FN ISI Export Format VR 1.0 PT J AU Geels, FW TI Co-evolutionary and multi-level dynamics in transitions: The transformation of aviation systems and the shift from propeller to turbojet (1930-1970) SO TECHNOVATION LA English DT Article DE co-evolution; transition; multi-level perspective; turbojet; aviation ID SECTORAL SYSTEMS; TRIPLE-HELIX; INNOVATION; ORGANIZATION; TECHNOLOGY; MANAGEMENT; INDUSTRY; SCIENCE; WAR AB This article deals with system innovation in Freeman and Perez's innovation typology (incremental, radical, system, techno-economic paradigm). This article conceptualises these changes as transitions from one socio-technical system to another. These transitions are co-evolution processes that are not only about technological discontinuities, but also about markets, user practices, regulation, culture, infrastructure and science. In a critical discussion of co-evolution literatures, the article distinguishes three levels of co-evolutionary processes. To understand transitions, these insights are combined in a multi-level perspective, consisting of niche, regime and landscape levels. Transitions come about when co-evolutionary dynamics at these three levels link up and reinforce each other. The perspective is illustrated with a historical case study: the transition from aviation systems based on propeller-aircraft to aviation systems based on turbojet aircraft (1930-1970). The case study provides not just an evolutionary economic analysis of technological change, but also deals with the long-run evolution of technology and the socio-economic system. (C) 2005 Elsevier Ltd. All rights reserved. C1 Eindhoven Univ Technol, Dept Technol Management, NL-5600 MB Eindhoven, Netherlands. RP Geels, FW, Eindhoven Univ Technol, Dept Technol Management, IPO 2-10,POB 513, NL-5600 MB Eindhoven, Netherlands. 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SO TECHNOVATION LA English DT Article DE innovation novelty; firm performance; Canadian manufacturing ID R-AND-D; TECHNOLOGY; GROWTH; SALES AB The objective of the research is to determine whether past economic performance has an impact on a firm's ability to innovate. Specifically, the concern is with producing a world-first innovation, a Canada-first innovation and a first-to-the firm innovation taking prior performance into consideration. Ordered logistic regression coefficients for market share, labour productivity and profit are statistically significant for seven out of 12 industries. However, when compared to other firm level characteristics such as strategies, competitive environment, information sources, R&D and use of patents the importance of economic performance fades quite drastically. Across all industries this study found that internal information was a very important factor for innovation. In three of the 12 industries (clothing and textiles, metal, and electric and computer) internal, external and general information were utilized by managers extensively. Managers in the wood and paper, furniture, vehicles, and miscellaneous industries utilize internal and general information. While the plastics and machinery industries rely on internal and external information sources. The remaining industries food, non-metal, and petrochemicals, rely on internal sources of information exclusively. (C) 2005 Elsevier Ltd. All rights reserved. C1 Univ Waterloo, Dept Management Sci, Waterloo, ON N2L 3G1, Canada. RP Cozzarin, BP, Univ Waterloo, Dept Management Sci, Waterloo, ON N2L 3G1, Canada. EM bpcozzar@engmail.uwaterloo.ca CR *EUR COMM STAT OFF, 1997, PROP GUID COLL INT T *STAT CAN, 1999, SURV INN 1999 SCI IN *TECHN REV, 2004, TR PAT SCOR ACS ZJ, 1988, AM ECON REV, V78, P131 AUDRETSCH DB, 1995, REV IND ORGAN, V10, P579 BALDWIN J, 1999, DETERMINANTS INNOVAT BOMMER M, 2004, IEEE T ENG MANAGE, V51, P13 BROUWER E, 1996, SMALL BUS ECON, V8, P189 COZZARIN BP, 2004, EC INNOVATION NEW TE, V13, P199 FRANKO LG, 1989, STRATEGIC MANAGE J, V10, P449 GERWIN D, 1988, IEEE T ENG MANAGE, V35, P90 GRUBER H, 1995, INT J EC BUSINESS, V2, P87 KANTER RM, 1983, CHANGE MASTERS INNOV MANSFIELD E, 1986, MANAGE SCI, V32, P173 MITCHELL GR, 1988, RES TECHNOL MANAGE, V31, P15 MORBEY GK, 1989, RES TECHNOL MANAGE, V32, P20 NEVENS TM, 1990, HARVARD BUSINESS MAY, P154 PAKES A, 1984, R D PATENTS PRODUCTI PARASURAMAN A, 1983, RES MANAGE, V26, P25 PAVITT K, 1984, RES POLICY, V13, P343 RUMELT RP, 1991, STRATEGIC MANAGE J, V12, P167 SADOWSKI M, 1999, RES TECHNOL MANAGE, V42, P32 SCHAAN S, 2001, 88F0006XIE010101 STA SCHUMPETER JA, 1942, CAPITALISM SOCIALISM ZAHRA SA, 1994, IEEE T EMR SPR, P76 NR 25 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 2006 VL 26 IS 9 BP 1017 EP 1028 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 081KD UT ISI:000240315600002 ER PT J AU Luiten, E van Lente, H Blok, K TI Slow technologies and government intervention: Energy efficiency in industrial process technologies SO TECHNOVATION LA English DT Article DE energy efficiency; industrial process technology; innovation; R&D support; momentum ID RESEARCH-AND-DEVELOPMENT; INNOVATION; POLICY; DIFFUSION AB Many government interventions seek to increase the efficiency of industrial processes and to stimulate innovation. In this article we present and analyse four case studies of innovations in energy-efficient industrial process technologies: two in the paper and pulp industry and two in the iron and steel industry. We study the various networks around these technologies and investigate how they are affected by government intervention. An important relationship (an inverted U) is found between the momentum of the networks and the effectiveness of government R&D support for energy-efficient process technologies. It is concluded that R&D support can only be effective when it takes account of the characteristics of so-called slow technologies'. (C) 2005 Elsevier Ltd. All rights reserved. C1 Univ Utrecht, Copernicus Inst Sustainable Dev & Innovat, NL-3508 TC Utrecht, Netherlands. N Sea Fdn, NL-3511 BH Utrecht, Netherlands. RP van Lente, H, Univ Utrecht, Copernicus Inst Sustainable Dev & Innovat, POB 80115, NL-3508 TC Utrecht, Netherlands. EM e.luiten@noordzee.nl h.vanlente@geo.uu.nl k.blok@chem.uu.nl CR *CBS, 1998, KENN EC *IEA, 1997, IEA EN TECHN R D STA *IPCC, 2001, 3 IPCC *OECD, 1996, SCI TECHN IND OUTL *ORL, 2000, P INT DRYING S 2000 *PCAST, 1997, FED EN RES DEV CHALL *WEA, 2000, EN CHALL SUST ARTHUR D, 1998, 34533 NOV BIRAT JP, 1999, REV METALL-PARIS, V96, P1389 CALLON M, 1992, RES POLICY, V21, P215 DEBEER JG, 1998, THESIS UTRECHT U UTR DOOLEY JJ, 1998, PNNL12061 DOOLEY JJ, 2000, PNNL13158 R D STAT EDQUIST C, 1997, SYSTEMS INNOVATION T GERSTLBERGER W, 2004, TECHNOVATION, V24, P749 HAKANSSON H, 1987, IND TECHNOLOGICAL DE HATZICHRONOGLOU TH, 1997, 19972 STI OECD HUGHES TP, 1983, NETWORKS POWER ELECT HUGHES TP, 1987, SOCIAL CONSTRUCTION, P51 JACOBSSON S, 2000, ENERG POLICY, V28, P625 KEMP RPM, 1997, ENV POLICY TECHNICAL KNOT JMC, 2001, TECHNOVATION, V21, P335 LAESTADIUS S, 1998, RES POLICY, V27, P385 LEVINE MD, 1995, EFFICIENT USE ENERGY LUITEN E, 1999, ENERGY RES DEV NETHE LUITEN E, 2003, ENERGY, V28, P361 LUITEN E, 2004, ENERG POLICY, V32, P1087 LUITEN EEM, 2003, ENERG POLICY, V31, P1339 LUNDVALL BA, 1995, NATL SYSTEMS INNOVAT MARTIN N, 2000, LBNL46990 ACEEE NELSON RR, 1977, RES POLICY, V61, P47 PAVITT K, 1984, RES POLICY, V13, P343 SAGAR AD, 2000, ENERG POLICY, V28, P651 TSOUTSOS TD, 2005, TECHNOVATION, V25, P753 UTTERBACK JM, 1994, MASTERING DYNAMICS I VANLENTE H, 2000, CONTESTED FUTURES SO, P43 WORRELL E, 1997, POTENTIAL POLICY IMP YIN RD, 1989, CASE STUDY RES DESIG NR 38 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 2006 VL 26 IS 9 BP 1029 EP 1044 PG 16 SC Engineering, Industrial; Operations Research & Management Science GA 081KD UT ISI:000240315600003 ER PT J AU Lee, JD Park, C TI Research and development linkages in a national innovation system: Factors affecting success and failure in Korea SO TECHNOVATION LA English DT Article DE national innovation system (NIS); research and development (R&D) partnership; collaborative R&D; R&D cofunding ID TECHNICAL CHANGE; FIRMS; UK AB Various partnerships are regarded as a key component of national innovation systems (NISs). This study explores the contributions R&D partnership to successful innovation in the Korean intermediate sector in the context of a NIS. A sample of successful and innovation projects is drawn from firms in the Korean electronic parts and mechanical industries. These industries are typical of Korean intermediate goods industry, which has experienced rapid technological advances in recent years. We divide the data to two main criteria-type of innovation (product versus process innovation) and source of innovation (demand-pull versus push innovation)-and base the empirical analysis on the four resulting domains. Main findings are that (1) financial support government in the early stage of R&D and from downstream firms in general improves innovative activities' chance of success and collaborative R&D, especially collaboration with downstream firms and universities, likewise improves the chance of success. (C) 2005 Elsevier Ltd. All rights reserved. C1 Seoul Natl Univ, Technoecon & Policy Program, Seoul 151744, South Korea. RP Lee, JD, Seoul Natl Univ, Technoecon & Policy Program, San 56-1,Shillim Dong, Seoul 151744, South Korea. EM leejd@snu.ac.kr CR *OECD, 1999, MAN NAT INN SYST *OECD, 2002, BENCHM IND SCI REL *OECD, 2003, GOV PUBL RES BETT PR BENERJEE S, 2001, INT J IND ORGAN, V19, P285 CHRISTENSEN JL, 1992, NATL SYSTEMS INNOVAT, P146 COOMBS R, 1988, TECHNICAL CHANGE EC, P295 DOSI G, 1982, RES POLICY, V11, P147 DOSI G, 1990, J ECON BEHAV ORGAN, V13, P299 EDQUIST C, 1997, SYSTEMS INNOVATION T EDQUIST C, 1999, TECHNOL SOC, V21, P63 FRANKE N, 2003, RES POLICY, V32, P1199 FREEL MS, 1999, TECHNOVATION, V19, P707 FREEMAN C, 1987, TECHNOLOGY POLICY EC GOMULKA S, 1990, THEORY TECHNOLOGICAL GREENE WH, 2000, ECONOMETRIC ANAL GUJARATI DN, 1995, BASIC ECNOMETRICS HADJIMANOLIS A, 1999, TECHNOVATION, V19, P561 HOFFMAN K, 1998, TECHNOVATION, V18, P39 HWANG YS, 2004, STRATEGIES PROMOTING KIM RB, 2003, EUR J CLIN INVEST S2, V33, P1 LEE JD, 2004, R D PARTNERSHIPS INN LUDNVALL B, 1985, PRODUCT INNOVATION U LUNDVALL B, 1992, NATL SYSTEMS INNOVAT MADDALA G, 1983, INTRO ECONOMETRICS MCMEERKIN A, 2002, INNOVATION DEMAND METCALFE S, 1995, HDB EC INNOVATION TE, P409 NELSON R, 1982, EVOLUTIONARY THEORY NELSON RR, 1993, NATL INNOVATION SYST, P3 PAVITT K, 1984, RES POLICY, V13, P343 PORTER ME, 1996, HARVARD BUS REV, V74, P61 RAO RD, 2000, RESOUR POLICY, V26, P133 ROTHWELL R, 1991, TECHNOVATION, V11, P93 STONEMAN P, 1995, HDB EC INNOVATION TE VONHIPPEL E, 1988, SOURCE INNOVATION NR 34 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 2006 VL 26 IS 9 BP 1045 EP 1054 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 081KD UT ISI:000240315600004 ER PT J AU Youtie, J Libaers, D Bozeman, B TI Institutionalization of university research centers: The case of the National Cooperative Program in Infertility Research SO TECHNOVATION LA English DT Article DE research center; research management ID SCIENTIFIC DISCIPLINES; RESEARCH PARTNERSHIPS; SCIENCE; KNOWLEDGE; DESIGN; TRUST AB This study uses an institutional design theoretical framework and a cross-case analysis qualitative research methodology to consider the National Cooperative Program in Infertility Research (NCPIR) centers as an effort to enhance scientific and technical knowledge by designing institutions (in this case the NCPIR centers) to promote the growth of knowledge by promoting collaboration, building collaborative networks and promoting "scientific and technical human capital." In considering the NCPIR centers from an institutional design perspective, we consider their level and type of institutionalization of the centers. Then we seek to assess the extent to which the level and type of institutionalization developed within these centers optimizes the objectives that have been set forth. We found that although the NCPIR centers have some if not many administrative elements found in fully articulated research centers and substantial quantities and varied types of research and training outputs, they are not sufficiently institutionalized to achieve the ambitious and challenging goals of serving as a national infertility research source, national training resource, and national inter-institutional linkages over the long run. (C) 2005 Elsevier Ltd. All rights reserved. C1 Georgia Tech Econ Dev Inst, Atlanta, GA 30332 USA. Georgia Inst Technol, Sch Publ Policy, Atlanta, GA 30332 USA. RP Youtie, J, Georgia Tech Econ Dev Inst, Atlanta, GA 30332 USA. EM jan.youtie@edi.gatech.edu dirk.libaers@pubpolicy.gatech.edu Barry.bozeman@pubpolicy.gatech.edu CR BECHTEL W, 1986, INTEGRATING SCI DISC BOZEMAN B, 2002, RES POLICY, V31, P769 BOZEMAN B, 2003, MANAGING NEW MULTIPU CROISIER B, 1998, R&D MANAGE, V28, P289 FRANGSMYR T, 1990, NOBEL S, V75 GERMAIN P, 1978, ETUD PHILOS, P157 GIERYN T, 1978, SOC STUD SCI, V8, P257 GULATI R, 1995, ACAD MANAGE J, V38, P85 HAGEDOORN J, 2000, RES POLICY, V29, P567 HOLMSTROM B, 1991, J LAW ECON ORGAN, V7, P24 HULL D, 2001, HIST PHIL LIFE SCI, V23, P340 KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319 KRIGE J, 1993, DENATIONALIZING SCI, P233 LEMAINE G, 1976, PERSPECTIVES EMERGEN LENOIR T, 1997, CULTURAL PRODUCTION LINK AN, 1990, MANAGEMENT TECHNOLOG, P335 LINK AN, 2002, RES POLICY, V31, P1459 LODAHL JB, 1972, AM SOCIOL REV, V37, P57 MASON R, 1979, PUBLIC ADMIN REV, V39, P112 MULLINS NC, 1975, SOCIOL SOC, V7, P133 OLSON G, 2002, EC INNOVATION NEW TE, V12, P27 POLODNY JM, 1998, ANNU REV SOCIOL, V24, P57 PRICE JD, 1963, LITTLE SCI BIG SCI ROGERS J, 2001, SCI TECHNOLOGY HUMAN, V26 SANTORO MD, 2003, IEEE T ENG MANAGE, V50, P362 SHANGRAW RF, 1989, PUBLIC ADMIN REV, V49, P153 TOSI HL, 1997, ACAD MANAGE J, V40, P584 WHITLEY R, 1974, SOCIAL PROCESSES SCI, P69 NR 28 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 2006 VL 26 IS 9 BP 1055 EP 1063 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 081KD UT ISI:000240315600005 ER PT J AU Chiaroni, D Chiesa, V TI Forms of creation of industrial clusters in biotechnology SO TECHNOVATION LA English DT Article DE biotechnology; industrial clusters; cluster creation; key development factors ID FIRMS AB Since its origin, biotechnology has developed in few centres of excellence identifiable as biotech clusters. Even if these usually present common features in terms of organisations involved and critical resources available, the process of creation significantly varies from case to case. Most literature contributions, however, concentrated on the description of clusters that remain a "black box", where less attention has been paid to their dynamics. This paper investigates different forms of cluster creation in biotech, primarily based on five in-depth case studies of biotech clusters in Europe (Cambridge, Heildelberg, Aarhus, Marseilles, Milano) at different stages of development. Moreover, the paper briefly analyses other 7 interesting cases of biotech clusters, both in Europe and US. The paper proposes a taxonomy identifying two major forms of cluster creation: (i) spontaneous clusters, that are the result of the spontaneous co-presence of key factors; (ii) policy driven clusters, that are triggered by the strong commitment of governmental actors whose willingness was to set the conditions for the cluster creation, either as a response to an industrial crisis or as a deliberate decision to foster the biotech sector. In a few cases, both forms of cluster creation coexist, thus determining a hybrid process. (C) 2005 Elsevier Ltd. All rights reserved. C1 Politecn Milan, Dipartimento Ingn Gest, I-20133 Milan, Italy. RP Chiaroni, D, Politecn Milan, Dipartimento Ingn Gest, Piazza Leonardo da Vinci 32, I-20133 Milan, Italy. EM davide.chiaroni@polimi.it vittorio.chiesa@polimi.it CR *BURR CO, 2004, BIOT 2004 LIF SCI BA ADELBERGER KE, 1999, 134 BRIE AUDRETSCH DB, 2001, INT J BIOTECHNOLOGY, V1, P168 BRESNAHAN T, 2001, IND CORP CHANGE, V10, P835 CASPER S, 2001, IND INNOVATION, V8, P5 COOKE P, 1998, ENVIRON PLANN A, V30, P1563 COOKE P, 2001, NORDREGIO REPORT, P23 CZAMANSKI S, 1979, URBAN STUD, V16, P61 ENRIGHT M, 1994, DYNAMIC FIRM ERNST Y, 2003, ENDURANCE EUROPEAN B FELDMAN MP, 2001, IND CORP CHANGE, V10, P861 FESER EJ, 2000, REG STUD, V34, P1 JACOBS D, 1996, TECHNOL ANAL STRATEG, V8, P425 JACOBSON FFA, 2001, GERMAN BIOTECHNOLOGY MALMBERG A, 2001, AAG ANN C NEW YORK U MANGEMATIN V, 2002, RES POLICY, V32, P621 MARSHALL A, 1891, PRINCIPLES EC MOMMA S, 1999, TECHNOVATION, V19, P267 MYTELKA L, 2000, 5 UN U I NEW TECHN NOSELLA A, 2005, TECHNOVATION, V25, P841 ORSENIGO L, 2001, RES POLICY, V30, P485 PORTER M, 1990, COMPETITIVE ADVANTAG PORTER M, 1998, BUSINESS EC, V23 QUINTANAGARCIA C, 2004, TECHNOVATION, V24, P927 ROSENFELD SA, 1996, OVERARCHIEVERS BUSIN SCHMITZ H, 1999, WORLD DEV, V7 VANSINDEREN J, 2000, 4 ANN EUNIP C TILLB ZUCKER LG, 1998, AM ECON REV, V88, P290 NR 28 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 2006 VL 26 IS 9 BP 1064 EP 1076 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 081KD UT ISI:000240315600006 ER PT J AU Hitomi, K TI An analysis of industrial networks for regional-independent production SO TECHNOVATION LA English DT Article DE industrial network; regional-independent production; optimization analysis AB Industrial networks for regional-independent production are defined. An industrial network consisting of an agricultural system which produces strawberries, a manufacturing system which fabricates strawberry jam, and a commerce system which sells both strawberries and strawberry jam, is assumed and mathematical formulation is made on this industrial network. Optimization analysis is made to maximize total profits for this regional-independent production. (C) 2005 Published by Elsevier Ltd. C1 Ctr Mfg Syst Engn, Sakyo Ku, Kyoto 6068313, Japan. RP Hitomi, K, Ctr Mfg Syst Engn, Sakyo Ku, 34-32 Yoshida Nakaoji Cho, Kyoto 6068313, Japan. EM hitomi@biz.ryukoku.ac.jp CR HITOMI K, 2001, PRODUCTION MANAGEMEN, V8, P21 HITOMI K, 2005, INTRO MANUFACTURING, P223 NR 2 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 2006 VL 26 IS 9 BP 1077 EP 1080 PG 4 SC Engineering, Industrial; Operations Research & Management Science GA 081KD UT ISI:000240315600007 ER PT J AU Wonglimpiyarat, J TI The dynamic economic engine at Silicon Valley and US Government programmes in financing innovations SO TECHNOVATION LA English DT Article DE Silicon valley; hi-tech industries; venture capital finance; industrial clusters; entrepreneurialism ID MARKET AB This paper is concerned with the development of Silicon Valley, the government programmes in financing innovations and the specific characteristics/factors contributing to the success of the valley. It is argued that the capacity to foster clusters of innovation, an effective use of university resources, the supporting infrastructure, the culture of a willingness to accept risk as well as the venture capital (VC) programmes are catalysts for the economic development at Silicon Valley. By using Porter's competitive Diamond Model as a basis to examine the activities in the US Silicon Valley, the study attempts to fill a gap in practical VC management research which is practically non-existent and provide valuable insights for policy makers. (C) 2005 Elsevier Ltd. All rights reserved. C1 Boston Univ, Boston, MA 02215 USA. RP Wonglimpiyarat, J, Boston Univ, 704 Commonwealth Ave, Boston, MA 02215 USA. EM jaruneew@bu.edu CR BROWN T, 1996, RESOURCE ORIENTATION BYGRAVE WD, 1992, VENTURE CAPITAL CROS CORNELLI F, 2001, 2531997 IFA LOND BUS COVIN JG, 1991, ENTREPRENEURSHIP FAL, P7 CUMMING D, 2005, J BANK FINANC, V29, P295 ETZKOWITZ H, 2000, PUBLIC VENTURE CAPIT FELDMAN M, 2000, OXFORD HDB EC GEOGRA GOMPERS P, 2001, MONEY INVENTION GOMPERS PA, 1998, J BANK FINANC, V22, P1089 HELLMANN T, 2000, REV FINANC STUD, V13, P959 LEE C, 2000, SILICON VALLEY EDGE LUMPKIN GT, 1996, ACAD MANAGE REV, V21, P135 MARX L, 1998, REV EC DESIGN, V3, P371 MEGGINSON W, 2002, GLOBAL MODEL VENTURE MILLER WM, 1999, LESSONS SILICON VALL PORTER M, 1990, COMPETITIVE ADVANTAG PORTER M, 1998, HARVARD BUSINESS NOV PORTER M, 2001, CLUSTERS INNOVATION SAXENIAN AL, 1994, REGIONAL ADVANTAGE C SCHMIDT KM, 2002, CONVERTIBLE SECURITI SCHUMPETER JA, 1939, BUSINESS CYCLES THEO SCHUMPETER JA, 1967, THEORY EC DEV STEINER M, 1998, CLUSTERS REGIONAL SP NR 23 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 2006 VL 26 IS 9 BP 1081 EP 1089 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 081KD UT ISI:000240315600008 ER PT J AU Panebianco, S Pahl-Wostl, C TI Modelling socio-technical transformations in wastewater treatment - A methodological proposal SO TECHNOVATION LA English DT Article DE agent-based modelling; wastewater treatment; socio-technical transformation; technology diffusion; small-scale treatment plants ID TECHNOLOGY; MANAGEMENT; URBAN AB The introduction of new technologies into established systems often involves major socio-technical transformation processes. Institutional context and technical systems frequently co-evolve over long periods of time, helping to stabilise each other, thus, preventing change. This applies in particular to the introduction of small-scale, decentralised technologies in wastewater treatment where prevailing systems are highly centralised. This problem is illustrated for a case study in the former German Democratic Republic. Since the human dimension has been largely neglected in the design and implementation of technical infrastructures, there is a lack of appropriate scientific approaches to analyse the dynamics of change in complex socio-technical systems. This paper introduces agent based modelling as a methodological approach to improve the understanding of the adoption and diffusion of small-scale technologies in wastewater treatment. A conceptual agent-based model is developed, which allows representing the complex dynamics of the socio-technical system. The model is particularly suited to support collective learning and decision-making processes required in managing the transformation processes. Instead of presenting results from the model and its application in participatory settings, this paper attempts to encourage a discussion process on methodological innovations to deal with analysis and facilitation of transformation processes in socio-technical systems. (C) 2005 Elsevier Ltd. All rights reserved. C1 Univ Osnabruck, Inst Environm Syst Res, D-49069 Osnabruck, Germany. RP Panebianco, S, Univ Osnabruck, Inst Environm Syst Res, Barbarastr 12, D-49069 Osnabruck, Germany. EM silke.panebianco@usf.uni-osnabrueck.de pahl@usf.uni-osnabrueck.de CR *DTSCH GTZ GMBH, 2000, INT S 30 31 OCT 2000 *LAND BRAND, 1992, ABW LAND BRAND DEZ L *MLUR, 2001, KOMM ABW LAND BRAND *MLUR, 2003, KOMM ABW LAND BRAND ASAKAWA T, 2004, LIST FACTORS SUGGEST BERGER T, 2001, AGR ECON, V25, P245 BOHM E, 1999, KORRESPONDENZ ABWASS, V46, P1111 CASTI JL, 1997, RELAITY RULES 1 2 PI CASTI JL, 1997, WOULD BE WORLDS SIMU DAQUINO P, 2003, J ARTIFICIAL SOC SOC, V6 EPSTEIN JM, 1996, GROWING ARTIFICIAL S FERBER J, 1999, MULTIAGENT SYSTEMS I GANDER M, 2000, SEP PURIF TECHNOL, V18, P119 GILBERT N, 1999, SIMULATION SOCIAL SC GIMBLETT HR, 2002, INEGRATING GEOGRAPHI HARE M, 2002, INTEGRATED ASSESSMEN, V3, P50 HIESSL H, 2003, 2100 AKWA JEFFREY P, 2003, WA SCI TECHNOL, V3, P109 LARSEN TA, 2001, WATER SCI TECHNOL, V43, P309 LARSEN TA, 2003, WATER INTELLIGENCE O LENS P, 2001, DECENTRALISED SANITA LIM K, 2002, INTEGRATING GEOGRAPH, P277 LINDSEY TC, 1999, POLLUTION PREVENTION, V9, P33 MAYNTZ R, 1988, DEV LARGE TECHNICAL MONSTADT J, 2005, NEW GEOGRAPIES INFRA MOSS S, 2001, INTEGRATED ASSESSMEN, V2, P17 OTTERPOHL R, 2002, WATER SCI TECHNOL, V43, P149 OTTERPOHL R, 2003, WATER SCI TECHNOL, V48, P23 PAHLWOSTL C, 1995, DYNAMIC NATURE ECOSY PAHLWOSTL C, 2002, AQUAT SCI, V64, P394 PAHLWOSTL C, 2003, WATER SCI TECHNOL, V48, P57 RAUTENBACH R, 2000, AACH TAG SIEDL VERF ROGERS EM, 1995, DIFFUSION INNOVATION SODERBERG H, 2002, WA SCI TECHNOL, V2, P203 TILLMAN T, 2001, STAKEHOLDER ANAL WAT WEISS G, 2000, MULTIAGENT SYSTEMS M NR 36 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 2006 VL 26 IS 9 BP 1090 EP 1100 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 081KD UT ISI:000240315600009 ER PT J AU lo Storto, C TI A method based on patent analysis for the investigation of technological innovation strategies: The European medical prostheses industry SO TECHNOVATION LA English DT Article DE search; technological innovation strategy; prosthesis industry ID RESOURCE-BASED VIEW; FIRM; CAPABILITIES; SEARCH; KNOWLEDGE AB In this article, a methodology based on the analysis of granted patents useful to investigate strategies of technological innovation implemented by innovative firms is presented. This methodology adopts a conceptualization which considers technological innovation as an outcome of a change of either the technological components or a diverse combination of the components themselves. The methodology is applied to analyze the characters of the-strategies of technological innovation pursued by 12 European firms in the human prosthesis industry. Undoubtly, the complexity of this industry offers interesting hints to study the implementation of technology strategies adopting the search concept. Furthermore, there is a lack of empirical studies that considered this industry. Even though the methodology and the study presented have still an explorative nature, the results of the empirical analysis suggest several reasons to carry on a further investigation for a deeper comprehension of the innovation process in high-tech industries. (C) 2005 Elsevier Ltd. All rights reserved. C1 Univ Naples Federico II, DIEG, I-80125 Naples, Italy. RP lo Storto, C, Univ Naples Federico II, DIEG, Piazzale V Tecchio 80, I-80125 Naples, Italy. EM corrado.lostorto@unina.it CR ARGOTE L, 1999, ORG LEARNING CREATIN BRABAZON T, 2002, 029031 JEL U COLL, P1 BURGELMAN RA, 1996, COGNITION ORG, P405 CLARK KB, 1991, PRODUCT DEV PERFORMA COHEN WM, 1989, ECON J, V99, P569 CONTI SF, 2001, ORTHOPEDIC SPECIAL E, V7, P9 CYERT R, 1963, BEHAV THEORY FIRM DOSI G, 1982, RES POLICY, V11, P147 FLEMING L, 2000, RES POLICY, V30, P1019 FLEMING L, 2001, MANAGE SCI, V47, P117 GRILICHES Z, 1990, J ECON LIT, V28, P1661 HANNAN MT, 1989, ORG ECOLOGY HARGADON A, 1997, ADMIN SCI QUART, V42, P716 HENDERSON R, 1994, STRATEGIC MANAGE J, V15, P63 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HUBER GP, 1991, ORGAN SCI, V2, P88 IANSITI M, 1995, RES POLICY, V24, P5821 KATILA R, 2002, ACAD MANAGE J, V45, P1183 KIM DJ, 1996, ORGAN SCI, V7, P283 KOGUT B, 1992, ORGAN SCI, V3, P383 KOZA MP, 1998, ORGAN SCI, V9, P255 LEVINTHAL DA, 1993, STRATEGIC MANAGE J, V14, P95 LEVITT B, 1988, ANNU REV SOCIOL, V14, P319 MAKADOK R, 1996, STRATEGIC MANAGE J, V17, P39 MARCH J, 1958, ORGANIZATIONS MARCH JG, 1991, ORGAN SCI, V2, P71 MARKS LJ, 2001, BRIT MED J, V323, P732 MITCHELL W, 1992, IND CORP CHANGE, V1, P327 NELSON R, 1982, EVOLUTIONARY THEORY NONAKA I, 1995, KNOWLEDGE CREATING C PETERAF MA, 1993, STRATEGIC MANAGE J, V14, P179 PODOLNY JM, 1995, AM J SOCIOL, V100, P1224 ROSENKOPF L, 1998, IND CORP CHANGE, V7, P311 ROSENKOPF L, 2001, STRATEIC MANAGEMENT, V19, P1063 SCHUMPETER J, 1939, BUSINESS CYCLES SIMON H, 1991, ORGAN SCI, V2, P125 TEECE DJ, 1986, RES POLICY, V15, P285 TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 TUSHMAN ML, 1996, CALIF MANAGE REV, V38, P8 USHER AP, 1954, HIST MECH INVENTION WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 ZANDER U, 1995, ORGAN SCI, V6, P76 NR 42 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD AUG PY 2006 VL 26 IS 8 BP 932 EP 942 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 075DO UT ISI:000239863500002 ER PT J AU Sims, MA O'Regan, N TI In search of gazelles using a research DNA model SO TECHNOVATION LA English DT Article DE SMEs; gazelles; growth; organizational performance ID COMPETITIVE ADVANTAGE; STRATEGIC CHANGE; RAPID-GROWTH; FIRMS; ORGANIZATIONS; ENTREPRENEURS; PERFORMANCE; EVOLUTIONARY; EXPERIENCE; MANAGEMENT AB Though considerable attention in the extant literature has been devoted to growth and performance of firms, there is a dearth of research on rapidly growing and high-performance companies or gazelles, in small to medium sized firms. This paper examines the drivers of rapid growth in manufacturing SMEs. In addition, the paper develops and tests a new approach to multi-variate analysis based on the conditional formatting of spreadsheets and the use of nested logical operators for complex comprehension. When analysing the results of most searches/studies, it is usually quite difficult to fully gain an understanding of the whole picture (i.e. the results in context). Using this new technique, we identify gazelles using a ranked database in a spreadsheet to create complete (non-loss) analysable visual patterns. Firms were ranked in terms of their 'growth footprint', using changes in employee numbers, profits, turnover and margin to calculate their individual growth performance/potential. The results of the study indicate that gazelles are less than 15 years old, have a CEO who is less than 50 years of age. They have a good financial performance (measured by gross profit per employee) and are privately owned and managed by their owners. The CEOs of the identified gazelle companies were further interviewed and it was found that self-organization and agility are key drivers of success. (C) 2005 Elsevier Ltd. All rights reserved. C1 Middlesex Univ, Sch Business, London NW4 4BT, England. RP Sims, MA, Middlesex Univ, Sch Business, London NW4 4BT, England. EM M.Sims@mdx.ac.uk CR *DTI, 2000, SMALL FIRMS BRIT REP ACS ZJ, 1999, ENTREPRENEURSHIP SMA, P3 AVOLIO BJ, 1991, J MANAGE, V17, P571 BARNETT WP, 1996, STRATEGIC MANAGE J, V17, P5 BARON RA, 1998, J BUS VENTURING, V13, P275 BARRINGER BR, 1998, J DEV ENTREPRENEURSH, V3, P97 BARRY D, 1997, ACAD MANAGE REV, V22, P429 BETTIS RA, 1995, STRATEGIC MANAGE J, V16, P7 BRADBURD RM, 1989, REV ECON STAT, V71, P258 BROWN SL, 1998, COMPETING EDGE BUSENITZ L, 1996, ENTREP THEORY PRACT, V20, P25 BUSENITZ LW, 1997, J BUS VENTURING, V12, P9 CHATTOPADHYAY P, 1999, STRATEGIC MANAGE J, V20, P763 CHILES TH, 2003, ACAD MANAGEMENT LEAR, V2, P288 CHRISTENSEN C, 1997, INNOVATORS DILEMMA N CHRISTENSEN CM, 1996, STRATEGIC MANAGE J, V17, P197 CUMMINGS S, 2003, RECREATING STRATEGY CURRAN J, 2000, INT SMALL BUS J, V18, P36 DAFT RL, 1984, ACAD MANAGE REV, V9, P284 DAVENI RA, 1994, HYPERCOMPETITION MAN DELMAR F, 1997, ENTREPRENEURSHIP SME, P199 DELMAR F, 1998, FRONTIERS ENTREPRENE, P399 DRUCKER PF, 1999, INNOVATION ENTREPREN FEESER HR, 1990, STRATEGIC MANAGE J, V11, P87 FISCHER E, 2003, J SMALL BUS MANAGE, V41, P346 FLEISHER CS, 2003, STRATEGIC COMPETITIV FORBES DP, 1999, INT J MANAG REV, V1, P415 FROST TS, 2002, STRATEGIC MANAGE J, V23, P997 GIOIA DA, 1991, STRATEGIC MANAGE J, V12, P433 HAECKEL SH, 1999, ADAPTIVE ENTERPRISE HAMBRICK DC, 1990, PERSPECTIVES STRATEG, P237 HAMEL G, 2000, LEADING REVOLUTION HAWAWINI G, 2002, STRATEGIC MANAGEMENT, V24, P1 HILLMAN AJ, 2001, STRATEGIC MANAGE J, V22, P125 KISFALVI V, 2002, J BUS VENTURING, V17, P489 LAUKKANEN M, 1996, COGNITION ORG, P3 LEI D, 2005, ACAD MANAGE EXEC, V19, P31 MARCH JG, 1995, ORGANIZATION, V2, P427 MARCH JG, 1997, ORGAN SCI, V8, P698 MCGEE JE, 1994, J BUS VENTURING, V9, P33 MILES RE, 1978, ORG STRATEGY STRUCTU NICHOLLSNIXON CL, 2005, ACAD MANAGE EXEC, V19, P77 ONEILL H, 1986, J SMALL BUS MANAGE, V24, P30 OREGAN N, 2004, TECHNOVATION, V24, P265 PETTIGREW AM, 2000, INNOVATING ORG PORTER ME, 1996, HARVARD BUS REV, V74, P61 ROSS D, 1999, MULTINATIONAL BUSINE, V7, P13 SCHENDEL D, 1996, STRATEGIC MANAGEMENT, V17, P1 SENGE PM, 1992, PLANNING REV, V20, P4 SEXTON DL, 1997, ENTREPRNEURSHIP 20 SPANOS YE, 2001, STRATEGIC MANAGE J, V22, P907 STOREY D, 1994, UNDERSTANDING SMALL TAYLOR JR, 1996, STUDIES CULTURES ORG, V2, P257 TEECE DJ, 1997, STRATEGIC MANAGEMENT, V18, P504 THOMAS LG, 1996, ORGAN SCI, V7, P221 TSOUKAS H, 2002, ORGAN SCI, V13, P567 TUSHMAN ML, 1996, CALIF MANAGE REV, V38, P8 VOLBERDA HW, 1996, ORGAN SCI, V7, P359 WEINRAUCH DJ, 1991, J SMALL BUS MANAGE, V29, P44 WESTPHAL JD, 2001, STRATEGIC MANAGE J, V22, P1113 WHITTINGTON R, 2003, STRATEGIC ORG, V1, P117 WIGGINS RR, 2002, ORGAN SCI, V13, P82 NR 62 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD AUG PY 2006 VL 26 IS 8 BP 943 EP 954 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 075DO UT ISI:000239863500003 ER PT J AU Aaboen, L Lindelof, P von Koch, C Lofsten, H TI Corporate governance and performance of small high-tech firms in Sweden SO TECHNOVATION LA English DT Article DE corporate governance; new technology-based firms; resources; financing; technological innovation ID TECHNOLOGY-BASED FIRMS; VENTURE PERFORMANCE; SCIENCE PARKS; INNOVATION; OWNERSHIP; STRATEGY; MARKET; SYSTEMS; GROWTH; SMES AB The approach uses data from a sample of 183 small high-tech firms, new, technology-based firms (small high-tech firms) in Sweden (54 variables under the headings of work experience, board and advice, financing, motivation-performance priorities, technological innovation and strategy). This study identifies some core areas of importance in corporate governance. Few managers in this study had a strong background and experience of finance and the preparation of business. Only 64 per cent of the managers have had previous work experience before starting the firm. The survey makes it clear that the small high-tech firms are likely to have a strong link with banking institutions. The consequence of these links is that most of the firm's capital supply is from banks, and that there are strong ownership links between banks and industry. The background of the founder does seem to have had an effect on the problem of financing and ownership issues. It is private sector organizations (banks) and families that are most frequently consulted by small high-tech firms (However, low means). It is also the private and public sector organizations, in connection with external board membership, regional development agencies and banks that are most frequently consulted. In the future, it is reasonable to search for factor patterns that can begin to explain and predict the direction of corporate governance in small new technology-based firms. (C) 2005 Elsevier Ltd. All rights reserved. C1 Chalmers Univ Technol, Dept Ind Dynam, SE-41296 Gothenburg, Sweden. Univ Nottingham, Sch Business, Nottingham NG8 1BB, England. Sch Econ & Commercial Law, Dept Business Adm, S-40530 Gothenburg, Sweden. Chalmers Univ Technol, Dept Technol Management & Econ, SE-41296 Gothenburg, Sweden. RP Aaboen, L, Chalmers Univ Technol, Dept Ind Dynam, SE-41296 Gothenburg, Sweden. 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The implication is that networks play a relatively minor role in this context, unlike their perceived significance for SMEs in more developed countries. An analysis of networks and technological learning among four light engineering SMEs in Zimbabwe, however, reveals a clear positive association between the two, while also showing that networks are not necessarily a magic bullet. Capacity, including motivation to learn, and entrepreneurship qualities are important determinants of a firm's ability to make use of networks. Also, some networks might actually be disabling in terms of technological learning, while others will be more or less important during the development trajectory of a firm. The study has important implications for the role of enterprise support organisations that seek to promote the development of SMEs in Zimbabwe, and elsewhere in Sub-Saharan Africa. (C) 2005 Elsevier Ltd. All rights reserved. C1 Open Univ, Milton Keynes MK7 6AA, Bucks, England. RP Wilson, G, Open Univ, Walton Hall, Milton Keynes MK7 6AA, Bucks, England. EM g.a.wilson@open.ac.uk CR *ADB, 1997, FIN SMALL MED SIZ EN *CIED, 1996, PROJ DOC EST PROJ *CIED, 1997, FEAS STUD EST CIEDS *IDRC, 1996, FEAS STUD EST CTR IN *ITDG, 1995, SMALL SCAL LIGHT ENG *JFA, 2000, POV RED EMPL STRAT A *JICA, 1998, MAST PLAN STUD PROM *MAL GOV, 2003, MICR SMALL ENT POL S *SMALL ENT ADV GRO, 1997, SMALL ENT ADV GROUP, V11 *SMIDO, 2004, SMES INC SUPP SCHEM *UNDP, 1997, TECHN CAP IND ENT ZI *UNIDO, 1997, USGLO95144 UNDP TSSI *UNIDO, 1998, DEV FRAM SUPP SMES N *UNIDO, 1999, SUPP PRIV IND INV PR *ZIMC, 1999, DEV SMES NETW CLUST BELL M, 1993, IND CORP CHANGE, V2, P157 BEST M, 1998, CLUSTER DYNAMICS THE CASTELLS M, 1996, INFORMATION AGE EC S, V1 CHASTON I, 1995, J EUROPEAN IND TRAIN, V19, P10 CHATAWAY J, 2000, MANAGING DEV UNDERST CHIPIKA JT, 2000, EFFECTS STRUCTURAL A CHIPIKA S, 2005, THESIS OPEN U MILTON COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOKE P, 1990, 5 RIR CARD U CTR ADV COOKE P, 1991, 8 RIR CARD U CTR ADV COOKE P, 1994, 17 RIR CARD U CTR AD ERNST D, 1994, TECHNOLOGICAL CAPABI ERNST D, 1998, TECHNOLOGICAL CAPABI FORBES N, 2002, FOLLOWERS LEADERS MA HARRISS J, 2000, MANAGING DEV UNDERST HEWITT T, 1997, SCI PUBL POLICY, V24, P395 HEWITT T, 2000, MANAGING DEV UNDERST HOFFMAN K, 1989, IND SERIES PAPER WOR, V4 HUGGINS R, 1995, 20 RIR U CARD CTR AD HUMPHREY J, 1996, 355 I DEV STUD HUMPHREY J, 1996, WORLD DEV, V24, P1859 KAPLINSKY R, 1994, EASTERNISATION SPREA LIEDHOLM C, 1993, 36 GEMINI LUNDVALL B, 1992, NATL SYSTEMS INNOVAT MARSHALL A, 1990, IND TRADE MARTINUSSEN J, 1995, UNPUB ELEMENTS SUCCE MBOHWA EC, 1998, STRENGTHENING IND RE MCCORMICK M, 1994, WORKSH IND ORG INN I MYTELKA LK, 1994, FUND INNOVATION DEV MYTELKA LK, 1997, SSRC WORK GROUP M IN MYTELKA LK, 1997, TECHNOLOGICAL CAPACI NADVI K, 1995, IND CLUSTERS NETWORK PLATT L, 1999, TECHNOVATION, V19, P393 PYKE F, 1992, IND DEV SMALL FIRM C SCHMITZ H, 1999, INT C BUS DEV DEP IN SENKER J, 1992, UNPUB CONTRIBUTION T SMITH KG, 1995, ACAD MANAGE J, V38, P7 STONEMAN C, 1981, ZIMBABWES INHERITANC ZUCKER LG, 1986, RES ORGAN BEHAV, V8, P53 NR 54 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD AUG PY 2006 VL 26 IS 8 BP 969 EP 979 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 075DO UT ISI:000239863500005 ER PT J AU Morgan, A Colebourne, D Thomas, B TI The development of ICT advisors for SME businesses: An innovative approach SO TECHNOVATION LA English DT Article DE ICT advisors; SME development; TMB; ATEB ID LOCAL ECONOMIC-DEVELOPMENT; COMMUNICATION TECHNOLOGIES; INFORMATION AB The potential contribution of information and communications technology (ICT) to improving the competitiveness of small and medium-sized enterprises (SMEs) has long been recognised. However, the realisation of this potential has been problematic and over recent years there have been a number of initiatives supported by government agencies and the European Union which have endeavoured to aid and encourage the up take of ICT to enable access to such promised benefits. One of the range of factors that has been identified as impacting upon the level of ICT adoption amongst SMEs is access to, and confidence in, external specialist advice. [IOM, 1997. IT Means Business?: a survey of managers' attitudes in smaller businesses to information and technology. IoM Report. IOM, 2000 Does Technology Mean Business. IoM Report]. This article reviews one related initiative 'Technology Means Business' and offers a number of unique insights for individuals and organisations who may be involved in the development of similar initiatives now and in the future. (C) 2005 Elsevier Ltd. All rights reserved. C1 Univ Glamorgan, Sch Business, Pontypridd CF37 1DL, M Glam, Wales. RP Morgan, A, Univ Glamorgan, Sch Business, Pontypridd CF37 1DL, M Glam, Wales. EM wamorgan@glam.ac.uk CR *DTI, 2001, BUSINESS INFORMATION *IOM, 1997, IT MEANS BUS SURV MA *IOM, 2000, DOES TECHN MEAN BUS *WDA, 2001, SMALL MED SIZ ENT WA ARMSTRONG JS, 1977, J MARKETING RES, V14, P396 BENSAOU M, 1999, HARVARD BUS REV, V76, P1119 BRINK B, 2002, ED TECHNOLOGY SOC, V5, P81 CORNFORD J, 1993, TELECOMMUN POLICY, V17, P589 GIBBS D, 1997, REG STUD, V31, P765 GRAHAM SDN, 1991, PROGR PLANNING, V35, P169 HYLAND T, 1994, COMPETENCE ED NVQOS MILES I, 1990, OECD STI REV, V6, P35 SOUTHERN A, 2000, NEW TECH WORK EMPLOY, V15, P138 STEVENS J, 2001, WORKPLACE LEARNING E THOMAS B, 2000, WELSH ENTERPRISE I M THOMAS B, 2002, OUTLOOK AGR, V31, P35 NR 16 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD AUG PY 2006 VL 26 IS 8 BP 980 EP 987 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 075DO UT ISI:000239863500006 ER PT J AU Kohn, S Husig, S TI Potential benefits, current supply, utilization and barriers to adoption: An exploratory study on German SMEs and innovation software SO TECHNOVATION LA English DT Article DE innovation software; CAI; SMEs; adoption barriers; decision support; ICT; technology acceptance ID PRODUCT DEVELOPMENT; IDEA GENERATION AB This paper deals with the employment of software in the innovation process in small and medium-sized enterprises. Based on an explorative market study of existing software tools developed to specifically support activities and methods in the innovation process, we found out that a large variety of these software products was available. Hence, our further research addresses the question of how far these products are specifically used in practice in German SMEs. The core outcome of our explorative investigation is the finding that software products are rarely used to support the innovation process in German SMEs. We identified some of the barriers to SME adoption of innovation software in Germany. Based on these findings, initial explanations and implications can be provided for suppliers of innovation software and for SMEs. (C) 2005 Elsevier Ltd. All rights reserved. C1 Univ Regensburg, D-93040 Regensburg, Germany. Fraunhofer Gesell, Fraunhofer Technol Entwicklungsgrp, D-70569 Stuttgart, Germany. RP Husig, S, Univ Regensburg, D-93040 Regensburg, Germany. EM stefan.kohn@teg.fhg.de stefan.huesig@wiwi.uni-regensburg.de CR *IFIP, 2005, P 1 IFIP WORK C COMP AIKEN M, 1994, INFORM MANAGE, V27, P141 AIKEN M, 1996, INFORM MANAGE, V30, P91 AIKEN M, 1996, INT J INFORM MANAGE, V7, P1 AIKEN M, 1997, J BUSINESS COMMUNCIA, V34, P370 BURGEL HD, 1996, F E MANAGEMENT CAPUTO M, 2003, P 10 INT NPD MAN C B, P1187 CHOFFRAY JM, 1986, IND MARKET MANAG, V15, P75 COOPER RG, 1990, NEW PRODUCTS KEY FAC, P1 ELAM JJ, 1990, INFORMATION SYSTEMS, P1 ERMAN G, 1996, PDMA HDB NEW PRODUCT, P512 ESSWEIN W, 1999, INNOVATIONSMANAGEMEN, P91 FISCHER J, 2003, F E INFORMATIONSSYST GESCHKA H, 1993, WETTBEWERBSFAKTOR ZE GRIFFIN A, 1997, J PROD INNOVAT MANAG, V14, P429 HAMAN G, 1996, PDMA HDB NEW PRODUCT, P167 HEGER K, 1991, IABC COMMUNICATI NOV HELBIG K, 1999, Z PLANUNG, V10, P67 HOFACKER I, 1999, SYSTEMUNTERSTUTZUNG HOLSTEIN WK, 1998, UNTERNEHMEN WANDEL C, V5, P379 KESSING O, 1994, Z PLANUNG, P315 KOHN S, 2003, SOFTWARE INNOVATIONS MARAKAS GM, 1997, MANAGE SCI, V43, P1136 MASSETTI B, 1996, MIS QUART, V20, P83 PROCTOR T, 1989, INT J MANAGEMENT SCI, V17, P197 RANGASWAMY A, 1997, J MARKETING RES, V34, P177 REEDER RR, 1991, IND MARKETING ANAL P ROBERTS M, 1989, PSYCHOL TODAY JUL, P51 ROGERS E, 1995, DIFFUSION INNOVATION ROUSE NE, 1989, MACHINE DESIGN OCT, V12, P100 SPATH D, 2004, MARKTSTUDIE INNOVATI SPECHT G, 1996, F E MANAGEMENT STEWART T, 1986, MANAGING COMPUTER IM, P63 STREICHER H, 2004, LUNENDONK STUDIE 200 THIERAUF RJ, 1993, CREATIVE COMPUTER SO TINTELNOT C, 1999, INNOVATIONSMANAGEMEN VENKATESH V, 2003, MIS QUART, V27, P425 WATSON DL, 1989, J CREATIVE BEHAV, P51 WELGE MK, 1997, Z BETRIEBSWIRT, V49, P790 WHEELWRIGHT SC, 1994, REVOLUTION PRODUKTEN YOUNG LF, 1989, DECISION SUPPORT IDE NR 41 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD AUG PY 2006 VL 26 IS 8 BP 988 EP 998 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 075DO UT ISI:000239863500007 ER PT J AU Kling, R TI In search of efficiency - concurrent concept elaboration and improvement SO TECHNOVATION LA English DT Article DE participation; efficiency; improvement; process; product; software; development ID DEVELOPMENT PRODUCTIVITY; DEVELOPMENT PERFORMANCE; METRICS AB In an aim to increase competitiveness, efficiency is coming more and more into focus in product development. In this article, the author studies the view of efficiency in software development groups, and identifies a strong ubiquitous yet implicit strive for efficiency improvements. 'Efficiency' appears a somewhat elusive, omnipresent concept, which is not explicitly talked about, but is often implicitly alluded to. How can software developers become more efficient if they do not know what this means? The author proposes a change strategy that concurrently furthers the local understanding and meaning of efficiency and improves actual efficiency, through a collaborative, participative change program. Conceptions of efficiency are claimed to moderate efficiency as well as learning processes. Four different conceptions of efficiency are identified. (c) 2005 Elsevier Ltd. All rights reserved. C1 Stockholm Sch Econ, Fenix Res Program, SE-11383 Stockholm, Sweden. RP Kling, R, Stockholm Sch Econ, Fenix Res Program, Box 6501, SE-11383 Stockholm, Sweden. EM ragnar.kling@fenix.chalmers.se CR ARGYRIS C, 1982, REASONING LEARNING A BEER M, 2000, BREAKING CODE CHANGE BROWN MG, 1988, RES TECHNOL MANAGE, V31, P11 BROWN MG, 1998, RES TECHNOL MANAGE, V41, P30 BROWN SL, 1995, ACAD MANAGE REV, V20, P2 BROWN WB, 1992, IEEE T ENG MANAGE, V39, P325 CHEIN I, 1948, AM PSYCHOL, V3, P43 CHIESA V, 1996, MANAGE DECIS, V34, P49 COLLIER DW, 1977, RES MANAGE, V20, P30 COLLIER J, 1945, SOC RES, V12, P275 DRUCKER PF, 1974, MANAGEMENT TASKS RES DUNPHY DC, 1993, HUM RELAT, V48, P905 HATCHUEL A, 2000, COW TREE KNOWING LEA HAUSER JR, 1998, MANAGE SCI 1, V44, P1670 HUXHAM C, 2000, ACAD MANAGE J, V43, P1159 KARLSSON M, 2004, TECHNOVATION, V24, P179 KEMMIS S, 1988, ACTION RES READER, P27 KERSSENSVANDRONGELEN IC, 1999, R&D MANAGE, V29, P35 KOLB DA, 1984, EXPT LEARNING KUMPE T, 1994, RES TECHNOL MANAGE, V37, P38 LEWIN K, 1946, J SOC ISSUES, V2, P34 MCGRATH ME, 1994, J PROD INNOVAT MANAG, V11, P213 SANDBERG J, 2000, ACAD MANAGE J, V43, P9 SCHEIN EH, 1987, CLIN PERSPECTIVE FIE SCHEIN EH, 2001, HDB ACTION RES, P228 SCHMIDT WH, 1992, RACE FINISH LINE AM SHANI ABR, 2004, COLLABORATIVE RES OR, P83 SZAKONYI R, 1994, RES TECHNOL MANAGE, V37, P27 SZAKONYI R, 1994, RES TECHNOL MANAGE, V37, P44 TIPPING JW, 1993, RES TECHNOL MANAGE, V36, P13 TORBERT WR, 1999, MANAGE LEARN, V30, P189 TRANFIELD D, 2001, BREAKING EFFICIENCY WERNER BM, 1997, RES TECHNOL MANAGE, V40, P34 WORNER SD, 2003, R&D MANAGE, V33, P313 NR 34 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2006 VL 26 IS 7 BP 753 EP 760 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 053AP UT ISI:000238276100001 ER PT J AU Eng, TY Wong, V TI Governance mechanisms and relationship productivity in vertical coordination for new product development SO TECHNOVATION LA English DT Article DE vertical coordination; new product development; product life cycle ID MARKETING CHANNELS; STRATEGY-DEVELOPMENT; INDUSTRIAL-MARKETS; PORTFOLIO ANALYSIS; TECHNOLOGY; COMMITMENT; TRUST; FIRM; DETERMINANTS; ORGANIZATION AB This article explores the theoretical explanations of governance mechanisms in vertical coordination between firms over the product life cycle stages with reference to the high-technology industry. Firms in the high-tech industry face uncertainties of fast-changing environments such as rapid technological innovations and shortening product life cycles. Drawing on transaction cost analysis in vertical coordination, conditions under which transactional inefficiencies may arise are analyzed on different stages of product life cycle theory. Theoretical analysis suggests that interaction patterns over a product life cycle produce differing implications for achieving cost minimization and value maximization. The implications of this variation in transaction cost inefficiencies suggest that there are different opportunities for enhancing efficiencies or for creating value at different stages of the product life cycle. The article proposes that by considering the impact of exogenous factors on the stage of a product life cycle and relationship productivity, high-tech firms operating in volatile markets can safeguard their exposure to transactional inefficiencies. (c) 2004 Elsevier Ltd. All rights reserved. C1 Univ London, Univ London Kings Coll, Sch Social Sci & Publ Policy, Dept Management, London SW3 6LX, England. Aston Univ, Aston Business Sch, Birmingham B4 7ET, W Midlands, England. RP Eng, TY, Univ London, Univ London Kings Coll, Sch Social Sci & Publ Policy, Dept Management, 150 Stamford St, London SW3 6LX, England. EM teck.eng@kcl.ac.uk v.w.y.wong@aston.ac.uk CR ACHROL RS, 1999, J MARKETING, V63, P146 ALCHIAN AA, 1988, J ECON LIT, V26, P65 ANDALEEB SS, 1996, J RETAILING, V72, P77 ANDERSON E, 1986, SLOAN MANAGE REV, V27, P3 ANDERSON E, 1989, MARKET SCI, V8, P310 ANDERSON E, 1992, J MARKETING RES, V29, P18 ANDERSON JC, 1984, J MARKETING, V48, P62 ANDERSON JC, 1990, J MARKETING, V54, P42 BEARD CR, 1992, ORSA TIMS ANN C NEW, P231 BOYER R, 1992, J EVOLUTIONARY EC, V2, P165 BUVIK A, 2000, J MARKETING, V64, P52 CAMPBELL NCG, 1983, STRATEGIC MANAGE J, V4, P369 CLEMONS EK, 1993, J MANAGEMENT INFORMA, V10, P9 CYERT RM, 1963, BEHAV THEORY FIRM DEPROPRIS L, 2001, EUR PLAN STUD, V9, P739 DYWER FR, 1987, J MARKETING, V51, P11 ENG TY, 1999, THESIS UMIST UK ENG TY, 2004, EUROPEAN MANAGEMENT, V22, P87 ENG TY, 2004, J BUS IND MARK, V19, P49 FIOCCA R, 1982, IND MARKET MANAG, V11, P53 FRAZIER GL, 1988, J MARKETING, V52, P52 FREEMAN C, 1991, RES POLICY, V20, P499 GHOSH M, 1999, J MARKETING, V63, P131 GREIS NP, 1995, RES POLICY, V24, P609 GROSSMAN SJ, 1986, J POLIT ECON, V94, P691 GUNDLACH GT, 1995, J MARKETING, V59, P78 HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HEIDE JB, 1990, J MARKETING RES, V27, P24 HEIDE JB, 1994, J MARKETING, V58, P71 HEIDE JB, 1995, J MARKETING, V59, P30 JACKSON BB, 1985, WINNING KEEPING IND JOHN G, 1982, J MARKETING RES, V19, P517 KOGUT B, 1992, ORGAN SCI, V3, P383 KRUGMAN P, 1991, GEOGRAPHY TRADE KUMAR N, 1995, J MARKETING RES, V32, P54 LEONARDBARTON D, 1988, RES POLICY, V17, P251 LUSCH RF, 1996, J MARKETING, V60, P19 MALECKI EJ, 1986, TECHNOLOGY REGIONS P, P51 MORGAN RM, 1994, J MARKETING, V58, P20 MORIARTY RT, 1989, SLOAN MANAGE REV, V30, P7 NOORDEWIER TG, 1990, J MARKETING, V54, P80 REVE T, 1986, MARKETING CHANNELS R, P75 SHANKLIN WL, 1987, ESSENTIALS MARKETING SOUDER WE, 1997, J PROD INNOVAT MANAG, V14, P21 STERN LW, 1980, J MARKETING, V44, P52 STERN LW, 1990, MARKETING CHANNELS STORPER M, 1992, ECON GEOGR, V68, P60 WEICK KE, 1976, ADM SCI Q, V21, P1 WILLIAMS SM, 2000, HYPERTENSION, V36, P2 WILLIAMSON O, 1979, TRANSACTION COST EC WILLIAMSON O, 1985, EC I CAPITALISM WILLIAMSON OE, 1993, J LAW ECON, V36, P453 WILSON DT, 1994, J ACAD MARKET SCI, V4, P335 ZANDER I, 1999, INT BUSINESS REV, V8, P261 NR 54 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2006 VL 26 IS 7 BP 761 EP 769 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 053AP UT ISI:000238276100002 ER PT J AU Grimpe, C TI Making use of the unused: shelf warmer technologies in research and development SO TECHNOVATION LA English DT Article DE technology transfer; technology commercialization; corporate venture capital AB The fruits from research and development activities (R&D) do not always necessarily follow a company's technology strategy. Sometimes, sales blockbusters result from explicitly prohibited bootlegging activities which are supposed to consume about 20% of the overall research budget. Another group of R&D outcomes are those planned technologies which collect dust at the R&D unit because strategy has changed, business units do not see chances for applicability or because of risk considerations. Those 'shelf warmers' are possible 'goldmines' that are waiting for being exploited. An innovative organization structure is needed to deal with such kind of technologies. The article reports from an internal Corporate Venture Capital (CVC) unit at a large German industrial conglomerate that is dedicated to promoting innovative shelf warmer technologies. It is shown that successful innovations 'off the beaten track' require mote than simple startup financing but a solid organizational commitment to such 'irregular' projects. (c) 2004 Elsevier Ltd. All rights reserved. C1 WHU, Otto Beisheim Grad Sch Management, D-56179 Vallendar, Germany. RP Grimpe, C, WHU, Otto Beisheim Grad Sch Management, Burgpl 2, D-56179 Vallendar, Germany. EM cgrimpe@whu.edu CR AUGSDORFER P, 1996, FORBIDDEN FRUIT ANAL MICHALIK CC, 2003, INNOVATIVES ENGAGEME POSER TB, 2003, IMPACT CORPORATE VEN SYKES HB, 1990, J BUSINESS VENTURING, V7, P253 VJTT J, 1998, SCHLUSSELERFINDER IN NR 5 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2006 VL 26 IS 7 BP 770 EP 774 PG 5 SC Engineering, Industrial; Operations Research & Management Science GA 053AP UT ISI:000238276100003 ER PT J AU Borjesson, S Dahlsten, F Williander, M TI Innovative scanning experiences from an idea generation project at Volvo Cars SO TECHNOVATION LA English DT Article DE environmental scanning; front end; product development; concept generation ID FUZZY FRONT-END; PRODUCT DEVELOPMENT; MARKET-INFORMATION; SUCCESS FACTORS AB This paper discusses a project at Volvo Cars aimed at idea generation and product expansion proposals. A major concern of many businesses is how to organize and manage early phases of product development-the front end-to ensure innovativeness. Drawing on models for new concept development, environmental scanning may be seen as a tool for executing idea genesis, however, different in its components, as compared to environmental scanning for strategy purposes. The case at Volvo Cars clearly showed the need for focusing on the back-end of the scanning process to balance the need for uncertainty reduction without prematurely closing the scope of innovativeness. (c) 2005 Elsevier Ltd. All rights reserved. C1 Chalmers Univ Technol, Dept Project Management, Fenix Res Program, SE-41296 Gothenburg, Sweden. RP Dahlsten, F, Chalmers Univ Technol, Dept Project Management, Fenix Res Program, Chalmers Vasa 3, SE-41296 Gothenburg, Sweden. EM sofia@mot.chalmers.se CR ADLER N, 2003, COLLABORATIVE RES OR AGUILAR FJ, 1967, SCANNING ENV ALVESSON M, 1994, TOLKNING REFLEKTION ARGYRIS C, 1993, KNOWLEDGE ACTION GUI ARGYRIS C, 1995, ACTION SCI CONCEPTS BARTUNEK JM, 1996, INSIDER OUTSIDER TEA BOJE DM, 2001, NARRATIVE METHODS OR CAGLIANO R, 2000, DESIGNING CUSTOMER O COGHLAN D, 2003, IRISH J MANAGEMENT D, V24, P31 COOPER RG, 1995, J PROD INNOVAT MANAG, V12, P374 COOPER RG, 1997, CMA MANAGEMENT, V71, P21 COOPER RG, 1999, J PROD INNOVAT MANAG, V16, P115 DANEELS E, 2003, STRATEGIC MANAGEMENT, V24, P559 DAVID A, 2002, EUR C MAY 9 11 STOCK FLINT DJ, 2002, IND MARKET MANAG, V31, P305 HATCHUEL A, 2002, P HERB SIM INT C DES HENARD DH, 2001, J MARKETING RES, V38, P362 HINE JS, 1903, OHIO STATE ACAD SCI, V5, P1 KHURANA A, 1997, SLOAN MANAGE REV, V38, P103 KHURANA A, 1998, J PROD INNOVAT MANAG, V15, P57 KIM J, 2002, EUROPEAN J INNOVATIO, V5, P27 KOEN P, 2001, RES TECHNOLOGY M MAR, P46 KOHLI AK, 1990, J MARKETING, V54, P1 LOZADA HR, 1996, J MANAGERIAL ISSUES, V8, P310 MAHREFORS S, 1999, SPONTANEOUS ENV SCAN MASCITELLI R, 2000, J PROD INNOVAT MANAG, V17, P179 MOENAERT RK, 1995, IEEE T ENG MANAGE, V42, P243 NEALE MR, 1998, LONG RANGE PLANN, V31, P418 NOBELIUS D, 2002, INT J PROJECT MANAGE, V20, P331 OTTUM BD, 1997, J PROD INNOVAT MANAG, V14, P258 SAXBY CL, 2002, MARKET INTELLIGENCE, V20, P28 SCHON D, 1983, REFLECTIVE PRACTITIO SINKULA JM, 1994, J MARKETING, V58, P35 SLAUGHTER RA, 1999, FORESIGHT, V1, P441 STARK C, 2000, HIST PHILOS PSYCHOL, V12, P3 STEVENS GA, 1997, RES TECHNOL MANAGE, V40, P16 TAY HK, 2003, STRATEGY LEADERSHIP, V31, P23 THOMKE S, 2001, HARVARD BUS REV, V79, P67 TROY LC, 2001, J ACAD MARKET SCI, V29, P89 VOROS J, 2001, FORESIGHT, V3, P533 YASAIARDEKANI M, 1996, MANAGE SCI, V42, P187 ZHANG Q, 2001, EUROPEAN J INNOVATIO, V4, P95 NR 42 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2006 VL 26 IS 7 BP 775 EP 783 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 053AP UT ISI:000238276100004 ER PT J AU Su, CT Chen, YH Sha, DY TI Linking innovative product development with customer knowledge: a data-mining approach SO TECHNOVATION LA English DT Article DE customer knowledge management; data mining; innovative product development; mobile commerce; web-based market survey ID RESEARCH AGENDA; MANAGEMENT AB In today's digital economy, knowledge is regarded as an asset, and the implementation of knowledge management supports a company in developing innovative products and making critical management strategic decisions. Product innovation must link technological competence such as engineering and process know-how with knowledge about the customer, so that the product will meet the customers' needs, in order to secure market acceptance. Even though the importance of knowledge management in the technological innovation of a product has long been recognized, its potential for customer knowledge management has not been widely researched. To address the importance of the need of customer knowledge in innovative product development, this paper proposes an E-CKM model with a methodology for precisely delineating the process of customer knowledge management for innovative product development. In the knowledge management domain, an important task is the conversion of tacit knowledge into explicit knowledge, allowing information technology, such as web-based surveys and data mining to extract customer knowledge from different market segments. An empirical study applying the E-CKM model has been carried out, and it meets the evaluation criteria in a multiple-assessment scheme for showing a satisfactory result. The result is used in the decision making for innovative product development in order to reduce project risk and secure commercial success. (c) 2005 Elsevier Ltd. All rights reserved. C1 Natl Tsing Hua Univ, Dept Ind Engn & Engn Management, Hsinchu 300, Taiwan. RP Su, CT, Natl Tsing Hua Univ, Dept Ind Engn & Engn Management, Room 802,Engn Bldg 1, Hsinchu 300, Taiwan. EM ctsu@mx.nthu.edu.tw CR BETZ F, 2003, MANAGING TECHNOLOGIC, P22 CAREK PJ, 2004, ANN FAM MED, V2, P87 CARPENTER GA, 1991, NEURAL NETWORKS, V4, P759 CHEN CH, 2002, ADV ENG INFORM, V16, P29 COOPER DR, 2001, BUSINESS RES METHODS, P312 COOPER LP, 2003, J ENG TECHNOL MANAGE, V20, P117 CRONBACH LJ, 1951, PSYCHOMETRIKA, V16, P297 DANNEELS E, 2002, STRATEGIC MANAGE J, V23, P1095 DAVENPORT TH, 1996, SLOAN MANAGEMENT SUM, P53 DAVENPORT TH, 2001, MIT SLOAN MANAGE REV, P63 DRUCKER PF, 1998, HARVARD BUSINESS NOV, P149 DUDA KO, 2001, PATTERN CLASSIFICATI, P542 DYCHE J, 2002, HDB BUSINESS GUIDE C, P3 FOUGHT KS, 2004, J COMPUTER INFORM SY, P26 FUNK J, 2001, FUTURE AUTOMOTIVE IN, P45 GARCIAMURILLO M, 2002, J OPER RES SOC, V53, P875 GOLDFARB RJ, 2001, ORE GEOL REV, V18, P1 GROVER V, 2001, J MANAGE INFORM SYST, V18, P5 HALEY RI, 1985, DEV EFFECTIVE COMMUN, P125 KALAKOTA R, 2002, M BUSINESS RACE MOBI, P6 KAMAKURA W, 2000, SEGMENTATION BASES M, P7 KOHONEN T, 1990, P IEEE, V78, P1464 KOLTER P, 2003, MARK MANAG, P278 MURPHY KR, 1988, PSYCHOL TESTING PRIN, P89 NONAKA I, 1998, CALIF MANAGE REV, V40, P40 PETERSON RA, 1994, J CONSUM RES, V21, P387 PLESSIS M, 2004, INT J INFORM MANAGEM, V24, P73 POLANYI M, 1966, TACIT DIMENSION SHARMA S, 1996, APPL MULTIVARIATE TE, P194 SOO C, 2002, CALIF MANAGE REV, V44, P129 STYRE A, 2002, KNOWLEDGE PROCESS MA, V9, P228 VELLIDO A, 1999, EXPERT SYST APPL, V17, P51 NR 32 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2006 VL 26 IS 7 BP 784 EP 795 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 053AP UT ISI:000238276100005 ER PT J AU Saiki, T Akano, Y Watanabe, C Tou, Y TI A new dimension of potential resources in innovation: A wider scope of patent claims can lead to new functionality development SO TECHNOVATION LA English DT Article DE potential resources in innovation; new functionality development; patent claims; pharmaceutical ID RESEARCH-AND-DEVELOPMENT; JAPANESE PHARMACEUTICAL-INDUSTRY; DEVELOPMENT INTENSITY; COMPETITIVE STRATEGY; PRODUCT DEVELOPMENT; MARKET AB Notwithstanding a significant expectation to increase the contribution of technology to productivity in megacompetition, the productivity of technology in Japan's high-technology industry has been declining, resulting in a decrease in competitiveness. The only solution to this twisted trap is to shift the current vicious cycle between R&D, technology stock and production to a virtuous cycle. Given strong constraints in fiscal investment, a practical solution to achieving a virtuous cycle is effective utilization of potential resources in innovation. A wider scope for patent claims can be an ingenious trigger leading to a virtuous cycle involving new functionality development, increased productivity of technology, production increases, greater R&D investment and a sustainable wider scope of patent claims. Japan's Patent Office introduced the Revised Examination Guideline (June 1993 Examination Guideline), including description requirements for patent applications. This induced leading high-technology firms to broaden their scope relative to claiming patents and succeeded in constructing the foregoing virtuous cycle, thereby demonstrating the significance of a new dimension of potential resources in innovation. On the basis of an empirical analysis focusing on techno-managerial efforts by Japan's pharmaceutical firms with both indigenous and the US capital, this paper attempts to demonstrate the foregoing hypothetical view. A noteworthy implication obtained from the research is that while leading pharmaceutical firms with indigenous capital have constructed a virtuous cycle by means of a wider scope of patent claims and have achieved new functionality development as a result, firms with the US capital have demonstrated a higher level of performance. (c) 2005 Elsevier Ltd. All rights reserved. C1 Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, Tokyo 1528552, Japan. RP Watanabe, C, Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, 2-12-1 W9-49, Tokyo 1528552, Japan. EM chihiro@me.titech.ac.jp CR *JAP DRUG IND ASS, 2004, DAT BOOK 2004 ARORA A, 2003, NBER WORKING PAPER, V9431 CREPON B, 1997, J APPL ECONOM, V12, P243 JAFFE AB, 1999, NBER WORKING PAPER, V7280 KRYAZHIMSKII A, 2002, COMPUT MATH APPL, V44, P979 MENSCH GO, 1979, STALEMATE TECHNOLOGY PENNERHAHN J, 2000, STRATEGIC MANAGEMENT, V26, P121 SAKAKIBARA M, 1999, NBER WORKING PAPER, V7066 TAKAYAMA M, 2002, TECHNOVATION, V22, P353 TAKAYAMA M, 2002, TECHNOVATION, V22, P607 THOMAS LG, 2004, STRATEGIC MANAGE J, V25, P865 WATANABE C, 2001, TECHNOVATION, V21, P783 WATANABE C, 2002, TECHNOVATION, V22, P245 WATANABE C, 2003, P 3 TECHN M 2ASA TIT, P306 WATANABE C, 2003, TECHNOVATION, V23, P437 WATANABE C, 2003, TECHNOVATION, V23, P571 WATANABE C, 2003, TECHNOVATION, V23, P879 WATANABE C, 2004, TECHNOVATION, V24, P139 WATANABE C, 2005, TECHNOL FORECAST SOC, V72, P11 NR 19 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2006 VL 26 IS 7 BP 796 EP 806 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 053AP UT ISI:000238276100006 ER PT J AU Lakemond, N Berggren, C TI Co-locating NPD? The need for combining project focus and organizational integration SO TECHNOVATION LA English DT Article DE new product development; cross-functionality; co-location; interaction; integration; organizational embeddedness; temporal embeddedness; case study ID CROSS-FUNCTIONAL TEAMS; PRODUCT DEVELOPMENT; RADICAL INNOVATION; PERFORMANCE; COMMUNICATION; ENVIRONMENTS; UNCERTAINTY; MANAGEMENT; INDUSTRY; MODEL AB Most studies of new product development practices focus on comparisons of individual projects, to identify factors contributing to their success or failure. This paper builds on an in-depth field study of the interaction of one single NPD project with the organizational context of the firm. The project typified many recommended practices for new-design projects: a co-located, cross-functional project team, close collaboration with external system suppliers, a hard-driving project manager and strong top management support. However, when evaluated in their organizational context as to their consequences for other on-going projects, these attributes turned out to have a deeply ambivalent character. By combining results from the case study and evidence from the literature several implications for NPD-organizing are suggested: the value of alternating co-location and physical separation according to the requirements of specific project phases; to take project duration into account in location decisions; and to address both interaction within the project and mechanisms for its interaction and integration with other departments and projects. (c) 2005 Elsevier Ltd. All rights reserved. C1 Linkoping Univ, Dept Management & Econ, SE-58183 Linkoping, Sweden. RP Lakemond, N, Linkoping Univ, Dept Management & Econ, SE-58183 Linkoping, Sweden. EM nicolette.lakemond@eki.liu.se christian.berggren@eki.liu.se CR AKGUN AE, 2002, J ENG TECHNOL MANAGE, V19, P263 ALLEN T, 1977, MANAGING FLOW TECHNO ALLEN T, 1995, ORG ARCHITECTURE PRO ANCONA DG, 2002, SLOAN MANAGEMENT SPR, P33 BALACHANDRA R, 1996, IEEE T ENG MANAGE, V43, P88 BALACHANDRA R, 1996, J PROD INNOVAT MANAG, V13, P245 BROWN SL, 1995, ACAD MANAGE REV, V20, P2 CLARK K, 1995, PRODUCT DEV CHALLENG CLARK KB, 1991, PRODUCT DEV PERFORMA DOUGHERTY D, 1996, ACAD MANAGE J, V39, P1120 DREJER A, 2002, TECHNOVATION, V22, P733 DROGE C, 2000, J PROD INNOVAT MANAG, V17, P24 EISENHARDT KM, 1995, ADMIN SCI QUART, V40, P84 ENGWALL M, 2003, RES POLICY, V32, P789 FOWLER SW, 2000, J ENG TECHNOL MANAGE, V17, P357 GARCIA R, 2002, J PROD INNOVAT MANAG, V19, P110 GERWIN D, 2002, MANAGE SCI, V48, P938 GOMES JFS, 2003, TECHNOVATION, V23, P185 GUPTA AK, 1986, J MARKETING, V40, P7 GUPTA AK, 1990, CALIF MANAGE REV, V32, P24 JANIS I, 1982, GROUPTHINK KAHN KB, 1997, J PROD INNOVAT MANAG, V14, P161 KESSLER EH, 1999, J PROD INNOVAT MANAG, V16, P231 LIKER JK, 1999, J PROD INNOVAT MANAG, V16, P248 LOVELACE K, 2001, ACAD MANAGE J, V44, P779 MAGNUSSON T, 2001, INT J VEHICLE DES, V26, P101 MANZ CC, 1995, J MANAGERIAL PSYCHOL, V10, P7 MARKHAM SK, 1998, J PROD INNOVAT MANAG, V15, P436 MARSH SJ, 2003, J PROD INNOVAT MANAG, V20, P136 MCDERMOTT CM, 2002, J PROD INNOVAT MANAG, V19, P424 MCDONOUGH EF, 2000, J PROD INNOVAT MANAG, V17, P221 MCDONOUGH EF, 2001, J PROD INNOVAT MANAG, V18, P110 MIKKOLA JH, 2001, TECHNOVATION, V21, P423 NISHIGUCHI T, 1996, MANAGING PRODUCT DEV OCONNOR GC, 2004, J ENG TECHNOL MANAGE, V21, P11 OLSSON EM, 1995, J MARKETING RES, V59, P31 PATRASHKOVA RR, 2004, J ENG TECHNOL MANAGE, V21, P83 PATTI AL, 1997, ENG MANAGEMENT J, V9, P31 PENROSE E, 1959, THEORY GROWTH FIRM RAFII F, 1995, BUSINESS HORIZON JAN, P78 RUEKERT RW, 1987, J MARKETING, V51, P1 SOUDER WE, 1998, J PROD INNOVAT MANAG, V15, P520 SWINK M, 1999, J OPER MANAG, V17, P691 SWINK ML, 1996, J PROD INNOVAT MANAG, V13, P229 THIEME RJ, 2003, J PROD INNOVAT MANAG, V20, P104 VANDENBULTE C, 1998, MANAGE SCI, V44, P1 WHEELWRIGHT SC, 1992, REVOLUTIONISING PROD NR 47 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2006 VL 26 IS 7 BP 807 EP 819 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 053AP UT ISI:000238276100007 ER PT J AU Sanchez, JIL Rata, BM Duarte, AR Sandulli, FD TI Is the Internet productive? A firm-level analysis SO TECHNOVATION LA English DT Article DE productivity; internet; workplace; information technology; Spain ID INFORMATION-TECHNOLOGY; IMPACT AB The lack of empirical research on the impact of Internet usage on workplace productivity motivated this paper. A Cobb-Douglas production function was used to confirm that information technology investment and Internet usage at work contributes to increases in productivity. The model is tested on a data set of 464 Spanish firms, based on computer assisted telephonic interviews. Results show how both information technology investment and Internet usage at work have a positive impact on workplace productivity. (c) 2005 Elsevier Ltd. All rights reserved. C1 Univ Complutense, DMR Consulting E Business Res Ctr, Dept Org Empresas, E-28223 Madrid, Spain. RP Sandulli, FD, Univ Complutense, DMR Consulting E Business Res Ctr, Dept Org Empresas, Campus Somosaguas, E-28223 Madrid, Spain. EM sandulli@ccee.ucm.es CR BLACK SE, 2001, REV ECON STAT, V83, P434 BRYNJOLFSSON E, 1996, ADV COMPUT, V43, P179 BRYNJOLFSSON E, 1996, MANAGE SCI, V42, P541 BRYNJOLFSSON E, 2003, REV ECON STAT, V85, P793 DANS E, 2001, ELECT J INFORM SYSTE DAVIDSON R, 1989, ECONOMET THEOR, V5, P363 DAVIDSON R, 1993, ESTIMATION INFERENCE DEDRICK J, 2003, ACM COMPUT SURV, V35, P1 GOSS E, 2001, BUSINESS EC, V36, P32 HELPMAN E, 1999, J ECON GROWTH, V4, P359 JORGENSON DW, 2000, BROOKINGS PAPERS EC, V1, P125 LITAN RE, 2001, AM ECON REV, V91, P313 MCAFEE A, 2001, EC PAYOFF INTERNET R MUHL CJ, 2003, MON LABOR REV, V126, P36 SVEIKAUSKAS L, 1986, MON LABOR REV, V109, P16 NR 15 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2006 VL 26 IS 7 BP 821 EP 826 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA 053AP UT ISI:000238276100008 ER PT J AU Kafouros, MI TI The impact of the Internet on R&D efficiency: theory and evidence SO TECHNOVATION LA English DT Article DE Internet; research and development; R&D efficiency ID PRODUCT DEVELOPMENT; DEVELOPMENT MANAGEMENT; INFORMATION NETWORKS; INNOVATION; TECHNOLOGIES; KNOWLEDGE; FEATURES; CREATION; WORLD AB Particularly for the manufacturing sector, the efficiency of the R&D-process defines to a great extent a firm's competitiveness. Although there are many studies which present practical examples of how firms utilize the Internet to support their everyday research activities, there is not much theory to explain how and why the Internet improves R&D efficiency. This paper attempts to fill this void by exploring the association between the Internet and R&D efficiency. Initially, in order to provide a better unit of analysis, it adopts a feature-based approach to the Internet. Then it offers a conceptual framework which by using theoretical explanations, past empirical research and examples from practice explains how and why two features of the Internet ('search' and 'communication') improve three critical dimensions of R&D efficiency (cost, time and quality) and a firm's absorptive capacity. Finally, by using the Cobb-Douglas framework, it provides econometric evidence which indicates that the Internet does improve R&D efficiency. Besides the contribution to scholarly knowledge, there are important implications in practice, since the findings of this paper inform decision and policy makers that the Internet has a significant impact on firms' innovative capacity. (c) 2005 Elsevier Ltd. All rights reserved. C1 Univ Leeds, Sch Business, Leeds LS2 9JT, W Yorkshire, England. RP Kafouros, MI, Univ Leeds, Sch Business, Maurice Keyworth Bldg, Leeds LS2 9JT, W Yorkshire, England. EM mk@lubs.leeds.ac.uk CR 2001, ADV MANUFACTURING, V3 *OECD, 2001, OECD SCI TECHN IND S *ZAK GROUP LLC, HOBB INT TIM ONL INT ANDREWS F, 1999, NY TIMES DEC ANTONELLI C, 2000, INT J TECHNOL MANAGE, V20, P72 BAKOS JY, 1991, MIS QUART, V15, P295 BARUA A, 1997, J MANAGEMENT INFORMA, V13, P117 BAUJARD O, 1998, COMPUT BIOL MED, V28, P589 BOUTELLIER R, 1998, R&D MANAGE, V28, P13 CIBORRA CU, 1998, R&D MANAGE, V28, P1 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOPER RG, 1995, J PROD INNOVAT MANAG, V12, P374 DAHAN E, 2000, J PROD INNOVAT MANAG, V17, P99 DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 DENNIS RM, 1998, R&D MANAGE, V28, P27 DESANCTIS G, 1994, ORGAN SCI, V5, P121 FINCH BJ, 1999, J OPER MANAG, V17, P535 GARDINER PD, 1999, INT J INFORM MANAGE, V19, P485 GHOSH S, 1998, HARVARD BUS REV, V76, P126 GRIFFITH TL, 1994, ORGAN SCI, V5, P272 GRIFFITH TL, 1999, ACAD MANAGE REV, V24, P472 GRILICHES Z, 1979, BELL J ECON, V10, P1 GUPTA UG, 1997, PRODUCTION INVENTORY, V38, P16 HAMERI AP, 1997, J PROD INNOVAT MANAG, V14, P77 HELLSTROM T, 2001, R&D MANAGE, V31, P257 HIBBARD J, 1998, INFORMATION WEEK, V663, P49 HOWE V, 2000, IND MANAGE DATA SYST, V100, P277 IANSITI M, 1997, HARVARD BUS REV, V75, P108 IANSITI M, 1997, HARVARD BUS REV, V75, P69 KAFOUROS IM, 2005, EC INNOVATION NEW TE, V14 KESSLER EH, 2003, TECHNOVATION, V23, P905 KODAMA M, 1999, INT J INFORM MANAGE, V19, P495 MAIRESSE J, 1991, SCI TECHNOLOGY IND R, V8, P317 MANSFIELD E, 1968, EC TECHNOLOGICAL CHA MITCHELL GR, 2000, RES TECHNOL MANAGE, V43, P31 NONAKA I, 1995, KNOWLEDGE CREATING C PLYMALE J, 1999, PRINTED CIRCUIT DESI, V16, P24 RICHIR S, 2001, INT J TECHNOL MANAGE, V21, P420 SAWHNEY M, 2000, CALIF MANAGE REV, V42, P24 STONEMAN P, 2001, INT J EC BUSINESS, V8, P123 SWEENEY T, 1999, INTERNETWEEK, V78, P69 NR 41 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2006 VL 26 IS 7 BP 827 EP 835 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 053AP UT ISI:000238276100009 ER PT J AU Kumar, S TI A comparative analysis of key information technology players SO TECHNOVATION LA English DT Article DE information technology; infosys; wipro; satyam; oracle; microsoft; strategic software alliances; offshore software development; software outsourcing AB The study examines global operations of software development companies from US and India which over the years have become key information technology (IT) players in software outsourcing in the world. The analysis indicates common business strategy of Indian software companies is not to compete head on with US counterparts and instead focus on acquiring niche, outsourcing markets that are still open and growing rapidly due to worldwide slowdown in IT spending budgets. A comparative analysis provides further insight on these companies' operational and financial competitive strengths and weaknesses in the marketplace. The impact of these companies on the global IT industry is also explored. (c) 2005 Elsevier Ltd. All rights reserved. C1 Univ St Thomas, Coll Business, Minneapolis, MN 55403 USA. RP Kumar, S, Univ St Thomas, Coll Business, Mail TMH 343,1000 LaSalle Ave, Minneapolis, MN 55403 USA. EM skumar@stthomas.edu CR 2005, ABI INFORM TRADE IND, V39, P12 *CO INF, ALLIANCE *FIN STAT SUPPL DA, MSFT ANN REP 2002 *INF TECHN LIM, 2003, MSN MON INFY CO REP *INFY 4Q 2002 Q RE, REV REG IND TECHN SE *MSFT, MAN DISC AN RES OP F *ORCAL, Q4 FISC 2004 RES SUP, P5 *SAY, OP SEGM INF YEAR END *WIT, WIT ANN REP 2002 ANDERSON H, 2005, NETWORK WORLD, V22, P37 GIBBS J, 2002, ORACLE MAGAZINE GREENE J, 2002, DATAQUEST APR HAMMONDS K, NEW FACE GLOBAL COMP KIM CC, 2001, MRS INTERNET J N S R, V6 KOBAYASHIHILLAR.M, 2004, COMPUTER WEEKLY 0511, P24 OLIVIER M, 2004, TECHNOL ANAL STRATEG, V16, P53 SHARP PL, 2001, HARVARD BUSINES 0201, P1 SONGINI, 2002, COMPUTERWORLD, V38, P1 NR 18 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2006 VL 26 IS 7 BP 836 EP 846 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 053AP UT ISI:000238276100010 ER PT J AU Carayannis, EG Turner, E TI Innovation diffusion and technology acceptance: The case of PKI technology SO TECHNOVATION LA English DT Article DE PKI technology; innovation; diffusion ID PUBLIC-KEY INFRASTRUCTURE; INFORMATION TECHNOLOGY; INTEROPERABILITY; IMPLEMENTATION; SOFTWARE AB This paper proposed a model for security technology adoption and implementation through the examination of factors affecting adoption and implementation of Public Key Infrastructure (PKI) technology. In the early 1990s, PKI was widely believed to be the panacea for solving a number of security issues that would open the door for business-to-business (13213) electronic commerce. However, history has demonstrated a lack of broad-based adoption of PKI by organizations, although the use of digital certificates has become fairly prevalent. Why has implementation of the PKI technology been so narrow? What are the factors that mediate security technology adoption and implementation? Technology use, diffusion and adoption literature provide a conceptual framework and theoretical motivation for examining the case of PKI. Additional insight is provided by the examination of the experience of a few organizations that have, to some degree, implemented PKI technology, supplemented by a review of published information on other organizational PKI experiences. The combination of theoretical and practical considerations yield a security implementation model that we believe sheds light on the factors affecting PKI implementation and shows promise for examination of security technology adoption in general. We believe that the model and the research that supports it has important implications for both academics and practitioners in gaining a better understanding of the process for adoption of security technologies by public and private organizations. (c) 2005 Published by Elsevier Ltd. C1 George Washington Univ, Global & Entrepreneurial Finance Res Inst, Sch Business, Washington, DC 20037 USA. George Washington Univ, European Union Res Ctr, Washington, DC 20037 USA. RP Carayannis, EG, George Washington Univ, Global & Entrepreneurial Finance Res Inst, Sch Business, Washington, DC 20037 USA. EM caraye@gwu.edu CR 2004, AM BANKER, V169, P9 *GAO, 2001, GAO01277 *PKI FOR, 2001, PKI FOR ADV INT CERT *PKI FOR, 2001, PKI INT FRAM ALTERMAN P, 2001, COMPUT NETW, V37, P685 BACKHOUSE J, 2003, COMMUN ACM, V46, P98 CARAYANNIS E, 1992, WORKING PAPER SERIES, V131 CARAYANNIS E, 1993, INCREMENTALISME STAT CARAYANNIS E, 1994, THESIS RENSSELAER PO CARAYANNIS E, 2001, STRATEGIC MANAGEMENT CARAYANNIS E, 2001, TECNOVATION, V30 CARAYANNIS E, 2004, INT C MAN TECHN APR CARAYANNIS EG, 1998, TECHNOVATION, V18, P639 CARAYANNIS EG, 1999, J TECHNOLOGY TRANSFE, V24, P197 COOPER RB, 1990, MANAGE SCI, V36, P123 DAVENI J, 1994, HYPERCOMPETITION MAN DAVIS F, 1989, MANAGE SCI, V35, P985 DAVIS FD, 1989, MIS QUART, V13, P319 DIFFIE W, 1998, STANDARDVIEW, V6 DRUCKER P, 1988, HARVARD BUS REV, V66, P1 FISHBEIN M, 1975, BELIEF ATTITUDE INTE GONG L, 2000, IEEE INTERNET COMPUT, V4, P38 KWON T, 1987, CRITICAL ISSUES INFO LAM KY, 2003, COMPUT SECUR, V22, P535 LOVORN J, 2001, HLTH MANAGEMENT TECH, V22, P20 PERLMAN R, 1999, IEEE NETWORK, V13, P38 POLK T, 2000, BRIDGE CERTIFICATE A PORTER M, 1990, COMPETITIVE ADV CREA ROGERS E, 2003, DIFFUSION INNOVATION THOMAS S, 2000, SSL TLS ESSENTIALS, P34 TORNATZKY LG, 1982, IEEE T ENG MANAGE, V29, P28 VONHIPPEL E, 2001, MIT SLOAN MANAGE REV, V42, P82 VONHIPPEL E, 2002, MANAGE SCI, V48, P821 WEISS T, 2004, COMPUTERWORLD, V38, P12 NR 34 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2006 VL 26 IS 7 BP 847 EP 855 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 053AP UT ISI:000238276100011 ER PT J AU Cheng, JMS Sheen, GJ Lou, GC TI Consumer acceptance of the internet as a channel of distribution in Taiwan - a channel function perspective SO TECHNOVATION LA English DT Article DE channels of distribution; channel functions; TAM; Internet; eCommerce ID WORLD-WIDE-WEB; INFORMATION TECHNOLOGY; MODEL; PLAYFULNESS; MOTIVATION; WORKPLACE; INTENTION; ADOPTION; RISK AB A study of consumer acceptance of the Internet as a channel of distribution in Taiwan was conducted using a channel function perspective. The Technology Acceptance Model (TAM) was adopted as the theoretical basis on which to develop the research framework. The relevant research hypotheses were examined in three online channel function environments (i.e., information collection, financial payments, and product variety/assortment). Most of the hypotheses were supported by the empirical findings. The implications of these findings are highlighted, and suggestions for future research are noted as well. (c) 2005 Published by Elsevier Ltd. C1 Natl Cent Univ, Sch Management, Dept Business Adm, Chungli 32054, Taoyuan, Taiwan. RP Cheng, JMS, Natl Cent Univ, Sch Management, Dept Business Adm, 300 Chung Ta Rd, Chungli 32054, Taoyuan, Taiwan. EM mingsungcheng@yahoo.com CR AGARWAL R, 1997, DECISION SCI, V28, P557 AJZEN I, 1980, UNDERSTANDING ATTITU ARBUCKLE JL, 1999, AMOS 4 0 USERS GUIDE ATKINISON JW, 1964, INTRO MOTIVATION ATKINSON M, 1997, DATA BASE ADV INF SY, V28, P53 ATWONG CT, 1995, J MARKETING THEORY F, V3, P58 BANDURA A, 1977, PSYCHOL REV, V84, P191 BANDURA A, 1977, SOCIAL LEARNING THEO BARNETT LA, 1990, PLAY CULTURE, V3, P319 BARUA AC, 1996, J ORG COMPUTING, V5, P417 BAUER RA, 1960, DYNAMIC MARKETING CH, P389 CHENG JMS, 1999, THESIS KINGSTON U UK CHIN WW, 1995, DATA BASE ADV INF SY, V26, P42 CSIKSZENTMIHALY.M, 1975, BOREDOM ANXIETY DAVIS FD, 1986, TECHNOLOGY ACCEPTANC DAVIS FD, 1989, MIS QUART, V13, P319 DAVIS FD, 1992, J APPL SOC PSYCHOL, V22, P1111 EIGHMEY J, 1998, J BUS RES, V41, P187 GEFEN D, 1997, MIS QUART, V21, P389 GEFEN D, 2003, J END USER COMPUTING, V15, P1 HAIR JF, 1998, MULTIVARIATE DATA AN HONG W, 2002, J MANAGEMENT INFORMA, V18, P97 HUNT SD, 1988, HIST PERSPECTIVES MA, P35 IGBARIA M, 1997, MIS QUART, V21, P279 INNIS DE, 1991, ADV CONSUM RES, V18, P317 KATZ D, 1960, PUBLIC OPIN QUART, V24, P163 KOTLER P, 1999, MARKETING MANAGMENT LEDERER AL, 2000, DECIS SUPPORT SYST, V29, P269 LIAO SY, 1999, INT J INFORM MANAGE, V19, P63 LIN JCC, 2000, INT J INFORM MANAGE, V20, P197 MAIGNAN I, 1997, J CONSUM AFF, V31, P346 MALLEN B, 1973, J MARKETING, V37, P18 MOON JW, 2001, INFORM MANAGE, V38, P217 PAVLOU PA, 2003, INT J ELECTRON COMM, V7, P101 PEFFERS K, 2001, J INF TECHNOL, V3, P7 PETERSON RA, 1997, J ACAD MARKET SCI, V25, P329 PHAU I, 2000, INTERNET RES, V10, P102 PINTRICH PR, 1989, ADV MOTIVATION ACHIE, V6, P117 PINTRICH PR, 1996, MOTIVATION ED THEORY RANGAN VK, 1992, J MARKETING, V56, P62 RASHEED HS, 2001, J BUSINESS STRATEGIE, V18, P159 ROGERS EM, 1995, DIFFUSION INNOVATION STONE RN, 1993, EUR J MARKETING, V38, P54 SZAJNA B, 1996, MANAGE SCI, V42, P85 TAMILIA RD, 2002, J MARKETING CHANNELS, V9, P27 TAN SJ, 1999, J CONSUM MARK, V16, P163 TAYLOR S, 1995, INFORM SYST RES, V6, P144 VAILE RS, 1952, MARKETING AM EC VANDENPOEL D, 1999, J BUS RES, V45, P249 VENKATESH V, 1996, SCIENCE, V27, P181 WEBSTER J, 1992, MIS QUART, V16, P201 ZANNA MP, 1988, SOCIAL PSYCHOL KNOWL, P315 ZHANG XN, 2004, INT J SERV TECHNOL M, V5, P1 NR 53 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2006 VL 26 IS 7 BP 856 EP 864 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 053AP UT ISI:000238276100012 ER PT J AU Salmeron, JL Hurtado, JA TI Modelling the reasons to establish B2C in the fashion industry SO TECHNOVATION LA English DT Article DE Internet commerce; B2C; e-commerce; cognitive maps; decision making; fashion industry ID E-COMMERCE; E-BUSINESS; COGNITIVE MAPS; INTERNET; PERSPECTIVE; LEADERSHIP; DECISION; ADOPTION AB The Internet is changing the way in which businesses operate. 