors, between the US defence firms and foreign firms. The intensity and efficiency of transfer of technology are computed from these data. C1 RAFAEL DEF RES & DEV ORG,HAIFA,ISRAEL. RP CHAKRABARTI, AK, NEW JERSEY INST TECHNOL,SCH IND MANAGEMENT,NEWARK,NJ 07102. CR 1985, GLOBAL COMPETITIVENE 1991, SCI ENG INDICATORS 1 ABERNATHY WJ, 1984, IND RENAISSANCE BAILY MN, 1988, INNOVATION PRODUCTIV CARPENTER MP, 1983, WORLD PATENT INFORMA, V5, P180 CHAKRABARTI AK, 1989, J ENG TECHNOL MANAGE, V6, P99 CHAKRABARTI AK, 1993, IEEE T ENG MANAGEMEN DERTOUZOS ML, 1989, MADE AM REGAINING PR GLISMANN HH, 1988, MANAGE SCI, V34, P1169 GRILICHES Z, 1979, BELL J ECON, V10, P92 GRUPP H, 1988, 1988 WORKSH SCI IND HAYES RH, 1980, HARVARD BUS REV, V58, P67 JAFFE AB, 1989, RES POLICY, V18, P87 LAWRENCE RZ, 1984, CAN AM COMPETE MYERS S, 1967, SUCCESSFUL IND INNOV, P17 NARIN F, 1984, IEEE T ENG MANAGE, V31, P172 NARIN F, 1987, RES POLICY, V16, P143 NARIN F, 1988, HDB QUANTITATIVE STU, P465 PAVITT K, 1982, EMERGING TECHNOLOGIE PAVITT K, 1985, SCIENTOMETRICS, V7, P77 NR 20 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 1994 VL 9 IS 5-7 BP 757 EP 770 PG 14 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY540 UT ISI:A1994NY54000014 ER PT J AU MERRIFIELD, DB TI MEASUREMENTS OF PRODUCTIVITY - KEY TO SURVIVAL SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE PRODUCTIVITY MEASUREMENTS; VALUE-ADDED; COMPETITIVE ADVANTAGE; RETURN ON INVESTMENT; PIMS PRODUCTIVITY BENCHMARKING; LEARNING CURVE; CONSTRAINT ANALYSIS AB Industrial survival in a hyper-competitive global market-place increasingly will depend upon development of a sustainable competitive advantage. A competitive advantage, in turn, increasingly will require knowledge-intensive high-value-added content in each operating system. The degree of value-added is measurable in terms of various forms of 'productivity' (performance/cost), but conventional measures of productivity are limited in their usefulness. Output divided by labour, or output divided by labour plus capital, do not adequately assess the degree of knowledge-intensive value-added content of an operation. More sophisticated forms of productivity measurement have been developed which have been demonstrated to have a high correlation with success. Much improved strategic allocation of always limited resources can result. RP MERRIFIELD, DB, UNIV PENN,WHARTON SCH BUSINESS,PHILADELPHIA,PA 19104. CR 1990, CRITICAL TECHNOLOGIE 1990, EMERGING TECHNOLOGIE HENDERSON B, 1968, PERSPECTIVES EXPERIE MERRIFIELD B, 1983, AMA MANAGEMENT HDB, P3 MERRIFIELD B, 1987, J BUSINESS VENTURING, V2 OHE T, 1992, J BUSINESS VENTURING, V7 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 1994 VL 9 IS 5-7 BP 771 EP 783 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY540 UT ISI:A1994NY54000015 ER PT J AU BETZ, F TI BASIC RESEARCH AND TECHNOLOGY-TRANSFER SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE BASIC RESEARCH; TECHNOLOGY TRANSFER; GOVERNMENT-SPONSORED RESEARCH; COMMERCIALIZING RESEARCH RESULTS; NSF ENGINEERING RESEARCH CENTERS; SOFTWARE DEVELOPMENT ID RESEARCH-AND-DEVELOPMENT; UNITED-STATES; POLICY AB The problem of technology transfer, from government-sponsored and university-performed basic research into industrial use and commercialization, is examined in areas other than agriculture, defence and health. Technology transfer requires a pro-active attitude that takes into account and deals with the differing innovation perspectives of academe and industry. Several criteria for successful technology transfer are discussed and illustrated by means of examples. RP BETZ, F, NATL SCI FDN,WASHINGTON,DC 20550. CR 1984, GUIDELINES ENG RES C 1992, HIGHLIGHTS ENG RES C ALIC JA, 1992, SPINOFF MILITARY COM ATKINSON RD, 1991, RES POLICY, V20, P559 AVERCH HA, 1991, RES POLICY, V20, P179 BADAWY MK, 1991, INT J TECHNOLOGY MAN, P205 BETZ F, 1991, INT J TECHNOLOGY MAN, P298 BETZ F, 1993, STRATEGIC TECHNOLOGY BLOCH E, 1988, INT J TECHNOLOGY MAN, V3, P393 BRANSCOMB LM, 1992, MINERVA, V30, P317 CARAVATTI ML, 1992, RES TECHNOL MANAGE, V35, P8 GOMORY RE, 1988, SCIENCE, V240, P1131 MINDERMAN PA, 1992, SIGNAL, V6 NELSON RR, 1984, HIGH TECHNOLOGY POLI NELSON RR, 1990, RES POLICY, V19, P117 POWERS D, 1988, HIGHER ED PARTNERSHI REDDY NM, 1990, RES POLICY, V19, P285 ROESSNER DJ, POLICY STUDIES REV, V3 NR 18 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 1994 VL 9 IS 5-7 BP 784 EP 796 PG 13 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA NY540 UT ISI:A1994NY54000016 ER EF