'Brick and mortar' companies can now use the Internet to reach more customers and sell products in addition to the traditional channels. Moreover, the Internet is an excellent means of communication and advertisement. Nevertheless, only a minority of the businesses operating in the fashion sector have developed e-commerce. This paper studies the decision of establishing B2C in one of the Top European fashion designing businesses. The findings show that the use of cognitive maps can help in the decision making process identifying the true strategic objectives that a firm pursues. (c) 2005 Elsevier Ltd. All rights reserved. C1 Univ Pablo Olavide, Seville 41013, Spain. RP Salmeron, JL, Univ Pablo Olavide, Ctra Utrera,Km 1, Seville 41013, Spain. EM jlsalsil@upo.es CR *BANX SOFTW LTD, 2002, DEC EXPL INTR DEC EX AMIT R, 2001, STRATEGIC MANAGE J, V22, P493 BARR PS, 1992, STRATEGIC MANAGE J, V13, P15 CALORI R, 1994, STRATEGIC MANAGE J, V15, P437 CHAJAN J, 2004, INFORM MANAGE, V41, P577 CHANGA KC, 2003, INFORM MANAGE-AMSTER, V40, P663 CHATTERJEE D, 2002, MIS QUART, V26, P65 CHAUDHURY A, 2001, COMMUNICATIONS ACM, V4 DEVARAJ S, 2002, INFORM SYST RES, V13, P316 DOHERTY N, 2003, J BUS RES, V56, P887 EASTERBYSMITH M, 1996, J EUROPEAN IND TRAIN, V20, P3 EDEN C, 1992, EXECUTIVE INFORM SYS, P53 FORD JD, 1984, ACAD MANAGE J, V27, P271 GORDON RD, 2002, RES LEA HOR, V1, P39 KELLY G, 1955, PSYCHOL PERSONAL CON KELLY G, 1970, BRIEF INTRO PERSONAL MINTZBERG H, 1976, STRUCTURE UNSTRUCTUR PHAN DD, 2003, INFORM MANAGE-AMSTER, V40, P581 PRAHALAD CK, 1986, STRATEGIC MANAGE J, V7, P485 SHANG R, 2004, INFORM MANAGE, V42, P401 SHEETZ SD, 1994, J MANAGEMENT INFORMA, V11, P31 SIMONS T, 1993, ACAD MANAGE J, V36, P139 SMAGALLA D, 2004, MIT SLOAN MANAGE REV, V45, P6 SOLIMAN KS, 2004, INFORM MANAGE-AMSTER, V41, P697 SUBRAMANI M, 2001, INFORM SYST RES, V12, P135 TEO TSH, 2003, EUR J INFORM SYST, V12, P78 TORKZADEH G, 2002, INFORM SYST RES, V13, P187 WILLCOCKS LP, 2001, MIT SLOAN MANAGE REV, V42, P50 NR 28 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2006 VL 26 IS 7 BP 865 EP 872 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 053AP UT ISI:000238276100013 ER PT J AU Hobo, MS Watanabe, CH Chen, CJ TI Double spiral trajectory between retail, manufacturing and customers leads a way to service oriented manufacturing SO TECHNOVATION LA English DT Article DE IT; ERP; double spiral trajectory; EEMRs; service oriented manufacturing ID SELF-PROPAGATING FUNCTION; INSTITUTIONAL ELASTICITY; INFORMATION-TECHNOLOGY AB Notwithstanding Japan's ineffective utilization of the potential benefits of the advancement of IT, certain self-propagating interaction between ERP (enterprise resources planning) firms and their customers has been observed. Advanced utilization of ERP enables firms to construct a virtuous cycle between the affluence in the commodities in sales, productivity and profits leading to an active involvement of the consumers, thereby constructing a double spiral trajectory between ERP customers and their customers (consumers). These noteworthy trends can be observed in certain EEMRs (electric and electronic mega retail firms) which incorporate invaluable advantages as close not only to electric and electronic manufacturing industry but also to consumers. These firms have constructed a virtuous cycle between the affluence in the commodities in sales, productivity and profit which suggests a double spiral trajectory between EEMRs, manufactures and consumers. This double spiral trajectory prompts us a new concept of manufacturing industry as SOM (service oriented manufacturing) corresponding to a ubiquitous society. This paper, based on an empirical analysis taking Japan's leading EEMRs, attempts to demonstrate the foregoing hypothesis. (c) 2005 Elsevier Ltd. All rights reserved. C1 Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, Tokyo 1528552, Japan. RP Watanabe, CH, Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, 2-12-1 W9 49, Tokyo 1528552, Japan. EM chihiro@me.titech.ac.jp CR *OECD, 2001, NEW EC HYP FIN REP O AUSTIN R, 1998, EFFECTIVELY MANAGEME BINSWANGER H, 1978, INDUCED INNOVATION T CHRISTENSEN LR, 1973, REV ECON STAT, V55, P28 DAVENPORT T, 2000, MISSION CRITICAL DEWAN S, 2000, MANAGE SCI, V46, P548 HOBO M, 2003, J SERVICES RES, V3, P57 KOCH C, 2001, J ORGAN CHANGE MANAG, V14, P64 KONDO R, IN PRESS INT J PRODU KONDO R, 2003, TECHNOL SOC, V25, P319 MAYER PS, 1999, TECHNOLOGICAL FORECA, V61, P209 OGAWA S, 1998, INNOVATIONS CONVENIE, P263 OGAWA S, 2002, IND RELAT, V41, P579 RUTTAN VW, 2001, TECHNOLOGY GROWTH DE SAKAKIBARA K, 1999, 11 NISTEP WATANABE C, 2003, P 2 TECHN M 2ASA TIT, P224 WATANABE C, 2003, P 3 TECHN M 2ASA TIT, P306 WATANABE C, 2003, TECHNOVATION, V23, P205 WATANABE C, 2003, TECHNOVATION, V23, P307 WATANABE C, 2004, TECHNOL FORECAST SOC, V71, P723 WATANABE C, 2004, TECHNOVATION, V24, P109 WATANABE C, 2004, TECHNOVATION, V24, P467 YUCEAN E, 1999, ERP INSEDAD NR 23 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2006 VL 26 IS 7 BP 873 EP 890 PG 18 SC Engineering, Industrial; Operations Research & Management Science GA 053AP UT ISI:000238276100014 ER PT J AU Terziovski, M Morgan, JP TI Management practices and strategies to accelerate the innovation cycle in the biotechnology industry SO TECHNOVATION LA English DT Article DE innovation; management; cycle; biomedical; biotechnology ID PERFORMANCE; KNOWLEDGE AB This paper examines management practices and strategies that are critical to successful commercialisation in the biomedical sector and how these practices and strategies impact upon performance innovation. The paper also details emerging issues and challenges for the biotechnology industry including human resource issues, access to venture capital, the development of basic business capabilities, and efficient and stable supply chain linkages. The research findings are based on data obtained from an action research methodology where 14 representatives of the biomedical sector were active participants. The qualitative data was analysed using a multiple cross-case analysis technique that explores the underpinning determinants of performance innovation in the industry. The research study identifies high-performance work practices and critical success factors to accelerate the 'Innovation Cycle' from idea to market. The paper concludes that managers in the biomedical industry need to acquire new business acumen skills to maintain a competitive advantage in a fiercely competitive global market. Organisations are recognising that knowledge workers with the requisite skills and expertise are critical to improving innovation performance. (C) 2004 Elsevier Ltd. All rights reserved. C1 Univ Melbourne, Dept Management, Ctr Global Innovat Management, EACC, Parkville, Vic 3010, Australia. RP Terziovski, M, Univ Melbourne, Dept Management, Ctr Global Innovat Management, EACC, Level 4,Babel Bldg, Parkville, Vic 3010, Australia. EM milet@unimelb.edu.au CR *BHRC, 2000, P STRAT HR ROUND OTT, P6 ALLEE V, 2000, J INTELLECTUAL CAPIT, V1, P17 BAPTISTA R, 1998, RES POLICY, V27, P525 BARTEZZAGHI E, 1997, INT J TECHNOLOGY MAN, V14 BOER H, 1999, MANAGEMENT CAN FOSTE BOVET D, 2000, HARVARD BUS REV, V78, P28 DELBECQ AL, 1985, ORGAN DYN, V14, P24 DRUCKER PF, 1998, HARVARD BUS REV, V63, P67 EATON S, 2001, HARVARD U FACULTY RE, V10 JOHNSON G, 1997, EXPLORING CORPORATE LAURSEN K, 2003, CAMBRIDGE J ECON, V27, P243 MILES G, 1998, CALIF MANAGE REV, V40, P281 OMTA SWF, 1995, CRITICAL SUCCESS FAC OMTA SWF, 1997, TECHNOVATION, V17, P167 PAVITT K, 1999, TECHNOLOGY MANAGEMEN PFEFFER J, 1998, CALIFORNIA MANAGEMEN, V40, P97 POWELL WW, 1998, CALIF MANAGE REV, V40, P228 PULLEY ML, 2000, LEADERSHIP ACTION, V20, P1 QUINN JB, 2000, SLOAN MANAGE REV, V41, P13 RANDLE K, 1997, PERS REV, V26, P187 SANCHEZ P, 2000, J INTELLECTUAL CAPIT, V1, P312 SOHAL AS, 2003, TECHNOVATION, V23, P349 TAPON F, 1997, OUTSOURCING RES PHAR THEYEL G, 2000, INT J OPER PROD MAN, V20, P249 NR 24 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY-JUN PY 2006 VL 26 IS 5-6 BP 545 EP 552 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 040UE UT ISI:000237405200001 ER PT J AU Pitt, L van der Merwe, R Berthon, P Salehi-Sangari, E Barnes, BR TI Swedish BioTech SMEs: The veiled values in online networks SO TECHNOVATION LA English DT Article DE entrepreneurship; social networks; structural holes; opportunities AB For many years, sociologists have conceptualized and debated the value of 'social capital', the resources embedded in an actor's social network. The notions of network organizations and strategic alliances have become important forms of entrepreneurial venture, yet often the value in these networks is veiled by network complexity. These associations of individuals and organizations are typically undocumented, difficult to identify by third parties, and even pass unrecognized by their constituent members. They consist of informal Internet networks that are extremely valuable because of the strategic social capital embedded in them. Drawing on social network theory, this paper outlines a methodology for viewing and valuing informal Internet networks, using small-to-medium sized enterprises in the Swedish biotechnology arena as a backdrop. It demonstrates that networks can be constructed from the links between the web sites of actor firms, and that it is possible to use social network theory to identify the most prominent actors. Then, using structural hole analysis, the entrepreneurial opportunities surrounding these actors can be unveiled. (C) 2005 Elsevier Ltd. All rights reserved. C1 Univ Leeds, Sch Business, Leeds LS2 9JT, W Yorkshire, England. Simon Fraser Univ, Burnaby, BC V5A 1S6, Canada. eBay, User Experience Res, San Jose, CA USA. Bentley Coll, Dept Mkt, Waltham, MA USA. Lulea Univ Technol, Div Ind Mkt & E Commerce, S-95187 Lulea, Sweden. RP Barnes, BR, Univ Leeds, Sch Business, Maurice Keyworth Bldg, Leeds LS2 9JT, W Yorkshire, England. EM brb@lubs.leeds.ac.uk CR BURT RS, 1992, STRUCTURAL HOLES SOC COLEMAN JS, 1990, FDN SOCIAL THEORY GRANOVETTER MS, 1973, AM J SOCIOL, V78, P1360 ROGERS EM, 1995, DIFFUSION INNOVATION SCOTT J, 1991, SOCIAL NETWORK ANAL SIMMEL G, 1923, SOCIOLOGY G SIMMEL VALENTE TW, 1995, NETWORK MODELS DIFFU WASSERMAN S, 1994, SOCIAL NETWORK ANAL WATSON RT, 2004, CALIFORNIA MANAGEMEN, V47 WATTS DJ, 2003, 6 DEGREES SCI CONNEC NR 10 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY-JUN PY 2006 VL 26 IS 5-6 BP 553 EP 560 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 040UE UT ISI:000237405200002 ER PT J AU Bernstein, B Singh, PJ TI An integrated innovation process model based on practices of Australian biotechnology firms SO TECHNOVATION LA English DT Article DE innovation process model; biotechnology; organizational constructs; technology push; market pull ID ORGANIZATIONAL INNOVATION; DETERMINANTS; TECHNOLOGY; CHAMPIONS AB An integrated approach to managing the innovation process is attractive for organizations for many reasons. However, there is a relative paucity of models that describe this approach. In this paper, an attempt is made to produce one such model. Based on a multiple case study design involving nine biotechnology companies and one peak industry body from Australia, a conceptual model is proposed that has the linear stage process model as the backbone. The twin mechanisms of market pull and technology push are incorporated within the model, with a set of key organizational constructs (management, communication, structure and control) embedded within these mechanisms. Overall, the results of this study improve our understanding of the innovation process by building a more comprehensive and integrated conceptual model. (C) 2004 Elsevier Ltd. All rights reserved. C1 Queensland Univ Technol, Sch Management, Brisbane, Qld 4001, Australia. Univ Melbourne, Dept Management, Melbourne, Vic 3010, Australia. RP Bernstein, B, Queensland Univ Technol, Sch Management, Brisbane, Qld 4001, Australia. EM b.bemstein@qut.edu.au pjsingh@unimelb.edu.au CR BALES RF, 1951, J ABNORMAL SOCIAL PS, V46, P485 COOPER JR, 1998, MANAGE DECIS, V36, P493 COOPER RB, 1990, MANAGE SCI, V36, P123 CORIAT B, 2002, RES POLICY, V31, P273 DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 EDWARDS T, 2000, TECHNOL ANAL STRATEG, V12, P445 ETTLIE JE, 2000, MANAGING TECHNOLOGIC FLAMHOLTZ E, 1979, CALIFORNIA MANAG WIN, P50 FRAMBACH RT, 1993, EUR J MARKETING, V27, P22 GLASER B, 1967, DISCOVERY GROUNDED T GOULDING C, 2002, GROUNDED THEORY PRAC HAGE JT, 1999, ANNU REV SOCIOL, V25, P597 HARGADON A, 2000, HARVARD BUSINESS MAY, P157 HARRISSON D, 2002, J MANAGE STUD, V39, P497 HERMINIA I, 1993, ACAD MANAGE J, V36, P471 HOWELL JM, 1990, ADMIN SCI QUART, V35, P317 JOHNSON JD, 2001, GROUP ORGAN MANAGE, V26, P24 KANTER RM, 2001, COMMUN RES, V15, P509 KODAMA M, 2001, MANAGE DECIS, V39, P338 LEIFER R, 2001, ACAD MANAGE EXEC, V15, P102 LIPPITT R, 1958, DYNAMICS PLANNED CHA MARCH J, 1958, ORGANIZATIONS MEYER M, 2001, RES TECHNOLOGY M JAN, P25 MINTZBERG H, 1979, STRUCTURING ORG SYNT NAMBISAN S, 2002, MANAGE SCI, V48, P382 NONAKA Y, 1991, HARVARD BUSINESS NOV, P96 OCONNOR GC, 2001, CALIF MANAGE REV, V43, P95 PETTIGREW AM, 1985, AWAKENING GIANT CONT READ A, 2000, J MANAGEMENT PRACTIC, V3, P95 ROGERS E, 1983, DIFFUSION INNOVATION ROGERS EM, 1962, DIFFUSION INNOVATION ROTHWELL R, 1985, REINDUSTRIALIZATION ROTHWELL R, 1994, INT MARKET REV, V11, P7 SCHON DA, 1963, HARVARD BUS REV, V41, P77 SCHROEDER R, 1986, AGRIBUSINESS, V2, P501 SCHUMPETER J, 1934, THEORY EC DEV SCOTT SG, 1994, ACAD MANAGE J, V37, P580 SIMMONS R, 1994, STRATEGIC MANAGEMENT, V15, P169 SWAN J, 1999, J KNOWLEDGE MANAGEME, V3, P262 TANG HK, 1998, TECHNOVATION, V18, P297 TIDD J, 2002, MANAGING INNOVATION VANDEVEN A, 1988, COMMUN RES, V15, P632 WOLFE RA, 1994, J MANAGE STUD, V31, P405 YIN R, 2003, CASE STUDY RES DESIG ZALTMAN G, 1973, INNOVATIONS ORG ZIRGER BJ, 1990, MANAGE SCI, V36, P867 NR 46 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY-JUN PY 2006 VL 26 IS 5-6 BP 561 EP 572 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 040UE UT ISI:000237405200003 ER PT J AU Amir-Aslani, A Negassi, S TI Is technology integration the solution to biotechnology's low research and development productivity? SO TECHNOVATION LA English DT Article DE biotechnology; technology integration; R&D productivity; mergers and acquisitions; strategic alliances; values chain ID DRUG DISCOVERY; GENOMIC TECHNOLOGIES; COST AB The demand for innovative and cost-effective products has had considerable impact on the Research and Development (R&D) portfolio of pharmaceutical companies. With the advent of the new enabling technologies, the biotechnology revolution has created a need for a new and more appropriate paradigm for drug development. The progress in the biological understanding of disease processes and related technological developments have been a major step forward for drug discovery. However, the great majority of the biotechnology companies are confronted with the same issues as major pharmaceutical companies in terms of R&D productivity. This article intends to unfold the challenges faced by biotechnology companies involved in drug discovery by managing the complexity, uncertainty and urgency of technology integration through organic, acquisition and partnering strategies have become priorities for biotechnology companies in helping them achieving more efficiency in their pharmaceutical R&D efforts. Such strategies help biotechnology companies apply their technologies across a broad range of applications within the drug discovery value chain to maximize opportunities for product development. Competitive advantage in the marketplace ultimately derives from providing better speed, cost, quality and direction. (C) 2005 Elsevier Ltd. All rights reserved. C1 Univ Paris 01, Lab Strategie Ind, F-75231 Paris 05, France. RP Negassi, S, Univ Paris 01, Lab Strategie Ind, 17 Rue Sorbonne, F-75231 Paris 05, France. EM syoum.negassi@univ-paris1.fr CR 2000, BIOCENTURY 1120 *PHRMA, 2002, SURV NEW MED DEV BABA Y, 2001, EUR J PHARM SCI, V13, P3 BAIN W, 2004, DRUG DISCOV WORL FAL, P9 BEATTIE J, 2003, DRUG DISCOV TODAY, V8, P909 BERG C, 2002, NAT REV DRUG DISCOV, V1, P845 BROWN D, 2003, DRUG DISCOV TODAY, V8, P1067 BUMOL TF, 2001, JAMA-J AM MED ASSOC, V285, P551 BUNIN BA, 2003, DRUG DISCOV TODAY, V8, P823 DICKSON M, 2004, NAT REV DRUG DISCOV, V3, P417 DOZ YL, 2003, ALLIANCE ADV DREWS J, 2000, DRUG DISCOV TODAY, V5, P547 DREWS J, 2003, DRUG DISCOV TODAY, V8, P411 DUELLI J, 2001, TRENDS BIOTECHNOLOGY DUSSAGE P, 1999, COOPERATIVE STRATEGY EDWARDS MG, 2003, NAT BIOTECHNOL, V21, P618 HENSLEY S, 2004, WALL STREET J, V23, A1 HODGSON J, 2002, NAT BIOTECHNOL, V20, P1199 HOPKINS AL, 2002, NAT REV DRUG DISCOV, V1, P727 HORROBIN DE, 2001, NAT BIOTECHNOL, V19, P1099 INGRAM RA, 2003, ONCOLOGIST, V8, P2 JAFFE S, 2002, SCIENTIST, V8, P57 KELLER TH, 2001, CURR OPIN CHEM BIOL, V5, P349 METHIEU MP, 2001, PARAXELS PHARM R D S MILLER LE, 2002, AM MUSIC, V20, P1 NOBLE D, 2003, TRENDS BIOTECHNOL, V21, P333 PFEFFER J, 1978, EXTERNAL CONTROL ORG SHILLINGFORD CA, 2001, DRUG DISCOV TODAY, V6, P941 TOLLMAN P, 2001, REVOLUTION R D WALSH G, 2003, EUR J PHARM BIOPHARM, V55, P3 WALSH G, 2003, NAT BIOTECHNOL, V21, P865 WOOLHANDLER S, 2003, NEW ENGL J MED, V349, P768 NR 32 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY-JUN PY 2006 VL 26 IS 5-6 BP 573 EP 582 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 040UE UT ISI:000237405200004 ER PT J AU Corso, M Martini, A Pellegrini, L Massa, S Testa, S TI Managing dispersed workers: the new challenge in Knowledge Management SO TECHNOVATION LA English DT Article DE Knowledge Management; dispersed worker; worker activity; worker satisfaction; case study ID COLLABORATION; INNOVATION AB Knowledge Management (KM) has become a central theme in today's business environment and a commonly cited source of competitive advantage. In today's global economy, many economic activities in and among firms are based on the contribution of workers that are geographically dispersed and have loose contractual links with the company. Building on evidence from three case studies, this paper explores the relations between dispersed worker activities, KM tools and worker satisfaction. (C) 2005 Elsevier Ltd. All rights reserved. C1 Univ Genoa, Dept Commun Comp & Syst Sci, I-16145 Genoa, Italy. Politecn Milan, Dept Management Econ & Ind Engn, I-20133 Milan, Italy. Univ Pisa, Fac Engn, I-56126 Pisa, Italy. RP Testa, S, Univ Genoa, Dept Commun Comp & Syst Sci, Vle Causa 13, I-16145 Genoa, Italy. EM inariano.corso@polimi.it antonella.martini@dsea.unipi.it luisa.pellegrini@dsea.unipi.it silvia.massa@unige.it stefania.testa@unige.it CR BECKER MC, 2001, J MANAGE STUD, V38, P1037 CHANG RD, 2003, INFORM MANAGE-AMSTER, V40, P691 CHOE JM, 1996, J MANAGEMENT INFORMA, V12, P215 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COLLINS H, 1998, SHAPE ACTIONS WHAT H CORSO M, 2004, BUSINESS TECHNOLOGY, P36 CORSO M, 2004, P 4 EURAM ANN C GOV CRAMTON CD, 1997, ACAD MANAGEMENT BEST, P298 CRAMTON CD, 2001, ORGAN SCI, V12, P346 CRAMTON CD, 2002, ORGAN DYN, V30, P356 DAVENPORT T, 1998, WORKING KNOWLEDGE OR DUARTE DL, 1999, MASTERING VIRTUAL TE FURST S, 1999, INFORM SYST J, V9, P249 GUPTA AK, 2000, SLOAN MANAGE REV, V42, P71 HAANES K, 1997, UNIT ACTIVITY ALTERN KANTER RM, 1977, MEN WOMEN CORPORATIO LEONARDBARTON D, 1990, ORGAN SCI, V1, P248 LIPNACK J, 1997, VIRTUAL TEAMS WORKIN MASKELL P, 2001, INT J INNOVATION MAN, V5, P213 MINKLER AP, 1993, KYKLOS, V46, P569 NAHAPIET J, 1998, ACAD MANAGE REV, V23, P242 NONAKA I, 1990, CALIF MANAGE REV, V32, P27 NONAKA I, 1995, KNOWLEDGE CREATING C PEREZ MP, 2002, TECHNOVATION, V22, P775 PERROW C, 1967, AM SOCIOL REV, V32, P194 PERROW C, 1970, POWER ORG, P59 PETRASH G, 1996, EUROPEAN MANAGEMENT, V14, P365 ROOS J, 1997, INTELLECTUAL CAPITAL SCHIUMA G, 2001, PERFORMANCE MEASUREM SVEIBY K, 1997, NEW ORG WEALTH MANAG TSOUKAS H, 1996, STRATEGIC MANAGE J, V17, P11 WIIG KM, 1997, LONG RANGE PLANN, V30, P399 WITHEY M, 1983, ACAD MANAGE J, V26, P45 NR 33 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY-JUN PY 2006 VL 26 IS 5-6 BP 583 EP 594 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 040UE UT ISI:000237405200005 ER PT J AU Park, Y Kim, S TI Knowledge management system for fourth generation R&D: KNOWVATION SO TECHNOVATION LA English DT Article DE fourth generation R&D; knowledge management; system; KNOWVATION; system design AB Since the advent of the embryonic model almost a century ago. R&D systems have gone through an evolutionary process of development that can be classified into three generations. Today, the fourth generation of R&D is emerging that emphasizes both strategic and operational importance of knowledge management (KM). Despite the importance of KM, the network between conceptual scheme of the fourth generation R&D and practical system of KM remains a missing link. In response, the main objective of this paper is to present a framework for designing, and implementing knowledge management system (KMS) for the fourth generation R&D. The proposed system is named KNOWVATION, which combines the notions of knowledge and innovation. First, the evolutionary classification of the R&D generations and the corresponding characteristics of the respective generations are defined. Second, the organizational structure and knowledge functions of the fourth generation R&D are derived. Finally, the overall design framework and detailed sub-modules are presented. (C) 2004 Elsevier Ltd. All rights reserved. C1 Seoul Natl Univ, Coll Engn, Dept Ind Engn, Seoul 151742, South Korea. RP Park, Y, Seoul Natl Univ, Coll Engn, Dept Ind Engn, San 56-1,Shillim Dong, Seoul 151742, South Korea. EM parkyt@cybernet.snu.ac.kr CR ALLSOPP DJ, 2002, KNOWL-BASED SYST, V15, P275 AMIDON D, 1996, RES TECHNOL MANAGE, V39, P33 BALACHANDRA R, 1989, EARLY WINNING SIGNAL BARTHES JPA, 2002, COMPUT IND, V48, P3 DENNIS RM, 1998, R&D MANAGE, V28, P27 HOLSAPPLE CW, 2002, INFORM MANAGE-AMSTER, V39, P477 JACKSON C, 1999, PROCESS PRODUCT CREA KERSSENSVANDRONGELEN IC, 1996, R&D MANAGE, V26, P213 LIEBOWITZ J, 1998, KNOWLEDGE ORG WHAT E MARQUARDT M, 1996, BUILDING LEARNING OR MILLER WL, 1999, 4 GENERATION R D NIETO M, 2002, TECHNOLOGICAL FORECA, V70, P135 NONAKA I, 1995, KNOWLEDGE CREATING C PARK Y, 2003, P DSI APDSI 2003 SHA PILAR C, 2004, IND MARKET MANAG, V33, P307 PINTO JK, 1990, IEEE T ENG MANAGE, V37, P269 RICARDO FJ, 2001, P 12 ACM C HYP HYP A ROTHWELL R, 1994, HDB IND INNOVATION, P33 ROUSSEL PA, 1991, 3 GENERATION R D RUGGLES RL, 1997, KNOWLEDGE MANAGEMENT TIWANA A, 2000, KNOWLEDGE MANAGEMENT TYNDALE P, 2002, EVAL PROGRAM PLANN, V25, P183 UTTERBACK JM, 1974, SCIENCE, V183, P620 VANDERSPEK R, 1996, KNOWLEDGE MANAGEMENT WENSLEY A, 2000, BPRC C KNOWL MAN CON WIGG KM, 1993, KNOWLEDGE MANAGEMENT ZACK MH, 1999, SLOAN MANAGE REV, V40, P45 NR 27 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY-JUN PY 2006 VL 26 IS 5-6 BP 595 EP 602 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 040UE UT ISI:000237405200006 ER PT J AU Demaid, A Quintas, P TI Knowledge across cultures in the construction industry: sustainability, innovation and design SO TECHNOVATION LA English DT Article DE knowledge managemem; construction industry; sustainability; risk AB In the construction industry both the design and management processes differ significantly from the stylised models usually promoted in the academic and business press. To the complexity that is normal business in construction industry projects add the uncertainty associated with the changing legal and ethical imperatives of sustainable development and the result is a mess. Innovative products, together with the companies that make them, are being built on the back of a rigged market in recycled raw materials and policy changes are spawning unintended consequences. Making sense of those processes that use knowledge about sustainability, at the level of the firm, is particularly daunting because companies behave differently in different international contexts. The problem is further complicated by the collaborative nature of projects; specialization and the need to communicate with and between experts increases both costs and uncertainties. We discuss a fundamental tension between understanding knowledge creation and use, and the drive to capture processes in formal documents and systems. We propose similarities between developments in the field of sustainability and developments in the field of risk, with risk having the advantage of being further down the evolutionary line. Both fields have strong dimensions of formal rules and socio-economic behaviours. Such complexity, we argue, requires a number of perspectives to make sense of how knowledge is used in construction and allied industries. (C) 2005 Elsevier Ltd. All rights reserved. C1 Open Univ, Fac Technol, Dept Design & Innovat, Milton Keynes MK7 6AA, Bucks, England. RP Demaid, A, Open Univ, Fac Technol, Dept Design & Innovat, Walton Hall, Milton Keynes MK7 6AA, Bucks, England. EM a.demaid@open.ac.uk CR BICKERSTAFFE J, 2001, GREENER HOUSEHOLDS P BODURTHA FT, 1976, LOSS PREVENTION, V10 COOK SDN, 1999, ORGAN SCI, V10, P381 DEMAID A, 1999, DESIGN J, V2, P8 DEMAID A, 2002, KNOWL-BASED SYST, V15, P355 DEMAID A, 2004, IEEE INT ENG MAN C I FOLKES CR, 2004, KNOWLEDGE MAPPING MA HANCOCK DJ, 2004, PMI GLOB C PRAG HORN R, 2003, VISUALIZING ARGUMENT LANDES D, 1998, WEALTH POVERTY NATIO LAVE J, 1991, SITUATED LEARNING LE LEITH P, 1986, COMPUTER J, V29 LOASBY BJ, 1999, KNOWLEDGE I EVOLUTIO MCCLINTOCK M, 2000, COMP DESIGN PROCESSE, P2 MERTON RK, 1976, SOCIOLOGICAL AMBIVAL NONAKA I, 1994, ORGAN SCI, V5, P1 NONAKA I, 2000, LONG RANGE PLANN, V33, P4 POLANYI M, 1967, TACIT DIMENSION QUINTAS P, 2002, ALLIANCES NETWORKS P, P135 REYMEN IMM, 2003, INT C ENG DES RITTEL HWJ, 1973, POLICY SCI, V4, P155 SELVIN AM, 2002, PROCESS MANAGEMENT, V9, P119 SIMON HA, 1962, P AM PHILOS SOC, V106, P467 SIMON HA, 1973, ARTIF INTELL, V4, P181 TSOUKAS H, 2003, BLACKWELL HDB ORG, P410 VIDAL J, 2004, UKS NEW RUBBISH DUMP WEISS CH, 1980, SOCIAL SCI RES DECIS NR 27 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY-JUN PY 2006 VL 26 IS 5-6 BP 603 EP 610 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 040UE UT ISI:000237405200007 ER PT J AU Wallin, MW Dahlstrand, AL TI Sponsored spin-offs, industrial growth and change SO TECHNOVATION LA English DT Article DE spin-off; sponsored spin-offs; growth; renewal; IPO; Sweden ID SMALL FIRMS; TECHNOLOGY; INNOVATION; DIVERSIFICATION; BASE AB This paper focuses on the role of sponsored spin-offs for industrial growth and dynamics. A sponsored spin-off is a firm born out of the venturing activities and the active involvement of an established organization; in this paper the latter in the form of retained partial ownership in the new firm. Sponsored spin-offs are one mechanism whereby the respective potential advantages of large and new firms may be exploited. Little is known about the nature and magnitude of contributions by existing firms to the creation of new technology-based firms and the effects these new firms have on innovation, change and renewal. In this paper, an empirical sample of 101 Swedish IPO firms is used in the analysis of three research questions. (1) Are sponsored spin-off's an important mechanism for the creation of new technology-based firms? (2) Are sponsored spin-off firms important for industrial growth? (3) Are sponsored spin-offs influencing industrial renewal and change? The results add to the understanding of how, and to what degree the venturing activities of existing firms contribute to the creation of new firms, as well as how and to what extent these spin-offs differ from other new firms in terms of their impact on industrial growth and change. (C) 2005 Elsevier Ltd. All rights reserved. C1 Chalmers Univ Technol, Dept Ind Dynam, SE-41296 Gothenburg, Sweden. RP Wallin, MW, Chalmers Univ Technol, Dept Ind Dynam, SE-41296 Gothenburg, Sweden. EM martin.wallin@mot.chalmers.se CR 2001, OECD SCI TECHNOLOGY *STAT SWED, 2003, FOR ANST FDB EFT NA *STAT SWED, 2003, FORSK UTV SVER 2001 *SVER STORST FOR, 1992, EK LIT AOKI M, 1988, INFORM INCENTIVES BA AOKI M, 1990, J EC LIT MAR, P1 BIGGADIKE R, 1979, HARVARD BUS REV, V57, P103 BURGELMAN RA, 1983, ADMIN SCI QUART, V28, P223 CAPELLO R, 1998, REGIONAL REPORTS TSE COOPER A, 1970, IEEE T ENG MANAGE, V18, P2 COOPER A, 1971, IND RES, P74 COYNE J, 1986, DIVESTMENT STRATEGIC DAHLSTRAND AL, 1997, EUROP PLANN STUDIES, V5, P661 DAHLSTRAND AL, 1997, RES POLICY, V26, P331 DAHLSTRAND AL, 2000, 2000 BABS C BOST US DORFMAN NS, 1983, RES POLICY, V12, P299 DUHAIME IM, 1984, STRATEGIC MANAGE J, V5, P301 FOSS NJ, 1998, 981 COP BUS SCH DEP FREEMAN C, 1993, C TECHN INN POL EMPL GARNSEY E, 1998, IND CORP CHANGE, V7, P523 GOTO A, 1981, J IND ECON, V29, P271 GRANSTRAND O, 1990, J ECON BEHAV ORGAN, V13, P367 ITO K, 1994, STRATEGIC MANAGE J, V15, P35 ITO K, 1995, STRATEGIC MANAGE J, V16, P431 JAIN PC, 1985, J FINANC, V40, P209 KEEBLE D, 1997, INNOVATION NATL POLI KEEBLE D, 1997, REG STUD, V31, P281 KLOFSTEN M, 1996, TECHNOVATION, V16, P187 KUDLA RJ, 1981, SLOAN MANAGE REV, V22, P41 KUDLA RJ, 1988, Q REV ECON BUS, V28, P20 LINDHOLM A, 1994, THESIS CHALMERS U TE MCNALLY K, 1996, CORPORATE VENTURE CA MONCADA P, 1999, DROFT WORKING PAPER MORRIS MH, 1999, B KAUFM C S CAR MAY OAKEY R, 1995, HIGH TECHNOLOGY NEW OLOFSSON C, 1993, TEKNIKBASERADE FORET PARHANKANGAS A, 1999, THESIS HELSINKI U TE PARHANKANGAS A, 2003, RES POLICY, V32, P463 PENROSE ET, 1959, THEORY GROWTH FIRM RICHARDSON GB, 1972, ECON J, V82, P883 RIZZI JV, 1987, J BUS STRAT, V8, P38 ROBERTS E, 1968, SCI J DEC, P78 ROBERTS EB, 1991, ENTREPRENEURS HIGH T ROBERTS EB, 1991, RES POLICY, V20, P283 SAXENIAN A, 1994, REGIONAL ADV CULTURE SCHULMAN JM, 1999, BABS ENTR RES C MAY SEIFERT B, 1989, J ECON BUS, V41, P1 STERNBERG R, 1996, SMALL BUS ECON, V8, P75 STORPER M, 1993, REG STUD, V27, P433 STORPER M, 1995, EUROPEAN URBAN REGIO, V2, P191 UTTERBACK JM, 1974, SCIENCE, V183, P620 WOO C, 1989, J BUSINESS STRAT MAR, P29 WOO CY, 1992, STRATEGIC MANAGE J, V13, P433 YOSHIHARA H, 1981, NIHON KIGYONO TAKAKU NR 54 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY-JUN PY 2006 VL 26 IS 5-6 BP 611 EP 620 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 040UE UT ISI:000237405200008 ER PT J AU Fernandes, KJ Raja, V Whalleyc, A TI Lessons from implementing the balanced scorecard in a small and medium size manufacturing organization SO TECHNOVATION LA English DT Article DE balanced scorecards; small and medium enterprises ID PERFORMANCE; INDUSTRY AB The UK manufacturing sector is facing massive challenges to survive in today's global and volatile marketplace. In an attempt to overcome these challenges, companies are adopting newer management systems to clarify their vision and strategy and translate them into action. The balanced scorecard (BSC) is one such approach which is gaining significant interest, especially within the small and medium size enterprises (SME). In this paper, a case study with a SME demonstrates how BSC can be implemented successfully using a systematic and structured methodology. This paper lists the experimental results of the proposed deployment method and highlights the experiences, successes and lessons leant during the implementation process. In conclusion, this research exercise confirms the validity and usefulness of the proposed methodology and offers managerial insights and guidelines for similar implementations. (C) 2005 Elsevier Ltd. All rights reserved. C1 Univ York, Dept Management Studies, York YO10 5DD, N Yorkshire, England. Univ Warwick, Warwick Mfg Grp, Coventry CV4 7AL, W Midlands, England. Biddle Air Syst Ltd, Nuneaton CV11 5AU, England. RP Fernandes, KJ, Univ York, Dept Management Studies, York YO10 5DD, N Yorkshire, England. EM kf501@york.ac.uk vinesh.raja@warwick.ac.uk andrew.whalley@biddle-air.co.uk CR *BIDDL AIR SYST, 2004, FIN REP SUBM KNOWL T BANKER RD, 2004, EUR J OPER RES, V154, P423 BRAAM GJM, 2004, LONG RANGE PLANN, V37, P335 DULL R, 2004, INT J ACCOUNTING INF, V5, P109 FERNANDES K, 2001, BUSINESS PROCESS MAN, V7, P24 JAKELSKI D, 1997, TECHNOL FORECAST SOC, V55, P165 KAPLAN RS, 1996, BALANCED SCORECARD T KAPLAN RS, 2001, STRATEGY FOCUSED ORG MALMI T, 2001, MANAGE ACCOUNTING, V12, P207 PAPALEXANDRIS A, 2004, LONG RANGE PLANN, V37, P292 PRAJOGO BI, 2004, TECHNOVATION, V24, P443 RIGBY D, 2001, CALIF MANAGE REV, V43, P139 SILK S, 1998, MANAGE ACCOUNTING, V79, P38 YACOUT S, 1998, COMPUT IND ENG, V35, P245 YANG YY, 2004, J MATER PROCESS TECH, V152, P304 NR 15 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY-JUN PY 2006 VL 26 IS 5-6 BP 623 EP 634 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 040UE UT ISI:000237405200009 ER PT J AU Wang, TY Chien, SC TI Forecasting innovation performance via neural networks - a case of Taiwanese manufacturing industry SO TECHNOVATION LA English DT Article DE innovation performance; neural networks; forecasting ID TECHNOLOGICAL INNOVATION; BUSINESS; STRATEGY; VIEW AB In the 'knowledge economies' era, most managers have discovered that technology can be considered as the key asset in sustaining the competitive advantage of their corporations. Many researchers have tried to discuss the relationships between technological performance and other influential factors, such as strategic management, information resources, etc. But they do not mention the issues concerning how each dimension influences innovation performance and how to forecast innovation performance based on these dimensions. This study presents a forecasting model that predicts innovation performance using technical informational resources and clear innovation objectives. Specifically, we propose a neural network approach, which utilizes the Back-Propagation Network (BPN) to solve this problem. Also we examine the results and compare them to those attained using the statistical regression method. The result shows that the BPN method outperforms the statistical regression method as far as forecasting performance concerned. With this method, a decision maker can predict innovation performance and adjust allocated resources to match his/her company's innovation objectives. (C) 2005 Elsevier Ltd. All rights reserved. C1 Natl Cheng Kung Univ, Dept Ind & Informat Management, Tainan 70101, Taiwan. RP Wang, TY, Natl Cheng Kung Univ, Dept Ind & Informat Management, Tainan 70101, Taiwan. EM tywang@rnail.ncku.edu.tw CR *OECD, 1992, OECD PROP GUID COLL *WARD SYST GROUP, 1998, NEUROSHELL, V2 ANSOFF HI, 1967, HARVARD BUS REV, V45, P71 CHAFFEE EE, 1985, ACAD MANAGE REV, V10, P89 CHOI D, 2001, EUROPEAN MANAGEMENT, V19, P424 FREEMAN C, 1974, EC INNOVATION GOPALAKRISHNAN S, 2000, J HIGH TECHNOLOGY MA, V11, P137 HAGAN MT, 1996, NEURAL NETWORK DESIG HALL LA, 2002, TECHNOVATION, V22, P231 HAMEL G, 1989, HARVARD BUSINESS MAY, P64 HERTZ J, 1991, INTRO THEORY NEURAL IRWIN JG, 1998, J ENG TECHNOL MANAGE, V15, P25 KWAKU AG, 1996, J BUS RES, V35, P93 MANU FA, 1996, J BUS RES, V35, P79 MEEUS MTH, 2000, RES POLICY, V29, P41 MILES RE, 1987, ORG STRATEGY STRUCTU PADMORE T, 1998, RES POLICY, V26, P605 PAKATH R, 1995, DECISION SCI, V26, P749 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 QUADROS R, 2001, TECHNOL FORECAST SOC, V67, P203 RUMELHART DE, 1986, PARALLEL DISTRIBUTED SOUITARIS V, 2001, TECHNOVATION, V21, P25 SUBRAMANIAN A, 1996, INT J MANAGEMENT SCI, V24, P631 UZUN A, 2001, TECHNOVATION, V21, P189 ZURADA JM, 1992, INTRO ARTIFICIAL NEU NR 25 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY-JUN PY 2006 VL 26 IS 5-6 BP 635 EP 643 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 040UE UT ISI:000237405200010 ER PT J AU Kalafsky, RV MacPherson, AD TI The post-1990 rebirth of the US machine tool industry: a temporary recovery? SO TECHNOVATION LA English DT Article DE machine tools; innovation; manufacturing; exports AB After several decades of decline, the US machine tool (NIT) industry entered a modest period of recovery in the mid-1990s. With the slowdown of the global economy in the early 2000s, however, this recovery has stalled. By now, there are clear signs that rates of firm exit are increasing. This paper compares the results of a survey of MT producers (conducted in 2000) with more recent industry data (2004). Four years after the optimistic findings of the 2000 survey were reported, we find that many of the small-to-medium sized producers have either ceased operations or have downscaled substantially. While virtually every US manufacturer of MT products has been negatively affected by the global economic downswing, adverse business conditions have had a disproportionately severe impact upon firms that cater primarily to local markets. MT manufacturers located within the nation's traditional industrial heartland have been the hardest hit, notably as a result of rising import competition. In contrast to locally-oriented producers, our findings suggest that a small number of innovative MT companies have been faring quite well as a result of continued export development. The paper concludes with a brief discussion of several futures for the domestic MT sector. (C) 2005 Elsevier Ltd. All rights reserved. C1 Univ N Carolina, Dept Geog & Earth Sci, Charlotte, NC 28223 USA. SUNY Buffalo, Canada US Trade Ctr, Dept Geog, Buffalo, NY 14261 USA. RP Kalafsky, RV, Univ N Carolina, Dept Geog & Earth Sci, Charlotte, NC 28223 USA. EM rvkalafs@email.uncc.edu CR *AMT, 2002, EC HDB MACH TOOL IND *US DEP COMM, 2000, US IND TRAD OUTL ARONSON RB, 2003, MANUF ENG, V130, P99 BALAKRISHNAN S, 1997, ADV COMPETITIVENESS, V5, P125 DERTOUZOS M, 1989, MADE AM REGAINING PR FINEGOLD D, 1994, DECLINE US MACHINE T GARDNER, 2003, WORLD MACHINE TOOL O KALAFSKY RV, 2001, TECHNOVATION, V21, P709 KALAFSKY RV, 2002, SMALL BUS ECON, V19, P355 NAPPI RJ, 2002, MANUF ENG, V129, P176 NIVIN SR, 2000, REGIONAL INNOVATION PINNEY RW, 2003, MANUF ENG, V130, P192 ROBINSON EA, 1996, FORTUNE, C72 TSUJI M, 2000, P IEEE INT C MAN INN, P174 NR 14 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY-JUN PY 2006 VL 26 IS 5-6 BP 665 EP 671 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 040UE UT ISI:000237405200012 ER PT J AU Hoecht, A Trott, P TI Innovation risks of strategic outsourcing SO TECHNOVATION LA English DT Article DE strategic outsourcing; information leakage trust; control; innovation ID TRUST; ORGANIZATION AB Outsourcing was originally confined to peripheral business functions and mainly motivated by a cost saving logic, but has now developed into a routine strategic management move that affects not only peripheral functions but the heart of the competitive core of organisations. At the same time there is a move from traditional outsourcing with one or a small number of key partners and long-term contracts to strategic outsourcing with multiple partners and short-term contracts. This paper investigates the innovation-related risks that can arise from strategic outsourcing and adopts a trust, collaboration and network perspective for this analysis. It uses the example of Information technology/Information Systems (ITAS) outsourcing to highlight the increased risks that arise from a move from traditional to strategic outsourcing and discusses some measures that managers can take to attempt to control these risks. The nature of the risk is closely related to the risk of information leakage that arises from collaborative research and technology development between organisations in technology-intensive sectors that has been analysed by Hoecht and Trott [Hoecht, A., Trott, P., 1999. Trust, risk and control in the management of collaborative technology development. International Journal of Innovation Management 3(l), 257-270]. (C) 2005 Elsevier Ltd. All rights reserved. C1 Univ Portsmouth, Sch Business, Portsmouth PO1 3DE, Hants, England. RP Hoecht, A, Univ Portsmouth, Sch Business, Portland St, Portsmouth PO1 3DE, Hants, England. EM andr.hoecht@port.ac.uk CR 2004, FINANCIAL TIMES 1129 ALEXANDER M, 1996, LONG RANGE PLANN, V29, P728 ANSOFF HI, 1965, HARVARD BUS REV, V43, P162 BARTHELEMY J, 2000, EUROPEAN MANAGEMENT, V19, P195 BARTHELEMY J, 2001, MIT SLOAN MANAGE REV, V42, P60 BERG T, 2001, FUTURE OUTSOURCING BOWER DJ, 1997, INT J INNOVATION MAN, V1, P387 BRANDES H, 1997, EUROPEAN J PURCHASIN, V3, P63 CARTER C, 1959, J IND ECON, P87 CASTELLS M, 1996, INFORM AGE EC SOC CU, V1 CHESBOROUGH H, 2003, OPEN INNOVATION NEW COHEN WM, 1989, ECON J, V99, P569 COLEMAN J, 1990, FDN SOCIAL THEORY COOPER R, 1999, J PRODUCT INNOVATION, V16 CURRAN WJ, 1998, SEMIN RADIAT ONCO S1, V8, P2 DAROLD, 2001, BUYING COMMODITY ACC DAVID P, 1995, SCI TECHNOLOGY IND R, V16, P13 DEAKIN S, 1994, J LAW SOC, V21, P329 DEKKER HC, 2001, 0112 ARCARM VRIJ U DEWOOT P, 1990, HIGH TECHNOLOGY EURO DOIG SJ, 2001, MCKINSEY Q, V4, P24 EARL M, 1996, SLOAN MANAGEMENT SPR, P26 FREEMAN C, 1982, EC IND INNOVATION GEROSKI P, 1993, HDB EC INNOVATION TE HAMEL G, 1991, STRATEGIC MANAGEMENT, V12 HOECHT A, 1999, INT J INNOVATION MAN, V3, P257 HUMPHREY J, 1996, 355 IDS U SUSS ISENSON R, 1968, TECHNOLOGY RETROSPEC JENNINGS D, 1997, J STRATEGIC CHANGE, V6, P85 KAKABADSE A, 2002, EUROPEAN MANAGEMENT, V20, P189 KANTER RM, 1988, RES ORGAN BEHAV, V10, P169 LACITY M, 1993, INFORMATION SYSTEMS LACITY MC, 1998, MIS QUART, V22, P363 LANE C, 1998, TRUST ORG CONCEPTUAL LANGRISH J, 1972, WEALTH KNOWLEDGE LEIFER R, 2000, RADICAL INNOVATION LIEBESKIND JL, 1998, TRUST ORG, P118 LUHMANN NB, 1979, TRUST POWER LUNDVALL BA, 1988, TECHNICAL CHANGE EC LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT, P1 MADIQUE MA, 1988, READINGS MANAGEMENT, P565 MAJOR E, 2003, INT HDB INNOVATION MARCH JG, 1991, ORGAN SCI, V2, P71 MCIVOR R, 2000, BUSINESS STRATEGY RE, V11, P41 NELSON RR, 1993, NATL SYSTEMS INNOVAT NONAKA I, 1991, HARVARD BUS REV, V69, P96 NONAKA I, 1995, KNOWLEDGE CREATING C PATEL P, 1994, RES POLICY, V23, P533 PAVITT K, 1984, RES POLICY, V13, P343 POLYANI M, 1966, TACIT DIMENSION PORTER M, 1980, COMPETITIVE STRATEGY PORTER M, 1985, COMPETITIVE ADV PORTER M, 1990, COMPETITIVE ADV NATI POWELL WW, 1990, RES ORGAN BEHAV, V12, P295 POWELL WW, 1996, ADMIN SCI QUART, V41, P116 QUELIN B, 2003, EUROPEAN MANAGEMENT, V21, P647 QUINN JB, 1991, STRATEGY PROCESS CON, P746 QUINN JB, 1994, SLOAN MANAGEMENT SUM, P43 QUINN JB, 1999, SLOAN MANAGEMENT SUM, P9 REVE T, 1990, FIRM NEXUS TREATIES ROTHWELL R, 1974, RES POLICY, V3, P258 ROTHWELL R, 1992, R&D MANAGE, V22, P221 SHAPIRO SP, 1987, AM J SOCIOL, V93, P623 SITKIN S, 1996, TRUST ORG FRONTIERS SITKIN SB, 1993, ORGAN SCI, V4, P367 SOUDER WE, 1987, MANAGING NEW PRODUCT STONEMAN P, 1983, EC ANAL TECHNOLOGICA TIDD J, 2000, KNOWLEDGE MANAGEMENT TROTT P, 2004, IR AC MAN C TRIN COL TROTT P, 2005, MANAGING INNOVATION TWISS B, 1992, MANAGING TECHNOLOGIC UTTERBACK J, 1994, MASTERING DYNAMICS I VANDERMEERKOOISTRA J, 2000, ACCOUNT ORG SOC, V25, P51 VANDYSHEV AB, 1989, RASPLAVY, P103 WHEELWRIGHT S, 1992, REVOLUTIONISING PROD WILLCOCKS LP, 1999, INFORM SYST J, V9, P163 WOLFE RA, 1994, J MANAGE STUD, V31, P405 WOOLBRIGHT DE, 1998, J COMB DES, V6, P1 WOOLFE R, 2001, SOURCING REMEDY STRA ZUCKER LG, 1986, RES ORGAN BEHAV, V8, P53 ZUCKER LG, 1996, TRUST ORG FRONTIERS, P90 NR 81 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY-JUN PY 2006 VL 26 IS 5-6 BP 672 EP 681 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 040UE UT ISI:000237405200013 ER PT J AU Eng, TY TI Mobile supply chain management: Challenges for implementation SO TECHNOVATION LA English DT Article DE mobile SCM; wireless technology; implementation; coordination; integration AB Mobile supply chain management (mSCM) is fast gaining recognition as a major source of cost reduction and supply chain performance. However, there is little published academic literature on the application and implementation of mobile and/or wireless technology in SCM. This article attempts to explore the challenges of mobile technology for successful implementation of mSCM. The implications of mobile or wireless technology for successful implementation of mSCM are examined with reference to three critical areas of SCM: (1) competitive advantage based on the notion of value chain analysis in SCM; (2) relationship management for successful collaboration along the supply chain and strategic partnerships; and (3) coordination and integration of disparate functions and activities to enhance overall supply chain performance. The article identifies the implications of mobile technology for SCM and develops propositions that have important consequences on the likelihood of a successful implementation of mSCM. (C) 2005 Elsevier Ltd. All rights reserved. C1 Univ London, Univ London Kings Coll, Sch Social Sci & Publ Policy, Dept Management, London SE1 9NH, England. RP Eng, TY, Univ London, Univ London Kings Coll, Sch Social Sci & Publ Policy, Dept Management, 150 Stamford St, London SE1 9NH, England. EM teck.eng@kcl.ac.uk CR ENG TY, 2004, IND MARKET MANAG, V33, P97 JOHNSON JL, 1999, J ACAD MARKET SCI, V27, P4 LANCIONI R, 2003, IND MARKET MANAG, V23, P173 MORASH EA, 1998, J MARKETING THEORY P, V6, P104 NONAKA I, 1995, KNOWLEDGE CREATING C RYALS L, 2001, J STRATEGIC MARKETIN, V9, P3 STANK TP, 2001, J BUSINESS LOGISTICS, V22, P29 VANMAANEN J, 1979, RES ORGAN BEHAV, V1, P209 NR 8 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY-JUN PY 2006 VL 26 IS 5-6 BP 682 EP 686 PG 5 SC Engineering, Industrial; Operations Research & Management Science GA 040UE UT ISI:000237405200014 ER PT J AU Gupta, M Kohli, A TI Enterprise resource planning systems and its implications for operations function SO TECHNOVATION LA English DT Article DE enterprise resource planning; business strategy; operations management AB Over the last decade, our world has changed dramatically due to the growing phenomenon of globalization and revolution in information technology. There is tremendous demand on companies to lower costs, enlarge product assortment, improve product quality, and provide reliable delivery dates through effective and efficient coordination of production and distribution activities. To achieve these conflicting goals, companies must constantly re-engineer or change their business practices and employ information systems. In 1990s. Enterprise Resource Planning (ERP) systems have emerged as an enabling technology, which integrates various functional (operations, marketing, finance) information systems into a seamless suite of business applications across the company and thereby, allowed for streamlined processing of business data and cross-functional integration. Thus, ERP systems provide an enticing solution to managers who have struggles with incompatible information systems and inconsistent operations policies. However, successful implementation of ERP systems requires active participation from senior-level managers from various functional areas so as to delineate its impact on the business level as well as functional level strategies. In this paper, we have endeavored to provide operations managers a brief overview of ERP systems and highlight its implications for operations function. Specifically, the objective of this paper is to give a broad based overview of enterprise resource planning systems. Using SAP R/3 as an example system, we discuss how an ERP system can assist in enhancing strengthening business strategy and making consistent operations decisions: process design, production planning and scheduling, inventory management, quality management, human resource management. (C) 2004 Elsevier Ltd. All rights reserved. C1 Univ Louisville, Coll Business & Publ Adm, Dept Management, Louisville, KY 40292 USA. Univ Louisville, Speed Sci Sch, Louisville, KY 40292 USA. RP Gupta, M, Univ Louisville, Coll Business & Publ Adm, Dept Management, Louisville, KY 40292 USA. EM mahesh.gupta@louisville.edu CR 1998, INFORM WEEK, V70 CURRAN T, 1998, BUSINESS BLUEPRINT U CUSACK S, 1997, APPL DEV TRENDS DAHLEN C, 1999, ANAL CURRENT FUTURE DAVENPORT TH, 1998, HARVARD BUSINESS JUL, P121 ESCALEE CX, 1999, ENTERPRISE RESOURCE GUPTA A, 2000, IND MANAGEMENT DATA, V100 HOFFMAN T, 1997, COMPUTER WORLD DEC JACOBS F, 2000, WHY ERP PRIMER SAP I KALAKOTA R, 2000, E BUSINESS 2 0 ROADM KELLER G, 1999, SAP R 3 PROCESS ORIE KOCH C, 1999, CIO MAGAZINE 1222 LAUGHLIN SP, 1999, J BUS STRAT, V20, P32 MANDAL G, 2002, INT J PRODUCTION EC MARTIN MH, 1998, FORTUNE SMART M 0202 OLEARY D, 2000, ENTERPRISE RESOURCE OLIVER RW, 1999, MANAGEMENT REV, V88, P12 PALANISWAMY R, 2000, INFORM SYST MANAGE, V17, P43 PTAK CA, 2000, ERP TOOLS TECHNIQUES SCHROEDER R, 2003, OPERATIONS MANAGEMEN SHANKARNARAYANA.S, 2000, ERP SYSTEMS USING IT SLATER D, 1998, CIO ENTERPRISE 0115 SLATER D, 1998, CIO ENTERPRISE 0615 STEIN T, 1998, INFORM WEEK 0427 TAM JM, 2002, IND MANAGEMENT DATA, V102, P26 NR 25 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY-JUN PY 2006 VL 26 IS 5-6 BP 687 EP 696 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 040UE UT ISI:000237405200015 ER PT J AU Wu, CW Chen, CL TI An integrated structural model toward successful continuous improvement activity SO TECHNOVATION LA English DT Article DE integrated CI structure; open super system; continuous improvement activity; improvement level; planned prevention ability AB This paper provides a different view from Bassent et al.'s (2001) toward a successful continuous improvement (CI) activity. Their concept encourages a business that is resting on its present accomplishments to seek greater gain. However, their behavioral model is not easy to operate for managers. In order to operate Cl activity effectively and obtain company-wide involvement for management, we need a system which can meet the current Cl status and lead the firm toward the correct road as described by Bessant et al. This system has to be open in the way that it can fit into any organization so that it can easily embed the necessary regenerative input into its physical structure. This system has also to be super in the way that it can successfully lead the organization structure toward the evolutionary route. Thus, we propose an open super system which places a pyramid composed by problem, models and tools, and promotion, at its core. Using Bessant et al.'s five evolutionary levels as a time map, this system can analyze a firm's improvement ability from the presentation of cases and find the proper regenerative input from the failure status. A firm can inject this input into its structure to upgrade its level of capability. Applying this open super system on our previous studies, we derived five improvement levels and the different ability types in each level. From there, we discovered some failure status in each level. We also drew some important perspectives on the injection of regenerative input from failure status, including the promotion of the technique-excellence ability, the value problem, and efficiently solving problem. To help the readers to understand this system better, we give 'AB two stage' system as an example to show how to inject regenerative input into the physical structure to fulfill the expectations from different perspectives. (C) 2005 Elsevier Ltd. All rights reserved. C1 Feng Chia Univ, Dept Econ, Taichung 407, Taiwan. Natl United Univ, Dept Business Management, Kung Ching Li 360, Miao Li, Taiwan. RP Chen, CL, Feng Chia Univ, Dept Econ, 100 Wen Hwa Rd, Taichung 407, Taiwan. EM wwei@nuu.edu.tw clchen@fcu.edu.tw CR ALTSHULLER GS, 1984, CREATIVITY EXACT SCI BERLEKAMP UH, 2000, ORGANOSILICON CHEM, V4, P489 BESSANT J, 1997, INT J TECHNOL MANAGE, V14, P1 BESSANT J, 2001, TECHNOVATION, V21, P67 BRUNET AP, 2003, INT J OPER PROD MAN, V23, P1426 CAFFYN S, 1999, INT J OPER PROD MAN, V19, P1138 DELBRIDGE R, 2002, INT J OPER PROD MAN, V22, P680 DEMING WE, 1986, OUT CRISIS EASTON GS, 1998, J BUS, V71, P253 GANO D, 1999, APOLLONIAN ROOT CAUS IMAI M, 1986, MANUFACTURING STRATE ISHIKAWA K, 1985, WHAT IS TOTAL QUALIT KUANG CS, 2004, COMMONWEALTH MAGAZIN, V309, P212 LATZKO WJ, 1996, 4 DAYS DEMING STRATE MURUGAPPAN M, 2003, IEEE SOFTWARE, V20, P58 PERVAIZ KA, 1999, TOTAL QUAL MANAGE, V10, P426 STERMAN JD, 1997, MANAGE SCI, V43, P503 WONGRASSAMEE S, 2003, MEASURING BUSINESS P, V7, P14 WU CW, 1988, STUDY QCC REPRESENTA WU CW, 2004, TECHNOVATION, V24, P585 NR 20 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY-JUN PY 2006 VL 26 IS 5-6 BP 697 EP 707 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 040UE UT ISI:000237405200016 ER PT J AU Kwak, YH Anbari, FT TI Benefits, obstacles, and future of six sigma approach SO TECHNOVATION LA English DT Article DE six sigma; project management; lessons learned; organizational culture; quality; business systems improvement ID SIX-SIGMA; METHODOLOGY AB Understanding the key features, obstacles, and shortcomings of the six sigma method allows organizations to better support their strategic directions, and increasing needs for coaching, mentoring, and training. It also provides opportunities to better implement six sigma projects. This paper examines the evolution, benefits, and challenges of six sigma practices and identifies the key factors influencing successful six sigma project implementations. It integrates the lessons learned from successful six sigma projects and considers further improvements to the six sigma approach. Effective six sigma principles and practices will succeed by refining the organizational culture continuously. Cultural chances require time and commitment before they are strongly implanted into the organization. (C) 2004 Elsevier Ltd. All rights reserved. C1 George Washington Univ, Dept Management Sci, Project Management Program, Washington, DC 20052 USA. RP Kwak, YH, George Washington Univ, Dept Management Sci, Project Management Program, Monroe Hall 403,2115 G St, Washington, DC 20052 USA. EM kwak@gwu.edu anbarif@gwu.edu CR *GEN EL, 2004, WHAT IS 6 SIGM ROADM ANBARI FT, 2002, P PROJ MAN I ANN SEM ANTONY J, 2001, MGF ENG 2001, V80, P119 ANTONY J, 2002, MEASURING BUSINESS E, V6, P20 ANTONY J, 2003, MANUFACTURING ENG, V82, P40 BENEDETTO AR, 2003, J HEALTHC MANAG, V48, P263 BOLT C, 2000, ASQS 54 ANN QUAL C P, P225 BUSS P, 2001, P 2001 WINT SIM C 20, P1248 CATHERWOOD P, 2002, MANUFACTURING ENG, V81, P186 CORONADO R, 2002, TQM MAGAZINE, V14, P92 DALGLEISH S, 2003, QUALITY, V42, P1 DEFEO J, 2002, J CHANGE MANAGEMENT, V3, P60 DORAN C, 2003, CREDIT MANAGEMEN DEC, P32 ECKHOUSE, 2003, PURSUIT PERFECTION B ELSBERRY RB, 2000, DECISIONS IMAGING EC, V13, P56 ETTINGER WH, 2001, TRUSTEE, V54, P10 HAHN U, 1999, INT J MED INFORM, V53, P1 HAMMER M, 2001, QUALITY, V40, P58 HARRY M, 2000, 6 SIGMA BREAKTHROUGH HENDERSON K, 2000, BENCHMARKING INT J, V7, P260 HENDRICKS CA, 1998, J QUALITY PARTICIPAT, V21, P48 HOERL RW, 1998, QUAL PROG, V31, P35 HOERL RW, 2001, J QUAL TECHNOL, V33, P391 HOERL RW, 2002, STAT THINKING IMPROV JOHNSON A, 2003, RES TECHNOL MANAGE, V46, P12 LAZARUS IR, 2001, MANAGED HEALTHCARE E, V11, P22 MADER DM, 2002, QUALITY PROGR JUL, P82 MCCLUSKY R, 2000, MEASURING BUSINESS E, V4, P6 MONTGOMERY DC, 2001, INTRO STAT QUALITY C MORETON M, 2003, ASQ 6 SIGMA FORUM MA, V3, P44 MURUGAPPAN M, 2003, IEEE SOFTWARE MAR RAJAGOPALAN R, 2004, RES TECHNOL MANAGE, V46, P13 REVERE L, 2003, J HEALTHC MANAG, V48, P377 ROBERTS CM, 2004, CREDIT UNION MAGAZIN, V70, P40 STARBIRD D, 2002, ASQS 56 ANN QUAL C P, P47 TENNANT G, 2002, DESIGN 6 SIGMA TREICHLER D, 2002, QUAL PROG, V35, P33 WEINER M, 2004, COMMUNICATION WORLD, V21, P26 WYPER B, 2000, TOTAL QUAL MANAGE, V11, S720 NR 39 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY-JUN PY 2006 VL 26 IS 5-6 BP 708 EP 715 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 040UE UT ISI:000237405200017 ER PT J AU Jung, JY Wang, YH TI Relationship between total's quality management (TQM) and continuous improvement of international project management (CIIPM) SO TECHNOVATION LA English DT Article DE total quality management; continuous improvement; project management ID PERFORMANCE; IMPLEMENTATION; DESIGN AB The purpose of this study is to investigate the relationship between the total quality management (TQM) practice and the continuous improvement of international project management (CIIPM) practice. Based on a literature review and qualitative interviews with TQM and project management experts, four hypotheses are posed on how TQM elements affect CIIPM. A cross-sectional survey collected from over 100 mid to senior level international managers is used to validate these hypotheses. The study suggests that the relationship between 'soft' TQM elements and CIIPM is more significant than the relationship between 'hard' TQM elements and CIIPM. (C) 2006 Elsevier Ltd. All rights reserved. C1 Univ Texas Pan Amer, Coll Business Adm, Dept Management Mkt & Int Business, Edinburg, TX 78539 USA. RP Jung, JY, Univ Texas Pan Amer, Coll Business Adm, Dept Management Mkt & Int Business, 1201 W Univ Dr, Edinburg, TX 78539 USA. EM joojung@panam.edu ywang@panam.edu CR *PROJ MAN I, 2000, GUID PROJ MAN BOD KN AHIRE SL, 1996, DECISION SCI, V27, P23 AHIRE SL, 1998, INT J QUALITY SCI, V3, P5 AHIRE SL, 2000, J OPER MANAG, V18, P549 ANDERSON JC, 1995, DECISION SCI, V26, P637 BELOUT A, 2004, INT J PROJECT MANAGE, V22, P1 BLACK SA, 1996, DECISION SCI, V27, P1 BONITO J, 1990, PRODUCTIVITY MANAGEM, V10, P32 BROETZMANN SM, 1995, MANAGING SERVICE QUA, V5, P13 BROWN S, 2000, COMPETING EDGE STRAT BULLOCK P, 2005, OMEGA, V33, P73 CHOI TY, 1995, OMEGA-INT J MANAGE S, V23, P607 CHOI TY, 1998, J OPER MANAG, V17, P59 DEMING WE, 1986, OUT CRISIS FLYNN BB, 1994, J OPERATIONS MANAGEM, V11, P339 FLYNN BB, 1995, ACAD MANAGE J, V38, P1325 HAIR JF, 1998, MULTIVARIATE DATA AN HAMEL G, 2000, LEADING REVOLUTION HAMLIN B, 1997, J APPL MANAGEMENT ST, V6, P233 HANDFIELD RB, 1998, QUALITY MANAGEMENT J, V5, P13 HO DCK, 1999, HUM FACTOR ERGON MAN, V9, P1 HO DCK, 2001, INT J PROD RES, V39, P529 HOLLAND D, 1995, BUS HORIZONS, V38, P79 JURAN JM, 1986, QUAL PROG, V19, P19 JURAN JM, 1989, JURAN LEADERSHIP QUA KAYNAK H, 2003, J OPER MANAG, V21, P405 KERZNER H, 2003, PROJECT MANAGEMENT J, V34, P13 MEREDITH JR, 2003, PROJECT MANAGEMENT M NARASIMHAN R, 1998, J OPER MANAG, V17, P7 PINTO JK, 1988, J MANAGE, V14, P5 SAMSON D, 1999, J OPER MANAG, V17, P393 SARAPH JV, 1989, DECISION SCI, V20, P810 TATIKONDA MV, 2000, J OPER MANAG, V18, P401 TRENT RJ, 1999, TOTAL QUAL MANAGE, V10, P927 ZAMMUTO RF, 1992, ACAD MANAGE REV, V17, P701 NR 35 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY-JUN PY 2006 VL 26 IS 5-6 BP 716 EP 722 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 040UE UT ISI:000237405200018 ER PT J AU Suikki, R Tromstedt, R Haapasalo, H TI Project management competence development framework in turbulent business environment SO TECHNOVATION LA English DT Article DE competence development; learning organisation; project management ID TECHNOLOGY AB Today's turbulent business environment characterised by uncertainty and inability to predict the future is extremely challenging, and thus requires the development of new competences. Especially within project management, competence development is one of the critical success factors. Competence development is seen as a critical Success factor ensuring companies' competitiveness. Learning organisation. organisational learning, organisational culture, knowledge management and project management laid the foundation for the project management competence development (PMCD) framework introduced in this paper. The most essential features for organisations to update competences are presented. The proposed framework has been in use in Nokia case unit since year 2001 with good results. However, further studies are needed to create an evaluation method to provide a means to measure the impacts of the framework and develop it further. (C) 2004 Elsevier Ltd. All rights reserved. C1 Nokia, FIN-90571 Oulu, Finland. Univ Oulu, Dept Ind Engn & Management, FIN-90014 Oulu, Finland. RP Suikki, R, Nokia, POB 50, FIN-90571 Oulu, Finland. EM raija.suikki@nokia.com raija.trom-stedt@nokia.com harri.haapasalo@oulu.fi CR 2000, GUIDE PROJECT MANAGE ARGYRIS C, 1978, ORG LEARNING THEORY ARTTO K, 1998, GLOBAL PROJECT BUSIN BATESON G, 1978, STEPS ECOLOGY MIND BUTTRICK R, 1997, PROJECT WORKOUT CAVALERI SA, 2000, LEARNING ORG, V7, P251 CHRISTENSEN CM, 1997, INNOVATORS DILEMMA N DREJER A, 1999, TECHNOVATION, V19, P631 DREJER A, 2000, LEARNING ORG, V7, P206 DREJER A, 2001, TECHNOVATION, V21, P135 DREYFUS H, 1986, MIND MACHINE POWER H ESKEROD P, 2004, P IRNOP 6 TURK FINL, P185 FANGEL M, 2004, NORDNET 2004 HELS FI FONG PSW, 2004, P IRNOP 6 TURK FINL, P200 FORSBERG K, 2000, VISUALISING PROJECT GOLDBERG A, 1995, SUCCEEDING OBJECTS D GOLDBERGER A, 1999, J INNOVATIVE MANAGEM, V4, P15 HAMEL G, 1994, COMPETING FUTURE HAMERI AP, 1998, SCANDINAVIAN J MANAG, V14, P223 IVERGARD T, 2000, BEHAV INFORM TECHNOL, V19, P163 JAFAARI A, 2004, P IRNOP 6 TURK FINL, P340 JALAVA U, 2000, INNOVATIIVISSEN PROJ JOHANNESSEN JA, 2003, INT J INFORM MANAGE, V23, P277 KASANEN E, 1991, LIIKETALOUDELLINEN A, V3, P301 KERZNER H, 1995, PROJECT MANAGEMENT KOLB DA, 1984, EXPT LEARNING EXPERI LAUGHTON D, 2003, ED RES, V11, P429 LIENZ BP, 1999, BREAKTHROUGH TECHNOL LOCK D, 2000, PROJECT MANAGEMENT MCCONNELL S, 1998, OHJELMISTOPROJEKTIT MEREDITH JR, 2000, PROJECT MANAGEMENT M MINTZBERG H, 1992, STRATEGIC MANAGE J, V13, P39 NONAKA I, 1995, KNOWLEDGE CREATING C NORDHAUG O, 1991, SHADOW ED SYSTEM ADU NYHAN B, 1998, IND COMMER TRAIN, V30, P267 OTALA L, 1996, OPPIMISEN ETU KILPAI SAEED K, 1998, HUMAN SYSTEMS MANAGE, V17, P69 SAVOLAINEN T, 1999, PRODUCTIVITY QUALIT, V8, P407 SCHEIN E, 1992, ORG CULTURE LEADERSH SHTUB A, 1994, PROJECT MANAGEMENT E SNEGE P, 1994, 5 DISCIPLINE FIELDBO SODERLUND J, 2004, P IRNOP 6 TURK FINL, P599 STAHLE P, 1999, KNOWLEDGE MANAGEMENT SYDANMAANLAKKA P, 2003, DISSERTATION SERIES, V4 THOMPSON J, 1997, J WORKPLACE LEARNING, V9, P153 TUOMI I, 1999, THESIS U HELSINKI VARTIAINEN M, 1999, TUOTEKEHITYSPROJEKTI WESTERA W, 2001, J CURRICULUM STUD, V33, P75 WHITE R, 1996, FUTURE LEADERSHIP RI YUKL GA, 1989, LEADERSHIP ORG NR 50 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY-JUN PY 2006 VL 26 IS 5-6 BP 723 EP 738 PG 16 SC Engineering, Industrial; Operations Research & Management Science GA 040UE UT ISI:000237405200019 ER PT J AU Kumar, S Budin, EM TI Prevention and management of product recalls in the processed food industry: a case study based on an exporter's perspective SO TECHNOVATION LA English DT Article DE product recalls; food safety; contamination; recall management; export marketing; consumer attitudes; international marketing; brand image; recall insurance AB During 1999-2003, the US Food and Drug Administration reported a total of 1307 processed food product recalls, most of which were avoidable. There are many areas of the processed food supply chain where significant exposure to risk exists. Additionally, there are systems that can be used in-house at manufacturing facilities, such as hazard analysis and critical control point (HACCP) and radio frequency identification (RFID) that can be very beneficial in recall avoidance. Effective employee training is another key point for consideration. In the event of a recall, a company must be prepared in advance with a detailed crisis management procedure. Companies should consider recall insurance, depending on their size and market dominance. Public relations strategies are critical in surviving a recall. Care must be taken to connect to the consumer and communicate a strong message. Findings from analysis suggest potential reduction of product recalls through recommended preventive measures including the use of HACCP and RFID systems. (C) 2005 Elsevier Ltd. All rights reserved. C1 Univ St Thomas, Coll Business, Minneapolis, MN 55403 USA. RP Kumar, S, Univ St Thomas, Coll Business, Mail TMH 343,1000 LaSalle Ave, Minneapolis, MN 55403 USA. EM skumar@stthomas.edu CR 2000, RISK MANAGEMENT, V47, P14 2002, FOOD ENG, V74, P14 2002, FOOD ENG, V74, P16 2003, WIRE FEED TOKYO 0603, P1 *ER RES GROUP, 2004, FOOD PROCESSING 0809 BERRY D, 1998, DAIRY FOODS, V9, M2 BLACKWELL G, 1990, CANADIAN BUSINESS, V63, P62 BOWERS B, 1999, BESTS REV, V100, P89 CHAN Y, 2004, COMMUNICATION 1020 DEFERRARI M, 2004, COMMUNICATION 1018 DOERING R, 2002, FOOD CANADA, V62 HOLT DB, 2004, HARVARD BUS REV, V82, P68 HUTTER L, 2004, FOOD SAFETY FIND SOU JEFFERIES J, COMMUNICATION 1019 MATEJA P, 1987, MARKETING NEWS, V21, P1 MIN C, 2004, COMMUNICATION 1019 MORTIMORE S, 2003, ERG NOTATION, A50 NICKSON S, 2000, RISK MANAGEMENT, V47, P9 PREWITT M, 2004, NATIOPNS RESTAURANTS, V38, P1 ROBERTS KM, 2002, STUD COMP INT DEV, V36, P3 TRUNK C, 2003, MATERIAL HANDLING MA, V58, P39 WOLF L, 2003, GOURMET NEWS, V68, P21 NR 22 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY-JUN PY 2006 VL 26 IS 5-6 BP 739 EP 750 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 040UE UT ISI:000237405200020 ER PT J AU Carayannis, EG Popescu, D Sipp, C Stewart, M TI Technological learning for entrepreneurial development (TL4ED) in the knowledge economy (KE): Case studies and lessons learned SO TECHNOVATION LA English DT Article DE technological learning; knowledge transfer; absorptive capacity; technological innovation; real and virtual business incubator networks; innovation networks; knowledge clusters; information and communication technologies (ICT); small and medium enterprises (SME); new ventures; intellectual property tights (IPRs); knowledge economy; e-development ID CAPACITY AB Innovative technologies are reshaping the global economic landscape, by improving speed and ease of communications and interaction among the various economic actors involved in the productive cycle. In this paper, we discuss the role that technological learning and information and communication technologies (ICT) play in fostering entrepreneurial development in the Knowledge Economy and support our conceptual constructs with a series of case studies from developed, developing and transitioning economies. We compare and contrast entrepreneurial initiatives, policies and practices and the experience of ways and means to promote learning and entrepreneurship such as global/local (glocal), real-virtual incubator networks (G-RVIN) and other real and virtual infra-structures and infra-technologies (such as Innovation Networks and Knowledge Clusters or INKC) and derive lessons learned for policy makers, practitioners and entrepreneurs. (c) 2005 Elsevier Ltd. All rights reserved. C1 George Washington Univ, Dept Management Sci, Sch Business & Publ Management, Washington, DC 20052 USA. George Washington Univ, World Bank, Washington, DC 20052 USA. George Washington Univ, Sch Business, Washington, DC 20052 USA. George Washington Univ, Inter Amer Dev Bank, Washington, DC 20052 USA. RP Carayannis, EG, George Washington Univ, Dept Management Sci, Sch Business & Publ Management, 401G Monroe Hall,2115 G St NW, Washington, DC 20052 USA. EM caraye@gwu.edu CR *OECD, 1996, KNOWL BAS EC *USAID, 2002, US AID MISS POL EUR *WORLD BANK GROUP, 2000, SME FACTS JUL, P1 *WORLD BANK I, 2001, CHIN KNOWL EC *WORLD BANK I, 2001, REP KOR TRANS KNOWL *WORLD BANK, 1998, WORLD DEV REP 1998 1 *WORLD BANK, 2000, WORLD DEV REP 1999 2 BARAB SA, 2000, THEORETICAL FDN LEAR CARAYANNIS E, 1994, 39 INT COUNC SMALL B CARAYANNIS E, 1994, GESTION STRATEGIQUE CARAYANNIS E, 1994, THESIS SCH MANAGEMEN CARAYANNIS E, 1996, 5 INT C MAN TECHN MI CARAYANNIS E, 2003, IDEA MAKERS IDEA BRO CARAYANNIS EG, 1992, RPI SCH MANAGEMENT W, V131 CARAYANNIS EG, 1993, INCREMENTALISME STRA CARAYANNIS EG, 2001, STRATEGIC MANAGEMENT CHESBROUGH H, 2001, NEW BUSINESS STRATEG CHOMSKY N, 1971, SEMANTICS GENERATIVE COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DODGSON M, 1991, BRIT J MANAGE, V2, P132 EASTERLY W, 2002, ELUSIVE QUEST GROWTH GARUD R, 1994, ORGAN SCI, V5, P344 GARUD R, 1994, STRATEGIC MANAGE J, V15, P365 HALPERN DF, 1989, AM PSYCHOL, V44, P1156 IANSITI M, 1994, IND CORP CHANGE, V3, P557 JELINEK LJ, 1979, HARVEST EMPIRE HIST KAKU M, 1997, VISIONS SCI WILL REV MINTZBERG H, 1987, HARVARD BUS REV, V65, P66 NONAKA I, 1988, CALIFORNIA MANAGEMEN NONAKA I, 1994, ORGAN SCI, V5, P1 NONAKA I, 1995, KNOWLEDGE CREATING C POLANYI K, 1966, DAHOMEY SLAVE TRADE POLANYI M, 1958, PERSONAL KNOWLEDGE PORTER ME, 2001, CLUSTERS INNOVATION ROUTTI J, 2003, COMPETITIVENESS KNOW SCHON D, 1983, REFLECTIVE PRACTITIO SCHUMPETER JA, 1942, CAPITALIST SOCIALISM SHANNON CE, 1949, MATH THEORY COMMUNIC SIMON H, 1969, SCI ARTIFICIAL SMITS RJ, 2000, EUROPEAN COMMISSION STERNBERG RJ, 1991, COMPLEX PROBLEM SOLV TEECE D, 1990, 908 CCC U BERK VONHIPPEL E, 1988, SOURCES INNOVATION WENDER EC, 2000, HARVARD BUS REV, V78, P139 WENGER E, 1998, COMMUNITIES PRACTICE NR 45 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD APR PY 2006 VL 26 IS 4 BP 419 EP 443 PG 25 SC Engineering, Industrial; Operations Research & Management Science GA 025ZO UT ISI:000236306600001 ER PT J AU Vavakova, B TI Reconceptualizing innovation policy. The case of France SO TECHNOVATION LA English DT Article DE innovation policy; France; public research sector; research-industry co-operation; R&D; firms; spin-off AB In March 2004, French researchers from the public research sector staged a protest movement unprecedented in its scope and length. The paper situates this conflict within the evolution of French innovation policies, notably with regard to the public research sector and its relationship to industry. Since the crisis of the 1970s it had become evident that French firms invested little in research and development when compared to their competitors. Since 1982, a succession of innovation policies were thus put in place to deal with this problem by enhancing the contribution of public sector research to the innovative performance of national industry. This paper analyzes these shifts in policy and the unexpected and often contradictory results that they have produced over time. These have included a rise in contract research but a decline in patenting activity by public sector research institutes, conflicts over the direct appropriation of benefits by research institutions and the holding of roles and functions concurrently across public and private sectors by researchers in these institutions and throughout, the continued under performance of French firms in R&D. (c) 2004 Elsevier Ltd. All rights reserved. C1 CNRS, IRIS, F-75775 Paris 16, France. RP Vavakova, B, CNRS, IRIS, F-75775 Paris 16, France. EM blankavavakova@compuserve.com CR *CNRS, 1990, 3 CNRS *CNRS, 1990, 300490 CNRSMRE *CNRS, 1995, 1209 CNRS *CNRS, 1995, 1506 CNRS *CNRS, 2000, RECH ENTR CNRS DEL E *COURS COMPT, 1997, VAL RECH ET PUBL CAR *CRST, 1986, RAPP ANN EV POL NAT *MENRT, 2000, CHECH CHERCH ENTR EV *MENRT, 2003, CONC NAT CREAT ENTR *MRNT, 2003, MES SOUT INN RECH TE *MRNT, 2003, POL FAV INN *MRNT, 2004, RECH DEV FRANC RES 2 *OECD, 1986, POL INN FRANC COLL C *OECD, 1991, MAIN SCI TECHN IND *OST, 2000, SCI TECHN IND *OST, 2003, SCI TECHN IND EC PAR *UNCTAD, 1997, WORLD INV REP UN UNC BERGER P, 1971, SOCIAL CONSTRUCTION CALHOUN C, 1994, SOCIAL THEORY POLITI ERNST, 2003, EVALUATION MIPARCOUR FREEMAN C, 1988, RES POLICY SOCIAL IN, P114 GUILLAUME H, 1998, TECHNOLOGIE INNOVATI KOURILSKY F, 1993, ENTREPRISES PARTENAI MUSTAR P, 1994, DEFIS MODIALISATION, P55 MYTELKA LK, 2004, INT J TECHNOL MANAGE, V27, P791 SALOMON JJ, 1986, GAULOIS COW BOY SAMO VAVAKOVA B, 1998, MINERVA, V36, P209 VAVAKOVA B, 2001, SCI NATION PARADOXES ZELDIN T, 1994, HIST PASSIONS FRANCA, P1 NR 29 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD APR PY 2006 VL 26 IS 4 BP 444 EP 462 PG 19 SC Engineering, Industrial; Operations Research & Management Science GA 025ZO UT ISI:000236306600002 ER PT J AU Buesa, M Heijs, J Pellitero, MM Baumert, T TI Regional systems of innovation and the knowledge production function: the Spanish case SO TECHNOVATION LA English DT Article DE regional innovation capacity; regional innovation system; typology; regional production and innovation environment; university; public administration; enterprise; Spain; regions ID ACADEMIC RESEARCH AB This working document is based on a broad multivariate data analysis of the regions conforming the Spanish R&D system, with the purpose of establishing a typology of the regional innovation systems. The paper consists of four parts. It begins with a brief introduction reviewing the main theoretical approaches. In the second part, we use a factorial analysis, which allows us to differentiate between four main factors that have an impact on the regional innovation capacity: The Regional Production and Innovation Environment, the University, the Public Administration and Private Enterprise. In the third part, we determine a typology of the Spanish R&D system using the cluster analysis with the four factors detected before. The regions that stand out are Madrid (Public Administration), Catalonia (Environment), Basque Country (Enterprises) and Navarra (University), the rest of regions showing the heterogeneity of the regional R+D system in Spain. Finally, we use patents as a measure of the innovative capacity of the Spanish regions, calculating a regression with the four factors explained before. We confirm the importance of the Regional Production and Innovation Environment more than other factors on this kind of output. (c) 2005 Elsevier Ltd. All rights reserved. C1 Univ Complutense Madrid, Dept Appl Econ, Inst Ind & Financial Anal, Fac Econ & Business, Madrid 28223, Spain. RP Heijs, J, Univ Complutense Madrid, Dept Appl Econ, Inst Ind & Financial Anal, Fac Econ & Business, Campus Somosaguas, Madrid 28223, Spain. EM joost@ccee.ucm.es CR *EUR COMM, 2002, 3 EUR COMM *INE, CONT REG ESP *INE, ENC POBL ACT VAR AN *INE, EST ACT INV CIENT DE *INE, EST ENS SUP U *OECD, 1994, MAN MEAS HUM RES DEV ACOSTA M, 1999, INFORMACION COMERCIA, P103 ACS ZJ, 1992, AM ECON REV, V82, P363 ANSELIN L, 1997, J URBAN ECON, V42, P422 BAUMERT T, 2002, 33 U COMPL I AN IND BRACZYK HJ, 1996, REGIONAL INNOVATION BUESA M, 2001, AZKOAGA CUADERNOS CI, V9 BUESA M, 2002, 30 U COMPL I AN IND BUESA M, 2002, EC IND, V347, P15 BUESA M, 2002, EC IND, V347, P67 BUESA M, 2002, SISTEMA REGIONAL I D BUESA, 1992, EKONOMIAZ, V22 COOKE P, 1997, RES POLICY, V26, P474 COOKE P, 2000, BUSINESS PROCESS REG, P53 COOKE P, 2000, GOVERNANCE INNOVATIO COOKE P, 2001, IND CORP CHANGE, V10, P945 DOLOREUX D, 2002, TECHNOL SOC, V24, P243 EDQUIST C, 1993, WORKSH 3 GLOB VERS N EDQUIST C, 1997, SYSTEMS INNOVATION T FELDMAN M, 1994, GEOGRAPHY INNOVATION FREEMAN CH, 1987, TECHNOLOGY POLICY EC FURMAN JL, 2002, RES POLICY, V31, P899 GRILICHES Z, 1990, J ECON LIT, V28, P1661 GUMBAU M, 1996, IVIEWPEC9608 HEIJS J, 2001, 24 U COMPL I AN IND HEIJS J, 2001, POLITICA TECNOLOGICA HOWELLS J, 1999, REGIONAL SYSTEMS INN, P67 JAFFE AB, 1989, AM ECON REV, V79, P957 KOSCHATZKY K, 2000, INNOVATION NETWORKS LANDABASO M, 1999, 3ER INT C TECHN INN LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT MOLERO J, 1998, 23 OCDESTI MORGAN K, 1999, REGIONAL INNOVATION NAVARRO A, 2001, FRONT BIOSCI, V6, P26 NELSON RR, 1993, NATL INNOVATION SYST PATEL P, 1991, EC INNOVATION NEW TE, P67 PELLITERO MM, 2002, 34 U COMPL I AN IND PELLITERO MM, 2003, 35 U COMPL I AN IND PORTER ME, 1990, COMPETITIVE ADV NATI QUEVEDO JG, 1999, INNOVACION TECNOLOGI STERN S, 1999, 7876 NBER STERN S, 2000, CLAVES EC MUNDIAL IC, P78 TRAJTENBERG M, 1990, EC ANAL PRODUCT INNO TRAJTENBERG M, 1990, PATENTS INDICATORS I NR 49 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD APR PY 2006 VL 26 IS 4 BP 463 EP 472 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 025ZO UT ISI:000236306600003 ER PT J AU Lin, CH Tung, CM Huang, CT TI Elucidating the industrial cluster effect from a system dynamics perspective SO TECHNOVATION LA English DT Article DE system dynamics; industrial cluster effect; competitive advantage ID COMPETITIVE ADVANTAGE; KNOWLEDGE; LOCATION; ECONOMY; FIRMS AB This study applies the system dynamics (SD) methodology to explore factors affecting the industrial cluster effect, which is crucial in determining national and industrial competitive advantage. A literature review finds few studies that utilize SD to investigate factors affecting the industrial cluster effect. In a global business environment, competition is not just between individual companies and supply chains, but also among companies in regional clusters. The concept of SD, devised by Jay W. Forrester et al, helps mankind realize the variation of a complicated system, and perceive how an internal feedback loop within a system impacts whole system's behavior. This study establishes a dynamic model of various factors of industrial cluster effect through the causal loop diagram also known as the cause-and-effect chain. This study considers four important interactive dimensions of industrial competitiveness: manpower, technology, money, and market flows. This study also constructs a comprehensive causal loop diagram of the industrial cluster effect. All factors in the cause-and-effect chains influence positively the industrial cluster effect. The SD approach is adopted to analyze the complicated relationship of factors affecting industrial cluster effect. The SD approach is more effective than other methodologies. (c) 2005 Elsevier Ltd. All rights reserved. C1 Chung Hua Univ, Inst Management Technol, Hsinchu 300, Taiwan. Natl Chiao Tung Univ, Dept Management Sci, Hsinchu 300, Taiwan. RP Lin, CH, Chung Hua Univ, Inst Management Technol, 707 Wu Fu Rd,Sec 2, Hsinchu 300, Taiwan. EM chlin.ms85g@nctu.edu.tw CR CALIFORNIA MANAGEMEN, V37, P62 BAPTISTA R, 1998, RES POLICY, V27, P525 BERGERON S, 1998, RES POLICY, V26, P733 BITITCI US, 1998, STRATEGIC MANAGEMENT BRUUN P, 2002, EUROPEAN MANAGEMENT, V20, P98 CALLON M, 1992, TECHNOLOGICAL CHANGE CARRIE AS, 2000, COMPUT IND, V42, P289 CLARK WW, 2003, INT J TECHNOLOGY TRA, V2, P179 DAYASINDHU N, 2002, TECHNOVATION, V22, P551 DORFMAN NS, 1988, MASSACHUSETTS MIRACL, P240 FORRESTER JW, 1961, IND DYNAMICS GARY A, 1994, EC DEV REV, V12, P26 GEROSKI PA, 1991, MARKET DYNAMICS ENTR GEROSKI PA, 1995, INT J IND ORGAN, V13, P421 GOVER JE, 1993, IEEE T ENG MANAGE, V40, P3 GRINDLEY PC, 1997, CALIF MANAGE REV, V39, P8 HALL P, 1985, SILICON LANDSCAPES HILL EW, 2000, ECON DEV Q, V14, P65 HSU PH, 2003, R&D MANAGE, V33, P79 JAFFE AB, 1993, Q J ECON, V108, P577 KOGUT B, 1993, J INT BUS STUD, V24, P625 LIN BW, 2003, R&D MANAGE, V33, P327 OLSON K, 1998, EXECUTIVE EXCEL 1215, P16 PORTER ME, 1990, COMPETITIVE ADV NATI PORTER ME, 1998, HARVARD BUS REV, V76, P77 PORTER ME, 2000, ECON DEV Q, V14, P15 ROBERTS EB, 1978, MANAGERIAL APPL SYST ROSENBERG N, 1982, INSIDE BLACK BOX SAXENIAN A, 1994, REGIONAL ADV CULTURE SCHUMPETER J, 1935, THEORIE EVOLUTION EC SWANN P, 1996, RES POLICY, V25, P1139 NR 31 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD APR PY 2006 VL 26 IS 4 BP 473 EP 482 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 025ZO UT ISI:000236306600004 ER PT J AU Dowling, M Helm, R TI Product development success through cooperation: A study of entrepreneurial firms SO TECHNOVATION LA English DT Article DE entrepreneurial firms; high technology regions; cooperative strategy ID NETWORKS; PERFORMANCE; VENTURES; GROWTH; TECHNOLOGY; STRATEGIES; VARIABLES AB In this paper we examine the moderating affect of age on the relationship between cooperation and new product success for entrepreneurial firms in the high technology region in and round Jena in the former East Germany. Cooperative strategy has already been shown in a variety of research settings to be an important strategic alternative for entrepreneurial firms to support growth strategies. We develop hypotheses that such cooperative relationships will also lead to higher new product development success; however, the type of successful cooperation will vary with the age of the start-up firm. Younger firms are shown to be more successful when they cooperate with other firms, while older firms will profit more from cooperation with research institutions. This study adds to a growing literature on the importance of cooperative strategy for entrepreneurial firms. (c) 2005 Elsevier Ltd. All rights reserved. C1 Univ Regensburg, D-93040 Regensburg, Germany. Univ Jena, D-07743 Jena, Germany. RP Dowling, M, Univ Regensburg, D-93040 Regensburg, Germany. EM michael.dowling@wiwi.uni-regensburg.de roland.helm@wiwi.uni-jena.de CR ALDRICH H, 1999, ORG EVOLVING ARDICHVILI A, 2000, J ENTERPRISING CULTU, V8, P103 BAUM JAC, 1996, HDB ORG STUDIES, P77 BOARI C, 1999, J MANAGEMENT GOVERNA, V3, P339 BUCHANAN L, 1999, J MARKETING RES, V36, P345 BUTLER RJ, 1996, R&D MANAGE, V26, P335 BYGRAVE WD, 1991, ENTREP THEORY PRACT, V16, P13 CALANTONE RJ, 1994, J BUS RES, V30, P143 CAVUSGIL ST, 1994, J MARKETING, V58, P1 CHELL E, 2000, ENTREP REGION DEV, V12, P195 DARROW AL, 1982, J MANAGE, V8, P35 DIMAGGIO PJ, 1986, RES ORGAN BEHAV, V8, P335 DUBINI P, 1991, J BUS VENTURING, V6, P305 GARTNER WB, 1985, ACAD MANAGE REV, V10, P696 HOANG H, 2003, J BUSINESS VENTURING, V19, P1187 HUGGINS R, 2000, ENTREP REGION DEV, V12, P111 JACCARD J, 1990, INTERACTION EFFECTS JACCARD J, 1996, LISREL APPROACHES IN JARILLO C, 1988, STRATEGIC MANAGEMENT, V9, P31 JARILLO C, 1993, STRATEGIC NETWORKS JARILLO JC, 1989, J BUS VENTURING, V4, P133 JOHANNISSON B, 1995, ENTREP REGION DEV, V7, P215 JOHANNISSON B, 1998, ENTREP REGION DEV, V10, P297 JOHANNISSON B, 2000, HDB ENTREPRENEURSHIP, P368 LARSON A, 1991, J BUS VENTURING, V6, P173 LARSON A, 1992, ADMIN SCI QUART, V37, P76 LECHNER C, 2000, J MANAGEMENT GOVERNA, V99, P309 LECHNER C, 2003, ENTREP REGION DEV, V15, P1 LIPPARINI A, 1997, FORMATION INTERORGAN LORENZONI G, 1988, J BUSINESS VENTURING, V3, P41 LORENZONI G, 1992, ACCORDI RETI VANTAGG LORENZONI G, 1999, STRATEGIC MANAGE J, V20, P317 MAKINO S, 1996, J INT BUS STUD, V27, P905 OSTGAARD TA, 1994, J BUS VENTURING, V9, P281 PING RA, 1995, J MARKETING RES, V32, P336 POWELL W, 1987, CALIFORNIA MANAG FAL, P67 POWELL WW, 1990, RES ORGAN BEHAV, V12, P295 RICHARDSON GB, 1972, EC J SEP, P883 SAWYERR OO, 2003, INT SMALL BUS J, V21, P269 SHANE S, 2000, ACAD MANAGE REV, V25, P217 SHARMA S, 1981, J MARKETING RES, V18, P291 STARR JA, 1990, STRATEGIC MANAGE J, V11, P79 STINCHCOMBE AL, 1965, HDB ORG, P142 THORELLI HB, 1986, STRATEGIC MANAGE J, V7, P37 VENKATARAMAN S, 1997, ADV ENTREPRENEURSHIP, V3, P119 WASSERMANN S, 1994, SOCIAL NETWORK ANAL ZHAO LM, 1995, J BUS VENTURING, V10, P349 NR 47 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD APR PY 2006 VL 26 IS 4 BP 483 EP 488 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA 025ZO UT ISI:000236306600005 ER PT J AU Bigliardi, B Dormio, AI Nosella, A Petroni, G TI Assessing science parks' performances: directions from selected Italian case studies SO TECHNOVATION LA English DT Article DE case study; performance evaluation; science park; strategy ID TECHNOLOGY-BASED FIRMS; INNOVATION AB Performance measurement of science parks is becoming paramount and calls for more rigorous approaches. The present work is aimed at providing a sound and theory-grounded methodological framework to science parks performance measurement and some practical suggestions useful for the design and the implementation of a Science Park's (SPs) performance evaluation. By the review of recent literature it emerges that such a system is draw up as from the real mission and strategy of the SPs, that are influenced by the environment context, the stakeholder's commitment, the life-cycle of the SP, besides their technical and scientific cultures. Based on the analysis of four Italian case studies, the empirical findings partly lend support to previous research output and partly add new elements of discussion to the debate. More specifically, major results are that the evaluation criteria should be aligned with science park (a) actual mission, (b) major stakeholders commitment, (c) economic regional conditions, (d) legal forms, (e) nature of the scientific competence base available within research centres and (f) SP's life-cycle stages. (c) 2005 Elsevier Ltd. All rights reserved. C1 Univ Parma, Dipartimento Ingn Ind, I-43100 Parma, Italy. Univ San Marino, Dipartimento Econ & Tecnol, San Marino 47898, San Marino. Univ Padua, Dipartimento Tecn & Gest Sistemi Ind, I-36100 Vicenza, Italy. RP Bigliardi, B, Univ Parma, Dipartimento Ingn Ind, Viale Sci 181-A, I-43100 Parma, Italy. EM bigliardi@ied.eng.unipr.it aidormio@unirsm.sm anna.nosella@unipd.it giorgio.petroni@unipd.it CR *EIMS, 1996, EIMS PUBL, V60 *EUR COMM, 1997, 29 EUR COMM *EUR INN MON SYST, 1996, EIMS PUBL, V29 *OECD, 1987, SCI PARKS TECHN COMP *OECD, 1997, TECHN INC NURT SMALL AMIRAHMADI H, 1993, J PLANNING LIT BERTUGLIA CF, 1993, GLI INDICATORI TERRI BERTUGLIA F, 1996, PARCHI SCI TECNOLOGI CESARONI F, 1988, FONDAZIONE AGNELLI CHORDA M, 1996, TECHNOVATION, V16 COLOMBO MG, 2002, RES POLICY, V31, P1103 ELSENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 ESCORSA P, 1996, PUBLICATION, V61 FELSENSTEIN D, 1994, TECHNOVATION, V14, P2 FORMICA P, 1992, PRIMO CONVEGNO NAZIO FORMICA P, 1994, MUTAMENTI AZIENDALI GOTTARDI G, 1998, TRENTO 26 GENNAIO GUY K, 1996, SCI PARK EVALUATION, V61 HODGSON B, 1996, EC SCI PARKS HOGAN B, 1996, SCI PARK EVALUATION, V61 JONES ADW, 1985, SCI PARKS INNOVATION JOSEPH R, 1994, PROMETHEUS, V12, P46 LEUNG CK, 1995, REGIONAL STUDIES, V29 LITTLE AD, 1979, NEW TECHNOLOGY BASED LOFSTEN H, 2001, R&D MANAGE, V31, P3 LOFSTEN H, 2002, RES POLICY, V31, P859 LUGER MI, 1991, TECHNOLOGY GARDEN RE MARINAZZO M, 1996, SCI PARK EVALUATION, V61 MASSEY D, 1992, HIGH TECH FANTASIES MCDONALD S, 1987, R D MANAGEMENT, V17 MIAN S, 1996, RES POLICY, V25 MONCK CSP, 1988, SCI PARKS GROWTH HIG PALMAI Z, 2003, TECHNOVATION, V24, P121 PHILLIMORE J, 1999, TECHNOVATION, V19, P673 QUINTAS P, 1996, SCI PARK EVALUATION, V61 RICHNE A, 1999, EC INNOVATION NEW TE, V8 STATON M, 1996, SCI PARK EVALUATION, V61 VANDIERDOINCK R, 1991, R D MANAGEMENT, V21 VEDOVELLO C, 1995, THESIS SPRU U SUSSEX VEDOVELLO C, 1997, TECHNOVATION, V17, P491 VOSS C, 2002, INT J OPER PROD MAN, V22, P195 WESTHEAD P, 1994, ASSESSMENT FIRMS LOC WESTHEAD P, 1997, R&D MANAGE, V27, P45 WESTHEAD P, 1999, ENTREP REGION DEV, V11, P129 YIN RK, 1984, CASE STUDY RES DESIG NR 45 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD APR PY 2006 VL 26 IS 4 BP 489 EP 505 PG 17 SC Engineering, Industrial; Operations Research & Management Science GA 025ZO UT ISI:000236306600006 ER PT J AU Dettwiler, P Lindelof, P Lofsten, H TI Utility of location: A comparative survey between small new technology-based firms located on and off Science Parks - Implications for facilities management SO TECHNOVATION LA English DT Article DE facilities management; entrepreneurial environment; location; NTBF; performance ID ACADEMIC-INDUSTRY LINKS; VENTURE PERFORMANCE; ORGANIZATIONS; EMBEDDEDNESS; CAPABILITIES; COMPETITION; INNOVATION; UNIVERSITY; GROWTH AB This paper aims to highlight the role of facilities management (FM) for new technology-based firms (NTBFs) that are located on respectively off Science Parks. It incorporates FM as a contributory background element in the enhancement of the entrepreneurial environment, which is one explanatory factor of the superior performance and growth of NTBFs located inside Science Parks. Differences in location preferences between on and off park NTBFs are brought into evidence in this paper by means of an extensive quantitative survey. This resulted in the finding that the proximity to university is especially significant among NTBFs inside parks. Furthermore, infrastructure has high significance in both groups whereas significance of facilities cost differs in range of significance. In a model it is argued that FM indirectly contributes to beneficial scenarios for interaction, interfirm relations and networks that can be found particularly in Science Parks. A discussion and a set of hypotheses in the conclusive part link FM and location, issues to the performance for NTBFs. (c) 2005 Elsevier Ltd. All rights reserved. C1 Chalmers Univ Technol, Dept Technol Management & Econ, SE-41296 Gothenburg, Sweden. Univ Nottingham, Sch Business, Nottingham NG8 1BB, England. RP Dettwiler, P, Chalmers Univ Technol, Dept Technol Management & Econ, SE-41296 Gothenburg, Sweden. EM paul.dettwiler@chalmers.se peter.lindelof@nottingham.ac.uk hans.lofsten@chalmers.se CR AMBROSIO J, 1991, COMPUTERWORLD, V25, P105 BIRLEY S, 1985, J BUSINESS VENTURING, V1, P107 BLEANEY MF, 1992, APPL ECON, V24, P305 BLYTH A, 2001, MANAGING BRIEF BETTE BROCHNER J, 2004, FACILITIES MANAGEMEN BROWNRIGG M, 1973, SCOTTISH J POLITICAL, V20, P123 CHANDLER GN, 1994, J BUS VENTURING, V9, P331 CONNOR J, 1998, REINVENTING WORKPLAC, P133 CURRIE J, 1985, SCI PARKS BRIT THEIR DAS TK, 1997, ENTREPRENEURSHIP THE, V22, P69 DAVIDSSON P, 1996, NARINGSLIVSDYNAMIK 9 DETTWILER P, 2003, FACILITIES, V21, P58 DETTWILER P, 2003, GROWTH FIRMS FACILIT DUFFY F, 1993, RESPONSIBLE WORKPLAC DUFFY F, 1997, NEW OFFICE EUL FM, 1985, THEIR EC SOCIAL IMPA FERGUSON R, 1999, WHATS LOCATION SCI P GIBSON V, 2000, FACILITIES, V18, P150 GRANT RM, 1991, CALIF MANAGE REV, V33, P114 GREINER LE, 1998, HARVARD BUS REV, V76, P55 GULATI R, 1999, STRATEGIC MANAGE J, V20, P397 HARRISON A, 2004, DISTRIBUTED WORKPLAC HORGEN T, 2001, BRIEFING CHANGING WO JOHANNISSON B, 1998, ENTREP REGION DEV, V10, P297 JONES O, 1999, SOCIAL INTERACTION O LAING A, 1998, REINVENTING WORKPLAC, P23 LIPPMAN SA, 1982, BELL J ECON, V13, P418 LOFSTEN H, 2001, R&D MANAGE, V31, P309 LOFSTEN H, 2002, RES POLICY, V31, P859 LORENZONI G, 1988, J BUSINESS VENTURING, V3, P41 LOWEGRENWILLIAM.M, 2000, ADV SCI PARK LOCATIO MACDONALD S, 1987, R&D MANAGE, V17, P25 MCCANN P, 2001, URBAN REGIONAL EC MCDOUGALL PP, 1994, STRATEGIC MANAGE J, V15, P537 MCGREGOR W, 1999, FACILITIES MANAGEMEN MENEGHETTI A, 2002, FACILITIES, V20, P337 MEYER R, 2002, 20001R FACHH SOL N B MONCK CSP, 1988, SCI PARKS GROWTH HIG PERSSON K, 2002, BUSINESS REGIONAL GO PETERS KR, 1993, AM J NEURORADIOL, V14, P171 QUINTAS P, 1992, TECHNOVATION, V12, P161 REED R, 1990, ACAD MANAGE REV, V19, P90 RICKNE A, 1999, EC INNOVATION NEW TE, V8, P197 ROURE JB, 1989, EUROPEAN ENTREPRENEU RUMELT RP, 1984, STRATEGIC MANAGEMENT RUMELT RP, 1987, COMPETITIVE CHALLENG SAHLINANDERSSON K, 1990, FORSKNINGSPARKER FOR SIEGEL DS, 2003, SMALL BUS ECON, V20, P177 UZZI B, 1996, AM SOCIOL REV, V61, P674 UZZI B, 1997, ADMIN SCI QUART, V42, P35 VANWAGENBERG AF, 1997, INT J FACILITIES MGM, V1, P3 WESTHEAD P, 1994, ASSESSMENT FIRMS LOC WESTHUYZEN J, 1997, ANN CLIN LAB SCI, V27, P1 WILLIAMS B, 1996, FACILITIES EC INCORP WILLIAMSON OE, 1975, MARKETS HIERARCHIES WILLIAMSON OE, 1981, AM J SOCIOL, V87, P548 WITTE M, 1998, REINVENTING WORKPLAC, P124 YLIRENKO H, 2001, STRATEGIC MANAGE J, V22, P587 ZUKIN S, 1990, STRUCTURE CAPITAL NR 59 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD APR PY 2006 VL 26 IS 4 BP 506 EP 517 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 025ZO UT ISI:000236306600007 ER PT J AU Rasmussen, E Moen, O Gulbrandsen, M TI Initiatives to promote commercialization of university knowledge SO TECHNOVATION LA English DT Article DE commercialization; university ID BAYH-DOLE ACT; ECONOMIC-DEVELOPMENT; TECHNOLOGY-TRANSFER; PATENT QUALITY; ENTREPRENEURSHIP; COMPANIES; LESSONS; FIRMS AB In addition to teaching and research, universities are increasingly expected to take on technology transfer and commercialization as a part of their mission. This development gives new challenges to the institutions in making initiatives to promote commercialization of university knowledge. Through case studies of four European universities of science and technology in Finland, Ireland, Norway and Sweden, this article analyses several commercialization initiatives. All four universities have increased their commercialization activities and focus the last two decades, and have a more or less full range of support mechanisms for entrepreneurship. The challenge seems to be how to coordinate them with each other and with the traditional university activities. (c) 2004 Elsevier Ltd. All rights reserved. C1 Bodo Grad Sch Business, N-8049 Bodo, Norway. Norwegian Univ Sci & Technol, Entrepreneurship & Innovat Grp, N-7491 Trondheim, Norway. Norwegian Inst Studies Res & Higher Educ, NIFU, N-0352 Oslo, Norway. RP Rasmussen, E, Bodo Grad Sch Business, N-8049 Bodo, Norway. EM einar.rasmussen@hibo.no oystein.moen@iot.ntnu.no magnus.gulbrandsen@nifu.no CR *OECD, 2000, BENCHM IND SCI REL *OECD, 2000, HIGHL AHOKANGAS P, 1998, C GROWTH JOB CREAT S BRAY MJ, 2000, J BUS VENTURING, V15, P385 CHRISMAN JJ, 1995, J BUSINESS VENTURING, V10, P267 CLARK BR, 1998, CREATING ENTREPRENEU DAHLSTRAND AL, 1999, REG STUD, V33, P379 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 ETZKOWITZ H, 1997, SCI PUBL POLICY, V24, P2 ETZKOWITZ H, 1998, CAPITALIZING KNOWLED, P280 ETZKOWITZ H, 1998, RES POLICY, V27, P823 ETZKOWITZ H, 2000, RES POLICY, V29, P313 FAIRWEATHER JS, 1990, SRA-J SOC RES ADMIN, V22, P5 FLORIDA R, 1999, IND KNOWLEDGE U IND FRANKLIN S, 2001, J TECHNOLOGY TRANSFE, V26, P127 GIBBONS M, 1994, NEW PRODUCT KNOWLEDG GOLDFARB B, 2002, RES POLICY, V32, P639 GREGORY WD, 1991, U SPIN OFF COMPANIES, P133 GULBRANDSEN M, 1997, U GLOBAL KNOWLEDGE E, P121 HENREKSON M, 2001, J TECHNOLOGY TRANSFE, V26, P207 HICKS D, 2000, SCI PUBLIC POLICY, V27 JENSEN R, 2001, AM ECON REV, V91, P240 JONESEVANS D, 1998, SCI PUBL POLICY, V25, P373 KASSICIEH SK, 1996, ENTREP THEORY PRACT, V20, P33 KLOFSTEN M, 2000, SMALL BUS ECON, V14, P299 LAREDO P, 2001, INT COMP ANAL LEYDESDORFF L, 1996, U GLOBAL KNOWLEDGE E MANSFIELD E, 1996, RES POLICY, V25, P1047 MARTIN BR, 2001, J SCI TECHNOLOGY STU, V13, P9 MARTIN BR, 2003, SCI INNOVATION RETHI MIAN SA, 1996, RES POLICY, V25, P325 MOWERY DC, 1999, IND KNOWLEDGE U IND, P630 MOWERY DC, 2001, RES POLICY, V30, P99 MOWERY DC, 2002, RES POLICY, V31, P399 MUSTAR P, 1997, SCI PUBL POLICY, V24, P37 NELSON RR, 2004, RES POLICY, V33, P455 NOWOTNY H, 2004, MINERVA, V41, P179 REITAN B, 1997, TECHNOVATION, V17, P287 ROBERTS EB, 1996, R&D MANAGE, V26, P17 ROGERS EM, 2001, TECHNOVATION, V21, P253 SALTER AJ, 2001, RES POLICY, V30, P509 SAMPAT BN, 2003, INT J IND ORGAN, V21, P1371 SMILOR RW, 1990, J BUS VENTURING, V5, P63 WAAGO SJ, 2001, ROLE U EC DEV ANAL 6 NR 44 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD APR PY 2006 VL 26 IS 4 BP 518 EP 533 PG 16 SC Engineering, Industrial; Operations Research & Management Science GA 025ZO UT ISI:000236306600008 ER PT J AU Marques, JPC Caraca, JMG Diz, H TI How can university-industry-government interactions change the innovation scenario in Portugal? - The case of the University of Coimbra SO TECHNOVATION LA English DT Article DE innovation; triple helix model; networks; university-industry-govemment interaction; regional dynamic of innovation AB This article describes and discusses the results of a case study illustrating the interaction between university-industry-government, with specific reference to the University of Coimbra, Portugal. This example is examined in the context of a knowledge-based economy. The main aim is to incorporate the knowledge already acquired, in an effort to show how a triple helix model explains, clearly and usefully, how the part played by the University of Coimbra has been effective in promoting a regional dynamic of innovation and entrepreneurship. Analysis of this case confirms the relevance of a triple helix model in understanding reality in a straightforward and practical manner. It was noted that the interaction and alliances established tended to form a mesh of emerging communications, networks and organizations, which in our case are expressed in the creation of tri-lateral networks and hybrid organizations. Finally, the crucial role of the University is highlighted, as the promoter and driving force for the multiplicity of networks and relations established. (c) 2005 Elsevier Ltd. All rights reserved. C1 ISCAC, Coimbra Higher Inst Accounting & Adm, P-3040316 Coimbra, Portugal. Calouste Gulbenkian Fdn, P-1067001 Lisbon, Portugal. Univ Aveiro, DEGEI, Dept Econ Management & Ind Engn, P-3810193 Aveiro, Portugal. RP Marques, JPC, ISCAC, Coimbra Higher Inst Accounting & Adm, P-3040316 Coimbra, Portugal. EM jmarques@iscac.pt jcaraca@gulbenkian.pt diz@ua.pt CR *OECD, 1992, TECHN EC TECHN EC PR *OECD, 1999, SCI TECHN IND SCOR 1 *OECD, 2000, NEW EC CHANG ROL INN *OECD, 2000, SCI TECHN IND OUTL 2 *OECD, 2001, OECD SCI TECHN IND A *OECD, 2002, FRASC MAN PROP STAND *PROINOV, 2002, COMP IN COES SALT QU *U COIMBR, 2003, PROSP U COIMBR LECT *US COUNC COMP, 1998, GOING GLOB NEW SHAP AUSTER ER, 1990, TECHNOLOGY TRANSFER CLARK P, 1989, INNOVATION TECHNOLOG ETZKOWITZ H, 1996, EASST REV, V15, P20 ETZKOWITZ H, 1997, U GLOBAL KNOWLEDGE E ETZKOWITZ H, 1998, RES POLICY, V27, P823 ETZKOWITZ H, 2000, RES POLICY, V29, P109 ETZKOWITZ H, 2000, RES POLICY, V29, P313 ETZKOWITZ H, 2002, SCI PUBL POLICY, V29, P115 FREEMAN C, 1987, TECHNOLOGY POLICY EC GROENEWEGEN P, 1992, R&D MANAGE, V22, P293 HAKANSSON H, 1987, IND TECHNOLOGICAL DE HAKANSSON H, 1989, CORPORATE TECHNOLOGI IMAI KJ, 1984, INT J IND ORG, V1 LEYDESDORFF L, 2003, KNOWLEDGE BASE EC IS LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT MARQUES JCP, 1998, COOPERACAO U IND INO MARQUES JPC, 1998, SCI PUBL POLICY, V25, P334 MARQUES JPC, 2002, 6 INT C TECHN POL IN, P99 MARQUES JPC, 2003, 20 IASP WORLD C SCI, P113 NELSON R, 1993, NATL INNOVATION SYST RODRIGUES MJ, 2003, UMA POLITICA INOVACA SIMOES VC, 1995, INOVACAO GESTAO PME NR 31 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD APR PY 2006 VL 26 IS 4 BP 534 EP 542 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 025ZO UT ISI:000236306600009 ER PT J AU Pilkington, A Teichert, T TI Management of technology: themes, concepts and relationships SO TECHNOVATION LA English DT Article DE technology management; bibliometric techniques; factor analysis; co-citation; citation analysis; social network analysis ID SCIENTIFIC LITERATURE; COCITATION ANALYSIS; AUTHOR COCITATION; CITATION ANALYSIS; DISCIPLINE; JOURNALS AB In this paper, bibliometric (co-citation analysis) and social network analysis techniques are used to investigate the intellectual pillars of the technology management literature as reported in Technovation. Network analysis tools are also used to show that the research agenda of scholars from different parts of the world differ substantially from each other, and it is argued that such differences may have exacerbated the delays experienced in developing technology management as a respected academic discipline. (c) 2005 Elsevier Ltd. All rights reserved. C1 Royal Holloway Univ London, Sch Management, Egham TW20 0EX, Surrey, England. Univ Hamburg, Inst Handel & Mkt 2, D-20146 Hamburg, Germany. RP Pilkington, A, Royal Holloway Univ London, Sch Management, Egham TW20 0EX, Surrey, England. EM pilkington@rhul.ac.uk teichert@e-con.uni-hamburg.de CR *US NAT RES COUNC, 1987, MAN TECHN HIDD COMP ALLEN TJ, 2004, IEEE T ENG MANAGE, V51, P391 BROCKHOFF K, 2003, R&D MANAGE, V33, P31 BROGATTI SP, 2002, UCINET WINDOWS SOFTW CHENG CH, 1999, IEEE T ENG MANAGE, V46, P4 COTTRILL CA, 1989, KNOWLEDGE, V11, P181 CULNAN MJ, 1986, MANAGE SCI, V32, P156 DREJER A, 1996, TECHNOL ANAL STRATEG, V8, P9 DREJER A, 1997, TECHNOVATION, V17, P253 GARCIA R, 2002, J PROD INNOVAT MANAG, V19, P110 HAIR JF, 1998, MULTIVARIATE DATA AN KARKI R, 1996, J INFORM SCI, V22, P323 NAMBISAN S, 2003, TECHNOVATION, V23, P949 PERSSON O, 2003, BIBEXCEL TOOLBOX BIB PILKINGTON A, 1999, INT J OPER PROD MAN, V19, P7 SHARPLIN AD, 1985, HUM RELAT, V38, P139 SMALL H, 1973, J AM SOC INFORM SCI, V24, P265 SOLOW RM, 1957, REV ECON STAT, V39, P312 USDIKEN B, 1995, ORGAN STUD, V16, P503 WHITE HD, 1981, J AM SOC INFORM SCI, V32, P163 NR 20 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAR PY 2006 VL 26 IS 3 BP 288 EP 299 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 022VH UT ISI:000236083700002 ER PT J AU Shehabuddeen, N Probert, D Phaal, R TI From theory to practice: challenges in operationalising a technology selection framework SO TECHNOVATION LA English DT Article DE technology selection; technology assessment; decision making; investment justification; management tools ID MANAGEMENT; INDUSTRY AB Industrial managers are often faced with the dilemma of selecting a single most appropriate technology from a range of competing options. The rapid development of technologies, together with their increasing complexity and variety, has made the task of technology selection difficult. Current approaches to the technology selection decision have usually been narrowly focused on assessment of the financial viability of technology options, or conventional investment justification factors. In many cases, the selection processes are based on generic decision support tools which are not fully adapted for technology selection. Where specific approaches exist, they tend to be theoretically based rather than empirically tested on practical cases. Whilst the role of theory and accumulated management experience cannot be ignored, the engagement with 'real-life' situations brings to the surface many important issues that would not be visible otherwise. The difficulties associated with translating theoretical ideas into practically applicable approaches represent a major challenge of this research work. This is compounded by the problems associated with applying the developed approach, interpreting the results obtained, and articulating how this new practical understanding affects the theoretical concepts that have guided the research. This inductive-deductive testing of concepts has contributed to the richness of the understanding obtained. There is an abundance of literature relating to the selection of technology for R&D purposes, i.e. R&D project selection. Similarly, many literature sources exist for investment justification, and a number of frameworks and tools have been proposed. However, empirical work conducted during this research project indicate a clear need to explore the issues surrounding the selection of 'packaged' or 'off-the-shelf' technology, i.e. technologies that do not require extensive R&D after acquisition. This paper focuses on the experience of operationalising of a framework for technology selection. This is achieved through the application of a software tool, which is based on the structure provided by the framework. The paper reports on how theoretical concepts presented in the framework relate to 'real-life' technology selection considerations. (c) 2004 Elsevier Ltd. All rights reserved. C1 Univ Cambridge, Inst Mfg, Ctr Technol Management, Cambridge CB2 1RX, England. RP Shehabuddeen, N, Univ Cambridge, Inst Mfg, Ctr Technol Management, Mill Lane, Cambridge CB2 1RX, England. EM ntmhs2@eng.cam.ac.uk CR BERRY MMJ, 1994, R&D MANAGE, V24, P341 BHATTI T, 2000, P IEEE INT C MAN INN, P346 CANTWELL J, 1992, TECHNOLOGY MANAGEMEN, P76 COLSON G, 1989, MODELS METHODS MULTI DUSSAUGE P, 1992, STRATEGIC TECHNOLOGY, P5 EDOSOMWAN AE, 1989, INTEGRATING INNOVATI, P1 EFSTATHIADES A, 2000, TECHNOVATION, V20, P93 GREENBERG E, 1995, CHANGE MANAGEMENT SU GREGORY MJ, 1995, P I MECH ENG B-J ENG, V209, P347 HACKETT P, 1990, SLOAN MANAGEMENT WIN HUANG GQ, 1999, INT J OPER PROD MAN, V19, P21 JENNINGS D, 1998, DECISION MAKING INTE, P76 LAMB M, 1997, P PORTL INT C MAN EN, P206 LEI DT, 2000, INT J TECHNOL MANAGE, V19, P699 LEIGH A, 1983, DECISIONS DECISIONS, P8 MATTHEWS WH, 1992, INT J VEHICLE DES, V13, P524 MCNAMARA P, 1999, BRIT J MANAGE, V10, P291 MOODY PE, 1993, DECISION MAKING PROV, P6 NABSETH L, 1974, DIFFUSION NEW IND PR SAMUELS J, 1999, FINANC MANAGE, P58 SCHICK F, 1997, MAKING CHOICES RECAS, P13 SCHRODER R, 1999, INT J OPER PROD MAN, V19, P1270 SHEHABUDDEEN N, 2000, P BRIT AC MAN C BAM SHEHABUDDEEN N, 2000, REPRESENTING APPRO 1 STACEY GS, 1990, INT J TECHNOL MANAGE, V5, P389 STEENSMA K, 1999, J HIGH TECHNOLOGY MA, V10, P1 VERTER V, 1997, PAPERCRT9735 U MONTR, P1 YAP CM, 1993, TECHNOVATION, V13, P449 NR 28 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAR PY 2006 VL 26 IS 3 BP 324 EP 335 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 022VH UT ISI:000236083700005 ER PT J AU Phaal, R Farrukh, CJP Probert, DR TI Technology management tools: concept, development and application SO TECHNOVATION LA English DT Article DE tools; matrix; roadmapping; portfolio; technology management; decision support AB Effective systems for managing technology in complex business environments require integrated sets of management tools and processes, underpinned by well-founded conceptual frameworks. Understanding how such systems operate, and how best to implement them, represents an ongoing challenge, especially considering the multidisciplinary and multifunctional nature of technology management. This paper describes the development of a technology and general management tool catalogue, which focuses on the 'matrix' class of tools, classified into four generic types. The practical development and application of such tools is discussed, illustrated by two case examples. (c) 2005 Elsevier Ltd. All rights reserved. C1 Univ Cambridge, Inst Mfg, Cambridge CB2 1RX, England. RP Phaal, R, Univ Cambridge, Inst Mfg, Mill Lane, Cambridge CB2 1RX, England. EM rp108@eng.cam.ac.uk CR *EIRMA, 1997, 52 EIRMA BRADY T, 1997, TECHNOVATION, V17, P417 BROWN D, 1997, 17018 EUR COMM CHESTER AN, 1994, RES TECHNOL MANAGE, V37, P24 COTEC, 1998, TEMAGUIDE GUIDE TECH DOYLE P, 1992, J MARKETING MANAGEME, V8, P101 DUSSAUGE P, 1992, STRATEGIC TECHNOLOGY FARRUKH C, 2000, R&D MANAGE, V30, P43 FARRUKH CJP, 1999, P PORTL INT C MAN EN FARRUKH CJP, 2000, TECHNOLOGY MANAGEMEN FARRUKH CJP, 2001, P PORTL INT C MAN EN GARDINER G, 1998, SPEEDING NEW PRODUCT GAYNOR GH, 1986, HDB TECHNOLOGY MANAG GROENVELD P, 1997, RES TECHNOL MANAGE, V40, P48 HARDING S, 1998, MBA MANAGEMENT MODEL KOSTOFF RN, 2001, IEEE T ENG MANAGE, V48, P132 MASLEN R, 1994, BRIT AC MAN C LANC U PHAAL R, 2000, IEEE INT C MAN INN T PHAAL R, 2001, P EINDH CTR INN STUD PHAAL R, 2001, TPLAN FAST START TEC PLATTS KW, 1995, INT J OPER PROD MAN, V13, P4 RIGBY DK, 1995, IEEE ENG MANAG REV, V23, P88 SHEHABUDDEEN N, 2001, THESIS U CAMBRIDGE TWISS B, 1992, MANAGING TECHNOLOGIC WILLYARD CH, 1987, RES MANAGEMENT SEP, P13 NR 25 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAR PY 2006 VL 26 IS 3 BP 336 EP 344 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 022VH UT ISI:000236083700006 ER PT J AU Gimenez, G TI Investment in new technology: Modelling the decision process SO TECHNOVATION LA English DT Article DE investment in technology; technology use; innovation ID GROWTH AB This paper presents a model designed to throw light on the economic mechanisms determining the decision to acquire a new technology to replace an existing one. The investment decision is governed by a cost-benefit analysis, which is influenced by the factors analysed in the model described. These factors are the lapse of time between the acquisition of the technology currently in use and the moment at which the new technology becomes available; the useful life of the new technology; the speed of the innovation process; interest rates; the acquisition cost of the new technology; and learning costs. A static comparative analysis is performed on the basis of these factors with the aim of recommending the most appropriate instruments for technology policy measures. (c) 2005 Elsevier Ltd. All rights reserved. C1 Univ Zaragoza, Dept Appl Econ, Zaragoza 50005, Spain. RP Gimenez, G, Univ Zaragoza, Dept Appl Econ, Gran Via 2, Zaragoza 50005, Spain. EM gregim@unizar.es CR AGHION P, 1992, ECONOMETRICA, V60, P323 AGHION P, 1998, ENDOGENOUS GROWTH TH DOSI G, 1988, TECHNICAL CHANGE EC DOSI G, 1991, DIFFUSION TECHNOLOGI, P179 FREEMAN C, 1982, EC IND INNOVATION GROSSMAN G, 1991, INNOVATION GROWTH GL MANKIW NG, 1992, Q J ECON, V107, P407 MANSFIELD E, 1968, IND RES TECHNOLOGICA MANSFIELD E, 1971, RES DEV MODERN CORP MANSFIELD E, 1977, PRODUCTION APPL NEW ROMER PM, 1990, J POLITICAL EC, V98, P71 STONEMAN P, 1995, HDB EC INNOVATION TE WEITZMAN ML, 1998, Q J ECON, V113, P331 NR 13 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAR PY 2006 VL 26 IS 3 BP 345 EP 350 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA 022VH UT ISI:000236083700007 ER PT J AU Martensson, A Valiente, P TI Understanding migration strategies by decoupling application roles and technology generations SO TECHNOVATION LA English DT Article DE technology adoption; life cycle approach; technology abandonment; technology switching ID PRODUCT LIFE-CYCLE; INNOVATION; SYSTEMS; DIFFUSION; INDUSTRY AB Companies invest large amounts of money in new technologies. Not surprisingly, much of the research carried out in relation to IT-investments has focused on the adoption of new technology and the related implementation barriers such as knowledge barriers and psychosocial factors. However, the process of abandoning old technologies has not been so much in focus. In this paper, the analysis focuses on renewal investments where subsequent technology generations fulfil a similar application role. Taxi Stockholm is used to illustrate this long-term process where slowly evolving requirements on the dispatch function over time forces technology changes. A CCT-model is presented using Customers, Companies and Technology as factors to support the understanding of technology shifts. This model is used to express the relation between the application role and technology generations. The importance of considering not only a complete life cycle of a specific technology, but also multiple such technologies providing a long-term perspective is stressed. As the use of IT matures in companies, adopting new technologies increasingly means abandoning old technologies. By combining a business perspective (through the application role), a technology generation perspective and a technology switching perspective and finally adding the time component, an analytical expression is presented. (c) 2004 Elsevier Ltd. All rights reserved. C1 Stockholm Sch Econ, Dept Informat Management, SE-11383 Stockholm, Sweden. RP Martensson, A, Stockholm Sch Econ, Dept Informat Management, POB 6501, SE-11383 Stockholm, Sweden. EM anders.martensson@hhs.se CR ACHILLADELIS B, 2001, RES POLICY, V30, P535 APPLEGATE LM, 1999, CORPORATE INFORM SYS ATTEWELL P, 1992, ORGAN SCI, V3, P1 BASKERVILLE R, 2001, INFORM SYST J, V11, P181 BATTEN D, 1987, DYNAMICS PRODUCT SUB, P17 BAUER H, 2000, INT BUSINESS REV, V9, P703 BJORNANDERSEN N, 2003, EXPLORING PATTERNS I BROCKHOFF K, 1967, ECONOMETRICA, V35, P472 CHASE RB, 2001, OPERATIONS MANAGEMEN COLE S, 1981, METHODS DEV PLANNING, P236 DENZIN NK, 1989, RES ACT THEORETICAL FORRESTER J, 1963, MARK MANAG, P522 GIBSON CF, 1974, HARVARD BUS REV, V52, P76 HIRSCH S, 1967, LOCATION IND INT COM HOLMEN M, 2002, WHY SYSTEMATICALLY S KARLSSON C, 1988, UMEA EC STUDIES, V185 KARLSSON C, 2003, SMALL BUS ECON, V21, P135 KIM B, 2003, TECHNOVATION, V23, P371 KUZNETS S, 1929, J EC BUSINESS HIST, P534 LEE AS, 1999, RETHINKING MANAGEMEN, P7 LEONCINI R, 1996, RES POLICY, V25, P415 LEONCINI R, 1998, RES POLICY, V27, P75 MARTENSSON A, 2003, MANAGING MISSION CRI MCFARLAN FW, 1983, HARVARD BUS REV, V61, P145 METCALFE JS, 1996, BEHAV NORMS TECHNOLO, V7, S453 NILSSON AG, 1991, ANSKAFFNING STANDARD ORLIKOWSKI W, 1992, C COMP SUPP COOP WOR ROGERS EM, 1995, DIFFUSION INNOVATION SCHUMPETER JA, 1939, BUSINESS CYCLES THEO VERNON R, 1966, Q J ECON, V80, P190 WARD JM, 2002, STRATEGIC PLANNING I WEILL P, 1999, MIS QUART, V23, P601 NR 32 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAR PY 2006 VL 26 IS 3 BP 351 EP 358 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 022VH UT ISI:000236083700008 ER PT J AU Fan, PL TI Catching up through developing innovation capability: evidence from China's telecom-equipment industry SO TECHNOVATION LA English DT Article DE innovation; domestic firms; China; telecom-equipment AB The significance of the innovation capability of domestic firms in late-industrialized countries is highly debated in the literature. This research studies the history of China's telecom-equipment industry from the middle of 1980s to 2002, with a focus on the innovation capability development of four domestic firms: Huawei, ZTE, DTT, and GDT. The research finds that innovation capability and self-developed technologies have been the key to leading domestic firms' catching up with the multinational corporations. This finding is substantiated by both regression analysis between 'leadership of the telecom-equipment industry' and 'innovation capability' and development experience at the company level. This research emphasizes that domestic firms should prioritize building innovation capability from the very beginning to build up their competitiveness and to survive the competition with the multinational companies as well as other domestic companies. It also suggests that domestic firms should focus on in-house R&D development to build their innovation capability, supplemented with external alliances. (c) 2004 Elsevier Ltd. All rights reserved. C1 MIT, Dept Urban Studies & Planning, Cambridge, MA 02139 USA. RP Fan, PL, UN Univ, Inst Adv Studies, Int Org Ctr, Nishi Ku, 1-1-1 Minato Mirai, Yokohama, Kanagawa 2200012, Japan. EM peilei@alum.mit.edu CR 2002, COMMUNICATION W 0728, P10 2002, COMMUNICATION W 0818, P36 2002, COMMUNICATION W 1128, P36 2002, MOBILE BUSINESS 0513 2002, PEOPLES POSTS T 1031 2003, CHINA ELECT NEW 0117 2003, EC OBSERVATION 0106 *MIT, 2003, MIT TECHN REV AMSDEN AH, 2000, NEW CLASSIFICATION R FAN P, 2003, THESIS MIT HOBDAY M, 1995, INNOVATION E ASIA CH HU GZ, 2003, 582 W DAV I LEE K, 2001, RES POLICY, V30, P459 LEONARDBARTON D, 1995, WELLSPRING KNOWLEDGE PEREZ C, 1985, WORLD DEV, V13, P441 SCHUMPETER J, 1942, CAPITALISM SOCIALISM SMITHGILLESPIE A, 2001, BUILDING CHINAS HIGH WONG CK, 2002, THESIS NATL U SINGAP XIAO W, 2002, 20 ENTERPRISE LEADER NR 19 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAR PY 2006 VL 26 IS 3 BP 359 EP 368 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 022VH UT ISI:000236083700009 ER PT J AU Bayona, C Corredor, P Santamaria, R TI Technological alliances and the market valuation of new economy firms SO TECHNOVATION LA English DT Article DE technological alliances; new economy firms; market valuation ID RESEARCH-AND-DEVELOPMENT; STRATEGIC ALLIANCES; JOINT VENTURES; EVENT; COOPERATION; PERFORMANCE; INNOVATION; PERSPECTIVE; IMPACT; LEARN AB The article investigates a sample of 69 announcements of technological alliances involving new economy firms in Spain, over the five-year period from 1997 to 2002. The purpose of the study is to analyse the impact of these announcements on share prices and volatility in these firms. Various alliance characteristics are also examined in order to analyse their influence on stock market prices. Our findings suggest that, while there is no overall reaction of share prices to the announcement of technological alliances, there is an increase in volatility during the event window. Nevertheless, the analysis enables us to conclude that the market valuation is more positive for joint ventures and cross-border, cross-sectoral, and two-partner alliances. The observed effect on volatility indicates that the announcement of the formalisation of these alliances constitutes an abnormal amount of information, with a potentially significant effect on the variability of share prices. (c) 2004 Elsevier Ltd. All rights reserved. C1 Univ Publ Navarra, Dpto Gest Empresas, Navarra 31006, Spain. RP Santamaria, R, Univ Publ Navarra, Dpto Gest Empresas, Campus Arrosadia S-N, Navarra 31006, Spain. EM rafael@unavarra.es CR *COM NAC MERC VAL, 2000, 12000 COM NAC MERC V ANAND BN, 2000, STRATEGIC MANAGE J, V21, P295 ARCOS T, 2001, INFORM COMERCIAL ESP, V793, P89 BANTEL KA, 1989, STRATEGIC MANAGE J, V10, P107 BAUM JAC, 2000, STRATEGIC MANAGE J, V21, P267 BAUMOL WJ, 1992, ECON J, V102, P129 BAYONA C, 2002, J ASSET MANAGEMENT, V3, P266 BAYONA C, 2004, MANAGEMENT RES, V2, P25 BOEHMER E, 1991, J FINANC ECON, V30, P253 BROCKHOFF K, 1992, MANAGE SCI, V38, P514 BROWN SJ, 1985, J FINANC ECON, V14, P3 BUCKLEY PJ, 1988, COOPERATIVE STRATEGI, P31 CABLE J, 2000, ECON LETT, V69, P385 CANALS J, 2001, INFORM COMERCIAL ESP, V793, P57 CHIESA V, 1998, R&D MANAGE, V28, P199 CHUNG IY, 1993, Q REV ECON FINANC, V33, P275 CONTRACTOR FJ, 1988, COOPERATIVE STRATEGI, P187 CORRADO CJ, 1989, J FINANC ECON, V23, P385 DAS S, 1998, ACAD MANAGE J, V41, P27 DODGSON M, 1992, TECHNOL ANAL STRATEG, V4, P227 DUSSAUGE P, 1998, INT STUDIES MANAGEME, V27, P104 EASTERBYSMITH M, 1999, ACAD MANAGE J, V42, P76 FINNERTY JE, 1986, MANAGE INT REV, V26, P14 GARCIACANAL E, 1996, ORGAN STUD, V17, P773 GEMUNDEN HG, 1992, R&D MANAGE, V22, P359 GUERMAZI A, 2002, SEMIN MUSCULOSKELET, V6, P241 GULATI R, 1995, ACAD MANAGE J, V38, P85 GULATI R, 1998, STRATEGIC MANAGE J, V19, P293 HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371 HLADIK KJ, 1988, COOPERATIVE STRATEGI, P187 INGHAM M, 1998, R&D MANAGE, V28, P249 KILLING P, 1988, COOPERATIVE STRATEGI, P55 KLEIN A, 1987, J FINANCIAL QUANTITA, V22, P345 KOGUT B, 1989, J IND ECON, V38, P183 KOH J, 1991, ACAD MANAGE J, V34, P869 KOTABE M, 1995, STRATEGIC MANAGE J, V16, P621 LEE I, 1990, FINANCIAL REV, V25, P641 LEWIS J, 1990, PARTNERSHIPS PROFIT LINK A, 1989, COOPERATIVE RES US M MIN JH, 2001, GLOBAL FINANCE J, V12, P267 PARK SH, 1996, MANAGE SCI, V42, P875 PARK SH, 1997, ACAD MANAGE J, V40, P279 PARKHE A, 1993, ORGAN SCI, V4, P301 POHJOLA M, 2002, INF ECON POLICY, V14, P133 SAKAKIBARA M, 1995, THESIS HARVARD U CAM SAKAKIBARA M, 1997, STRATEGIC MANAGE J, V18, P143 SUAREZVILLA L, 2003, INT J BIOTECHNOLOGY, V5, P402 TETHER BS, 2002, RES POLICY, V31, P947 UENG CJ, 2000, INT REV FINANCIAL AN, V9, P67 WOOLRIDGE JR, 1990, STRATEGIC MANAGE J, V11, P353 WU CQ, 1998, REV IND ORGAN, V13, P425 YAN AM, 1999, J INT BUS STUD, V30, P397 ZAGLER M, 2002, STRUCTURAL CHANGES E, V13, P337 ZANTOUT Z, 1995, J EC FINANCE, V19, P1 NR 54 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAR PY 2006 VL 26 IS 3 BP 369 EP 383 PG 15 SC Engineering, Industrial; Operations Research & Management Science GA 022VH UT ISI:000236083700010 ER PT J AU Rice, J Galvin, P TI Alliance patterns during industry life cycle emergence: the case of Ericsson and Nokia SO TECHNOVATION LA English DT Article DE alliances; life cycles; competencies; mobile telecommunications ID STRATEGIC ALLIANCES; JOINT VENTURES; KNOWLEDGE; EVOLUTION; COOPERATION; INNOVATION; GROWTH; FIRMS; PERFORMANCE; SURVIVAL AB Industry Life Cycles (ILCs) have been proposed as a means of analyzing the processes of company entry and exit in competitive industries. This paper utilizes ILC approaches to better understand the changing rationales for alliance formation for two large multination electronics firms, Nokia and Ericsson. Through the use of alliance announcements by the firms, we find that the rationale for alliance formation changes over the industry life cycle in response to changing organizational needs and industry imperatives. We also find that the rapid emergence of standards-based alliances has been a strategic response by firms and industries to the growing complexity of information and communication technology systems and the costs involved in ignoring the scale economies that standards-based alliances deliver. (c) 2005 Elsevier Ltd. All rights reserved. C1 Univ Canberra, Sch Management, Canberra, ACT 2601, Australia. Curtin Univ Technol, Grad Sch Business, Perth, WA 6845, Australia. RP Rice, J, Univ Canberra, Sch Management, Canberra, ACT 2601, Australia. EM john.rice@canberra.edu.au galvinp@gsb.curtin.edu.au CR ABERNATHY WJ, 1978, TECHNOL REV, V80, P40 ADNER R, 2004, ADV STRATEGIC MANAGE, V21 ANDERSON CR, 1984, ACAD MANAGE J, V27, P5 ARTHUR WB, 1996, HARVARD BUSINESS JUL, P100 BROWN SL, 1997, ADMIN SCI QUART, V42, P1 BRUNER R, 1998, EUROPEAN MANAGEMENT, V16, P136 BRUSONI S, 2001, ADMIN SCI QUART, V46, P597 CHESBROUGH HW, 1996, HARVARD BUSINESS JAN, P65 COASE RH, 1937, ECONOMICA, V4, P386 COLLINSON S, 1999, TECHNOL ANAL STRATEG, V11, P337 DALUM B, 2002, 0210 DRUID DAS TK, 2000, J MANAGE, V26, P31 DAS TK, 2003, SCANDINAVIAN J MANAG, V19, P279 DAVENI RA, 1994, HYPERCOMPETITION MAN DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55 DUSSAUGE P, 2000, STRATEGIC MANAGE J, V21, P99 DYER JH, 1998, ACAD MANAGE REV, V23, P660 ELG U, 2000, J INT BUS STUD, V31, P169 FREEMAN C, 1990, EC INNOVATION GEROSKI P, 2002, IND CORP CHANGE, V11, P623 GULATI R, 1998, ADMIN SCI QUART, V43, P781 HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371 HAGEDOORN J, 1994, STRATEGIC MANAGE J, V15, P291 HILL C, 1998, STRATEGIC MANGEMENT HOWELLS J, 2003, R&D MANAGE, V33, P395 JOVANOVIC B, 1994, J POLIT ECON, V102, P322 KLEPPER S, 1990, RAND J ECON, V21, P27 KLEPPER S, 1996, AM ECON REV, V86, P562 KLEPPER S, 2002, RAND J ECON, V33, P37 KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319 LIEBERMAN MB, 1998, STRATEGIC MANAGE J, V19, P1111 MARCH JG, 1991, ORGAN SCI, V2, P71 MAZZUCATO M, 2002, REV ECON DYNAM, V5, P318 MOWERY DC, 1996, STRATEGIC MANAGE J, V17, P77 NELSON RP, 1982, EVOLUTIONARY THEORY PFEFFER J, 1976, ADM SCI Q, V21, P398 PYKA A, 2002, EUROPEAN J INNOVATIO, V5, P152 SANKAR CS, 1995, ACAD MANAGEMENT EXEC, V9, P20 SCHUMPETER J, 1939, THEORY EC DEV SUAREZ FF, 1995, STRATEGIC MANAGE J, V16, P415 UTTERBACK JM, 1993, RES POLICY, V15, P285 WILLIAMS SM, 2000, HYPERTENSION, V36, P2 ZEIRA J, 1998, Q J ECON, V113, P1091 NR 43 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAR PY 2006 VL 26 IS 3 BP 384 EP 395 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 022VH UT ISI:000236083700011 ER PT J AU Barlow, J Bayer, S Curry, R TI Implementing complex innovations in fluid multi-stakeholder environments: Experiences of 'telecare' SO TECHNOVATION LA English DT Article DE implementation; telecare; telemedicine; healthcare; service innovation ID RANDOMIZED CONTROLLED-TRIAL; TECHNOLOGY IMPLEMENTATION; TELEMEDICINE; CARE; HOSPITALS; DISCHARGE; USER; HOME AB 'Telecare' is the use of information and communication technology to facilitate health and social care delivery to individuals in their own homes. Governments around the world are seeking to introduce telecare partly to help address the challenges posed by an ageing society. Telecare is inherently complex to implement and operate because it involves combination of technological and organisational innovation in an environment of diverse stakeholders. Using research on two telecare schemes in the UK, the paper explores the way project complexity, organisational context and project management approach interacted during the planning and implementation phases. The paper discusses how insights from research in related areas, including medical technology and service sector innovation in general, could help to explain why mainstream telecare delivery has been difficult and draws conclusions on the role of project management in the implementation of innovation. (c) 2005 Elsevier Ltd. All rights reserved. C1 Univ London Imperial Coll Sci & Technol, Tanaka Business Sch, Innovat Studies Ctr, London SW7 2AZ, England. RP Barlow, J, Univ London Imperial Coll Sci & Technol, Tanaka Business Sch, Innovat Studies Ctr, S Kensington Campus, London SW7 2AZ, England. EM j.barlow@imperial.ac.uk CR BARLOW J, 2004, IMPLEMENTING TELECAR CAMPBELL H, 2001, J HLTH SERVICES RES, V6, P14 COTTON MM, 2000, THORAX, V55, P902 DEBNATH D, 2004, POSTGRAD MED J, V80, P335 DOUGHTY K, 1999, IEEE C ENG MED BIOL DOUGHTY K, 2001, ROSPA C SAF HOM STRA EDMONDSON AC, 2001, ADMIN SCI QUART, V46, P685 EDMONDSON AC, 2003, CALIF MANAGE REV, V45, P34 FERLIE E, 2005, ACAD MANAGE J, V48, P117 FINCH TL, 2003, BRIT MED J, V327, P1205 FOXALL GR, 1988, MANAGERIAL DECISION, V9, P237 FUJIMOTO M, 2000, J TELEMED TELECARE, V6, P187 GASK L, 2002, P ROYAL SOC MED S TE GRIGSBY J, 2002, TELEMED J E-HEALTH, V8, P79 HYDE CJ, 2000, AGE AGEING, V29, P271 JACOBUS C, 2004, HLTH MANAGEMENT APR, P55 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG MOUNTAIN G, 2001, MANAGING COMMUNITY C, V9, P8 NAGENDRAN S, 2000, J TELEMED TELECAR S2, V6, P50 PRENCIPE A, 2001, RES POLICY, V30, P1373 ROGERS E, 1962, DIFFUSION INNOVATION SENGE P, 1994, 5 DISCIPLINE FIELDBO SHAW B, 1985, R&D MANAGE, V15, P283 STEINER A, 2001, BRIT MED J, V322, P453 TSOUKAS H, 2002, ORGAN SCI, V13, P567 VAUGHAN B, 1999, INTERMEDIATE CARE MO VONHIPPEL E, 1988, SOURCES INNOVATION VOSS C, 1984, R&D MANAGE, V14, P147 WEICK K, 1995, SENSEMAKING ORG WEICK KE, 2003, CALIF MANAGE REV, V45, P73 WERNER P, 2003, J TELEMED TELECARE, V9, P264 WILSON A, 1999, BRIT MED J, V319, P1542 WYATT S, 2000, INT J INNOVATION MAN, V4, P391 ZUBOFF S, 1988, AGE SMART MACHINE NR 34 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAR PY 2006 VL 26 IS 3 BP 396 EP 406 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 022VH UT ISI:000236083700012 ER PT J AU Chen, XD Reger, G TI The role of technology in the investment of German firms in China SO TECHNOVATION LA English DT Article DE foreign direct investment (FDI); technology transfer; China; German companies; innovation ID JOINT VENTURES AB China, as being the largest foreign direct investment (FDI) host country in the world and the leading developing country in terms of volume of FDI inflows, has been increasingly attracting international attention from companies and policy makers. As more and more German manufacturing companies move into China, the investment is becoming larger in size and of higher quality. In the meantime, issues of the motives and nature of German FDI in China and related technological activities are developed to a more important topic for both Chinese and overseas researchers. This paper aims at the analysis and explanation of FDI movement driven by German companies in China and the role of technology hereby. Our research includes a literature review, a database analysis and a mail survey on German firms investing in China. Different indicators suggest that the motives for German FDI are long-term based and are deeply market-oriented, which can be characterised through seeking new markets and enlarging market shares. Technology transfer is therefore mainly dedicated to production and managerial facilities. (c) 2004 Elsevier Ltd. All rights reserved. C1 Beijing Univ Aeronaut & Astronaut, Sch Econ & Management, Beijing, Peoples R China. Univ Potsdam, D-14482 Potsdam, Germany. RP Chen, XD, Beijing Univ Aeronaut & Astronaut, Sch Econ & Management, Beijing, Peoples R China. EM chenxdng@95777.com CR *UNCTAD, 1998, WORLD INV REP 1998 T BEAMISH PW, 1985, COLUMBIA J WORLD BUS, V20, P13 BEAMISH PW, 1987, MANAGE INT REV, V27, P23 BEAMISH PW, 1988, MULTINATIONAL JOINT BENNETT D, 2000, TECHNOLOGY TRANSFER BLOMSTROM M, 1989, FOREIGN INVESTMENT S BU, 2001, SHANGHAI EC RES 2001 BUCKLEY PJ, 1998, J INT BUS STUD, V29, P21 DUNNING JH, 1998, NEW POLIT ECON, V3, P280 EDLER J, 2002, R&D MANAGE, V32, P149 JIN J, 2003, R D MAN C 2003 MANCH KREUTZBERGER P, 2000, OECD CHIN C FOR DIR LIU Y, 1997, WORLD EC POLITICS NARULA R, 2000, OXFORD DEV STUDIES, V28, P141 REGER G, 2002, INT J ENTREPRENEURSH, V2, P164 ROBOCK SH, 1983, INT BUSINESS MULTINA SANYAL RN, 2000, INT BUSINESS REV, V9, P119 VONZEDWITZ M, 2003, R D MAN C 2003 MANCH WILLIAMSON P, 1994, MANAGING GLOBAL FRON XU B, 2000, J DEV ECON, V62, P477 NR 20 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAR PY 2006 VL 26 IS 3 BP 407 EP 415 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 022VH UT ISI:000236083700013 ER PT J AU Cornelius, B Persson, O TI Who's who in venture capital research SO TECHNOVATION LA English DT Article DE venture capital; bibliometrics; research front; knowledge base; research funding; citation analysis ID AUTHOR COCITATION ANALYSIS AB A bibliometric analysis of research papers in venture capital reveals an increasing interest over time by researchers across a broad spectrum of business disciplines. It also reveals the dominance of North American, particularly American researchers who entered the field early. Interestingly, the analysis demonstrates that two schools of entrepreneurial research compete for dominance in the venture capital framework. Much of the core research, the knowledge base, crosses disciplinary lines but is developed, from there-on, in a discipline specific fashion. Researchers whose primary interest is in finance and economics use quantitative, neo-classical models almost exclusively and publish, with the exception of the most cited authors, solely in economics and finance journals. These researchers tend to be more successful at achieving internal university funding for their projects while the second group, publishing in journals dedicated to management and entrepreneurship research, uses a broader array of theoretical techniques, apply both quantitative and qualitative methodologies and are more often funded externally. The core group of researchers, with reputations supported by large numbers of citations, appear to be able to raise funds both internally (through university bodies) and externally. (c) 2005 Elsevier Ltd. All rights reserved. C1 Umea Univ, Dept Business Adm, SE-90187 Umea, Sweden. Umea Univ, Inforsk Sociolog Inst, SE-90187 Umea, Sweden. RP Cornelius, B, Umea Univ, Dept Business Adm, SE-90187 Umea, Sweden. EM barbara.cornelius@fek.umu.se olle.person@soc.umu.se CR BASCHA A, 2001, J CORP FINANC, V7, P285 BEATTIE V, 2005, BRIT ACCOUNTING REV, V37, P85 EOM SB, 1996, DECIS SUPPORT SYST, V16, P315 GOLDFARB B, 2003, RES POLICY, V32, P639 HE YL, 2002, INFORM PROCESS MANAG, V38, P491 LANDSTROM H, 2001, SCANDINAVIAN J MANAG, V17, P225 LAWRENCE S, 2002, CRIT PERSPECT, V13, P661 LERNER J, 2004, J FINANC ECON, V72, P3 OKUBO Y, 2000, RES POLICY, V29, P81 PERSSON O, 1994, J AM SOC INFORM SCI, V45, P31 RINIA EJ, 2001, RES POLICY, V30, P357 SCHUMPETER JA, 1934, THEORY EC DEV SWYGARTHOBAUGH AJ, 2004, LIBR COLLECT ACQUIS, V28, P180 THOMAS PR, 1998, SCIENTOMETRICS, V41, P335 VASTAG G, 2003, INT J PROD ECON, V81, P115 WHITE HD, 1998, J AM SOC INFORM SCI, V49, P327 NR 16 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD FEB PY 2006 VL 26 IS 2 BP 142 EP 150 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 017YJ UT ISI:000235728900002 ER PT J AU Csaszar, F Nussbaum, M Sepulveda, M TI Strategic and cognitive criteria for the selection of startups SO TECHNOVATION LA English DT Article DE selection of startups; strategic evaluation; cognitive evaluation AB A decision aid is proposed that would enable venture capitalists to improve the accuracy of their decision-making processes. The methodology complements strategic criteria with cognitive ones. When questions on technical know-how and business expertise do not give enough clues, they are supplemented with a different viewpoint given by a cognitive model. The methodology is demonstrated using an e-Business case. (c) 2005 Elsevier Ltd. All rights reserved. C1 Pontificia Univ Catolica Chile, Sch Engn, Dept Comp Sci, Santiago 22, Chile. RP Nussbaum, M, Pontificia Univ Catolica Chile, Sch Engn, Dept Comp Sci, Vicuna Mackena 4860,Casilla 306, Santiago 22, Chile. EM mn@ing.puc.cl CR AFUAH A, 2000, INTERNET BUSINESS MO BAGLEY C, 1998, ENTREPRENEURS GUIDE BHIDE A, 1991, ATTRACTING STAKEHOLD BHIDE A, 1996, HARVARD BUSINESS NOV GREENE W, 1997, ECONOMETRIC ANAL PERKINS D, 1998, UNDERSTANDING UNDERS, P9 RICH S, 1985, HARVARD BUSINESS MAY, R30 ROBINSON M, 2000, EBUSINESS 2 0 ROADMA RUHNKA JC, 1992, J BUS VENTURING, V7, P137 SAHLMAN W, 1992, HARVARD BUSINESS SCH SAHLMAN WA, 1990, J FINANC ECON, V27, P473 SHEPHERD DA, 2002, J BUS VENTURING, V17, P1 STUTELY R, 2002, DEFINITIVE BUSINESS SWELLER J, 1990, J EXP PSYCHOL GEN, V119, P176 TIMMONS J, 2003, NEW VENTURE CREATION TIMMONS JA, 1987, OPPORTUNITY RECOGNIT WINOGRAD T, 1986, UNDERSTANDING COMPUT NR 17 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD FEB PY 2006 VL 26 IS 2 BP 151 EP 161 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 017YJ UT ISI:000235728900003 ER PT J AU Chorev, S Anderson, AR TI Success in Israeli high-tech start-ups; Critical factors and process SO TECHNOVATION LA English DT Article DE high-tech; start-up; success factors; Israel ID VENTURE CAPITALISTS; MARKET ORIENTATION; PRODUCT SUCCESS; TECHNOLOGY; PERFORMANCE; FIRMS; MANAGEMENT; STRATEGY; CAPABILITIES; ORGANIZATION AB This paper develops a model of the factors deemed critical for success in high-tech new ventures in Israel. Israel presents an interesting forum, geographically distant from main markets but richly endowed with human capital, new high-tech ventures are seen as an essential element of the economy. Yet, despite its importance, high-tech is characterised by risk and challenge. Consequently, a model which draws on the experience of success and failure should be valuable. Our multi stage methodology enrolled the wisdom and experience of founders, managers and financiers of high-tech businesses to identify and categorise the importance of the factors and the role played by these factors. We found that success factors could be grouped as critical or as important. The first group categorised the idea, strategy, the core team's commitment, expertise and marketing as critical. Important factors were deemed to be management, customer relationships and research and development. The least important factors proved to be those external to the firm, the economy, politics and the general business environment. Overall the study emphasises that the attitudes and abilities of the core team are paramount. Although the model is based on the Israeli experience, many of the aspects are global. Consequently, the study may have broad applicability. (c) 2005 Published by Elsevier Ltd. C1 Robert Gordon Univ, Aberdeen Business Sch, Charles P Skene Ctr Entrepreneurship, Aberdeen AB10 7QE, Scotland. RP Anderson, AR, Robert Gordon Univ, Aberdeen Business Sch, Charles P Skene Ctr Entrepreneurship, Garthdee Rd, Aberdeen AB10 7QE, Scotland. EM a.r.anderson@rgu.ac.uk CR *ICBS, 2001, ANN REP *ISR MIN FIN EC RE, 2003, EC OUTL *IVC, 2004, SUMM ISR HIGH TECH C AZULAY I, 2000, CONVERTING MILITARY BAINERMAN J, 2002, BROKEN PROMISES RISE BANTEL KA, 1998, J BUS VENTURING, V13, P205 BELL G, 1991, HIGH TECH VENTURES G BERRY MMJ, 1996, TECHNOVATION, V16, P487 BIROU LM, 1994, INT J PHYS DISTRIB, V24, P4 CHANDLER GN, 1994, J BUS VENTURING, V9, P331 CHANDLER GN, 1998, INVESTIGATION NEW VE CHRISTENSEN CM, 1996, STRATEGIC MANAGE J, V17, P197 CHRISTENSEN CM, 1997, INNOVATORS DILEMMA T COHEN N, 2005, ISRAELI HIGH TECH IN COOPER AC, 1973, R&D MANAGE, V3, P59 COOPER AC, 1994, J BUS VENTURING, V9, P371 COOPER RG, 1979, J MARKETING, V43, P93 COOPER RG, 1990, R&D MANAGE, V20, P47 COOPER RG, 1993, WINNING NEW PRODUCTS COOPER RG, 1994, INT MARKET REV, V11, P60 COVIN JG, 1991, ENTREP THEORY PRACT, V16, P7 CUNNINGHAM C, 2000, TECHNOLOGY DIASPORA, V82, P252 DAHLQUIST J, 2000, ENTERPRISE INNOVATIO, V1, P1 DAVIDOW W, 1986, MARKETING HIGH TECHN DAVIDSSON P, 2003, J SMALL BUS MANAGE, V41, P1 DAY GS, 1999, SLOAN MANAGE REV, V41, P11 DVIR D, 1999, CHANGING ROLE DEFENS EISENHARDT KM, 1998, HARVARD BUS REV, V76, P59 ERICKSON TJ, 1990, SLOAN MANAGE REV, V31, P73 FRENKEL A, 1994, RES POLICY, V23, P281 GARDNER DM, 2000, EUR J MARKETING, V34, P1053 GARTNER WB, 1999, J BUS VENTURING, V14, P215 GOLDMAN N, 2001, ISRAELI MARKETING WO, P44 GORMAN M, 1989, J BUS VENTURING, V4, P231 GOUPTA AK, 1990, IMPROVING R D MARKET, V20, P277 GOUPTA AK, 1992, J BUSINESS VENTURING, V7, P347 GREEN SG, 1995, IEEE T ENG MANAGE, V42, P223 HELLMANN T, 2001, J FINANC, V57, P169 JAWORSKI BJ, 1993, J MARKETING, V57, P53 JOHNSON G, 2001, EXPLORING CORPORATE KAKATI M, 2003, TECHNOVATION, V23, P447 KOHLI AK, 1990, J MARKETING, V54, P1 LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 LERNER M, 1999, GLOBAL ENTREPRENEURS LERNER M, 2002, GLOBAL ENTREPRENEURS LINSTONE H, 1975, DELPHI METHOD MACMILLAN IC, 1987, J BUS VENTURING, V2, P123 MACMILLAN IC, 1989, J BUS VENTURING, V4, P27 MAHONEY JT, 1992, STRATEGIC MANAGE J, V13, P363 MEDCOF JW, 1999, RES TECHNOL MANAGE, V42, P31 MINTZBERG H, 1994, HARVARD BUS REV, V72, P107 MISHRA S, 1996, J PROD INNOVAT MANAG, V13, P530 NESHEIM J, 1997, HIGH TECH START OAKEY R, 1988, MANAGEMENT INNOVATIO OAKEY RP, 1995, HIGH TECHNOLOGY SMAL OAKEY RP, 1999, INT SMALL BUS J, V17, P48 OAKEY RP, 2003, TECHNOVATION, V23, P679 PERLMUTER D, 2003, HAARETZ NEWSPAP 1020 PORTER ME, 1980, COMPETITIVE STRATEGY REEBLE D, 1990, GEOGRAPHY, V75, P361 REYNOLDS P, 1993, HIGH PERFORMANCE ENT ROBERTS E, 1991, SPECIAL PUBLICATION, P59 ROBERTS EB, 1968, RES MANAGE, V11, P249 ROBERTS EB, 1987, GENERATING TECHNOLOG ROURE JB, 1986, J BUSINESS VENTURING, V1, P295 ROURE JB, 1990, J BUS VENTURING, V5, P201 SANDBERG WR, 1987, J BUS VENTURING, V2, P5 SAPIENZA HJ, 1992, J BUS VENTURING, V7, P9 SAPIENZA HJ, 1996, J BUS VENTURING, V11, P439 SLATER SF, 1995, J MARKETING, V59, P63 SLATER SF, 1998, STRATEGIC MANAGE J, V19, P1001 SLATER SF, 1999, STRATEGIC MANAGE J, V20, P1165 SOUDER WE, 1977, EXPLORATORY STUDY CO SOUDER WE, 1981, IND MARKET MANAG, V10, P67 SPECHT PH, 1993, ENTREP THEORY PRACT, V17, P77 STEINBERG J, 1999, ISRAEL HIGH TECH INV, V5, P18 STUART R, 1987, J BUS VENTURING, V2, P215 TRASTON I, 2002, HERZ C DEC WIND Y, 1988, J PROD INNOVAT MANAG, V5, P304 YIN KR, 2003, CASE STUDY RES DESIG YOUNG HC, 1973, THESIS NW U CHICAGO ZACHARAKIS AL, 2001, J BUS VENTURING, V16, P311 NR 82 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD FEB PY 2006 VL 26 IS 2 BP 162 EP 174 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 017YJ UT ISI:000235728900004 ER PT J AU Foo, CT Wai, LS Lang, TS TI The mind of a technopreneuress: differentiating the self-leading, entrepreneurial from custodial, managerial female SO TECHNOVATION LA English DT Article DE technopreneuress; enterpreneur; technology; Singapore; women; management AB One emerging trend in the 21st Century is the rise in the roles of women in society. In Singapore, increasingly women are filling-up not just the mundane, clerical ranks or the executive, managerial positions but also emerging as entrepreneurs. Or as coined by us as 'technopreneuress'. For most interestingly, according to recent statistics, women are emerging as technologically more competent than before. In this paper, we explore the inner processes of the psychological adaptation and changes necessary in the female psyche before a societal, technopreneurial matriarchy may take root. Already, politically we witness the rise of women leaders in South East Asia: Megawati in Indonesia, Arroyo in Philippines and possibly in post-Bush US, the rise of Mrs Clinton. We structured our empirical investigations to focus on those personal traits, interpersonal and leadership styles that differentiate women as self-leading 'technopreneuress', i.e. the entrepreneurial from the managerial. We conclude by integrating our research findings with left-right brain attributes and on the future mind of the successful, technology-oriented entrepreneur. (c) 2005 Elsevier Ltd. All rights reserved. C1 Nanyang Technol Univ, Sch Mech & Prod Engn, Singapore 639798, Singapore. RP Foo, CT, Nanyang Technol Univ, Sch Mech & Prod Engn, 50 Nanyang Rd, Singapore 639798, Singapore. EM mctfoo@ntu.edu.sg CR BIRD BJ, 1989, ENTREPRENEURIAL BEHA CHELL E, 1991, ENTREPRENEURIAL PERS DECARLO J, 1979, J SMALL BUSINESS MAN, V7 FOO CT, 1994, ORG STRATEGY SUN TZU FOO CT, 2000, INT J TECHNOLOGICAL, P551 FOO CT, 2003, IMPERIAL MIND GOLEMAN D, 1995, EMOTIONAL INTELLIGEN HENNING M, 1977, MANAGERIAL WOMAN MCCLELLAND DC, 1982, J APPL PSYCHOL, V67, P737 NORTHOUSE PG, 1997, LEADERSHIP THEORY PR RICHARD K, 1998, J SMALL BUS MANAGE, V36, P8 SPERRY R, 1983, SCI MORAL PRIORITY M TREVARTHERN CB, 1990, BRAIN CIRCUITS FUNCT NR 13 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD FEB PY 2006 VL 26 IS 2 BP 175 EP 184 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 017YJ UT ISI:000235728900005 ER PT J AU Rasmussen, EA Sorheim, R TI Action-based entrepreneurship education SO TECHNOVATION LA English DT Article DE entrepreneurship education; start-up; university ID UNIVERSITY; PARADIGM; ENTERPRISE; KNOWLEDGE; FIELD AB Innovativeness through the creation of new companies and new business areas are seen as key factors to achieve economic goals at the firm, the regional, and the national level. A restricting factor is the availability of competent individuals to manage projects and become entrepreneurs. Universities can address this need by increasing the motivation and competence of their graduates to become key persons in innovative and entrepreneurial activity. Entrepreneurship education has traditionally focused on teaching individuals, but many initiatives are increasingly becoming more action-oriented, emphasizing learning by doing. This paper presents a number of action-based activities at five Swedish universities. The cases show that entrepreneurship education focuses less on teaching individuals in a classroom setting and more on learning-by-doing activities in a group setting and a network context. Several initiatives have multiple goals, such as educating entrepreneurs, establishing new ventures, and commercializing university research. Implications for setting up an action-based entrepreneurship education program are provided. (c) 2005 Elsevier Ltd. All rights reserved. C1 Bodo Grad Sch Buiness, NO-8049 Bodo, Norway. Norwegian Univ Sci & Technol, Dept Ind Econ & Technol Management, NO-7491 Trondheim, Norway. RP Rasmussen, EA, Bodo Grad Sch Buiness, NO-8049 Bodo, Norway. EM einar.rasmussen@hibo.no roger.sorheim@iot.ntnu.no CR AUTIO E, 1998, J SMALL BUS MANAGE, V36, P30 BROCKHAUS RH, 2001, ENTREPRENEURSHIP ED BRUYAT C, 2001, J BUS VENTURING, V16, P165 BURT RS, 2000, ENTREPRENEURSHIP SOC, P281 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 ERIKSON T, 2003, J EUROPEAN IND TRAIN, V27, P36 ETZKOWITZ H, 2000, RES POLICY, V29, P313 ETZKOWITZ H, 2002, SCI PUBL POLICY, V29, P115 ETZKOWITZ H, 2003, RES POLICY, V32, P109 FIET JO, 2001, J BUS VENTURING, V16, P1 GAGLIO CM, 2001, SMALL BUS ECON, V16, P95 GARTNER WB, 1985, ACAD MANAGE REV, V10, P696 GARTNER WB, 1988, AM J SMALL BUSINESS, V12, P11 GARTNER WB, 2003, NEW MOVEMENTS ENTREP, P103 GIBB A, 2002, INT J MANAG REV, V4, P233 GIBB AA, 1993, INT SMALL BUS J, V11, P11 GORMAN G, 1997, INT SMALL BUS J, V15, P56 GRANDI A, 2003, SMALL BUS ECON, V21, P329 JACOB M, 2003, ENTREPRENEURIAL TRAN JENSEN R, 2001, AM ECON REV, V91, P240 JOHANNISSON B, 1990, ENTREP REGION DEV, V2, P71 JOHANNISSON B, 1998, EUROPEAN J ENG ED, V23, P477 JOHANNISSON B, 2001, ENTREPRENEURSHIP ED, P318 KAMM JB, 1990, ENTREP THEORY PRACT, P7 KATZ JA, 2003, J BUS VENTURING, V18, P283 KLOFSTEN M, 1999, J TECHNOLOGY TRANSFE, V24, P125 KLOFSTEN M, 2000, J EUROPEAN IND TRAIN, V24, P337 KOLVEREID L, 1997, J EUROPEAN IND TRAIN, V21, P154 LAUKKANEN M, 2000, ENTREP REGION DEV, V12, P25 LICHTENSTEIN BMB, 2001, ENTREP THEORY PRACT, V25, P37 MALECKI EJ, 1994, INT REGIONAL SCI REV, V16, P119 MALECKI EJ, 1997, ADV ENTREPRENEURSHIP MCMULLAN WE, 1988, R&D MANAGE, V18, P5 MCMULLAN WE, 1998, TECHNOVATION, V18, P275 MUELLER SL, 2000, J BUSINESS VENTURING, V16, P51 PETERMAN NE, 2003, ENTREP THEORY PRACT, V28, P129 RASMUSSEN E, IN PRESS TECHNOVATIO REYNOLDS P, 1994, REG STUD, V28, P443 REYNOLDS P, 2001, GLOBAL ENTREPRENEURS SEXTON DL, 1987, J SMALL BUS MANAGE, V25, P35 SHANE S, 2000, ACAD MANAGE REV, V25, P217 SHANE S, 2000, ORGAN SCI, V11, P448 SHANE S, 2003, GEN THEORY ENTREPREN STEVENSON HH, 1990, STRATEGIC MANAGE J, V11, P17 SWEDBERG R, 2000, ENTREPRENEURSHIP SOC VESPER KH, 1997, J BUS VENTURING, V12, P403 NR 46 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD FEB PY 2006 VL 26 IS 2 BP 185 EP 194 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 017YJ UT ISI:000235728900006 ER PT J AU Okudan, GE Rzasa, SE TI A project-based approach to entrepreneurial leadership education SO TECHNOVATION LA English DT Article DE entrepreneurship education; project-based learning ID PERFORMANCE AB This paper discusses the evolution of the Entrepreneurial Leadership course (ENGR 310), which is one of the four core courses at The Pennsylvania State University (Penn State). The current teaching practices in the course, based on project-based learning practices, have been developed based on a comprehensive review of similar courses and entrepreneurship education literature. This paper discusses the new course curriculum, and relevant innovative changes. The results of a comprehensive assessment conducted to measure student satisfaction and perceptions of the course are included along with a summary of the experience gained while teaching the improved version of the course. In addition to the assessment results, two other results attest to the success of the course: (1) All teams completing the build and sell project made profits. In fact, one team made about $700 in profit, a great accomplishment considering the time they were allotted to work on the project. (2) Most students taking the class, who were not graduating, decided to enroll in the Entrepreneurship Minor. This paper aims to share implementation of these changes as an avenue for entrepreneurship educators to learn from others' experiences, and to contribute to the entrepreneurship education literature. (c) 2004 Elsevier Ltd. All rights reserved. C1 Penn State Univ, Sch Engn Design & Profess Programs, University Pk, PA 16802 USA. Penn State Univ, Schreyer Inst Teaching Excellence, University Pk, PA 16802 USA. RP Okudan, GE, Penn State Univ, Sch Engn Design & Profess Programs, 213T Hammond Bldg, University Pk, PA 16802 USA. EM gek3@engr.psu.edu CR CLARK D, 2001, LEADERSHIP CRESWELL JW, 2003, HDB MIXED METHODS SO, P209 CURRAN J, 1989, INT SMALL BUS J, V7, P11 DAVIES LG, 1991, 3 INT EIASM WORKSH G EGGERT N, 1998, CONT LEADERSHIP ENTR GARAVAN TN, 1994, J EUROPEAN IND TRAIN, V18, P3 GIBB A, 1987, J EUROPEAN IND TRAIN, V11, P3 GORMAN G, 1997, INT SMALL BUS J, V15, P56 HILLS GE, 1988, J BUSINESS VENTURING, V3, P109 HINDLE K, 2002, J SMALL BUS MANAGE, V40, P162 HOOD JN, 1993, J BUS VENTURING, V8, P115 KNIGHT RM, 1991, J SMALL BUSINESS ENT, V9, P43 KOURILSKY ML, 1998, J BUS VENTURING, V13, P77 LUMPKIN GT, 1996, ACAD MANAGE REV, V21, P135 MCMULLAN WE, 1983, CANADIAN J BUSINESS, V4, P32 MCMULLAN WE, 1987, J BUSINESS VENTURING, V2, P261 NORTHOUSE PG, 2004, LEADERSHIP THEORY PR RZASA SE, 2004, ANN M NAT COLL INV I SCHULZ WC, 1999, CREATING VALUE SKILL SEXTON DL, 1984, J SMALL BUS MANAGE, V22, P18 SEXTON DL, 1991, STATE ART ENTREPRENE SMILOR RW, 1996, LEADERSHIP ENTREPREN STRAUSS A, 1998, BASICS QUALITATIVE R TEDDLIE C, 2003, HDB MIXED METHODS SO, P3 ULRICH TA, 1987, J SMALL BUS MANAGE, V25, P32 VESPER KH, 1982, ENCY ENTREPRENEURSHI WISE J, 2003, ANN M AM SOC ENG ED NR 27 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD FEB PY 2006 VL 26 IS 2 BP 195 EP 210 PG 16 SC Engineering, Industrial; Operations Research & Management Science GA 017YJ UT ISI:000235728900007 ER PT J AU Luthje, C Prugl, R TI Preparing business students for co-operation in multi-disciplinary new venture teams: empirical insights from a business-planning course SO TECHNOVATION LA English DT Article DE entrepreneurial education; interdisciplinary co-operation; new venture teams ID R-AND-D; ENTREPRENEURSHIP; PERSPECTIVE; COMMUNICATION; CONVERSATION; INFORMATION; EDUCATION; PROJECTS; FIRMS AB Interdisciplinary co-operation among people trained in technical and economic fields has been identified as an important success factor in new venture teams. However, empirical findings also indicate that individuals often refuse to engage in close and trustful relationships with representatives of other disciplines. Thus, the question arises whether education programs on interdisciplinary co-operation may be suitable to prepare students for future activities in multi-functional business start-up teams. In this study, we investigate the psychological effects of an interdisciplinary business-planning course held at the Vienna University of Economics and Business Administration with the intention of promoting co-operation between technology-oriented professionals and business management students. The findings show that this course experience changes the students' attitudinal beliefs with respect to representatives of the technical discipline by reducing stereotypical assumptions. At the same time, the course fosters awareness of the challenges involved in cross-disciplinary co-operation. The more students communicate with their technical counterparts and the more they familiarize themselves with the technical aspects of the project, the stronger these effects become. (c) 2004 Elsevier Ltd. All rights reserved. C1 Vienna Univ Econ & Business Adm, Dept Entrepreneurship & Innovat, A-1090 Vienna, Austria. Tech Univ Hamburg, Inst Technol & Innovat Management, D-21073 Hamburg, Germany. RP Prugl, R, Vienna Univ Econ & Business Adm, Dept Entrepreneurship & Innovat, Nordbergstr 15, A-1090 Vienna, Austria. EM luethje@tu-harburg.de reinhard.pruegl@wu-wien.ac.at CR AJZEN I, 1980, UNDERSTANDING ATTITU ASHFORTH BE, 1989, ACAD MANAGE REV, V14, P20 AUTIO E, 1997, ENTREPRENEURIAL INTE, V17 BECHARD JP, 1998, J BUS VENTURING, V13, P317 BEGLEY TM, 1997, FRONTIERS ENTREPRENE, V17 BROMME R, 2000, PRACTICING INTERDISC, P115 BROWN R, 1990, J SMALL BUS MANAGE, V28, P71 CARDOZO RN, 2002, J PROD INNOVAT MANAG, V19, P4 CLARK HH, 1996, USING LANGUAGE DOOLEY K, 2000, ADV INTERDISCIPLINAR, P283 DOUGHERTY D, 1992, ORGAN SCI, V3, P179 EISENHARDT K, 1988, ADM SCI Q, V35, P504 FEESER HR, 1990, STRATEGIC MANAGE J, V11, P87 FIET JO, 2001, J BUS VENTURING, V16, P1 FISHER RJ, 1997, J MARKETING, V61, P54 FRANKE N, 2004, IN PRESS BETRIEBSWIR FRANKE N, 2004, INT J INNOVATION TEC, V1, P269 GARROD S, 1994, COGNITION, V53, P181 GORMAN G, 1997, INT SMALL BUS J, V15, P56 GRIFFIN A, 1996, J PROD INNOVAT MANAG, V13, P191 GUPTA AK, 1986, IEEE T ENG MANAGE, V33, P25 GUPTA AK, 1988, RES TECHNOL MANAGE, V31, P36 HILLS GE, 1998, ED ENTREPRENEURS WEA, P38 HOEGL M, 2001, ORGAN SCI, V12, P435 HOSTAGER TJ, 1999, SMALL BUS I DIR ASS ISAACS EA, 1987, J EXP PSYCHOL GEN, V116, P26 JIN ZQ, 2001, R&D MANAGE, V31, P275 KRAUSS RM, 1991, SOC COGNITION, V9, P2 LAMONT L, 1972, J SMALL BUS MANAGE, V10, P36 LAWRENCE PR, 1967, ADM SCI Q, V12, P1 LOVEJOY WS, 2002, J PROD INNOVAT MANAG, V19, P32 MCMULLAN WE, 1985, J SMALL BUSINESS ENT, V3, P18 MOENAERT RK, 1996, MANAGE SCI, V42, P1592 PICOT A, 1989, INNOVATIVE UNTERNEHM ROBERTS EB, 1991, SLOAN MANAGE REV, V32, P9 ROURE JB, 1986, J BUSINESS VENTURING, V1, P295 RUEKERT RW, 1987, J MARKETING, V51, P1 SETHI R, 2001, J PROD INNOVAT MANAG, V18, P154 SIEGEL R, 1993, J BUS VENTURING, V8, P169 SOUDER WE, 1988, J PROD INNOVAT MANAG, V5, P6 STEINHEIDER B, 2001, 5 C ENG DES AUT LAS TAJFEL H, 1982, ANNU REV PSYCHOL, V33, P1 TEAL EJ, 2001, EXAMINATION DETERMIN, V21 VESPER KH, 1988, ENTREP THEORY PRACT, V13, P7 VESPER KH, 1997, J BUS VENTURING, V12, P403 WELSH AM, 2003, J MANAGEMENT ED, V27, P220 NR 46 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD FEB PY 2006 VL 26 IS 2 BP 211 EP 219 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 017YJ UT ISI:000235728900008 ER PT J AU Oyelaran-Oyeyinka, B Lal, K TI Learning new technologies by small and medium enterprises in developing countries SO TECHNOVATION LA English DT Article DE learning; new technologies; SMEs; developing countries; ICTs ID INNOVATION; LABOR AB This paper, based on new field data, examines the ways in which small and medium enterprises in selected developing countries learn to use and augment their core capabilities with new technologies. This paper presents three findings. First, there is clear evidence of increasing complexity in the adoption and use of Information and communication technologies (ICTs) among developing country firms. Second, climbing the technological ladder requires skills upgrading through explicit learning of the new technologies. Third, firm performance is highly associated with learning capabilities, levels of technology, and a host of firm-level knowledge, skills and experience. The study found that across countries and sectors, non-formal learning is the dominant form of mastering new technologies. However, formal local and overseas training is positively associated with increasing technological complexity. There is also a close correlation between technical complexity of firms' internal ICT tools and available telecommunication infrastructure. (c) 2004 Elsevier Ltd. All rights reserved. C1 Univ Nat Univ, Inst New Technol, NL-6211 TC Maastricht, Netherlands. RP Lal, K, Univ Nat Univ, Inst New Technol, Keizer Karelpl 19, NL-6211 TC Maastricht, Netherlands. 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Using the concept of bricolage, an improvisational approach that allows learning from concrete experience, we explore IS adoption and organisational change in two SME case studies. The case studies cover IS rationalisations and innovations and small-and large-scale change over a 4-year period, and highlight the roles of different actors, internal and external to the SMEs. We find that bricolage is a useful concept as it deals with the need for SMEs to learn about the possibilities of IS in situ, simultaneously exploiting the can-do approach that is usually found in SMEs. However, bricolage needs organisation space and the possibility for trust to grow between end users, developers and management as visions are explored and revised. The paper concludes with a set of guiding principles that can be adopted by SMEs to enable IS bricolage to contribute to an organisation's strategic direction. (c) 2005 Elsevier Ltd. All rights reserved. C1 Univ Salford, Informat Syst Res Inst, Salford M5 4WT, Lancs, England. RP Ferneley, E, Univ Salford, Informat Syst Res Inst, Ashworth Bldg, Salford M5 4WT, Lancs, England. EM e.ferneley@salford.ac.uk f.bell@salford.ac.uk CR *DEP TRAD IND, 2002, DTI BUS INF AG INT B ATKINSON J, 2003, SMALL BUSINESS SERVI BAKER T, 2003, RES POLICY, V32, P255 BALLANTINE J, 1998, EUR J INFORM SYST, V7, P241 BECK K, 2000, EXTREME PROGRAMMING BURNS P, 2001, ENTREPRENEURSHIP SMA CHAPMAN P, 2000, LOGISTICS INFORM MAN, V13, P353 CIBORRA C, 2002, LABYRINTHS INFORM CH DIERCKX MAF, 1999, TECHNOL FORECAST SOC, V60, P149 EDWARDS T, IN PRESS TECHNOVATIO FELLER J, 2002, UNDERSTANDING OPEN S FITZGERALD B, 1997, INFORM SYST J, V7, P201 FOONG SY, 1999, J SMALL BUS MANAGE, V37, P81 GUIMAREAES T, 2000, LOGISTICS INFORM MAN, V13, P117 HANKS P, 1989, COLLINS CONCISE DICT IGBARIA M, 1998, INT J INFORM MANAGE, V18, P103 INNES JE, 1999, J AM PLANN ASSOC, V65, P9 JUNNARKAR S, 1999, VENTURE FIRMS FOCUS KAPOR M, 1996, BRINGING DESIGN SOFT KATZ JA, 2003, FUTURES, V35, P323 KEINDL B, 2000, J DEV ENTREPRENEURSH, V5, P73 LANGE T, 2000, J EUROPEAN IND TRAIN, V24, P5 LEVISTRAUSS C, 1966, SAVAGE MIND LEVY M, 1997, INT J TECHNOL MANAGE, V13, P426 LEVY M, 2001, J INFORM TECHNOL, V16, P133 LUFTMAN JN, 1999, COMMUNICATIONS ASS I, V1, P1 MARTIN J, 1991, RAPID APPL DEV MARTIN LM, 2001, INTERNET RES, V11, P399 MINTZBERG H, 1994, RISE FALL STRATEGIC MOORMAN C, 1998, ACAD MANAGE REV, V23, P698 PEPPARD J, 1999, J STRATEGIC INF SYST, V8, P29 POON S, 1999, INFORM MANAGE, V35, P9 REICH BH, 2000, MIS QUART, V24, P81 RIEMENSCHNEIDER CK, 2003, INFORM MANAGE-AMSTER, V40, P269 RUSSO N, 2001, INFORM SYSTEMS DEV M STOLTERMAN E, 1999, INFORM SYST J, V9, P3 STOLTERMAN E, 2000, P DIAC C 2000 SHAP P TAYLOR MJ, 1998, INFORM SYST J, V8, P85 VENKATRAMAN N, 1994, SLOAN MANAGE REV, V35, P73 VOS JP, IN PRESS DEV STRATEG WARD J, 1996, STRATEGIC PLANNING I WEICK K, 2001, MAKING SENSE ORG WEICK KE, 1993, ADMIN SCI QUART, V38, P628 NR 43 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD FEB PY 2006 VL 26 IS 2 BP 232 EP 241 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 017YJ UT ISI:000235728900010 ER PT J AU Lawson, CP Longhurst, PJ Ivey, PC TI The application of a new research and development project selection model in SMEs SO TECHNOVATION LA English DT Article DE research development project; selection model; SME AB The work reported in this paper investigates Research and Development (R&D) project selection models, focusing on the application of a new hybrid project selection model in a UK based engineering Small to Medium-sized Enterprise (SME). Work is done to enable the new project selection model to be applied in an SME and the model is then field tested. Field test results provide insight into the barriers to the adoption of such a model in an SME, either as a decision support tool or as a knowledge acquisition and learning tool. Insights are gained into the suitability and limits that exist within SMEs for the use of such decision support models. As an outcome of the field test results a simple R&D project portfolio cash-flow tracking method is proposed. (c) 2004 Elsevier Ltd. All rights reserved. C1 Cranfield Univ, Aerosp Engn Grp, Cranfield MK43 0AL, Beds, England. RP Lawson, CP, Cranfield Univ, Aerosp Engn Grp, Cranfield MK43 0AL, Beds, England. EM c.p.lawson@cranfield.ac.uk CR COLDRICK S, 2002, IEEE IEMC 2002 COOPER RG, 1995, ENG MANAGEMENT REV, P23 COOPER RG, 1997, RES TECHNOLOGY MANAG, V40 COOPER RG, 1998, RES TECHNOLOGY MANAG, V41 COOPER RG, 1999, J PROD INNOVAT MANAG, V16, P333 COOPER RG, 2000, RES TECHNOLOGY MANAG, V43 COOPER RG, 2001, R D MANAGEMENT, V31 FERGUSON D, 1997, THESIS CRANFIELD U LOCKWOOD C, 1999, THESIS CRANFIELD U MATHESON D, 1994, RES TECHNOLOGY MANAG, V37 MENKE MM, 1997, RES TECHNOLOGY MANAG, V40 MOORE JR, 1969, IEEE T ENG MANAGEMEN, V16 OSAWA Y, 2002, R D MANAGEMENT, V32 SMOUT P, 1995, THESIS CRANFIELD U STILLMAN HM, 1997, RES TECHNOLOGY MANAG, V40 NR 15 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD FEB PY 2006 VL 26 IS 2 BP 242 EP 250 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 017YJ UT ISI:000235728900011 ER PT J AU O'Regan, N Ghobadian, A Sims, M TI Fast tracking innovation in manufacturing SMEs SO TECHNOVATION LA English DT Article DE innovation; strategy; culture; leadership; SMEs ID MANAGEMENT RESEARCH; PRODUCT INNOVATION; STRATEGIC CHANGE; PERFORMANCE; MARKET; ENTREPRENEURSHIP; DETERMINANTS; CAPABILITIES; LEADERSHIP; FRAMEWORK AB Many SMEs have difficulties achieving successful innovation, despite having significant investment in research and development. This paper explores the innovation process within the context of strategy, organizational culture and leadership styles in an effort to fast-track effective innovation in SMEs. The domain of the study is the electronics and engineering sectors. The analysis confirms the close association between strategy, organizational culture, leadership and innovation. It also depicts the attributes of each concept associated with innovation. The analysis also confirms that high performing firms place a much higher emphasis on strategy attributes and have stronger and more defined leadership and culture styles compared with low performing firms. The paper provides systematic steps to enable managers to effectively manage and deploy innovation. It is unique in that it fills the 'how to...' gap for SMEs. (c) 2005 Elsevier Ltd. All rights reserved. C1 Middlesex Univ, Sch Business, Ctr Interdisciplinary Strateg Management Res, London NW4 4BT, England. RP O'Regan, N, Middlesex Univ, Sch Business, Ctr Interdisciplinary Strateg Management Res, London NW4 4BT, England. 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This article examines the influence of these features of a technology programme in the field of building automation on the innovation processes of participating SMEs. It also explores the use of a technology programme based on an open interface standard with market creation as a way of escaping from a locked-in market situation resulting from domination of systems based on closed interfaces. Market creating technology programmes seem to have a potential for significantly helping SMEs in the commercialization of the products developed. This could be enhanced by setting the timeframe of demand creating activities according to the needs of the commercialization processes. The results suggest that technology programmes based on an open standard have a potential to relieve lock-in situations in the markets to some extent. Judging from the experiences of the case companies, demand creating activities may have a significant role in this. The interoperability problems experienced suggest a need for systematic efforts to ensure the actual interoperability of components in technology programmes based on an interface standard. (c) 2005 Elsevier Ltd. All rights reserved. C1 Finnish Environm Inst, Helsinki 00251, Finland. RP Hyvattinen, H, Finnish Environm Inst, POB 140, Helsinki 00251, Finland. EM heli.hyvattinen@ymparisto.fi CR 2003, AN SEM REAL EST SPAC *RAKLI JAAKK POYR, 2004, MISS E KYY STAND COR *RAKLI, 2003, YHT TIET HUOLT E EHY *RAKLI, 2004, FINN ASS BUILD OWN C *RAKLI, 2004, YHT TIET HUOLT YHT A AHONEN A, 2003, ANN SEM CUBE TECHN P HEINONEN P, 2003, MALL 2004 SEM NOV 12 KANO S, 2000, TELECOMMUN POLICY, V24, P305 KAUFMANN A, 2002, TECHNOVATION, V22, P147 KAUTTO P, 2004, 6 C EUR EV SOC BERL KOIVISTO P, 1998, AVOIMET RAKENNUSAUTO, P55 LEVINE MD, 1996, IMPACTS ADAPTATIONS, P713 MARCHCHORDA I, 2002, TECHNOVATION, V22, P301 PATTON MQ, 1997, UTILIZATION FOCUSED PEKKANEN J, 2004, INNOVAATIO INVESTO 2 ROTHWELL R, 1992, R&D MANAGE, V22, P221 SHAPIRO C, 1999, INFORM RULES STRATEG TASSEY G, 2000, RES POLICY, V29, P587 TEKES, 2002, FUTURE KNOWLEDGE COM UUSIKYLA P, 2003, 62003 NAT TECHN AG VALTAKARI M, 2004, 112004 NAT TECHN AG VEDUNG E, 1997, PUBLIC POLICY PROGRA NR 22 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD FEB PY 2006 VL 26 IS 2 BP 262 EP 273 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 017YJ UT ISI:000235728900013 ER PT J AU Uddin, AK TI The role of diffusion of innovations for incremental development in small enterprises SO TECHNOVATION LA English DT Article DE innovation; diffusion process; dissemination of innovations; adaptation AB Diffusion of innovations plays an important role for incremental change leading to sustained development in all societies. The diffusion of an innovation is in fact determined by a stream of improvements in the performance characteristics of that innovation, its progressive modification and adaptation. The local technological capability and indigenous knowledge can contribute significantly to the process of adaptive improvements. This paper hinges briefly upon the interface between innovation and diffusion and the role of adaptive improvements to this effect in the context of promoting technologies in rural micro-industries. Observations made in the paper are based on a sample survey comprising of three phases undertaken recently on a number of small and medium industries (SMIs) covering various districts of Bangladesh. It is found that accumulated indigenous knowledge embodied in local farmers and artisans play a crucial role in innovation-diffusion interaction. (c) 2005 Published by Elsevier Ltd. C1 Bangladesh Univ Engn & Technol, Inst Appropriate Technol, Dhaka 1000, Bangladesh. RP Uddin, AK, Bangladesh Univ Engn & Technol, Inst Appropriate Technol, Dhaka 1000, Bangladesh. EM kamal@iat.buet.ac.bd CR BROWN AL, 1980, INNOVATION DIFFUSION FRANSMAN M, 1985, J DEV STUDIES, V21 ROSENBERG N, 1983, INSIDE BLACK BOX TEC SHARIF MN, 1986, TECHNOLOGY POLICY FO NR 4 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD FEB PY 2006 VL 26 IS 2 BP 274 EP 284 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 017YJ UT ISI:000235728900014 ER PT J AU Vuola, O Hameri, AP TI Mutually benefiting joint innovation process between industry and big-science SO TECHNOVATION LA English DT Article DE innovation process; big-science research projects; technology transfer; radical innovatiom; new product development ID DISCONTINUOUS INNOVATION; BASIC RESEARCH; TECHNOLOGIES; CENTERS; CERN AB This longitudinal study is based on nine in-depth case studies carried out over the past 9 years, entailing observation of and participation in the actual innovation processes taking place at the interface of big-science-industry cooperation. The resulting mutually benefiting innovation model integrates industrial and big-science R&D at moments when they best catalyse technological innovation processes by matching specific needs from both sides and facilitating their joint efforts during the cooperation. The big-science centre being CERN2 with its multiple skills, diverse assets and technology validation practices generate, when needs from both sides are clearly defined and well coupled, a most fertile ground to enable and boost industrial innovation. The big-science centre benefits from the cooperation through access to cutting edge technologies at reasonable cost and through manufacturing prospects which both bring optimal performance per cost ratio in instrument design and production. At the same time, it generates meaningful social practice and input into industrial innovation and new business creation. A successful matching process includes: industrial scouting and scanning to find applicable new technologies in the industry; assessment of related business development needs in order to find and create the right motivations for mutually benefiting cooperation; identification of functional specifications for big-science instruments: and an active match-making of needs, motivations and people as well as timing. The research documented in this report complements previous research efforts by providing detailed recommendations to all parties present in big-science collaborations, namely the big-science centres, member state policy-makers and industry experts and managers. (C) 2005 Elsevier Ltd. All rights reserved. C1 Univ Lausanne, Ecole Hautes Etud Commerciales, Helsinki Inst Phys, CH-1015 Lausanne, Switzerland. CERN, PH UAT, CH-1211 Geneva 23, Switzerland. CERN, Helsinki Inst Phys, CH-1211 Geneva 23, Switzerland. RP Vuola, O, Univ Lausanne, Ecole Hautes Etud Commerciales, Helsinki Inst Phys, BFSH-1, CH-1015 Lausanne, Switzerland. EM olli.vuola@unil.ch ari-pekka.hameri@unil.ch CR *CERN, 1999, CERN PURCH PROC *EC, 2003, EUR RES AR SCI TECHN *SAPPHO, 1971, PROJ SAPPH SUCC FAIL ALLEN TJ, 1969, ADM SCI Q, V14, P12 AUTIO E, 2003, TECHNOLOGY TRANSFER AUTIO E, 2004, RES POLICY, V33, P107 BACH L, 1988, STUDY EC EFFECTS EUR BERNERSLEE T, 1999, WEAVING WEB ORIGINAL BIANCHISTREIT M, 1984, CZECHOSLOVAK J PHY B, V38, P23 BOWER JL, 1995, HARVARD BUSINESS JAN, P43 BOZEMAN B, 2000, RES POLICY, V29, P627 BRENDLE P, 1980, ESA CONTRACTS REPORT, V3 BYCKLING E, 2000, TECHNOVATION, V20, P71 CHRISTENSEN CM, 1997, INNOVATORS DILEMMA N COOPER RG, 1988, WINNING NEW PRODUCTS DOSI G, 1982, RES POLICY, V11, P147 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 FREEMAN C, 1997, EC IND INNOVATION GARCIA R, 2002, J PROD INNOVAT MANAG, V19, P110 GARVIN DA, 2004, HARVARD BUS REV, P18 GRIFFIN A, 1997, J PROD INNOVAT MANAG, V14, P429 HAMERI AP, 1996, TECHNOVATION, V16, P531 HAMERI AP, 1998, J PROD INNOVAT MANAG, V15, P322 HAMERI AP, 1999, TECHNOVATION, V19, P457 JOHNSON SC, 1957, HARVARD BUSINESS MAY, P49 KIRSCHOFF BA, 1989, FRONTIERS ENTREPRENE, P173 MANSFIELD E, 1991, RES POLICY, V20, P1 NORDBERG M, 1997, T COSTS CORE COMPETE OCONNOR GC, 2002, RES TECHNOL MANAGE, V45, P50 PAVITT K, 1991, RES POLICY, V20, P109 PFEFFER J, 1978, EXTERNAL CONTROL ORG PORTER ME, 1987, HARVARD BUS REV, V65, P43 REASON P, 2001, HDB ACTION RES PARTI RICE MP, 1998, RES TECHNOL MANAGE, V41, P52 SCHMIED H, 1977, IEEE T ENG MANAGE, V24, P125 SCHMIED H, 1982, IEEE T ENG MANAGE, V29, P154 SHANE S, 2002, J BUSINESS VENTURING, V17, P1 TOULMIN S, 1996, THEORY CHANGING ORG TUOMI I, 2002, NETWORKS INNOVATION VERYZER RW, 1998, J PROD INNOVAT MANAG, V15, P304 VONHIPPEL E, 1978, RES POLICY, V7, P240 VUOLA O, 2003, P ISPIM C MANCH UK 2 YIN RK, 1994, CASE STUDY RES DESIG NR 43 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JAN PY 2006 VL 26 IS 1 BP 3 EP 12 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 003FK UT ISI:000234666900002 ER PT J AU Frietsch, R Grupp, H TI There's a new man in town: the paradigm shift in optical technology SO TECHNOVATION LA English DT Article DE optics; paradigm shift; patents; evolution; foreign trade AB The contribution gives a short introduction into the enabling character of modern optical technology and tries to trace the paradigm shift from bulbs to opto-electronics and photonics in quantitative terms using science and technology indicators. As an example of the economic potential of the new optical technology, the impact on foreign trade is investigated and discussed. As it turns out, there seem to be different strategies of nations concerning adoption of modern optical technology. Most of the countries considered follow the strategy to start from the traditional strength in their homebase and differentiate from there to the prosperous new product lines. But also newcomers are observed which do not follow this traditional path. Overall, the contribution adds evidence to the notion that the evolution in changing areas of technology is nation-specific. (C) 2004 Elsevier Ltd. All rights reserved. C1 Fraunhofer Inst Syst & Innovat Res, D-76139 Karlsruhe, Germany. Univ Karlsruhe TH, Inst Econ Policy Res IWW, D-76128 Karlsruhe, Germany. RP Frietsch, R, Fraunhofer Inst Syst & Innovat Res, D-76139 Karlsruhe, Germany. EM r.frietsch@isi.fraunhofer.de CR 2000, LENKUNGSKREIS OPTISC *COSE, 1998, HARN LIGHT OPT SCI E BLIND K, 2003, PATENTS SERVICE IND DOSI G, 1982, RES POLICY, V11, P147 DOSI G, 1988, J ECON LIT, V26, P1120 GRUPP H, 1994, TECHNOL ANAL STRATEG, V6, P379 GRUPP H, 1998, FDN EC INNOVATION TH GRUPP H, 1999, RES POLICY, V28, P377 GRUPP H, 2001, SCIENTOMETRICS, V51, P359 GRUPP H, 2002, GERMANYS TECHNOLOGIC KASH DE, 2001, SCI PUBL POLICY, V28, P11 KLEINKNECHT A, 2002, R D EXPORT PERFORMAN, P310 KUHN TS, 1962, STRUCTURE SCI REVOLU LAKATOS I, 1974, KRITIK ERKENNTNISFOR, P89 SCHMOCH U, 1999, RES EVALUAT, V8, P119 SCHMOCH U, 2002, MARKEN ALS INNOVATIO VANRAAN AFJ, 1988, HDB QUANTITATIVE STU NR 17 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JAN PY 2006 VL 26 IS 1 BP 13 EP 29 PG 17 SC Engineering, Industrial; Operations Research & Management Science GA 003FK UT ISI:000234666900003 ER PT J AU Kratzer, J Leenders, RTAJ Van Engelen, JML TI Managing creative team performance in virtual environments: an empirical study in 44 R&D teams SO TECHNOVATION LA English DT Article DE virtuality; creative performance; R&D teams; task structure; communicational mode; physical proximity AB Creative performance in R&D is of vital importance to organizations. Because R&D usually is organized in teams, the management of creative performance inherently refers to the team level creative performance. Over the last decades, R&D teams have become increasingly virtual. In this article we argued that the level of a team's 'virtuality' can be described by three factors: the proximity of team members, the communication modes used, and the manner in which the team task is coordinated. An exploratory empirical study in 44 R&D teams reveals that the creative performance is affected by each of these factors. The results of the study indicate that the more variable R&D teams are in the manner in which they employ these three factors, the higher is their creative performance. Virtuality of R&D teams is neither generally positive or negative for their creative performance: the creative outcome is a function of how virtuality in these teams is managed. (C) 2004 Elsevier Ltd. All rights reserved. C1 Univ Groningen, Fac Management & Org, NL-9700 AV Groningen, Netherlands. RP Kratzer, J, Univ Groningen, Fac Management & Org, POB 800, NL-9700 AV Groningen, Netherlands. EM j.kratzer@bdk.rug.nl r.t.a.j.leen-ders@bdk.rug.nl vanengelen@compaqnet.nl CR ALLEN TJ, 1984, MANAGING FLOW TECHNO ANDRES HP, 2002, TEAM PERFORMANCE MAN, V1, P39 BOUTELLIER R, 1998, R&D MANAGE, V28, P13 COHEN S, 1999, TRENDS ORG BEHAV DRAZIN R, 1999, ACAD MANAGE REV, V24, P286 DUTTON WH, 1999, SHAPING ORG FORM COM GRIFFIN A, 1997, J PROD INNOVAT MANAG, V14, P429 JAMES LR, 1984, J APPL PSYCHOL, V69, P85 KLEIN KJ, 1994, ACAD MANAGE REV, V19, P195 KRATZER J, 2001, COMMUNICATION PERFOR LEENDERS RTA, 2002, PDMA TOOLBOOK NEW PR LOCKE EA, 1988, ACAD MANAGE REV, V13, P23 LOVELACE RF, 1986, R&D MANAGE, V16, P161 RICE RE, 1994, ADV SOCIAL NETWORK A STRAUS SG, 2000, RES MANAG GRP TEAM, V3, P257 THAMHAIN HJ, 2003, R&D MANAGE, V33, P297 VANENGELEN JML, 2001, INT STUDIES MANAGEME, V31, P46 WITTEK R, 1999, INTERDEPENDENCE INFO NR 18 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JAN PY 2006 VL 26 IS 1 BP 42 EP 49 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 003FK UT ISI:000234666900005 ER PT J AU Adamides, ED Karacapilidis, N TI Information technology support for the knowledge and social processes of innovation management SO TECHNOVATION LA English DT Article DE innovation management; knowledge management; collaborative problem resolution ID PRODUCT DEVELOPMENT; SYSTEMS; VIEW AB While the management of innovation is the most knowledge-intensive organizational process, its information technology support has received only fragmented attention. The majority of systems proposed are either aiming at augmenting individual creativity and productivity, or at increasing the productivity of communication among the actors involved. In this paper, building on the view of innovation as a process of consecutive problems resolution, we present an information systems framework that aims at integrating different actors' perspectives and tools across different activities, by explicitly addressing the knowledge and social dynamics of the whole process. The framework is based on a systemic problem-knowledge representation scheme and an evolutionary problem-resolution methodology that supports the innovation process in its entirety, enabling the gradual 'breeding' of innovation concept(s). After reviewing the relevant literature, we present the structure, functionality and use of Knowledge Breeder, a web-based software system that implements this methodology through a structured dialogue and a formal argumentation scheme. By means of a use case we show how this system can support the innovation process effectively. (C) 2004 Elsevier Ltd. All rights reserved. C1 Univ Patras, Lab Ind Management & Informat Syst, Dept Mech & Aeronaut Engn, Rion 26500, Greece. RP Adamides, ED, Univ Patras, Lab Ind Management & Informat Syst, Dept Mech & Aeronaut Engn, Rion 26500, Greece. EM adamides@mech.upatras.gr nikos@mech.upatras.gr CR BOSE R, 2003, IND MANAGE DATA SYST, V103, P649 BROWN SL, 1995, ACAD MANAGE REV, V20, P343 CHRISTENSEN C, 2003, 20031 CHALM U TECHN CONKLIN EJ, 1987, P HYP 89 C, P247 DEAN DL, 2000, GROUP DECIS NEGOT, V9, P109 DEBACKERE K, 2002, MANAGING INTEGRATED DIVITINI M, 2000, SIGCHI B, V32, P31 ELORANTA E, 2001, COMPUT IND, V45, P231 FISCHER G, 1989, P HYPERTEXT 89, P105 GOLDFARB RJ, 2001, ORE GEOL REV, V18, P1 HAMEL G, 2002, LEADING REVOLUTION HARKEMA SJM, 2001, EUROPEAN J EC SOCIAL, V15, P111 HEIJST G, 1997, EXPERT SYSTEMS APPL, V13, P41 HILLEBRAND B, 2004, J PROD INNOVAT MANAG, V21, P110 HOWICK S, 2004, 200401 STRATHCL BUS KESSLER EH, 2003, TECHNOVATION, V23, P905 LEE J, 1990, P C COMP SUPP COOP W, P79 LEONARD D, 2003, STRATEGIC MANAGEMENT, P485 MCDERMOTT R, 1999, CALIF MANAGE REV, V41, P103 MEDINAMORA R, 1992, P 4 C COMP SUPP COOP METCALFE M, 2002, IT PEOPLE, V15, P60 NONAKA I, 1995, KNOWLEDGE CREATING C OTTOSSON S, 2004, IN PRESS TECHNOVATIO QURESHI S, 2000, GROUP DECIS NEGOT, V9, P129 RAD PF, 2003, ACHIEVING PROJECT MA ROTHSTEIN J, 1992, HASTINGS CENT REP, V22, P3 RUGGLES R, 1998, CALIF MANAGE REV, V40, P80 SANCHEZ R, 2004, NEW STRATEGIC MANAGE SCHRAGE M, 2000, SERIOUS PLAY WORLDS SCHWARZ M, 2003, STRATEGY PROCESS SHA, P110 SETHI R, 2003, J PROD INNOVAT MANAG, V20, P37 SHUM S, 1993, ADJ P INT CHI 93 C H, P43 SMOLENSKY P, 1987, COGNITIVE SCI ITS AP, P109 STREITZ NA, 1989, P 2 ACM C HYP HYP 89, P343 TAYLOR WA, 2004, EUR J INFORM SYST, V13, P52 TEECE D, 2001, MANAGING IND KNOWLED, P125 THOMKE SH, 2003, EXPT MATTERS UNLOCKI TIDD J, 1997, MANAGING INNOVATION TURBAN E, 2001, DECISION SUPPORT SYS VANEEMEREN FH, 1996, FUNDAMENTALS ARGUMEN VANREIJSWOUD VE, 1999, INFORM SYST J, V9, P117 VENNIX JAM, 1996, GROUP MODEL BUILDING ZHANG MJ, 2001, TECHNOVATION, V21, P147 NR 43 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JAN PY 2006 VL 26 IS 1 BP 50 EP 59 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 003FK UT ISI:000234666900006 ER PT J AU Pujari, D TI Eco-innovation and new product development: understanding the influences on market performance SO TECHNOVATION LA English DT Article DE eco-innovation; new product development; market performance; sustainability ID CORPORATE ENVIRONMENTAL STRATEGY; SUCCESS FACTORS; GREEN; ORIENTATION; ANTECEDENTS AB The greening of product innovation process has been under study by researchers, but mostly it is at an anecdotal level. Extant literature asks for empirical study to explore how to make greener products more successful at the market place. This paper reports on a survey of environmental new product development (ENPD) projects in North America wherein influences on the market performance are investigated. New activities such as design for environment/life cycle analysis and supplier involvement for environmental responsiveness are identified in the ENPD process. The paper uses hierarchical regression method to find relative and incremental impact of eco-innovation activities in ENPD projects on market performance. Factors that influence market performance of greener products are found to be cross-functional co-ordination between new product development professionals and environmental specialists, supplier involvement, market focus and life cycle analysis. (C) 2004 Elsevier Ltd. All rights reserved. C1 McMaster Univ, Michael G DeGroote Sch Business, Hamilton, ON L8S 4M4, Canada. RP Pujari, D, McMaster Univ, Michael G DeGroote Sch Business, 1280 Main St W, Hamilton, ON L8S 4M4, Canada. 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This narrow focus limits the competitiveness of the industry in Ireland and consequently poses a threat to development and growth. Economic opinion indicates that more emphasis must be placed on higher value-added activities such as research and development (R&D) and new product development. This paper explores the concept of value chain migration in the Irish medical device industry. Specifically, it examines the shift from production to product-centred operations in the medical device industry. A significant proportion of organisations that occupy this industry are multinational subsidiaries. Typically, subsidiaries depend on their parent company to develop new products using R&D resources close to headquarters. Few subsidiaries have control of their product development activities and spending on research and development is inadequate. Subsidiaries cannot depend on the benevolent actions of the parent company to secure future viability. This study examines the competitive environment of multinational subsidiaries based in Ireland. The nature and extent of R&D activity in the industry is explored and potential threats and shortcomings are noted. The argument for and against moving towards product centred operations is examined and presented. The findings of this study reveal that the proactive subsidiary is far more responsive to its business environment than an organisation with centralised control. For example, certain initiatives can help to maintain market entry barriers, can help to control the power of suppliers and customers and can help to guard against substitutes. Moreover, subsidiaries must proactively manage the supply of new product developments by securing an adequate share of the output of parent company R&D. To do this, they must demonstrate solid performance, build local capabilities in new product development and actively manage relationships. (C) 2004 Elsevier Ltd. All rights reserved. C1 Natl Univ Ireland, Digital Enterprise Res Inst, Dept Ind Engn, Galway, Ireland. Abbott Ireland Pharmaceut Operat, Sligo, Ireland. RP Cormican, K, Natl Univ Ireland, Digital Enterprise Res Inst, Dept Ind Engn, Galway, Ireland. EM dermot.fennelly@abbott.com kathryn.cormican@nuigalway.ie CR *IMDA, 1998, RES DEV NEEDS MED DE *IMDA, 2003, IMDA STAT STRAT 2004 AHMED PK, 1998, EUROPEAN J INNOVATIO, V1, P30 BASSIL R, 2000, TIME COMPRESSION TEC, V8, P2 BIRKENSHAW J, 1998, ACAD MANAGEMENT OCT, P773 BROWN SL, 1995, ACAD MANAGE REV, V20, P343 BROWNE J, 1996, PRODUCTION MANAGEMEN CHRISTENSEN CM, 1997, INNOVATORS DILEMMA N COOPER RG, 1987, IND MARKET MANAG, V16, P215 COOPER RG, 1999, J PROD INNOVAT MANAG, V16, P115 CORMICAN K, 2003, INT J TECHNOL MANAGE, V26, P53 CORMICAN K, 2004, IN PRESS TECHNOVATIO CUMMING B, 1999, UNDERSTANDING INNOVA DRUCKER P, 1993, POSTCAPITALIST SOC ELMUTI D, 2000, INT J MANPOWER, V21, P112 ETTLIE JE, 2000, MANAGING TECHNOLOGIC GALUNIC CD, 1996, ORGAN SCI, V70, P255 HANDY C, 1992, HARVARD BUS REV, V70, P59 JOHANNESEN J, 1999, INT J INFORM MANAGEM, V19, P172 LINDER J, 2002, STRATEGY LEADERSHIP, V30, P23 MAGAZINE AH, 1997, MED DEVICE TECHN MAR MARCHCHORDA I, 2002, TECHNOVATION, V22, P301 MCIVOR R, 2000, SUPPLY CHAIN MANAG, V5, P22 NOLAN W, 2002, IRISH MED DEVICES DI PORTER ME, 1980, COMPETITIVE STRATEGY QUINN JB, 1994, SLOAN MANAGE REV, V35, P43 RANDLE K, 1994, HUMAN RESOURCE MANAG, V7, P2 REICH RB, 1986, HARVARD BUS REV, V64, P78 RODRIGUES CA, 1995, EMPOWERMENT ORG, V3, P25 SHEPHERD C, 2000, EUROPEAN J INNOVATIO, V3, P100 TIDD J, 1997, MANAGING INNOVATION WILLIAMS D, 1998, EUROPEAN BUSINESS RE, V98, P282 WOOLSTON R, 1996, MED DEVICE TECHN APR NR 33 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JAN PY 2006 VL 26 IS 1 BP 86 EP 94 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 003FK UT ISI:000234666900009 ER PT J AU Greasley, A TI Using process mapping and business process simulation to support a process-based approach to change in a public sector organisation SO TECHNOVATION LA English DT Article DE process; public sector; simulation ID BPR AB A case study demonstrates the use of a process-based approach to change regarding the implementation of an information system for road traffic accident reporting in a UK police force. The supporting tools of process mapping and business process simulation are used in the change process and assist in communicating the current process design and people's roles in the overall performance of that design. The simulation model is also used to predict the performance of new designs incorporating the use of information technology. The approach is seen to have a number of advantages in the context of a public sector organisation. These include the ability for personnel to move from a traditional grouping of staff in occupational groups with relationships defined by reporting requirements to a view of their role in a process, which delivers a performance to a customer. By running the simulation through time it is also possible to gauge how changes at an operational level can lead to the meeting of strategic targets over time. Also the ability of simulation to proof new designs was seen as particularly important in a government agency were past failures of information technology investments had contributed to a more risk averse approach to their implementation. (C) 2004 Elsevier Ltd. All rights reserved. C1 Aston Univ, Aston Business Sch, Birmingham B4 7ET, W Midlands, England. RP Greasley, A, Aston Univ, Aston Business Sch, Birmingham B4 7ET, W Midlands, England. EM a.greasley@aston.ac.uk CR *CSC IND, 1994, STAT REENG REP AGUILAR M, 1999, P 1999 WINT SIM C, P1383 BAL J, 1998, TQM MAGAZINE, V10, P342 CHECKLAND P, 1990, SOFT SYSTEMS METHODO CYPRESS H, 1994, OR MS TODAY, V21, P19 DAVENPORT TH, 1990, SLOAN MANAGE REV, V31, P11 GIAGLIS GM, 1999, LOGISTICS INFORM MAN, V2, P50 GREASLEY A, 2000, J OPER RES SOC, V51, P162 GREASLEY A, 2003, P SUMM COMP SIM C SC, P531 GREASLEY A, 2004, SIMULATION MODELLING GULLEDGE T, 2002, BUSINESS PROCESS MAN, V8, P364 GUTHRIE J, 1997, INT J PUBLIC SECTOR, V10 HALACHMI A, 1997, TECHNOVATION, V17, P227 HAMMER M, 1990, HARVARD BUSINESS JUL, P104 HAQUE B, 2003, TECHNOVATION, V23, P147 HARRINGTON HJ, 1991, BUSINESS PROCESS IMP HARRIS DT, 1997, TOXICOL IND HEALTH, V13, P43 HAYS M, 2000, INT T OPNS RES, V7, P465 HUTTON G, 1996, MANAGING BUSINESS PR KAPLAN RS, 1996, HARVARD BUSINESS JAN, P71 KELTON WD, 2001, SIMULATION ARENA KLOOT L, 2000, MANAGE ACCOUNTING, V11, P231 LEVINE LO, 1994, INTERFACES, V24, P141 MACINTOSH R, 2003, INT J OPER PROD MAN, V23, P327 MCADAM R, 1998, TOTAL QUAL MANAGE, V9, P160 MCADAM R, 1999, BUSINESS PROCESS MAN, V5, P33 MCHANEY R, 2000, INFORM MANAGE, V37, P135 MEEL JW, 1996, SIMULATION GAMING, V27, P440 MELAO N, 2000, INFORM SYST J, V10, P105 MELAO N, 2003, J OPER RES SOC, V54, P2 ORMAN LV, 1995, P AM C INF SYST 1995 PAINTER MK, 1996, P 1996 WINT SIM C SA, P1305 PAOLUCCI E, 1997, P EUR C INF SYST COR, P587 PROFOZICH D, 1998, MANAGING CHANGE BUSI RADCLIFFE J, 2000, INT J POLICE SCI MAN, V2, P313 ROBINSON S, 1994, SUCCESSFUL SIMULATIO SHRADER S, 2001, P 2001 WINT SIM C SC, P1259 STUART I, 2002, J OPER MANAG, V20, P419 THANASSOULIS E, 1995, EUR J OPER RES, V87, P641 THONG JYL, 2000, J MANAGE INFORM SYST, V17, P245 TUMAY K, 1996, P 1996 WINT SIM C, P93 VERMA R, 2000, BUSINESS PROCESS MAN, V6, P54 VREEDE GJ, 1996, SIMULAT PRACT THEORY, V4, P245 WALKER D, 2003, GUARDIAN OCT, P25 WARREN JR, 1995, INFORM SYST MANAGE, V12, P32 WILEY RB, 1998, P 1998 WINT SIM C, P1087 NR 46 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JAN PY 2006 VL 26 IS 1 BP 95 EP 103 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 003FK UT ISI:000234666900010 ER PT J AU Hung, SC Chu, YY TI Stimulating new industries from emerging technologies: challenges for the public sector SO TECHNOVATION LA English DT Article DE emerging technology; new industry; ITRI; public sector ID ENTREPRENEURSHIP; PARTNERSHIPS; PERFORMANCE; FIRMS AB Stimulating new industries from emerging technologies is central to successful high-tech based economic growth, employment, competition and sustainability in modem market economies. The Taiwanese experiences in developing new technology-based industries (e.g. integrated circuits, personal computers, notebooks, scanners, and TFF LCDs) illustrate some of the ways policy makers can shape the development of emerging technologies into new industries. These ways of actions are manifold, but at least policy attentions to three key mechanisms are critical. These mechanisms encourage partnership in the commercialization process, foster entrepreneurship and venture initiatives in the innovation system, and sustain commercialization and the creation of new firms. The study of Industrial Technology Research Institute in Taiwan on biochips and nanotechnology further shows how the policy makers can build a statutory body to effectively address the functions of three mechanisms as a whole. (C) 2004 Elsevier Ltd. All rights reserved. C1 Natl Tsing Hua Univ, Inst Technol Management, Hsinchu 30043, Taiwan. Natl Tsing Hua Univ, Dept Ind Engn & Engn Management, Hsinchu 30043, Taiwan. RP Hung, SC, Natl Tsing Hua Univ, Inst Technol Management, No 101,Sect 2,Kuang Fu Rd, Hsinchu 30043, Taiwan. EM schung@mx.nthu.edu.tw CR ADNER R, 2002, CALIF MANAGE REV, V45, P50 AUDRETSCH DB, 1995, INT J IND ORGAN, V13, P413 AUDRETSCH DB, 1995, INT J IND ORGAN, V13, P441 BRANSCOMB LM, 1998, INVESTING INNOVATION CHANG PL, 2000, IND INNOVATION, V7, P185 DAY SG, 2000, MANAGING EMERGING TE HAGEDOORN J, 2000, RES POLICY, V29, P567 LINK AN, 2001, INT J IND ORGAN, V19, P763 MEZIAS SJ, 2000, J BUSINESS VENTURING, V16, P209 MILLER D, 2000, TECHNOL SOC, V22, P445 PACK H, 2001, IND CORP CHANGE, V10, P713 PREECE SB, 1999, J BUS VENTURING, V14, P259 TUNG AC, 2001, REV DEV EC, V5, P266 VANDEVEN AH, 1993, J ENG TECHNOL MANAGE, V10, P23 YU HY, 1996, RES TECHNOLOGY M SEP, P26 ZAHRA SA, 2000, J BUS VENTURING, V15, P469 NR 16 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JAN PY 2006 VL 26 IS 1 BP 104 EP 110 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 003FK UT ISI:000234666900011 ER PT J AU Fernandes, KJ Raja, V White, A Tsinopoulos, CD TI Adoption of virtual reality within construction processes: a factor analysis approach SO TECHNOVATION LA English DT Article DE visualization; discriminant analysis; virtual reality ID TECHNOLOGY ADOPTION; E-BUSINESS; DIFFUSION; INNOVATIONS; MODELS AB Globalization has allowed construction companies to become part of the global economy. However, this economic survival is dependent on their ability to attain the levels of technology development, which can make them globally competitive. The UK Construction sector is a highly knowledge intensive sector where tackling critical technology adoption issues are central to their survival. One such issue is of understanding factors that affect the adoption of Virtual Reality within top UK construction firms in the public sector. Previous literature suggests that various factors play a role in the adoption of VR systems; however. there is little empirical research about the factors affecting the adoption of this technology in the construction sector. This research paper investigates forms of barriers that affect adoption of VR technology in top UK construction firms in the public sector. A three phase Factor Analysis Approach that incorporates discriminant and empirical analysis reveals that factors such as Champion within a Company, Top Management Support, Internal Needs, Degree of Business Competition, Coordination of Organizational Resources and Participation of Users would affect the adoption of visualization technology. (C) 2004 Elsevier Ltd. All rights reserved. C1 Univ York, Dept Management Studies, York YO10 5DD, N Yorkshire, England. Univ Warwick, Coventry CV4 7AL, W Midlands, England. Cranfield Univ, Cranfield Sch Management, Cranfield MK43 0AL, Beds, England. Univ Durham, Durham Sch Business, Durham DH1 3LB, England. RP Fernandes, KJ, Univ York, Dept Management Studies, York YO10 5DD, N Yorkshire, England. EM kiran@kiran.org.uk vinesh.raja@warwick.ac.uk andrew.white@cranfield.ac.uk chris.tsinopoulos@durhain.ac.uk CR 2003, NEW CIVIL ENG MAR BAJWA DS, 2003, J INFORMATION TECHNO, V5, P29 BOUCHLAGHEM N, 1996, VIRTUAL REALITY APPL BRANDYBERRY AA, 2003, EUROPEAN J INNOVATIO, V6, P150 BRESNEN M, 1990, ORG CONSTRUCTION PRO CHEN M, 2003, INT J HUM-COMPUT ST, V58, P259 CRUZNEIRA C, 1992, COMMUN ACM, V35, P64 DAVIS FD, 1989, MANAGE SCI, V35, P436 FERNANDES KJ, 2003, COMPUT IND, V51, P31 GALBRAITH J, 1956, AM CAPITALISM GATIGNON H, 1989, J MARKETING, V53, P35 GOLDSMITH U, 2002, THESIS LOUISIANA STA HAIR J, 1998, MULTIVARIATE DATA AN HAMBRICK DC, 1984, ACAD MANAGE REV, V9, P193 HIGGINS SH, 1999, J BUS IND MARK, V14, P61 HOFFMAN DL, 1996, J MARKETING, V60, P50 KARAHANNA E, 1999, MIS QUART, V23, P183 MASON R, 1981, CHALLENGING STRATEGI MAXWELL J, 2002, SAM ADV MANAGE J, V67, P9 MEDSKER GJ, 1994, J MANAGE, V20, P439 MITROPOULOS P, 1999, J CONSTR ENG M ASCE, V125, P330 MOON JW, 2001, INFORM MANAGE, V38, P217 ONEILL H, 1998, ACAD MANAGE REV, V21, P98 PERLE S, 2003, CANADIAN NUCL DELAY ROGERS EM, 1995, DIFFUSION INNOVATION SHEPPARD L, 2004, IEEE COMPUTER GR JAN, P6 SPEIER C, 2002, J MARKETING, V66, P98 SRINIVASAN R, 2002, J MARKETING, V66, P47 TEO T, 1997, INT J ELECTRON COMM, V22, P57 UTTERBACK J, 1996, MASTERING DYNAMICS I WALEY A, 2003, AUTOMAT CONSTR, V12, P123 WARWICK K, 1993, VIRTUAL REALITY ENG WEJNERT B, 2002, ANNU REV SOCIOL, V28, P297 WHYTE J, 2003, CONSTRUCTION MANAGEM, V21, P565 WOICESHYN J, 2000, ORGAN STUD, V21, P1095 ZALTMAN G, 1973, INNOVATION ORG, P10 NR 36 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JAN PY 2006 VL 26 IS 1 BP 111 EP 120 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 003FK UT ISI:000234666900012 ER PT J AU Jonker, M Romijn, H Szirmai, A TI Technological effort, technological capabilities and economic performance - A case study of the paper manufacturing sector in West Java SO TECHNOVATION LA English DT Article DE technological effort; technological capability; economic performance; paper sector; Indonesia ID TECHNICAL CHANGE; ACQUISITION; FIRMS AB Although there is a substantial body of literature on the importance of technological capabilities for economic development, the exact relationships between technological efforts, technological capabilities and economic performance at micro-level still remain unclear. How do technological efforts affect technological capabilities? To what extent and how do improvements in technological capabilities result in better economic performance of firms? This paper aims to develop adequate quantitative measures of machine-level technological effort, technological capabilities and economic performance for the paper industry in West Java, Indonesia. It explores the empirical relationships between these micro-level variables, focusing both on the relationships between efforts and capabilities and between capabilities and economic performance, with a view to deepening our general understanding of the role of capabilities in successful and less successful processes of industrialisation. (C) 2004 Published by Elsevier Ltd. C1 Ernst & Young, Grants & Incent, NL-3000 CG Rotterdam, Netherlands. Eindhoven Univ Technol, Eindhoven Ctr Innovat Studies, NL-5600 MB Eindhoven, Netherlands. RP Jonker, M, Ernst & Young, Grants & Incent, POB 2295, NL-3000 CG Rotterdam, Netherlands. EM martijn_jonker@hotmail.com CR 1997, INFORMAL DATABASE IN *IND PULP PAP ASS, 1999, IND PULP PAP IND DIR *MIN IND TRAD STAT, 2001, WEIGHT REV EXP PAP *UNCTAD, 1996, FOST TECHN DYN EV TH ABRAMOVITZ M, 1989, THINKING GROWTH OTHE, P3 AMSDEN AH, 1989, ASIAS NEXT GIANT S K ANSAL HK, 1990, WORLD DEV, V18, P1513 AW BY, 1998, WORLD BANK ECON REV, V12, P59 BARR C, 2000, PROFITS PAPER POLITI BELL M, 1982, EC NEW TECHNOLOGY DE, P138 BELL M, 2003, EADI EC C INN LEARN BIGGS T, 1995, AFRICA TECHNICAL SER CASANUEVA C, 2001, TECHNOL FORECAST SOC, V66, P75 DAHLMAN CJ, 1981, TECHNOLOGY TRANSFER DAHLMAN CJ, 1987, EC NEW TECHNOLOGY DE DAHLMAN CJ, 1987, WORLD DEV, V15, P759 DERANIYAGALA S, 1994, THESIS U OXFORD FIGUEIREDO PN, 2001, TECHNOLOGICAL LEARNI FORBES DR, 2000, PULP PAPER MAGAZ SEP GERSCHENKRON A, 1962, EC BACKWARDNESS HIST HERBERTCOPLEY B, 1990, WORLD DEV, V18, P1457 IBNUSANTOSA G, 2000, APP C APR 3 6 2000 KATZ JM, 1987, TECHNOLOGY GENERATIO KATZ JM, 1987, TECHNOLOGY GENERATIO, P192 KIM L, 1998, ORGAN SCI, V9, P506 KIM LS, 1997, CALIF MANAGE REV, V39, P86 LALL S, 1987, LEARNING IND ACQUISI LALL S, 1992, WORLD DEV, V20, P165 LALL S, 1996, LEARNING ASIAN TIGER MALERBA F, 1992, ECON J, V102, P845 PAVITT K, 1984, RES POLICY, V13, P343 ROMIJN H, 1997, WORLD DEV, V25, P359 ROMIJN HA, 1999, ACQUISITION TECHNOLO ROMIJN HA, 2000, 40 EINDH U TECHN EIN SCOTTKEMMIS D, 1988, WORLD EMPLOYMENT PRO, V187 STEWART T, 1982, EC NEW TECHNOLOGY DE TREMBLAY PJ, 1998, INT J TECHNOLOGY MAN, V17 TREMBLAY PJ, 1998, TECHNOVATION, V18, P751 WIGNARAJA G, 1998, TRADE LIBERALISATION WIGNARAJA G, 1999, TECHNOLOGICAL RESPON NR 40 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JAN PY 2006 VL 26 IS 1 BP 121 EP 134 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 003FK UT ISI:000234666900013 ER PT J AU Bessant, J Lamming, R Noke, H Phillips, W TI Managing innovation beyond the steady state SO TECHNOVATION LA English DT Article DE discontinuous innovation; inter-firm learning; managing innovation ID FIRMS AB Research on the innovation process and its effective management has consistently highlighted a set of themes constituting 'good practice'. The limitation of such 'good practice' is that it relates to what might be termed 'steady state' innovation - essentially innovative activity in product and process terms which is about 'doing what we do, but better'. The prescription works well under these conditions of (relative) stability in terms of products and markets but is not a good guide when elements of discontinuity come into the equation. Discontinuity arises from shifts along technological, market, political and other frontiers and requires new or at least significantly adapted approaches to their effective management. This paper explores relevant routines which organisations can implement to enable discontinuous innovation. (c) 2005 Elsevier Ltd. All rights reserved. C1 Cranfield Univ, Sch Management, Cranfield MK43 0AL, Beds, England. Univ Southampton, Sch Management, Southampton SO17 1BJ, Hants, England. Cranfield Univ, Sch Management, Cranfield MK43 0AL, Beds, England. Univ Bath, Sch Management, CRiSPS, Bath BA2 7AY, Avon, England. RP Bessant, J, Cranfield Univ, Sch Management, Cranfield MK43 0AL, Beds, England. EM john.bessant@cranfield.ac.uk r.c.lamming@soton.ac.uk hannah.noke@cranfield.ac.uk mnswp@management.bath.ac.uk CR *DTI, 1994, INN YOUR MOV ABERNATHY WJ, 1975, OMEGA, V3, P639 ABERNATHY WJ, 1985, RES POLICY, V14, P3 ALLEN PM, 2001, INT J INNOVATION MAN, V5, P149 ARGYRIS C, 1970, ORG LEARNING BARNES J, 2001, TECHNOVATION, V21 BESSANT J, 2003, HIGH INVOLVEMENT INN BESSANT J, 2005, PUBLIC MONEY MANAGEM, V25 BOISOT MH, 1995, RES POLICY, V24, P489 BOULTON J, 2004, STRATEGIC MANAGEMENT BRAUN E, 1980, REVOLUTION MINIATURE BUCKLAND W, 2003, INVENTURING BIG CO M CHIESA V, 1996, J PROD INNOVAT MANAG, V13, P105 CHRISTENSEN C, 1997, INNOVATORS DILEMMA CHRISTENSEN C, 2003, INNOVATORS SOLUTION COHEN M, 1996, IND CORPORATE CHANGE, V5 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOPER A, 1988, READINGS MANAGEMENT DAY GS, 2004, LONG RANGE PLANN, V37, P127 DEGEUS A, 1996, LIVING CO DODGSO M, 2000, MANAGEMENT TECHNOLOG DOSI G, 1982, RES POLICY, V11, P147 DOUTHWAITE B, 2002, ENABLING INNOVATION ETTLIE J, 1999, MANAGING INNOVATION EVANS P, 2000, BLOWN BITS NEW EC IN FOSTER R, 1986, INNOVATION ATTACKERS FOSTER R, 2002, CREATIVE DESTRUCTION FRANCIS D, 2004, TARGETING INNOVATION FRANKHAM P, 2003, APPETITE, V41, P1 FREEMAN C, 1989, TECHNICAL CHANGE EC GANN D, 2004, THINK PLAY DO BUSINE GILFILLAN S, 1935, INVENTING SHIP GRAHAM M, 2001, CORNING CRAFT INNOVA GREENWOOD R, 1993, ACAD MANAGE J, V36, P1052 GUNDLING E, 2000, 3M WAY INNOVATION BA HAMEL G, 2000, LEADING REVOLUTION HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HENDERSON RM, 1994, IND CORP CHANGE, V3, P607 JOHNE A, 1988, R&D MANAGE, V18, P227 KANTER R, 1997, INNOVATION BREAKTHRO KAPLINSKY R, 2003, WORLD DEV, V30, P1159 KOEN P, 2001, RES TECHNOL MANAGE, V44, P46 LEIFER R, 2000, RADICAL INNOVATION MARIOTTI F, 2005, PORTFOLIO TRIES MANA, P1 MCKELVEY B, 2004, COMPLEXITY THEORY MA MOORE G, 1999, CROSSING CHASM MARKE NELSON R, 1982, EVOLUTIONARY THEORY PAVITT K, 2002, IND CORP CHANGE, V11, P117 PEREZ C, 2002, TECHNOLOGICAL REVOLU PHILIPS W, 2004, PROMISCUOUS RELATION PINCHOT G, 1985, INTRAPRENEURING WHY PINE B, 1993, HARVARD BUSINESS SEP PRAHALAD CK, 2004, LONG RANGE PLANN, V37, P171 RICH B, 1994, SKUNK WORKS ROTHSTEIN J, 1992, HASTINGS CENT REP, V22, P3 SCHUMPETER J, 1950, CAPITALISM SOCIALISM SENGAR CBS, 1990, INDIAN J ENV HLTH, V32, P1 SHAVININA L, 2003, INT HDB INNOVATION SQUIRE B, 2004, MASS CUSTOMIZATION K TIDD J, 2001, MANAGING INNOVATION TUSHMAN M, 1987, ADM SCI Q, V31, P439 TUSHMAN M, 1988, READINGS MANAGEMENT TUSHMAN M, 1996, WINNING X HARVARD BU UTTERBACK J, 1994, MASTERING DYNAMICS I VONHIPPEL E, 1988, SOURCES INNOVATION WALSH V, 1992, WINNING DESIGN TECHN WELCH J, 2001, JACK WHAT IVE LEARNE NR 67 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD DEC PY 2005 VL 25 IS 12 BP 1366 EP 1376 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 980ZQ UT ISI:000233057100002 ER PT J AU Brennan, A Dooley, L TI Networked creativity: a structured management framework for stimulating innovation SO TECHNOVATION LA English DT Article DE innovation; knowledge sharing; networked creativity framework ID SYSTEMS AB The effect of today's turbulent environment means that organisations need to improve their competitive advantage and swiftly respond to changing technology and markets. An organisation's ability to continuously innovate its products and business systems is essential to its future success. However, this ability to stimulate innovation is highly dependent upon the stock of potential ideas and problem solutions, which is available to feed the innovation process. These 'seedlings of innovation' are the product of the creative processes of an organisation. Whilst continuous, sustainable innovation is an essential competitive capability for future organisational success, to date the creative process has been allowed to operate in an 'ad hoc' and serendipitous fashion. Continuous innovation means that organisations need to be able to effectively manage their creative processes to ensure their innovation process has a plentiful supply of good ideas and solutions. To this end, a framework for enhancing networked creativity is presented as a means towards the effective management of the creative process within organisations. (c) 2004 Elsevier Ltd. All rights reserved. C1 Natl Univ Ireland Univ Coll Cork, Dept Management & Mkt, Cork, Ireland. Natl Univ Ireland, Dept Informat Technol, Galway, Ireland. RP Dooley, L, Natl Univ Ireland Univ Coll Cork, Dept Management & Mkt, Cork, Ireland. EM l.dooley@ucc.ie CR *PRIC WAT CHANG IN, 1995, BETT CHANG BEST PRAC AMABILE TM, 1998, HARVARD BUSINESS SEP, P77 ARGYRIS C, 1977, HARVARD BUSINESS SEP BERGER LA, 1995, CHANGE MANAGEMENT HD BIRKEY RC, 1995, LIFELONG LEARNING C BLACKMOORE J, 1996, TELECOMMUNICATIONS R BUCH K, 2002, J WORKPLACE LEARNING, V14, P5 BURNES B, 1996, MANAGING CHANGE STRA BURTONJONES A, 2001, ED TRAINING, V43 CARR KD, 1996, MAPPING CHANGE PROCE CATER C, 2001, ED TRAINING, V43 CHOO CW, 2001, ED TRAINING, V43 COULSONTHOMAS C, 1991, FLAT ORG PHILOS PRAC CUMMING B, 1999, BEST PRACTICE PROCES DESSLER G, 1998, MANAGEMENT LEADING P DIXON NM, 1995, COLL TEACHING, V35, P141 DOOLEY L, 2000, PROD PLAN CONTROL, V11, P369 DRUCKER PF, 1985, INNOVATION ENTREPREN ELAM JJ, 1987, INFORMATION MANAGEME, V13, P215 ETTLIE JE, 2000, MANAGING TECHNOLOGIC FARIDFOAD A, 1993, J MANAGEMENT ENG AM, V9 FARR JL, 1990, INNOVATION CREATIVIT FELDER RM, 1996, ASEE PRISM, V6, P18 FOSTER RJ, 1986, S CURVE PROFITING TE GALUNIC C, 1999, MANAGING KNOWLEDGE B GARDNER JW, 1993, MANAGEMENT ORG CLASS GERO JS, 2000, TECHNOL FORECAST SOC, V64, P183 GOMAN CK, 1989, CREATIVE THINKING BU GOODMAN RA, 1994, TECHNOLOGY STRATEGY GRUNDY T, 1993, IMPLEMENTING STRATEG GUPTA AK, 1993, RES TECHNOL MANAGE, V36, P41 HANDY C, 1995, AGE PARADOX HAYES RH, 1988, DYNAMIC MANUFACTURIN HEBBLETHWAITE J, 1996, LEARNING ORG 1996 HENRY J, 1991, CREATIVE MANAGEMENT HONEY P, 1983, UNDERSTANDING YOUR L HONEY P, 1992, MANUAL LEARNING STYL HUSSEY D, 1997, INNOVATION CHALLENGE JOAS H, 2002, T VIEWPOINTS, V1, P1 JOHNSON D, 2001, IND COMMER TRAIN, V33, P135 JOHNSON G, 1997, EXPLORING CORPORATE JONES TP, 1972, CREATIVE LEARNING PE KANTER RM, 1983, CHANGE MASTERS KAO J, 1989, ENTREPRENEURSHIP CRE KING N, 1990, INNOVATION CREATIVIT KOLB D, 1984, EXPT LEARNING EXPERI KRAHE VA, 1993, ADULT LEARNING, V4, P17 MACEYBURGES C, 2001, FORUM, V43 MARTENSEN A, 1999, INT J QUALITY RELIAB, V16, P878 MARTINS EC, 2003, EUROPEAN J INNOVATIO, V6, P64 MASLOW A, 1954, MOTIVATION PERSONALI MCCARTHY B, 1980, CREATIVE LESSON PLAN MCCARTHY I, 2003, INTEGRATED MANUFACTU, V14, P103 MCFADZEAN E, 2000, MANAGE DECIS, V38, P51 MONTEGOMERY JC, 1996, TRANSITION AGILE MAN MOTTERHODGSON M, 1998, M NEEDS DIVERSE TYPE NIELSEN J, 2001, 1 RULE USABILITY DON NONAKA I, 1995, KNOWLEDGE CREATING C NONAKA I, 1998, CALIF MANAGE REV, V40, P40 NYSTROM H, 1990, TECHNOLOGICAL MARKET OCONNER T, 1998, USING LEARNING STYLE PENDLEBURY J, 1995, 10 KEYS SUCCESSFUL C PEPPARD J, 1995, ESSENCE BUSINESS PRO PHILIP RH, 2002, EUROPEAN BUSINESS RE, V14, P416 REDDY SB, 2002, IND MANAGE DATA SYST, V102, P5 REINARTZ T, 2001, COMPUTATIONAL INTELL RHODES J, 1991, CONCEPTUAL TOOLMAKIN RICHTER R, 1992, PERS543 ROBERTS EB, 1988, RES TECHNOL MANAGE, V31, P11 ROFFE I, 1999, J EUROPEAN IND TRAIN, V23, P224 ROSENFELD R, 1991, MANAGING INNOVATION SADLER P, 1995, MANAGING CHANGE SUND SALAMA A, 1995, CULTURAL CHANGES MAN SCHEIN EH, 1998, ORG CULTURE LEADERSH SENGE PM, 1990, 5 DISCIPLINE ART PRA SHNEIDERMAN B, 2002, COMMUNICATIONS ACM, V45 TIDD J, 1997, MANAGING INNOVATION TYSON KWM, 1997, COMPETITION 21 CENTU WEISBERG R, 1986, CREATIVITY GENIUS OT WEST MA, 1990, INNOVATION CREATIVIT WOODSTOCK M, 1993, UNBLOCKED MANAGER PR WREATH S, 1998, SIM TEAMS DECISION S NR 82 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD DEC PY 2005 VL 25 IS 12 BP 1388 EP 1399 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 980ZQ UT ISI:000233057100004 ER PT J AU Nijssen, EJ Hillebrand, B Vermeulen, PAM TI Unraveling willingness to cannibalize: a closer look at the barrier to radical innovation SO TECHNOVATION LA English DT Article DE radical innovation; product development; cannibalization; capabilities; organizational inertia ID PRODUCT INNOVATION; FIRMS; CAPABILITIES; ORIENTATION; STRATEGIES; INDUSTRY; INERTIA; ORGANIZATIONS; PERFORMANCE; DESTRUCTION AB In the literature it has been suggested that willingness to cannibalize might explain why certain organizations are better at developing radical innovations than other organizations. Yet, a closer inspection of the literature suggests that organizations may cannibalize on previous investments, capabilities, and sales, lending support for the notion of a three-dimensional construct of willingness to cannibalize. The construct was then tested using a sample of Dutch companies. The results confirmed the three-dimensions of willingness to cannibalize. The construct and its dimensions showed anticipated different relationships with other NPD constructs, e.g. future market focus and risk posture of top management. In a second, larger study involving a panel of Dutch SMEs the construct was further checked and its effect on the type of new products developed investigated. Two out of three-dimensions of willingness to cannibalize were correlated with turning out more radical new products. There also was a positive correlation with financial performance. The results confirm that willingness to cannibalize is a multidimensional construct and plays an important role in predicting new product radicalness. (c) 2005 Elsevier Ltd. All rights reserved. C1 Nijmegen Sch Management, NL-6500 HK Nijmegen, Netherlands. Tilburg Univ, NL-5000 LE Tilburg, Netherlands. RP Nijssen, EJ, Nijmegen Sch Management, POB 9108, NL-6500 HK Nijmegen, Netherlands. EM e.nijssen@fm.ru.nl hillebrand@fm.ru.nl CR BARTON SL, 1989, DECISION SCI, V20, P532 CAPON N, 1987, J MARKETING, V51, P1 CHAKRABARTI A, 1974, CALIFORNIA MANAGEMEN, V17, P58 CHANDRASHEKARAN M, 1999, J MARKETING RES, V36, P95 CHANDY RK, 1998, J MARKETING RES, V35, P474 CHRISTENSEN CM, 1996, STRATEGIC MANAGE J, V17, P197 CLARK KB, 1985, RES POLICY, V14, P235 CONNER KR, 1988, STRATEGIC MANAGEMENT, V9, P9 COPULSKY W, 1976, J MARKETING, V40, P103 DELEERSNYDER B, 2002, INT J RES MARK, V19, P337 DESHPANDE R, 1993, J MARKETING, V57, P23 DESPHANDE R, 1996, 96125 MARK SCI I DOSI G, 1982, RES POLICY, V11, P147 EDVARDSSON B, 1996, SERV IND J, V16, P140 GATIGNON H, 1997, J MARKETING RES, V34, P77 GHEMAWAT P, 1991, COMMITMENT DYNAMIC S GILBERT R, 1982, AM ECON REV, V72, P514 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HOWELL JM, 1990, ADMIN SCI QUART, V35, P317 JAWORSKI BJ, 1993, J MARKETING, V57, P53 KLEINSCHMIDT EJ, 1991, J PROD INNOVAT MANAG, V8, P240 LEONARD D, 1997, HARVARD BUSINESS NOV, P102 LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LYNN GS, 1996, CALIFORNIA MANAGEMEN, V38, P3 MASON CH, 1994, J BUS RES, V31, P163 METCALFE JS, 1998, EVOLUTIONARY EC CREA MILES RE, 1978, ORG STRATEGY STRUCTU MOORTHY KS, 1992, MANAGE SCI, V38, P345 NELSON RR, 1977, RES POLICY, V6, P36 NELSON RR, 1982, EVOLUTIONARY THEORY OCONNER GC, 1998, J PROD INNOVAT MANAG, V15, P151 ORIHATA M, 2000, TECHNOVATION, V20, P437 REINGANUM JF, 1983, AM ECON REV, V73, P741 SANCHEZ R, 1995, STRATEGIC MANAGE J, V16, P135 SCHON DA, 1963, HARVARD BUS REV, V41, P77 SCHUMPETER JA, 1934, THEORY EC DEV SCHUMPETER JA, 1942, CAPITALISM SOCIALISM SLATER SF, 1998, STRATEGIC MANAGE J, V19, P1001 SLATER SF, 1999, STRATEGIC MANAGE J, V20, P1165 STAW BM, 1981, ACAD MANAGE REV, V6, P577 STAW BM, 1987, RES ORG BEHAV TAKAYAMA M, 2002, TECHNOVATION, V22, P747 TIDD J, 2001, MANAGING INNOVATION TRIPSAS M, 1997, STRATEGIC MANAGE J, V18, P119 TRIPSAS M, 2000, STRATEGIC MANAGE J, V21, P1147 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 TUSHMAN ML, 1990, ADMIN SCI QUART, V35, P1 UTTERBACK JM, 1994, MASTERING DYNAMICS I WIEANDT A, 1994, SMALL BUS ECON, V6, P421 WILLIAMSON OE, 1985, EC I CAPITALISM FIRM NR 51 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD DEC PY 2005 VL 25 IS 12 BP 1400 EP 1409 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 980ZQ UT ISI:000233057100005 ER PT J AU Thumm, N TI Patents for genetic inventions: a tool to promote technological advance or a limitation for upstream inventions? SO TECHNOVATION LA English DT Article DE genetic inventions; patenting; access to research; research exemption; limitation of patent protection ID INDUSTRY AB Today's conventional wisdom among economists and lawyers is heavily weighted toward the proposition that strong and broad patent rights are conducive to economic progress. Concerns have been raised as to the extent to which strong patent rights could build up barriers to follow-up research and thus hinder technological advance. This poses a number of difficulties particularly in the area of genetics with respect to the scope of protection and the definition of what is patentable. This article considers the problems of 'anti-commons', limitations for upstream inventions, patent thickets and royalty stacking with licenses for genetic inventions. A survey of 53 biotechnology companies in Switzerland builds the empirical basis of the investigation. The survey results confirm that the concepts of 'anti-commons', 'patent thickets' and 'royalty stacking' are indeed relevant. However, they are not highly relevant for the Swiss biotechnology industry from an economic point of view. A broad research exemption combined with a protection limited to concrete disclosure functions of DNA patents and compulsory licensing arrangements are considered as feasible remedies for overcoming certain difficulties with gene patents. (c) 2004 Elsevier Ltd. All rights reserved. C1 Swiss Fed Inst Intellectual Property, CH-2003 Bern, Switzerland. RP Thumm, N, Swiss Fed Inst Intellectual Property, Einsteinstr 2, CH-2003 Bern, Switzerland. EM nikolaus.thumm@ipi.ch CR *OECD, 2002, GEN INV INT PROP RIG *OECD, 2003, PREL RES OECD BIAC S *SWISS FED I INT P, 2003, RES PAT BIOT SURV SW CHO MK, 2003, J MOL DIAGN, V5, P3 COHEN WM, 2002, RES POLICY, V31, P1349 DEARDORFF AV, 1992, ECONOMICA, V59, P35 HALL BH, 2001, RAND J ECON, V32, P101 HELLER MA, 1998, SCIENCE, V280, P698 SCHERER FM, 1990, IND MARKET STRUCTURE STRAUS J, 2002, OECD EXP WORKSH GEN THUMM N, 2000, INTELLECTUAL PROPERT THUMM N, 2002, TECHNOL FORECAST SOC, V69, P917 WALSH J, 2003, OECD C IPR INN EC PE NR 13 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD DEC PY 2005 VL 25 IS 12 BP 1410 EP 1417 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 980ZQ UT ISI:000233057100006 ER PT J AU McAdam, R Keogh, W Galbraith, B Laurie, D TI Defining and improving technology transfer business and management processes in university innovation centres SO TECHNOVATION LA English DT Article DE innovation; high technology small firms; business processes; innovation centres; university science parks ID CONTEXT AB The complex and dynamic behaviour associated with technology transfer business processes combined with the technological risk involved in the participating small firms, has led to a lack of business process definition and improvement in this area. Furthermore, the embryonic firms are highly individualistic with differing needs for assistance and development. There may also be a tendency to provide infrastructure and basic services with an avoidance of business process definition and hence, improvement. The aim of this paper is to investigate how potential business and management inputs can be used to define and to suggest improvements for two key technology transfer business processes, namely the technology licensing process and the business building process. A stratified pathway process mapping approach is used. This research approach includes semi-structured interviews with University Innovation Centre small firms, focus groups with Innovation Centre stakeholders and best practice benchmarking. The findings indicate that a modified processual approach can be adopted to define key business processes within technology transfer. Using this approach it is possible to show where business and management interventions can most effectively be deployed in each process. (c) 2004 Elsevier Ltd. All rights reserved. C1 Univ Ulster, Sch Business Org & Management, Belfast BT37 0QB, Antrim, North Ireland. Heriot Watt Univ, Edinburgh, Midlothian, Scotland. Oyster Int Venture Capital Plc, Boston, MA USA. RP McAdam, R, Univ Ulster, Sch Business Org & Management, Belfast BT37 0QB, Antrim, North Ireland. EM r.mcadam@ulster.ac.uk CR *HEFCE, 2003, HEFCE PUBL AGRAWAL A, 2002, MANAGE SCI, V48, P44 ALVESSON M, 1996, MAKING SENSE MANAGEM ATHERTON A, 1999, INNOVATION PROCESS S BLAYDON C, 1999, INT J ENTREPRENEURSH, V5, P173 BOWER DJ, 1998, PROESS SMALL FIRM IN, V5 BROWN A, 2002, START UP EQUITY PRIM CHIESA V, 1998, TRANSFORMING RATHER, V5 CORDULLO M, 1999, TECHNOLOGICAL ENTERR DALE BG, 1994, TQM MAGAZINE, V6, P48 DANSON M, 1996, SMALL FIRM FDN REGIO DAVENPORT S, 2002, R&D MANAGE, V32, P241 DAWSON P, 1994, ORG CHANGE PROCESSUA DEMAREST M, 1997, LONG RANGE PLANN, V30, P374 DOWNES R, 1998, NEW TECHNOLOGY BASED, V5 EASTERBYSMITH M, 1997, MANAGEMENT LEARNING EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 ERIKSON T, 2003, J EUROPEAN IND TRAIN, V27, P36 EVANS G, 2001, P 15 IASP WORLD C SC FERGUSON R, 1995, INTERNAL PUBLICATION FINER B, 2002, J BUS STRAT, V23, P23 GRINT K, 1995, NEW TECH WORK EMPLOY, V10, P99 HARGADON A, 1997, ADMIN SCI QUART, V42, P716 JENSEN R, 1998, 6698 NAT BUR EC RES, P1 JONESEVANS D, 1999, R&D MANAGE, V29, P47 KEOGH W, 2001, NEW TECHNOLOGY BASED KUCKI Z, 1999, J SMALL BUSINESS ENT, V6, P386 LAURIE D, 2001, VENTURE CATALYST MANIUKIEWICZ C, 1999, J SMALL BUSINESS ENT, V6, P68 MASHARI M, 1999, BUSINESS POROCESS MA, V5, P87 MASON C, 1998, NEW TECHNOLOGY BASED, V5 MCADAM R, 2000, INT SMALL BUS J, V18, P29 MCADAM R, 2002, INT SMALL BUS J, V20, P33 MUENT H, 1999, J SMALL BUSINESS ENT, V6, P128 MURRAY G, 1998, NEW TECHNOLOGY BASED, V5 OAKEY R, 1999, INT SMALL BUS J, V17, P7 OAKEY RP, 1996, R&D MANAGE, V26, P67 PERERA T, 2001, INTEGRATED MANUFACTU, V12 RAYMOND L, 1998, J SMALL BUS MANAGE, V36, P72 REID S, 1998, NEW TECHNOLOGY BASED, V5 REMENYI D, 1998, RES BUSINESS MANAGEM ROTHWELL R, 1982, INNOVATION SMALL MED SIEGEL D, 2002, COMPEXITY IND CLUSTE, P249 SMALIES R, 2002, INT J ENTERPRENEURSH, V2 STIRLING A, 2000, TA DATENBANK NACHRIC, V3, P39 WESTHEAD P, 1994, ASSESSMENT FIRMS LOC YIN R, 1989, APPL SOCIAL RES METH, V5 ZAIRI M, 2000, BENCHMARKING, V7, P62 NR 48 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD DEC PY 2005 VL 25 IS 12 BP 1418 EP 1429 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 980ZQ UT ISI:000233057100007 ER PT J AU Kwak, YH Watson, RJ TI Conceptual estimating tool for technology-driven projects: exploring parametric estimating technique SO TECHNOVATION LA English DT Article DE parametric estimating; technology-driven project; project management; comparative analysis AB This paper examines a parametric estimating technique applied to technology-driven projects. Parametric cost estimating is a widely used approach for bidding on a contract, input into a cost benefit analysis, or as the pre-planning tool for project implementation. Extensive literature reviews suggest that effective parametric estimating methodology is becoming an essential tool for technology-driven organizations. The use of parametric estimating in budgeting, scheduling, and control of projects will enhance the ability of project management organizations to effectively and efficiently utilize valuable resources. The benefit of parametric estimating is its use as an estimating model for better determining potential resource requirements during the project pre-planning and conceptual phase. (c) 2004 Elsevier Ltd. All rights reserved. C1 George Washington Univ, Sch Business, Dept Management Sci, Washington, DC 20052 USA. RP Kwak, YH, George Washington Univ, Sch Business, Dept Management Sci, Monroe Hall 403, Washington, DC 20052 USA. EM kwak@gwu.edu rwatson@us.ibm.com CR *DEP DEF, 1999, PAR EST HDB *DEP DEF, 2000, CONTR PRIC REF GUID ARIOLI DL, 2002, AACE INT T BAJAJ A, 2002, AACE INT T BLACK JH, 1984, AACE T BURGAN SC, 2002, AACE INT T CAMARGO M, 2003, J TEXT APP TECH MANA, V3, P1 GU Q, 2003, THESIS N DAKOTA STAT HAMAKER J, 1995, COST ESTIMATORS REFE, CH7 HARBUCK RH, 2002, AACE INT T KOENIGSEKER N, 1982, COST ENG, V24, P327 OBERLENDER GD, 2001, J CONSTRUCTION MAY, P173 ROY R, 2000, 7 ISPE INT C CONC EN STAUBFRENCH S, 2003, J COMPUTING CIVI OCT, P243 WANG WC, 2002, J CONSTRUCTION E JAN, P76 WATSON R, 2001, RULE THUMB ESTIMATIN NR 16 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD DEC PY 2005 VL 25 IS 12 BP 1430 EP 1436 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 980ZQ UT ISI:000233057100008 ER PT J AU Darroch, J Miles, MP Paul, CW TI Corporate venturing and the rent cycle SO TECHNOVATION LA English DT Article DE corporate venturing; Schumpeterian; Austrian and Ricardian rent ID RESOURCE-ADVANTAGE THEORY; ENTREPRENEURSHIP; COMPETITION; INNOVATION; STRATEGY; SEEKING; PERSPECTIVE; MANAGEMENT; COMPANIES AB This study views entrepreneurial rents as renewable opportunities and explores how firms can effectively utilize corporate venturing to create and sustain economic rents. Schumpeterian entrepreneurs create rents by harnessing corporate venturing to exploit attractive economic opportunities. The Schumpeterian rent is composed of Ricardian and Austrian rents. Ricardian rents result from unique and non-reproducible characteristics or competencies of the firm, and hence, are not appropriable by imitators. Conversely, Austrian rents, or economic profit, are subject to dissipation by imitators and attract entry by competitors or Austrian entrepreneurs until they are bid to zero or destroyed by another Schumpeterian innovation. In this formulation, Austrian entrepreneurs are modeled as infra-marginal rent seekers. Consequently, to sustain rents, firms must cycle between using corporate venturing to create or discover Schumpeterian entrepreneurial opportunities and using venturing as a mechanism to exploit existing rent generating opportunities. (c) 2004 Elsevier Ltd. All rights reserved. C1 Georgia So Univ, Coll Business Adm, Dept Mkt, Statesboro, GA 30460 USA. Claremont Grad Univ, Peter F Drucker & Masatoshi Ito Grad Sch Manageme, Claremont, CA 91711 USA. Georgia So Univ, Dept Finance & Qunatitat Anal, Statesboro, GA 30460 USA. RP Miles, MP, Georgia So Univ, Coll Business Adm, Dept Mkt, POB 8154, Statesboro, GA 30460 USA. EM jenny.darroch@cgu.edu mmiles@georgiasouthern.edu cpaul@georgiasouthern.edu CR ABERNATHY WJ, 1985, RES POLICY, V14, P3 AMIT R, 1993, J MANAGE STUD, V30, P815 BALAND JM, 2000, J DEV ECON, V61, P527 BARNEY J, 1991, J MANAGE, V17, P99 BARNEY JB, 2001, ACAD MANAGE REV, V26, P41 BAUMOL WJ, 1990, J POLIT ECON, V98, P893 BERTHON P, 1999, CALIF MANAGE REV, V42, P37 BURGELMAN RA, 1996, CALIF MANAGE REV, V38, P8 BURGELMAN RA, 2002, ADMIN SCI QUART, V47, P325 CHEAH HB, 1990, J BUS VENTURING, V5, P341 CHRISTENSEN CM, 1997, INNOVATORS DILEMMA N COVIN JG, 1999, ENTREP THEORY PRACT, V23, P47 ELLIS C, 1999, ABSOLUTE SENSORS FELLERS CR, 2002, VENTURE CAPITAL J FREDRICK HH, 2001, GLOBAL ENTREPRENEURS GINSBERG A, 1994, EUROPEAN MANAGEMENT, V12, P382 HAMEL G, 2000, LEADING REVOLUTION HUNT SD, 1995, J MARKETING, V59, P1 HUNT SD, 1996, J MARKETING, V60, P107 HUNT SD, 1997, J MARKETING, V61, P74 HUNT SD, 2002, FDN MARKETING THEORY, P248 HUNT SD, 2003, J MARKETING THEORY P, V11, P1 JACOBSON R, 1992, ACAD MANAGE REV, V17, P782 JOLLY VK, 1990, J BUS VENTURING, V5, P249 JONES GR, 1992, J MANAGE, V18, P733 KANTER RM, 1991, J BUS VENTURING, V6, P63 LEAVY B, 1997, J GEN MANAGE, V22, P38 LEWIN P, 2000, REV AUSTRIAN EC, V13, P59 MAKADOK R, 2001, STRATEGIC MANAGE J, V22, P387 MILES MP, 2002, ENTREP THEORY PRACT, V26, P21 MILES MP, 2002, J BUS ETHICS, V41, P287 MILES MP, 2003, TECHNOVATION, V23, P393 MUZYKA D, 1995, EUROPEAN MANAGEMENT, V13, P346 PAUL C, 1991, PUBLIC CHOICE, V71, P61 SCHUMPETER JA, 1934, THEORY EC DEV SHANE S, 2000, ACAD MANAGE REV, V25, P217 SHARMA P, 1999, ENTREP THEORY PRACT, V23, P11 SIMON M, 1999, J APPL MANAGEMENT ST, V8, P145 SPANOS YE, 2001, STRATEGIC MANAGE J, V22, P907 STEVENSON HH, 1985, HARVARD BUS REV, V63, P85 TIDD J, 1999, CREATIVITY INNOVATIO, V8, P122 TULLOCK G, 1980, THEORY RENT SEEKING VENKATARAMAN S, 1997, ADV ENTREPRENEURSHIP, V3, P119 NR 43 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD DEC PY 2005 VL 25 IS 12 BP 1437 EP 1442 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA 980ZQ UT ISI:000233057100009 ER PT J AU Lefebvre, LA Lefebvre, E Elia, E Boeck, H TI Exploring B-to-B e-commerce adoption trajectories in manufacturing SMEs SO TECHNOVATION LA English DT Article DE B-to-B e-commerce; SMEs; adoption trajectories; cumulative benefits ID ELECTRONIC COMMERCE; CHAIN MANAGEMENT; INTERNET; PERFORMANCE; DRIVERS AB The intent of this paper is to capture the gradual unfolding of business-to-business (B-to-B) e-commerce adoption in small and medium-sized enterprises (SMEs). Empirical evidence was gathered in three separate but complementary phases: first, a pilot study to identify and validate metrics for B-to-B e-commerce adoption; second, an e-survey to gain an in-depth understanding of B-to-B e-commerce adoption and its related benefits; and third, a multiple case study to further validate the e-commerce adoption trajectories we observed and their underlying dynamics. Findings suggest logical evolutionary paths to the penetration of B-to-B e-commerce in SMEs. The cumulative and self-reinforcing nature of both e-commerce initiatives and the benefits derived therefrom points to the existence of e-commerce adoption trajectories. (c) 2005 Elsevier Ltd. All rights reserved. C1 Ecole Polytech, Montreal, PQ H3C 3A7, Canada. Univ Quebec, ESG, Montreal, PQ H3C 3P8, Canada. Univ Sherbrooke, Sherbrooke, PQ J1K 2R1, Canada. RP Lefebvre, LA, Ecole Polytech, POB 6079,Downtown Stn, Montreal, PQ H3C 3A7, Canada. EM louis-andre.lefebvre@polymtl.ca CR 2004, ECONOMIST 0515, P1 *EEUR ACT PLAN, 2002, EEUR 2005 INF SOC AL *OECD, 2002, MEAS INF EC *OECD, 2004, ICT E BUS SMES *STAT CAN, 2001, CONN SER STAT CAN *US DEP COMM, 2002, E STATS 2000 *US DEP COMM, 2002, MAIN STREET DIG AG S ARTHUR WB, 1987, TECHNICAL CHANGE EC BERGERON F, 1992, J SMALL BUS MANAGE, V30, P21 BERTSCHEK I, 2002, 0205 CTR EUR EC RES BOYER KK, 2002, PROD OPER MANAG, V11, P480 BURGELMAN RA, 1983, MANAGE SCI, V29, P1349 CHAN C, 2004, P 37 HAW INT C SYST CHAN JKY, 2003, P 36 HAW INT C SYST COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COUPER MP, 2000, SOC SCI COMPUT REV, V18, P384 CRAIGHEAD CW, 2003, INT J PROD RES, V41, P2431 CRESWELL JW, 1994, QUALITATIVE QUANTITI DAMASKOPOULOS P, 2003, EUROPEAN MANAGEMENT, V21, P133 DANIEL E, 2002, INT SMALL BUS J, V20, P253 DILLMAN DA, 2000, MAIL INTERNET SURVEY DOSI G, 1982, RES POLICY, V11, P147 DREW S, 2003, EUROPEAN MANAGEMENT, V21, P79 ELIA E, 2003, P INT ASS MAN TECHN FILLIS I, 2004, INT J ENTREPRENEURIA, V10, P178 FROHLICH MT, 2002, J OPER MANAG, V20, P729 GEBAUER J, 2002, INT J ELECTRON COMM, V6, P7 GRANDON EE, 2003, P 36 HAW INT C SYST GUNASEKARAN A, 2002, INT J PROD ECON, V75, P1 JEFFCOATE J, 2002, BENCHMARKING, V9, P122 KENDALL J, 2001, P 34 HAW INT C SYST KOTHANDARAMAN P, 2001, IND MARKET MANAG, V30, P379 LANCIONI RA, 2000, IND MARKET MANAG, V29, P1 LAROVERE RL, 1996, INFORMATION TECHNOLO, V7, P169 LEES JD, 1987, J SYST MANAGE, V38, P6 LEFEBVRE E, 2003, INFORM SYSTEMS E BUS, V1, P157 LERTWONGSATIEN C, 2003, J GLOBAL INFORM TECH, V6, P67 MAGAL SR, 2001, JITTA J INFORM TECHN, V3, P1 MILES MB, 1994, QUALITATIVE DATA ANA NELSON RR, 1982, EVOLUTIONARY THEORY PRANANTO A, 2003, 7 PAC AS C INF SYST RAO SS, 2003, BUSINESS PROCESS MAN, V9, P11 RIQUELME H, 2002, INTERNET RES, V12, P276 ROGELBERG SG, 2001, ORGAN RES METHODS, V4, P3 ROSENBERG N, 1982, INSIDE BLACK BOX TEC SADOWSKI BM, 2002, INF ECON POLICY, V14, P75 SANTARELLI E, 2003, SMALL BUS ECON, V21, P273 STRAUSS A, 1990, BASICS QUALITATIVE R TASHAKKORI A, 1998, MIXED METHODOLOGY CO TURNER C, 2000, INFORM EC VANBEVEREN J, 2002, J SMALL BUS MANAGE, V40, P250 YIN RK, 1994, CASE STUDY RES DESIG ZHU K, 2002, INFORM SYST RES, V13, P275 NR 53 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD DEC PY 2005 VL 25 IS 12 BP 1443 EP 1456 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 980ZQ UT ISI:000233057100010 ER PT J AU Gargeya, VB TI Plant level performance measurement: an exploratory case study of a pharmaceutical encapsulation company SO TECHNOVATION LA English DT Article DE performance measures; plant performance; case study; pharmaceutical encapsulation company ID OPERATIONS MANAGEMENT AB Over the last few decades, hundreds of books and articles have been written on performance measures in manufacturing companies. A good number of those works has focused on overall organizational performance at the corporate level, business unit performance, and individual performance. Barring a few studies, there has been very little work reported on what specific performance measures are used at the plant and department level at a manufacturing facility. This exploratory research, through a case study of a pharmaceutical encapsulation company addresses those issues. Results show that the managers use a wide variety of measures primarily for meeting corporate targets and implementing a gain-sharing plan. There are not many common measures of performance used by managers for decision-making. None of the managers specifically linked the performance measures to the competitive priorities of the products made at the plant. A few propositions and suggestions for future research are made in the paper. (c) 2005 Elsevier Ltd. All rights reserved. C1 Univ N Carolina, Informat Syst & Operat Management Dept, Greensboro, NC 27402 USA. RP Gargeya, VB, Univ N Carolina, Informat Syst & Operat Management Dept, 479 Bryan Bldg, Greensboro, NC 27402 USA. EM vbgargey@uncg.edu CR DIXON JR, 1990, NEW PERFORMANCE CHAL FLYNN BB, 1990, J OPERATIONS MANAGEM, V9, P250 FRY TD, 1989, PRODUCTION INVENTORY, V30, P52 FRY TD, 1995, INT J PROD RES, V33, P933 GOLDRATT EM, 1990, HAYSTACK SYNDROME SI GUNASEKHARAN A, 2003, IN PRESS TECHNOVATIO GUPTA M, 2003, TECHNOVATION, V23, P131 HILL T, 2000, MANUFACTURING STRATE ILGEN DR, 1999, CHANGING NATURE PERF ITTNER CD, 1998, J MANAGEMENT ACCOUNT, V10, P205 KAPLNA RS, 1996, BALANCED SCORECARD KENNY GK, 1989, IEEE T ENG MANAGE, V36, P47 LOCKAMY A, 1995, INT J PROD RES, V33, P221 LOCKAMY A, 1998, INT J PROD RES, V36, P2045 MCCUTCHEON DM, 1993, J OPERATIONS MANAGEM, V11, P239 MEREDITH J, 1998, J OPER MANAG, V16, P441 MERTON RK, 1956, FOCUSED INTERVIEW SCUDDER GD, 1998, J OPER MANAG, V16, P91 SIMONS R, 2000, PERFORMANCE MEASURES VOKURKA R, 1995, PRODUCTION INVENTORY, V36, P38 VORA JA, 1992, PRODUCTION INVENTORY, V33, P46 WISNER JD, 1995, PRODUCTION INVENTORY, V36, P1 YIN R, 1994, CASE STUDY RES DESIG NR 23 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD DEC PY 2005 VL 25 IS 12 BP 1457 EP 1467 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 980ZQ UT ISI:000233057100011 ER PT J AU Gossart, C TI Routines and the sustainable lock-out of Moroccan oil refineries SO TECHNOVATION LA English DT Article DE routines; behaviour; lock-out; oil refineries; health safety environment; HSE management; France; Morocco AB For many years, researchers have tried to shed light into the black box of economic agents to investigate the mechanisms that guide their actions. Evolutionary economists have used the concept of 'routines' to explain why some firms are more innovative than others. The case study on French and Moroccan oil refineries presented in this paper suggests that this concept can also be used to explore differences in the way these firms manage health, safety, and environmental (HSE) issues. An improved understanding of firms' HSE behaviour allows policy-makers to design policies that can foster the emergence of strong HSE routines and substantially improve firms' HSE performance. Results show that, in spite of low HSE regulatory pressures in Morocco, Samir oil refineries operating in the Kingdom have developed an HSE management routine. A tabled presentation of the HSE management routine of Samir and of the French group Total allows us to compare the HSE behaviour of these firms, and to suggest how new routines could trigger a lock-out from the low HSE performance of Samir. (c) 2005 Elsevier Ltd. All rights reserved. C1 Univ Sussex, Freeman Ctr, SPRU, Brighton BN1 9QE, E Sussex, England. RP Gossart, C, 22 Bd Marne, F-67000 Strasbourg, France. EM cgossart@yahoo.fr CR *IPTS, 2001, IPPC REF DOC BEST AV *OJEC, 1998, 1979 CONV LONG RANG ASHFORD NC, 1985, HARVARD ENVIRON LAW, V92, P419 AVADYKIAN A, 1999, EUR M APPL EV EC IRE BECKER MC, 2001, NELS WINT C DRUID AA BECKER MC, 2003, 032 COP BUS SCH BECKER MC, 2004, IND CORP CHANGE, V13, P643 BECKER MC, 2005, J BUS RES, V586, P746 BERKHOUT F, 2000, SUSTAINABILITY COMPE BESSANT J, 2001, TECHNOVATION, V21, P67 COHEN MD, 1996, IND CORP CHANGE, V5, P653 COHENDET P, 1998, 2 ANN C INT SOC NEW COSTELLO N, 1996, J ECON ISSUES, V30, P591 DETRIE JP, 1993, GERER COMPRENDRE, V32, P85 DOSI G, 1992, TECHNOLOGY ENTERPRIS EGIDI M, 1996, RATIONAL FDN EC BEHA, P303 EGIDI M, 1997, INT J IND ORGAN, V15, P677 GOSSART C, 2005, THESIS SPRU BRIGHTON HARRIS R, 2002, TECHNOVATION, V22, P571 HOWES R, 1995, CLEAN COMPETITIVE MO JAFFE AB, 1995, J ECON LIT, V33, P132 JANICKE M, 1997, ENVIRON RESOUR ECON, V9, P467 JONES O, 2001, TECHNOVATION, V21, P267 KEMP R, 1999, EUR M APPL EV EC IRE LAZARIC N, 2000, EUROPEAN J EC SOCIAL, V142, P157 NELSON RR, 1982, EVOLUTIONARY THEORY PAVITT K, 2000, SPRU ELECT WORKING P, V45 PORTER ME, 1995, HARVARD BUS REV, V73, P120 SMART B, 1992, COMPLIANCE NEW IND V SORRELL S, 2000, TECHNOLOGY ENV POLIC TEECE D, 1994, IND CORP CHANGE, V3, P537 WINTER SG, 1979, NATURE FIRM ORIGINS, P179 NR 32 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD DEC PY 2005 VL 25 IS 12 BP 1468 EP 1475 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 980ZQ UT ISI:000233057100012 ER PT J AU Perez, MP Sanchez, AM de Luis Carnicer, P Jimenez, MJV TI The differences of firm resources and the adoption of teleworking SO TECHNOVATION LA English DT Article DE teleworking; information and communication technologies; firm organisation ID TELECOMMUTE AB This paper studies the differences of firm resources between teleworking firms and non-teleworking firms. The results indicate that teleworking firms use more information and communication technologies, invest more resources in R&D, have a larger percentage of knowledge workers and salespeople in the workforce, and have a larger geographical market. The employees have greater access to the Internet and electronic communication, are more trained in the use of information and communication technologies, and are more involved in their job design and planning. Regarding the business organisation, teleworking firms use more human resource flexible practices and variable compensation, outsource more activities, and manage employees by objectives. (c) 2005 Elsevier Ltd. All rights reserved. C1 Ctr Politecn Super, Dept Econ & Direcc Empresas, Zaragoza 50018, Spain. Escuela Univ Estudios Empresariales, Dept Econ & Direcc Empresas, Zaragoza 50018, Spain. RP Sanchez, AM, Ctr Politecn Super, Dept Econ & Direcc Empresas, Maria Luna 3, Zaragoza 50018, Spain. EM manuela.perez@unizar.es anmarzan@unizar.es pluis@unizar.es mjvela@unizar.es CR BAILEY D, 2002, J ORG DYNAMICS, V28, P383 BARNEY J, 1991, J MANAGE, V17, P99 BARUCH Y, 1997, J GEN MANAGE, V23, P15 BELANGER F, 1999, INFORM MANAGE, V35, P139 CHAPMAN AJ, 1995, INT REV IND ORG PSYC, V10, P229 DANIELS K, 2001, J MANAGE STUD, V38, P1151 DYER JH, 2000, STRATEGIC MANAGE J, V21, P345 HARRINGTON SJ, 1999, IEEE T PROFESSIONAL, V42, P223 HUWS U, 1990, TELEWORK ELUSIVE OFF ILLEGEMS V, 2001, TECHNOL FORECAST SOC, V68, P275 KARNOWSKI S, 2002, ENVIRON BEHAV, V34, P322 KURLAND N, 2002, J HIGH TECHNOLOGY MA, V13, P107 LAMOND D, 2000, MANAGING TELEWORK, P103 MOKHTARIAN PL, 1997, TRANSPORT RES A-POL, V31, P35 OMMEREN J, 2000, MANAGING TELEWORK PETERS P, 2004, INFORM MANAGE-AMSTER, V41, P469 SALMON G, 2000, MANAGING TELEWORK, P135 SHIN B, 2000, J ORG COMP ELECT COM, V10, P85 STANDEN P, 2000, MANAGING TELEWORK, P31 VENKATESH V, 2000, INT J HUM-COMPUT ST, V52, P991 WATAD MM, 2000, SLOAN MANAGE REV, V41, P85 WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 NR 22 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD DEC PY 2005 VL 25 IS 12 BP 1476 EP 1483 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 980ZQ UT ISI:000233057100013 ER PT J AU Mohan, SR Rao, AR TI Strategy for technology development in public R&D institutes by partnering with the industry SO TECHNOVATION LA English DT Article DE technology development; public research institute; industry and partnership ID COLLABORATIONS; UNIVERSITY AB If industry and R&D institute partner in developing the technology, there is a greater possibility for developing a commercially potential technology. Through this process, they combine tangible and intangible resources and cooperate in R&D activities: It also develops a common understanding and mutual trust and smoothens the process of adaptation of the technological innovation into a marketable product/process. This work intends to highlight the partnership process and developed a model. A survey conducted with R&D Managers of prominent companies world over and the earlier research drawn from the literature was used in developing the model for the purpose. The work also analyses the existing research interaction between industries and Indian public R&D institutes, using multi case method. (c) 2005 Elsevier Ltd. All rights reserved. C1 Indian Inst Chem Technol, Business Management Area, Hyderabad 500007, Andhra Pradesh, India. Sri Venkateswara Univ, Coll Engn, Dept Mech Engn, Tirupati 517502, Andhra Pradesh, India. RP Mohan, SR, Indian Inst Chem Technol, Business Management Area, Hyderabad 500007, Andhra Pradesh, India. EM rmohan_s@yahoo.com CR ALBERTINI S, 1995, R&D MANAGE, V25, P377 BIDAULT F, 1994, R&D MANAGE, V24, P33 BLOEDON RV, 1994, RES TECHNOL MANAGE, V37, P44 BLUMENTHAL D, 1986, SCIENCE, V232, P1361 BOZEMAN B, 2001, J TECHNOLOGY TRANSFE, V26, P385 CHIESA V, 1998, R&D MANAGE, V28, P199 DACUNHA NCV, 1999, J KNOWL MANAGE, V3, P66 DAVENPORT S, 1999, INT J TECHNOL MANAGE, V18 FORREST JE, 1992, R&D MANAGE, V22, P34 HAGEDOOM J, 2000, RES POLICY, V29, P267 HALL BH, 2001, J TECHNOLOGY TRANSFE, V26, P87 INGHAM M, 1998, R&D MANAGE, V28, P249 JACOB M, 2000, R&D MANAGE, V30, P255 KATZ JS, 1997, RES POLICY, V26, P1 KUMAR R, 2002, SWAGAT OCT MARCEAU J, 2002, R&D MANAGE, V32, P24 MARTINEZ REL, 1999, R&D MANAGE, V24, P17 MILLSON RR, 1996, RES TECHNOL MANAGE, V30, P34 MOHAN SR, 2001, J SCI IND RES INDIA, V60, P929 NATH P, 2000, BENCHMARKING INT J, V7, P86 RATH A, 1998, GREATER EFFECTIVENES ROGERS EM, 1998, R&D MANAGE, V28, P79 RUPPERT B, 1999, RES POLICY, V28, P878 SANTORO MD, 2002, RES TECHNOL MANA MAY, P42 SLOWINSKI G, 1993, RES TECHNOLOGY M MAY, P22 TAPON F, 1999, R&D MANAGE, V29, P219 YODER DG, 1996, P 1996 LEIS RES S KA NR 27 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD DEC PY 2005 VL 25 IS 12 BP 1484 EP 1491 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 980ZQ UT ISI:000233057100014 ER PT J AU Falk, M TI ICT-linked firm reorganisation and productivity gains SO TECHNOVATION LA English DT Article DE organisational change; new business practices; economics of information technology ID INFORMATION-TECHNOLOGY; ENTERPRISE; TRANSFORMATION AB In the EU, most large firms use e-business applications, such as Enterprise Resource Planning (ERP) and online procurement. Based on e-business watch data for EU-4 (Germany, France, Italy and the UK), we find that the actual use of ERP and online procurement is positively correlated with labour productivity growth. Futhermore, we find that certain e-business applications, such as Knowledge Management Solution (KMS) systems and Customer Relationship Management (CRM) systems are significantly positively correlated to either sectoral skill intensity or information technology intensity. The results from the empirical analysis based on Community Innovation Survey (CIS III) data confirm the hypothesis that the introduction of business practices and new organisational practices are highly correlated. Futhermore, there is a significantly positive relationship between labour productivity growth and the percentage of enterprises with new or significantly changed organisational structures based on industry data for some EU countries. (c) 2004 Elsevier Ltd. All rights reserved. C1 WIFO, Austrian Inst Econ Res, A-1103 Vienna, Austria. RP Falk, M, WIFO, Austrian Inst Econ Res, POB 91, A-1103 Vienna, Austria. EM martin.falk@wifo.ac.at CR *EITO, 2003, EUR INF TECHN OBS EI *EUR COMM, 2003, 148 COM EUR COMM *EUR E BUS WATCH, 2003, E BUS SECT IMP STUD *OECD, 1999, OECD EMPLOYMENT OUTL, P177 *OECD, 2001, NEW EC HYP BARTEL AP, 1987, REV ECON STAT, V69, P1 BETCHERMAN G, 1998, IMPACT INFORMATION C BOYKIN R, 2000, P CSU POM FAC DEV C BRYNJOLFSSON E, 2000, J ECON PERSPECT, V14, P23 BRYNJOLFSSON E, 2002, DIGITAL ORG PRELIMIN BRYNJOLFSSON E, 2003, BROOKINGS PAPERS EC, V1, P137 CHEN H, 2001, 4 INT C AS DIG LIB I DAVENPORT TH, 1993, PROCESS INNOVATION R DAVENPORT TH, 1998, HARVARD BUS REV, V76, P121 DAVILA A, 2002, 1742 GSB DIGNUM F, 2002, INTEGRATED MANUFACTU, V13, P283 FELLENSTEIN C, 2000, EXPLORING E COMMERCE GATTIKER TF, 2002, UNPUB ORG STRUCTURE GREENAN N, 2002, UNPUB NEW ORG PRACT GRILICHES Z, 1992, OUTPUT MEASUREMENT S, P1 GROVER V, 1998, INFORM MANAGE, V34, P141 HAMMER M, 1993, REENGINEERING CORPOR HITT LM, 2002, J MANAGE INFORM SYST, V19, P71 ICHNIOWSKI C, 2000, AM WORKPLACE SKILLS KING R, 2000, 9802 CSI LIGHT B, 1998, P 8 ANN BIT C 4 5 NO MABERT V, 2000, PRODUCTION INVENTORY, V8, P52 MABERT VA, 2001, BUS HORIZONS, V44, P69 MARTIN MH, 1998, FORTUNE 0202 MCAFEE A, 1999, PERFORMANCE IMPACT E MCAFEE A, 2000, EC IMPACT INTERNET R MCAFEE A, 2002, PRODUCTION OPERATION, V11, P1 MENDELSON H, 1999, UNPUB ERP OVERVIEW MURPHY M, 2002, 200214 STI OBRIEN A, 2003, INTRO INFORMATION SY RAGOWSKY A, 2002, J MANAGE INFORM SYST, V19, P11 UMBLE EJ, 2002, IND MANAGEMENT, V44 VANARK B, 2001, 20015 STI VENKATRAMAN N, 1994, SLOAN MANAGE REV, V35, P73 VERWAAL E, 2002, ERIM REPORT SERIES R YEN DC, 2002, COMP STAND INTER, V24, P337 NR 41 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD NOV PY 2005 VL 25 IS 11 BP 1229 EP 1250 PG 22 SC Engineering, Industrial; Operations Research & Management Science GA 957YN UT ISI:000231409600001 ER PT J AU Dubelaar, C Sohal, A Savic, V TI Benefits, impediments and critical success factors in B2C E-business adoption SO TECHNOVATION LA English DT Article DE B2C adoption; E-business; critical success factors; B2C benefits; B2C impediments AB This paper reports the results of a study carried out to assess the benefits, impediments and major critical success factors in adopting business to consumer e-business solutions. A case study method of investigation was used, and the experiences of six online companies and two bricks and mortar companies were documented. The major impediments identified are: leadership issues, operational issues, technology, and ineffective solution design. The critical success factors in the adoption of e-business are identified as: combining e-business knowledge, value proposition and delivery measurement, customer satisfaction and retention, monitoring internal processes and competitor activity, and finally building trust. Findings suggest that above all, adoption of e-business should be appropriate, relevant, value adding, and operationally as well as strategically viable for an organization instead of being a result of apprehensive compliance. (c) 2004 Published by Elsevier Ltd. C1 Monash Univ, Fac Business & Econ, Dept Mkt, Caulfield, Vic 3145, Australia. RP Sohal, A, Monash Univ, Fac Business & Econ, Dept Mkt, POB 197, Caulfield, Vic 3145, Australia. EM amrik.soha1@buseco.monash.edu.au CR APPELBAUM SH, 1998, MANAGE DECIS, V36, P289 BARUA A, 2001, MIT SLOAN MANAGE REV, V43, P36 BONOMA TV, 1985, J MARKETING RES, V22, P199 BOWDE S, 2000, P 9 ANN C NZ STRAT M BRACHE A, 2000, J BUS STRAT, V21, P13 BUTLER AS, 2000, J BUS STRAT, V21, P38 CHAMBERS, 1994, CHAMBERS DICT CRABTREE BF, 1992, QUALITATIVE RES DAMANPOUR F, 2001, MANAGE FINANC, V27, P16 DEISE MV, 2000, EXECUTIVES GUIDE E B EISENBERG D, 1991, J HISPAN PHILOLOGY, V16, P3 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 GRIFFITH DA, BUSINESS HORIZON JAN, V42, P3 GUPTA S, 2002, AMA SUMM ED C SAN DI KALAKOTA R, 1999, E BUSINESS ROADMAP S KANTER RM, 2001, HARVARD BUS REV, P91 KHANDELWAL VK, 2001, J STRATEGIC INF SYST, V10, P15 KRAMMER M, 2001, SURVEY REVEALS E BUS MILES MB, 1994, QUALITATIVE DATA ANA MORGAN G, 1980, ACAD MANAGE REV, V5, P491 NORTON L, 2000, J POLICY REGULATION, V2, P449 PALMER R, 2002, QUALITATIVE MARKET R, V5, P262 PHAN DD, 2001, INFORMATIONS SYS FAL, P61 PORTER ME, 2001, HARVARD BUS REV, V79, P62 ROCKART JF, 1979, HAWARD BUSINESS MAR, P15 RODGERS JA, 2002, INFORM MANAGEMENT CO, V10, P184 SHARMA P, 2000, STRATEGY LEADERSHIP, V2, P27 SLYWOTZKY A, 2001, STRATEGY LEADERSHIP, V29, P4 STRASSMAN P, 1985, INFORM PAYOFF STRAUSS A, 1990, BASICS QUALITATIVE R THORNE ML, 2000, MANAGEMENT DECISION, V38 TURBAN E, 2000, ELECT COMMERCE MANAG VANMAANEN J, 1982, VARIETIES QUALITATIV VECCHIO RP, 1995, STRATEGIC ORG CHANGE, P289 WILLCOCKS LP, 2001, MIT SLOAN MANAGE REV, V42, P50 YIN R, 1989, CASE STUDY RES DESIG NR 36 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD NOV PY 2005 VL 25 IS 11 BP 1251 EP 1262 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 957YN UT ISI:000231409600002 ER PT J AU Kumar, S TI Exploratory analysis of global cosmetic industry: major players, technology and market trends SO TECHNOVATION LA English DT Article DE cosmetic industry; toiletry industry; cosmetic industry analysis; SWOT analysis; cosmeceuticals; globalization AB Humans for time immemorial have used cosmetics, an industry dominated by a few major players. The study reviews main characteristics of this industry and also the key players in the world marketplace. Comparative financial and SWOT analyses provide an enhanced understanding of the industry. In addition to technology and innovations, current conditions and trends in the cosmetic industry are explored. The study also analyzes in depth the impacts of globalization on this industry. (c) 2004 Elsevier Ltd. All rights reserved. C1 Univ St Thomas, Coll Business, Minneapolis, MN 55403 USA. RP Kumar, S, Univ St Thomas, Coll Business, Mail TMH 343,1000 LeSalle Ave, Minneapolis, MN 55403 USA. EM skumar@stthomas.edu CR 2002, CHEM WEEK DEC, P52 2003, CTFA NEWS 0210, V103 2003, NUTRACEUTICALS WORLD, V6, P58 *GAL GROUP, 2001, ENCY AM IND, V2 *GAL GROUP, 2003, ENC GLOB IND COONEYCURRAN J, 2000, GLOBAL COSMETIC NOV DONEGAN TJ, 1999, FOOD DRUG LAW J, V50, P160 OCONNOR N, 2000, EXPOSE COSMETICS BAT, V3 SAUER P, 2003, MAKEOVER GLOBAL PROP SCHERVISH S, 2000, EXPOSE COSMETICS BAT, V3 SIMMONS L, 2003, REVOLUTION 0508, P22 WEAVER K, 2003, TRUTH CONSEQUENCES, V170, P47 NR 12 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD NOV PY 2005 VL 25 IS 11 BP 1263 EP 1272 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 957YN UT ISI:000231409600003 ER PT J AU Butcher, J Jeffrey, P TI The use of bibliometric indicators to explore industry-academia collaboration trends over time in the field of membrane use for water treatment SO TECHNOVATION LA English DT Article DE bibliometrics; industry-academic collaboration; innovation; membrane science; water ID DEVELOPMENT NETWORKS; NETHERLANDS; SCIENCES AB Industry-academia collaboration has become a subject of great interest to academics, industry leaders and policymakers, as it is now acknowledged that such relationships are valuable for innovation. The aim of the study reported here is to explore collaboration trends over time in the field of membrane use for water treatment by carrying out bibliometric analysis of scientific publications related to the field. It is part of a broader project looking at factors that influence industry-academia collaborative research in the water sector. Thousand six hundred and seventy eight papers from eight journals from the years 1967 to 2001 were analysed for co-authorship patterns. Thousand three hundred and seventy papers from the last decade were examined for a snapshot view of inter-institutional, cross-disciplinary, industry-academic and international collaboration trends. Results show that the field is highly collaborative with the majority (87%) of papers involving two or more authors. In terms of industry-academic collaboration, there was an increase in the number of papers from 1994 onwards, and a very high proportion (91%) were cross-disciplinary. (c) 2004 Elsevier Ltd. All rights reserved. C1 Cranfield Univ, Sch Water Sci, Cranfield M43 0AL, Beds, England. RP Jeffrey, P, Cranfield Univ, Sch Water Sci, Cranfield M43 0AL, Beds, England. EM pj.jeffrey@cranfield.ac.uk CR *AURIL, 1997, RES PARTN IND U GUID *OECD, 1984, IND U NEW FORMS COOP BARNES T, 2002, EUROPEAN MANAGEMENT, V20, P272 CALVERT J, 2002, U IND RES COLL UK FASSBINDER W, 1991, NEPHROL DIAL TRANSPL, V6, P5 HAMERI AP, 1996, TECHNOVATION, V16, P51 HICKS DM, 1996, RES POLICY, V25, P359 KATZ JS, 1997, RES POLICY, V26, P1 KOCH N, 2000, INFORMING SCI, V3, P157 KONECNY E, 1995, U IND RES MACLEAN A, 2001, NETWORK CONTROL PREV MARTINSEMPERE MJ, 2002, SCIENTOMETRICS, V55, P377 MEYERKRAHMER F, 1998, RES POLICY, V27, P835 POLT W, 2001, BENCHM IND SCI REL E QIN J, 1994, SCIENTOMETRICS, V29, P219 QIN J, 1997, J AM SOC INFORM SCI, V48, P893 RAHM D, 2000, U IND R D COLL US UK, V1 RAPPERT B, 1999, RES POLICY, V28, P873 SCOTT A, 2001, EC RETURNS BASIC RES SENKER J, 1998, CAPITALIZING KNOWLED, P111 STEWART G, 1999, PARTNERSHIP SCI IND TIJSSEN RJW, 1997, RES POLICY, V25, P1277 TIJSSEN RJW, 1998, RES POLICY, V26, P791 NR 23 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD NOV PY 2005 VL 25 IS 11 BP 1273 EP 1280 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 957YN UT ISI:000231409600004 ER PT J AU Fernandes, KJ Raja, V Austin, S TI Portals as a knowledge repository and transfer tool - VIZCon case study SO TECHNOVATION LA English DT Article DE portal technology; knowledge management; knowledge repositories AB Today's business domains are complex and require faster decisions, better allocation of resource and above all dictate the need to share knowledge both within and outside the domain. Managing dynamic projects in such a volatile business environment requires a structured approach. This paper is concerned with using portal technology as a means for storing and transferring knowledge. The paper demonstrates the use of portal technology, via a case study, to increase the overall project reactivity and achieve the objectives, namely to reduce time, improve decision-making, increase productivity and reliability. A portal developed to manage the VIZCon project is described using a novel framework. A five-step approach for developing an effective project management portal is presented with empirical evidence. Finally implementation issues and the limitations of the system are discussed. (c) 2004 Elsevier Ltd. All rights reserved. C1 Univ Warwick, Warwick Mfg Grp, Coventry C4A 7AL, W Midlands, England. Univ Loughborough, Dept Civil & Bldg Engn, Loughborough LE11 3TU, Leics, England. RP Fernandes, KJ, Univ Warwick, Warwick Mfg Grp, IMC Bldg, Coventry C4A 7AL, W Midlands, England. EM kiran.fernandes@warwick.ac.uk vinesh.raja@warwick.ac.uk s.a.austin@lboro.ac.uk CR *D BARTH ASS GARD, 2003, LEARN EXP TOOLK *DEP TRAD IND, 1998, CONSTR TASK FORC REP ABDELSAYED M, 1999, CIV ENG ENVIRON SYST, V16, P211 ALEXANDER C, 1977, PATTERN LANGUAGE BAL J, 1999, TEAM PERFORMANCE MAN, V5, P174 BOYSON S, 2003, TRANSPORT RES E-LOG, V39, P175 CLARKE I, 2003, IND MARKET MANAG, V32, P15 FRUCHTER R, 2002, AI EDAM, V16, P127 HARVEY J, 1998, LTDI EVALUATION COOK KLEINER A, 1997, HARVARD BUSINESS SEP KOSKINENA KU, 2003, INT J PROJECT MANAGE, V21, P281 PERLE S, 2003, 13 REUT NEWS AG REZGUI Y, 2000, P PROD PROC MOD BUIL, P161 VEERAMUTHU H, 2003, THESIS U WARWICK NR 14 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD NOV PY 2005 VL 25 IS 11 BP 1281 EP 1289 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 957YN UT ISI:000231409600005 ER PT J AU Beaumont, N TI Best practice in Australian manufacturing sites SO TECHNOVATION LA English DT Article DE manufacturing; best practice; Australia ID QUALITY MANAGEMENT-PRACTICES; PERFORMANCE; STRATEGY; TQM AB This paper delineates the concept of Best Practice (BP); demonstrates that the practices of Australian manufactures subscribing to best practice are significantly different from those that do not; and determines whether components of best practice used by industry match components recognized by researchers. A search of the literature for definitions of BP and a statistical analysis of a survey completed by 962 Australian manufacturing sites were used. Most definitions of BP comprise lists of components that vary significantly amongst authors and do not reflect strong theoretical bases but researchers and practitioners use roughly similar definitions. There are significant differences between the strategies and practices of Australian manufacturers that use BP and those that do not. It is difficult to prove that BP causes superior performance. Internal efforts to improve performance may be masked by their lagged effects and events external to the organization. Superior performance might be caused by energetic management in part manifest in BP and other improvement programs. Nevertheless, having a BP program is strongly associated with traits such as proactivity, internal communication, training and leadership that should be commercially advantageous. Manufacturers should therefore consider implementing BP programs. This paper clarifies definitions of BP and conclusively demonstrates that the practices of Australian organizations subscribing to BP are significantly different from those that do not. (c) 2004 Elsevier Ltd. All rights reserved. C1 Monash Univ, Dept Management, Caulfield, Vic 3145, Australia. RP Beaumont, N, Monash Univ, Dept Management, POB 917, Caulfield, Vic 3145, Australia. EM nicholas.beaumont@buseco.monash.edu.au CR *ADIR, 1995, BEST PRACT ACT *AMC, 1994, LEAD WAY STUD BEST M AHIRE SL, 1996, DECISION SCI, V27, P23 BLACK SA, 1996, DECISION SCI, V27, P1 BREDIN J, 1995, IND WEEK, V244, P66 CAMP RC, 1989, BENCHMARKING SEARCH DAVIES AJ, 2002, INT J OPER PROD MAN, V22, P289 DAVIS FE, 1995, BEST PRACTICE AWAREN DERTOUZOS ML, 1990, MADE AM REGAINING PR DILWORTH JB, 1993, PRODUCTION OPERATION DOW D, 1999, PROD OPER MANAG, V8, P1 ERGAS H, 1994, INT INT AUSTR EC EWER P, 1993, INT BEST PRACT CRIT FITZENZ J, 1993, HUMAN RESOURCE PLANN, V16, P19 GOLOVIN J, 1996, MANUFACTURING SYSTEM, V14, P74 GRIFFIN A, 1995, SLOAN MANAGE REV, V36, P87 HEIBELER R, 1988, BEST PRACTICES BUILD KADIPASAOGLU SN, 1998, J OPER MANAG, V16, P291 KETOKIVI M, 2004, INT J OPER PROD MAN, V24, P171 KOUFTEROS XA, 1999, J OPER MANAG, V17, P467 LEONIDOU LC, 1998, J APPL BUSINESS RES, V14, P43 LINSENMEYER A, 1991, FINANCIAL WORLD, V160, P34 MORTON O, 1994, ECONOMIST, V330, P62 MUKHERJEE AS, 1998, MANAGE SCI, V44, P35 PILKINGTON A, 1998, CALIF MANAGE REV, V41, P31 REPENNING NP, 2001, CALIF MANAGE REV, V43, P64 RIMMER M, 1996, REINVENTING COMPETIT ROGERS H, 1998, QUALITY PROGR, V31, P51 SAMSON D, 1999, J OPER MANAG, V17, P393 SARAPH JV, 1989, DECISION SCI, V20, P810 SHAPIRO EC, 1995, FAD SURFING BOARDROO TANINECZ G, 1997, IND WEEK, V246, P28 THOMPSON JD, 1967, ORG ACTION SOCIAL SC VOSS CA, 1995, INT J OPER PROD MAN, V15, P5 WATERMAN RH, 1982, SEARCH EXCELLENCE LE WRIGHT C, 1996, J IND RELAT, V38, P196 NR 36 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD NOV PY 2005 VL 25 IS 11 BP 1291 EP 1297 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 957YN UT ISI:000231409600006 ER PT J AU Bigliardi, B Nosella, A Verbano, C TI Business models in Italian biotechnology industry: a quantitative analysis SO TECHNOVATION LA English DT Article DE biotechnology companies; business models; cluster analysis; Italy; patterns of development ID NETWORKS AB The aim of this research is to study the business models of the Italian biotechnological firms through a statistical analysis, using the data base made up in the previous work by the same authors of this paper. The results of the study show the existence of four clusters grouping biotechnological firms: 'service companies', 'small research companies' (NBFs), 'Traditional integrated firms', 'Industrialized Integrated firms'. We then analyse the patterns of the development of biotechnological firms in Italy. 2004 Elsevier Ltd. All rights reserved. C1 Univ Padua, Dip Tecn & Gest Sistemi Ind, I-36100 Vicenza, Italy. Univ Parma, Dipartimento Ingn Ind, I-43100 Parma, Italy. RP Bigliardi, B, Univ Padua, Dip Tecn & Gest Sistemi Ind, Str lla San Nicola 3, I-36100 Vicenza, Italy. EM bigliardi@ied.eng.unipr.it nosella@unipd.it chiara.verbano@unipr.it CR *OECD, 1989, BIOT EC WID IMP 1989 *OPES UN LOMB U BO, 2001, IMPR BIOT PROV MIL ALBERGHINA L, 1996, BIOTECNOLOGIA BIOIND ALBERGHINA L, 2002, EC MANAGEMENT NOV, P113 ALLANSDOTTIR A, 2001, INNOVATION COMPETITI BURATTI N, 1991, EC POLITICA IND, V69, P53 COCKBURN I, 1999, PHARM BIOTECHNOLOGY GAMBARDELLA A, 1996, PROSPETTIVE PROPOSTE LEE C, 2001, STRATEGIC MANAGE J, V22, P615 NOSELLA, 2004, IN PRESS TECHNOVATIO ORSENIGO L, 2001, SMALL BUS ECON, V17, P77 PASSARO R, 2000, EC POLITICA IND, V108, P69 PETRONI G, 2001, CULTURA TECNOLOGICA PISNO GP, 1995, HARVARD BUSINESS SEP, P93 POWELL WW, 1998, CALIF MANAGE REV, V40, P228 SPALLA C, 1996, BIOTECNOLOGIE ITALIA NR 16 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD NOV PY 2005 VL 25 IS 11 BP 1299 EP 1306 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 957YN UT ISI:000231409600007 ER PT J AU Revilla, E Sarkis, J Acosta, J TI Towards a knowledge management and learning taxonomy for research joint ventures SO TECHNOVATION LA English DT Article DE research joint ventures; knowledge management; learning processes; taxonomy ID INNOVATION AB Research joint ventures (RJVs) are project environments that typically focus on the development of innovations and ideas. The development and management of knowledge is the primary objective for these RJVs. To help understand the practices and characteristics of RJV knowledge management and learning processes we introduce a taxonomy for these types of project environments. Using existing literature and supporting case study examples, a four-cell grid is developed to categorize RJVs. The grid is based on two dimensions, namely, the locus of the RJV research, which is concerned with the 'newness' of the knowledge, and the knowledge management approach, which is concerned with the learning and knowledge integration processes. (c) 2004 Elsevier Ltd. All rights reserved. C1 Clark Univ, Grad Sch Management, Worcester, MA 01610 USA. Inst Empresa, Madrid 28006, Spain. Univ La Laguna, San Cristobal la Laguna 38201, Spain. RP Revilla, E, Clark Univ, Grad Sch Management, 950 Main St, Worcester, MA 01610 USA. EM elena.revilla@ie.edu jsarkis@clarku.edu jacosta@ull.es CR *COUNC COMP, 1996, ENDL FRONT LTD RES U ARGYRIS C, 1978, ORG LEARNING THEORY COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DRUCKER PF, 1995, WALL STREET J 0329, P12 GEORGE G, 2001, J HIGH TECHNOLOGY MA, V12, P205 GOSHAL S, 1997, INDIVIDUALIZED CORPO HAGEDOORN J, 2000, RES POLICY, V29, P567 HANSEN MT, 1999, HARVARD BUSINESS MAR, P107 HAYES R, 1988, DYNAMIC MANUFACTURIN HITT MA, 1993, J ENG TECHNOL MANAGE, V10, P161 IANSITI M, 1997, HARVARD BUS REV, V75, P69 INKPEN A, 1998, EUROPEAN MANAGEMENT, V16, P223 INKPEN AC, 1998, ORGAN SCI, V9, P454 ISAACS WN, 1993, ORGAN DYN, V22, P24 JAIKUMAR R, 1986, RES TECHNOLOGICAL IN, V3, P169 JONES AM, 1994, BRIT J MANAGE, V5, P153 KIM DH, 1993, THESIS MIT LARSSON R, 1998, ORGAN SCI, V9, P285 LEONARDBARTON D, 1995, WELLSPRING KNOWLEDGE MARCH JG, 1991, ORGAN SCI, V2, P71 MEZIAS SJ, 1993, STRATEGIC MANAGE J, V14, P77 MOENAERT RK, 1990, J PROD INNOVAT MANAG, V7, P91 MOWERY DC, 1983, EXPLOR ECON HIST, V20, P351 NAHAPIET JE, 1998, ACAD MANAGE REV, V2, P242 NELSON RR, 1990, RES POLICY, V79, P119 NONAKA I, 1995, KNOWLEDGE CREATING C NONAKA I, 2000, IND CORP CHANGE, V9, P1 PEREZLOPEZ J, 1991, TEORIA ACCION HUMANA POWELL WW, 1996, ADMIN SCI QUART, V41, P116 RUGGLES R, 1998, CALIF MANAGE REV, V40, P80 SENGE PM, 1990, 5 DISCIPLINE SHRIVASTAVA P, 1983, J MANAGE STUD, V20, P1 SUBRAMANIAM M, 1999, DYNAMIC STRATEGIC RE TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 VONKROGH G, 2001, LONG RANGE PLANN, V34, P421 NR 35 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD NOV PY 2005 VL 25 IS 11 BP 1307 EP 1316 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 957YN UT ISI:000231409600008 ER PT J AU Hsu, CW TI Formation of industrial innovation mechanisms through the research institute SO TECHNOVATION LA English DT Article DE industrial innovation; technology development; technology commercialization; Industrial Technology Research Institute ID TAIWAN AB Taiwan's industrial structure has benefited from interactions between the government and national research institutes. In typical exchange, the government will commission research organizations with R&D projects and the results will be implemented in industry. General domestic industrial innovation benefits as a result. The Industrial Technology Research Institute (ITRI) is Taiwan's largest research organization. Its mission is to set up new industries and to help existing industries upgrade-a goal that it has worked toward for 30 years. Since ITRI's results must be implemented in industry, the methods it uses in industrial innovation are crucial. In order to relate these methods to ITRI's industrial innovation mechanisms, this paper provides a clear conceptual model. This model includes: (1) The selection of (a) technology development targets, and (b) methods of technology R&D and commercialization, and (2) The components of the national innovation system, which are the government, research organizations, academia, industry, and international organizations. These two aspects are used to analyze the mechanisms of industrial innovation. This conceptual model reveals the mechanisms that ITRI has employed from 1973 to 2003. We are thus able to obtain a broad perspective on how ITRI's mechanisms have continually created new technologies and implemented them in industry. These mechanisms have gone on to form a network that facilitates the operation of Taiwan's industrial innovation system. (c) 2004 Elsevier Ltd. All rights reserved. C1 ITRI, Ind Econ & Knowledge Ctr, Hsinchu 310, Taiwan. RP Hsu, CW, ITRI, Ind Econ & Knowledge Ctr, Bldg 10,195 Sec 4,Chung Hsing Rd, Hsinchu 310, Taiwan. EM cwhsu@itri.org.tw CR *ITR, YEARL REP *OECD, 1996, KNOWL BAS EC *OECD, 1997, NAT INN SYST AMABILE TM, 1988, RES ORGAN BEHAV, V10, P123 BROWN R, 1992, J CONSUMER MARKETING, V9, P61 CHANG PL, 1996, INT J VEHICLE DES, V17, P125 DRUCKER P, 1985, INNOVATION ENTREPREN FREEMAN C, 1987, TECHNOLOGY EC PERFOR HSU CW, 2001, TECHNOVATION, V21, P123 KLEIN S, 1986, POSITIVE SUM STRATEG, P275 LUNDVALL BA, 1922, NATL INNOVATION SYST NELSON R, 1993, NATL INNOVATION SYST PADMORE T, 1998, RES POLICY, V26, P605 PATEL P, 1994, STR REV PORTER ME, 1990, COMPETITIVE ADV NATI ROTHWELL R, 1992, R&D MANAGE, V22, P221 SCHUMPETER JA, 1934, THEORY EC DEV NR 17 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD NOV PY 2005 VL 25 IS 11 BP 1317 EP 1329 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 957YN UT ISI:000231409600009 ER PT J AU Tsang, D TI Growth of indigenous entrepreneurial software firms in cities SO TECHNOVATION LA English DT Article DE innovation; knowledge spillovers; city competitiveness; software industry ID INNOVATION; GEOGRAPHY AB Despite the prediction of the demise of cities with the advance of new information and communication technologies in the New Economy, the software industry has emerged from cities in the USA, Europe and Asia in the past two decades. This article explores the reasons why cities are centers of software clusters, with reference to Boston, London and Dublin. It is suggested that cities' roles as centres of knowledge flows and creativity are the key determinants of their competitiveness in the knowledge-intensive software industry. (c) 2004 Elsevier Ltd. All rights reserved. C1 Univ Reading, Sch Business, Dept Management, Reading RG6 6AA, Berks, England. RP Tsang, D, Univ Reading, Sch Business, Dept Management, Reading RG6 6AA, Berks, England. EM d.tsang@reading.ac.uk CR *OECD, 1999, SCI TECHN IND SCOR B ARROW KJ, 1962, REV ECON STUD, V29, P155 ARTHUR WB, 1989, SILICON VALLEY LOCAT AUDRETSCH DB, 1996, AM ECON REV, V86, P630 AUDRETSCH DB, 1998, OXFORD REV ECON POL, V14, P18 BAIROCH P, 1988, CITIES EC DEV DAWN H BALASUBRAMANYAM V, 2000, REGIONS GLOBALISATIO BROOKS FP, 1987, COMPUTER, V20, P10 CASTELLS M, 1994, TECHNOPOLES WORLD MA DUNNING J, 1993, MULTINATIONAL ENTERP GLAESER EL, 1992, J POLIT ECON, V100, P1126 HALL P, 1995, CITIES COMPETITION, P3 HENDERSON JV, 1986, J URBAN ECON, V19, P47 HOWELLS JRL, 2002, URBAN STUD, V39, P871 JACOBS J, 1969, EC CITIES MARSHALL A, 1890, PRINCIPLES EC MOUSTAKAS C, 1967, CREATIVITY CONFORMIT OMALLEY E, 2001, EUR PLAN STUD, V9, P303 ORIAIN S, 1997, COMPETITION CHANGE, V2, P175 POLANYI M, 1966, TACTIC DIMENSION PORTER ME, 1990, COMPETITIVE ADV NATI RABAN J, 1988, SOFT CITY ROMER PM, 1986, J POLIT ECON, V94, P1002 STROSS RE, 1998, MICROSOFT WAY TOFFLER A, 1970, FUTURE SHOCK NR 25 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD NOV PY 2005 VL 25 IS 11 BP 1331 EP 1336 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA 957YN UT ISI:000231409600010 ER PT J AU Aspelund, A Berg-Utby, T Skjevdal, R TI Initial resources' influence on new venture survival: a longitudinal study of new technology-based firms SO TECHNOVATION LA English DT Article DE entrepreneurship; commercialization of technology; new technology-based firms; initial resources; survival; path dependence; event-history models ID SUSTAINED COMPETITIVE ADVANTAGE; TOP MANAGEMENT TEAMS; STRATEGIC MANAGEMENT; PERFORMANCE; INNOVATION; DIVERSITY; CONFLICT; ORGANIZATION; INTEGRATION; GROWTH AB The emergence of new technology-based firms broadly and positively effects economic development. However, new organizations in general and new technology-based firms in particular, suffer from a 'liability of newness', and most emerging technology firms struggle to survive the first years of operations. The purpose of this study is to investigate to what extent the resources controlled by the entrepreneurs at the firm's inception affect the new organization's ability to survive the first years. Based on longitudinal data from 80 Norwegian and Swedish technology-based start-ups we seek to investigate whether resources embedded in the entrepreneurial team and the technology they intend to take to the market, affect the new organization's ability to survive. The results support the study's main hypothesis that initial resources do indeed affect a firm's ability to survive its adolescence. A heterogeneity in the functional experience of the founding team, and technology with a degree of radicalness, are especially prone to reduce the likelihood of firm failure. The results emphasize the importance of properly managing internal resources in the commercialization process, and intimate a path dependency a propos resource development in new technology-based firms. Implications for managers, policy-makers and further research are discussed. (c) 2004 Elsevier Ltd. All rights reserved. C1 Norwegian Univ Sci & Technol, Dept Ind Econ & Technool Management, N-7491 Trondheim, Norway. SINTEF Ind Management, N-7465 Trondheim, Norway. RP Aspelund, A, Norwegian Univ Sci & Technol, Dept Ind Econ & Technool Management, Alfed Getz Vei 1, N-7491 Trondheim, Norway. EM arild.aspelund@sloan.mit.edu tbu@iot.ntnu.no rune.skjevdal@sintef.no CR ALDRICH HE, 1979, ORG ENV ALLISON PD, 1984, EVENT HIST ANAL REGR AMASON AC, 1997, J MANAGE, V23, P495 AMIT R, 1993, STRATEGIC MANAGE J, V14, P33 AUTIO E, 1994, TECHNOVATION, V14, P259 AUTIO E, 1997, RES POLICY, V26, P263 BAMFORD CE, 1999, J BUSINESS VENTURING, V15, P253 BARNEY J, 1991, J MANAGE, V17, P99 BARNEY J, 1995, ACAD MANAGEMENT EXEC, V9, P49 BARNEY JB, 2001, ACAD MANAGE REV, V26, P41 BIRLEY S, 2000, HDB ENTREPRENURSHIP, P287 BOEKER W, 1989, ACAD MANAGE J, V32, P489 BOEKER WP, 1988, ECOLOGICAL MODELS OR BRUSH CG, 2001, ACAD MANAGE EXEC, V15, P64 BRUTON GD, 2002, J BUS VENTURING, V17, P553 CONNER KR, 1991, J MANAGE, V17, P121 COOPER AC, 1993, J BUS VENTURING, V8, P241 COX DR, 1972, J ROY STAT SOC B MET, V34, P187 DOLLINGER MJ, 1999, ENTREPRENEURSHIP STR DOSE JJ, 1999, HUM RESOUR MANAGE R, V9, P83 DOUTRIAUX J, 1992, J BUS VENTURING, V7, P303 DRUCKER PF, 1985, INNOVATION ENTREPREN EISENHARDT KM, 1990, ADMIN SCI QUART, V35, P504 ENSLEY MD, 1999, INT J MANAGEMENT, V16, P276 ENSLEY MD, 2002, J BUS VENTURING, V17, P365 ERICSSON KA, 1984, PROTOCOL ANAL VERBAL FINKELSTEIN S, 1992, ACAD MANAGE J, V35, P505 FREEMAN J, 1983, AM SOCIOL REV, V48, P692 GARTNER WB, 1998, J BUSINESS VENTURING, V14, P215 GERSICK CJG, 1991, ACAD MANAGE REV, V16, P10 GRANT RM, 1991, CALIF MANAGE REV, V33, P114 GRILICHES Z, 1990, J ECON LIT, V28, P1661 HAMBRICK DC, 1984, ACAD MANAGE REV, V9, P193 HAMBRICK DC, 1992, MANAGE SCI, V38, P1445 HAMBRICK DC, 1996, ADMIN SCI QUART, V41, P659 HANNAN MT, 1977, AM J SOCIOL, V82, P929 HENDERSON RM, 1990, ADM SCI Q, V35, P3 HINDLE K, 2004, IN PRESS TECHNOVATIO KAMM JB, 1990, ENTREP THEORY PRACT, P7 KATAKI M, 2003, TECHNOVATION, V23, P447 KECK SL, 1997, ORGAN SCI, V8, P143 LICHTENSTEIN BMB, 2001, ENTREPRENEURSHIP SPR, P37 LUCHINS AS, 1942, PSYCHOL MONOGR, V54, P248 MAHONEY JT, 1992, STRATEGIC MANAGE J, V13, P363 MAHONEY JT, 1995, J BUS RES, V33, P91 MATA FJ, 1995, MIS QUART, V19, P487 MCDOUGALL PP, 1994, J BUS VENTURING, V9, P469 MCGRATH RG, 1996, MANAGE SCI, V42, P389 MORGAN G, 1997, IMAGES ORG MURPHY GB, 1996, J BUS RES, V36, P15 NESHEIM JL, 1997, HIGH TECH START UP PELLED LH, 1999, ADMIN SCI QUART, V44, P1 PORTER ME, 1980, COMPETITIVE STRATEGY ROBERTS EB, 1991, ENTREPRENEURS HIGH T ROTEFOSS B, 2001, THESIS BRUNEL U SANDBERG WR, 1987, J BUS VENTURING, V2, P5 SARASVATHY SD, 2001, ACAD MANAGE REV, V26, P243 SCHUMPETER JA, 1934, THEORY EC DEV SCHWENK C, 1989, STRATEGIC MANAGE J, V10, P303 SHAPIRO C, 1989, RAND J ECON, V20, P125 SHEPHERD DA, 2000, J BUS VENTURING, V15, P393 SMITH KG, 1994, ADMIN SCI QUART, V39, P412 SORENSEN AB, 1977, SOCIOLOGICAL METHODO STINCHCOMBE AL, 1965, HDB ORG, P153 TEACHMAN JD, 1980, SOCIOLOGICAL METHODS, V8, P341 TEECE DJ, 1986, RES POLICY, V15, P285 TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 TUMA NB, 1978, SOCIOLOGICAL METHODO VIRANY B, 1986, J BUSINESS VENTURING, V1, P261 WEINZIMMER LG, 1997, J SMALL BUSINESS JUL, P1 NR 70 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD NOV PY 2005 VL 25 IS 11 BP 1337 EP 1347 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 957YN UT ISI:000231409600011 ER PT J AU Wonglimpiyarat, J TI The nano-revolution of Schumpeter's Kondratieff cycle SO TECHNOVATION LA English DT Article DE nanotechnology; paradigm shift; revolutionary; commercialisation; technology policy ID INNOVATION; SERVICES AB This paper is concerned with the scientific change of nano-revolution with an aim to discuss and evaluate the scientific progress of nanotechnology in some Asian countries. Nanotechnology is now a science and technology (S&T) priority area for many Asian countries with the governments' efforts to put the results of nanotechnology development to commercialisation. The national policy for nanotechnology is to change the existing technology system and bring about an industrial revolution. Under the pressure of competition, the key to a success would lie in how each country could find the right application to focus on in order to survive through international competitions. This paper reviews specific targeted research activities of nanotechnology in some Asian countries-Thailand, Malaysia, Singapore, China, South Korea, Taiwan, and Japan. The paper finally recommends policy implications to encourage national innovativeness and effective commercialisation. (c) 2004 Elsevier Ltd. All rights reserved. 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 ABERNATHY WJ, 1985, RES POLICY, V14, P3 BARRAS R, 1986, RES POLICY, V15, P161 BARRAS R, 1990, RES POLICY, V19, P215 BAUER M, 1995, RESISTANCE NEW TECHN BROWN HL, 1977, PERCEPTION THEORY CO BUZZACCHI L, 1993, RES POLICY, V24, P11 CHRISTENSEN CM, 1997, INNOVATORS DILEMMA N DOSI G, 1982, RES POLICY, V11, P147 DOSI G, 1988, TECHNICAL CHANGE EC FREEMAN C, 1982, UNEMPLOYMENT TECHNIC FREEMAN C, 1986, VEN C MARCH 1986 SCI FREEMAN C, 1988, TECHNICAL CHANGE EC FREEMAN C, 1997, EC IND INNOVATION GALLOUJ F, 1997, RES POLICY, V26, P537 GEELS F, 2001, NELS WINT DRUID C AA GLASS JC, 1989, EC PROGRESSION STAGN HUGHES T, 1988, DEV LARGE TECHNICAL KUHN TS, 1970, STRUCTURE SCI REVOLU LLOYD C, 1986, EXPLANATION SOCIAL NELSON R, 1977, RES POLICY, P6 NELSON R, 1982, EVOLUTIONARY THEORY PAVITT K, 1986, STRATEGIC MANAGEMENT PAVITT K, 1986, TECHNOLOGY HUMAN PRO ROSENBERG N, 1976, PERSPECTIVES TECHNOL ROSENBERG N, 1982, INSIDE BLACK BOX TEC SCHUMPETER JA, 1939, BUSINESS CYCLES THEO, V2 SCHUPETER JA, 1967, THEORY EC DEV TUSHMAN M, 1987, MANAGEMENT STRATEGIC VONHIPPEL E, 1988, SOURCES INNOVATION WALKER W, 2000, RES POLICY, V29, P833 NR 30 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD NOV PY 2005 VL 25 IS 11 BP 1349 EP 1354 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA 957YN UT ISI:000231409600012 ER PT J AU Sun, HY Ma, TC TI A packing-multiple-boxes model for R&D project selection and scheduling SO TECHNOVATION LA English DT Article DE R&D project selection; scheduling; packing-multiple-boxes model; 0-1 integer programming ID NET PRESENT VALUE AB project selection has been a popular research topic since the 1960s, but the scheduling issue has rarely been considered in such research. This paper records the development and application of a heuristic packing-multiple-boxes (PMB, or multi-knapsacks-model) model, which is based on the packing-single-box (PSB) model. The PMB model can be used for both selecting and scheduling candidate R&D projects. The model was established at the request of a case company that conducts up to 20 large R&D projects simultaneously. The example of using this model at the case company for a five-year planning period is provided. Although the model may not be a optimistic one, it provides one solution to solve this problem. (c) 2004 Elsevier Ltd. All rights reserved. C1 City Univ Hong Kong, Dept Mfg Engn & Engn Management, Kowloon, Hong Kong, Peoples R China. Harbin Inst Technol, Sch Management, Harbin, Peoples R China. RP Sun, HY, City Univ Hong Kong, Dept Mfg Engn & Engn Management, 83 Tat Chee Av, Kowloon, Hong Kong, Peoples R China. EM mehsun@cityu.edu.hk CR ASHER DI, 1962, IRE T ENG MANAG, V9, P154 BAKER NR, 1964, IEEE T ENG MANAGE, V11, P124 CHUN YH, 1994, IEEE T ENG MANAGE, V41, P404 COFFIN MA, 1996, IIE TRANS, V28, P167 GREER WR, 1990, COST ANAL ESTIMATING GUPTA SK, 1992, MANAGE SCI, V38, P751 HUMPHREYS KK, 1993, PROJECT COST ENG HDB IYIGUN MG, 1993, PROJECT MANAGEMENT J, V24, P5 KALVAITIS R, 1974, MANAGE SCI, V20, P788 KEOWN AJ, 1979, MANAGE SCI, V7, P345 LOCH CH, 2001, IEEE T ENG MANAGE, V48, P70 MARTINO JP, 1995, R D PROJECT SELECTIO MURMIS GM, 1997, PROJECT MANAGEMENT J, V28, P29 RAZ T, 1997, PROJECT MANAGEMENT J, V2, P34 SHMIDT RL, 1992, IEEE T ENG MANAGE, V39, P189 SHTUB A, 1997, INT J PROD RES, V35, P3367 SILVENNOINEN P, 1994, R&D MANAGE, V24, P317 WONG ETT, 2000, CONSTR MANAGE EC, V18, P407 NR 18 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD NOV PY 2005 VL 25 IS 11 BP 1355 EP 1361 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 957YN UT ISI:000231409600013 ER PT J AU Erken, H Gilsing, V TI Relocation of R & D - a Dutch perspective SO TECHNOVATION LA English DT Article DE internationalisation of R&D; R&D investments; Dutch R&D firms ID MULTINATIONAL-ENTERPRISES; TECHNOLOGY; PATTERNS AB For some time now, there have been different and conflicting signals regarding research and development (R&D) in the Netherlands. On the one hand, the innovative position of the Netherlands would appear to be declining whereas on the other hand it seems be on the increase. To address these issues, this article gives an overview of recent trends in corporate R&D in the Netherlands. In doing so, it combines a macro economic perspective, based on aggregated national data, with a micro perspective, based on the managerial trade-offs in organising the R&D process. It is through this combination of perspectives that we can create some new insights in how the presumed internationalisation of R&D should be interpreted, as well as in choices made by firms on the physical location of their R&D activities. We conclude by formulating some implications for innovation policy with potential relevance to other countries as well. (c) 2004 Elsevier Ltd. All rights reserved. C1 Tech Univ Eindhoven, ECIS, NL-5600 MB Eindhoven, Netherlands. Minist Econ Affairs, NL-2500 EC The Hague, Netherlands. RP Gilsing, V, Tech Univ Eindhoven, ECIS, POB 513,Tema Bldg 1-40, NL-5600 MB Eindhoven, Netherlands. EM v.a.gilsing@tm.tue.nl CR *CPB NETH BUR EC P, 2001, DE PIJL OND KENN OPT *MIN EC AFF, 2003, ACT INN AANP LISS AM *MIN ED CULT SCI, 2003, BUDG 2004 *STAT NETH, 1999, KENN EC 1999 OND INN *STAT NETH, 2001, KENN EC 2001 OND INN BAS C, 2002, RES POLICY, V31, P589 COE DT, 1995, EUR ECON REV, V39, P859 CORNET M, 2001, 14 CPB NETH BUR EC P DALTON DH, 1999, GLOBALIZING IND RES DELOITTE, 2003, MADE HOLLAND, V2 DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147 DONSELAAR P, 2003, EZ RES STUDIES A, V3 FORS G, 1998, GEOGRAPHY MULTINATIO, P117 GASSMANN O, 1999, RES POLICY, V28, P231 GOEDEGEBUURE RV, 2000, INT COMPETITIVENESS GRANDORI A, 1999, INTERFIRM NETWORKS O GUELLEC D, 2001, 20013 STI OECD JACOBS D, 2001, INNOVATIE VERNIEUWIN MAN AP, 2003, EZ RES STUDIES, V1 MAREY P, 2002, ARBEIDSMARKT KENNISW MAURI AJ, 1998, STRATEGIC MANAGE J, V19, P211 MEYERKRAHMER F, 1999, RES POLICY, V28, P751 MINNE B, 2001, 1 CPB MINNE B, 2002, GROOTSTE 25 INVESTEE PATEL P, 1999, RES POLICY, V28, P145 PAVITT K, 1984, RES POLICY, V13, P343 PEARCE RD, 1999, RES POLICY, V28, P157 PORTER ME, 1990, COMPETITIVE ADV NATI PORTER ME, 1998, COMPETITION ROTHSTEIN J, 1992, HASTINGS CENT REP, V22, P3 RUITER ML, 2002, THESIS ERASMUS U ROT SNIJDERS H, 1998, EC STAT BERICHTEN, V83, P112 VERSPAGEN B, 1997, EC STAT BERICHTEN, V83, P290 VOLBERDA HW, 1998, BUILDING FLEXIBLE FI ZANDER I, 1999, RES POLICY, V28, P195 NR 35 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD OCT PY 2005 VL 25 IS 10 BP 1079 EP 1092 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 948VL UT ISI:000230743700001 ER PT J AU Rose-Anderssen, C Allen, PM Tsinopoulos, C McCarthy, I TI Innovation in manufacturing as an evolutionary complex system SO TECHNOVATION LA English DT Article DE complexity; new product development; uncertainty; evolution; discontinuity ID QUALITY FUNCTION DEPLOYMENT; PRODUCT DEVELOPMENT; PROJECT PERFORMANCE; DESIGN AB The focus of this paper is on innovation in terms of the new product development processes and to discuss its main features. This is followed by a presentation of the new ideas emerging from complex systems science. It is then demonstrated how complex systems provides an overall conceptual framework for thinking about innovation and for considering how this helps to provide understanding and advice for the organisation of new product development in different circumstances. Three case studies are quoted which illustrate the application of these new ideas. (c) 2004 Elsevier Ltd. All rights reserved. C1 Cranfield Univ, Cranfield Sch Management, Cranfield MK43 0AL, Beds, England. Univ Warwick, Warwick Mfg Grp, Coventry CV4 7AL, W Midlands, England. RP Allen, PM, Cranfield Univ, Cranfield Sch Management, Cranfield MK43 0AL, Beds, England. EM p.m.allen@cranfield.ac.uk chris.tsinopoulos@durham.ac.uk CR ALLEN PM, 1982, ENVIRON PLANN B, V9, P95 ALLEN PM, 1988, RES REPORTS PHYS ALLEN PM, 1994, CHAOS EC THEORY ALLEN PM, 1994, FUTURES, V26, P583 ALLEN PM, 2000, EMERGENCE, V2, P78 ALLEN PM, 2001, EMERGENCE, V3, P24 ALLEN PM, 2001, FRONTIERS EVOLUTIONA ALLEN PM, 2001, INT J INNOVATION MAN, V5, P149 ALLEN PM, 2002, EVOLUTION EMERGENCE BESSANT J, 2001, TECHNOVATION, V21, P67 BLACKLER F, 1999, ORGANIZATION, V6 BONNER JM, 2002, J PROD INNOVAT MANAG, V19, P233 COOPER RG, 1996, NEW PRODUCT DEV READ CRISTIANO JJ, 2000, J PROD INNOVAT MANAG, V17, P286 DALRYMPLE DJ, 2000, MARKETING MANAGEMENT DOUGHERTY D, 1996, HDB ORG STUDIES DUGAY P, 1992, J MANAGE STUD, V29, P5 ENGESTROM Y, 1999, LEARNING EXPANDING 1 ENGESTROM Y, 2001, INT S NEW CHALL RES GRIFFIN A, 1992, J PROD INNOVAT MANAG, V9, P171 MCCARTHY IP, 2000, INT J TECHNOL MANAGE, V2, P1 MCCARTHY IP, 2003, INT J TECHNOLOGY MAN, V25 MIETTINEN R, 1996, VTT PUBLICATIONS, P220 MILLIER P, 1999, MARKETING UNKNOWN DE MINTZBERG H, 1990, ORGAN STUD, V11, P1 NIJHOF A, 2002, TECHNOVATION, V22, P675 OLSON EM, 2001, J PROD INNOVAT MANAG, V18, P258 PULLMAN ME, 2002, J PROD INNOVAT MANAG, V19, P354 SALTER A, 2003, RES POLICY, V32, P1309 SOUDER WE, 1998, J INNOVATION MANAGEM, V15 VERYZER RW, 1998, J PROD INNOVAT MANAG, V15, P304 NR 31 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD OCT PY 2005 VL 25 IS 10 BP 1093 EP 1105 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 948VL UT ISI:000230743700002 ER PT J AU O'Regan, N Ghobadian, A TI Strategic planning - a comparison of high and low technology manufacturing small firms SO TECHNOVATION LA English DT Article DE high technology; strategic planning; leadership; culture; performance ID MANAGEMENT RESEARCH; ENTREPRENEURIAL FIRMS; PERFORMANCE; INDUSTRY; LEADERSHIP; SYSTEMS; MODEL; ISSUE; FIELD AB This paper contends that firms can be classified according to the level of technology deployed in their products and processes into two main types: high and low technology firms. The paper further contends that the level of technology deployed will impact on the overall strategic planning process and its main drivers: leadership and organisational culture resulting in differing levels of corporate performance. Based on a nation-wide sample of 194 Managing Directors and Chief Executives of small and medium sized manufacturing firms, this study found that high technology firms tend to emphasise transformational and human resources leadership styles. Both of these leadership styles correlate positively with strategic planning and with the majority of performance indicators used. On the other hand, low technology firms emphasise transactional leadership, which correlates with internal strategy characteristics and short-term performance indicators. Similar results were obtained when culture styles were correlated with strategy and performance indicators in both types of firms. Finally, the overall performance of both types of firms indicates that high technology firms performed better than low technology firms. The findings suggest that low technology firms can achieve a similar confidence in facing the external environment as high technology firms by changing their strategic planning, leadership and organisational culture emphasis. (c) 2005 Elsevier Ltd. All rights reserved. C1 Middlesex Univ, Sch Business, London NW4 4BT, England. RP O'Regan, N, Middlesex Univ, Sch Business, The Burroughs, London NW4 4BT, England. 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We proceed by (a) reviewing advances in mainstream innovation research, (b) considering the nature of studies of innovation in SMEs, and (c) outlining new directions that take into consideration the conceptual arguments illustrated in the previous sections. We propose that our current level of understanding is restricted due to the theoretical and methodological biases that have informed existing research. A better understanding is more likely to be achieved by rejecting normative-variance approaches and assessing innovation in the context of strategic conduct within institutional processes and structures. This should contribute to a better appreciation of innovation in SMEs by focusing on the process of change. (c) 2004 Elsevier Ltd. All rights reserved. C1 Univ Cardiff Wales, Cardiff CF10 3EU, Wales. RP Edwards, T, Univ Cardiff Wales, Aberconway Bldg,Colum Dr, Cardiff CF10 3EU, Wales. EM edwardstj@cardiff.ac.uk CR ACS ZJ, 1990, INNOVATION SMALL FIR ALDRICH H, 1986, ART SCI ENTREPRENEUR ATHERTON A, 2000, INT J BUSINESS PERFO, P276 BARLEY SR, 1986, ADMIN SCI QUART, V31, P78 BARLEY SR, 1990, ADMIN SCI QUART, V35, P61 BARLEY SR, 1997, ORGAN STUD, V18, P93 BARNETT E, 2000, J SMALL BUSINESS ENT BECKERT J, 1999, ORGAN STUD, V20, P777 BERRY M, 1996, TECHNOVATION, V16, P187 BOAG DA, 1989, J PROD INNOVAT MANAG, V6, P109 BOWEN A, 1992, STIMULATING INNOVATI BRACKER JS, 1988, STRATEGIC MANAGEMENT, V9, P591 BURNS T, 1961, MANAGEMENT INNOVATIO BURRELL G, 1979, SOCIOLOGICAL PARADIG CARLAND JW, 1989, INT SMALL BUSINESS J, V7, P23 CHANARON JJ, 1998, MANAGING INNOVATION CHILD J, 1987, J MANAGE STUD, V24, P565 CHILD J, 1997, ORGAN STUD, V18, P43 CHRISTENSEN C, 1997, INNOVATORS DILEMMA CLARK PA, 1987, ANGLOAMERICAN INNOVA CLARK PA, 1989, INNOVATION TECHNOLOG CLARK PA, 2000, ORG ACTION COMPETITI COBBENHAGEN J, 2000, SUCCESSFUL INNOVATIO COOMBS R, 1996, TECHNOLOGICAL COLLAB COOMBS R, 2001, ANAL DISTRIBUTED INN DACIN MT, 2002, ACAD MANAGE J, V45, P45 DELMESTRI G, 1997, INT STUDIES MANAGEME, V27, P86 DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147 DODGSON M, 1991, J GEN MANAGE, V17, P45 DRAZIN R, 1996, ACAD MANAGE J, V39, P1065 EDWARDS TJ, 2000, TECHNOLOGY ANAL STRA FINEGOLD D, 1988, OXF REV EC POL, V4, P21 FINEGOLD D, 1999, OXFORD REV ECON POL, V15, P60 FRYBOURG M, 1997, INNOVATION EUROPEAN, V10, P217 GIDDENS A, 1995, CONSTITUTION SOC GRANOVETTER MS, 1973, AM J SOCIOL, V78, P1360 GRINT K, 1997, MACHINE WORK TECHNOL HAGEDOORN J, 1992, RES POLICY, V21, P163 HAKANSSON H, 1989, CORPORATE TECHNOLOGI HOFFMAN K, 1998, TECHNOVATION, V18, P39 HUTTON W, 1995, STATE WERE IN JOHANNISSON B, 1997, INT STUDIES MANAGEME, V27, P109 JONES O, 1999, R&D MANAGE, V29, P2 JONES O, 2000, TECHNOL ANAL STRATEG, V12, P161 JONES O, 2003, COMPETITIVE ADVANTAG KARPIK L, 1978, ORG ENV THEORY ISSUE KEEP E, 1999, OXFORD REV ECON POL, V15, P1 KOSTOVA T, 2002, ACAD MANAGE J, V45, P215 LEARNING CBS, 2003, CO INNOVATIVE POTENT LEONARDBARTON D, 1984, RES POLICY, V13, P101 MACPHERSON A, 2003, COMPETITIVE ADVANTAG MONKHOUSE E, 1995, BENCHMARKING QUALITY, V2, P41 MOTWANI J, 1999, J SMALL BUS MANAGE, V37, P106 NEWELL S, 2002, MANAGING KNOWLEDGE W NOHRIA N, 1992, NETWORKS ORG STRUCTU NONAKA I, 1991, KNOWLEDGE CREATING C, P96 NOOTEBOOK B, 2000, LEARNING INNOVATION NOOTEBOOM B, 1994, SMALL BUS ECON, V6, P327 OAKEY RP, 1991, TECHNOVATION, V11, P79 OAKEY RP, 1993, INT SMALL BUS J, V11, P9 PANICCIA I, 1998, ORGAN STUD, V19, P667 PITTAWAY L, 2003, NETWORKINGW INNOVATI POWELL WW, 1996, ADMIN SCI QUART, V41, P116 PRETI P, 1991, ORG PICCOLA IMPRESA RACO M, 1999, URBAN STUD, V36, P951 RADOSEVIC S, 1990, INT J TECHNOL MANAGE, V5, P89 RIEDLE K, 1989, TECHNOVATION, V9, P213 RINHOLM B, 1987, AM J SMALL BUSINESS, V12, P12 ROBERTSON M, 1997, UNPUB 13 EGOS C ORG ROGERS EM, 1962, DIFFUSION INNOVATION ROGERS EM, 1983, DIFFUSION INNOVATION ROGERS EM, 1995, DIFFUSION INNOVATION ROTHWELL R, 1985, INNOVATION SMALLER F ROTHWELL R, 1989, SMALL BUSINESS EC, V1, P51 ROTHWELL R, 1991, R&D MANAGE, V21, P125 ROTHWELL R, 1991, TECHNOVATION, V11, P93 SCARBROUGH H, 1995, ORGAN STUD, V16, P991 SCHMOOKLER J, 1966, INVENTION EC GROWTH SCHUMPETER JA, 1934, THEORY EC DEV SHAW E, 1998, INT J INNOVATION MAN, V2, P201 SLAPPENDEL C, 1996, ORGAN STUD, V17, P107 SMITH C, 1995, WORK EMPLOY SOC, V9, P241 SOETERS J, 1993, ORGAN STUD, V14, P639 TSOUKAS H, 1996, STRATEGIC MANAGE J, V17, P11 UZZI B, 1997, ADMIN SCI QUART, V42, P35 VOSSEN RW, 1998, INT SMALL BUS J, V16, P88 WHITLEY R, 2000, ORGAN STUD, V21, P855 WHITLEY R, 2003, ORGAN STUD, V24, P667 WHITTINGTON R, 1988, J MANAGE STUD, V25, P521 WHITTINGTON R, 1992, J MANAGE STUD, V29, P693 WILLIAMSON OE, 1975, MARKETS HIERARCHIES WILLIAMSON OE, 1985, EC I CAPITALISM WILLIAMSON OE, 1986, EC ORG FIRMS MARKETS WOLFE RA, 1994, J MANAGE STUD, V31, P405 NR 94 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD OCT PY 2005 VL 25 IS 10 BP 1119 EP 1127 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 948VL UT ISI:000230743700004 ER PT J AU Macpherson, A TI Learning how to grow: resolving the crisis of knowing SO TECHNOVATION LA English DT Article DE firm growth; knowledge; knowing; innovation; small firms; activity theory ID ORGANIZATIONAL KNOWLEDGE; SMALL BUSINESS; MANAGEMENT; FIRM; ACQUISITION; PERSPECTIVE; REVOLUTION; FRAMEWORK; EVOLUTION; NETWORKS AB Theories of firm growth suggest that managers must resolve sequential crises at key stages. Explicit in these models is the accumulation of resources, including knowledge, which must be applied and (re)configured in order to create new structures and systems in order to overcome the crises at each stage. What these models do not provide is an understanding of how, or why, particular knowledge resources are considered salient, how knowledge is applied, and how changes to systems of application are caused. By re-conceptualizing knowledge not as a resource, but as an activity, this provides an alternative perspective on growth models. This research, conducted in three case study SMEs, and using Activity Theory as a methodological framework, examines how the case companies managed transition and innovation in organizational systems in order to resolve specific crises and facilitate growth. The findings indicate that rather than sequential crises, these firms were dealing with a number of crises concurrently, and solutions were significantly dependent on existing experience and systems of organising, manager's perception of the crises, and access to relevant knowledge. In these firms, growth was dependent on idiosyncratic solutions rather than on any prescriptive approach suggested by traditional growth models. (c) 2004 Elsevier Ltd. All rights reserved. C1 Manchester Metropolitan Univ, Sch Business, HRM & OB Grp, Manchester M1 3GH, Lancs, England. RP Macpherson, A, Manchester Metropolitan Univ, Sch Business, HRM & OB Grp, Aytoun St, Manchester M1 3GH, Lancs, England. 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These relationships are investigated in a total of 406 Spanish manufacturing companies with an established degree of innovative activity. In addition the nature of the variable,absorptive capacity' is considered and an index is suggested that would render this concept operational through analysis of the factors defining it and by which the process of building it up is influenced. As a result of this study it is demonstrated that the absorptive capacity variable determines innovative effort to a greater extent than the two structural variables. It is also shown that absorptive capacity has a moderating effect on the relationship between technological opportunity and innovative effort being this one of the most remarkable results obtained from the work. (c) 2004 Elsevier Ltd. All rights reserved. C1 Univ Leon, Fac Ciencias Econ & Empresariales, Dept Direcc & Econ, Empresa, E-24071 Leon, Spain. Univ Politecn Madrid, EU Ingn Tecn Informat, Dept Ing Org, Madrid 28031, Spain. RP Nieto, M, Univ Leon, Fac Ciencias Econ & Empresariales, Dept Direcc & Econ, Empresa, E-24071 Leon, Spain. 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The paper verifies how certain characteristics of the firm (support leadership and teamwork cohesion) significantly affect both learning and innovation, as well as showing the implications of these in organizational performance. Using empirical data gathered from 202 Chief Executive Officers in Spanish firms, the findings support the hypotheses that (1) support leadership encourages teamwork cohesion, organizational learning, and technical and administrative innovation; (2) teamwork cohesion promotes organizational learning and this, in turn, encourages technical and administrative innovation; and (3) organizational performance is improved through teamwork cohesion, organizational learning and technical and administrative innovation. (c) 2004 Elsevier Ltd. All rights reserved. C1 Univ Granada, Fac Ciencias Econ Empressariales, Dept Management, E-18071 Granada, Spain. RP Montes, FJL, Univ Granada, Fac Ciencias Econ Empressariales, Dept Management, Campus Cartuja S-N, E-18071 Granada, Spain. 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As such, research collaboration has been found to play a significant role in improving and enhancing universities innovation potential of organizations. This paper presents the results from multiple case studies on managing knowledge through collaboration currently in use at three university research units. The initial findings indicate that (1) Collaboration provides access to a greater breadth and depth of research knowledge than pure in-house development. (2) Trust and balanced mutual benefits among partners are the main factors to ensure successful research collaboration. (3) Information and Communication Technologies (ICTs): communication, collaboration and storage technologies, are essential tools for collaboration but not sufficient for research project success. Therefore, R&D units in universities in developing countries that have limited in-house resources and wish to strengthen their research capability should implement strategies that aim at extending their potential through collaboration with a variety of external partners. (c) 2004 Elsevier Ltd. All rights reserved. C1 Kasetsart Univ, Fac Engn, Dept Comp Engn, Bangkok 10900, Thailand. Asian Inst Technol, Sch Management, Pathum Thani 12120, Thailand. RP Numprasertchai, S, Kasetsart Univ, Fac Engn, Dept Comp Engn, 50 Phaholyothin Rd, Bangkok 10900, Thailand. EM snp@ku.ac.th igel@ait.ac.th CR *IMD, 2003, WORLD COMP YB 2003 AMIDON DM, 1998, J KNOWLEDGE MANAGEME, V2, P23 BOLLINGER AS, 2001, J KNOWLEDGE MANAGEME, V5, P8 CARAYANNIS EG, 2000, TECHNOVATION, V20, P477 CARNEIRO A, 2000, J KNOWLEDGE MANAGEME, V4, P87 CHATAWAY J, 2000, J INT DEV, V12, P803 CHIESA V, 1998, R&D MANAGE, V28, P199 CHO NS, 1996, LONG RANGE PLANN, V29, P783 COHEN J, 1990, ADM SCI Q, V35, P554 COOMBS R, 1998, RES POLICY, V27, P237 DEGOOIJER J, 2000, J KNOWLEDGE MANAGEME, V4, P303 DUFFY J, 2000, INFORMATION MANAGEME, V34, P64 FREEMAN T, 1999, J KNOWLEDGE MANAGEME, V3, P61 GARAVELLI AC, 2002, TECHNOVATION, V22, P269 HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371 INTARAKUMNERD P, 2002, RES POLICY, V31, P1445 JAIN RK, 1990, MANAGEMENT RES DEV O JOHANNESSEN JA, 1999, INT J INFORM MANAGE, V19, P121 KANDAMPULLY J, 2002, EUROPEAN J INNOVATIO, V5, P18 MANSFIELD E, 1996, RES POLICY, V25, P1047 MATENSSON M, 2000, J KNOWLEDGE MANAGEME, V4, P204 MCADAM R, 2000, KNOWLEDGE PROCESS MA, V7, P233 MEYERKRAHMER F, 1998, RES POLICY, V27, P835 NONAKA I, 1995, KNOWLEDGE CREATING C NUMPRASERTCHAI S, 2002, 6 INT RES C QUAL INN NUMPRASERTCHAI S, 2003, KM INNOVATION CASE M PARIKH M, 2001, ENG MANAGEMENT J, V13, P27 PARKER H, 2000, IND MANAGE DATA SYST, V100, P255 PERRIN S, 1998, TELECOMMUNICATIONS, V32, P10 PREZBUSTAMANTE G, 1999, J KNOWLEDGE MANAGEME, V3, P6 ROGERS DMA, 1996, RES TECHNOL MANAGE, V39, P33 ROWLEY J, 2002, MANAGEMENT RES NEWS, V25, P16 TANG HK, 1998, TECHNOVATION, V18, P297 TIDD J, 1997, MANAGING INNOVATION TIDD J, 1997, R&D MANAGE, V27, P359 TIDD J, 2002, TECHNOVATION, V22, P137 VONHIPPEL E, 1998, SOURCE INNOVATIONS WEISENFELD U, 2001, R&D MANAGE, V31, P91 WEN J, 2001, RES POLICY, V30, P1309 WERNER BM, 1997, RES TECHNOL MANAGE, V40, P34 YLIRENKO H, 2002, INT BUSINESS REV, V11, P279 NR 41 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD OCT PY 2005 VL 25 IS 10 BP 1173 EP 1182 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 948VL UT ISI:000230743700008 ER PT J AU Versluis, C TI Innovations on thin ice SO TECHNOVATION LA English DT Article DE speed skating; sport; performance; world records; technological innovation; klapskate; skinsuit; rink ID FRICTION AB Sport is becoming increasingly important in contemporary society and has grown into a multi-billion dollar business. This paper analyzes improvements in performance in one particular sport, speed-skating, and compares the results with theories used to describe or characterize innovations in a commercial industrial environment. The Henderson and Clark architectural methodology is particularly suited to speed skating because improvements in performance in the sport are the result of a combination of the skater's ability, the equipment used and other,environmental' factors. The klapskate, skinsuit, artificial ice and indoor rinks can all be identified as components and factors having a quantifiable effect in the 'market'. Because of their full penetration into the market, they can be categorized as 'dominant designs', referring to the concept introduced by Abernathy and Utterback. Based on statistical analyses of world records, we distinguished four innovation sub-processes that were additive to a long-term improvement process. The analysis shows that there is still considerable potential for improvement in performance levels in speed skating through innovation. (c) 2004 Elsevier Ltd. All rights reserved. C1 DSM, Corp Technol, NL-6401 JH Heerlen, Netherlands. Tech Univ Eindhoven, NL-5600 MB Eindhoven, Netherlands. RP Versluis, C, DSM, Corp Technol, POB 6500, NL-6401 JH Heerlen, Netherlands. EM cokki.versluis@dsm.com CR DETELEGRAAF NOORWEGE *ISU, SOM KEY DAT ISU HIST *NIK, STAT SHOW NIK SWIFT ABERNATHY W, 1978, TECHNOL REV, P41 ANDERSON P, 1991, RES TECHNOL MANAGE, V34, P26 BALAKRISHNAN N, 1991, ORDER STAT INFERENCE BROER D, RINKS COUNTRY SPEEDS CHRISTIANSEN CM, 1997, INNOVATORS DILEMMA DEKONING JJ, 1992, J BIOMECH, V25, P565 DEKONING JJ, 2000, J BIOMECH, V33, P1225 DEMENDOCA B, 1592, COMMENTARIOS BERNARD DODGSON M, 2000, MANAGEMENT TECHNOLOG FOSTER RN, 1986, INNOVATION ATTACKERS FREEMAN C, 1974, EC IND INNOVATION GARCIA R, 2002, J PROD INNOVAT MANAG, V19, P110 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 KUIPERS H, 1998, HDB WEDSTRIJDSCHAATS, P199 KUPER GH, 2003, EUR J OPER RES, V148, P293 RICHTER JP, 1970, LITERARY WORKS L DEV, V2 SCHENAU GJV, 1982, J BIOMECH, V15, P449 SCHENAU GJV, 1987, INT J SPORT BIOMECH, V3, P419 SCHENAU GJV, 1996, MED SCI SPORT EXER, V28, P531 SUBIC AJ, 2000, ENG SPORT TORREY L, 1985, STRETCHING LIMITS TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 UTTERBACK JM, 1994, MASTERING DYNAMICS I VANSUCHTELEN A, 2001, HOLLAND FROZEN TIME VORONOV AV, 1995, J SPORT SCI, V13, P153 WICHERS JV, 1990, SCHAATSENRIJDEN SCHI NR 29 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD OCT PY 2005 VL 25 IS 10 BP 1183 EP 1192 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 948VL UT ISI:000230743700009 ER PT J AU Chiffoleau, Y TI Learning about innovation through networks: the development of environment-friendly viticulture SO TECHNOVATION LA English DT Article DE innovation; learning processes; social networks; firm management; environment-friendly viticulture AB Over the past decade, organisations producing quality goods have been investigating innovative processes to cope with the new quality criteria demanded by consumers, commodity chains and policy-makers. In this paper, we propose to use network sociology to link innovation and learning theories and thus highlight the diverse social practices contributing to changes and underlying learning processes in such contexts. Farmers groups, evolving towards multifunctional agriculture, constitute exemplary cases to study these dynamics. We will be presenting the results of a longitudinal ethnographic case study carried out in a small cooperative implementing environment-friendly viticulture in the Languedoc (South of France). Beyond the diverse strategic positions developed in response to the innovative project, two kinds of networks are highlighted: the first type refers to daily dialogue and service exchange, the second one assumes the contours of knowledge-based strategies required by the management of diverse areas of change. All of these underline the importance of thematic experts that go further than 'traditional' leadership. We will conclude by suggesting the management of 'practices networks' both integrating these different networks and linking diverse strategic positions to respond to the challenges of the economy of quality. (c) 2004 Elsevier Ltd. All rights reserved. C1 INRA, Dept Sci Act & Sustainable Dev, SAD, UMR Innovat, F-34060 Montpellier, France. RP Chiffoleau, Y, INRA, Dept Sci Act & Sustainable Dev, SAD, UMR Innovat, 2 Pl Viala, F-34060 Montpellier, France. EM chiffole@ensam.inra.fr CR AKRICH M, 1988, ANN MINES GERER COMP, V11, P4 ALLAIRE G, 2002, GEOGRAPHIE EC SCO, V4, P155 ALTER N, 2000, INNOVATION ORDINAIRE ARGYRIS C, 1996, ORG LEARNING, V2 BARBIER M, 2000, COW TREE KNOWING LEA, P381 BARNES JE, 1972, SOCIAL NETWORKS BOLTANSKI L, 1991, JUSTIFICATION EC GRA BROWN JS, 2000, KNOWLEDGE COMMUNITIE, P99 BURT RS, 1987, AM J SOCIOL, V92, P1287 CALLON M, 1986, ANN SOCIOLOGIQUE, V36, P169 CALLON M, 1989, SCI RESEAUX GENESE C CHIFFOLEAU Y, 2001, FOOD NATURE LATE MOD, P295 CHIFFOLEAU Y, 2002, REV INT EC SOCIALE, V285, P63 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 CONEIN B, 1994, SOCIOL TRAV, V4, P475 CROSS R, 2002, CALIF MANAGE REV, V44, P25 DARRE JP, 1989, EC RURALE, V192, P115 DARRE JP, 1996, INVENTION PRATIQUES DEGENNE A, 1994, RES SOCIAUX DOSI G, 1988, TECHNICAL CHANGES EC GLASER BG, 1967, DISCOVERY GROUNDED T HUTCHINS E, 1992, COMMUNICATION COGNIT JOLY PB, 2003, SOCIOL TRAV, V45, P1 KIM DH, 1993, SLOAN MANAGE REV, V35, P37 KOENIG G, 1994, REV FRANCAISE GESTIO, V97, P76 LATOUR B, 1988, SCI ACTION LAZEGA E, 2001, COLLEGIAL PHENOMENON LEBON G, 1895, PSYCHOL FOULES LIN N, 2001, SOCIAL CAPITAL MENDRAS H, 1967, FIN PAYSANS MITCHELL JC, 1983, SOCIOL REV, V31, P187 RECQUIERDESJARD.D, 2000, CAHIERS C3ED ROGERS E, 1962, DIFFUSION INNOVATION RYAN B, 1943, RURAL SOCIOL, V8, P15 SVERRISSON A, 1994, ACTA SOCIOL, V37, P401 TARDE G, 2001, OPINION FOULE THUDEROZ C, 1997, SOCIOL TRAV, V3, P347 TOUZARD JM, 2002, RECENSEMENT CAVES CO VINCK D, 1999, INGENIEURS QUOTIDIEN WENGER E, 1998, COMMUNITIES PRACTICE ZHANG JJ, 1994, COGNITIVE SCI, V18, P87 NR 41 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD OCT PY 2005 VL 25 IS 10 BP 1193 EP 1204 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 948VL UT ISI:000230743700010 ER PT J AU Blake, BF Neuendorf, KA Valdiserri, CA TI Tailoring new websites to appeal to those most likely to shop online SO TECHNOVATION LA English DT Article DE innovativeness; internet; online shopping; website features; consumer behavior ID CONSUMER DECISION-MAKING; INTERNET COMMERCE; WEB SITES; INNOVATIVENESS; CUSTOMER; BEHAVIOR; ENVIRONMENTS; TECHNOLOGY; ACCEPTANCE; SUCCESS AB This study extends the conventional wisdom concerning how a commercial website can be configured to attract online shoppers, and specifically, initial shoppers. Based on past research [Inform. Syst. Res. 13 (2002) 187] and theory [Diffusion of Innovations (1995)], a number of 'form' and 'substantive' website features were assessed as to their attractiveness to consumers of varying (a) Internet experience and (b) innovativeness. A self-administered survey was completed by a convenience sample of 363 residents of the US and Canada. A discriminant analysis confirms that two functions, generally representing form and substantive features, each discriminate between (a) high and low innovativeness (DF1) and (b) high and low Internet experience (DF2). Further, those with more Internet experience show a stronger preference for substantive features than do those with less experience. But high and low experience groups do not differ noticeably with regard to preference for form features. It was also found that, conversely, the more innovative shoppers reveal a stronger preference for form features. But high and low innovativeness groups do not differ appreciably in respect to desire for substantive features. This suggests the dynamics underlying the attraction of initial Internet users to particular shopping sites. Both theoretical and practical implications of the findings are discussed. (c) 2004 Elsevier Ltd. All rights reserved. C1 Cleveland State Univ, Dept Psychol, Cleveland, OH 44115 USA. Cleveland State Univ, Dept Commun, Cleveland, OH 44115 USA. Mkt Strategies Inc, Mkt Sci Analyst, Livonia, MI 48152 USA. RP Neuendorf, KA, Cleveland State Univ, Dept Psychol, Cleveland, OH 44115 USA. EM brianblake@csuohio.edu k.neuendorf@csuohio.edu colin.vaidiserri@marketingstrategies.com CR *GVU, 1998, GVUS WWW US SURV ATKIN DJ, 1998, J BROADCAST ELECTRON, V42, P457 BHATNAGAR A, 2000, COMMUN ACM, V43, P98 BLAKE BF, 2003, INTERNET RES, V13, P156 BUCY EP, 1999, J AM SOC INFORM SCI, V50, P1246 CHEN QM, 1999, J ADVERTISING RES, V39, P27 CHEN Z, 2000, OPTIM METHOD SOFTW, V13, P263 CITRIN AV, 2000, IND MANAGE DATA SYST, V100, P294 COYLE JR, 2001, J ADVERTISING, V30, P65 DEGERATU AM, 2000, INT J RES MARK, V17, P55 DODDS WB, 1991, J MARKETING RES, V28, P307 EASTLICK MA, 1999, INT J RETAIL DISTRIB, V27, P209 EIGHMEY J, 1997, J ADVERTISING RES, V37, P59 GOLDENBERG H, 2000, ANTIOXID REDOX SIGN, V2, P189 GOLDING D, 1995, ASSEMBLY AUTOM, V15, P10 GOLDSMITH RE, 1991, J ACAD MARKET SCI, V19, P209 GOLDSMITH RE, 1991, J APPL BUSINESS RES, V7, P89 GOLDSMITH RE, 1995, ASS MARKETING THEORY, V4, P177 GOLDSMITH RE, 1998, EUR J MARKETING, V32, P340 GOLDSMITH RE, 2000, Q J ELECT COMMERCE, V1, P323 GOLDSMITH RE, 2001, INTERNET RES, V11, P149 HAUBL G, 2000, MARKET SCI, V19, P4 HORRIGAN JB, 2000, NEW INTERNET USERS W JARVENPAA SL, 1997, INT J ELECTRON COMM, V1, P59 KEEN C, 2001, 0118 TU EINDH EINDH KEENEY RL, 1999, MANAGE SCI, V45, P533 KOUFARIS M, 2002, INFORM SYST RES, V13, P205 LI H, 1999, J COMPUTER MEDIATED, V5, P2 LIMAYEM M, 2000, IEEE T SYST MAN CY A, V30, P421 LIU C, 2000, INFORM MANAGE, V38, P23 LYNCH PD, 2001, J ADVERTISING RES, V41, P15 MIDGLEY DF, 1978, J CONSUM RES, V4, P229 NEILSEN J, 2000, DESIGNING WEB USABIL NEL D, 1999, INTERNET RES, V9, P109 NOVAK TP, 2000, MARKET SCI, V19, P22 PALMER JW, 2002, INFORM SYST RES, V13, P151 PARSONS AG, 2002, J CONSUM MARK, V19, P380 PUNJ GN, 1983, J CONSUM RES, V10, P181 RADOSEVICH L, 1997, INFOWORLD, V19, P81 RANGASWAMY A, 1999, 021999 PENN STAT U E RIDGWAY NM, 1994, PSYCHOL MARKET, V11, P69 ROGERS EM, 1995, DIFFUSION INNOVATION SCHNEIDERMAN B, 1997, DESIGNING USER INTER SELZ D, 1997, INT J ELECT MARKETS, V7, P1 SHIM S, 2001, J RETAILING, V77, P397 SRINIVASAN SS, 2002, J RETAILING, V78, P41 SULTAN F, 2002, J BUS RES, V55, P655 SWAMINATHAN V, 1999, J COMPUTER MEDIATED, V5, P1 SZYMANSKI DM, 2000, J RETAILING, V76, P309 TORKZADEH G, 2002, INFORM SYST RES, V13, P187 VANDENPOEL D, 1999, J BUS RES, V45, P249 VENKATESH A, 1986, J PROD INNOVAT MANAG, V3, P171 YOO B, 2001, Q J ELECT COMMERCE, V2, P31 NR 53 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD OCT PY 2005 VL 25 IS 10 BP 1205 EP 1214 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 948VL UT ISI:000230743700011 ER PT J AU Chan, KF Lau, T TI Assessing technology incubator programs in the science park: the good, the bad and the ugly SO TECHNOVATION LA English DT Article DE science park; technology start-ups; incubator ID UNIVERSITY TECHNOLOGY; FIRMS; INNOVATION; LINKS AB This paper is written to provide an assessment framework of technology incubators in the science park. Based on the past studies, nine sets of criteria are identified and incorporated in the assessment framework: advantages from pooling resources, sharing resources, consulting services, positive effect from higher public image, networking advantages, clustering effect, geographic proximity, cost subsidies and funding support. Using business development data of six technology start-ups in the Hong Kong Science Park, the framework is then applied to examine the effectiveness of incubators from the perspective of venture creation and development process. It is found that the benefits required by technology founders at different stages of development are varied and therefore, the general merits that are claimed by incubators as useful to technology start-ups are debatable. In addition, the analysis of development process of six cases, particularly in the interaction with incubator, reveals some good, bad and ugly things about the incubator program. To meet the needs of technology firms during their stages of development, the paper is concluded with the recommendation that incubators' services and support should be prioritised in accordance with the development process of the technology firms. (c) 2004 Published by Elsevier Ltd. C1 Hong Kong Polytech Univ, Dept Management, Hong Kong, Hong Kong, Peoples R China. RP Lau, T, Hong Kong Polytech Univ, Dept Management, Hung Hom, Hong Kong, Hong Kong, Peoples R China. EM mstheres@polyu.edu.hk mskfchan@polyu.edu.hk CR *OECD, 1999, BUS INC INT CAS STUD AYDALOT P, 1988, HIGH TECHNOLOGY IND BAKOUROS YL, 2002, TECHNOVATION, V22, P123 BROWN W, 1985, TECHNOVATION, V3, P19 CAMPBELL C, 1988, CHANGE AGENTS NEW EC CASTELLS P, 1994, TECHNOPOLES WORLD MA COLOMBO MG, 2002, RES POLICY, V31, P1103 COOPER AC, 1985, J BUSINESS VENTURING, V1, P75 CURRIE J, 1985, SCI PARKS BRITAIN TH DOUTRIAUX J, 1987, J BUS VENTURING, V2, P285 EUL FM, 1985, SCI PARKS INNOVATION GUY I, 1996, TECHNOVATION, V16, P217 HARWIT E, 2002, CHINA BUS REV, V29, P26 HISRICH R, 1988, TECHNOLOGY TRANS FAL, P14 JOU S, 2001, GEOJOURNAL, V53, P81 LANGLEY A, 1999, ACAD MANAGE REV, V24, P691 LOFSTEN H, 2001, R&D MANAGE, V31, P309 MACDONALD S, 1987, R&D MANAGE, V17, P25 MAILLAT D, 1995, ENTREP REGION DEV, V7, P157 MASSEY D, 1992, HIGH TECH FANTASIES MIAN SA, 1991, THESIS G WASHINGTON MIAN SA, 1996, RES POLICY, V25, P325 MIAN SA, 1997, J BUS VENTURING, V12, P251 MONCK CSP, 1988, SCI PARKS GROWTH HIG PHILLIMORE J, 1999, TECHNOVATION, V19, P673 QUINTAS P, 1992, TECHNOVATION, V12, P161 SHERMAN HD, 1999, J DEV ENTREPRENEURSH, V4, P117 SMILOR RW, 1987, IEEE T ENG MANAGE, V34, P146 VEDOVELLO C, 1997, TECHNOVATION, V17, P491 WESTHEAD P, 1995, OMEGA-INT J MANAGE S, V23, P345 WESTHEAD P, 1998, URBAN STUD, V35, P2197 WESTHEAD P, 1999, ENTREP REGION DEV, V11, P129 WESTHEAD P, 2000, ENTERPRISE INNOVATIO, V1, P1103 NR 33 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD OCT PY 2005 VL 25 IS 10 BP 1215 EP 1228 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 948VL UT ISI:000230743700012 ER PT J AU Barbiroli, G Focacci, A TI Product diversification in the computer industry: a structural analysis SO TECHNOVATION LA English DT Article DE product diversification; consumer durable goods; global performance; quality; price ID MONOPOLISTIC COMPETITION; FLEXIBILITY; TECHNOLOGY; DIVERSITY; INDEXES; GOODS AB The current tendency towards product differentiation in many fields of manufacturing is generally considered to be a positive phenomenon. What we have attempted to do here is to verify the real degree of diversification that exists within the computer industry, by means of the measurement of global performance for the most widely spread models, calculated using technical specifications available from the market. The available data enable us to evaluate the actual degree of diversification, and to calculate the price/global performance ratio. This ratio is a measure of the relationship between the global performance of any given product and its price, and provides a critical insight into the technical and economic results of product diversification. (c) 2004 Published by Elsevier Ltd. C1 Univ Bologna, Fac Econ, Business & Management Dept, Technol & Resources Valorisat Area, I-40126 Bologna, Italy. RP Barbiroli, G, Univ Bologna, Fac Econ, Business & Management Dept, Technol & Resources Valorisat Area, Piazza Scaravilli,2, I-40126 Bologna, Italy. EM gbarbiroli@economia.unibo.it focacci@economia.unibo.it CR ABERNATHY WJ, 1975, OMEGA, V3, P639 ABERNATHY WJ, 1978, TECHNOL REV, V80, P40 ARTHUR WB, 1989, ECON J, V99, P116 BARBIROLI G, 1989, TECHNOVATION, V9, P83 BARBIROLI G, 1992, J ENVIRON MANAGE, V36, P237 BARBIROLI G, 1992, POLYM TEST, V11, P345 BARBIROLI G, 1999, RESOUR POLICY, V25, P161 BARBIROLI G, 2000, INT J SUST DEV WORLD, V7, P261 BARBIROLI G, 2000, J COMMODITY SCI, V39, P3 BEATH J, 1991, EC THEORY PRODUCT DI BETHEA RM, 1995, STAT METHODS ENG SCI CHAMBERLIN EH, 1933, THEORY MONOPOLISTIC CHRISTENSEN R, 1996, ANAL VARIANCE DESIGN CLARK KB, 1993, MANAGING NEW PRODUCT COOPER T, 1994, BEYOND RECYCLING LON DIXIT A, 1977, AM ECON REV, V67, P297 DOSI G, 1990, EC TECHNICAL CHANGE DRETZKE BJ, 2001, STT MICROSOFT EATON BC, 1975, REV ECON STUD, V42, P27 GIRIFALCO LA, 1991, DYNAMICS TECHNOLOGIC GRILICHES Z, 1997, EC PRODUCTIVITY, V1, P12 HARNETT DL, 1998, DATA STAT DECISION M HENDRICKS KB, 1997, MANAGE SCI, V43, P422 HENNESSY JL, 1993, ARCHITETTURE CALCOLA HOTELLING H, 1929, ECON J, V39, P41 IRELAND NJ, 1987, PRODUCT DIFFERENTIAT KIKUCHI T, 1996, JAPANESE EC REV, V47, P384 KNOT JMC, 2001, TECHNOVATION, V21, P335 KOSTECKI M, 1998, DURABLE USE CONSUMER, P1 LANCASTER K, 1990, MARKET SCI, V9, P189 LANCASTER KJ, 1979, VARIETY EQUITY EFFIC LANDESMANN M, 1996, PRODUCTION EC DYNAMI, P304 LEI D, 1996, ORGAN STUD, V17, P501 MANSFIELD E, 1961, ECONOMETRICA, V29, P741 METCALFE JS, 1989, RES TECHNOLOGICAL IN, V4, P153 NORTON P, 1999, GUIDA P NORTON HARDW PASINETTI LL, 1981, STRUCTURAL CHANGE EC PASINETTI LL, 1990, STRUCTURAL CHANG EC, V1, P7 PERERA HSC, 1999, INT J PROD ECON, V60, P109 PINDYCK RS, 1996, MICROECONOMIA PRIGOGINE I, 1984, ORDER CHAOS MANS NEW RAGSDALE CT, 2001, SPEADSHEET MODELING SAHAL D, 1981, PATTERNS TECHNOLOGIC SALOP SC, 1979, BELL J ECON, V10, P141 SAVIOTTI PP, 1996, TECHNOLOGICAL EVOLUT SCAZZIERI R, 1993, THEORY PRODUCTION TA SMITH FA, 1973, PRODUCT DESIGN MODIF STARR MK, 1982, HARVARD ESPANSIONE, V15, P81 NR 48 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 2005 VL 25 IS 9 BP 947 EP 970 PG 24 SC Engineering, Industrial; Operations Research & Management Science GA 936UP UT ISI:000229881200001 ER PT J AU Chabchoub, N Niosi, J TI Explaining the propensity to patent computer software SO TECHNOVATION LA English DT Article DE computer software patent; patent propensity; software invention ID FIRMS; INNOVATION AB Several studies have explained the propensity to patent in industrial corporations. Larger companies are supposed to have a stronger tendency to protect their intellectual property through patents. Also, patents are related to industry, with chemicals and pharmaceuticals using them more frequently, and services industries less so. In the last 20 years, the rapidly growing software industry has greatly increased its tendency to patent. This study presents a statistical explanation of patenting in the US and Canadian (over 1700) publicly quoted computer software-producing companies, representing half of the world industry. We found that firm size, geographical clustering, and the mix of software products and services at firm level explain most of the propensity to patent. (c) 2004 Elsevier Ltd. All rights reserved. C1 Univ Quebec, Dept Management & Technol, Canada Res Chair Management Technol, Montreal, PQ H3C 3P8, Canada. RP Chabchoub, N, Univ Quebec, Dept Management & Technol, Canada Res Chair Management Technol, Montreal, PQ H3C 3P8, Canada. EM norhene@hotmail.com niosi.jorge@uqam.ca CR *NAT RES COUN, 2000, DIG DIL INT PROP INF *NAT RES COUNC, 1991, INT PROP ISS SOFTW ALMEIDA P, 1999, MANAGE SCI, V45, P905 ARUNDEL A, 1998, RES POLICY, V27, P127 AUDRETSCH DB, 1996, AM ECON REV, V86, P630 BAND J, 1995, INTERFACES TRIAL INT BAPTISTA R, 1998, RES POLICY, V27, P525 BESSEN J, 2002, 1 MIT BROUWER E, 1999, RES POLICY, V28, P615 CHANDLER A, 2001, INVENTING ELECT CENT COHEN W, 1996, C NEW SCI TECHN IND CORTRIGHT J, 2001, HIGH TECH SPECIALIZA DAVID P, 33 SIEPR HOCH D, 1999, SECRETS SOFTWARE SUC MANSFIELD E, 1986, MANAGE SCI, V32, P173 MAZZOLENI R, 1998, J ECON ISSUES, V32, P1031 MCQUEEN DH, 2003, TECHNOVATION, V23, P533 MCQUEEN DH, 2004, IN PRESS TECNOVATION MERGES RP, 1996, INT COMPUTER SOFTWAR, P272 MOWERY O, 1996, INT COMPUTER SOFTWAR PORTER M, 1990, COMPETITIVE ADV NATI SCHERER FM, 1999, NEW PERSPECTIVES EC SWANN GMP, 1998, DYNAMICS IND CLUSTER TAYLOR CT, 1973, EC IMPACT PATENT SYS WINTER S, 1989, OWNING SCI TECHNICAL, P41 NR 25 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 2005 VL 25 IS 9 BP 971 EP 978 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 936UP UT ISI:000229881200002 ER PT J AU Galbreath, J TI Which resources matter the most to firm success? An exploratory study of resource-based theory SO TECHNOVATION LA English DT Article DE resource-based view of the firm; intangible resources; tangible resources; firm performance ID SUSTAINABLE COMPETITIVE ADVANTAGE; MARKET-BASED ASSETS; INTANGIBLE RESOURCES; STRATEGIC ANALYSIS; SHAREHOLDER VALUE; KNOWLEDGE ASSETS; VIEW; CAPABILITIES; FRAMEWORK; PERFORMANCE AB The resource-based view of the firm (RBV) is one of the most important areas of research content to emerge in the field of strategic management in the last decade. The RBV posits that a firm's success is largely driven from resources that posses certain special characteristics. However, the RBV stream tends to be dominated by conceptual discussions. Although the empirical research body is growing rapidly, most studies concentrate on isolating only a few resources-namely intangible resources-within single industry contexts to examine resource effects on firm success. To more adequately test the main prescription of the RBV, new research approaches must be considered. This study explores one such approach. Defining the firm's resource pool to include intangible and tangible assets, a series of hypotheses are posited in order to examine the relative contribution levels of various resources on firm success. The model is tested on a sample of manufacturing and services firms operating in Australia. In the main, the results are supportive of the RBV's main prescription. (c) 2004 Elsevier Ltd. All rights reserved. C1 Curtin Univ Technol, Grad Sch Business, Perth, WA 6000, Australia. RP Galbreath, J, Curtin Univ Technol, Grad Sch Business, 78 Murray St, Perth, WA 6000, Australia. EM galbreathj@cbs.curtin.edu.au CR AAKER DA, 1991, MANAGING BRAND EQUIT AMIT R, 1993, STRATEGIC MANAGE J, V14, P33 ANDERSEN O, 1998, INT BUSINESS REV, V7, P163 BARNEY J, 1991, J MANAGE, V17, P99 BARNEY JB, 1986, ACAD MANAGE REV, V11, P791 BARNEY JB, 1986, MANAGE SCI, V32, P1231 BECKER BE, 1998, HUMAN RESOURCE STRAT BECKER BE, 1998, RES PERS H, V16, P53 BONTIS N, 1998, MANAGE DECIS, V36, P63 BONTIS N, 2002, J INTELLECTUAL CAPIT, V3, P223 CASTANIAS RP, 1991, J MANAGE, V17, P155 CATTELL RB, 1978, SIC USE FACTOR ANAL COLLIS DJ, 1994, STRATEGIC MANAGE J, V15, P143 CONNER KR, 1991, J MANAGE, V17, P121 CONNOR T, 2002, STRATEGIC CHANGE, V11, P307 DALEY J, 2001, AUSTR J MANAGEMENT, V26, P3 DAY GS, 1988, J MARKETING, V52, P1 DAY GS, 1994, J MARKETING, V58, P37 DEVINNEY TM, 2001, PROCESS KNOWLEDGE CR DIERICKX I, 1989, MANAGE SCI, V35, P1504 DYER JH, 1998, ACAD MANAGE REV, V23, P660 EDVINSSON L, 1997, INTELLECTUAL CAPITAL FAHY J, 2002, INT BUSINESS REV, V11, P57 FERNANDEZ E, 2000, TECHNOVATION, V20, P81 FIOL CM, 1991, J MANAGE, V17, P191 FITZENZ J, 2000, ROI HUMAN CAPITAL FLAMHOLTZ E, 2001, EUROPEAN MANAGEMEN J, V19, P268 FOSS NJ, 1997, RESOURCES FIRMS STAT FRAZER L, 2000, QUESTIONNAIRE DESIGN GRANT RM, 1991, CALIF MANAGE REV, V33, P114 GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109 GRANT RM, 2002, CONTEMPORARY STRATEG HAIR JF, 1987, MULTIVARIATE DATA AN HAIR JF, 1995, MULTIVARIATE DATA AN HALL R, 1992, STRATEGIC MANAGE J, V13, P135 HALL R, 1993, STRATEGIC MANAGE J, V14, P607 HARVEY M, 2001, THUNDERBIRD INT BUSI, V43, P599 HULT GTM, 2001, STRATEGIC MANAGE J, V22, P899 JOHNSON G, 1999, EXPLORING CORPORATE KELLER KL, 1993, J MARKETING, V57, P1 KOTHA S, 2002, ROLE ONLINE BUYING E LADO AA, 1992, J MANAGE, V18, P77 LEVITAS E, 2002, STRATEGIC MANAGE J, V23, P957 LIPPMAN SA, 1982, BELL J ECON, V13, P418 LIPPMAN SA, 2003, STRATEGIC MANAGE J, V24, P1069 MCEVILY SK, 2002, STRATEGIC MANAGE J, V23, P285 MICHALISIN MD, 1997, INT J ORG ANAL, V5, P360 NELSON RR, 1982, EVOLUTIONARY THEORY NUNALLY JC, 1978, PSYCHOMETRIC THEORY PETERAF MA, 1993, STRATEGIC MANAGE J, V14, P179 REED R, 1990, ACAD MANAGE REV, V15, P88 ROBERTS PW, 2002, STRATEGIC MANAGE J, V23, P1077 SCHROEDER RG, 2002, STRATEGIC MANAGE J, V23, P105 SLATER S, 1995, J STRATEGIC MARKETIN, V3, P257 SLATER SF, 1997, J ACAD MARKET SCI, V25, P162 SRIVASTAVA RK, 1998, J MARKETING, V62, P2 SRIVASTAVA RK, 1999, J MARKETING, V63, P168 SRIVASTAVA RK, 2001, J MANAGE, V27, P777 TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 TEECE DJ, 1998, CALIF MANAGE REV, V40, P55 TEECE DJ, 2000, LONG RANGE PLANN, V33, P35 WELBOURNE TM, 1997, 9702 CTR ADV HUM RES WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 WILLIAMSON OE, 1985, EC I CAPTIALISM WYATT A, 2002, J INTELLECTUAL CAPIT, V3, P71 ZOLLO M, 1999, 9907 U PENNS NR 66 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 2005 VL 25 IS 9 BP 979 EP 987 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 936UP UT ISI:000229881200003 ER PT J AU Vos, JP TI Developing strategic self-descriptions of SMEs SO TECHNOVATION LA English DT Article DE strategy; small and medium-sized enterprises; self-reference ID TECHNOLOGY; CAPABILITIES; ENVIRONMENT; CHOICE AB It is widely accepted that there exists a managerial gap in many small and medium-sized enterprises (SMEs) to participate successfully in new technologies. One of the problems experienced by intermediaries to SMEs in this respect relates to the poor skills of the latter to reflect on themselves strategically. In this paper a Quick Scan is presented that consultants and technology brokers can use to support managers of SMEs in developing strategic self-descriptions that highlight the need for innovation. The Quick Scan teaches managers to make sense of various strategic concepts. During the use of the Quick Scan it appeared that managers of SMEs have indeed poor skills to reflect upon their companies strategically. It is concluded that managers appreciate the systematic and integral strategic perspective offered to them. Intermediaries value the potential of the Quick Scan to initiate strategic sense-making in the context of SMEs. (c) 2004 Published by Elsevier Ltd. C1 Eindhoven Univ Technol, Dept Org Sci, NL-5600 MB Eindhoven, Netherlands. RP Vos, JP, Eindhoven Univ Technol, Dept Org Sci, POB 513, NL-5600 MB Eindhoven, Netherlands. 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The results of this study show that companies pursuing a higher degree of platform-based product variety perceive that they have to more proficiently execute process-planning, marketing, and technical activities for the platform project to improve product family technical success compared to companies emphasizing a lower degree of platform-based product variety. However, only superior execution of marketing activities for derivative projects appear to facilitate product family technical success. Our results stress the primacy of marketing capabilities, relative to process-planning and technical proficiencies, in improving product family technical performance. Mediational regression analyses suggest that, for higher product variety firms, commercial success of the product family may not be conditional upon superior execution of these activities relative to their lower product variety counterparts. The article concludes with discussion of implication for practice, theory and research. (c) 2004 Elsevier Ltd. All rights reserved. C1 Aston Univ, Aston Business Sch, Birmingham B4 7ET, W Midlands, England. Hyundai Motor Co, Res & Dev Planning Team, Whasung 445706, Gyunggi, South Korea. Kia Motors Corp, Whasung 445706, Gyunggi, South Korea. RP Wong, V, Aston Univ, Aston Business Sch, Aston Triangle, Birmingham B4 7ET, W Midlands, England. EM jyoonkim@hyundai-motor.com v.w.y.wong@aston.ac.uk t.y.eng@aston.ac.uk CR ANDERSON JC, 1988, PSYCHOL BULL, V103, P411 ARMSTRONG JS, 1977, J MARKETING RES, V14, P396 ARON A, 1999, STAT PSYCHOL ATUAHENEGIMA K, 1996, J BUS RES, V35, P93 BAGOZZI RP, 1991, ADMIN SCI QUART, V36, P421 BARCZAK G, 1995, J PROD INNOVAT MANAG, V12, P224 BARON RM, 1986, J PERS SOC PSYCHOL, V51, P1173 BAYUS BL, 1999, MARKET SCI, V18, P137 BENTLER PM, 1988, COMMON PROBLEMS PROP, P161 CALANTONE RJ, 1996, MARKET SCI, V15, P341 CHANDLER AD, 1962, STRATEGY STRUCTURE CHATTERJEE S, 1991, REGRESSION ANAL EXAM CHURCHILL GA, 1979, J MARKETING RES, V16, P64 CLARK KB, 1991, PRODUCT DEV PERFORMA COOPER RG, 1979, IND MARKET MANAG, V8, P124 COOPER RG, 1995, J PROD INNOVAT MANAG, V12, P374 CRAIG CS, 2000, INT MARKETING RES DESAI P, 2001, MANAGE SCI, V47, P37 DESPHANDE R, 1993, J MARKETING, V57, P23 DEWAR RD, 1986, MANAGE SCI, V32, P1422 GARUD R, 1995, STRATEGIC MANAGE J, V16, P93 GATIGNON H, 1997, J MARKETING RES, V34, P77 GERBING DW, 1988, J MARKETING RES, V25, P186 GRIFFIN A, 1996, J PROD INNOVAT MANAG, V13, P478 HAUSER JH, 1999, STRATEGIC PRIORITIES HENARD DH, 2001, J MARKETING RES, V38, P362 JORESKOG KG, 1993, LISREL 8 STRUCTURAL KEKRE S, 1990, MANAGE SCI, V36, P1216 KLEINSCHMIDT EJ, 1995, R&D MANAGE, V25, P281 KRISHNAN V, 2001, MANAGE SCI, V47, P1 LOCH C, 1996, J PROD INNOVAT MANAG, V13, P3 MAIDIQUE MA, 1984, IEEE T ENG MANAGE, V31, P192 MEYER MH, 1993, SLOAN MANAGE REV, V34, P29 MEYER MH, 1997, MANAGE SCI, V43, P88 MEYER MH, 1997, POWER PRODUCT PLATFO MISHRA S, 1996, J PROD INNOVAT MANAG, V13, P530 MONTOYAWEISS MM, 1994, J PROD INNOVAT MANAG, V11, P397 MOON I, 2001, BUS WEEK 0528 OLSON EM, 1995, J MARKETING, V59, P48 PINE BJ, 1993, MASS CUSTOMIZATION N RAMDAS K, 2001, MANAGE SCI, V47, P22 ROBERTSON D, 1998, SLOAN MANAGE REV, V39, P19 ROTHWELL R, 1974, RES POLICY, V3, P258 SANCHEZ R, 1995, STRATEGIC MANAGE J, V16, P135 SANDERSON S, 1995, RES POLICY, V24, P761 SONG XM, 1996, J PROD INNOVAT MANAG, V13, P422 SONG XM, 1997, J INT MARKETING, V5, P47 SONG XM, 1997, J MARKETING RES, V34, P64 SONG XM, 1997, J MARKETING, V61, P1 SONG XM, 2001, ACAD MANAGE J, V44, P61 TATIKONDA MV, 1999, J PROD INNOVAT MANAG, V16, P3 VENKATRAMAN N, 1989, ACAD MANAGE REV, V14, P423 VONHIPPEL E, 1990, RES POLICY, V19, P407 WHEELWRIGHT SC, 1992, HARVARD BUS REV, V70, P70 XIE JH, 1998, MANAGE SCI 2, V44, S192 NR 55 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 2005 VL 25 IS 9 BP 1001 EP 1015 PG 15 SC Engineering, Industrial; Operations Research & Management Science GA 936UP UT ISI:000229881200005 ER PT J AU Li, XQ TI Buddy-finding in the mobile environment SO TECHNOVATION LA English DT Article DE mobile buddy-finding; knowledge sharing; virtual community ID COMMUNITIES; SYSTEMS AB The development of buddy-finding technology in the traditional Internet environment contributed largely to the functionality of the Internet. Now important issues relate to the development of mobile buddy-finding technologies-users' security and privacy, communication bandwidth, and social issues. As the natural extension of e-commerce, mobile commerce is now getting more and more attention from both business and academia. In mobile commerce, as with e-commerce, various virtual communities can be an important way people look for information to make purchases. Although mobile wireless devices allow people to stay connected to the community any place any time, inborn limitations like tiny screen and poor connectivity, frustrates users. Therefore, a technology that facilitates users to talk with the right group of individuals directly in the peer-to-peer mode is very much needed. The following discusses how buddy-finding technologies operate. (c) 2004 Elsevier Ltd. All rights reserved. C1 Univ Illinois, Dept MIS, Coll Business & Management, Springfield, IL 62703 USA. RP Li, XQ, Univ Illinois, Dept MIS, Coll Business & Management, 1 Univ Plaza,MS 115, Springfield, IL 62703 USA. EM xli1@uis.edu CR AHONEN TT, 2003, TELECOMMUNICATIONS I, V37, P46 DRON J, 1998, ED TRAINING, V40, P353 GEYER F, 1996, KYBERNETES, V25, P60 GOOD N, 1999, P 1999 C AM ASS ART, P439 GORDONO RS, 2000, LINK UP, V17, P12 GOULD D, 1999, LEADING VIRTUAL TEAM GRAY PH, 2001, 22 INT C INF SYST NE, P339 HATTORI F, 1999, COMMUN ACM, V42, P55 HOLMSTROM H, 2001, 22 INT C INF SYST NE, P299 JOHNSON P, 2001, J WORKPLACE LEARNING, V13, P24 KUMANOVICS G, 2003, RHEUMATOL INT, V23, P6 LI X, 2001, 452 MCMAST U MALTZ D, 1995, CHI 95, P202 MICHELLE M, 2001, ASS MANAGEMENT, V53, P82 ODELL C, 1998, ONLY KNEW WHAT KNOW PAAVILAINEN J, 2002, MOBILE BUSINESS STRT PAULEEN DF, 2001, INTERNET RES, V11, P190 SMITH M, 2002, COMMUN ACM, V45, P51 SUMI Y, 2002, INT J HUM-COMPUT ST, V56, P127 SUMI Y, 2002, INTERACT COMPUT, V14, P713 TUNG LL, 2001, 22 INT C INF SYST NE, P307 YOSHIDA S, 2003, COMPUT COMMUN, V26, P1199 ZILLIOX D, 2002, GET STARTED GUIDE MC ZIMMERMANN HJ, 1987, FUZZY SETS DECISION NR 24 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 2005 VL 25 IS 9 BP 1017 EP 1023 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 936UP UT ISI:000229881200006 ER PT J AU Lofsten, H Lindelof, P TI R&D networks and product innovation patterns - academic and non-academic new technology-based firms on Science Parks SO TECHNOVATION LA English DT Article DE new technology-based firms; Science Parks; R&D networks; product innovation ID RESOURCE-BASED THEORY; COMPETITIVE ADVANTAGE; VENTURE PERFORMANCE; INDUSTRY LINKS; CAPABILITIES; STRATEGY; GROWTH; EMBEDDEDNESS AB This research has explored the R&D networks and product innovation patterns made by the NTBFs (University spin offs, USOs and corporate spin-offs, CSOs) located on Science Parks. It seems resonable to believe that firms established by those with an academic background might be expected both to perform differently and respond to different incentives from those founded by personnel from the industry. The two research propositions were empirically tested on the basis of 134 new technology-based firms (NTBFs) on Science Parks in Sweden, USOs from the academy (74 small firms) and CSOs from the private sector (60 small firms). There were no significant differences regarding growth (sales) and profitability (profit margin) between the two groups. In order to separate the performance due to the firms capability and the impact of the environment, a control variable was created. This paper, building on the resource-based theory and empirical evidence, argues that NTBFs have an interest in co-operation between the university and the Science Park firms. The survey makes it clear that the proportion of USOs and CSOs on Science Parks with links with universities is comparatively high. Seventy percent of USOs cooperates with universities and 59 percent of the CSOs. This is surprisingly high percentages of the CSOs. One finding from this research is that USOs are not able to channel investments into greater R&D outputs (Patents) than comparable firms. (c) 2004 Elsevier Ltd. All rights reserved. C1 Chalmers Univ Technol, Dept Ind Dynam, SE-41296 Gothenburg, Sweden. RP Lofsten, H, Chalmers Univ Technol, Dept Ind Dynam, SE-41296 Gothenburg, Sweden. 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Based on two in-depth case studies of science parks in Denmark and the UK, this paper introduces and discusses alternative mediating roles for science parks in the science-industry relationship. The conclusion is that the new role of science parks may be to cater for the development of the social capital necessary for enabling and facilitating entrepreneurship in networks. (c) 2004 Elsevier Ltd. All rights reserved. C1 Copenhagen Sch Econ & Business Adm, Dept Management Polit & Philosophy, DK-2200 Copenhagen, Denmark. RP Vestergaard, J, Copenhagen Sch Econ & Business Adm, Dept Management Polit & Philosophy, Blaagaardsgade 23B, DK-2200 Copenhagen, Denmark. EM fh.lpf@cbs.dk Kh.lpf@cbs.dk jvj.lpf@cbs.dk CR *DEAR REP, 1997, HIGH ED LEARN *EC, 1996, COMP STUD SCI PARKS *EC, 2002, BENCHM BUS INC *GEM, 2001, DENM 200U GEM NAT RE *GHK, 2002, EST DEV STRAT EST DE *OECD, 2002, BENCHM IND AUTIO E, 1998, J SMALL BUS MANAGE, V36, P30 BAKOUROS YL, 2002, TECHNOVATION, V22, P123 BROWN JS, 2001, J I MANAGEMENT SCI, V1, P198 BURT RS, 2002, NEW EC SOCIOLOGY, P149 CASTELLS P, 1994, TECHNOPOLES WORLD MA COHEN WM, 1990, ADMIN SCI QUART, V35, P128 FREDERIKSEN F, 2002, J SCI TECHNOLOGICAL, V15, P9 GOWER S, 1994, J PROPERTY FINANCE, V5, P7 GUSTON DH, 2000, BETWEEN POLITICS SCI JACOB M, 2003, RES POLICY, V32 KLINE SJ, 1986, OVERVIEW INNOVATION KOGUT B, 2000, STRATEGIC MANAGE J, V21, P405 LINDELOF P, 2003, SMALL BUS ECON, V20, P245 LINK AN, 2003, INT J IND ORGAN, V21, P1323 LOFSTEN H, 2002, RES POLICY, V31, P859 MONCK CSP, 1988, SCI PARKS GROWTH HIG MONSTED M, 2003, STRATEGIC NETWORKING NONAKA I, 1994, ORGAN SCI, V5, P14 NOWOTNY, 2001, RETHINKING SCI KNOWL SHEARMUR R, 2000, ENVIRON PLANN A, V32, P1065 SIEGEL D, 2003, SINT J IND ORG MAR SIEGEL DS, 2003, SMALL BUS ECON, V20, P177 SNOWDON K, 2003, SPIN OFF ENTREPREUNE STOREY DJ, 1998, RES POLICY, V26, P1037 WESTHEAD P, 1997, R&D MANAGE, V27, P45 NR 31 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 2005 VL 25 IS 9 BP 1039 EP 1049 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 936UP UT ISI:000229881200008 ER PT J AU Perunovic, Z Christiansen, TB TI Exploring Danish innovative manufacturing performance SO TECHNOVATION LA English DT Article DE Danish industry; generations of innovation; flexibility; integration; data networking; parallel information processing ID INTEGRATION AB The paper explores several dimensions of Danish industry's innovative performance with respect to the paradigm of the fifth generation innovation model that was suggested by Rothwell [Int. Market. Rev. 11 (1994) 7]. These dimensions include a general status of innovativeness in Danish companies, a look at time and cost trade-off, the fifth innovation generation's related performance and possible congruence between the fifth generation's factors and motives for their implementation. The source of data is an existing survey 'The Danish industry-Present and Future'. Results indicate that Danish manufacturing companies demonstrate an innovative performance close to the fourth generation of innovation, which is slightly different than it is perceived publicly. (c) 2004 Elsevier Ltd. All rights reserved. C1 Tech Univ Denmark, Ctr Ecol Econ & Management, DK-2800 Lyngby, Denmark. RP Perunovic, Z, Tech Univ Denmark, Ctr Ecol Econ & Management, Bldg 421, DK-2800 Lyngby, Denmark. EM Zoran.Perunovic@tem.dtu.dk tbc@tem.dtu.dk CR *AALB U, 2003, AALB U COP BUS SCH *BORS, 2003, CONF DAN IND 12 NOV *OECD, 2002, MAIN SCI TECHN IND *OXF RES, 2002, INN 2002 DOSI G, 1988, TECHNICAL CHANGE EC FREEMAN C, 1997, EC IND INNOVATION GROSSMAN GM, 1991, INNOVATION GROWTH GL HEIN L, 1985, INTEGRERET PRODUKTU KAMEOKA A, 2001, IEMC 01 P CHANG MAN KOTHA S, 1995, STRATEGIC MANAGE J, V16, P21 LUNDVALL BA, 1992, NATL SYSTEM INNOVATI LUNDVALL BA, 1999, DANSKE INNOVATIONSSY LUNDVALL BA, 2002, GROWTH INNOVATION SO MA YS, 2003, COMPUT IND, V51, P51 MILLER WL, 1999, 4 GENERATION R D WIL PETERS T, 1988, THRIVING CHAOS RADOSEVIC S, 2002, J TECHNOLOGY TRANSFE, V25, P87 ROTHWELL R, 1992, R&D MANAGE, V22, P221 ROTHWELL R, 1994, INT MARKET REV, V11, P7 STALK G, 1991, HARVARD BUS REV, P31 STEIL B, 2002, TECHNOLOGICAL INNOVA TIDD J, 2001, MANAGING INNOVATION VANDENBOSCH M, 2002, LONG RANGE PLANN, V35, P567 VIREN M, 2002, NORDIC COUNTRIES TEC XU XY, 2002, J MATER PROCESS TECH, V129, P563 YOSHINAKA Y, 2003, SOCIAL SHAPING TECHN, P117 NR 26 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 2005 VL 25 IS 9 BP 1051 EP 1058 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 936UP UT ISI:000229881200009 ER PT J AU Solleiro, JL Castanon, R TI Competitiveness and innovation systems: the challenges for Mexico's insertion in the global context SO TECHNOVATION LA English DT Article DE competitiveness; national innovation systems; Mexico AB Intellectual capital and its relation to innovation capacity are a common factor observed in the different schemes for the assessment of competitiveness. It is therefore that there is a growing need to adopt a systemic approach in order to analyze and design innovation policies aimed at strengthening collective performance for generating, adopting and diffusing innovations, building an approach known as National Innovation Systems (NIS). Following the concepts of NIS and competitiveness, the case of Mexico is analyzed reviewing some factors that establish obstacles for the development of enterprises, mainly those related to the macroeconomic environment. Finally some basic elements for a science, technology and innovation policy are proposed. (c) 2004 Elsevier Ltd. All rights reserved. C1 Natl Autonomous Univ Mexico, Ctr Appl Sci & Technol Dev, Mexico City 14091, DF, Mexico. Natl Autonomous Univ Mexico, Engn Inst, Mexico City 14091, DF, Mexico. RP Solleiro, JL, Natl Autonomous Univ Mexico, Ctr Appl Sci & Technol Dev, 25-510 CP, Mexico City 14091, DF, Mexico. EM solleiro@servidor.unam.mx CR *BANC MEX, 2002, ENC COY MERC CRED ME *COFEMER, 2001, PROGR MEJ REG *CONACYT, 2001, PROGR ESP CIENC TECN *CONACYT, 2002, INF GEN EST CIENC TE *DEP TRAD IND, 2000, COMP FUT BUILD KNOW *IND CAN, 1995, 5 IND CAN *INEGI, 1999, ENC NAC MICR 1998 *OECD, 1992, TECHN EC KEY REL ORG *OECD, 1999, MAN NAT INN SYST *SEC EC, 2001, PROGR NAC DES EMP 20 *US COMP POL COUNC, 1992, BUIL COMP AM 1 REP P *WORLD EC FOR, 2002, GLOB COMP REP BRADFORD C, 1994, NEW PARADIGM SYSTEMI BUCKLEY PJ, 1988, J MARKETING MANAGEME, V4, P175 CORNELIUS PK, 2002, WORLD EC FOR 2002 GL, P3 GROSSI G, 1990, LONG RANGE PLANN, V23, P41 HAQUE I, 1991, EDI SEM WORLD BANK W KOUTSTAAL M, 1995, DUTCH DIAMOND USEFUL METCALFE S, 1995, HDB EC INNOVATION TE MULLER G, 1992, SEM POL TECN COMP AG PITTS, 1998, COMP FOOD IND PORTER ME, COMPETITIVE ADV CREA PORTER ME, 1990, VENT COMP NAC PORTER ME, 2002, WORLD EC FOR 2002 GL, P23 REINOSO E, 1995, COMPETITIVIDAD ESTAD RUIZ C, 1997, PENSAR GLOBALMENTE A, P433 SOLLEIRO JL, 1997, APROXIMACION POLITCA SOLLEIRO JL, 2002, SISTEMA NAC INNOVACI, V7, P41 NR 28 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 2005 VL 25 IS 9 BP 1059 EP 1070 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 936UP UT ISI:000229881200010 ER PT J AU Sheng, ML TI The wired mother SO TECHNOVATION LA English DT Article DE entrepreneurship; online grocery shopping; customer relationship management AB Simple Simon Inc., a promising online grocer, believes the Twin Cities is the especially ripe for home delivery service, with the highest proportion of working women in the nation, thereby targeting at those time-starved consumers who would rather shop for groceries from their home PCs and have them delivered to their doors. Surveys also consistently told us that two-thirds of grocery shoppers dislike the task and 70-80% of groceries we buy every week are the same. With the innovative, sophisticated customer relationship management program, the items customers buy every week are stored at SimonDelivers.com. The company also offers the right web site, superior service, and just-in-time delivery to establish solid customer relationship, thus gaining the competitive advantage. Differentiation through niching, the company creates a new meaning of saving time and providing convenience for the working mothers by connecting them to a world of information technology. (c) 2004 Elsevier Ltd. All rights reserved. C1 Hamline Univ, Dept Management & Econ, St Paul, MN 55104 USA. RP Sheng, ML, Hamline Univ, Dept Management & Econ, 1536 Hewitt Ave, St Paul, MN 55104 USA. EM lsheng01@gw.hamline.edu CR YIN RK, 1994, CASE STUDY RES DESIG NR 1 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 2005 VL 25 IS 9 BP 1071 EP 1077 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 936UP UT ISI:000229881200011 ER PT J AU Corsten, H Gossinger, R Wolf, N TI Flexibility-driven order releases in job-shop production SO TECHNOVATION LA English DT Article DE order release planning; flexibility; opportunistic coordination ID FLEXIBLE MANUFACTURING SYSTEM; MACHINE LOADING PROBLEM; PART TYPE SELECTION; SCHEDULING PROBLEM; FMS; ENVIRONMENT; TIMES; PERFORMANCE; STRATEGIES; DEMAND AB Overview. The aim of releasing orders is to transfer jobs from the planning stage to the realization stage under consideration of economic objectives. In a job-shop with order driven production, this decision problem is characterized by time-related, open decision fields. In this context, a possible approach to solve this problem ties in considering flexibility as a decision criterion. This procedure also forms the basis of opportunistic coordination. Here, the basic idea is to utilize the inherent flexibility of a production system to compensate negative consequences of unexpected changes of the decision field. The aim of this article is to examine the extent in which flexibility aspects are considered in relevant order release models specify the principles of opportunistic coordination within the order release planning problem to achieve a flexibility-driven order release, and on this basis develop the structure of a decision model to flexibility-driven order release. (c) 2004 Elsevier Ltd. All rights reserved. C1 Univ Kaiserslautern, Dept Business Adm & Prod Management, D-67663 Kaiserslautern, Germany. RP Corsten, H, Univ Kaiserslautern, Dept Business Adm & Prod Management, Gottlieb Daimler Str 42, D-67663 Kaiserslautern, Germany. 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To meet the requirements of the many innovations of products and their technology, these technically complex systems must be innovative to make effective use of them. This report generates a value-chain that shows the link between creativity techniques in system design and value to an industry. With the Creativity, Innovation, Competitiveness (CIC) model and the Carayannis, Gonzales and Wetter Innovation framework (Handbook of Innovation Chapters, Elsevier, October 2003), the authors will explore the impact of creative conceptual designs for complex technical systems at the micro, meso, and macro levels of society (Fig. 1). Thus, we will propose a creative engineering design method to increase the innovativeness of these technically complex systems. Furthermore, this creative design methodology is tailored to work with the processes, content, context, and provide the desire impact. (c) 2004 Elsevier Ltd. All rights reserved. C1 George Washington Univ, Sch Business & Publ Management, Dept Management Sci, Managmenet Sci Technol & Innovat Program, Washington, DC 20052 USA. Lockheed Martin Corp, Greenville, SC USA. RP Carayannis, E, George Washington Univ, Sch Business & Publ Management, Dept Management Sci, Managmenet Sci Technol & Innovat Program, 401G Monroe Hall,2115 G St, Washington, DC 20052 USA. EM caraye@gwu.edu CR AFUAH A, 1998, INNOVATION MANAGEMEN BASADUR M, 1990, J CREATIVE BEHAV, V24, P111 CARAYANNIS EG, 2003, INT HDB INNOVATION, P115 CARAYANNIS EG, 2003, INT HDB INNOVATION, P587 CILLIERS P, 1998, COMPLEXITY POSTMODER COUGER JD, 1990, MANAGE DECIS ECON, V11, P281 DASGUPTA S, 1996, TECHNOLOGY CREATIVIT DEDREU CKW, 2001, J APPL PSYCHOL, V86, P1191 GALLETTA DF, 1992, IEEE P ANN HAW INT C HENDER JM, 2001, IEEE P 34 HAW INT C LOBERT BM, 1994, IEEE P ANN HAW INT C MCFADZEAN E, 2000, PERFORMANCE MANAGEME, V6, P62 MILLER WL, 1999, 4 GEN R D MAN KNOWL NIJSTAD BA, 2000, APPL PSYCHOL, V51, P400 SAWHNEY M, 2001, IEEE ENG MANAGEMENT, V29 TAGGAR S, 2002, ACAD MANAGE J, V45, P315 NR 16 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD AUG PY 2005 VL 25 IS 8 BP 831 EP 840 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 935NB UT ISI:000229787900002 ER PT J AU Nosella, A Petroni, G Verbano, C TI Characteristics of the Italian biotechnology industry and new business models: the initial results of an empirical study SO TECHNOVATION LA English DT Article DE biotechnology companies; business models; innovation; high tech companies; Italy AB This study focuses on the Italian biotechnology industry, with particular reference to the way in which innovation is generated and managed in Italian biotechnology companies. A preliminary analysis of the literature regarding this topic resulted in two significant findings: the empirical data on biotechnology companies is limited and incomplete and the definition of these companies is ambiguous. Therefore, the first objective of the study was to precisely define biotechnology companies. Once this was done, a survey was carried out using postal questionnaires in order to make a profile of the industry based on the data gathered from the questionnaires that 100 companies completed. This information was then used to make initial hypotheses regarding the business models adopted by the companies in the industry. More precisely, five business models were identified, whose validity will be analyzed by case studies as a part of the continuation of this research. (c) 2004 Elsevier Ltd. All rights reserved. C1 Univ Padua, Dip Tecn & Gesione Sistemi Ind, I-36100 Vicenza, Italy. Univ Padua, Dip Innovaz Meccan & Gestionale, I-35131 Padua, Italy. Univ Parma, Dipartimento Ingn Ind, I-43100 Parma, Italy. RP Petroni, G, Univ Padua, Dip Tecn & Gesione Sistemi Ind, Str San Nicola 3, I-36100 Vicenza, Italy. EM anna.nosella@unipd.it giorgio.petroni@unipd.it chiara.verbano@unipr.it CR *ERNST YOUNG, 2002, BORD GLOB BIOT REP *OECD, 1981, FRASC MAN MEAS SCI T *OECD, 1989, BIOT EC WID IMP *OPES, 2001, IMPR BIOT PROV MIL *OSS SETT CHIM MIN, 2000, PICC IMPR BIOT IT TE ALBERGHINA L, 1996, BIOTECNOLOGIA BIOIND ALLANSDOTTIR A, 2001, INNOVATION COMPETITI BURATTI N, 1991, EC POLITICA IND, V69, P53 COCKBURN I, 1999, PHARM BIOTECHNOLOGY GAMBARDELLA A, 1996, PROSPETTIVE PROPOSTE HALL LA, 2002, TECHNOVATION, V22, P231 ORSENIGO L, 2001, SMALL BUS ECON, V17, P77 PAMMOLLI F, 2001, GEOGRAPHICAL CLUSTER PASSARO R, 2000, EC POLITICA IND, V108, P69 PETRONI G, 2001, DISTRETTI NETWORK RA PETRONI, 1984, TECNOLOGIA IMPRESE PICCALUGA A, 2001, VALORIZZAZIONE RICER PISANO GP, 1995, HARVARD BUSINESS SEP, P93 POWELL WW, 1998, CALIF MANAGE REV, V40, P228 SPALLA C, 1996, BIOTECNOLOGIE ITALIA WALLIN J, 2000, 5 ANN INT C COMP BAS YIN RK, 1984, CASE STUDY RES DESIG NR 22 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD AUG PY 2005 VL 25 IS 8 BP 841 EP 855 PG 15 SC Engineering, Industrial; Operations Research & Management Science GA 935NB UT ISI:000229787900003 ER PT J AU Mellor, R Hyland, PW TI Manufacturing management programs: are developing economies bridging the strategic gap? SO TECHNOVATION LA English DT Article DE manufacturing strategy; non-OECD countries; technologies AB Over the past decade there have been a large number of significant innovations in manufacturing which have resulted in more flexible and cost efficient methods and higher quality products, as manufacturers have set about upgrading their processes, systems and performance. This study compares the use of technologies and improvement programs between OECD and Non-OECD countries, and also between small and large firms, and examines differences in the use and outcomes across the economies and different sized firms. The empirical analysis provides an opportunity to test whether the 'capabilities' or strengths of a firm can be linked to these activities and examines if developing economies are using technology or management programs such as quality management and business process re-engineering to catch up to manufacturers in developed economies. The analysis utilises data from the second International Manufacturing Strategy Survey (IMSS), which encompasses 703 firms in 23 countries. (c) 2004 Elsevier Ltd. All rights reserved. C1 Univ Western Sydney, Innovat & Continuous Improvement Technol InCITe R, Penrith, NSW 1797, Australia. Univ Cent Queensland, Fac Business & Law, Sch Management, Rockhampton, Qld, Australia. RP Mellor, R, Univ Western Sydney, Innovat & Continuous Improvement Technol InCITe R, Locked Bag 1797, Penrith, NSW 1797, Australia. EM r.mellor@uws.edu.au p.hyland@cqu.edu.au CR *AUSTR EL DEV CORP, 1998, HARD SOFT TECHN SMAL BARANSON J, 1971, 8 UNITAR BARTEZZAGHI E, 1994, INT J OPER PROD MAN, V15, P5 DENTON DK, 1998, EMPOWERMENT ORG, V6 FERDOWS K, 1990, J OPERATIONS MANAGEM, V9, P168 HAMEL G, 1989, HARVARD BUSINESS MAY, P56 MANN J, 1989, THESIS U TWENTE ENSC MELLOR R, 2000, P 3 INT C OP QUANT M, P210 MINTZBERG H, 1987, HARVARD BUS REV, V65, P66 PRICE RM, 1996, CALIF MANAGE REV, V38, P38 SLACK N, 1998, OPERATIONS MANAGEMEN SOHAL AS, 1994, INT J OPER PROD MAN, V14, P35 STEENHUIS, 2000, THESIS U TWENTE ENSC NR 13 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD AUG PY 2005 VL 25 IS 8 BP 857 EP 863 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 935NB UT ISI:000229787900004 ER PT J AU Wonglimpiyarat, J TI Does complexity affect the speed of innovation? SO TECHNOVATION LA English DT Article DE innovation; complexity; speed; commercialisation; timing ID PRODUCT INNOVATION; ORGANIZATION; SUCCESS; MODEL AB This paper examines whether there is a relation between innovation complexity and the speed of innovation (the time taken from development to commercialisation). A complexity measure along three stages of innovation: a means to develop, a means to deliver and a means to market is developed to give insights into the difficulties of innovation. The study draws on detailed case studies of 6 technology based innovations in the financial and non-financial sector: ATM/Cash cards, Credit cards, EFTPOS/Debit cards, Videocassette Recorder (VCR), Windows operating system for PC, and Plain paper copier. The results indicate that there is no relation between innovation complexity and the speed of innovation. Also, the study gives implications for R&D managers on how to manage the complexity of innovation towards commercialisation. (c) 2004 Elsevier Ltd. All rights reserved. C1 Minist Sci & Technol, MTEC, Natl Sci & Technol Dev Agcy, Pathum Thani 12120, Thailand. RP Wonglimpiyarat, J, Minist Sci & Technol, MTEC, Natl Sci & Technol Dev Agcy, 114 Thailand Sci Pk,Paholyothin Rd,Klong 1,Klong, Pathum Thani 12120, Thailand. EM jaruneew@mtec.or.th CR 1995, OXFORD ADV LEARNERS ARUNDEL A, 1995, INNOVATION STRATEGIE BARRAS R, 1986, RES POLICY, V15, P161 CAWSON A, 1994, HDB IND INNOVATION CHORAFAS DN, 1988, ELECT FUNDS TRANSFER COOPER R, 1990, NEW PRODUCTS KEY FAC COOPER RG, 1987, J PROD INNOVAT MANAG, V4, P169 DAFT RL, 1982, RES SOCIOLOGY ORG, V1, P129 DAVIES A, 1997, IPTS REPORT, V19, P26 DESSAUER JH, 1971, MY YEARS XEROX BILLI DOSI G, 1982, RES POLICY, V11, P146 DRAZIN R, 1996, ACAD MANAGE J, V39, P1065 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 FISHER JC, 1971, TECHNOLOGICAL FORECA, V3, P75 FREEMAN C, 1997, EC IND INNOVATION HILL CWL, 1997, ACAD MANAGEMENT EXEC, V11, P7 HOBDAY M, 1998, RES POLICY, V26, P689 HUGHES T, 1988, DEV LARGE TECHNICAL LILIEN GL, 1985, J PROD INNOVAT MANAG, V3, P134 MAIDIQUE MA, 1984, IEEE T ENG MANAGE, V31, P192 MITCHELL R, 1991, MASTERS INNOVATION 3 MORITA A, 1991, SELLING WORLD SONY W NELSON R, 1977, RES POLICY, P6 NELSON R, 1982, EVOLUTONARY THEORY E PASCALE RT, 1984, CALIF MANAGE REV, V26, P47 PAVITT K, 1984, RES POLICY, V13, P343 PAVITT K, 1986, CHIPS TRAJECTORIES D PAVITT K, 1986, MANAGEMENT STRATEGIC, CH3 PAVITT K, 1989, STRATEGIC MANAGEMENT PORTER M, 1990, COMPETITIVE ADVANTAG RICKARDS T, 1985, INT MANAGEMENT NOV, P114 RICKARDS T, 1999, CREATIVITY MANAGEMEN ROGERS EM, 1971, COMMUNICATION INNOVA ROSENBERG N, 1976, PERSPECTIVES TECHNOL ROSENBERG N, 1982, LEARNING BY USING BL ROSENBLOOM RS, 1987, CALIFORNIA MANAGEMEN, V29, P4 ROTH AV, 1992, BUS HORIZONS, V35, P73 ROTHWELL R, 1972, FACTORS SUCCESS IND ROTHWELL R, 1974, RES POLICY, V3, P258 ROTHWELL R, 1985, TECHNOVATION, V3, P168 RYCROFT RW, 1999, COMPLEXITY CHALLENGE SCHOTT A, 1981, IND INNOVATION UK CA SCHUMPETER JA, 1939, BUSINESS CYCLES THEO SCHUMPETER JA, 1967, THEORY EC DEV STACEY RD, 2000, COMPLEXITY MANAGEMEN TEECE DJ, 1986, RES POLICY, V15, P285 TIDD J, 1997, MANAGING INNOVATION UTTERBACK JM, 1975, OMEGA-INT J MANAGE S, V3, P639 VOSS CA, 1994, J PROD INNOVAT MANAG, V11, P460 YIN R, 1994, CASE STUDY RES DESIG NR 50 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD AUG PY 2005 VL 25 IS 8 BP 865 EP 882 PG 18 SC Engineering, Industrial; Operations Research & Management Science GA 935NB UT ISI:000229787900005 ER PT J AU Lavoie, M Therrien, P TI Different strokes for different folks: examining the effects of computerization on Canadian workers SO TECHNOVATION LA English DT Article DE computer; employment effects; knowledge-based economy ID SKILL AB Computerization (the diffusion of a combination of hardware and software) has accelerated in the last 30 years due to advances in electronic technologies, the advent of the microprocessor and tremendous development of the software industry. The process of codification has intensified and routine tasks have tended to disappear, changing the architecture of jobs and, therefore, the structure of employment. A number of occupations have become increasingly associated with the computer, and these jobs require highly skilled workers. Using a production function framework, we found that computerization is not labor-saving but is instead labor-using. Despite this general trend, important inter-industrial differences prevail in the association of skills patterns with the computer. By transforming the structure of jobs, the computer has changed the skills requirements: the knowledge, management and data category of workers are closely associated with the use of computers while for good workers, the relationship is a substitutive one due to expert systems software. The computer does not affect the service category of workers because of the highly tacit nature of the tasks. Though the uniqueness of the computer revolution should not be exaggerated, the computer has certainly acted as a catalyst given its pervasiveness and its capacity to merge with other technologies. (c) 2004 Elsevier Ltd. All rights reserved. C1 Univ Laval, Dept Relat Ind, Ste Foy, PQ G1K 7P4, Canada. Ind Canada, Mkt Pl Innovat, Ottawa, ON, Canada. RP Lavoie, M, Univ Laval, Dept Relat Ind, Pavillon JA Seve, Ste Foy, PQ G1K 7P4, Canada. EM marie.lavoie@rlt.ulaval.ca CR *OECD, 1996, EMPL GROWTH KNOWL BA BERMAN E, 1993, 4255 NBER BRAVERMAN H, 1974, LABOR MONOPOLY CAPIT CHENNELLS L, 1999, W9927 I FISC STUD CYERT RM, 1987, TECHNOLOGY EMPLOYMEN FREEMAN C, 2002, GLOBALIZING LEARNING, P147 GOLDIN C, 1998, Q J ECON, V113, P693 KLEIN LR, 1953, TXB ECONOMETRICS LAVOIE M, 1998, R988E ARBHRDC LAVOIE M, 1999, W992E ARBHRDC LAVOIE M, 2003, GROWING TREND KNOWLE LEVY F, 1996, AM ECON REV, V86, P258 MONTIGNY G, 1988, EVALUATION OCCUPATIO OSBERG L, 1989, INFORMATION EC IMPLI SPENNER KI, 1990, WORK OCCUPATION, V17, P399 WOLFF EN, 1989, INFORMATION EC IMPLI, P17 NR 16 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD AUG PY 2005 VL 25 IS 8 BP 883 EP 894 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 935NB UT ISI:000229787900006 ER PT J AU Kodama, M TI New knowledge creation through leadership-based strategic community - a case of new product development in IT and multimedia business fields SO TECHNOVATION LA English DT Article DE innovation; knowledge creation; strategic communities; leadership ID ORGANIZATIONS; EMBEDDEDNESS; INNOVATION AB This paper provides new practical viewpoints in knowledge management and leadership theory of project management through an in-depth case study. It is argued that community leaders, particularly business community leaders, must recognize that a strategic business community comprises of diverse types of business and processes needed to achieve continuous business innovation. The community leaders serve an important function in creating a networked strategic communities (SCs). The innovation of a telemedicine system in the field of veterinary medicine in Japan is taken as a case study. Here it is shown how a networked SCs of business and customers has been used to develop a new Integrated Video Transmission System using IT and multimedia technology. In particular, it shows how community leaders have created networked SCs in which the university, hospitals, private businesses and non-profit organizations have worked together to advance virtual networking in the field of veterinary medicine. (c) 2004 Elsevier Ltd. 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 kodama@bus.nihon-u.ac.jp CR 1999, TOKACHI MAINICH 0101 1999, TOKACHI MAINICH 1204 *NIKK COMM, 1999, POT PORT VID PHON, P99 *NIPP KOG SHIMB, 2000, IM PROT CONV SYST NT ATKINSON P, 1994, HDB QUALITATIVE RES, P105 BECHARD R, 1996, LEADER FUTURE, P3 BENSON JK, 1977, ADM SCI Q, V22, P221 BROWN JS, 1991, ORGAN SCI, V2, P40 BRYSON J, 1992, LEADERSHIP COMMON GO CHRISLIP D, 1994, COLLABORATING LEADER DACIN MT, 1999, J MANAGE, V25, P317 DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 ENGELS F, 1953, DIALEKTIK NATUR GLASER B, 1967, DISCOVERY GROUNDED T GRANOVETTER M, 1985, AM J SOCIOL, V91, P481 GRANT CC, 1995, KOEDOE, V38, P17 GRANT RM, 1996, ORGAN SCI, V7, P375 GREANLEAF R, 1979, SERVANT LEADERSHIP HEGEL GWF, 1927, SYSTEM PHILOS ERSTER HEIDE J, 1994, J MARKETING, V50, P40 HESSELBEIN F, 1998, COMMUNITY FUTURE HIROSE T, 1985, JAPAN VET ASS, P233 KODAMA M, 1999, INFORMATION MANAGEME, V7, P186 KODAMA M, 2001, INT J HUM RESOUR MAN, V11, P1062 KODAMA M, 2003, TECHNOVATION, V23, P239 LALLE B, 2003, ORGAN STUD, V24, P1097 LAWRENCE TB, 1999, J APPL BEHAV SCI, V35, P479 LIPNACK J, 1997, VIRTUAL TEAMS LOCKE K, 2001, GROUNDED THEORY MANA MARSHALL C, 1989, DESIGNING QUALITATIV MARX K, 1930, CRITIQUE POLITICAL E MARX K, 1967, WRITING YOUNG MARX P NONAKA I, 1998, CALIF MANAGE REV, V40, P40 NONAKA I, 2002, IND CORP CHANGE, V11, P995 OHIRA H, 2003, INT J ELECT BUSINESS, V1, P94 OREILLY C, 2000, HIDDEN VALUE GREAT C OSTERLOH M, 2000, ORGAN SCI, V11, P538 PENG K, 2001, MANAGING IND KNOWLED, P105 PENG KP, 1999, AM PSYCHOL, V54, P741 POWELL WW, 1992, NETWORKS ORG STRUCTU, P366 POWELL WW, 1996, ADMIN SCI QUART, V41, P116 ROBBINS S, 1974, MANAGING ORG CONFLIC SAWHNEY M, 2000, CALIF MANAGE REV, V42, P24 SEO MG, 2002, ACAD MANAGE REV, V27, P222 SILVERMANN D, 2000, DOING QUALITATIVE RE SPEARS L, 1995, REFLECTIONS LEADERSH STORCK J, 2000, SLOAN MANAGE REV, V41, P63 STRAUSS A, 1987, QUALITATIVE ANAL SOC VANDEVEN AH, 1995, ACAD MANAGE REV, V20, P510 NR 50 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD AUG PY 2005 VL 25 IS 8 BP 895 EP 908 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 935NB UT ISI:000229787900007 ER PT J AU Lapierre, J Denier, A TI ICT adoption and moderating effects of institutional factors on salesperson's communication effectiveness: a contingency study in high-tech industries SO TECHNOVATION LA English DT Article DE sales force; information and communication technologies; contingency; organization ID SALES FORCE; INFORMATION-TECHNOLOGY; USER PARTICIPATION; EMPIRICAL-TEST; PERFORMANCE; AUTOMATION; IMPLEMENTATION; MANAGEMENT; CULTURE; IMPACT AB Although many studies have suggested that the adoption of information and communication technologies (ICT) has a positive impact on global sales force performance, few have focused on more specific benefits, particularly as regards facilitating factors. This article uses an organizational approach to present empirical evidence regarding whether and how ICT adoption influences an individual salesperson's communication effectiveness. The authors define a set of institutional antecedents and moderators to empirically test a contingency model for four technologies, using data collected from salespeople in three high-tech industries. The results confirm the crucial role of institutional factors both in the initiation of individual ICT adoption and in subsequent communication effectiveness. However, most differences between the three samples are explained by the institutional factors as predictors of ICT adoption rather than as moderators of the relationship between ICT adoption and communication effectiveness. Another key finding of our study is the positive correlation between sales force IT adoption and communication effectiveness. This suggests that salespeople who use ICT tools and have a positive attitude toward those tools will achieve higher levels of communication effectiveness. In conclusion, we present the implications of our study for research and managerial practices. (c) 2004 Elsevier Ltd. All rights reserved. C1 Ecole Polytech, Dept Math & Ind Engn, Montreal, PQ H3C 3A7, Canada. RP Lapierre, J, Ecole Polytech, Dept Math & Ind Engn, CP 6079,Succ Ctr Ville, Montreal, PQ H3C 3A7, Canada. 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This provides three analysis levels. First, it outlines a conceptual approach to the description and analysis of smart card as a complex and diversified technological cluster. Second, it highlights the market structure at three main different levels of downstream/upstream relationship. Third, it deals with the nature of the innovation process. This brings fundamental importance to our analysis. It involves the need for new organisational forms such as networking and system integrators, and co-opetition strategy. Published by Elsevier Ltd. C1 Univ Aix Marseille 2, GREQAM, F-13627 Aix En Provence, France. Univ Aix Marseille 3, GREQAM, F-13627 Aix En Provence, France. RP M'Chirgui, Z, Univ Aix Marseille 2, GREQAM, 15-19 Allee Claude Forbin, F-13627 Aix En Provence, France. 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The paper reviews and evaluates the current status of research dealing with entrepreneurship, social capital and trust. The proposed framework rests on the recognition that entrepreneurial activities are results of social interactions and mechanisms. In consequence, entrepreneurship cannot merely be understood in terms of 'personality characteristics' or in sterile economic terms. The paper addresses by concluding implications for practitioners and for research. (c) 2004 Elsevier Ltd. All rights reserved. C1 Aarhus Sch Business, DK-8210 Aarhus, Denmark. RP Ulhoi, JP, Aarhus Sch Business, Haslegaardsvej 10, DK-8210 Aarhus, Denmark. 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In the years of downsizing and refocusing on core competencies, many companies have lost the ability to generate new businesses. This contribution discusses the process of the systematic identification and assessment of diversification opportunities and its organization within a diversified firm. The article takes a corporate strategy perspective and analyses which inputs are required from corporate strategy and what the role of R&D and other groups within the firm should be in this process. Firstly, different diversification strategies are distinguished and related to the business life cycle and corporate strategies. Secondly, the article describes the process of the systematic identification and assessment of diversification opportunities within a diversified firm. It also describes how the diversification opportunities can be gradually filtered out through increasingly detailed assessments. Thirdly, it shows how the process can be focused by identifying adequate search fields. This systematic approach distinguishes between competence- and market-driven search strategies. It shows how these strategies should differ depending on how related the search is to existing markets and competencies. Fourthly, the article discusses the organization of the process. It describes the coordinating role of corporate planning and the particular roles of R&D, venture funds and other contributors in the process. Finally, a conclusion is drawn and directions for future research are given. (c) 2004 Elsevier Ltd. All rights reserved. C1 Robert Bosch GmbH, Corp Planning UPL, D-70049 Stuttgart, Germany. RP Lichtenthaler, E, Robert Bosch GmbH, Corp Planning UPL, Postfach 106050, D-70049 Stuttgart, Germany. 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The research presented in this paper presents the findings of a postal survey of the benefits provided by technology investments to large German manufacturers. It was found that only where middle management generated the idea for the advanced manufacturing technology (AMT) investment was success in that investment significantly more likely. Respondents who established a project team to plan the technology proposal, regardless of the department which generated the ideas for technology investment, were not significantly associated with a greater likelihood for success. The respondents typically took between 3 and 12 months before making the final decision to invest, irrespective of the department generating the idea for the AMT, and a further 6 months to implement the AMT. Respondents who utilised a discounted cashflow analysis took significantly longer to make the final decision to invest. The greatest number of manufacturing outcomes of significantly higher importance was identified for respondents where Engineering, IT or R&D generated the AMT ideas. It was also determined that the respondents most frequently considered AMT investments in computer hardware or software and technical training for process workers to be necessary at the time of considering the investment. Middle management were found to be significantly more concerned than managers on other levels about opposition of workers to the AMT, while the process workers were significantly more concerned about interruptions to the process during installation. (c) 2004 Elsevier Ltd. All rights reserved. C1 Univ Hannover, Fac Econ & Business Adm, D-30167 Hannover, Germany. Deakin Univ, Fac Business & Law, Geelong, Vic 3217, Australia. RP Hofmann, C, Univ Hannover, Fac Econ & Business Adm, Konigsworther Pl 1, D-30167 Hannover, Germany. EM hofmann@controlling.uni-hannover.de scorr@deakin.edu.au CR *AMC, 1990, GLOB CHALL AUSTR MAN *UN EC COMM EUR, 1986, REC TRENDS FLEX MAN *WORD EC FOR, 1994, ANN COMP REP INT I M ABDELKADER MG, 1998, MANAGE ACCOUNTING, V9, P261 BOUCHER TO, 1993, J MANUF SYST, V12, P357 BROWER V, 2001, GENET ENG NEWS, V21, P8 BURCHER P, 1999, INT J OPER PROD MAN, V19, P515 CARTER WK, 1992, J ACCOUNTANCY, V173, P58 DEMEYER A, 1989, STRATEGIC MANAGE J, V10, P135 DUGDALE D, 1994, MANAGE ACCOUNTING, V72, P52 ETTLIE JE, 1996, AUTOMOTIVE PRODUCTIO, V108, P14 GAITHER N, 1992, PRODUCTION OPERATION, V5 GENZBERGER CA, 1994, S KOREA BUSINESS POR HALBERSTAM D, 1986, RECKONING HOFSTEDE G, 1991, CULTURES ORG INTERCU KING P, 1975, J BUSINESS FINANCE A, V2, P39 KUMAR V, 1996, INT J PROD RES, V34, P947 LITCHFIELD R, 1994, SUMS LOVERS S, P6 MILLEN R, 1998, TECHNOVATION, V18, P741 MOHANTY RP, 1998, INT J PROD ECON, V55, P295 MUHKI S, 1988, AUSTR MANAGEMENT NIXON B, 1995, BRIT J MANAGEMENT, V6, P271 OLESEN DE, 1990, J BUS STRAT, V11, P43 ORR S, 1998, TECHNOVATION, V18, P605 ORR SC, 1997, BENCHMARKING QUALITY, V4, P18 ORR SC, 1997, TECHNOVATION, V17, P83 RAAFAT F, 2002, INT J PROD ECON, V79, P197 SCHONBERGER RJ, 1982, JAPANESE MANUFACTURI SCHRODER R, 1999, INT J OPER PROD MAN, V19, P1270 SOHAL A, 1995, P EUR C MAN TECHN BI, P469 SOHAL AS, 1997, INT J COMP INTEG M, V10, P281 SWANN K, 1990, MANAGE DECIS, V28, P20 SWANN K, 1990, MANAGE DECIS, V28, P27 TORKKELI M, 2002, INT J PROD ECON, V77, P271 WALLACE S, 1992, CHANGING RULES, V5, P30 WARDAMBLER R, 1986, AUSTR ACCOUNTANT, V56, P14 WELGE MK, 1997, Z BETRIEBSWIRT, V49, P790 WOMACK JPP, 1990, MACHINE CHANGED WORL NR 38 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2005 VL 25 IS 7 BP 711 EP 724 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 927XH UT ISI:000229233300002 ER PT J AU Lofsten, H Lindelof, P TI Environmental hostility, strategic orientation and the importance of management accounting - an empirical analysis of new technology-based firms SO TECHNOVATION LA English DT Article DE new technology-based firms; management accounting; environmental hostility; strategic orientation ID VENTURE PERFORMANCE; SCIENCE PARKS; INNOVATION; GROWTH AB This paper reports empirical analysis of two research propositions which arise from different variables from the contingency theory of management accounting. The approach uses data from a sample of 183 new technology-based firms (NTBFs) in Sweden. The contingency variables were considered under the headings of environmental hostility, and strategic orientation. While we might have expected to see here some evidence of correlations between variables of environmental hostility-management accounting and between strategic orientation-management accounting, only a few variables are apparent for the sample available. We note that the importance of standard methods in management accounting (general, costing, budgeting, investment calculation) does not seen to be precipitated by the contingencies such as environmental hostility and strategic orientation. Previous research has identified technology as one of the most important contingency factors. However, our technology variables will not seem to have an impact on the importance of management accounting practices in the NTBFs. We also conclude that the correlation analysis indicates that earlier work experience and different types of management problems in small high-tech firms is of importance for development of the cost management approach. (c) 2004 Elsevier Ltd. All rights reserved. C1 Chalmers Univ Technol, Dept Ind Dynam, SE-41296 Gothenburg, Sweden. Univ Gothenburg, Sch Econ, Dept Business Adm, SE-41120 Gothenburg, Sweden. RP Lofsten, H, Chalmers Univ Technol, Dept Ind Dynam, SE-41296 Gothenburg, Sweden. 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Although early theorists proposed a holistic approach to the study of venture creation, much of the literature has been dominated by studies focussed on one or two components in isolation. Much of this historical research has an exclusive focus on the role of the entrepreneur or on knowledge within the firm. Such an exclusive focus can be misleading as it fails to consider the nature and dynamics of the inter-relationships taking place in high-tech firms. This paper seeks to synthesise the available literature into a more complete and integrative model of opportunity recognition in high-tech start-ups. We propose opportunity recognition to be a complex, interactive process involving three main components, the founding entrepreneur, the knowledge and experience of the firm and technology. A case study is used to demonstrate the nature of the component interactions. It is argued that more widespread use of the qualitative research can reveal new insights into the complex and interactive process of opportunity recognition in the high-tech start-up. (c) 2004 Elsevier Ltd. All rights reserved. C1 Robert Gordon Univ, Aberdeen Business Sch, Charles P Skene Ctr Entrepreneurship, Aberdeen AB10 7QE, Scotland. RP Park, JS, Robert Gordon Univ, Aberdeen Business Sch, Charles P Skene Ctr Entrepreneurship, Garthdee Rd, Aberdeen AB10 7QE, Scotland. 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Consequently, their incorporation into the production and management of energy has to be approached as an innovative and sustainable diffusion process of an alternative technology with system-wide consequences for the whole energy system. Here, an alternative approach is proposed, which integrates the supply- and demand-side perspectives, arguing that a successful policy for the speedy deployment of renewables should focus on the systemic innovation processes that characterize the development and sustainable diffusion of renewables. It is suggested that a strategy that focuses on selected niches should aim at the integration of the innovation dimension into a policy for renewables. Such a perspective may contribute to the growth of successful applications as well as to the development of the corresponding industry of equipment production and services, leading to the deployment of a new technological regime. (c) 2004 Elsevier Ltd. All rights reserved. C1 Tech Univ Crete, Dept Environm Engn, Khania, Greece. Univ Thessaly, Dept Mech & Ind Engn, GR-38334 Volos, Greece. RP Tsoutsos, TD, Tech Univ Crete, Dept Environm Engn, Kounoupidiana Campus, Khania, Greece. EM tsoutos@mred.tuc.gr ystambou@mred.uth.gr CR *EUR COMM, 1997, EN FUT RES WHIT PAP, P49 *EWEA, 1991, TIM ACT WIND EN EUR AWERBUCH S, 1990, GOVT TECHNOLOGICAL I AWERBUCH S, 1990, INNOVATION EC DEV CA BERKHOUT F, 2001, GLOBAL ENVIRON CHANG, P1 CHAPMAN J, 1998, 6 REN EN POL PROJ MI DOSI G, 1982, RES POLICY, V11, P147 HOBDAY M, 1991, WORLD DEV, V19, P375 HUGHES TP, 1987, SOCIAL CONSTRUCTION, P51 HUGHES TP, 1992, TECHNOLOGY ENTERPRIS, P97 KAUTZ K, 2000, INFORMATION TECHNOLO, V13, P11 KEMP R, 1998, TECHNOL ANAL STRATEG, V10, P175 LANGLOIS RN, 1992, IND CORP CHANGE, V1, P99 NELSON RR, 1977, RES POLICY, V6, P36 PISCITELLO ES, 1997, P INT WORKSH AMST NE, P17 ROGERS E, 1995, DIFFUSION INNOVATION ROSENBERG N, 1976, PERSPECTIVES TECHNOL, P125 SERCHUK A, 1998, EXPANDING MARKETS PH STAMBOULIS Y, 2000, P 6 NAT C SOL TECHN STAMBOULIS Y, 2002, 65 IPTS, P34 STARRS TJ, 1992, NET METERING NEW OPP STREET P, 1996, ENERG POLICY, V24, P413 TEECE DJ, 1987, COMPETITIVE CHALLENG, P185 TENNIS M, 1998, 3 REN EN POL PROJ MI TSOUTSOS T, 2001, RENEW ENERG, V26, P33 TSOUTSOS T, 2003, APPL THERM ENG, V23, P1427 VANDENBELT H, 1987, SOCIAL CONSTRUCTION, P135 VENETSANOS K, 2002, ENERG POLICY, V30, P293 WEBER M, 1998, STRATEGIC NICHE MANA, P31 WEBER M, 1998, TECHNOL ANAL STRATEG, V10, P545 NR 30 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2005 VL 25 IS 7 BP 753 EP 761 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 927XH UT ISI:000229233300005 ER PT J AU Yasuda, H TI Formation of strategic alliances in high-technology industries: comparative study of the resource-based theory and the transaction-cost theory SO TECHNOVATION LA English DT Article DE strategic alliances; resource-based theory; transaction-cost theory ID JOINT VENTURES; BEHAVIOR; SUCCESS AB In this paper, the resource-based theory and the transaction-cost theory are compared in their suitability to explain firms' formation of strategic alliances under high-technology business environments. Four forms of technology-driven strategic alliances, such as (a) technology license (b) joint R&D (c) sourcing agreement and (d) joint venture, are explained based on the above two theories. Empirical analysis is performed with cases from the semiconductor industry by evaluating the feasibility to use either the resource-based theory or the transaction-cost theory for the explanation of alliance formation. It is recognized that primary motivation of strategic alliances is the access to resources, followed by the shortening of time required for development or marketing. Because the issue of time is rephrased by the issue of resources, it is concluded that the resource-based theory prevails over the transaction-cost theory to explain alliance activities in high-technology industries. (c) 2004 Elsevier Ltd. All rights reserved. C1 Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, Tokyo 1528552, Japan. RP Yasuda, H, Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, 2-12-1 Ookayama, Tokyo 1528552, Japan. EM h-yasuda@p0l.itscom.net CR 2001, ELECT TIMES *IC INS, 2001, ARM TEX INSTR ANN LI *IC INS, 2002, 1 HALF 2002 TOP 10 S *IC INS, 2003, UMCI ANN EQ MOV 300 ANAND BN, 2000, STRATEGIC MANAGE J, V21, P295 ANDERSEN O, 1998, INT BUSINESS REV, V7, P163 AUBERT BA, 1996, INFORM MANAGE, V30, P51 BULTER R, 1995, SCANDINAVIAN J MANAG, V11, P159 CHEN CF, 1996, RES POLICY, V25, P759 CHEN H, 2002, J WORLDWIDE BUSINESS, V129, P1 DAS TK, 1998, J MANAGE, V24, P21 DAS TK, 2000, J MANAGE, V26, P31 DAS TK, 2003, SCANDINAVIAN J MANAG, V19, P279 DOZ YL, 1998, ALLIANCE ADVANTAGE GRANT RM, 1991, CALIF MANAGE REV, V33, P114 GULATI R, 1998, STRATEGIC MANAGE J, V19, P293 HARA Y, 2002, ELECT ENG TIMES, V4, P6 HAROLD Z, 2002, IND MARKET MANAG, V31, P653 HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361 HOFFMANN WH, 2001, LONG RANGE PLANN, V34, P357 KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319 MAHONEY JT, 2001, J MANAGE, V27, P651 MIOTTI L, 2003, RES POLICY, V1607, P1 MOHR J, 1994, STRATEGIC MANAGE J, V15, P135 MOTHE C, 2001, J HIGH TECHNOLOGY MA, V12, P113 PENG MW, 2001, J MANAGE, V27, P803 SORENSEN HB, 1998, SCANDINAVIAN J MANAG, V14, P151 TSANG EWK, 1998, SCANDINAVIAN J MANAG, V14, P207 VILKAMO T, 2003, TECHNOVATION, V23, P193 WEST J, 2002, RES POLICY, V32, P809 YASUDA H, 2003, IN PRESS LINKAGE STR YASUDA H, 2004, INT J BUSINESS PERFO, V6, P88 YOSHIDA J, 2002, ELECT ENG TIMES, V4, P8 YOSHINO MY, 1995, STRATEGIC ALLIANCES NR 34 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2005 VL 25 IS 7 BP 763 EP 770 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 927XH UT ISI:000229233300006 ER PT J AU Chen, KM Liu, RJ TI Interface strategies in modular product innovation SO TECHNOVATION LA English DT Article DE modular product; product innovation; interface strategy; product architecture; machine tool industry ID TECHNOLOGICAL DISCONTINUITIES; COMPATIBILITY; STANDARDIZATION; MANAGEMENT; DIFFUSION; DESIGNS AB Modular architectural approach has been an important perspective in product innovation research. In this study, we have tried to build a basic theory for understanding interface strategies in modular product innovation through a literature review that covers a number of concepts including product architecture, functional modules, internal and external interfaces, product platforms and families. Based on a product's internal and external dimensions and openness of interface, we construct a strategic matrix of interface possibilities in modular product innovation. We also discuss the technological and organizational requirements for each strategy. Based on case studies of Taiwan's machine tool industry, we examine the practical application of interface strategies. This study finds that existing external interface standards impose limits on product innovation and the innovative efforts tend to focus on internal interfaces and modules, while an open supply network contributes to the high openness between different products in Taiwan's machine tool industry. In addition, we also discuss the architectural essence of Taiwan's machine tool industry, with an expectation that such a discussion may provide the impetus for structural changes in product innovation and supplier networks in the industry. (c) 2004 Elsevier Ltd. All rights reserved. C1 Tunghai Univ, Inst Ind Engn & Enterprise Informat, Taichung 40704, Taiwan. RP Liu, RJ, Tunghai Univ, Inst Ind Engn & Enterprise Informat, Box 985, Taichung 40704, Taiwan. EM dennis@mail.thu.edu.tw liurj@ie.thu.edu.tw CR ABERNATHY WJ, 1978, PATTERNS IND INN JUN, P39 ANDERSON P, 1990, ADMIN SCI QUART, V35, P604 ARAUJO L, 1999, IND MARKET MANAG, V28, P497 BALDWIN CY, 1997, HARVARD BUS REV, V75, P84 BUCKLIN LP, 1993, J PROD INNOVAT MANAG, V10, P148 CHEN KM, 2002, IND MANAGEMENT REV, V16, P47 CLARK KB, 1985, RES POLICY, V14, P235 CLARK KB, 1989, MANAGE SCI, V35, P1247 DAHMUS JB, 2001, DESIGN STUDIES, V22, P409 DHEBAR A, 1995, J PROD INNOVAT MANAG, V12, P136 ETTLIE JE, 1984, MANAGE SCI, V30, P682 FARRELL J, 1992, J IND ECON, V40, P9 FOMBRUN C, 1982, J COMMUN, V32, P56 FUJIMOTO T, 1998, READINGS SUPPLIERS S FUJIMOTO T, 2001, BUSINESS ARCHITECTUR GABEL HL, 1987, COMPETITIVE STRATEGY, P91 GARCIA R, 2002, J PROD INNOVAT MANAG, V19, P110 GARUD R, 1995, STRATEGIC MANAGE J, V16, P93 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HSUAN J, 1999, EUROPEAN J PURCHASIN, V5, P197 KANO S, 2000, TELECOMMUN POLICY, V24, P305 KATZ ML, 1985, AM ECON REV, V75, P425 LANGLOIS RN, 1992, RES POLICY, V21, P297 MAHAJAN V, 1991, TECHNOL FORECAST SOC, V39, P291 MATUTES C, 1992, J IND ECON, V40, P37 MEYER MH, 1993, SLOAN MANAGE REV, V25, P29 MEYER MH, 1995, J PROD INNOVAT MANAG, V12, P294 MEYER MH, 1997, POWER PRODUCT PLATFO MUFFATTO M, 1999, INT J PROD ECON, V60, P145 NELSON R, 1982, EVOLUTIONARY THEORY OGRADY P, 1999, AGE MODULARITY USING PANGALOS GJ, 1999, COMP STAND INTER, V20, P299 PINE JB, 1993, MASS CUSTOMIZATION N SANCHEZ R, 1996, EUROPEAN MANAGEMENT, V14, P121 SANCHEZ R, 1996, STRATEGIC MANAGE J, V17, P63 SANCHEZ R, 1999, J MARKETING, V63, P92 SANDERSON S, 1995, RES POLICY, V24, P761 SENGUPTA S, 1998, J PROD INNOVAT MANAG, V15, P352 SHOCK RC, 1998, J SYST SOFTWARE, V42, P29 STONE R, 2000, DESIGN STUDIES, V21, P239 SUNDGREN N, 1999, J PROD INNOVAT MANAG, V16, P40 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 ULRICH K, 1995, RES POLICY, V24, P419 UTTREBACK J, 1994, MASTERING DYNAMICS I VERYZER RW, 1998, J PROD INNOVAT MANAG, V15, P304 ZIAMOU P, 2002, J PROD INNOVAT MANAG, V19, P365 NR 46 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2005 VL 25 IS 7 BP 771 EP 782 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 927XH UT ISI:000229233300007 ER PT J AU Tien, SW Chung, YC Tsai, CH TI An empirical study on the correlation between environmental design implementation and business competitive advantages in Taiwan's industries SO TECHNOVATION LA English DT Article DE environmental design; environmental strategy; business competitive advantages ID STRATEGY AB Environmental protection is an important topic in the 21st century. Environmental design has become an integral part of corporate perpetual growth. In pursuit of economic development and environmental protection, enterprises should focus more on effective environmental design activities, and thus achieve the goal of perpetual growth. This research attempts to study the impact of environmental strategies and environmental design activities on environmental design implementation and in turn the impact of environmental design implementation on business Competitive advantages. In this research, the intermediate variable, 'industry group and enterprise scale', is considered. A theoretical correlation model is developed based on various discussions on relevant theories and literature. The empirical analysis results on ISO 14001 certified enterprises and firms qualified for environmental protection standards in Taiwan show that the internal motivation for environmental design has a significant effect on environmental design implementation. Communication with related interest groups, continuous education and persistent innovation could all substantially impact environmental design implementation. The better the communication with related interest groups, or the higher the education with environment-related knowledge, the more successful the environmental design implementation. Furthermore, environmental design implementation has a fundamentally significant effect on business competitive advantages. The 'more successful environmental design implementation results in greater competitive advantages' hypothesis is statistically tested and proven in this research. The two intermediate variables, industry group and enterprise scale do not show noticeable impacts on environmental design and business competitive advantages. (c) 2004 Elsevier Ltd. All rights reserved. C1 Ta Hwa Inst Technol, Dept Ind Engn & Management, Hsinchu 30050, Taiwan. Chung Hua Univ, Grad Inst Management Technol, Hsinchu, Taiwan. RP Tsai, CH, Ta Hwa Inst Technol, Dept Ind Engn & Management, 1 Ta Hwa Rd, Hsinchu 30050, Taiwan. EM ietch@thit.edu.tw CR *BUR ENV PROT MIN, 1992, REC WINN 1 7 TAIW EN *SETAC, 1991, TECHN FRAM LIF CYCL *SETAC, 1999, GUID LIF CYCL ASS CO *UNEP, 1997, EC EDES PROM APPR SU BAILEY PE, 1990, POLLUTION PREVENTION, V1, P27 BINSHAN L, 2001, IND MANAGEMENT DATA, V101, P71 CARTER CR, 2000, TRANSPORT RES E-LOG, V36, P219 CHARTER M, 1997, J SUSTAINABLE PRODUC, P48 FIKSEL J, 2001, DESIGN ENV CREATING GIFFORD D, 1997, HARVARD BUS REV, V75, P11 GIRARD G, 1994, NAT M ORSA TIMS BOST GU X, 1996, INDUSTRY POLLUTION P, V15, P96 HEMEL CG, 1997, J SUSTAINABLE P 0707 HILL CW, 1996, STRATEGIC MANAGEMENT JOHN E, 1997, J SUSTAINABLE PRODUC, P17 KLASSEN RD, 1993, IND MANAGEMENT DATA, V93, P14 KLASSEN RD, 1996, MGMT SCI AUG, P1199 LEFEBVRE LA, 2000, P IEEE EMS INT ENG M, P674 LU WX, 1997, ENV ENG ASS J TAIWAN, V8, P42 LUND R, 1993, AM EDGE LEVERAGING M, P225 MAXWELL J, 1997, GREEN SCHEMES CORPOR MORRS EHM, 1995, 4 INT C GREEN IND NE NUNNALLY JC, 1978, PSYCHOMETRIC THEORY OVERBY C, 1990, P INT C POLL PREV EP PIASECKI BW, 1995, CORPORATE STRATEGY PORTER ME, 1990, COMPETITIVE ADVANTAG, P57 REINHARDT FL, 1998, CALIF MANAGE REV, V40, P43 SHARMA S, 1998, STRATEGIC MANAGE J, V19, P729 SLATER J, 2000, J BUS RES, V47, P75 SONG WH, 1995, GREEN MANAGEMENT MAN STARIK M, 1995, RES CORPORATE SOCIAL, V1, P1 STEAD JG, 1994, ANN M INT ASS BUS SO TIEN SW, 2002, ENVIRON IMPACT ASSES, V22, P685 WELFORD R, 1998, CORPORATE ENV MANAGE WINN SF, 1993, R&D MANAGE, V23, P147 WINSEMIUS P, 1992, BUS HORIZONS, V35, P12 YARWOOD J, 1998, DESIGN ENV TOOLKIT M NR 37 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2005 VL 25 IS 7 BP 783 EP 794 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 927XH UT ISI:000229233300008 ER PT J AU Tsai, KH TI R&D productivity and firm size: a nonlinear examination SO TECHNOVATION LA English DT Article DE R&D; R&D productivity; firm size ID SCHUMPETERIAN HYPOTHESIS; COMPETITIVE ADVANTAGE; HIGH-TECHNOLOGY; BASIC RESEARCH; D INVESTMENT; INDUSTRY; IMPACT; SCALE; TIME; PERFORMANCE AB Controversial arguments abound in the previous research on the relationship between R&D output and firm size, with these arguments implying the existence of a nonlinear relationship between the two. However, such a relationship has never been seriously examined. This study therefore aims to examine the nonlinear relationship between R&D productivity and firm size using a longitudinal dataset. In this article, the Taiwanese electronics industry is taken as the analytical sample since this industry has been viewed as the most R&D-intensive and prominent 'high-tech sector'. Another, more practical consideration for choosing this sector is the relative abundance of data available for variables for a longitudinal investigation. In contrast to the prior research, this study measures R&D productivity as R&D output elasticity, rather than patent counts or the ratio of patents to R&D expenditure, and treats firm size as a moderator rather than an independent variable. In addition, in estimating R&D output elasticity, the rate of obsolescence of R&D is also considered in this study. The empirical results show that there is an approximating 'U-type' relationship between R&D productivity and firm size, a finding which implies that both large and small firms ha,,e higher competitive advantage, in terms of R&D productivity, than moderate sized firms. The findings neither support that greater size offers no advantage in terms of R&D output nor completely confirm the Schumpeterian hypothesis. This study also presents evidence on the importance of R&D as a determinant of the growth of firm total factor productivity. Obviously, this article contributes a starting point in examining a nonlinear relationship between innovative output and firm size. (c) 2004 Published by Elsevier Ltd. C1 Natl Taiwan Ocean Univ, Dept Shipping & Transportat Management, Chilung 202, Taiwan. RP Tsai, KH, Natl Taiwan Ocean Univ, Dept Shipping & Transportat Management, 2 Pei Ning Rd, Chilung 202, Taiwan. EM atmas@mail.ntot..edu.tw CR *SMEA, 2002, WHIT PAP SMALL MED E ACS ZJ, 1990, INNOVATION SMALL FIR ACS ZJ, 1991, INNOVATION TECHNOLOG ANCONA DG, 1992, ORGAN SCI, V3, P321 BARNEY J, 1991, J MANAGE, V17, P99 BARUCH Y, 1997, INT J TECHNOL MANAGE, V13, P179 COHEN WM, 1987, J IND ECON, V35, P543 COHEN WM, 1995, HDB EC INNOVATION TE COHEN WM, 1996, ECON J, V106, P925 COHEN WM, 1996, REV ECON STAT, V78, P232 DATAR S, 1997, J MARKETING RES, V34, P36 DOUGHERTY D, 1992, ORGAN SCI, V3, P179 FISHER FM, 1973, J POLITICAL EC, V81, P56 GOTO A, 1989, REV ECON STAT, V71, P555 GRAVES SB, 1993, STRATEGIC MANAGE J, V14, P593 GREEENE W, 1993, ECONOMETRIC ANAL GRIFFIN A, 1996, J PROD INNOVAT MANAG, V13, P191 GRILICHES Z, 1979, BELL J ECON, V10, P92 GRILICHES Z, 1980, NEW DEV PRODUCTIVITY GRILICHES Z, 1984, PATENTS PRODUCTIVITY GRILICHES Z, 1986, AM ECON REV, V76, P141 GRILICHES Z, 1995, J ECONOMETRICS, V65, P175 HANEL P, 2000, EC SYSTEMS RES, V12, P345 HAUSMAN JA, 1978, ECONOMETRICA, V46, P1251 HAUSMAN JA, 1981, ECONOMETRICA, V49, P1377 HENDERSON R, 1997, SANTE TRAJECTOIRES D HSIEH MH, 2003, THESIS NATL TAIPEI U JASSAWALLA AR, 1998, J PROD INNOVAT MANAG, V15, P237 JESEN EJ, 1998, J IND ECON, V36, P83 KALYANARAM G, 1995, MARK SCI, V14, P212 KELLER RT, 1986, ACAD MANAGE J, V29, P715 KESSLER EH, 1999, J PROD INNOVAT MANAG, V16, P231 KESSLER EH, 2000, R&D MANAGE, V30, P213 KOHN M, 1982, J IND ECON, V30, P239 LEGGE JM, 2000, REV POLITICAL EC, V12, P249 LICHTENBERG FR, 1991, ECON INQ, V29, P203 LINK AN, 1981, RES DEV ACTIVITY US LIU DN, 2003, CASE STUDY SUCCESS F MANSFIELD E, 1980, AM ECON REV, V70, P863 MINTZBERG H, 1993, STRUCTURE 5 DESIGNIN MUNDLAK Y, 1978, ECONOMETRICA, V46, P69 ODAGIRI H, 1997, EC SYSTEMS RES, V9, P127 PAVITT K, 1987, J IND ECON, V35, P297 PORTER ME, 1985, COMPETITIVE ADVANTAG REAGANS R, 2001, ORGAN SCI, V12, P502 SANCHEZ R, 1995, STRATEGIC MANAGE J, V16, P135 SCHERER FM, 1965, AM ECON REV, V55, P1097 SCHERER FM, 1990, IND MARKET STRUCTURE SCHERER FM, 1993, EMPIRICA, V20, P5 SCHILLING MA, 1998, ACAD MANAGEMENT EXEC, V12, P67 SCHUMPETER JA, 1950, CAPITALISM SOCIALISM SONG XM, 1998, J PROD INNOVAT MANAG, V15, P289 STALK G, 1990, RES TECHNOL MANAGE, V33, P19 TSAI KH, 2001, FACT SPEED PAC NEW P TSAI KH, 2003, R D PROD SPILL EFF H WAKELIN K, 2001, RES POLICY, V30, P1079 WANG JC, 1998, R&D MANAGE, V28, P119 WANG JC, 2000, STUDY IMPACT HIGH TE WEMERFELT B, 1984, STRATEGIC MANAGEMENT, V5, P171 WHITTINGTON R, 1999, ORGAN SCI, V10, P583 YU L, 2002, SLOAN MANAGE REV, V43, P1 NR 61 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2005 VL 25 IS 7 BP 795 EP 803 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 927XH UT ISI:000229233300009 ER PT J AU Lai, HC Shyu, JZ TI A comparisson of innovation capacity at science parks across the Taiwan strait: the case of Zhangjiang High-Tech Park and Hsinchu Science-based Industrial Park SO TECHNOVATION LA English DT Article DE science park; innovation capacity; industry migration; clustering ID FIRMS; CLUSTERS; LINKS AB This paper aims to explore the innovation capacity in two different science parks across the Taiwan Strait. In both Taiwan and China considerable resources are being devoted to science parks as policy instruments aimed at promoting R&D-based as well as innovation activities. For this study, we chose the Zhangjiang High-Tech Park (ZJHP) of China and the Hsinchu Science-based Industrial Park (HSIP) of Taiwan to compare innovation capacity. Based on Porter's (The Competitive Advantage of Nations, Free Press, New York, 1990; Cluster and Competition: New Agendas for Companies, Governments, and Institutions, on Competition, Harvard Business School Press, Boston, MA, 1998; Econ. Develop. Quart. 14 (1990, 1998, 2000) 15) model for the innovation orientation of national industrial cluster, this paper proposes a model to analyze the science parks in innovation capacity across the Taiwan Strait. We found differences in determinants for innovation capacity between the ZJHP and HISP, such as the "basic research infrastructure", "sophisticated and demanding local customer base", and "the presence of clusters instead of isolated industries". (c) 2004 Elsevier Ltd. All rights reserved. C1 Natl Chiao Tung Univ, Inst Management Technol, Hsinchu, Taiwan. RP Lai, HC, Natl Chiao Tung Univ, Inst Management Technol, 1001 Ta Hsueh Rd, Hsinchu, Taiwan. EM fienneslai.mt89g@nctu.edu.tw CR ARITA T, 2002, J INT MANAGEMENT, V8, P121 AUDRETSCH DB, 1996, AM ECON REV, V86, P641 BAPTISTA R, 1998, RES POLICY, V27, P525 CARLSSON B, 1991, J EVOLUTIONARY EC, V1, P93 CASTELLS P, 1994, TECHNOPOLES WORLD MA CLEMENT NC, 1999, N AM EC INTEGRATION FELSENSTEIN D, 1994, TECHNOVATION, V14, P93 FURMAN JL, 2002, RES POLICY, V31, P899 GUY I, 1996, TECHNOVATION, V16, P217 HOPE J, 1997, COMPETING 3 WAVE 10 HSU PH, 2003, R&D MANAGE, V33, P79 HUNG JC, 1998, CULTIVATE HUMAN RESO LOFSTEN H, 2002, RES POLICY, V31, P359 LORENZONI G, 1988, J BUSINESS VENTURING, V3, P41 MASSEY D, 1992, HIGH TECH FANTASIES MONCK CSP, 1988, SCI PARKS GROWTH HIG MOWERY D, 1999, SOURCE IND LEADERSHI NIOSI J, 1991, TECHNOLOGY NATL COMP PHILLIMORE J, 1999, TECHNOVATION, V19, P673 PORTER ME, 1990, COMPETITIVE ADVANTAG PORTER ME, 1998, CLUSTER COMPETITION PORTER ME, 2000, ECON DEV Q, V14, P15 SAKAKIBARA M, 2000, REV ECON STAT, V53, P310 STOREY DJ, 1998, RES POLICY, V26, P1037 VEDOVELLO C, 1997, TECHNOVATION, V17, P491 WESTHEAD P, 1995, OMEGA-INT J MANAGE S, V23, P345 YEUNG MT, 1999, REGIONAL TRADING BLO NR 27 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2005 VL 25 IS 7 BP 805 EP 813 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 927XH UT ISI:000229233300010 ER PT J AU Johnston, B Mayo, MC Khare, A TI Hydrogen: the energy source for the 21st century SO TECHNOVATION LA English DT Article DE alternative energy source; hydrogen economy; hydrogen fuel; fuel cells; automobile AB In a quest to improve air quality, many experts are supportive of using hydrogen as the fuel of the future. More recently, two other key objectives of several nations have been instrumental in accelerating development for an alternative fuel, independence from foreign oil and securing renewable, affordable energy sources. Most experts suggest that hydrogen as an alternative fuel has the elements to address all three of these concerns. In its purest form there are zero emissions, the supply is endless and production may use a variety of energy sources, including renewable. The purpose of this paper is to explore and understand the challenges related to moving to a hydrogen-fueled economy. The efforts of some countries and leaders in the automotive sector are reviewed as they strive to develop the technology and find possible answers to production, storage and distribution challenges. There are many opinions on how best to proceed. Some favor moving directly to a hydrogen infrastructure, while others advocate transitioning by using hydrogen fuel cell technology. While the problems of migrating to hydrogen are complex, there is no doubt that hydrogen is the energy source for the 21st century. (c) 2004 Elsevier Ltd. All rights reserved. C1 Athabasca Univ, St Albert, AB T8N 1B4, Canada. RP Khare, A, Athabasca Univ, 301-22 Sir Winston Churchill Ave, St Albert, AB T8N 1B4, Canada. EM anshuman@athabascau.ca CR 2002, BUSINESS WEEK DEC 2002, DAIMLER CHRYSLER PRO 2003, DAIMLER CHRYSLER DEL 2003, DAIMLER CHRYSLER INI 2003, DAIMLER CHRYSLER PUT 2003, JAPAN EUROPE AGREE F *ALT FUELS DAT CTR, 2003, ALT FUELS INF COMP *BALL POW SYST INC, 2003, COMP INF *BREAKTHR TECHN I, 2000, WHAT IS FUEL CELL *CAL FUEL CELL PAR, 2002, NEW REL CAL FUEL CEL *FUEL CELLS CAN, 1999, FUEL CELLS TECHN *FUEL CELLS CAN, 2003, CAN REL FUEL CELL CO *GM AB, 2003, GEN MOT ADV TECHN GA *GM AB, 2003, GEN MOT PUBL POL ISS *GM, 2003, GM 1 AUT APPR DRIV L *GM, 2003, GM HYDR STOR BREAKTH *GM, 2003, GM LAUNCH WASH FUEL *HONDA, 2002, CIT LA TAK DEL 1 FUE *HONDA, 2002, HOND FUEL CELL VEH 1 *HONDA, 2003, ENV TECHN ALT FUEL V *HONDA, 2003, HOND FCX HYDR FUEL C *INT PAN CLIM CHAN, 2001, CLIM CHANG 2001 SCI *TOYOTA, 2002, TECHN TOY DEL 1 2 MA *TOYOTA, 2003, TECHN TOY HYBR VEH *TOYOTA, 2003, TECHN TOY INTR 1 FUE *US DEP EN, 2003, FREE CAR FUEL IN *US OFF TRANSP TEC, 2002, FREED CAR PARTN DEV AIZCORBE A, 1997, MONTHLY LABOR REV ON, V20 BAK PE, 2003, G 8 LEADERS PLEDGE D BAK PE, 2003, HYDROGEN TRAFFIC ICE BILLINGS R, 2001, 89001 INT AC SCI CRANE D, 2001, TORONTO STAR 0418 DUNN S, 2001, 157 WORLD WATCH I FAIZ A, 1993, TRANSPORTATION RES, V27 GEIGER S, 2003, FUEL CELL TODAY HOFFMANN P, 2002, TOMORROWS ENERGY HYD MCKINSEY, 2002, TOMORROWS CARS TODAY OKANO K, 2003, HYDROGEN FUEL CELL A RIFKIN J, 2002, HYDROGEN EC NR 39 TC 8 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUN PY 2005 VL 25 IS 6 BP 569 EP 585 PG 17 SC Engineering, Industrial; Operations Research & Management Science GA 915YM UT ISI:000228347600001 ER PT J AU Jones, O TI Managing public-private partnerships: the enactment of a new business venture SO TECHNOVATION LA English DT Article DE enactment; ethnography; micropolitics; public-private; senseinaking; start-up ID CREATION AB Phoenix was established to encourage nascent entrepreneurs to set-up technology-based companies. The project developed as an informal partnership between a small number of staff from X Business School and the business contacts of a retired entrepreneur. Data are drawn from participant-observation and interviews with all main actors to illustrate the process of enactment over an 18-month period. It is concluded that the failure of Phoenix was due to difficulties in reconciling substantially different objectives between public and private sector participants. In addition, the micropolitical activities of key actors associated with the new organization contributed to the lack of trust between the two groups. (c) 2004 Published by Elsevier Ltd. C1 Manchester Metropolitan Univ, Sch Business, Manchester M1 3GH, Lancs, England. RP Jones, O, Manchester Metropolitan Univ, Sch Business, Aytoun St, Manchester M1 3GH, Lancs, England. EM ossie.jones@mmu.ac.uk CR *HEFCE HIGH ED FUN, 1998, 9870 HEFCE ACKROYD S, 1999, ORG MISBEHAVIOUR ALDRICH H, 1990, ENTREP THEORY PRACT, V14, P7 ALDRICH H, 2000, BLACKWELL HDB ENTREP ARMSTRONG P, 2001, ECON SOC, V30, P524 BEAVER G, 2002, SMALL BUSINESS ENTRE BERGER PL, 1967, SOCIAL CONSTRUCTION BIRD B, 1988, ACAD MANAGE REV, V13, P442 BIRELY S, 1994, J BUSINESS VENTURING, V9, P7 BRAZEAL DV, 1999, ENTREP THEORY PRACT, V23, P29 BURNS T, 1961, ADM SCI Q, V6, P257 BURNS T, 1994, MANAGEMENT INNOVATIO CARTER NM, 1996, J BUS VENTURING, V11, P151 CHURCHILL N, 1983, HARVARD BUS REV, V83, P3 CURTIN RT, 1982, PUBLIC OPIN QUART, V46, P340 DAFT R, 2001, ESSENTIALS ORG THEOR DALTON M, 1959, MEN WHO MANAGE DANDRIDGE TC, 1979, J SMALL BUS MANAGE, V17, P53 DEAKINS D, 2000, ENTERPRISE SMALL BUS GARTNER WB, 1985, ACAD MANAGE REV, V10, P696 GARTNER WB, 1992, ENTREP THEORY PRACT, V16, P13 GIBBONS M, 1994, NEW PRODUCTION KNOWL GREENBERGER DB, 1988, J SMALL BUSINESS MAN, V26, P107 GREINER LE, 1972, HARVARD BUS REV, P55 GUMMERSON E, 2000, QUALITATIVE METHODS JHA A, 2003, GUARDIAN 0107 KATZ J, 1988, ACAD MANAGE REV, V13, P429 KNIGHTS D, 1994, MANAGERS DIVIDED ORG LARSON A, 1993, ENTREP THEORY PRACT, V17, P5 MAZZAROL T, 1999, INT J ENTREPRENEURIA, V5, P48 MCKELVEY B, 1980, ORG SYSTEMATICS MCMULLAN W, 2000, INT J ENTREPRENEURSH, V1, P33 MILLS CW, 1956, WHITE COLLAR WORK MONGE PR, 1995, LONGITUDINAL FIELD R, P267 NARAYANAN VK, 1982, ACAD MANAGE REV, V7, P25 NDONZUAU FN, 2002, TECHNOVATION, V22, P281 NOBLE DF, 1977, AM DESIGN SCI TECHN OGBOR JO, 2000, J MANAGE STUD, V37, P606 PEREZ MP, 2003, TECHNOVATION, V23, P823 PETTIGREW A, 1973, POLITICS ORG DECISIO REYNOLDS P, 1992, J BUS VENTURING, V7, P405 SCARBROUGH H, 1992, TECHNOLOGY ORG POWER SCHOONHOVEN CB, 2001, ENTREPRENEURIAL DYNA STARKEY K, 2001, BRIT J MANAGE, V12, P1 STARR JE, 1992, ENTREP THEORY PRACT, V17, P67 STEVENSON H, 1989, SMALL BUSINESS ENTRE, P99 THOMAS RJ, 1994, WHAT MACHINES CANT D TRANFIELD D, 1998, BRIT J MANAGE, V9, P4 UCBASARAN D, 2001, ENTREP THEORY PRACT, V25, P57 VANDEVEN A, 1989, RES MANAGEMENT INNOV VANDEVEN A, 1995, LONGITUDINAL FIELD R, R7 VESPER K, 1990, NEW VENTURE STRATEGI WEBER M, 1947, THEORY SOCIAL EC ORG WEICK K, 1979, SOCIAL PSYCHOL ORG WEICK K, 1995, SENSEMAKING ORG WELSH JA, 1981, HARVARD BUS REV, V59, P18 WILKINSON B, 1983, SHOPFLOOR POLITICS N NR 57 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUN PY 2005 VL 25 IS 6 BP 587 EP 597 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 915YM UT ISI:000228347600002 ER PT J AU Cornelius, B TI The institutionalisation of venture capital SO TECHNOVATION LA English DT Article DE venture capital; institutional theory; private equity ID MARKET AB Venture capital has changed under the influence of a new generation of industry participants. Competition for ever increasing pools of capital, combined with an increasingly homogenized experiential background for venture capitalists world-wide, has resulted in increased risk aversion and a preference for later stage investments than were the standard when the industry first achieved prominence. Thus, government efforts to encourage economic growth through venture capital initiatives will fail unless these programs are carefully targeted toward those able to actively support portfolio companies through skills honed in the workplace. (c) 2004 Elsevier Ltd. All rights reserved. C1 Univ Wollongong, Sch Accounting & Finance, Fac Commerce, Wollongong, NSW 2500, Australia. RP Cornelius, B, Univ Wollongong, Sch Accounting & Finance, Fac Commerce, 2522 Northfields Ave, Wollongong, NSW 2500, Australia. EM barbara_cornelius@uow.edu.au CR 1993, EIB BECOMING INSTRUM 1999, ASIAN VENTURE CAPITA 2001, ASIAN BUSINESS, V37, P4 2001, AUSTR VENTURE CAPITA, V10, P8 *BUR IND EC, 1987, REV VENT CAP AUSTR M *DEP IND TECHN COM, 1988, AUSTR VENT CAP DIR *EVCA, 2002, EUR PRIV EQ HIGHL *NUTEK, 1994, SMALL BUS SWED, P7 *OECD, 1985, VENT CAP INF TECHN *OECD, 1986, VENT CAP CONT DEV PO *OECD, 1996, VENT CAP INN *PDF REG BOARD, 1997, POOL DEV FUNDS PROGR ANTHES WL, 2001, J FINANCIAL PLANNING, V14, P90 BOTTAZZI L, 2002, ECON POLICY APR, P229 BROPHY DJ, 1981, FRONTIERS ENTREPRENE, P246 BYGRAVE WD, 1992, VENTURE CAPITAL CROS CHAN YS, 1983, J FINANC, V38, P1543 CORNELIUS B, 1994, RISK NEGOTIATIONS VE, P42 CORNELIUS BH, 2002, VENTURE CAPITAL, V4, P253 COUTARELLI SA, 1977, VENTURE CAPITAL EURO DAUTEN CA, 1951, J FINANC, V6, P276 DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147 DIZZARD JW, 1982, FORTUNE 1004, P106 GALLESE LR, 1990, NY TIMES MAGAZI 0401, P24 GOMPERS PA, 1998, J BANK FINANC, V22, P1089 HAM P, 1984, RYDGES 0522 ISAKSSON A, 1999, RENT 13 13 WORKSH LO KOTKIN J, 1984, INC AUG, P65 LAU D, 1909, VENTURE CAPITAL JUL, P48 LERNER J, 1998, GOVT VENTURE CAPITAL MANIGART S, 2002, J BUS VENTURING, V17, P291 MCKEON R, 1989, RES POLICY, V18, P379 NAQI SA, 2002, THESIS U WOLLONGONG RAUSCH LM, 1999, 99303 NSF SEXTON DL, 1992, STATE ART ENTREPRENE SILVER AD, 1987, WHOS WHO VENTURE CAP SLATER J, 1998, FAR E EC REV 0415, V161, P48 SWEETING R, 1991, BRIT ACCOUNTING REV, V23, P3 WELLS R, 2001, HEALTH CARE MANAGE R, V26, P80 WELLS WA, 1974, THESIS CARNEGIE MELL NR 40 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUN PY 2005 VL 25 IS 6 BP 599 EP 608 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 915YM UT ISI:000228347600003 ER PT J AU Woolthuis, RK Lankhuizen, M Gilsing, V TI A system failure framework for innovation policy design SO TECHNOVATION LA English DT Article DE innovation systems; innovation; clusters; policy; institutions AB This article sets out a policy framework for implementing 'system of innovation' (SI)-based strategies. On the basis of a literature review on system failures, the study designs an SI-policy framework that can provide policy makers with practical leads how to design, analyse and evaluate policy measures in the field of innovation. The functioning of the framework is illustrated on the basis of an evaluation of Dutch cluster policy. From this illustration, it can be concluded that the SI-framework provides helpful leads for policy design and evaluation and renders more specific policy recommendations than the generally used market failure approach. (c) 2004 Elsevier Ltd. All rights reserved. C1 Erasmus Univ Rotterdam & Klein Advies, NL-1078 AV Amsterdam, Netherlands. Tech Univ Eindhoven, ECIS, NL-5600 MB Eindhoven, Netherlands. RP Woolthuis, RK, Erasmus Univ Rotterdam & Klein Advies, Amstelkade 144-1, NL-1078 AV Amsterdam, Netherlands. EM rkw@kleinadvies.com CR BOGENRIEDER I, 2002, SOCIAL STRUCTURES LE BURT RS, 1987, AM J SOCIOLOGY, V92 CARLSSON B, 1997, TECHNOLOGICAL SYSTEM CONTRACTOR FJ, 1988, COOPERATIVE STRATEGI DOSI G, 1988, TECHNICAL CHANGE EC EDQUIST C, 1997, SYSTEMS INNOVATION T EDQUIST C, 1998, ISE POLICY STATEMENT FREEMAN C, 1987, TECHNOLOGY POLICY EC FREEMAN C, 1988, EC IND INNOVATION FUKUYAMA F, 1995, TRUST SOCIAL VIRTUES GRANOVETTER M, 1983, SOCIOLOGICAL THEORY, V1, P201 GRANOVETTER M, 1985, AM J SOCIOL, V91, P481 HAUKNES J, 1999, EC RATIONALES GOV IN JOHNSON B, 1994, J IND STUDIES, V2, P1 LEENDERS RT, 1999, CORPORATE SOCIAL CAP LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT MCKELVEY M, 1997, USING EVOLUTIONARY T NELSON RR, 1993, NATL INNOVATION SYST NELSON RR, 1995, J ECON LIT, V33, P48 NORTH DC, 1991, I I CHANGE EC PERFOR POUDER R, 1996, ACAD MANAGE REV, V21, P1192 ROTHWELL R, 1989, SMALL BUSINESS EC, V1, P51 ROTHWELL R, 1992, R&D MANAGE, V22, P221 SAXENIAN AL, 1994, REGIONAL ADVANTAGE C SMITH K, 1997, SYSTEMS INNOVATIONS SMITH K, 1999, NEW EC PARADIGM INNO, P10 WILLIAMSON OE, 1985, EC I CAPITALISM FIRM NR 27 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUN PY 2005 VL 25 IS 6 BP 609 EP 619 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 915YM UT ISI:000228347600004 ER PT J AU Visintin, F Ozgen, B Tylecote, A Handscombe, R TI Italian success and British survival: case studies of corporate governance and innovation in a mature industry SO TECHNOVATION LA English DT Article DE technological change; corporate governance; engagement; communities of practice AB In this paper, we present case studies of two heavy engineering firms, one Italian and another British, in order to shed light on the reasons that might explain the Italian marked competitive advantage in such industries and the British progressive loss of market share. The analysis is based on a new theoretical framework that argues that national systems of finance and corporate governance have had, and continue to have, a profound effect on the resourcing and management of technological change, and on the development of firms more generally. It will be shown that the corporate governance of the Italian firm and, more in general, the system of finance in which it operates are of support to technological change and innovation in the engineering sectors. Instead, the British firm appears to operate in quite the opposite conditions. (c) 2004 Elsevier Ltd. All rights reserved. C1 Univ Udine, Dept Econ, I-33100 Udine, Italy. Univ Sheffield, Sch Management, Sheffield S1 4DT, S Yorkshire, England. Univ Sheffield, Dept Econ, Sheffield S1 4DT, S Yorkshire, England. White Rose Ctr Enterprise, Sheffield S3 7QB, S Yorkshire, England. RP Visintin, F, Univ Udine, Dept Econ, Via Tomadini 30-A, I-33100 Udine, Italy. EM f.visintin@dse.uniud.it CR ADOLFSSON P, 1999, UNPUB CORPORATE GOVE BARCA F, 1997, STORIA CAPITALISMO I BROWN JS, 1991, ORGAN SCI, V2, P40 COOKE P, 1998, ASS EC FIRMS REGIONS FOX A, 1974, CONTRACT WORK POWER FUKUYAMA F, 1995, TRUST SOCIAL VIRTUES HODGETTS RM, 1997, INT MANAGEMENT HOFSTEDE G, 1984, CULTURES CONSEQUENCE LAM A, 2002, INT SOC SCI J, V171, P67 LORENZ C, 1989, FINANC TIMES, V23, P16 NONAKA I, 1998, CALIF MANAGE REV, V40, P40 RAMIREZ P, 2003, HYBRID CORPORATE GOV SOSKICE D, 1999, CONTINUITY CHANGE CO, P101 TYLECOTE A, 1992, TECHNOLGOICAL CHANGE, P201 TYLECOTE A, 1999, IND INNOVATION, V6, P25 WENGER E, 1998, COMMUNITIES PRACTICE WENGER E, 2002, CULTIVATING COMMUNIT NR 17 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUN PY 2005 VL 25 IS 6 BP 621 EP 629 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 915YM UT ISI:000228347600005 ER PT J AU Calisir, F Gumussoy, CA TI Determinants of budget overruns on IT projects SO TECHNOVATION LA English DT Article DE budget overrun; IT projects; conflict management; project management experience ID SUCCESS; MANAGEMENT AB Using data collected from a sample of 76 project managers from 64 firms, we explore the relative impact of project characteristics, frequency of problems encountered on the projects, perceived impact of these problems on the budget performance, project managers' personal characteristics, and project managers' conflict management styles on budget overruns on information technology (IT) projects. The study reveals that schedule overrun is the strongest predictor of budget overrun. Usage level of accommodation as a conflict management style, project team size, and project management experience were also found to be important, but to a lesser extent. We then utilize the findings to construct a model that predicts budget overrun as a percentage of the initial budget estimate. We conclude with recommendations for future research. (c) 2004 Elsevier Ltd. All rights reserved. C1 Istanbul Tech Univ, Dept Ind Engn, Fac Management, TR-80680 Istanbul, Turkey. RP Gumussoy, CA, Istanbul Tech Univ, Dept Ind Engn, Fac Management, TR-80680 Istanbul, Turkey. EM altinici@itu.edu.tr CR AMBLER S, 1999, COMPUTING CANADA, V25, P15 BARKI H, 1993, J MANAGEMENT INFORMA, V10, P203 BELASSI W, 1996, INT J PROJECT MANAGE, V14, P141 CLEMONS EK, 1990, J MANAGEMENT INFORMA, V7, P9 CRONBACH LJ, 1984, ESSENTIALS PSYCHOL T FRAME JD, 1994, NEW PROJECT MANAGEME JIANG J, 1996, PROJECT MANAGEMENT J, V27, P50 JIANG JJ, 1999, INFORM MANAGE, V36, P263 JOHNSON J, 1995, APPL DEV TRENDS, V2, P41 KEIL M, 2000, MIS QUART, V24, P631 KERLINGER FN, 1986, FDN BEHAV RES KLIEM RL, 1996, PROJECT MANAGEMENT J, V27, P41 LARSON EW, 1989, IEEE T ENG MANAGE, V36, P119 MIGHT RJ, 1985, IEEE T ENG MANAGE, V32, P71 MILIS K, 2002, INT J PROD ECON, V80, P105 MONTEALEGRE R, 2000, MIS QUART, V24, P417 NEWCOMBE T, 1998, GOVT TECHNOLOGY FEB, P34 NIDUMOLU S, 1995, INFORM SYST RES, V6, P191 PETERS TJ, 1992, LIBERATION MANAGEMEN POSNER BZ, 1986, IEEE T ENG MANAGE, V33, P207 RAHIM MA, 1983, ACAD MANAGE J, V26, P368 REICH RB, 1992, WORK NATIONS PREPARI SAUER C, 2001, PROJECT MANAGEMENT J, V32, P39 THAMBAIN H, 1986, PROJECT MANAGEME JUN, P75 THAMHAIN HJ, 1975, SLOAN MANAGE REV, V17, P31 TURNER JR, 1993, HDB PROJECT BASED MA WATERIDGE J, 1997, INT J PROJECT MANAGE, V15, P283 ZIMMERER TW, 1998, PROJECT MANAGEMENT J, V29, P31 NR 28 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUN PY 2005 VL 25 IS 6 BP 631 EP 636 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA 915YM UT ISI:000228347600006 ER PT J AU Liu, PL Chen, WC Tsai, CH TI An empirical study on the correlation between the knowledge management method and new product development strategy on product performance in Taiwan's industries SO TECHNOVATION LA English DT Article DE knowledge management (KM); new product development (NPD) strategy; new product development performance ID MODEL; INNOVATION; OUTCOMES; SUCCESS; FIRMS AB Due to the advances in science and technology and the rapid changes in the market, a product's life cycle has become much shorter than before. Enterprises must constantly innovate and conduct research on new products, choose appropriate products with new technology, cope with customer demands and the threat from new competitors. A new product development (NPD) strategy is an important activity that helps enterprises to survive and make continuous improvements. This study will conduct a performance analysis for Taiwanese high technology companies implementing knowledge management (KM) and new product development strategy. The following results were obtained: (1) There is a positive effect on new product development performance for those companies that strongly implement knowledge management method; (2) Different new product development strategies taken by companies lead to variations in performance; (3) The innovation is more effective than a copying strategy. High technology companies that use an effective knowledge management method to establish NPD strategies will have success. (c) 2004 Elsevier Ltd. All rights reserved. C1 Chung Hua Univ, Grad Inst Management Technol, Hsinchu, Taiwan. Ta Hwa Inst Technol, Dept Ind Engn & Management, Hsinchu 30050, Taiwan. RP Tsai, CH, Chung Hua Univ, Grad Inst Management Technol, 30 Tung Shiang, Hsinchu, Taiwan. EM alo@thit.edu.tw ietch@thit.edu.tw CR BARCZAK G, 1995, J PROD INNOVAT MANAG, V12, P224 CALANTONE RJ, 1995, J PROD INNOVAT MANAG, V12, P214 CLARK K, 1993, MANAGING NEW PRODUCT, P457 CLARK KB, 1987, BROOKINGS PAPERS EC, P729 COOPER RG, 1983, IEEE T ENG MANAGE, V30, P2 COOPER RG, 1983, R&D MANAGE, V13, P1 COOPER RG, 1984, J PROD INNOVAT MANAG, V2, P151 COOPER RG, 1984, R&D MANAGE, V14, P247 COOPER RG, 1991, IND MARKET MANAG, V20, P137 DAVENPORT TH, 1996, SLOAN MANAGEMENT SUM, P53 DAVIS JS, 1988, IND MARKET MANAG, V17, P103 DWYER L, 1991, R&D MANAGE, V21, P31 FIRTH RW, 1996, J PROD INNOVAT MANAG, V13, P334 GRANT RM, 1996, ORG SCI, V7 HANSEN MT, 1999, HARVARD BUS REV, V77, P106 HENDRIKS P, 1999, KNOWLEDGE PROCESS MA, V6, P91 HISE RT, 1989, J PROD INNOVAT MANAG, V6, P43 HOLTSHOUSE D, 1998, CALIF MANAGE REV, V40, P277 HOPKINS DS, 1981, RES MANAGE, V24, P12 KOTABE M, 1990, J MARKETING, V54, P19 LER WL, 1999, BUSINESS SPEED THOUG LIU PL, 2004, IN PRESS TECHNOVATIO MOORMAN C, 1995, J MARKETING RES, V32, P318 NONAKA I, 2000, LONG RANGE PLANN, V33, P5 NUNNALLY JC, 1979, PSYCHOMETRIC THEORY SIXOTTE H, 2000, J ENG TECHNOL MANAGE, V17, P1 SONG XM, 1997, J MARKETING, V61, P1 SONG XM, 1998, J PROD INNOVAT MANAG, V15, P124 TEECE D, 1994, IND CORP CHANGE, V3, P537 TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 VERYZER RW, 1998, J PROD INNOVAT MANAG, V15, P304 WHEELWRIGHT SC, 1992, EMR FAL, P26 WIIG KM, 1995, KNOWLEDGE MANAGEMENT ZIRGER BJ, 1990, MANAGE SCI, V36, P867 NR 34 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUN PY 2005 VL 25 IS 6 BP 637 EP 644 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 915YM UT ISI:000228347600007 ER PT J AU Fahmy, YM TI Catalysis role for sustainable industrial development in Egypt with prospective SO TECHNOVATION LA English DT Article DE Egypt; overview; catalysis role; sustainable development AB Catalysis is of crucial importance for chemical, petrochemical, petroleum refining, energy and environmental sectors. The paper discusses not only the prospective role of catalysis for sustainable industrial development in Egypt by considering new trends but also the capabilities of catalysis research groups in Egypt in providing integrated plan for catalysis framework. (c) 2004 Elsevier Ltd. All rights reserved. C1 Natl Res Ctr, Chem Engn & Pilot Plant Dept, Dokki, Egypt. RP Fahmy, YM, Natl Res Ctr, Chem Engn & Pilot Plant Dept, Dokki, Egypt. EM ymfahmy@yahoo.com CR CENTI G, 2002, CATAL TODAY, V75, P3 YASSER MF, 2001, 6 INT C ICCRD 6 2001 YASSER MF, 2001, PROJECT QUANTITATIVE YASSER MF, 2001, REV PRODUCTION HYDRO, P19 YASSER MF, 2002, CATALYSTS AMMONIA PL YASSER MF, 2002, HYDRODESULPHURIZATIO NR 6 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUN PY 2005 VL 25 IS 6 BP 645 EP 655 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 915YM UT ISI:000228347600008 ER PT J AU McQueen, DH TI Growth of software related patents in different countries SO TECHNOVATION LA English DT Article DE software; patent; computer ID R-AND-D; RECENT SURGE; TECHNOLOGY; STATISTICS; INDICATORS; PROPERTY; INDUSTRY AB The distribution of software related patent applications in fifteen European countries, the United States and Japan has been determined for 1987, 1990, 1993, 1996 and 1999 using a bibliometric technique. The results were used for extrapolation to 2002 and 2005. The patent applications were identified using search words extracted from patent claims concerning various aspects of computer software. World-wide, the annual growth in the number of these patent applications is about 19%. In Europe and the United States there are signs of saturation in the growth rate while in Japan the growth continues to be exponential. The largest numbers of applications are assigned to IPC patent section G (Physics), in particular to classes G11, G09, G01, G06, G05 and G08. The next most populous class is H (Electricity) represented most strongly by classes H01, H03 and H04. Growth in the number of software related patent applications is especially strong in section C (Chemistry), represented most strongly by class C07 followed by classes C 12 and C08, which may overtake section H in the near future. Most applications assigned to section B (Performing operations; transporting) are in class B60 while in section A (Human necessities) the most important class is A61. In Europe, Germany dominates patenting in general and software related patenting in particular. The number of European software related patent applications slackened considerably in 1999. This slackening is observable over the whole spectrum of patent sections and classes in which software related patents are significantly present. Since there was no corresponding slump in patenting in general, this slackening is interpreted as related to conditions in the software sector in particular rather than to general economic conditions or the like. The importance of the EPO as a receiving office for software related patent applications (priority establishing applications) has increased relative to national receiving offices during the nineties. (c) 2004 Elsevier Ltd. All rights reserved. C1 Firma DMQ Business, S-41262 Gothenburg, Sweden. RP McQueen, DH, Firma DMQ Business, Master Bengtsgatan 10, S-41262 Gothenburg, Sweden. EM douglas@minmail.net CR *USPTO, 1973, MAN PAT EX PROC AHARONIAN G, 1999, IEEE SOFTWARE, V16, P87 ARCHIBUGI D, 1996, TECHNOVATION, V16, P451 BARTON JH, 2000, SCIENCE, V287, P1933 BERESFORD K, 2001, WORLD PATENT INFORMA, V23, P253 CHAKRABARTI AK, 1991, IEEE T ENG MANAGE, V38, P78 ERNST H, 1997, SMALL BUS ECON, V9, P361 ERNST H, 1998, RES POLICY, V27, P1 GRILICHES Z, 1981, ECON LETT, V7, P183 GRILICHES Z, 1990, J ECON LIT, V28, P1661 GRUPP H, 1999, RES POLICY, V28, P377 HASRT RJ, 1997, COMPUTER LAW SECURIT, V13, P247 HUNT RM, 2002, IEEE ENG MANAGEMENT, V30, P3 JACOBSSON S, 1996, RES POLICY, V25, P573 JOLY PB, 1996, RES POLICY, V25, P1027 KONDO M, 1999, RES POLICY, V28, P587 KORTUM S, 1998, CARN ROCH CONF SERIE, V48, P247 KORTUM S, 1999, RES POLICY, V28, P1 KOSKI H, 2002, 8 ENT DIR GEN LARSSON T, 2003, COMMUNICATION LENNON MJ, 1991, PATENT WORLD JUL, P6 LIU SJ, 1997, INT J TECHNOL MANAGE, V13, P661 MALERBA F, 1999, RES POLICY, V28, P643 MASCHIO T, 2001, TRENDS BIOTECHNOL, V19, P334 MCQUEEN DH, 1998, EUROPEAN J ENG ED, V23, P365 MCQUEEN DH, 2003, TECHNOVATION, V23, P533 MYKYTYN K, 2002, J STRATEGIC INF SYST, V11, P59 NARIN F, 1988, HDB QUANTITATIVE STU, CH15 OLSSON H, 1996, THESIS CHALMERS U TE PATEL P, 1987, RES POLICY, V16, P59 PATEL P, 1997, RES POLICY, V26, P141 PAVITT K, 1982, RES POLICY, V11, P33 PAVITT K, 1988, HDB QUANTITATIVE STU, CH16 PAVITT K, 1988, OXFORD REV ECON POL, V4, P35 SCHMOOKLER J, 1957, REV ECON STAT, V39, P321 TAMAI T, 1998, INFORM SOFTWARE TECH, V40, P253 NR 36 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUN PY 2005 VL 25 IS 6 BP 657 EP 671 PG 15 SC Engineering, Industrial; Operations Research & Management Science GA 915YM UT ISI:000228347600009 ER PT J AU Hitomi, K TI Historical trends and the present state of the US industry and manufacturing SO TECHNOVATION LA English DT Article DE US manufacturing industry; manufacturing efficiency; efficiency index; relative productivity; labour productivity AB Historical developments of the US industry, especially manufacturing industry up to 2001, are reviewed, and efficiencies and productivities of the US industry and manufacturing are analyzed and evaluated using evaluation measures, such as efficiency index, relative productivity, and labour productivity. The US manufacturing efficiency is compared to that of Japan and China. (c) 2004 Published by Elsevier Ltd. C1 Ctr Mfg Syst Engn, Sakyo Ku, Kyoto 6068313, Japan. RP Hitomi, K, Ctr Mfg Syst Engn, Sakyo Ku, 34-32 Yoshida Nakaoji Cho, Kyoto 6068313, Japan. EM hitomi@biz.ryukoku.ac.jp CR CAVES R, 1990, EFFICIENCY US MANUFA HITOMI K, 1996, MANUFACTURING SYSTEM, CH34 HITOMI K, 2000, INTRO MANUFACTURING, CH6 HITOMI K, 2001, INT J MANUF TECHNOL, V3, P338 HITOMI K, 2002, TECHNOVATION, V22, P453 HITOMI K, 2003, TECHNOVATION, V23, P633 KUZNETS S, 1971, EC GROWTH NATIONS, P208 NR 7 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUN PY 2005 VL 25 IS 6 BP 673 EP 681 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 915YM UT ISI:000228347600010 ER PT J AU Torimiro, DO Dionco-Adetayo, EA TI Children involvement in entrepreneurship in rural communities: an attitudinal analysis SO TECHNOVATION LA English DT Article DE rural children; entrepreneurial involvement; socialization; attitude AB The study was carried out to investigate the involvement of rural children in entrepreneurial activities. It aimed at determining the level of children involvement and their attitudes towards entrepreneurial activities. Hence customarily, children are supposed to be under parental care, the attitudes of the parents in involving them to economic undertakings were also determined. The relationship between the level of children's involvement in entrepreneurial activities and socio-economic characteristics of the children and their parents were also determined and established. One hundred and ten rural children between the ages of 6 and 12 and one hundred and ten parents were proportionately and randomly sampled from six rural communities using a pre-tested interview schedule. The study revealed that both children and their parents had favorable attitude towards the children's involvement in entrepreneurial activities. The age (r = 0. 1100*), educational level (r = 0.2530*), parental dependency (r = 0.5117*), and attitude of children towards entrepreneurial involvement were found to be major significant contributive factors to the children's involvement coupled with their parents' age (r = 0.1338*), income per month (r = 0.3552*), and number of children (r = 0.4883*) among others. (c) 2004 Published by Elsevier Ltd. C1 Obafemi Awolowo Univ, Dept Management & Accounting, Ife, Osun State, Nigeria. Obafemi Awolowo Univ, Dept Agr Extens & Rural Sociol, Ife, Nigeria. RP Dionco-Adetayo, EA, Obafemi Awolowo Univ, Dept Management & Accounting, POB 1084,OAU PO 220005, Ife, Osun State, Nigeria. EM diongco@yahoo.com CR AMIN AA, 1994, SOCIO EC IMPACT CHIL, V27, P2 DIONCOADETAYO E, 1999, THESIS OBAFEMI AWOLO, P194 KIMBLE G, 1974, GEN PSYCHOL, P156 LUTHANS F, 1989, ORG BEHAV, P324 MAYER I, 1996, PERSONALITY, P213 MUSSEN P, 1963, PSYCHOL DEV CHILD, P47 SHAW C, 1972, YOUR CHILD NEEDS HEL TORIMIRO DO, 2001, MOOR J AGR RES, V2 NR 8 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUN PY 2005 VL 25 IS 6 BP 683 EP 689 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 915YM UT ISI:000228347600011 ER PT J AU Kwak, YH LaPlace, KS TI Examining risk tolerance in project-driven organization SO TECHNOVATION LA English DT Article DE risk tolerance; project management; organizational culture; technology-driven organization ID PROSPECT-THEORY; AVERSION AB Risk tolerance is often misunderstood or overlooked by project managers. The levels and perspectives of risk tolerance are dynamic throughout the life of the project. Risk tolerance has three different perspectives when you are involved in a project: firm, project manager, and stakeholder. The firm's risk tolerance varies according to the firm's financial stability and project diversification. A project manager's risk tolerance is affected by job security and corporate culture. The stakeholder's risk tolerance is influenced by project objective. Unfortunately, failures in communication between the stakeholder and project manager are quite common because there are few applicable tools available to support the process. The project success will depend on agreeable level of risk tolerance and support of compensation policies, corporate culture, performance reviews, and early risk management planning. (c) 2004 Elsevier Ltd. All rights reserved. C1 George Washington Univ, Dept Management Sci, Project Management Program, Washington, DC 20052 USA. Cambridge Associates, Arlington, VA 22203 USA. RP Kwak, YH, George Washington Univ, Dept Management Sci, Project Management Program, Monroe Hall 403,2115 G St, Washington, DC 20052 USA. EM kwak@gwu.edu klaplace@cambridgeassociates.com CR *OFF GOV COMM, 2001, A8 MAN RISK AHMED PK, 1998, EUROPEAN J INNOVATIO, V1, P30 ARROW KJ, 1965, ASPECTS THEORY RISK DAW C, 1999, RISK TRAINING NEGLEC GLOBERSON S, 2002, PROJECT MANAGEMENT J, V33, P58 IBBS CW, 2000, PROJECT MANAGEMENT J, V31, P32 JARRETT EL, 2000, RES TECHNOL MANAGE, P44 KAHNEMAN D, 1979, ECONOMETRICA, V47, P263 KAHNEMAN D, 1993, MANAGE SCI, V39, P17 KIRKPATRICK RJ, 1992, SOFTWARE DEV RISK MA MARCH JG, 1987, MANAGE SCI, V33, P1404 PRATT JW, 1964, ECONOMETRICA, V32, P122 ROSS SA, 1981, ECONOMETRICA, V49, P621 TVERSKY A, 1992, J RISK UNCERTAINTY, V5, P297 WILEMON DL, 1970, ACAD MANAGE J, V13, P269 NR 15 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUN PY 2005 VL 25 IS 6 BP 691 EP 695 PG 5 SC Engineering, Industrial; Operations Research & Management Science GA 915YM UT ISI:000228347600012 ER PT J AU Bhatnagar, R Sohal, AS TI Supply chain competitiveness: measuring the impact of location factors, uncertainty and manufacturing practices SO TECHNOVATION LA English DT Article DE supply chain management; plant location; globalization; global operations management; supply chain uncertainty ID PLANT LOCATION; INDUSTRY AB Supply chain performance is impacted by several factors beginning with the plant location decision. Existing literature has tended to predominantly emphasize quantitative factors such as transport costs, exchange rates, labour rates and taxes. While there are existing models that capture qualitative variables, there is limited research linking these variables with measures of the firm's operational competitiveness. In this paper, we propose a framework that includes qualitative factors concerning plant location decisions, supply chain uncertainty, and manufacturing practices. We argue that a joint consideration of such factors helps explain supply chain competitiveness. Data from a large sample study is used to test the model. Our results largely support the assertion that there is a significant relationship between qualitative plant location factors such as labour, infrastructure, business environment, political stability, proximity to markets, proximity to suppliers, key competitors' location, supply chain uncertainty and broad manufacturing practices and the operational competitiveness of supply chains as measured by quality, flexibility, inventory turnover and responsiveness. (c) 2003 Elsevier Ltd. All rights reserved. C1 Monash Univ, Dept Management, Fac Business & Econ, Caulfield, Vic 3145, Australia. Nanyang Technol Univ, Nanyang Business Sch, Div IT OM, Singapore 639798, Singapore. RP Sohal, AS, Monash Univ, Dept Management, Fac Business & Econ, POB 197, Caulfield, Vic 3145, Australia. EM arbhatnagar@ntu.edu.sg amrik.sohal@buseco.monash.edu.au CR ANUPINDI R, 1999, MANAGING BUSINESS PR, P30 BALLOU RH, 1999, BUSINESS LOGISTIC MA BOWERSOX DJ, 1996, LOGISTICAL MANAGEMEN BRANDEAU ML, 1989, MANAGE SCI, V35, P645 CHASE RB, 1998, PRODUCTION OPERATION CHRISTOPHER M, 1992, LOGISTICS SUPPLY CHA COHEN MA, 1990, SLOAN MANAGE REV, V31, P55 DAVIES FJ, 1993, GLASS TECHNOL, V34, P4 FERDOWS K, 1997, HARVARD BUS REV, V75, P73 GORDON J, 2001, INT J OPER PROD MAN, V21, P233 GUNASEKARAN A, 2001, INT J OPER PROD MAN, V21, P71 HAIR JF, 1995, MULTIVARIATE DATA AN KHURANA A, 1998, J OPER MANAG, V16, P215 KRAJEWSKI LJ, 1999, OPERATIONS MANAGEMEN LAMBERT DM, 1990, INT J PHYS DISTRIB, V20, P17 LEE HL, 1992, SLOAN MANAGE REV, V33, P65 LEVY DL, 1995, J INT BUS STUD, V26, P343 MACCORMACK AD, 1994, SLOAN MANAGE REV, V35, P69 OWEN SH, 1998, EUR J OPER RES, V111, P423 REVELLE CS, 1996, OPER RES, V44, P864 SCHMENNER RW, 1979, HARVARD BUS REV, V57, P126 SCHMENNER RW, 1982, MAKING BUSINESS LOCA SCHMENNER RW, 1983, HARVARD BUS REV, V61, P121 SWAMIDASS PM, 1990, J INT BUS STUD, V21, P310 TONI A, 2001, INT J OPER PROD MAN, V21, P46 ULGADO FM, 1996, MANAGE INT REV, V36, P7 NR 26 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY PY 2005 VL 25 IS 5 BP 443 EP 456 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 908BR UT ISI:000227762700001 ER PT J AU Bhat, JSA TI Concerns of new technology based industries - the case of nanotechnology SO TECHNOVATION LA English DT Article DE nanotechnology; applications; start-ups; growth options; catch-up strategies ID FAILURE; FIRMS; SURVIVAL; STRATEGY AB Among the emerging technologies of this century, nanotechnology has been generating extensive interest, and its impact on society is expected to be widespread and all pervasive. Critical research in this field is being carried out all over the world, leading to a growing industry and entrepreneurial activity. Innovation aspects of such new technology based companies have important implications for the economic growth of nations. A framework for understanding these aspects that would be revealing and instructive in dealing with such new technology based innovation and technological change is attempted in this paper. (c) 2005 Elsevier Ltd. All rights reserved. C1 Govt India, Dept Sci & Ind Res, New Delhi 110016, India. RP Bhat, JSA, Govt India, Dept Sci & Ind Res, New Mehrauli Rd, New Delhi 110016, India. EM jsabhat@alpha.nic.in CR *NIST, 1999, NAN RES DIR VIS NAN *NSTC NSET, 2002, NAT NAN IN IN ITS IM ABRAHAMSON E, 1996, ACAD MANAGE REV, V21, P254 BARNEY J, 1991, J MANAGE, V17, P99 BAUM JAC, 1996, HDB ORG STUDIES, P77 BHAT JSA, 1997, INDIAN I TECHNOLOGY BUSENITZ LW, 1999, J APPL BEHAV SCI, V35, P325 CHRISTENSEN CM, 1997, INNOVATORS DILEMMA N CORMAN J, 1988, J SMALL BUS MANAGE, V26, P36 DEVEN V, 1999, INNOVATION JOURNEY GARY S, 2001, LITTLE BIG SCI, P32 GIMENO J, 1997, ADMIN SCI QUART, V42, P750 GROVE AS, 1996, ONLY PARANOID SURVIV HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 KIRZNER I, 1979, PERCEPTION OPPORTUNI MCGEE JE, 1995, STRATEGIC MANAGE J, V16, P565 MCGRATH RG, 1999, ACAD MANAGE REV, V24, P13 NELSON RR, 1993, NATL INNOVATION SYST SAXENIAN A, 1994, REGIONAL ADVANTAGE C, V128 SCHUMPETER J, 1962, CAPITALISM SOCIALISM SHANE S, 2000, ORGAN SCI, V11, P448 SITKIN SB, 1992, RES ORGAN BEHAV, V14, P231 SUAREZ FF, 1995, STRATEGIC MANAGE J, V16, P415 TUSHMAN ML, 1985, RES ORGAN BEHAV, P171 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 UTTERBACK JM, 1994, MASTERING DYNAMICS I VONHIPPEL E, 1986, MANAGE SCI, V32, P791 WOODMAN RW, 1993, ACAD MANAGE REV, V18, P293 NR 28 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY PY 2005 VL 25 IS 5 BP 457 EP 462 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA 908BR UT ISI:000227762700002 ER PT J AU McMillan, GS Thomas, P TI Financial success in biotechnology: company age versus company science SO TECHNOVATION LA English DT Article DE financial success; biotechnology; company science AB The purpose of this research effort is to use the tenets of institutional theory to explore the relative stock market success of biotechnology companies. Previous research (Deng, Z., Lev, B., Narin, F., 1999. Science and technology as predictors of stock performance. Financial Analysts Journal 55(3), 20-32.) has highlighted the relationship between the quality of companies' technology, as measured using quantitative patent indicators, and their stock market valuation. Institutional theory (DiMaggio, P.J., Powell, W.W., 1983. The iron cage revisited: institutional isomorphism and collective rationality in organizational fields. American Sociological Review 48, 147-160.) might suggest that there are many institutional outcomes that are decoupled from the actual activities of the organization. From this view, much of a firm's effort might involve signalling components, including the age of the company and other similar activities. Our results are that older companies have significantly higher stock market valuations, and that those companies had fewer PhD's as their Chief Executive Officers (CEOs). These findings suggest that the stock market often looks favourably upon older established biotechnology companies that are run by professional managers rather than pioneering scientists. (c) 2004 Elsevier Ltd. All rights reserved. C1 Penn State Abington, Dept Social Sci, Abington, PA 19001 USA. CHI Res Inc, Haddon Hts, NJ 08035 USA. RP McMillan, GS, Penn State Abington, Dept Social Sci, 1600 Woodland Rd, Abington, PA 19001 USA. EM gsm5@psu.edu pthomas@chiresearch.com CR *ERNST YOUNG, 2003, RES AM BIOT REP 2003 ALBERT MB, 1991, RES POLICY, V20, P251 COHEN SN, 1973, P NATL ACAD SCI USA, V70, P3240 DENG Z, 1999, FINANCIAL ANAL J, V55, P20 DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147 LEV B, 1996, J ACCOUNT ECON, V21, P107 MCMICHAEL AJ, 1999, EPIDEMIOLOGY, V10, P1 SUCHMAN MC, 1995, ACAD MANAGE REV, V20, P571 THOMAS P, 2001, ENG MANAGEMENT J, V13, P9 WESTNEY DE, 1993, ORG THEORY MULTINATI, P53 ZUCKER LG, 1997, AM BEHAV SCI, V40, P502 NR 11 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY PY 2005 VL 25 IS 5 BP 463 EP 468 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA 908BR UT ISI:000227762700003 ER PT J AU Szanto, B TI The unconventional challenges of InfoTech SO TECHNOVATION LA English DT Article DE innovation; system; dissipation AB Currently, apart from the already known or conventional challenges, society faces unconventional challenges which appear because of the dynamics of the processes. Sooner or later information technology-InfoTech-will have to deal with the systemic nature of the process as such, with the phenomenon of growing deterministic chaos, and consequently with the inner dissipative character of the actions, as well as with their increasing sensitive dependence upon the initial conditions and aperiodicity. It will no longer be sufficient to handle the action-process as a sequence of discrete steps. Inevitably we need to learn to deal with the process in its non-linear entirety and therefore with its dynamic field or dissipative character. (c) 2003 Elsevier Ltd. All rights reserved. C1 Denis Gabor Coll Informat, H-1037 Budapest, Hungary. RP Szanto, B, Dobos Utca 67, H-1202 Budapest, Hungary. EM szantoborisz@axelero.hu CR ABRAHAM RH, 1987, SELF ORG SYSTEMS ANOHIN PK, 1980, UZLOVYE VOPROSY TEOR BANGEMANN M, 1994, EUROPE GLOBAL INFORM GELLMANN M, 1994, QUARK JAGUAR ADVENTU GLEICK J, 1998, KAOSZ EGY TUDOMANY S JUNG CG, 1960, STRUCTURE DYNAMICS P, V8 KOESTLER A, 2002, VAK VELETLEN GYOKERE LORENTZ EN, 1995, ESSENCE CHAOS SZANTO B, 1990, TEREMTO TECHNOLOGIA SZANTO B, 2003, EZREDFORDULO INNOVAC NR 10 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY PY 2005 VL 25 IS 5 BP 469 EP 476 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 908BR UT ISI:000227762700004 ER PT J AU Kumar, KD Karunamoorthy, L Roth, H Mirnalinee, TT TI Computers in manufacturing: towards successful implementation of integrated automation system SO TECHNOVATION LA English DT Article DE computer integrated manufacturing; control technology; information technology; integrated automation; critical success factorscomputer ID INFORMATION-TECHNOLOGY; ENTERPRISES; ISSUES; CIM AB Survival of industries depends on the integration of new technologies and business management processes. The objective of this research is to provide some important factors on the key technologies of information technology, managerial and communication issues that must be addressed for designing and implementing integrated CIM systems that lead to the concept of totally integrated automation system (IAS). The research also identifies a set of critical success factors for the development of totally integrated flexible automation systems. Success in implementation becomes a reality when the set goals and objectives stipulated by the adoption strategy are fully realized. The factors that are critical to the successful implementation of IAS have been identified and discussed, based on a review of literature, a field study that surveyed different types of manufacturing firms and series of interviews with a number of working professionals and managers in three automation and system components exhibitions held in Europe. The data collected on critical factors were then summarized and compared to four specific sets of critical success factors in related areas. These studies assess the impacts of the identified factors on the benefits of IAS and develop a conceptual framework for measuring success and highlight the relationship among the success factors in the development and implementation of IAS. (c) 2004 Elsevier Ltd. All rights reserved. C1 Anna Univ, Dept Mech Engn, Madras 600025, Tamil Nadu, India. Univ Siegen, Inst Control Engn, D-5900 Siegen, Germany. CSI, Inst Technol, Thovalai, Tamil Nadu, India. RP Kumar, KD, 22 Pattisson St, Nagercoil 629001, Tamil Nadu, India. EM dhinesh123@yahoo.com CR *ESPRIT CONS AMICE, 1993, CIMOSA OP SYST ARCH *FIELDB FDN, 2001, FIELDB ONL *IBM, 2000, DISTR INT AGGARWAL S, 1995, OMEGA-INT J MANAGE S, V23, P323 ALFIERI A, 1997, COMPUT INTEGR MANUF, V10, P261 BARUA A, 1997, INT J FLEX MANUF SYS, V9, P145 CHO H, 1996, COMPUT IND ENG, V30, P323 DESSY ER, 1996, LAB AUTOMATION INFOR, V32, P53 ETTLIE JE, 1989, MANUFACTURING REV, V2, P129 FARRELL A, 1996, P 8 ANN QUEST QUAL P, P293 FOSTON AL, 1991, FUNDAMENTALS COMPUTE FUERTES JM, 1999, MICROPROCESS MICROSY, V23, P89 GRISS ML, 1997, P 8 ISR C COMP SYST, P86 GUPTA M, 1996, TECHNOVATION, V16, P589 HOFFMAN KC, 1992, P 2 INT C SYST INT, P4 HUANG CY, 2000, COMPUT IND, V42, P275 JAGDALE SS, 1996, COMPUT IND ENG, V30, P87 JOHNNY KC, 1998, J INTELL MANUF, V9, P385 KOZACZYNSKI W, 1998, IEEE SOFTWARE SEP, P155 KUMAR KD, 2002, P 18 NAT CONV MECH E, P49 KUMAR KD, 2002, P 7 INT C CONTR AUT LESTER DH, 1998, RES TECHNOL MANAGE, V41, P36 LIN GCI, 1976, P ANN ENG C TOWNSV A, P68 LYNN GS, 1998, RES TECHNOL MANAGE, V41, P45 MARTIN R, 1995, IIE SOLUTION NOV, P32 NAGALINGAM SV, 1999, ROBOT CIM-INT MANUF, V15, P423 PINTO JK, 1987, IEEE T ENG MANAGE, V34, P22 PRITSCHOW G, 1994, P 25 INT S IND ROB H, P395 PRITSCHOW G, 1997, INT S FLOR IT STAND RAHKONEN T, 1995, CONTROL ENG PRACT, V3, P1155 SAYLES LR, 1971, MANAGING LARGE SYSTE SEGARRA G, 1999, COMPUT IND, V40, P185 SHAW MJ, 1997, INT J FLEX MANUF SYS, V9, P115 SHAW MJ, 2000, INT J FLEX MANUF SYS, V12, P115 SIEMENS AG, 2001, SIEMENS AUTOMATION D SOHAL AS, 1997, INT J COMP INTEG M, V10, P281 SPYROS GT, 1997, COMPUTER ASSISTED MA SUMNER M, 1999, P 1999 ACM SIGCPR C SZYPERSKI C, 1998, COMPONENT SOFTWARE O TAKANAKA H, 1991, LONG RANGE PLANN, V24, P29 THOMPSON SHT, 1999, INT J INFORM MANAGE, V19, P173 TIAN GY, 2000, MECHATRONICS, V10, P835 YAU SS, 1998, P INT COMP SOFTW APP, P246 ZWEGERS AJR, 1995, COMPUTERS INDUSTRY, V27, P143 NR 44 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY PY 2005 VL 25 IS 5 BP 477 EP 488 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 908BR UT ISI:000227762700005 ER PT J AU Erikson, T Sorheim, R TI 'Technology angels' and other informal investors SO TECHNOVATION LA English DT Article DE informal investors; inventors; new venture; portfolio; networks ID INVESTMENTS AB This study contrasts 'technology angels' with other informal investors. The underlying thesis is that these investors' differ on several grounds with regard to deal origin, selection, monitoring and exit preferences. In this study, we use network theory and a portfolio framework in benchmarking the main parameters involved with the investment phases. The results indicate that 'technology angels' differ from other informal investors on several grounds. In fact, they differ with regard to sources of deal origin, selection, monitoring and exit preferences. (c) 2003 Elsevier Ltd. All rights reserved. C1 Norwegian Univ Sci & Technol, NTNU, Dept Ind Econ & Technol Managemet, N-7491 Trondheim, Norway. RP Erikson, T, Norwegian Univ Sci & Technol, NTNU, Dept Ind Econ & Technol Managemet, Alfred Getzv 1, N-7491 Trondheim, Norway. EM truls.erikson@iot.ntnu.no rogers@iot.ntnu.no CR BARNEY JS, 1989, STRUCTURE VENTURE CA BOURDIEU P, 1986, HDB THEORY RES SOCIO, P241 BURT R, 1992, STRUCTURAL HOLES SOC COVENEY P, 1998, BUSINESS ANGELS SECU FIET JO, 1990, P AC MAN MIAM FIET JO, 1995, J MANAGE STUD, V32, P551 FREEAR J, 1994, J BUS VENTURING, V9, P109 GASTON RJ, 1989, FINDING PRIVATE VENT GREENE P, 1999, CORPORATE VENTURE CH, P103 HARRISON RT, 1992, J BUS VENTURING, V7, P459 JOHANNISSON B, 1988, SCANDINAVIAN J MANAG, V4, P83 KELLY P, 1999, 2000 BABS COLL KAUFF LANDSTROM H, 1993, J BUS VENTURING, V8, P525 LANDSTROM H, 1998, TECHNOVATION, V18, P321 MACMILLAN IC, 1989, J BUS VENTURING, V4, P27 MASON C, 1999, VENTURE CAPITAL, V1, P1 MASON C, 2000, HDB ENTREPRENEURSHIP, P240 MASON CM, 2002, J BUS VENTURING, V17, P211 NAHAPIET J, 1998, ACAD MANAGE REV, V23, P242 PORTER ME, 1980, COMPETITIVE STRATEGY SAETRE AS, 2002, VENTURE CAPITAL INT, V5, P71 SHANE S, 1999, SOCIAL RELATIONSHIPS SORHEIM R, 2001, ENTREP REGION DEV, V13, P351 TACQ J, 1996, PROBLEM ANAL MULTIVA TSAI WP, 1998, ACAD MANAGE J, V41, P464 VANOSNABRUGGE M, 1999, COMPARISON BUSINESS VANOSNABRUGGE M, 2000, ANGEL INVESTING MATC WETZEL WE, 1981, TECHNOVATION, V1, P15 WETZEL WE, 1983, SLOAN MANAGE REV, V24, P23 NR 29 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY PY 2005 VL 25 IS 5 BP 489 EP 496 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 908BR UT ISI:000227762700006 ER PT J AU Blomqvist, K Hurmelinna, P Seppanen, R TI Playing the collaboration game right - balancing trust and contracting SO TECHNOVATION LA English DT Article DE trust; contract; asymmetry; R&D; collaboration ID TRANSACTION COST ECONOMICS; INCOMPLETE CONTRACTS; STRATEGIC ALLIANCES; INTERPERSONAL-TRUST; PRODUCT DEVELOPMENT; KNOW-HOW; PARTNERSHIPS; FLEXIBILITY; FOUNDATIONS; BENEFITS AB In today's knowledge-based global competitive climate, both large and small firms attempt to leverage external knowledge by collaborating with companies with complementary knowledge and resources. Academics and practitioners agree that in the global network era knowledge has become a key resource for continuous innovation and competitiveness. The issues of trust, social capital and the management of intellectual property have also attracted more attention in terms of knowledge creation. However, trust, intellectual property and contracts are seldom discussed simultaneously. This paper focuses on the roles of trust and contracts in asymmetric RID collaboration. We begin by reviewing the state-of-the-art literature on these roles in interfirm collaboration, and continue by examining the potential for balancing trust and contracting in a case study in which a small firm collaborates with a large, global machinery and equipment supplier. We conclude that an understanding of the roles and dynamics of contracts and trust is critical for RID collaboration. Contracts as such cannot guarantee successful collaboration, but the contracting process may be used purposefully to increase mutual understanding and learning, and to build up trust. We also offer some managerial recommendations on how to balance trust and contracting in asymmetric RID collaboration. (c) 2004 Elsevier Ltd. All rights reserved. C1 Lappeenranta Univ Technol, Telecom Business Res Ctr, FIN-53851 Lappeenranta, Finland. Lappeenranta Univ Technol, Dept Business Adm, FIN-53851 Lappeenranta, Finland. RP Blomqvist, K, Lappeenranta Univ Technol, Telecom Business Res Ctr, POB 20, FIN-53851 Lappeenranta, Finland. EM kirsimarja.blomqvist@lut.fi pia.hurmelinna@lut.fi fisto.seppanen@lut.fi CR ARROW K, 1974, LIMITS EC ORG BAILEY WJ, 1998, J TECHNOLOGY MANAGEM, V1, P124 BARNEY JB, 1994, STRATEGIC MANAGE J, V15, P175 BATENBURG R, 2000, 107 ISCORE BLOMQVIST K, 1999, 3 LAPP U TECHN TEL B BLOMQVIST K, 2002, INT J PROD ECON, V79, P1 BLOMQVIST K, 2002, THESIS ACTA U LAPPEE, V122 BRADACH JL, 1991, COORDINATION SOCIAL, P277 BROMILEY P, 1992, 128 U MINN STRAT MAN BRUCE AJ, 1995, THESES ZOOLOGICAE, V25, P1 BUCKLEY PJ, 1998, INT J EC BUSINESS, V5, P369 CHILES TH, 1996, ACAD MANAGE REV, V21, P73 CHOUDHURY N, 1988, ACCOUNT ORG SOC, V13, P549 CULLEN PA, 2000, TECHNOVATION, V20, P363 DAVENPORT S, 1999, TECHNOVATION, V19, P31 DIBBEN M, 2000, EXPLORING INTERPERSO DOZ YL, 1998, INT STUDIES MANAGEME, V17, P31 DUYSTERS G, 1999, R&D MANAGE, V29, P343 FORREST JE, 1992, R&D MANAGE, V22, P41 FRANKEL R, 1996, INT J PHYS DISTRIB, V26, P47 FRASER P, 2001, EIASM WORKSH TRUST W GAMBETTA D, 1998, TRUST MAKING BREAKIN GOEL RK, 1999, MANAGERIAL DECISION, V20, P99 GORAN P, 1994, INT REV LAW ECON, V14, P437 GRITTIN A, 1995, SLOAN MANAGE REV, V36, P87 GROSSMAN SJ, 1986, J POLIT ECON, V94, P691 GUNDLACH GT, 1993, J MARKETING, V57, P35 HALPERN JJ, 1994, J CONFLICT RESOLUT, V38, P647 HART O, 1999, REV ECON STUD, V66, P115 HART OD, 1988, J LAW ECON ORGAN, V4, P119 JEFFRIES FL, 2000, ACAD MANAGE REV, V25, P873 LEWIS JD, 1985, SOC FORCES, V63, P967 LITTLER D, 1995, LONG RANGE PLANN, V28, P58 LUHMANN N, 1979, TRUST POWER MACAULAY S, 1963, AM SOCIOL REV, V28, P55 MACNEIL I, 1978, NW LAW REV, P854 MACNEIL I, 1979, NEW SOCIAL CONTRACT MALHOTRA D, 2002, ADMIN SCI QUART, V47, P534 MASKIN E, 1999, REV ECON STUD, V66, P83 MATIKAINEN E, 1995, W122 MILES RE, 2000, LONG RANGE PLANN, V33, P300 NARULA R, 1999, TECHNOVATION, V19, P283 NEU D, 1991, ACCOUNT ORG SOC, V16, P243 PISANO GP, 1990, ADMIN SCI QUART, V35, P153 ROTTER JB, 1967, J PERS, V35, P651 SAKO M, 1994, HDB IND INNOVATION, P242 SAKO M, 1998, TRUST EC LEARNING, P23 SANCHEZ AM, 2003, TECHNOVATION, V23, P139 SITKIN SB, 1993, ORGAN SCI, V4, P367 TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 TEECE DJ, 1998, CALIF MANAGE REV, V40, P55 VONHIPPEL E, 1987, RES POLICY, V16, P291 WATHNE KH, 2000, J MARKETING, V64, P36 WHIPPLE JM, 2000, J SUPPLY CHAIN M SUM, P21 WILLIAMSON O, 1975, MARKETS HIERARCHIES YLIRENKO H, 2001, J BUS VENTURING, V16, P529 NR 56 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY PY 2005 VL 25 IS 5 BP 497 EP 504 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 908BR UT ISI:000227762700007 ER PT J AU Tuzi, F TI Useful science is good science: empirical evidence from the Italian National Research Council SO TECHNOVATION LA English DT Article DE technological change; patent; bibliometric analysis ID CITATION IMPACT; TECHNOLOGY; INDICATORS AB Useful science is good science. According to Pavitt's claim (Research Policy 27 (1998) 793), the aim of this paper is to show that the differences in innovation intensity of the scientific bodies (institutes) belonging to the largest public research institution in Italy (National Research Council, CNR) are affected rather by the carrying out of basic scientific activities than the development of research activities suitable to the innovation needs of firms. CNR has remarkable records of scientific achievements, mainly in basic science, medicine, biology, computer science and engineering, performed by 108 institutes spread over all Italian regions. Regarding its mission, a novel framework of CNR technology production has been introduced, in order to guide an empirical analysis into the determinants of the differences in technology production of CNR institutes. This framework relates the CNR patenting data and a selected set of scientific indicators, in order to single out the kind of link between technological production and scientific activities. The analysis shows the following results: There is a positive correlation between scientific activity, measured by bibliometric analysis, and technological production; The collaboration with other public or private institution and market oriented activity do not affect the innovation intensity of the CNR institutes. (c) 2003 Elsevier Ltd. All rights reserved. C1 Natl Res Council Italy, I-00185 Rome, Italy. RP Tuzi, F, Natl Res Council Italy, Viale Univ,11, I-00185 Rome, Italy. EM tuzi@dcas.cnr.it CR *CNR, 2002, 2000 CNR *ISI, 1999, SCI CIT IND 1999 200 ABRAMO G, 1998, EC POLITICA IND, V99 ARCHIBUGI D, 1992, TECHNOLOGICAL SPECIA BONACCORSI A, 2002, NPRNET C RETH SCI PO BOSCHI D, 1998, 81998 CERISCNR BRAUN T, 1985, SCIENTOMETRIC INDICA, V32 BRAUN T, 1999, SCIENTOMETRICS, V45, P425 COCCIA M, 2000, INNOVAZIONE PICCOLE ETZKOWITZ H, 2000, RES POLICY, V29, P109 FREEMAN C, 1987, TECHNOLOGY POLICY EC FURMAN JL, 2002, RES POLICY, V31, P899 JAFFE AB, 1993, Q J ECON, V108, P577 JONES C, 1998, INTRO EC GROWTH LUNDVALL BA, 1992, NATL SYSTEM INNOVATI MANSFIELD E, 1995, REV ECON STAT, V77, P55 METCALFE JS, 1995, HDB EC INNOVATION TE, P409 NARIN F, 1989, SCIENCE, V245, P600 NELSON R, 1959, J POLITICAL EC, V67, P297 NELSON R, 1993, NATL INNOVATION SYST PAVITT K, 1991, RES POLICY, V20, P109 PAVITT K, 1998, RES POLICY, V27, P793 PICCALUGA A, 2001, EC POLITICA IND, V109, P1982 PORTER ME, 1990, COMPETITIVE ADVANTAG PORTER ME, 2001, MIT SLOAN MANAGE REV, P28 ROMER PM, 1990, J POLITICAL EC, V98, P71 SCHUBERT A, 1983, SCIENTOMETRICS, V5, P59 SCHUBERT A, 1986, SCIENTOMETRICS, V9, P281 SIRILLI G, 1997, EC STRUCTURAL TECHNO TASSEY G, 1991, RES POLICY, V20, P345 NR 30 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY PY 2005 VL 25 IS 5 BP 505 EP 512 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 908BR UT ISI:000227762700008 ER PT J AU Yasuda, H Iijima, J TI Linkage between strategic alliances and firm's business strategy: the case of semiconductor industry SO TECHNOVATION LA English DT Article DE strategic alliances; resource-based theory; semiconductor ID RESOURCE-BASED THEORY; SOCIAL-EXCHANGE PERSPECTIVE; CREATE VALUE; COMPETITIVE ADVANTAGE; MANAGEMENT; KNOWLEDGE; NETWORKS; DYNAMICS; SUCCESS; VIEW AB We have investigated the linkage between a firm's business strategy and its selection of alliance activities. Referring to two economic theories, resource-based theory and social exchange theory, we propose an analytical framework of alliance activities with attention to two factors: "resources to be exchanged" and "partners to exchange such resources". The alliance matrix is proposed as a tool to analyze strategic alliances, as it depicts the two factors defined above on the two-dimensional axes of the matrix. A firm's business strategy is categorized according to its growth strategy and propositions are defined to explain how firms undertake strategic alliances for the purpose of executing such business strategies. These propositions have been tested using the empirical data from the semiconductor industry. Our results indicate that firms are trying to utilize strategic alliances in order to execute specific business strategies. (c) 2003 Elsevier Ltd. All rights reserved. C1 Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, Tokyo 1528552, Japan. RP Yasuda, H, Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, 2-12-1 Ookayama, Tokyo 1528552, Japan. EM hiroshi1.yasuda@toshiba.co.jp CR *IC, 2002, 1 HALF 2002 TOP 10 S AHUJA G, 2000, STRATEGIC MANAGE J, V21, P317 ALVAREZ SA, 2001, J MANAGE, V27, P755 ANAND BN, 2000, STRATEGIC MANAGE J, V21, P295 ANDERSEN O, 1998, INT BUSINESS REV, V7, P163 ANSOFF HI, 1965, CORPORATE STRATEGY ASAKURA H, 2002, NIKKEI MICRODEVICES, V204, P62 BLAU PM, 1964, EXCHANGE POWER SOCIA BLEEKE J, 1993, COLLABORATING COMPET CHAN SH, 1997, J FINANC ECON, V46, P199 CHANG M, 2001, 2001 ANN REPORT TSM CHEN C, 2003, INT J PROJECT MANAGE, V21, P115 CHEN H, 2002, J WORLDWIDE BUSINESS, V129, P1 CHEN HM, 2002, J BUS RES, V55, P1007 CHETTY S, 2000, INT BUSINESS REV, V9, P77 CRAVENS K, 2000, EUROPEAN MANAGEMENT, V18, P529 DAS TK, 1998, J MANAGE, V24, P21 DAS TK, 2000, J MANAGE, V26, P31 DAS TK, 2001, J INT MANAGEMENT, V7, P1 DOUMA MU, 2000, LONG RANGE PLANN, V33, P579 DOZ YL, 1998, ALLIANCE ADVANTAGE ENGIBOUS TJ, 2001, 2001 ANN REPORT TEXA GALVIN CB, 2001, 2001 ANN REPORT MOTO GERSONY N, 1996, J HIGH TECHNOLOGY MA, V7, P175 GRANT RM, 1991, CALIF MANAGE REV, V33, P114 GREMBOWSKI DE, 2002, SOC SCI MED, V54, P1167 GROVE AS, 2001, 2001 ANN REPORT INTE GULATI R, 1995, ACAD MANAGE J, V38, P85 GULATI R, 1998, STRATEGIC MANAGE J, V19, P293 GULATI R, 2000, STRATEGIC MANAGE J, V21, P203 HARA Y, 2002, ELECT ENG TIMES, V4, P6 HOFFMANN WH, 2001, LONG RANGE PLANN, V34, P357 HSIEH YC, 2002, INT J INFORM MANAGE, V22, P109 IRELAND RD, 2002, J MANAGE, V28, P413 KHANNA T, 1998, STRATEGIC MANAGE J, V19, P193 KLEISTERLEE G, 2001, 2001 ANN REPORT ROYA KUJI T, 1984, EXCHANGE THEORY SOCI KUMAR R, 2000, INT BUSINESS REV, V9, P237 MAHONEY JT, 2001, J MANAGE, V27, P651 MIOTTI L, 2003, RES POLICY, V1607, P1 MOHR J, 1994, STRATEGIC MANAGE J, V15, P135 MOWERY DC, 1996, STRATEGIC MANAGE J, V17, P77 NARULA R, 1999, TECHNOVATION, V19, P283 NORMAN PM, 2002, J HIGH TECHNOLOGY MA, V13, P172 OISHI M, 2002, NIKKEI ELECT, V821, P59 OKAMURA T, 2002, 2002 ANN REPORT PENG MW, 2001, J MANAGE, V27, P803 PERKS H, 2000, IND MARKET MANAG, V29, P327 PERRY ML, 2002, J BUS RES, V5871, P1 PISTRIO P, 2001, 2001 ANN REPORT ROBERTS E, 2001, MIT SLOAN MANAGE FAL, P26 SCHUMACHER U, 2002, 2002 ANN REPORT SORENSEN HB, 1998, SCANDINAVIAN J MANAG, V14, P151 SPEKMAN RE, 1996, LONG RANGE PLANN, V29, P3 THOMKE S, 2002, HARVARD BUS REV, V80, P74 TOSAKA K, 2002, 2002 ANN REP TYLER BB, 2001, J ENG TECHNOL MANAGE, V18, P1 WEST J, 2003, RES POLICY, V32, P809 YOSHIDA J, 2002, ELECT ENG TIMES, P8 YOSHINO MY, 1995, STRATEGIC ALLIANCES YUN JY, 2001, 2001 ANN REPORT ZHAO LM, 1993, TECHNOVATION, V13, P383 NR 62 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY PY 2005 VL 25 IS 5 BP 513 EP 521 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 908BR UT ISI:000227762700009 ER PT J AU Gunasekaran, A Williams, HJ McGaughey, RE TI Performance measurement and costing system in new enterprise SO TECHNOVATION LA English DT Article DE cost accounting system; performance measures; virtual enterprise; supply chain; new enterprise ID SUPPLY CHAIN MANAGEMENT; INFORMATION; NETWORKS; IMPLEMENTATION; LOGISTICS; ALLIANCES; IMPACT; AGE AB In this paper, we describe a framework for measuring costs and performance in new forms of business organization that are evolving to meet the competitive challenges of the 21st century. A literature review on cost management and performance measures in advanced manufacturing and service organizations provides the basis for our framework. The framework emphasizes measurement of costs and performance in the virtual enterprise and along the supply chain to enhance competitiveness in global markets. Investing in knowledge capital and information technology plays an important role in improving organizational competitiveness in the 21st century, yet the measurement of performance in these important areas is at best, imprecise. Managing and controlling costs and performance in new forms of organization poses challenges. We hope this article will encourage research that will help practitioners meet the challenges of performance measurement in the 21st century. (c) 2003 Elsevier Ltd. All rights reserved. C1 Univ Illinois, Dept Business Adm, Springfield, IL 62703 USA. N Carolina Cent Univ, Sch Business, Durham, NC 27707 USA. Univ Cent Arkansas, Dept Management Informat Syst, Conway, AR 72035 USA. RP Gunasekaran, A, Univ Illinois, Dept Business Adm, 1 Univ Pl, Springfield, IL 62703 USA. 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The analysis distinguishes between 14 new technology-based firms that are university "spin-off" companies and 14 community companies that had no connection with a university. The analysis described in this paper is based on a specially developed assessment methodology that comprises a structured decision-making model. This technology assessment methodology is based on the identification of key criteria for analysis. The study identified the most significant variable for university "spin-off' companies being that of protecting competitive advantage. This result can be attributed to the need for universities to protect their intellectual property, which is to be rewarded with an equity stake in the company. Two other significant variables were identified as the level of product innovation (compared to competitors) and market criteria (including the potential customer base). (c) 2003 Elsevier Ltd. All rights reserved. C1 Brunel Univ, Dept Syst Engn, Uxbridge UB8 3PH, Middx, England. RP De Coster, R, Brunel Univ, Dept Syst Engn, Uxbridge UB8 3PH, Middx, England. EM r.decoster@brunel.ac.uk CR *DTI SMALL BUS SER, 2003, NEW FIG SHOW INCREAS AHEARNE M, 2000, J BUS RES, V48, P55 BANTEL KA, 1998, J BUS VENTURING, V13, P205 BAUM JR, 2001, ACAD MANAGE J, V44, P292 COOPER RG, 1997, J PROD INNOVAT MANAG, V14, P132 DAILY CA, 2002, J MANAGE, V28, P387 DESZCA G, 1999, J OPER MANAG, V17, P613 FIET JO, 1995, J BUS VENTURING, V10, P195 JO H, 1996, TECHNOVATION, V16, P161 KHURANA A, 1998, J PROD INNOVAT MANAG, V15, P57 KIM J, 2003, R&D MANAGE, V33, P16 LOCH C, 2000, EUROPEAN MANAGEMENT, V18, P246 MASON CM, 2002, J BUS VENTURING, V17, P211 MCDERMOTT CM, 2002, J PROD INNOVAT MANAG, V19, P424 PERRY SC, 2001, J SMALL BUS MANAGE, V39, P201 PROWSE S, 1998, J BANK FINANC, V22, P785 ROSENBERG N, 1994, EC 21 CENT CTR EC PO ROSENKRANZ S, 2003, J ECON BEHAV ORGAN, V50, P183 SANDBERG WR, 1987, J BUS VENTURING, V2, P5 SHEPHERD DA, 2000, J BUS VENTURING, V15, P393 SHEPHERD DA, 2002, J BUS VENTURING, V17, P1 STEVENS G, 1999, J PROD INNOVAT MANAG, V16, P455 TATIKONDA MV, 2000, IEEE T ENG MANAGE, V47, P74 VERYZER RW, 1998, J PROD INNOVAT MANAG, V15, P304 WAARTS E, 2002, J PROD INNOVAT MANAG, V19, P412 ZACHARAKIS AL, 2000, J BUS VENTURING, V15, P323 ZACHARAKIS AL, 2001, J BUS VENTURING, V16, P311 ZIRGER BJ, 1990, MANAGE SCI, V36, P867 NR 28 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY PY 2005 VL 25 IS 5 BP 535 EP 543 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 908BR UT ISI:000227762700011 ER PT J AU Yang, DL Clarke, P TI Globalisation and intellectual property in China SO TECHNOVATION LA English DT Article DE globalisation; intellectual property; China AB The open door policy since 1979 highlights the globalisation process in China. Since then, all walks of life, and businesses have been affected by globalisation. One clear sign of the global impact is China's effort to move gradually from a country ruled by government to that ruled by law although this process is slow moving, especially from an enforcement perspective. This paper intends to study the change of intellectual property (IP) environment in China under the global trend of legal harmony. Objectively, this paper discusses and analyses four related topics-the legal system in China, the rapidly expanding scope of IP, the evidential data and analysis of the IP activities, and finally, two cases highlighting practical aspects of IP. (c) 2003 Elsevier Ltd. All rights reserved. C1 Univ Bradford, Sch Management, Bradford BD9 4JL, W Yorkshire, England. Univ Coll Dublin, Dept Accountancy, Dublin 4, Ireland. RP Yang, DL, Univ Bradford, Sch Management, Emm Lane, Bradford BD9 4JL, W Yorkshire, England. EM d.yang@bradford.ac.uk peter.clarke@ucd.ie CR *NAT PEOPL C, 2002, REG PROT OL SYMB NAT *PEOPL REP CHIN, 1993, EC CONTR LAW PEOPL R *PEOPL REP CHIN, 1994, ARB LAW PEOPL REP CH *PEOPL REP CHIN, 1999, CONST PEOPL REP CHIN *STAT COUNC, 1994, INT PROP PROT SIT CH *TRAD OFF, 2002, NOT IMPL GUO CHE LUO *WORLD INT PROP OR, 1979, BERN CONV PROT LIT A *WORLD INT PROP OR, 1997, GEN INF WIPO GEN *WORLD INT PROP OR, 1997, INTRO INT PROP THEOR *WORLD TRAD ORG, 1995, TRED REL ASP INT PRO BOSWORTH D, 2000, INT BUSINESS REV, V9, P453 BOSWORTH D, 2002, WORLD TRADE ORG MILL, P282 BRANSCOMB AW, 1990, INTELLECTUAL PROPERT CHAN EHW, 1997, CONSTRUCTION MANAGEM, V15, P539 CORNISH WR, 1999, INTELLECTUAL PROPERT WANG C, 1996, INTELLECTUAL PROPERT WANG C, 2003, ARBITRATION CHINA CI YANG D, 2003, INTELLECTUAL PROPERT ZHANG X, 1999, STATE COUNCIL INFORM ZHENG C, 1996, WORLD TRADE ORG TRIP NR 20 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY PY 2005 VL 25 IS 5 BP 545 EP 555 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 908BR UT ISI:000227762700012 ER PT J AU Cheng, JZ Chen, PT Yu, HCD TI Establishing a MAN access strategy for future broadband service: a fuzzy MCDM analysis of SONET/SDH and Gigabit Ethernet SO TECHNOVATION LA English DT Article DE Ethernet; SONET/SDH; LAN; MAN; WAN; fuzzy; MCDM ID ALTERNATIVES; RANKING; SYSTEM AB Global Internet traffic growth continues to create a bandwidth demand in the telecommunications network. As 100 Mb/s Ethernet and Gigabit Ethernet LANs are widely installed in enterprises, Intranet bandwidth grows quickly. With the active adoption of ADSL and cable modem broadband accesses in the SOHO and residential markets, these markets generate more data traffic as well. Current telecom carriers predominately use SONET/SDH equipment to 'aggregate' data traffic in the MAN network (Metropolitan Area Network) 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 these drawbacks. The emergence of Gigabit Ethernet technology provides benefits that the SONET/SDH equipment lacks. However, Gigabit Ethernet also presents some shortcomings. The deployment of different access technologies leads to different implications and byproducts. The purpose of this paper is to help telecom carriers evaluate and plan their future broadband MAN access strategy by employing the fuzzy MCDM method. An empirical formula can rationally examine the practicability and usefulness of this method. Results revealed that SONET/SDH technology scored higher than Gigabit Ethernet technology with regards to MAN access for future broadband service. (c) 2003 Elsevier Ltd. All rights reserved. C1 Chiao Tung Univ, Inst Management Technol, Hsinchu 30010, Taiwan. RP Yu, HCD, Chiao Tung Univ, Inst Management Technol, 1001 Ta Hsueh Rd, Hsinchu 30010, Taiwan. EM chengyu@mail.nctu.edu.tw CR *IEEE, 8023AE2002 IEEE *IEEE, 2000, 8023 CSMA CD IEEE *NASA, 1965, PATT REL GUID *NASA, 1996, PATT PROC MAN HON AE *TELC TECHN, 2000, GR253 TEL TECHN BELLMAN RE, 1970, MANAGE SCI, V17, P4 BUCKLEY JJ, 1985, FUZZY SET SYST, V15, P21 CHEN TC, 1997, FUZZY THEORY APPL SE, P715 CHENG CH, 1994, FUZZY SET SYST, V63, P1 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 KERZNER H, 1989, SYSTEM APPROACH PLAN LAWRENCE GR, US INTERNET IP TRAFF SAATY TL, 1977, J MATH PSYCHOL, V15, P234 SAATY TL, 1980, ANAL HIERARCHY PROCE SEIFERT R, COMPLETE GUIDE LAN W TANG MT, 1999, J INT INFORMATION MA, V8, P1 TENG JY, 1994, J ENVIRON MANAGE, V40, P213 TENG JY, 1996, TRANSPORT PLAN TECHN, V20, P15 TSAUR SH, 1997, ANN TOURISM RES, V24, P796 TZENG GH, 1977, JAPAN J BEHAVIORMETR, V4, P29 TZENG GH, 1987, ENERGY SYSTEMS POLIC, V11, P1 TZENG GH, 1992, ENERGY, V17, P983 TZENG GH, 1993, ENERGY ENV, V40, P265 ZADEH LA, 1965, FUZZY SETS INFORMATI, V8, P338 ZADEH LA, 1975, INFORMAT SCI, V9, P43 ZADEH LA, 1975, INFORMATION SCI, V8, P199 ZADEH LA, 1975, INFORMATION SCI, V8, P301 ZHAU R, 1991, INFORMATION SCI, V54, P103 NR 31 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY PY 2005 VL 25 IS 5 BP 557 EP 567 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 908BR UT ISI:000227762700013 ER PT J AU Brown, S Maylor, H TI Strategic resonant firms, mass producers, big fish & flat liners: a study of policies, practices & performance in innovation SO TECHNOVATION LA English DT Article DE innovation; strategy; manufacturing ID INCREMENTAL INNOVATION; ORGANIZATION; IMPROVEMENT; GROWTH; DESIGN AB Managing innovation is one of the key strategic challenges facing firms in many industries. The nature of competitive capabilities has resulted in conditions of hyper-competition within many industries and both new entrants and existing players have little choice but to innovate speedily and with success in new product introductions. However, this is only part of the `world of innovation'. Products and processes in other sectors also need to be innovated, and this often proceeds in a no less appropriate manner for the environment in which those firms operate. This paper presents a typology of innovation firms. It does not pretend to be exhaustive but aids our understanding by drawing upon a range of empirical studies of innovation practices. A classification of firms is proposed, which assists in understanding the different policies, practices and levels of performance in each category. In addition, it differentiates the rates of improvement, and shows some of the latest thinking and practices from the highest performing firms and the nature of the challenge for the rest. (C) 2003 Elsevier Ltd. All rights reserved. C1 Univ Bath, Sch Management, Ctr Technol & Innovat Management, Bath BA2 7AY, Avon, England. RP Brown, S, Univ Bath, Sch Management, Ctr Technol & Innovat Management, Bath BA2 7AY, Avon, England. 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In this paper a new model is formed, which introduces other factors i.e. organizational determinants, competitors, external factors and manufacturing mix processes. These other factors are then included in the links between technology management, transaction processes and governance structures. The research is conducted in the electronics and electrical engineering industry and the Information technology industry. Firms are categorized into technological users and system integrators. Views from these two groups are analyzed with respect to the models developed. (C) 2003 Elsevier Ltd. All rights reserved. C1 Univ Witwatersrand, Sch Mech Ind & Aeronaut Engn, ZA-2050 Wits, Johannesburg, South Africa. RP Siriram, R, Univ Witwatersrand, Sch Mech Ind & Aeronaut Engn, Private Bag 3, ZA-2050 Wits, Johannesburg, South Africa. EM rajs@siemens.co.za CR ABERNATHY WJ, 1985, RES POLICY, V14, P3 AMUNDSON SD, 1998, J OPER MANAG, V16, P341 BOWER JL, 1995, HARVARD BUSINESS JAN, P43 BOYER KK, 1996, J OPERATIONS MANAGEM, V14, P297 CHOI TY, 1996, J OPERATIONS MANAGEM, V14, P333 FLYNN BB, 1990, J OPERATIONS MANAGEM, V9, P250 GOLDHAR JD, 1983, HARVARD BUS REV, V61, P141 HAIR GJ, 1998, MULTIVARIATE DATA AN HANSEN GS, 1989, STRATEGIC MANAGE J, V10, P399 HAYES RH, 1993, STRATEGIC OPERATIONS KRAUSE DR, 1999, J OPER MANAG, V17, P205 LORENZONI G, 1999, STRATEGIC MANAGE J, V20, P317 MEREDITH J, 1987, STRATEGIC MANAGE J, V8, P249 PORTER ME, 1991, STRATEGIC MANAGE J, V12, P95 ROSENTHAL SR, 1984, J OPERATIONS MANAGEM, V4, P203 RUMELT RP, 1991, STRATEGIC MANAGE J, V12, P5 SCHONBERGER RJ, 1994, OPERATIONS MANAGEMEN SIMONIN BL, 1999, STRATEGIC MANAGE J, V20, P595 SIRIRAM R, 2003, IN PRESS TECHNOVATIO SKINNER W, 1969, MANUFACTURING MISSIN, P136 SWAMIDASS PM, 1998, J OPER MANAG, V17, P23 TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 TRACEY M, 1999, J OPER MANAG, V17, P411 NR 23 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD APR PY 2005 VL 25 IS 4 BP 321 EP 337 PG 17 SC Engineering, Industrial; Operations Research & Management Science GA 895TZ UT ISI:000226887900002 ER PT J AU Fontes, M TI The process of transformation of scientific and technological knowledge into economic value conducted by biotechnology spin-offs SO TECHNOVATION LA English DT Article DE knowledge transformation; academic spin-offs; biotechnology ID RESEARCH-AND-DEVELOPMENT; BASIC RESEARCH; UNITED-STATES; INNOVATION; ENTREPRENEURS; INDUSTRY; SCIENCE; UNIVERSITY; FIRMS AB This paper addresses the role played by academic spin-offs in the process of transformation of scientific and technological knowledge originating from research organisations (ROs) into viable technologies, products or services. It first discusses the need for such transformation; the reasons why, in some circumstances, spin-offs firms are particularly well positioned to conduct or orchestrate it, and subsequently looks in detail at the transformation process as it occurs in practice, in the biotechnology field. Three types of transformation functions are identified and described in detail, emphasising the outcomes that might not have taken place without the entrepreneurs' intervention. It is concluded that, in performing these functions, biotechnology spin-offs play a valuable agency role in the access, application and dissemination of knowledge produced by ROs, emerging as an alternative to 'technology transfer' organisations and mechanisms. (C) 2003 Elsevier Ltd. All rights reserved. C1 Inst Nacl Rngn & Tecnol Ind, Dept Modelcao & Simulacao Proc, P-1649038 Lisbon, Portugal. RP Fontes, M, Inst Nacl Rngn & Tecnol Ind, Dept Modelcao & Simulacao Proc, Estrada Paco Lumiar 22, P-1649038 Lisbon, Portugal. EM margarida.fontes@ineti.pt CR ARMSTRONG P, 2000, PROMETHEUS, V18, P133 ARORA A, 2001, IND CORP CHANGE, V10, P419 AUTIO E, 1995, INT J TECHNOL MANAGE, V10, P643 AUTIO E, 1997, RES POLICY, V26, P263 BALAZS K, 1996, 37 SPRU STEEP CHIESA V, 1990, NEW TECHNOLOGY BASED, P15 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COSTA CR, 2001, THESIS I SUPERIOR TE DASGUPTA P, 1994, RES POLICY, V23, P487 DAVID PA, 1992, EC INNOVATION NEW TE, V2, P73 DENHERTOG P, 2000, INT J INNOVATION MAN, V4, P491 DODGSON M, 1990, IND HIGHER ED, V4, P97 DOSI G, 1988, J ECON LIT, V26, P120 ETZKOWITZ H, 1996, MINERVA, V34, P259 FAULKNER W, 1994, RES POLICY, V23, P673 FONTES M, 1998, TECHNOL ANAL STRATEG, V10, P497 FONTES M, 2001, RES POLICY, V30, P79 FONTES M, 2001, TECHNOLOGICAL FORECA, V62, P59 GIBBONS M, 1974, RES POLICY, V3, P220 JONES JP, 1995, J MARK COMMUN, V1, P1 KENNEY M, 1986, RES POLICY, V15, P21 KLEVORICK AK, 1995, RES POLICY, V24, P185 KLINE SJ, 1986, POSITIVE SUM STRATEG, P275 LEE YS, 1996, RES POLICY, V25, P843 LOWE J, 1993, TECHNOL ANAL STRATEG, V5, P27 MASON G, 1999, IND INNOVATION, V6, P85 MILLER D, 2000, TECHNOL SOC, V22, P445 MUSTAR P, 1994, REV EC IND, V67, P156 ORSENIGO L, 1989, EMERGENCE PAVITT K, 1991, RES POLICY, V20, P109 RADOSEVICH R, 1995, INT J TECHNOL MANAGE, V10, P879 RAPPERT B, 1997, TECHNOL ANAL STRATEG, V9, P115 ROBERTS EB, 1996, R&D MANAGE, V26, P17 SALTER AJ, 2001, RES POLICY, V30, P509 SAMSOM KJ, 1993, TECHNOVATION, V13, P63 SHEEN MR, 1992, R&D MANAGE, V22, P135 STANKIEWICZ R, 1994, SCI PUBL POLICY, V21, P99 TOMES A, 2000, TECHNOVATION, V20, P115 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 VANDERSIDJE P, 2000, INT J ENTREPRENEURSH, V1, P13 WALSH V, 1995, TECHNOVATION, V15, P303 ZUCKER LG, 1998, AM ECON REV, V88, P290 NR 42 TC 3 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD APR PY 2005 VL 25 IS 4 BP 339 EP 347 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 895TZ UT ISI:000226887900003 ER PT J AU Adeoti, J Adeoti, A TI Biotechnology R&D partnership for industrial innovation in Nigeria SO TECHNOVATION LA English DT Article DE biotechnology; innovation; R&D partnership; industry; Nigeria ID INVESTMENT; AFRICA; GROWTH; FIRMS AB This paper presents the result of an exploratory research into the case of biotechnology research activities in Nigeria and the prospects for university-industry partnerships for biotechnology research and development. As in many developing countries, the research findings demonstrated that modern biotechnology research in Nigeria is largely in the area of cell and tissue culture and agrobiotechnology bias. There is however evidence of isolated cases of research in more advanced biotechnology such as recombinant DNA or genetic engineering, bioprocess technologies, bioinformatics, and cell fusion (molecular diagnostics). It is also shown that the most important constraint on biotechnology research is the poor state of research infrastructure, especially the paucity or non-availability of modern biotechnology research equipment. Most researchers (78.9%) in biotechnology however have foreign collaboration, which has helped in reducing the frustration arising from poor research infrastructure. The study also confirmed the notion that, though multinational companies make substantial application of biotechnology, the stages of production carried out by their affiliates in developing countries such as Nigeria make no significant applications of biotechnology. (C) 2003 Elsevier Ltd. All rights reserved. C1 UIPO, NISER, Ibadan, Nigeria. Univ Ibadan, Dept Agr Econ, Ibadan, Nigeria. RP Adeoti, J, UIPO, NISER, PMB 5,Oyo Rd, Ibadan, Nigeria. EM adeotij@yahoo.com CR *FMST, 2001, NAT BIOT POL FED REP *JAMB, 1999, BORCH GUID ADM 1 DEG *OECD, 1982, BIOT INT TRENDS PERS *UNDP, 2002, HUM DEV REP 2002 *USOTA, 1991, BIOT GLOB EC *WORLD BANK, 2001, WORLD DEV IND CR ROM ACHARYA R, 1995, THESIS MAASTRICHT U ACHARYA R, 1998, BIOTECHNOLOGY COMPET ADEOTI JO, 2001, DEV ECON, V39, P395 ADEOTI JO, 2002, SCI PUBL POLICY, V29, P95 ADEOTI JO, 2002, TECHNOLOGY ENV SUB S AOKI M, 1997, ROLE GOVT E ASIAN EC ARTUSO A, 2002, WORLD DEV, V30, P1355 ASIEDU E, 2002, WORLD DEV, V30, P107 BARRO RJ, 1995, EC GROWTH BAUMOL WJ, 1988, THEORY ENV POLICY CLARK N, 1991, BIOTECHNOLOGY SUSTAI EDQUIST C, 1997, SYSTEMS INNOVATION T ETZKOWITZ H, 2002, SCI PUBL POLICY, V29, P115 FRANSMAN M, 1991, 1 UNU INTECH FREEMAN C, 1987, TECHNOLOGY POLICY EC FREEMAN C, 1995, CAMBRIDGE J ECON, V19, P5 FREEMAN C, 1997, EC IND INNOVATION FREEMAN C, 2002, RES POLICY, V31, P191 HAGEDOORN J, 2002, RES POLICY, V31, P477 HOWES R, 1997, CLEAN COMPETITIVE MO JAFFE AB, 1995, J ECON LIT, V33, P132 JUMA C, 2000, SCI TECHNOLOGY EC GR KARAOMERLIOGLU DC, 1998, INT C EC IND STRUCT KIM L, 1997, IMITATIN INNOVATION LALL S, 1992, WORLD DEV, V20, P165 LALL S, 1997, POLICIES IND COMPETI LALL S, 2001, COMPETITIVENESS TECH LUNDAN SM, 1996, THESIS STATE U NEW J LUNDVALL B, 1992, NATL SYSTEM INNOVATI MATHEWS JA, 2000, TIGER TECHNOLOGY CRE MUGABE J, 2000, BIOTECHNOLOGY DEV CO NARULA R, 1999, TECHNOVATION, V19, P283 NELSON BR, 1995, J AM ACAD DERMATOL, V33, P1 NELSON RR, 1982, EVOLUTIONARY THEORY NELSON RR, 1992, TECHNOLOGY WEALTH NA OCONNOR D, 1994, MANAGING ENV RAPID I PALMER K, 1995, J ECON PERSPECT, V9, P119 PEREZ C, 1988, TECHNICAL CHANGE EC RAMANI SV, 2001, DEV ECON, V39, P85 RAMANI SV, 2002, RES POLICY, V31, P381 ROMER PM, 1986, J POLIT ECON, V94, P1002 ROMER PM, 1990, J POLITICAL EC, V98, P71 ROSENBERG N, 1992, TECHNOLOGY WEALTH NA SWANSON TM, 2002, AGRICULTURE DEV WORL NR 50 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD APR PY 2005 VL 25 IS 4 BP 349 EP 365 PG 17 SC Engineering, Industrial; Operations Research & Management Science GA 895TZ UT ISI:000226887900004 ER PT J AU Hu, TS Lin, CY Chang, SL TI Technology-based regional development strategies and the emergence of technological communities: a case study of HSIP, Taiwan SO TECHNOVATION LA English DT Article DE Hsinchu Science-Based Industrial Park; proximity; cluster; technological infrastructure ID INNOVATION; GEOGRAPHY; NETWORKS; LOCATION AB Less-developed countries always lack well-developed industrial clusters, and nurturing such clusters is essential to their economic development, especially for technology-based industries. Consequently, location specific cluster formation should be promoted, including efficient technological infrastructure, mature innovation-production interaction, and competitive advantages. These factors have a positive accumulative effect on the selected district, and firms in the district compete for these resources through spatial proximity, a focus on certain technologies and technological infrastructure. To establish mature clusters, the Taiwanese government has aggressively developed Science Parks during the past two decades. This study applies this concept to analyze the interaction between agents and the formation of innovation clusters in the Hsinchu district, the location of the first Science Park in Taiwan. (C) 2003 Elsevier Ltd. All rights reserved. C1 Chung Hua Univ, Dept Agr & Urban Planning, Hsinchu 300, Taiwan. Natl Taiwan Univ, Grad Inst Bldg & Planning, Taipei 106, Taiwan. Chung Hua Univ, Grad Inst Technol Management, Hsinchu 300, Taiwan. RP Hu, TS, Chung Hua Univ, Dept Agr & Urban Planning, 707 Sec 2,WuFu Rd, Hsinchu 300, Taiwan. EM hts@chu.edu.tw cylin@ccms.ntu.edu.tw suli@mail.yust.edu.tw CR ACS ZJ, 1988, AM ECON REV, V78, P678 AUDRETSCH DB, 1996, AM ECON REV, V86, P630 AUDRETSCH DB, 1998, OXFORD REV ECON POL, V14, P18 BAPTISTA R, 1996, BUSINESS STRATEGY RE, V7, P59 BESSANT J, 1999, TECHNOVATION, V19, P373 BREZIS ES, 1993, 4561 NBER CAMAGNI RP, 1995, PAP REG SCI, V74, P317 FELDMAN M, 1994, ECON DEV Q, V8, P67 FREEMAN C, 1991, RES POLICY, V20, P499 GLAESER EL, 1992, J POLIT ECON, V100, P1126 HART D, 1997, LOCAL EC NOV, P235 HSU JY, 1998, GEOGRAPHICAL RES, V29, P143 HU TS, 1991, THESIS NATL CHUN KUN HU TS, 2001, J ARCHITECTURE PLANN, V2, P27 HU TS, 2004, IN PRESS ASIAN PACIF KUNG HF, 1999, RES PROJECT NAT SCI LIN CY, 1997, INT PALNNING STUDIES, V2, P257 MAILLAT D, 1998, ENTREP REGION DEV, V10, P1 MALMBERG A, 1997, PROG HUM GEOG, V21, P573 MARKUSEN A, 1996, ECON GEOGR, V72, P293 PORTER ME, 1990, COMPETITIVE ADVANTAG PORTER ME, 1998, CLUSTERS COMPETITION RITSILA JJ, 1999, ENTREP REGION DEV, V11, P187 SAXENIAN A, 1994, REGIONAL ADVANTAGE C SAXENIAN A, 2001, IND CORP CHANGE, V10, P893 STORPER M, 1995, EUROPEAN URBAN REGIO, V2, P191 NR 26 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD APR PY 2005 VL 25 IS 4 BP 367 EP 380 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 895TZ UT ISI:000226887900005 ER PT J AU Varela, J Benito, L TI New product development process in Spanish firms: typology, antecedents and technical/marketing activities SO TECHNOVATION LA English DT Article DE new product development; technical/marketing activities; Spain ID FINANCIAL SERVICES; PERFORMANCE; INDUSTRIAL; INNOVATION; FAILURE; SUCCESS; DETERMINANTS; PERSPECTIVE; DIMENSIONS; IMPACT AB On several occasions attempts have been made to explain the success of a new product by means of aspects related to the development process followed. However, few papers have focused either on its degree of market orientation (MO) or on its antecedents, i.e., on the factors which promote or limit the use of said process in the firm. Three basic aims are pursued in this work: first, characterize NPD process in terms of its MO; second, to identify the organisational antecedents of the new product process adopted and, third, to analyse the influence of the process type introduced and of the novelty type of the product on the importance of marketing and technical activities carried out during its development. Results, obtained from a sample of Spanish firms, indicate that the NPD processes adopted may be characterized in terms of MO and rigidity. In the same way as top management emphasis on innovation, the degree of centralisation in decision-making, and experience in new product development influence the type of process introduced into the firm. It is also shown that process type and product novelty conditions the importance given to the technical and marketing activities carried out. (C) 2003 Elsevier Ltd. All rights reserved. C1 Univ Santiago de Compostela, Dept Org Empresas & Comercializac, Santiago De Compostela 15782, Spain. RP Varela, J, Univ Santiago de Compostela, Dept Org Empresas & Comercializac, Santiago De Compostela 15782, Spain. EM oejavg@usc.es CR *NAT I C BOARD, 1964, WHY NEW PROD FAIL ARMSTRONG JS, 1977, J MARKETING RES, V14, P396 AVLONITIS GJ, 2001, J PROD INNOVAT MANAG, V18, P324 BALBONTIN A, 2000, TECHNOVATION, V20, P257 BOOZ, 1982, NEW PRODUCT DEV 1980 BROWN SL, 1995, ACAD MANAGE REV, V20, P2 CHOFFRAY JM, 1984, BUS MARKET, V69, P82 CLARK K, 1992, MANAGING NEW PRODUCT COOPER RG, 1986, J PROD INNOVAT MANAG, V3, P71 COOPER RG, 1987, J PROD INNOVAT MANAG, V4, P169 COOPER RG, 1990, BUS HORIZONS, V5, P44 COOPER RG, 1991, IND MARKET MANAG, V20, P137 COOPER RG, 1994, J PROD INNOVAT MANAG, V11, P3 CRAIG A, 1992, EUR J MARKETING, V26, P2 DANNEELS E, 2001, J PROD INNOVAT MANAG, V18, P357 DEBRENTANI U, 1989, J PROD INNOVAT MANAG, V6, P239 DWYER L, 1991, J PROD INNOVAT MANAG, V8, P39 EDGETT SJ, 1996, IND MARKET MANAG, V25, P507 GARCIA R, 2002, J PROD INNOVAT MANAG, V19, P110 GOMES JFS, 2003, TECHNOVATION, V23, P185 GRIFFIN A, 1997, J PROD INNOVAT MANAG, V14, P429 HART S, 1995, PRODUCT DEV M CHALLE, P15 JAWORSKI BJ, 1993, J MARKETING, V57, P53 JOHNE FA, 1984, J PROD INNOVAT MANAG, V4, P210 LEE J, 2000, TECHNOVATION, V20, P497 MARCHCHORDA I, 2002, TECHNOVATION, V22, P301 MARTINEZ A, 1991, J PROD INNOVAT MANAG, V8, P49 MCKEE D, 1992, J PROD INNOVAT MANAG, V9, P232 MONTOYAWEISS MM, 1994, J PROD INNOVAT MANAG, V11, P397 MORE RA, 1982, IND MARKET MANAG, V11, P9 NIELSEN AC, 1971, NIELSEN RES, V5, P1 ROCHFORD L, 1997, IND MARKET MANAG, V26, P67 SONG XM, 1994, J PROD INNOVAT MANAG, V11, P105 SONG XM, 1997, J MARKETING RES, V34, P64 SONG XM, 1997, J PROD INNOVAT MANAG, V14, P88 SONG XM, 1998, J PROD INNOVAT MANAG, V15, P124 SOUDER WE, 1999, J PROD INNOVAT MANAG, V16, P183 TAKEUCHI H, 1986, HARVARD BUS REV, V64, P137 TIDD J, 2001, MANAGING INNOVATION TIDD J, 2002, R&D MANAGE, V32, P127 UTTERBACK JM, 1976, IEEE T ENG MANAGE, V23, P3 VAZQUEZ R, 1996, EC IND, V307, P113 VERYZER RW, 1998, J PROD INNOVAT MANAG, V15, P304 ZIRGER BJ, 1990, MANAGE SCI, V36, P867 NR 44 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD APR PY 2005 VL 25 IS 4 BP 395 EP 405 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 895TZ UT ISI:000226887900007 ER PT J AU Mekhilef, M Le Cardinal, JS TI A pragmatic methodology to capture and analyse decision dysfunctions in development projects SO TECHNOVATION LA English DT Article DE project management; dysfunction analysis; decision-making; competence management ID SUPPORT SYSTEM AB The aim of this article is to present the results of our recent work in the field of development projects management. The issue that we have raised is to determine the dysfunction profile of a company. From an approach developed in maintenance, we propound on one hand a generic plan of the decision-making process, and on the other, we recapitulate work connected with competence management, to offer a representation frame of dysfunction sources. This double entry has the advantage of supplying views that take into account the human being, and thus, which are more realistic. Then, on an operational level, we set out an information index card summing up the two previous plans that helps the documentation of decision processes. We apply the associated methodology called SACADO to the case of a company, and finally, we report and examine the results. (C) 2003 Elsevier Ltd. All rights reserved. C1 Ecole Cent Paris, Dept Ind Engn, Paris, France. RP Mekhilef, M, Ecole Cent Paris, Dept Ind Engn, Paris, France. EM mounib.mekhilef@lgi.ecp.fr CR ABDUL AR, 1997, THESIS U PARIS DAUPH BRYSON N, 1995, EUROPEAN J OPERATION, V96, P379 CANTZLER O, 1997, THESIS ECOLE CENTRAL CHEN KH, 1998, SOCIO EC PLANNING SC, V32, P113 DURAND T, 2000, REV FRANCAISE GESTIO, V127, P1 FENG C, 1995, FUZZY SET SYST, V71, P197 GIGET M, 1998, DYNAMIQUE STRATEGIQU HAAG D, 2001, ECOL MODEL, V144, P45 HOFFMANN C, 2000, HEALTH POLICY, V52, P179 KEPING C, 2001, ENVIRON MODELL SOFTW, V16, P387 KIM JK, 2001, COMPUT OPER RES, V28, P485 KRISHNAN V, 1998, EUR J OPER RES, V111, P351 KUSHNIRUK AW, 1998, INT J MED INFORM, V51, P83 LEVYLEBOYER C, 1996, GESTION COMPETENCES LEWKOWICZ M, 1998, ACTES INGENIERIE CON, P177 MCGREGOR MJ, 2001, AGR SYST, V69, P63 NUTT PC, 2000, EUR J OPER RES, V124, P159 RAJABI S, 1998, EUR J OPER RES, V110, P490 ROY B, 1985, METHODOLOGIE MULTICR THEVENOT D, 1998, PARTAGE CONNAISSANCE YAMASHITA T, 1997, FUZZY SET SYST, V87, P257 NR 21 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD APR PY 2005 VL 25 IS 4 BP 407 EP 420 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 895TZ UT ISI:000226887900008 ER PT J AU Abbott, J Yoong, P TI The stages of telecentre development: the case of the Kapiti Telecentre SO TECHNOVATION LA English DT Article DE community development; telecentres; case study ID COMMUNITY; TELEWORK AB This paper describes part of a research programme that explores the development of telecentres and the role of key players in these ventures. A single case study was conducted on the development of the Kapiti Telecentre, which is based on the Kapiti coast, a semi-rural and developing community situated approximately 50 km north of Wellington, New Zealand. The Kapiti Telecentre is unique among telecentres in that it is a collaborative project between business and community organisations. Several workers from city-based businesses are using the telecentre as a teleworking hub whilst the community users have initiated a major community IT educational programme based at the centre. A Board of Trustees provides governance of the telecentre and trustees come from the business, community and academic institutions. Initial results from this study suggest that the development of the Kapiti Telecentre follows four distinct stages: Germinating, Seedling, Sapling and Maturing. Details of the development activities during each stage will be described. The paper concludes by suggesting a number of implications for future telecentres development. (C) 2003 Elsevier Ltd. All rights reserved. C1 Victoria Univ Wellington, Sch Informat Management, Wellington, New Zealand. RP Abbott, J, Victoria Univ Wellington, Sch Informat Management, POB 600, Wellington, New Zealand. EM julie.abbott@vuw.ac.nz pak.yoong@vuw.ac.nz CR *WELL REG COUNC, 2002, REG OUTLOOK REG FACE BENBASAT I, 1987, MIS QUART, V11, P369 CARMAN J, 2001, NONPROFIT MANAGEMENT, V12, P7 CHASKIN RJ, 2001, URBAN AFF REV, V36, P291 CHENITZ W, 1986, PRACTICE GROUNDED TH CRESWELL J, 1994, RES DESIGN QUALITATI ELLISON NB, 1999, SOC SCI COMPUT REV, V17, P338 FLOYD C, 1999, INT SMALL BUS J, V17, P32 FOLEY P, 2000, REG STUD, V34, P783 FRANKE U, 1999, VONET NEWSLETTER, V1, P120 FRANKE U, 2001, ELECT J ORG VIRTUALN, V4, P43 GITTELL M, 2000, URBAN AFF REV, V36, P123 JANSEN W, 1999, VIRTUAL ORG NET, V1, P54 KAROL RA, 2002, RES TECHNOL MANAGE, V45, P24 KURLAND NB, 1999, ORGAN DYN, V28, P53 MCCLENAGHAN P, 2000, BRIT EDUC RES J, V26, P565 MILES M, 1981, QUALITATIVE DATA ANA RACZYNSKI JM, 2001, J PUBLIC HLTH MANAGE, V7, P10 SHAKEEL H, 2001, ELECT J INFORMATION, V4, P1 SNOW CC, 1992, ORGAN DYN, V21, P5 STANLEY DW, 1998, IFT BAS SYM, V13, P1 TOWNSEND AM, 1998, ACAD MANAGEMENT EXEC, V12, P17 WHYTE A, 2002, ASSESSING COMMUNITY YIN R, 1994, CASE STUDY RES DESIG YOUNG J, 2001, EJISDC, V4, P1 NR 25 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD APR PY 2005 VL 25 IS 4 BP 421 EP 431 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 895TZ UT ISI:000226887900009 ER PT J AU Lea, BR Gupta, MC Yu, WB TI A prototype multi-agent ERP system: an integrated architecture and a conceptual framework SO TECHNOVATION LA English DT Article DE enterprise resource planning (ERP); software agent; ERP architecture; ERP implementation ID AGENT; MANAGEMENT; SOFTWARE; SUPPORT AB This paper proposes a prototype multi-agent enterprise resource planning (MAERP) system that utilizes the characteristics and capabilities of software agents to achieve enterprise wide integration. A software agent is a self-contained, autonomous software module that performs assigned tasks from the human user and interacts/communicates with other applications and other software agents in different platforms to complete the tasks. Four types of intelligent software agents (coordinating agents, task agents, data collecting agents, and user interface agents) are examined and discussed in the proposed MAERPS architecture. We demonstrate how the proposed prototype MAERP system takes advantage of existing information systems among various functional areas to achieve the system integration of commercially available enterprise resource planning (ERP) systems, while avoiding numerous problems encountered during a typical ERP implementation. (C) 2003 Elsevier Ltd. All rights reserved. C1 Univ Missouri, Sch Management & Informat Syst, Dept Business Adm, Rolla, MO 65409 USA. Univ Louisville, Coll Business & Publ Adm, Dept Management, Louisville, KY 40292 USA. Univ Missouri, Sch Management & Informat Syst, Dept Informat Sci & Technol, Rolla, MO 65409 USA. RP Lea, BR, Univ Missouri, Sch Management & Informat Syst, Dept Business Adm, Rolla, MO 65409 USA. 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Arguably this definition is insufficient since it does not take into account two other areas where innovation is possible-market position and business models. Market position relates to the situation where an established product/service. produced by an established process is introduced to a new context; here the innovation management challenge is concerned with issues like, adoption behaviour and technology transfer. Business model innovation relates to the situation in which a reframing of the current product/service, process and market context results in seeing new challenges and opportunities and letting go of others. Each of these poses challenges for the ways in which innovation is organised and managed-what we term innovation management capability. The paper explores some of these challenges and also looks at the additional issues raised by discontinuous innovation, moving beyond the steady state conditions of 'doing what we do but better' to a new set of conditions in which 'doing different things in different ways' becomes the norm. (C) 2004 Elsevier Ltd. All rights reserved. C1 Cranfield Univ, Sch Management, Cranfield MK43 0AL, Beds, England. Univ Brighton, Ctr Res Innovat Management, Brighton, E Sussex, England. RP Bessant, J, Cranfield Univ, Sch Management, Cranfield MK43 0AL, Beds, England. 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It is essential to invest in targeted R&D projects as opposed to a wide range of ideas so that resources can be focused on successful outcomes. Typically, a number of options and tradeoffs are encountered: the selection of the most appropriate projects is the aim of R&D selection models. Although capital budgeting and financial portfolio management offer a similar style approach, the techniques used for the solution of those is different to that used for R&D project selection. The reasons for this are, that project selection is complicated by many factors, such as uncertainty, interrelationships between projects, changes over time and success factors that are difficult to measure. Thus, a mathematical optimisation approach in isolation is not practical. Project selection models not only have to consider these problems but also that there are different types of R&D. The spectrum of R&D ranges from low budget exploratory research to large budget product development. This paper reviews the development of a project selection and evaluation tool that can be applied to a wide range of research, technology and investment decisions. Firstly. the background on project selection models is given. This is followed by the introduction of the model and its application to a sample group of projects. Finally, some conclusions are discussed as to the applicability of such models. (C) 2003 Elsevier Ltd. All rights reserved. C1 Cranfield Univ, Sch Engn, Cranfield MK43 0AL, Beds, England. Cranfield Univ, Sch Ind & Mfg Sci, Cranfield MK43 0AL, Beds, England. Alstom Power UK Ltd, Lincoln, NE USA. RP Coldrick, S, Cranfield Univ, Sch Engn, Cranfield MK43 0AL, Beds, England. EM s.coldrick.1999@cranfield.ac.uk CR *OECD, 1981, MEAS SCI TECHN ACT ADLER PS, 1992, STRATEGIC MANAGEMENT, P43 CANGULEN S, 2000, 2000GT312 ASME COHEN LY, 1998, RES TECHNOL MANAGE, V41, P34 COOPER R, 1986, WINNING NEW PRODUCTS COOPER R, 2001, R&D MANAGE, V31, P361 COOPER RG, 1997, RES TECHNOL MANAGE, V40, P43 COOPER RG, 1998, RES TECHNOL MANAGE, V41, P20 COOPER RG, 1999, J PROD INNOVAT MANAG, V16, P333 CROSBY TM, 1998, J LENG GAS TURBINES, V110, P265 DIAKUNCHAK IS, 1992, J ENG GAS TURB POWER, V114, P161 FAHMI P, 1990, R&D MANAGE, V20, P155 HENRIKSEN AD, 1999, IEEE T ENG MANAGE, V46, P158 LIBERATORE MJ, 1987, IEEE T ENG MANAGE, V34, P12 LOCKWOOD C, 1999, THESIS CRANFIELD U MOORE JR, 1969, IEEE T ENG MANAGE, V16, P90 PEARSON AW, 1996, HDB TECHNOLOGY MANAG, CH15 SEHMIDT RL, 1992, IEEE T ENG MANAGMENT, V39, P189 TIDD J, 1997, MANAGING INNOVATION, P147 NR 19 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAR PY 2005 VL 25 IS 3 BP 185 EP 193 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 890AX UT ISI:000226485200002 ER PT J AU Guichard, R TI Suggested repositioning of defence R&D within the French system of innovation SO TECHNOVATION LA English DT Article DE public policy; national system of innovation; dual use; military R&D; France AB Are governments right to support technological progress through military R&D? If so, which are the most appropriate institutions and organizational patterns for a fruitful relationship between military R&D and the economy in general? A comparative analysis of the US and the French systems of innovation leads us to the idea that the answer lies in integrating civilian and military innovation structures around the key concept of dual use. Building on a model developed by Metcalfe and Saviotti (Res Policy 13 (1984) 141), the purpose of this article is to introduce organizational patterns and tools (so-called "pillars") on which to build a dual-use policy. We then apply this model to the French case and formulate recommendations regarding the repositioning of its defence RD. (C) 2003 Elsevier Ltd. All rights reserved. C1 Univ Paris 09, Inst Management Rech & Innovat, F-75775 Paris 16, France. RP Guichard, R, Univ Paris 09, Inst Management Rech & Innovat, Pl Marechal de Lattre de Tassigny, F-75775 Paris 16, France. EM renelle.guichard@dauphine.fr CR *MOD, 1999, ACQ HDB *OECD, 1999, ET EC OCDE 1998 1999 *OED, 2000, RECH INN CROISS R D ALIC J, 1992, SPINOFF MILITARY COM BACH L, 1991, EVALUATION ECON RECH COWAN R, 1995, RES POLICY, V24, P851 ERGAS H, 1992, FUTURE MISSION MISSI FELDMAN M, 1999, ROLE DOD BUILDING BI FORAY D, 2000, 4S EASST C 2000 FORAY D, 2001, 200104 IMRI FORRAY D, 1990, REV ECON IND, V53, P99 GUICHARD R, 2000, 200006 IMRI GUICHARD R, 2002, ANAL COORDINATION RE HARTLEY K, 1990, SCIENCE PUBLIC POLIC, V17, P152 LIGNIERESCASSOU M, 2000, RECHERCHE TECHNOLOGI MOLASGALLART J, 1999, SCIENTOMETRICS, V45, P3 MOWERY D, 1989, TECHNOLOGY PURSUITL NELSON R, 1993, NATL INNOVATION SYST SALOMON JJ, 1991, ETAT MARCHE ECON FRA SAVIOTTI PP, 1984, RES POLICY, V13, P141 NR 20 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAR PY 2005 VL 25 IS 3 BP 195 EP 201 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 890AX UT ISI:000226485200003 ER PT J AU Goransson, B Soderberg, J TI Long waves and information technolooies - on the transition towards the information society SO TECHNOVATION LA English DT Article DE long waves; information technologies; innovation; technological systems; techno-economic paradigm; information society AB In this paper we argue that Long Wave Theory provides a useful conceptual tool for understanding the transition from the industrial to the, post-industrial economy. While economic theories struggle to fully explain the structural changes involved in the shift towards the information economy, long wave theory offers a promising avenue for understanding the complex relationship between technology and economic development. However, a central aspect of long wave theory-the key factor-is still ambiguously dealt with in the theory and in need of further refinement. We argue that the role of the key factor in long wave theory goes beyond providing economic signals in a technological system as contended by some proponents of long wave theory. Only to a secondary, and diminishing, degree, will the key factor serve as an economic indicator in an economy progressing towards less dependence on raw material and more on application of knowledge-intensive and regenerative technologies. Considered in this way, the future pattern of long waves is more likely to be accentuated than to abate. (C) 2003 Elsevier Ltd. All rights reserved. C1 Lund Univ, Res Policy Inst, S-22363 Lund, Sweden. RP Goransson, B, Lund Univ, Res Policy Inst, Ideon Alfa 1 Scheelevagen 15, S-22363 Lund, Sweden. EM bo.goransson@fpi.lu.se CR AYRES RU, 1988, TECHNOVATION, V7, P87 BERRY BJL, 1993, TECHNOL FORECAST SOC, V44, P111 CASTELLS M, 1996, RISE NETWORK SOC CLARK J, 1981, FUTURES, V13, P308 DOSI G, 1982, RES POLICY, V11, P147 FREEMAN C, 1983, LONG WAVES WORLDJK E FREEMAN C, 1986, DESIGN INNOVATION LO FREEMAN C, 1988, TECHNICAL CHANGE EC, P38 FREEMAN C, 1996, LONG WAVE THEORY FREEMAN CD, 1993, CLIN PHARMACOKINET, V25, P6 GRUBINGER VP, 1990, AM J ALTERNATIVE AGR, V5, P4 HALL P, 1988, CARRIER WAVE NEW INF KIHN TS, 1962, STRUTURE SCI REVOLUT KLEINKNECHT A, 1986, ECONOMIST, V134, P84 MANDEL E, 1992, NEW FINDINGS LONG WA, P316 MENSCH G, 1979, STALEMATE TECHNOLOGY NELSON RR, 1982, EVOLUTIONARY THEORY ROSTOW WW, 1990, THEORISTS ECON GROWT SCHUMPETER J, 1939, BUSINESS CYCLES THEO TYLECOTE A, 1992, LONG WAVE WORLD ECON TYLECOTE A, 1992, REV POLITICAL ECON, V4, P226 VOLLAND CS, 1987, TECHNOLOGICAL FORECA, V32, P123 NR 22 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAR PY 2005 VL 25 IS 3 BP 203 EP 211 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 890AX UT ISI:000226485200004 ER PT J AU Carbonara, N TI Information and communication technology and geographical clusters: opportunities and spread SO TECHNOVATION LA English DT Article DE information and communication technology; geographical clusters; E-business models; value-creating processes ID MARKETS AB The widespread adoption of information and communication technologies (ICTs) characterising the recent competitive scenario has been of great interest to researchers and practitioners. Many studies have been carried out to provide answers to different questions concerning, for example, the impact of ICTs on organisations. the role of ICTs in the economic development, the opportunities given by ICTs' adoption to SMEs. In this paper, the opportunities provided by the adoption and implementation of ICT solutions in a particular SME-intensive productive. environment, the geographical cluster, are examined. To this end, first the ICT capabilities and their effects on the value-creating processes characterising a generic supply chain are analysed. Subsequently, the analysis is contextualised to geographical clusters in order to identify the more appropriate ICTs for cluster firms. Finally, the actual ICTs' spread within the Italian industrial districts is examined. (C) 2003 Elsevier Ltd. All rights reserved. C1 Politecn Bari, DIMEG, I-70126 Bari, Italy. RP Carbonara, N, Politecn Bari, DIMEG, Viale Japigia 182, I-70126 Bari, Italy. EM ncarbonara@poliba.it CR 2001, DISTRETTI PRODUTTIVI *EUR, 2002, ECOMM EUR *IDC, 2000, ADOPTION INTERNET SM *OECD, 1998, SMES EL COMM *OECD, 2001, OECD SCI TECHN IND S ALBINO V, 1998, P C OPP CAMB TECN MO AMIN A, 1993, EMBEDDED FIRM SOCIOE BARNEY JB, 1986, ORGANIZATIONAL ECON BARTEZZAGHI E, 1994, NUOVI MODELLI IMPRES BECATTINI G, 1992, IND DISTRICTS INTER BELLANDI M, 1989, MODELLI LOCALI SVILU BELUSSI F, 2002, P DRUID SUMM C IND D BRAMANTI A, 1997, DINAMICA SISTEMI PRO CAMAGNI R, 1989, EC POLITICA IND, V64, P209 CARBONARA N, UNPUB INT J PRODUCT CARBONARA N, UNPUB TECHNOVATION CARBONARA N, 2001, 6 ANN C LOG RES NETW CARBONARA N, 2002, ENTREP REGION DEV, V14, P229 CHILD J, 1989, SVILUPPO ORGANIZZAZI, V107, P99 CIBORRA C, 1989, TECNOLOGIE COORDINAM CORO G, 1999, HUMAN SYSTEMS MANAGE, V18, P117 DAVENPORT TH, 1990, SLOAN MANAGE REV, V31, P11 DAVENPORT TH, 1993, PROCESS INNOVATION R DIMARIA E, 2000, DISTRETTI IND TECNOL ENRIGHT M, 1995, COORDINATION INFORMA GANDOLFI VB, 1988, ARREE SISTEMA INTERN GAROFOLI G, 1981, INDUSTRIA, V3, P391 GRABHER G, 1993, EMBEDDED FIRM SOCIOE GURBAXANI V, 1991, COMMUN ACM, V34, P59 LAUBACHER RJ, 2 SCENARIOS 21 CENTU MAILLAT D, 1995, REG STUD, V29, P251 MALHOTRA Y, 1993, ROLE INFORMATION TEC MALONE TW, 1987, COMMUN ACM, V30, P484 MALONE TW, 1988, OPER RES, V36, P421 ORDANINI A, 2001, INTERNET ECOMMERCE D PANICCIA I, 1999, HUMAN SYSTEMS MANAGE, V18, P141 PIONE M, 1984, 2 IND DIVIDE POSSIBI PORTER M, 1985, COMPETITIVE ADVANTAG PORTER M, 1985, HARVARD BUSINESS REV PORTER M, 2001, STRATEY INTERNET, P63 PORTER ME, 1998, HARVARD BUS REV, V76, P77 RABELOTTI R, 1995, WORLD DEV, V3, P29 RAGAZZI E, 2002, P 13 AILG C LEEC 7 8 RAYPORT JF, 1995, HARVARD BUS REV, V73, P75 RULLANI E, 1997, TECNOLOGIE CHE GENER SILVESTRELLI S, 1984, IMPRESA IND TIMMERS P, 1999, ELECT COMMERCE STRAT VENKATRAMAN N, 1998, SLOAN MANAGE REV, V40, P33 NR 48 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAR PY 2005 VL 25 IS 3 BP 213 EP 222 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 890AX UT ISI:000226485200005 ER PT J AU Saemundsson, RJ TI On the interaction between the growth process and the development of technical knowledge in young and growing technology-based firms SO TECHNOVATION LA English DT Article DE young technology-based firms; technology management; small firm growth ID INNOVATION; DIVERSIFICATION; CAPABILITIES; ORGANIZATION; INDUSTRY; VENTURES; STRATEGY; SCIENCE AB This paper investigates the tensions that exist in young and growing technology-based firms between (1) increasing technological opportunities for further growth and (2) the costs of developing these opportunities. Data from 70 medium-sized, young technology-based firms were used to test two hypotheses concerning changes in the number of separate fields of technical knowledge during growth. Increasing the number of separate fields of technical knowledge increases the technological opportunities available to the firm, but increases the cost of developing and integrating knowledge from multiple fields. The results indicate that tensions between technological opportunities and the costs of technological development in voting technology based firms are created due to both the advances in science and technology and the firms' growth process itself. (C) 2003 Elsevier Ltd. All rights reserved. C1 Reykjavik Univ, Sch Business, IS-103 Reykjavik, Iceland. RP Saemundsson, RJ, Reykjavik Univ, Sch Business, Ofanleiti 3, IS-103 Reykjavik, Iceland. 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Integrated V-STPs and RE-STPs are the successful real science and technology parks (STPs) of the future. In this context, Taguspark, the largest STP of Portugal, is presented. and some of the services that can be introduced under this web-based new approach are discussed. The 'On Line Innovation (ONLI) project', corresponding to an 'ONLI' initiative, is a virtual European network of STPs for innovative services, developed by six institutions from different European countries under a European Union founded program. The main thematic areas of this virtual network are: (1) technology watch. (2) technology assessment. (3) networking, (4) technology audit, (5) marketing of innovation and (6) financing of innovation. This paper presents and explains one of the tools developed by Taguspark, designated as a 'financing innovation tool', which aims at helping new entrepreneurs to interactively create their own business plans. (C) 2003 Elsevier Ltd. All rights reserved. C1 Univ Tecn Lisbon, P-1400219 Lisbon, Portugal. RP Sarmento, M, Univ Tecn Lisbon, Rua Joao Dias 17, P-1400219 Lisbon, Portugal. EM msc@clix.pt CR *IASP, 2000, WORLD WID DIR SCI TE *TAG, 2000, ANN REP ACT ACC *UKSPA, 1999, DIR UK SCI PARKS DURAO D, 1997, 1 INT C TECHNOLOGY P, V1 DURAO D, 1999, 3 INT C TECHN POL IN, V1 DURAO D, 2000, 4 INT C TECHN POL IN, V1 DURAO D, 2001, 5 INT C TECHN POL IN, V1 MALTEZ L, 2001, 18 IASP WORLD C SCI, V1 ROSENBERG N, 1996, ENGINES INNOVATION U, P87 SARMENTO M, 2000, 4 INT C TECHNOLOGY P, V1 SARMENTO M, 2000, SCI TECHNOLOGY INNOV, P323 SARMENTO M, 2001, 4 INT C TECHN POL IN, V1 SARMENTO M, 2001, 5 INT C TECHN POL IN, V1 SARMENTO M, 2002, INT C NEW REN TECHN, V1 NR 14 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAR PY 2005 VL 25 IS 3 BP 237 EP 244 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 890AX UT ISI:000226485200007 ER PT J AU Amara, N Landry, R TI Sources of information as determinants of novelty of innovation in manufacturing firms: evidence from the 1999 Statistics Canada Innovation Survey SO TECHNOVATION LA English DT Article DE novelty of innovation; sources of information; Statistics Canada Innovation Survey ID RESEARCH-AND-DEVELOPMENT; PRODUCT DEVELOPMENT; NETWORKS; COOPERATION; TECHNOLOGY; SUCCESS AB This paper uses the data of the 1999 Statistics Canada Innovation Survey to address a crucial question for the understanding of novelly of innovation in the manufacturing sector: what are the effects of sources of information on novelty of innovation in manufacturing firms? The study considers the impact of four categories of sources of information that firms use to develop or improve their products or manufacturing processes: internal sources, market Sources, research sources, and generally available sources of information. The two most important results of this study are that. compared to firms that have introduced innovations that were premieres for them. firms that have developed innovations considered as world premieres or national premieres are more likely to: (1) use a lamer variety of sources of information, and (2) more especially, to use a much larger variety of research sources to develop or improve, their products or processes. The policy implications deriving from these results are very important: novelty of innovation could be increased in developing policies promoting stronger linkages between firms and government laboratories and universities. (C) 2004 Elsevier Ltd. All rights reserved. C1 Univ Laval, Dept Management, CHSRF CIHR Chair Knowledge Transfer & Innovat, St Foy, PQ G1K 7P4, Canada. RP Landry, R, Univ Laval, Dept Management, CHSRF CIHR Chair Knowledge Transfer & Innovat, St Foy, PQ G1K 7P4, Canada. EM nabil.amara@mng.ulaval.ca rejean.landry@mng.ulaval.ca CR *OECD, 1992, OECD PROP GUID COLL ACS Z, 2000, REGIONAL INNOVATION ACS ZJ, 1990, INNOVATION SMALL FIR ALI A, 1994, J PROD INNOVAT MANAG, V11, P46 ALIC JA, 1990, TECHNOVATION, V10, P319 AMABLE B, 1997, SYSTEMES INNOVATION ARCHIBUGI D, 1996, TECHNOVATION, V16, P451 ARVANTIS R, 2000, J TECHNOLOGY TRANSFE, V25, P9 BIDAULT F, 1994, R&D MANAGE, V24, P33 BRACZYK HJ, 1998, REGIONAL INNOVATION BRUCE M, 1995, R&D MANAGE, V25, P33 BURT RS, 1992, STRUCTURAL HOLES SOC BURT RS, 2000, KNOWLEDGE SOCIAL CAP, P255 CALLON M, 1992, TECHNICAL CHANGE COM CARTER C, 1957, IND TECHNICAL PROGRE COHEN D, 2000, GOOD COMPANY SOCIAL COHEN WM, 1989, ECON J, V99, P569 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOKE P, 2000, GOVERNANCE INNOVATIO COWAN R, 2000, IND CORP CHANGE, V9, P211 DASGUPTA P, 2000, SOCIAL CAPITAL MULTI DAVENPORT TH, 1998, WORKING KNOWLEDGE DEBRESSON C, 1991, RES POLICY, V20, P363 DELAMOTHE J, 1998, LOCAL REGIONAL SYSTE DOGSON M, 1991, MANAGEMENT TECHNOLOG DOSI G, 1982, RES POLICY, V11, P147 EDQUIST C, 1999, TECHNOL SOC, V21, P63 EDQUIST D, 1997, SYSTEM INNOVATION EVANGELISTA R, 1997, RES POLICY, V26, P521 FORAY D, 2000, KNOWLEDGE MANAGEMENT, P239 FOUNTAIN JE, 1998, SCI PUBL POLICY, V25, P103 FREEMAN C, 1991, RES POLICY, V20, P499 GRANOVETTER MS, 1973, AM J SOCIOL, V78, P1360 GREEN SG, 1995, IEEE T ENG MANAGE, V42, P203 GRILICHES Z, 1995, HDB EC INNOVATION TE, P52 GUELLEC D, 2000, 4 INT C TECHN POL IN HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371 HAGEDOORN J, 2000, RES POLICY, V29, P567 HOLBROOK JA, 2000, INNOVATION I TERRITO JOHANSSON B, 1994, 1994 PATTERN NETWORK JOHNSON B, 1995, NATL SYSTEMS INNOVAT, P23 JOHNSON B, 1995, NATL SYSTEMS INNOVAT, P23 KLEINKNECHT A, 1992, RES POLICY, V21, P347 KLINE SJ, 1986, POSITIVE SUM STRATEG, P275 KNACK S, 1997, Q J EC NOV, P1251 LANDRY R, 1998, TECHNOLOGICAL FORECA, V69, P681 LANDRY R, 2001, KNOWLEDGE MANAGEMENT, P55 LEBAS C, 1998, REV EC POLIT, V108, P625 LEE M, 1994, J PROD INNOVAT MANAG, V11, P62 LENGRAND L, 1999, BUSINESS NETWORKS KN LESSER EL, 2000, KNOWLEDGE SOCIAL CAP LUNDVALL GA, 1988, TECHNICAL CHANGE ECO LUNDVALL GA, 1992, EMBEDDED FIRM SOCIOE LUNDVALL GA, 1995, NATL SYSTEM INNOVATI MAILLAT D, 1999, MILIEUX INNOVATEURS MALERBA F, 1992, ECON J, V102, P8445 MARIOTTI S, 1986, DIVERSIFICATION AGRE MASKELL P, 1999, SOCIAL CAPITAL NELSON RR, 1993, NATL INNOVATION SYST NIOSI J, 1995, FLEXIBLE INNOVATION NIOSI J, 2000, CANADAS NATL SYSTEM PIANTA M, 1998, IDEA PAPER SERIES, V2 PORTER M, 1999, CLUSTERS NEW EC COMP, P77 PORTER ME, 2000, ECON DEV Q, V14, P15 POWELL WW, 1990, RES ORG BEHAV PRUSAK L, 1997, KNOWLEDGE ORG PUTNAM RD, 1993, MAKING DEMOCRACY WOR ROMIJN H, 2001, 0101 EINDH CTR INN S ROSENBERG N, 1982, INSIDE BLACK BOX TEC ROTHWELL R, 1977, R&D MANAGE, V7, P191 ROTHWELL R, 1994, INT J TECHNOLOGY MAN SANDVEN T, 1998, IDEA PAPER SERIES, V4 SCHAAN S, 2001, INNOVATION CANADIAN STORPER M, 1997, REGIONAL WORLD TERRI TETHER B, 2000, 35 U MANCH CTR RES I TEUBAL M, 1991, RES POLICY, V20, P381 TOWNSEND J, 1981, 6 SPRU U SUSS VANKATARAMAN S, 1997, ADV ENTREPRENEURSHIP VERYZER RW, 1998, J PROD INNOVAT MANAG, V15, P304 VONHIPPEL E, 1976, RES POLICY, V5, P212 VONHIPPEL E, 1988, SOURCES INNOVATION VONKROGH G, 2000, ENABLING KNOWLEDGE C WALLMARK JT, 1991, RES POLICY, V20, P325 NR 83 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAR PY 2005 VL 25 IS 3 BP 245 EP 259 PG 15 SC Engineering, Industrial; Operations Research & Management Science GA 890AX UT ISI:000226485200008 ER PT J AU Wan, D Ong, CH Lee, F TI Determinants of firm innovation in Singapore SO TECHNOVATION LA English DT Article DE firm innovation; determinants of firm innovation; innovation management ID ORGANIZATIONAL INNOVATION; EMPIRICAL-ANALYSIS; ADOPTION AB Despite the numerous studies on the topic of innovation. there is still a lack of consensus as to a single definition. By taking the broadest view of the term, this study considers innovation as a process that involves the generation. adoption and implementation of new ideas or practices within the organization. Using data from 71 companies in Singapore, this study examines the relationship between firm innovation and six of its potential determinants. The results indicate positive and significant relationships between organizational innovation and (1) decentralized structure; (2) presence of organizational resources: (3) belief that innovation is important: (4) willingness to take risks and (5) willingness to exchange ideas. (C) 2003 Elsevier Ltd. All rights reserved. C1 Natl Univ Singapore, NUS Business Sch, Dept Management & Org, Singapore 117592, Singapore. Natl Univ Singapore, Fac Business Adm, Singapore, Singapore. RP Wan, D, Natl Univ Singapore, NUS Business Sch, Dept Management & Org, 1 Business Link, Singapore 117592, Singapore. EM bizwantw@nus.edu.sg ncoongch@nus.edu.sg CR STRAITS TIMES AGGARWAL N, 1995, GOVT SETTING S 500M AIKEN M, 1971, SOCIOLOGY, V5, P63 ANCONA D, 1987, ADV IND LABOR RELATI, V4, P191 DAFT RL, 1978, ACAD MANAGE J, V21, P193 DAFT RL, 1982, RES SOCIOLOGY ORG, V1, P129 DAMANPOUR F, 1990, P NATL DECISION SCI DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 DAMANPOUR F, 1998, J ENG TECHNOL MANAGE, V15, P1 DELBECQ AL, 1985, ORGAN DYN, V14, P24 DEWAR RD, 1986, MANAGE SCI, V32, P1422 DOWNS GW, 1984, IEEE T ENG MANAGE, V12, P22 ETTLIE JE, 1984, MANAGE SCI, V30, P682 HAIR JF, 1998, MULTIVARIATE DATA AN HAMBRICK DC, 1984, ACAD MANAGE REV, V9, P193 HIGGINS JM, 1995, INNOVATE EVAPORATE HOLLENSTEIN H, 1996, RES POLICY, V25, P633 KANTER RM, 1983, CHANGE MASTERS KANTER RM, 1988, RES ORGAN BEHAV, V10, P169 KIMBERLY JR, 1981, ACAD MANAGE J, V24, P689 KNIGHT KE, 1967, J MANAGE, V41, P478 LIANG HT, 2001, 1 THERE CEOS NOW THE LONG S, 1999, PICKING PACE INNOVAT MORRIS MH, 1993, INT J HUM RESOUR MAN, V4, P873 NONAKA I, 1994, ORGAN SCI, V5, P14 NONALA O, 1995, KNOWLEDGE CREATING C PORTER ME, 1990, COMPETITIVE ADVANTAG RAVICHANDRAN T, 1999, J HIGH TECHNOLOGY MA, V10, P243 ROGERS M, 1998, 1098 U MELBOURNE ROSNER MM, 1968, ADM SCI Q, V12, P614 ROSS PF, 1974, PERS PSYCHOL, V27, P21 RUSSELL R, 1986, THESIS U PITTSBURGH SCHEIN B, 1985, ORGANIZATIONAL CULTU SCHWARTZ BSCHW, 1981, ORGANIZATIONAL DYNAM SUBRAMANIAN A, 1996, OMEGA-INT J MANAGE S, V24, P631 THOMPSON V, 1965, ADM SCI Q, V10, P1 TUSHMAN ML, 1997, WINNING THROUGH INNO UTTERBACK JM, 1971, ACAD MANAGE J, V14, P75 VANDEVEN AH, 1989, RES MANAGEMENT INNOV NR 39 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAR PY 2005 VL 25 IS 3 BP 261 EP 268 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 890AX UT ISI:000226485200009 ER PT J AU Subrahmanya, MHB TI Pattern of technological innovations in small enterprises: a comparative perspective of Bangalore (India) and Northeast England (UK) SO TECHNOVATION LA English DT Article DE small enterprises; technological innovation; R&D intensity; competitiveness; policy AB This paper presents a comparative perspective of the pattern of technological innovations carried out by small enterprises. in the engineering industry in Bangalore of India and Northeast En land of the UK. Despite differences in the policy support extended to technological innovations of small enterprises in the two countries, the overall pattern of technological innovation carried out by small enterprises appears to be similar. Radical product innovations emerged due to internal factors whereas incremental product innovations emerged due to external factors in both the regions. This is true despite the fact that UK is recognized as a 'technology leader', whereas India is identified as a 'dynamic adopter' of technologies. However. the two regions have similar features such as concentration of engineering industries and Bangalore, in addition, is a centre of professional colleges and R&D institutions, which would have facilitated 'innovation stimulating environment' similar to that of UK. But the 'insufficient' spread of previous inventions and innovations, low R&D intensity of small industry as well as that of Indian economy. which is reflected in India's low technology achievement index (TAI) as well as lack of technical background of entrepreneurs explains the lesser extent of radical and incremental innovations of small enterprises in Bangalore relative to that of Northeast England. (C) 2003 Elsevier Ltd. All rights reserved. C1 Indian Inst Sci, Dept Management Studies, Bangalore 560012, Karnataka, India. RP Subrahmanya, MHB, Indian Inst Sci, Dept Management Studies, Bangalore 560012, Karnataka, India. EM bala@mgmt.iisc.ernet.in CR *BANK ENG, 2000, Q REP SMALL BUS STAT *COUNC COMP, 1999, NEW CHALL AM PROSP F *DST, 2000, SCI TECHN DAT BOOK *GOV IND, 2001, EC SURV 2000 2001 *GOV KARN, 2000, CIT FUT BANG PUBL MA *GOV KARN, 2000, WELC KARN IND IND DE *OECD, 1981, MEAS SCI TECHN ACT F *OECD, 1995, MSTI DAT *OECD, 1997, GLOB SMALL MED ENT S *PEEN IND ASS, 1997, PIA TECHN DIR 1997 *PLANN COMM, 2001, REP STUD GROUP DEV S *U CAMBR, 1992, STAT BRIT ENT GROWTH *U CAMBR, 1996, CHANG STAT BRIT ENT *UNDP, 2001, 2001 UNDP *UNIDO, 2002, 20022003 UNIDO ATKINS MH, 1996, INT SMALL BUS J, V15, P42 BLACK J, 1997, OXFORD DICT EC CHANARON JJ, 1998, MANAGING INNOVATION DESAI AV, 1990, ROLE SMALL MEDIUM SC FERGUSON PR, 1994, ID EC ISSUES PERSPEC FISHER E, 2000, IND CLUSTERS SME PRO FREEMAN C, 1999, EC IND INNOVATION GHOBADIAN A, 1995, 25 EUR SMALL BUS S E, V1, P423 KEOGH W, 1999, J SMALL BUSINESS ENT, V5, P21 MOLE V, 1987, ENTERPRISING INNOVAT NANJUNDAN S, 1994, RECENT DEV SMALL SCA OAKEY RP, 1985, SMALL FIRMS REGIONAL RAMASASTRY AS, 1979, TRANSFER INNOVATON D ROPER S, 1995, 25 EUR BUS SEM, V1, P405 STOKES D, 1995, SMALL BUSINESS MANAG SUBRAHMANYA MHB, 1998, INT J, V9, P136 SUBRAHMANYA MHB, 2001, INT J ENTERPRENEURSH, V2, P141 SUBRAHMANYA MHB, 2002, R D TECHNOLOGICAL IN NR 33 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAR PY 2005 VL 25 IS 3 BP 269 EP 280 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 890AX UT ISI:000226485200010 ER PT J AU Hsu, YG Shyu, JZ Tzeng, GH TI Policy tools on the formation of new biotechnology firms in Taiwan SO TECHNOVATION LA English DT Article DE policy tools; biotechnology; multiple criteria decision making; new biotechnology firms ID NATIONAL SYSTEMS; INNOVATION; INDUSTRY; GERMANY AB This research explores the contribution of policy tool toward the formation of Taiwanese biotechnology firms. The effect of technological policy for the formation of new biotechnology firms (NBFs) is complicated by the fact that biotechnology is new, and its development raises issues where there is a great deal of uncertainty. This research involved the evaluation of policy tools on the formation of NBFs and was based on a combination of fuzzy multiple criteria decision-making method (MMM) and interviews with key actors in the field. The focus of this paper is how the users, biofirms, and venture capitalists perceive the contribution of policy tools toward the formation of NTFs. The evaluating hierarchy toward the formation of NBFs shows that two user groups perceive differently. Venture capitalists emphasize the importance of factors relating to technology and human resources, while biofirm groups emphasize those relating to market. The results of the evaluation reveal that: First, policy tools relating to technology and human capital are currently the main focus in Taiwan. a focus consistent with the perception of venture capitalists. However, from the perspective of biofirms, there are mismatches. Second. policy tools contribute to the formation of NBFs in different ways. Some contribute more widely across the criteria. while some are more specific. Third. the ranking of eight policy tools indicates that the role of public research institutes in economic development has become more sophisticated. Not only are they the source of initial capabilities of emerging firms. they are also important actors in industrial innovation. especially fora knowledge-intensive, industry-like biotechnology. (C) 2003 Elsevier Ltd. All rights reserved. C1 Natl Chiao Tung Univ, Inst Technol Management, Hsinchu, Taiwan. RP Hsu, YG, Natl Chiao Tung Univ, Inst Technol Management, 1001 Ta Hsueh Rd, Hsinchu, Taiwan. EM yghsu@hermes.co.tw CR *ITIS PROGR OFF, 2002, 2002 TAIW IND OUTL *OECD, 1997, NAT INN SYST *S T ADV BOARD, 2000, P 4 BIOT SRB M TAIW ABERNATHY WJ, 1978, TECHNOL REV, V80, P41 BARTHOLOMEW S, 1997, J INT BUS STUD, V28, P241 BEISE M, 1999, RES POLICY, V28, P397 BELLE J, 1970, STUD FAUNA SURINAME, V11, P1 BERRY MMJ, 1996, TECHNOVATION, V16, P487 DUBIS D, 1978, INT J SYST SCI, V9, P613 FONTES M, 1998, TECHNOL ANAL STRATEG, V10, P497 GERSONY N, 1996, J HIGH TECHNOLOGY MA, V7, P175 HALL LA, 2002, TECHNOVATION, V22, P231 JANSZEN FHA, 1998, RES POLICY, V27, P37 LALL S, 1998, WORLD DEV, V26, P1369 MCMILLAN GS, 2000, RES POLICY, V29, P1 MOMMA S, 1999, TECHNOVATION, V19, P267 NARIN F, 1998, RES POLICY, V26, P330 OLIVER AL, 1998, INT STUDIES MANAGEME, V27, P76 ROTHWELL R, 1981, IND INNOVATION PUBLI ROTHWELL R, 1984, OMEGA-INT J MANAGE S, V12, P19 SAATY TL, 1980, ANAL HIERARCHY PROCE SENKER J, 1996, TECHNOVATION, V16, P219 STOREY DJ, 1998, RES POLICY, V26, P1037 SWANN P, 1996, RES POLICY, V25, P1139 TENG JY, 1996, TRANSPORT PLAN TECHN, V20, P15 WALSH V, 1995, TECHNOVATION, V15, P303 WEGLOOP P, 1995, TECHNOL SOC, V17, P413 ZHAU R, 1991, INFORMATION SCI, V54, P103 NR 28 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAR PY 2005 VL 25 IS 3 BP 281 EP 292 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 890AX UT ISI:000226485200011 ER PT J AU Sun, HY Chung, WC TI Critical success factors for new product development in the Hong Kong toy industry SO TECHNOVATION LA English DT Article DE critical success factor; new product development; toy industry; Hong kong ID INNOVATION; PERFORMANCE AB Hong Kong's manufacturers have become some of the world's most efficient toy producers, and are also the world's biggest exporter of toys. However, the Hong Kong toy industry is mainly Original Engineering Manufacturing (OEM) and does not invest large amounts in R&D activities such as the development of new toy designs and the creation of new toys. With increasing competition front Mainland China and other Asian countries, it is important for Hong Kong, companies to invest more in R&D and to develop their own design capabilities or more value-added edges which cannot be substituted easily by their competitors. Therefore, this research paper aims to explore the critical success factors (CSFs) for new product development (NPD) in the Hong Kong toy industry, and, novelly, examines both the project and functional levels. Using the Biblical Metaphor Model, this research identifies a group of critical success factors for each phase of NPD. Moreover, the research also reveals which factors have been implemented and which have not. The implications from this research, therefore, are rather obvious, and companies should be able to easily identify the areas in which improvement is needed in the future. Since the research is custom-designed for the Hong Kong toy industry, and previous research indicates that NPD is both country- and industry-specific, the specific results should not be applied to other industries in other countries. However, the actual research design and data analysis framework could be used to investigate the same problem in other industries. (C) 2004 Elsevier Ltd. All rights reserved. C1 City Univ Hong Kong, Dept Mfg Engn & Engn Management, Kowloon, Hong Kong, Peoples R China. RP Sun, HY, City Univ Hong Kong, Dept Mfg Engn & Engn Management, 83 Tat Chee Av, Kowloon, Hong Kong, Peoples R China. EM mehsun@cityu.edu.hk CR *HKTDC, 1996, PROD MAG *HKTDC, 1999, EC FOR APR *HKTDC, 2000, EC FOR APR ANDERSEN MM, 1987, INTEGRATED PRODUCT D ANDERSON RE, 1996, BUSINESS HORIZON NOV, P30 BALACHANDRA R, 1997, IEEE T ENG MANAGE, V44, P276 COOPER RG, 1995, J PROD INNOVAT MANAG, V12, P374 COOPER RG, 1999, J PROD INNOVAT MANAG, V16, P115 DROGE C, 2000, J PROD INNOVAT MANAG, V17, P24 HOTTERSTEIN M, 1992, CALIFORNIA MANAGEMEN, P112 IANSITI M, 1999, J PROD INNOVAT MANAG, V16, P385 ILORI MO, 2000, TECHNOVATION, V20, P333 JURGEN U, 2000, NEW PRODUCT DEV PROD LESTER DH, 1998, RES TECHNOL MANAGE, V41, P36 LYNN GS, 1999, IND MARKET MANAG, V28, P320 MONTOYAWEISS MM, 1994, J PROD INNOVAT MANAG, V11, P397 ORIHATA M, 2000, TECHNOVATION, V20, P437 POOLTON J, 1998, IND MARKET MANAG, V27, P197 ROSENTHAL SR, 1992, BUSINESS 1 IRWIN, P21 SPIVEY WA, 1997, J PROD INNOVAT MANAG, V14, P203 YIN R, 1994, CASE STUDY RES DESIG NR 21 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAR PY 2005 VL 25 IS 3 BP 293 EP 303 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 890AX UT ISI:000226485200012 ER PT J AU Quintana-Garcia, C Benavides-Velasco, CA TI Cooperation, competition, and innovative capability: a panel data of European dedicated biotechnology firms SO TECHNOVATION LA English DT Article DE co-opetition; cooperation; competition; technological innovation; product development; biotechnology industry; longitudinal study ID TECHNOLOGICAL-CHANGE; STRATEGIC ALLIANCES; NETWORKS; ADVANTAGE; ORGANIZATIONS; COLLABORATION; COMPETENCE; KNOWLEDGE; MARKETS AB Small and medium high-technology firms usually develop upstream and downstream ties in order to perform their new product development process. Many of these alliances are characterized by co-opetition dynamics, that is, partners collaborate and compete simultaneously. Traditionally, competitive and cooperative theory has been analyzed as different research streams. Although scholars and managers have recognized that striking a balance between both strategies (co-opetition) plays a key role in the performance of innovation process, little empirical research shows evidence about this relation. In this paper, firstly, a review of theoretical perspectives of co-opetition is made, and then, we identify alternative strategic behaviors from the combination of competitive and cooperative attitudes. Finally, we show the results from a study of a sample of European dedicated biotechnology firms, where we analyze the effect of co-opetitive strategy on technological diversity and new product development. (C) 2003 Elsevier Ltd. All rights reserved. C1 Fac CC Econ & Empresariales, Dept Econ & Adm Empresas, E-29071 Malaga, Spain. RP Quintana-Garcia, C, Fac CC Econ & Empresariales, Dept Econ & Adm Empresas, Campus El Ejido S-N, E-29071 Malaga, Spain. EM cqg@uma.es CR *WORLDW BIOT IND R, 1995, BIOSC *WORLDW BIOT IND R, 1997, BIOSC AFUAH A, 2000, STRATEGIC MANAGE J, V21, P387 ATHAIDE GA, 1996, J PROD INNOVAT MANAG, V13, P406 BARLEY SR, 1992, NETWORKS ORG STRUCTU BARNEY J, 1991, J MANAGE, V17, P99 BENGTSSON M, 1998, CLIMATE DYNAMICS COM BENGTSSON M, 2000, IND MARKET MANAG, V29, P411 BRANDENBURGER AM, 1995, HARVARD BUS REV, V73, P57 BRESSER RKF, 1988, STRATEGIC MANAGE J, V9, P375 BRNADENBURGER AM, 1996, COOPETITION BUCKLEY PJ, 1976, FUTURE MULTINATIONAL COASE RH, 1937, ECONOMICA, V4, P386 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COHEN WM, 2000, STRATEGIC LEARNING K GALHARDI RMA, 2000, INT J BIOTECNOLOGY, V2, P374 GRANT RM, 1991, CALIF MANAGE REV, V33, P114 GRANT RM, 1995, BEST PAP PROC, P17 GREENE WH, 1999, ANALISIS ECONOMETRIC GULATI R, 1998, STRATEGIC MANAGE J, V19, P293 GULATI R, 2000, STRATEGIC MANAGE J, V21, P203 HAMEL G, 1989, HARVARD BUS REV, V67, P133 HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 JARILLO JC, 1988, STRATEGIC MANAGEMENT, V9, P31 JOHNSON J, 1997, ECONOMETRIC METHODS JORDE TM, 1989, CALIF MANAGE REV, V31, P25 KALE P, 2000, STRATEGIC MANAGE J, V21, P217 KANTER RM, 1994, HARVARD BUS REV, V72, P96 KHANNA T, 1998, STRATEGIC MANAGE J, V19, P193 KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319 LADO AA, 1997, ACAD MANAGE REV, V22, P110 LAMBE CJ, 1997, J PROD INNOVAT MANAG, V14, P102 LOEBECKE C, 1999, DATABASE ADV INFORMA, V30, P14 MADHOK A, 1997, STRATEGIC MANAGE J, V18, P39 MADHOK A, 2001, STRATEGIC MANAGEMENT, V22, P387 MILES RE, 1986, CALIF MANAGE REV, V28, P62 MORE RA, 1986, J BUS RES, V14, P501 NORTH DC, 1990, I I CHANGE EC PERFOR NOWAK MA, 2000, FNANCIAL ANAL J, V56, P13 PARK SH, 1996, MANAGE SCI, V42, P875 PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1985, COMPETITIVE ADV POWELL WW, 1992, NETWORKS ORG STRUCTU POWELL WW, 1996, ADMIN SCI QUART, V41, P116 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 RING PS, 1992, STRATEGIC MANAGE J, V13, P483 SCHERER FM, 1980, IND MARKET STRUCTURE SHARP M, 1999, INT J BIOTECHNOLOGY, V1, P132 TAKAYAMA M, 2002, TECHNOVATION, V22, P607 TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 THORELLI HB, 1986, STRATEGIC MANAGE J, V7, P37 TIROLE J, 1988, THEORY IND ORG WILLIAMSON OE, 1985, EC I CAPITALISM FIRM YOSHINO M, 1995, STRATEGIC ALLIANCES ZUCKER LG, 1998, ECON INQ, V36, P65 NR 55 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD DEC PY 2004 VL 24 IS 12 BP 927 EP 938 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 879WH UT ISI:000225749400001 ER PT J AU Daghfous, A TI An empirical investigation of the roles of prior knowledge and learning activities in technology transfer SO TECHNOVATION LA English DT Article DE prior knowledge; learning activities; knowledge transfer; university-technology technology transfer; uncertainty; learning benefits ID ABSORPTIVE-CAPACITY; PRODUCT DEVELOPMENT; INNOVATION; ORGANIZATIONS; COLLABORATION; INTEGRATION; INFORMATION; ADAPTATION; MANAGEMENT; SYSTEMS AB This study analyzes 120 university-industry technology transfer projects. A significant positive relationship was found between the learning activities performed by the firm during the development and implementation stages of the technology transfer project and the benefits to that firm from the project. In contrast, prior knowledge of the firm about the existing technology was found to have only a marginal contribution to the project benefits. However, further exploratory analysis based on high and low levels of technical and organizational uncertainty revealed more provocative relationships. (C) 2003 Elsevier Ltd. All rights reserved. C1 Amer Univ Sharjah, Sch Business & Management, Sharjah, U Arab Emirates. RP Daghfous, A, Amer Univ Sharjah, Sch Business & Management, Sharjah, U Arab Emirates. EM adaghfous@aus.ac.ae CR ALAVI M, 2001, MIS QUART, V25, P107 AMABILE TM, 2001, ACAD MANAGE J, V44, P418 BARON RM, 1986, J PERS SOC PSYCHOL, V51, P1173 BOER M, 1999, ORG SCI SEP, P1526 BOHN RE, 1994, SLOAN MANAGEMENT FAL, P61 CHEW WB, 1991, SLOAN MANAGE REV, V32, P5 COHEN WM, 1989, ECON J, V99, P569 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DAGHFOUS A, 1994, RES POLICY, V23, P267 DAVENPORT TH, 2000, WORKING KNOWLEDGE OR DUIMERING PR, 1993, SLOAN MANAGE REV, V34, P47 GARVIN DA, 1993, HARVARD BUS REV, V71, P78 GRANT RM, 1991, SLOAN MANAGEMENT FAL, P43 GUPTA AK, 2000, SLOAN MANAGE REV, V42, P71 HAIR JF, 1992, MULTIVARIATE DATA AN HUBER GP, 1991, ORGAN SCI, V2, P88 HUNT VD, 1996, PROCESS MAPPING REEN IANSITI M, 1995, IEEE T ENG MANAGE, V42, P259 IANSITI M, 1995, RES POLICY, V24, P521 IMAI K, 1989, READINGS MANAGEMENT, P533 KIM L, 1998, ORGAN SCI, V9, P506 KOFMAN F, 1993, ORG DYNAMICS AUT, P5 LAMBERT ZV, 1975, J MARKETING RES, V12, P468 LANE PJ, 1998, STRATEGIC MANAGE J, V19, P461 LEONARDBARTON D, 1988, RES POLICY, V17, P251 LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LEVIN M, 1993, TECHNOVATION, V13, P497 MOWERY DC, 1996, STRATEGIC MANAGE J, V17, P77 NEVIS EC, 1995, SLOAN MANAGE REV, V36, P73 NONAKA I, 1994, ORGAN SCI, V5, P1 POWELL WW, 1996, ADMIN SCI QUART, V41, P116 SAKAKIBARA S, 1993, PRODUCTION OPERATION, V2, P119 SCHEIN EH, 1993, SLOAN MANAGE REV, V34, P85 SEN FK, 2000, IEEE T ENG MANAGE, V47, P147 SENGE PM, 1990, 5 DISCIPLINE SHANE S, 2000, ORGAN SCI, V11, P448 SINKULA JM, 1994, J MARKETING, V58, P35 STEENSMA HK, 2000, ACAD MANAGE J, V43, P1045 TORNATZKY LG, 1990, PROCESS TECHNOLOGICA TYRE MJ, 1994, ORGAN SCI, V5, P98 TYRE MJ, 1994, ORGAN SCI, V5, P98 YEUNG AK, 1994, ORG LEARN S OMT DIV ZANDER U, 1995, ORGAN SCI, V6, P1 NR 44 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD DEC PY 2004 VL 24 IS 12 BP 939 EP 953 PG 15 SC Engineering, Industrial; Operations Research & Management Science GA 879WH UT ISI:000225749400002 ER PT J AU Watanabe, C Hur, JY TI Resonant R&D structure for effective technology development amidst megacompetition - an empirical analysis of smart cooperative R&D structure in Japan's transport machinery industry SO TECHNOVATION LA English DT Article DE R&D cooperation; outsourcing; business cycles; resonance ID SPECTRAL-ANALYSIS; BUSINESS CYCLES AB Under the megacompetition in globalizing economy while facing long lasting economic stagnation, the effective utilization of potential resources for innovation has become a crucial strategy for R&D intensive industries. The construction of a smart cooperative R&D structure has thus become significant. Among Japan's R&D intensive industries, the transport machinery industry has constructed an effective cooperative R&D structure by smartly complementing both comparatively advantageous and disadvantageous technologies by means of integrating the effective utilization of technology spillover and joint collaborative R&D. Prompted by this complementing system, this paper attempts to elucidate the mechanism enabling the transport machinery industry to construct the smart cooperative R&D structure. Resonant R&D structure is identified as a source of such R&D cooperation leading to increasing its marginal productivity of technology. (C) 2003 Elsevier Ltd. 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 Ookayama, Tokyo 1528522, Japan. EM chihiro@me.titech.ac.jp CR *EC PLANN AG JAP, 1984, REP NAT ACC TOK *JAP MOT IND FED I, 2001, JAP AUT TECHN DEV HI *STAT BUR MAN COOR, 1968, REP SURV RES DEV TOK ANDERSON HM, 1998, J ECONOMETRICS, V84, P1 ANDERSON HM, 2002, J ECON DYN CONTROL, V26, P33 ARA H, 1995, HIST VEHICLE DEV BAXTER M, 1989, J MONETARY ECON, V23, P377 BERRY BJL, 2001, TECHNOL FORECAST SOC, V68, P63 COSHALL J, 2000, ANN TOURISM RES, V27, P577 ESPOSTI R, 2002, RES POLICY, V31, P693 GERLACH S, 1988, J MONEY CREDIT BANK, V20, P621 GOODWIN RM, 1947, ECONOMETRICA, V15, P181 GREGORY AW, 1997, INT ECON REV, V38, P677 HSU PH, 2003, TECHNOL FORECAST SOC, V70, P67 SIMS CA, 1980, ECONOMETRICA, V48, P1 VADUIJN JJ, 1983, LONG WAVE EC LIFE WATANABE C, IN PRESS TECHNOVATIO NR 17 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD DEC PY 2004 VL 24 IS 12 BP 955 EP 969 PG 15 SC Engineering, Industrial; Operations Research & Management Science GA 879WH UT ISI:000225749400003 ER PT J AU Liu, PL Chen, WC Tsai, CH TI An empirical study on the correlation between knowledge management capability and competitiveness in Taiwan's industries SO TECHNOVATION LA English DT Article DE knowledge; knowledge management capability; competitiveness AB There have been dramatic changes in business enterprise management since Internet technology has been widely applied. Worldwide network users can share all kinds of knowledge through the Internet. Knowledge has currently become a main part of manufacturing resources and a prerequisite for success in the production environment. Competitiveness and the resulting rewards can be obtained by taking advantage of knowledge management (KM) and intensive learning. This empirical study validates the relationship between knowledge management capability and competitiveness in Taiwan's industries. This research shows the impact of knowledge management capability on competitiveness. A hypothesis test and theoretical model are proposed in this study. (C) 2003 Elsevier Ltd. All rights reserved. C1 Ta Hwa Inst Technol, Dept Ind Engn & Management, Hsinchu 30050, Taiwan. Chung Hwa Univ, Grad Inst Management Technol, Hsinchu, Taiwan. RP Tsai, CH, Ta Hwa Inst Technol, Dept Ind Engn & Management, 1 Ta Hwa Rd, Hsinchu 30050, Taiwan. EM ietch@thit.edu.tw CR CHANG SP, 1999, THESIS U SCI TECHNOL CHEN HY, 1997, THESIS SOOCHOW U TAI CHI HS, 1999, THESIS CHINESE CULTU DAVENPORT T, 1998, WORKING KNOWLEDGE OR DRUCKER PF, 2000, HARVARD BUS REV, P12 GRANT M, 1996, TECNOVATION, V16, P301 HOWELLS J, 1996, TECHNOL ANAL STRATEG, V8, P91 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG, P41 LIN CI, 1999, THESIS DA YEH U CHAN LIN LH, 1999, THESIS NATL CHEN KUN LIU BJ, 2001, P SOC PHOTO-OPT INS, V2, P59 NONAKA L, 1995, KNOWLEDGE CREATING C NUNNALLY JC, 1978, PSYCHOMETRIC THEORY POLANYI M, 1958, TACIT DIMENSION POTER ME, 1990, COMPETITIVE ADV CREA, P57 QUINN JB, 1996, MANAGING PROFESSIONA TSAI TF, 2000, THESIS DA YEH U CHAN YOU SW, 1997, THESIS NATL CHIAO TU NR 18 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD DEC PY 2004 VL 24 IS 12 BP 971 EP 977 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 879WH UT ISI:000225749400004 ER PT J AU Madanmohan, TR Kumar, U Kumar, V TI Import-led technological capability: a comparative analysis of Indian and Indonesian manufacturing firms SO TECHNOVATION LA English DT Article DE technological capability; India; Indonesia; manufacturing firms ID MARKET ORIENTATION; PERSPECTIVE; MANAGEMENT; FRAMEWORK; MODEL AB This research investigates the critical elements that affect the ability of firms in developing countries to cultivate their technological capability through imported technology. Based on resource-based theory, we propose both internal and external factors contribute to technological capability of the recipient firms. Technology planning and control, market orientation, training and number of technical manpower were the internal factors considered in this study. Government support and national technology infrastructure are the external factors proposed to affect the technological capability of firm. Data collected from Indian and Indonesian manufacturing firms reveals that R&D investment, and availability of technical personnel; the transfer channels; government's involvement; and the firm's learning culture are significant contributors to the technology capability process. Also, the acquisition of mature technology just to boost production capacity or improve product quality contributes very little to the development of technological capability. (C) 2003 Elsevier Ltd. All rights reserved. C1 Indian Inst Management, Bangalore 560076, Karnataka, India. Carleton Univ, Sch Business, Ottawa, ON K1S 5B6, Canada. RP Madanmohan, TR, Indian Inst Management, Bannerghatta Rd, Bangalore 560076, Karnataka, India. EM madan@iimb.ernet.in CR *WORLD BANK, 2000, WORLD DEV REP 2000 2 ALAM G, 1988, TECHNOLOGY ABSORPTIO, P136 BARNEY J, 1986, ORGAN SCI, V7, P469 BELL M, 1987, ACQUISITION IMPORTED BENNETT RC, 1979, BUS HORIZONS, V22, P76 BIGGS T, 1988, AFRICAN TEACHING DEP BODDY D, 1986, MANAGING NEW TECHNOL CAVUSGIL ST, 1987, J BUS RES, V15, P221 CHAKRAVARTHY BS, 1982, ACAD MANAGE REV, V7, P35 CHRISTENSEN CM, 1996, STRATEGIC MANAGE J, V17, P197 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 CONTRACTOR FJ, 1981, J INT BUSINESS S FAL, P113 CUSUMANO MA, 1994, RES POLICY, V23, P195 DERAKHSHANI S, 1984, DEV ECON, V22, P1 DESAI AV, 1984, RES POLICY, V13, P303 DIERICKX I, 1989, MANAGE SCI, V35, P1504 EISENHARDT KM, 2000, STRATEGIC MANAGE J, V21, P1105 ENOS JL, 1988, ADOPTION DIFFUSION I GAY LR, 1992, RES METHODS BUSINESS HILL H, 1990, B INDONES ECON STUD, V26, P75 KIM L, 1988, TECHNOLOGICAL ANAL S, V10, P311 KIM LS, 1992, RES POLICY, V21, P437 KOGUT B, 1992, ORGAN SCI, V3, P383 KOHLI AK, 1990, J MARKETING, V54, P1 KONRAD N, 1985, EC Q, V20 KUMAR V, 2002, INT J TECHNOLOGY TRA, V1, P122 LALL S, 1982, DEV COUNTRIES EXPORT LEE JJ, 1988, R&D MANAGE, V18, P235 LEI D, 1996, J MANAGE, V22, P549 LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 MADANMOHAN TR, 1994, PRODUCTIVITY, V35, P76 MADANMOHAN TR, 1995, S ASIAN J MANAGE APR, P59 MADU CN, 1989, LONG RANGE PLANN, V22, P115 NARVER JC, 1990, J MARKETING, V54, P20 NLSON RR, 1982, EVOLUTIONARY THEORY PESCH MJ, 1996, PRODUCTION OPERATION, V5, P234 POLYANI M, 1962, PERSONAL KNOWLEDGE P REDDY NM, 1990, RES POLICY, V19, P285 SANTIKARN M, 1981, TECHNOLOGY TRANSFER SIKKA P, 1996, TECHNOVATION, V16, P85 SIMON DF, 1986, CHINESE BUSINESS MAR, P10 SONG XM, 1998, J PROD INNOVAT MANAG, V15, P124 TAKEUCHI J, 1990, JAPANESE EXPERIENCE TEECE D, 1981, ANN AM ACAD POLIT SS, V45, P81 TEESE DS, 1997, STRATEGIC MANAGEMENT, V18, P509 TEITEL S, 1984, J DEV ECON, V16, P39 THEE KW, 1990, TECHNOLOGICAL CHALLE, P23 TODARO M, 1994, EC DEV UTTERBACK JM, 1990, EC INNOVATION, P10 WEI L, 1995, TECHNOL SOC, V17, P103 WEISS A, 1989, MANAGE SCI, V35, P1015 WILLIAMSON OE, 1985, EC I CAPITALISM WONG JK, 1995, INT J TECHNOL MANAGE, V10, P788 ZANDER U, 1991, EXPLOITING TECHNOL B, V2 NR 54 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD DEC PY 2004 VL 24 IS 12 BP 979 EP 993 PG 15 SC Engineering, Industrial; Operations Research & Management Science GA 879WH UT ISI:000225749400005 ER PT J AU Ifan, HK Dou, JB Manullang, S Dou, H TI Developing competitive technical intelligence in Indonesia SO TECHNOVATION LA English DT Article DE competitive intelligence; developing country; Indonesia; regional development; mental models AB In Indonesia, political concern promotes the development of autonomy in provinces and in certain academic institutions. This paper relates that with the commencing of AFTA in 2003, there is a strong need for competitive intelligence (CI) and technology watch (TW) in Indonesian industries. The model developed takes its roots within Indonesian constraints and leads to a general guideline to introduce CI in industries and institutions in most developing countries. (C) 2003 Elsevier Ltd. All rights reserved. C1 Univ Aix Marseille 2, CRRM, Ctr St Jerome, F-13397 Marseille 20, France. Bandung Inst Technol, Dept Ind Engn, Bandung 40132, Indonesia. RP Dou, H, Univ Aix Marseille 2, CRRM, Ctr St Jerome, F-13397 Marseille 20, France. EM dou@crrm.u-3mrs.fr CR *AFTA, 1992, ASEAN FREE TRAD AR W *SCIP, 2003, US ORG *UN U, 1999, MILL PROJ VERS 1 0 *WIPO, 2000, WIPO AC INST PROV PA ACHMADI F, 1998, THESIS U AIX MARSEIL AULIA F, 1999, THESIS U AIX MARXEIL BREU K, 2002, COLLABORATIVE PROCES DAVENI RA, 1994, HYPERCOMPETITION MAN, P342 DOU H, 2000, C A3F SOPH ANT OCT DOU H, 2002, HYPERINFORMATION DOU JM, 2000, VIRTUAL PLACES CREAT HEUER M, 1999, J INT BUS STUD, V30, P599 IFAN HK, 2001, THESIS U AIX MARSEIL MALLARANGENG A, 2000, INDONESIA NEWS 1123 MANULLANG S, 2002, C INF EL IL ROUSS OC MOGEL R, 2002, COMPETITIVE INTELLIG, V5, P1 PURISITAWATI PD, 1999, THESIS U AIX MARSEIL QUAZZOTTI S, 1999, VEILLE TECHNOLOGIQUE SOEDIRDJA S, 2000, COMMUNICATION 1013 STANAT R, 1999, C COMP INT KNOWL MAN SUPRIYADI Y, 1998, THESIS U PADJADJARAN NR 21 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD DEC PY 2004 VL 24 IS 12 BP 995 EP 999 PG 5 SC Engineering, Industrial; Operations Research & Management Science GA 879WH UT ISI:000225749400006 ER PT J AU Kumar, S Snavely, T TI Outsourcing and strategic alliances for product development: a case of Banta Digital Group SO TECHNOVATION LA English DT Article DE strategic alliances; outsourcing; innovation; digital publishing; process innovation; new product development AB Banta Digital Group (BDG) is a pre media company needing to fill a void in the market it serves. This need could be met by an application that consisted of software and database development. A problem arose due to two conditions. First, the company was late getting to the market with this product. Second, the company did not have dedicated resources to work on this project. BDG needed to adopt a solution that comprised of outsourcing and strategic alliances to fill this market need. The study reports how the company selected and managed strategic alliances through the creation of a virtual team. It also reviews details of the new business operating system instituted to foster an environment for further product and process innovation. Finally, the proposed approach used in this unique type of product development is described, which is also applicable in many business situations. (C) 2003 Elsevier Ltd. All rights reserved. C1 Univ St Thomas, Coll Business, Minneapolis, MN 55403 USA. RP Kumar, S, Univ St Thomas, Coll Business, Mail TMH 343,1000 LaSalle Ave, Minneapolis, MN 55403 USA. EM skumar@stthomas.edu CR 2000, HARVARD UPDATE MAR AVERY S, 2002, PURCHASING, V131, P30 BUXBAUM P, 2001, COMPUTERWORLD, V35, P30 CHESBROUGH HW, 2002, HARVARD BUS REV, V80, P127 COOKE I, 1996, INTRO INNOVATION TEC CROSS J, 1995, HARVARD BUS REV, V73, P94 DYER JH, 2001, MIT SLOAN MANAGE REV, V42, P37 GREENEMEIER L, 2001, INFORMATION WEEK, V867, P77 HARRINGTON LH, 2002, TRANSPORTATION DISTR, V43, P23 INKPEN AC, 2001, CALIF MANAGE REV, V44, P132 KAPLAN J, 2002, NETWORK WORLD, V19, P41 KUFAHL P, 2002, UTILITY BUSINESS, V5, P36 LIPNACK J, 1997, VIRTUAL TEAMS REACHI LYNCH C, 2002, LOGISTICS MANAGEMENT, V41, P35 MEARS J, 2001, NETWORK WORLD, V18, P29 PARISE S, 2002, IVEY BUSINESS J, V66, P41 PIETRAS T, 2001, BUSINESS EC REV, V47, P9 SASSER WE, 1976, HARVARD BUS REV, V54, P133 SMITH PG, 1998, DEV PRODUCTS HALF TI ULRICH KT, 2000, PRODUCT DESIGN DEV UPTON DM, 1995, HARVARD BUS REV, V73, P74 VENKATESAN R, 1992, HARVARD BUS REV, V70, P98 VIJAYAN J, 2002, COMPUTERWORLD, V36, P42 NR 23 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD DEC PY 2004 VL 24 IS 12 BP 1001 EP 1010 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 879WH UT ISI:000225749400007 ER PT J AU Carayannis, EG Popescu, D TI Profiling a methodology for economic growth and convergence: learning from the EU e-procurement experience for central and eastern European countries SO TECHNOVATION LA English DT Article DE economic growth coverages; central eastern European countries; EU e-procurement ID COMMUNICATION AB Recent improvements in Internet technology connectivity provide an opportunity to make procurement for goods and services more transparent and efficient. When used for public procurement, information technology can be utilized as a mean to achieve the main principles of perfect competition, namely, access to information, no barriers to entry (transparency), and a large number of participants in market exchange. In this paper, we argue that the electronic procurement, particularly in the public domain, is an effective policy tool to establish the fundamentals of market economy and hence increase country's productivity, remove domestic barriers to international trade, and improve efficiency. The main focus of this paper is to examine the efforts of European Union to transform the procurement process to a more cost-effective and innovative process. Moreover, our goal is to demonstrate that ICT is a power tool that can induce the structural changes within and between countries, and will enable procurement-sensitive goods and services to move freely, fostering the competitiveness of European suppliers in domestic and world markets. An effective public procurement policy is fundamental to the success of the single market in achieving its objectives: to generate sustainable, long-term growth and create jobs, to foster the development of businesses capable of exploiting the opportunities generated by the single market and competitive in global markets, and to provide tax-payers and users of public services with best value for money. This paper will analyze and evaluate the electronic procurement projects carried out by European Commission to better understand how the use of new information technology supports the delivery of an effective public procurement policy. In the context of market opening and integration, the study will identify a number of key learning lessons based upon the experience of the European Union. The analysis of the data will provide a number of important results in relation to further actions to be undertaken by CEE countries, an action plan for follow-up and use of this research along with proposed recommendations for addressing the major issues for electronic public procurement development and use in the CEE region. (C) 2003 Elsevier Ltd. All rights reserved. C1 George Washington Univ, Sch Business & Publ Management Sci, Technol Innovat & Entrepreneurship European Union, Washington, DC 20052 USA. World Bank, MSTI Program, SBPM, GWU & Dev Gateway Staff, Washington, DC 20433 USA. RP Carayannis, EG, George Washington Univ, Sch Business & Publ Management Sci, Technol Innovat & Entrepreneurship European Union, 710 21sr St,Rm 401G Monroe Hall, Washington, DC 20052 USA. EM caraye@gwu.edu CR 2000, ANAL ELECT PROCUREME 2001, COMMISSION DIRECTIVE *WORLD BANK, 2001, EL GOVT PROC ALBARRAN AB, 2000, UNDERSTANDING WEB SO ARUNACHALAM S, 1999, J INFORM SCI, V25, P465 BAKOS YJ, 1992, INFORMATION TECHNOLO, P3472 BARBER BR, 1998, POLIT SCI QUART, V113, P573 BARRO R, 1991, Q J ECON, V106, P408 BIMBER B, 1999, POLIT COMMUN, V16, P409 BLILI S, 1994, INT J INFORM MANAGE, V13, P127 BRAGA CA, 2002, GLOBALIZATION TECHNO CAFIERO W, 1996, 1 ELECT COMMERCE WOR CARAYANNIS EG, 2001, J TECHNOLOGY TRANSFE, V26 CLEMONS EK, 1992, IEEE COMPUTER SOC PR, P644 DUTTON W, 1999, PROMETHEUS, V17, P5 EVERARD J, 2000, VIRTUAL STATES INTEN GERSHON P, 1999, REV CIVIL PROCUREMEN GIBSON R, 2000, INT POLITICAL SCI AS HAGUE B, 1999, DIGITAL DEMOCRACY DI HOLLAND CP, 1994, STRATEGIC CHOICE INT MALONE TW, 1987, COMMUN ACM, V30, P484 RECK M, 1997, J ELECTRONIC MARKETS, V7, P17 ROMM CT, 1998, DOING BUSINESS ELECT YAP CS, 1994, EUR J INFORM SYST, V3, P191 NR 24 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JAN PY 2005 VL 25 IS 1 BP 1 EP 14 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 882JK UT ISI:000225935000001 ER PT J AU Maine, E Probert, D Ashby, M TI Investing in new materials: a tool for technology managers SO TECHNOVATION LA English DT Article DE materials innovation; methodologies for SMEs; commercialisation of new materials; seed capital investment; viability analysis; market assessment; value capture AB A technology management tool has been developed to determine the attractiveness of a materials innovation by systematically assessing the technical and economic viability, along with the likelihood to capture profits created. The Investment Methodology for Materials (IMM) may prevent companies from pursuing investment strategies destined for failure. Small and medium sized enterprises (SMEs), often started by the inventor of a new material, have had particular difficulty in commercialising new materials-either due to the upfront and risky expense involved in displacing an incumbent material in a mature industry or due to the need for complementary innovations to enable a radical innovation. IMM helps identify promising materials innovations at an early stage, helps to direct research and development in directions most likely to lead to successful exploitation. shortens the gestation time of materials substitution and guides investment strategy. IMM adapts existing and emerging predictive software tools and business strategies to materials innovations, linking them to give a practical, comprehensive procedure. It consists of three interwoven strands: viability analysis, market assessment and value capture. For SMEs this technology management tool would be most easily applied by an outside consultant over a period of approximately one month. (C) 2004 Published by Elsevier Ltd. C1 Simon Fraser Univ, Fac Business Adm, Management Technol MBA Program, Vancouver, BC V6B 5K3, Canada. Univ Cambridge, Ctr Technol Management, Dept Engn, Cambridge CB2 1PZ, England. Univ Cambridge, Engn Design Ctr, Dept Engn, Cambridge CB2 1PZ, England. RP Maine, E, Simon Fraser Univ, Fac Business Adm, Management Technol MBA Program, 515 W Hastings St, Vancouver, BC V6B 5K3, Canada. EM emaine@sfu.ca CR 1998, FUTURE MARKETS FUTUR ABERNATHY WJ, 1985, RES POLICY, V14, P3 AMABILE T, 1998, KILL CREATIVITY ASHBY MF, 1997, MAT SELECTION DESIGN, P281 ASHBY MF, 2000, ACTA MATER, V48, P359 BRADY T, 1997, TECHNOVATION, V17, P417 CLARK JP, 1997, ASM HDB, V20 COATES J, 1998, NEXT 25 YEARS TECHNO COOPER R, 2001, WINNING NEW PRODUCTS FISHER JC, 1971, TECHNOLOGICAL FORECA, V3, P75 FREEMAN C, 1982, EC IND INNOVATION GARDINER G, 1998, SPEEDING NEW PRODUCT HAN HN, 1994, THESIS MIT HANSEN D, 1982, MULTI OBJECTIVE DECI MAINE E, 1997, THESIS MIT MAINE E, 2000, THESIS U CAMBRIDGE NEELY JE, 1998, THESIS MIT PHAAL R, 2000, IAMOT C FEB ORL PORTER ME, 1985, COMPETITIVE ADVANTAG STACEY GS, 1990, INT J TECHNOL MANAGE, V5, P389 TEECE, 1987, PROFITING TECHNOLOGI TIDD J, 2001, MANAGING INNOVATION WIELD D, 1995, TECHNOVATION, V15, P208 WILLIAMS JC, 1993, COMMERICIALISATION N, P16 NR 24 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JAN PY 2005 VL 25 IS 1 BP 15 EP 23 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 882JK UT ISI:000225935000002 ER PT J AU Shefer, D Frenkel, A TI R&D, firm size and innovation: an empirical analysis SO TECHNOVATION LA English DT Article DE innovation; R&D; firm size; location; regressions ID ECONOMIC-GROWTH; TECHNOLOGY; RETURNS; MILIEU AB Investment in R&D spawns innovations, which in turn, foster economic growth. In recent years, researchers have become increasingly aware of the role of industrial innovation in the rate of regional development and economic growth. In order to innovate, firms must invest in R&D (in-house or out-sourcing), and engage highly skilled labor that is able to cope with complex technological problems. The plethora of empirical studies on the determinants influencing R&D expenditure, and thus the rate of innovation, suggests that this investment is related, in different degrees, to firm size, organizational structure, ownership type, industrial branch and location. Large firms tend to invest more in R&D than do small ones. Numerous studies have found that R&D tends to be concentrated in large urban areas, and it plays a more vital role in creating innovation in central than in peripheral areas. This paper presents a model whose assumption is that expenditure on R&D is influenced by a firm's characteristics-primarily its size, type of industrial branch, ownership type and location. The results obtained in the empirical analysis are based on data collected through personal interviews involving 209 industrial firms in the northern part of Israel. (C) 2003 Elsevier Ltd. All rights reserved. C1 Technion Israel Inst Technol, Ctr Urban & Reg Studies, IL-32000 Haifa, Israel. Technion Israel Inst Technol, Neaman Inst Adv Studies Sci & Technol, IL-32000 Haifa, Israel. RP Shefer, D, Technion Israel Inst Technol, Ctr Urban & Reg Studies, IL-32000 Haifa, Israel. EM shefer@tx.technion.ac.il CR ACS JZ, 1991, INNOVATION TECHNOLOG ACS JZ, 1993, NEW CONCEPTS INNOVAT ACS ZJ, 1988, AM ECON REV, V78, P678 ACS ZJ, 1993, SMALL FIRMS ENTREPRE AGHION P, 1998, ENDOGENOUS GROWTH TH AUDRETSCH D, 1996, AM ECON REV, V86, P253 AUDRETSCH DB, 1995, INNOVATION IND EVOLU AUDRETSCH DB, 1998, OXFORD REV ECON POL, V14, P18 BARRO RJ, 1995, EC GROWTH BAYOUMI T, 1999, J INT ECON, V47, P399 CICCONE A, 1996, AM ECON REV, V86, P54 DAVELAAR EJ, 1989, URBAN STUD, V26, P517 DAVELAAR EJ, 1991, REGIONAL EC ANAL INN DOSI G, 1988, J ECON LIT, V26, P1120 FELDMAN MP, 1994, GEOGRAPHY INNOVATION FISHER FM, 1973, J POLITICAL EC, V81, P56 FREEMAN C, 1997, EC IND INNOVATION FRENKEL A, 2001, REG STUD, V35, P413 GRILICHES Z, 1995, HDB EC INNOVATION TE GROSSMAN GM, 1990, AM ECON REV, V80, P86 GROSSMAN GM, 1991, INNOVATION GROWTH GL GROSSMAN GM, 1994, J ECON PERSPECT, V8, P23 HALL BH, 1996, TECHNOLOGY RD EC AEI HALL BH, 1999, RES POLICY, V29, P497 KLEINKNECHT A, 1989, SMALL BUSINESS EC, V1, P215 KLEINKNECHT A, 1991, SMALL BUSINESS EC, V3, P157 KLEINKNECHT A, 1996, DETERMINATIONS INNOV KRUGMAN P, 1979, J POLITICAL EC, V87, P253 KRUGMAN P, 1991, GEOGRAPHY TRADE KRUGMAN P, 1995, DEV GEOGRAPHY EC THE LUCAS RE, 1988, J MONETARY ECON, V22, P3 PACK H, 1994, J ECON PERSPECT, V8, P5 PORTER ME, 1990, COMPETITIVE ADVANTAG ROMER PM, 1986, J POLIT ECON, V94, P1002 ROMER PM, 1990, J POLITICAL EC, V98, P71 ROMER PM, 1994, J ECON PERSPECT, V8, P3 SCHERER WK, 1991, SMALL BUSINESS EC, V3, P155 SCHMOOKLER J, 1966, INVENTION EC GROWTH SEGERSTROM PS, 1991, J POLIT ECON, V99, P807 SHEFER D, 1998, ANN REGIONAL SCI, V32, P185 SHEFER D, 2001, REGIONAL SCI PERSPEC STOKEY NL, 1995, REV ECON STUD, V62, P469 SUAREZVILLA L, 1995, REG STUD, V29, P19 NR 43 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JAN PY 2005 VL 25 IS 1 BP 25 EP 32 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 882JK UT ISI:000225935000003 ER PT J AU Sher, PJ Yang, PY TI The effects of innovative capabilities and R&D clustering on firm performance: the evidence of Taiwan's semiconductor industry SO TECHNOVATION LA English DT Article DE innovative capability; R&D clustering; semiconductor industry; performance ID DIVERSIFICATION; ACQUISITIONS; SYSTEMS AB This research investigates the impact of various aspects of innovative capability on firm performance. A resource-based view of strategic management is adopted to highlight the importance of resources and capabilities. The study here also addresses the recent interest in the effect of R&D clustering on innovation and thus on firm competitiveness. The present study explores the influence of innovative capabilities and clustering effects along the value chain of the Taiwanese integrated circuit (IC) industry. The empirical results indicate that innovative capabilities are mostly positively related to performance as measured by returns on assets (ROA). Specifically, higher R&D intensity and higher R&D manpower are found to be predictors of improved firm performance. Additionally, firms at various stages of the value delivering process are seen to have differentiated innovative capability characteristics. A noteworthy result is that low and moderate levels of R&D clustering demonstrate positively moderating power to the relationship between innovative capability and performance. However, the hypothesis that further R&D clustering would eventually reduce the impact of innovative capability on firm performance was not confirmed. (C) 2004 Elsevier Ltd. All rights reserved. C1 Natl Chung Hsing Univ, Dept Business Adm, Taichung 402, Taiwan. Natl Chi Nan Univ, Grad Inst Int Business Studies, Nantou, Taiwan. RP Sher, PJ, Natl Chung Hsing Univ, Dept Business Adm, 250 Kuo Kuang Rd, Taichung 402, Taiwan. EM sher@nchu.edu.tw CR *ITRI, 1999, YB SEMICONDUCTOR IND *OECD, 1999, BOOSTING INNOVATION ACS ZJ, 1997, SMALL BUS ECON, V9, P7 BAPTISTA R, 1998, RES POLICY, V27, P525 BARNEY J, 1991, J MANAGE, V17, P99 BERGERON S, 1998, RES POLICY, V26, P733 CAPELLO R, 1996, EUROPEAN PLANNING ST, V4, P485 CARRINCAZEAUX C, 2001, RES POLICY, V30, P777 CHANG PL, 1993, TECHNOL ANAL STRATEG, V5, P173 CHANG PL, 1994, TECHNOVATION, V14, P161 CHANG PL, 2002, TECHNOVATION, V22, P101 CHATTERJEE S, 1986, STRATEGIC MANAGE J, V7, P119 CONNER KR, 1991, J MANAGE, V17, P121 DIEZ JR, 2000, EUR PLAN STUD, V8, P451 FARRIS PW, 1992, MARKET SCI, V11, P76 FREEMAN C, 1982, EC IND INNOVATION GERSCHENKRON A, 1962, EC BACKWARDNESS HIST HAMEL G, 1994, HARVARD BUS REV, V72, P122 HIPPLE VE, 1988, SOURCES INNOVATION HITT MA, 1991, ACAD MANAGE J, V34, P693 HITT MA, 1994, J MANAGE, V20, P297 HITT MA, 1997, ACAD MANAGE J, V40, P767 KEIZER JA, 2002, TECHNOVATION, V22, P1 KRUGMAN P, 1991, GEOGRAPHY TRADE LIKER JK, 1999, J PROD INNOVAT MANAG, V16, P248 LOVE JH, 2001, RES POLICY, V30, P333 MATHEWS JA, 1997, CALIFORNIA MANAGEMEN, V39, P25 MATHEWS JA, 2001, INT J TECHNOL MANAGE, V22, P455 MCKELVEY B, 1982, ORG SYSTEMATICS NELSON R, 1982, EVOLUTIONARY THEORY PICOT A, 1999, MANAGE INT REV, V39, P19 PIORE M, 1984, 2 IND DIVIDE PORTER ME, 1990, COMPETITIVE ADVANTAG PORTER ME, 1998, CLUSTERS COMPETITION SAXENIAN A, 1994, REGIONAL ADVANTAGE STEVENS G, 1999, J PROD INNOVAT MANAG, V16, P455 SWANN P, 1996, RES POLICY, V25, P1139 ZAHRA SA, 2000, ACAD MANAGE J, V43, P925 NR 38 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JAN PY 2005 VL 25 IS 1 BP 33 EP 43 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 882JK UT ISI:000225935000004 ER PT J AU Ng, PTA Lu, DW Li, CK Chan, HYH TI Strategic lessons of value migration in IT industry SO TECHNOVATION LA English DT Article DE value migration; residential broadband industry; strategic positioning; sustainable competitive advantages and technological trends ID TECHNOLOGY; COMPUTERS; WEB AB This article proposes an approach for strategic formulation in new IT industry by learning from successful strategies in a related developed industry. It is motivated by the fact that technological innovations and consumer IT markets follow similar trends. It takes the dynamic nature of the value chain into account by using a retrospective approach to reveal the process of value migration in the developed IT industry. In emerging industries that face many market uncertainties, strategic lessons from the developed industry enables managers to better envision future market conditions and implement effective strategies to capture more value. We have performed a comparative study of the development of the PC and residential broadband markets to illustrate the concept of our approach. Companies in the emerging residential broadband industry can adopt proven effective strategies in PC industry. (C) 2004 Elsevier Ltd. All rights reserved. C1 SUNeVis Super e Network Ltd, Mega iAdvantage, Hong Kong, Hong Kong, Peoples R China. RP Ng, PTA, SUNeVis Super e Network Ltd, Mega iAdvantage, 399 Chai Wan Rd, Hong Kong, Hong Kong, Peoples R China. EM andyng@sunevision.com CR ANDERSON J, 2002, BUSINESS STRATEGY RE, V13, P28 BENATALLAH B, 2004, IEEE INTERNET COMPUT, V8, P46 BERNERSLEE T, 2001, SCI AM, V284, P34 ESPOSITO E, 2002, TECHNOVATION, V22, P41 GEROSKI PA, 2000, RES POLICY, V29, P603 HIROSAKI B, 2003, IEEE COMMUN MAG, V41, P65 NG PTA, 2004, TECHNOVATION, V24, P665 SARKAR M, 1998, J BUS RES, V41, P215 SLYWOTZKY AJ, 1996, VALUE MIGRATION THIN YU B, 2004, MULTIMEDIA SYST, V9, P477 NR 10 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JAN PY 2005 VL 25 IS 1 BP 45 EP 51 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 882JK UT ISI:000225935000005 ER PT J AU Kumar, S Krob, W TI Supply chain management challenges for aerospace control technologies leader SO TECHNOVATION LA English DT Article DE supply chain management; strategic outsourcing; business process integration; strategic alliances; supply chain redesign AB The study reviews various organizational challenges faced and overcome by the Solid State Electronics Center, a division of Honeywell, in successfully managing and establishing a near optimal supply chain framework. Specifically, the company wanted to increase the quality of service, decrease lead-times, and improve communication with its critical supplier for assembly and test services, all the while dealing with this same supplier's year 2000 (Y2K) problem. This supplier, with a fictitious name 'Alpha', was chosen as Honeywell's assembly and test vendor because this supplier stated it could handle both processes. Unfortunately, Alpha has demonstrated difficulty assembling to Honeywell's schedule and separating good parts from bad ones with its testing. Alpha also informed Honeywell that not only its tester for Honeywell parts would not function after 31 December 1999 due to a Y2K problem and it would require the company to pay for a solution, but that it was also raising the price for testing. Honeywell decided to find a new vendor for the test services, and worked with Alpha to improve the remaining issues in the short-term. Long-term the company decided to rethink its all-in-one vendor theory, because its experience suggested that no one vendor provided all the services the company desired. Had Honeywell initially chosen the lowest-price vendor for each task individually it probably could have found a lower cost solution. (C) 2004 Elsevier Ltd. All rights reserved. C1 Univ St Thomas, Coll Business, Minneapolis, MN 55403 USA. RP Kumar, S, Univ St Thomas, Coll Business, Mail TMH 343,1000 LaSalle Ave, Minneapolis, MN 55403 USA. EM skumar@stthomas.edu CR BALL R, 2000, J ACCOUNT ECON, V29, P1 BOWERSOX DJ, 1996, LOGISTICS MANAGEMENT CISCO SL, 1999, INFORMATION MANAGEME, V33, P4 DYER JH, 2001, MIT SLOAN MANAGE REV, V42, P37 INKPEN AC, 2001, CALIF MANAGE REV, V44, P132 KAPLAN J, 2002, NETWORK WORLD, V19, P41 KUFAHL P, 2002, UTILITY BUSINESS, V5, P36 KUMAR S, 2001, IND MANAGE DATA SYST, V101, P414 LYNCH C, 2002, LOGISTICS MANAGEMENT, V41, P35 MEARS J, 2001, NETWORK WORLD, V18, P29 MUNSON CL, 1999, BUS HORIZONS, V42, P55 PIETRAS T, 2001, BUSINESS EC REV, V47, P9 POIRIER CC, 1996, SUPPLY CHAIN OPTIMIZ SHAUGHNESSY A, 2002, OUTSOURCING TRENDS 2, V19, P47 VENKATESAN R, 1992, HARVARD BUS REV, V70, P98 NR 15 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JAN PY 2005 VL 25 IS 1 BP 53 EP 58 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA 882JK UT ISI:000225935000006 ER PT J AU Rothschild, L Darr, A TI Technological incubators and the social construction of innovation networks: an Israeli case study SO TECHNOVATION LA English DT Article DE technological incubators; innovation networks; social capital; innovation management ID BUSINESS INCUBATORS; UNIVERSITY AB Based on a field study at a technological incubator affiliated with a leading Israeli university, this paper focuses on the construction and maintenance of informal networks of innovation, composed of entrepreneurs within the incubator, Technion staff and industry. A linear model of the development of emergent technology is set aside, while a cyclical model based on social networks is suggested. A wide array of exchange relationships (formal and informal), ranging from the use of library and laboratory services to an extensive and ongoing barter exchange of knowledge, know-how, and even shared practice is presented and discussed. (C) 2004 Elsevier Ltd. All rights reserved. C1 Univ Haifa, IL-31905 Haifa, Israel. RP Darr, A, Univ Haifa, Mt Carmel, IL-31905 Haifa, Israel. EM darr@soc.haifa.ac.il CR *ISR MIN TRAD IND, 2000, ENTR INC TEL AV ISR ALLEN TJ, 1969, ADM SCI Q, V14, P12 ALLEN TJ, 1983, RES POLICY, V12, P199 DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147 GIAMATTI AB, 1982, SCIENCE, V218, P1278 KREINER K, 1993, ORGAN STUD, V14, P189 LUMPKIN J, 1988, AM J SMALL BUSINESS, V12, P59 MACDONALD S, 1987, R&D MANAGE, V17, P25 MASSY D, 1992, HIGH TECH FANTASIES MIAN SA, 1996, RES POLICY, V25, P325 MIAN SA, 1997, J BUS VENTURING, V12, P251 ORR JE, 1996, TALKING MACHINES ETH PINCH TJ, 1987, SOCIAL CONSTRUCTION PORTERLIEBESKIN.J, 1998, TRUST WITHIN BETWEEN SMILOR RW, 1987, RES MANAGE, V30, P36 TEECE DJ, 1988, TECHNICAL CHANGE EC VONHIPPLE F, 1988, RES POLICY, V16, P291 NR 17 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JAN PY 2005 VL 25 IS 1 BP 59 EP 67 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 882JK UT ISI:000225935000007 ER PT J AU Ahn, JH Kim, MS Lee, DJ TI Learning from the failure: experiences in the Korean telecommunications market SO TECHNOVATION LA English DT Article DE applications in telecommunications; case analysis; new product development; service failure ID PRODUCT DEVELOPMENT; ELECTRONICS INDUSTRY; SUCCESS; INFORMATION; PERFORMANCE; SERVICES; US AB We performed a case analysis to derive factors leading to telecommunications service failure. In this study, 15 failure cases in the Korean telecommunications service industry were analyzed. From the analysis, eight factors leading to telecommunications service failure were found. The characteristics of eight failure factors were analyzed depending on the phases of the NPD process and the types of the services. The characterization of the failure factors provided important managerial implications for the efficient service development process. In the ever-changing business environment, simply following previous success factors never allows for the duplication of success. Learning from the failure case analysis provides important insight for the development of new telecommunications services. (C) 2004 Elsevier Ltd. All rights reserved. C1 Korea Adv Inst Sci & Technol, Grad Sch Management, Seoul 130012, South Korea. RP Ahn, JH, Korea Adv Inst Sci & Technol, Grad Sch Management, 207-43 Cheongrangri Dong, Seoul 130012, South Korea. EM jahn@kgsm.kaist.ac.kr CR *KAIT, 2002, KOREA ASS INFORMATIO AHN JH, 1997, J INFORM TECHNOL, V12, P3 AHN JH, 2001, INFORMATION TELECOMM, V8, P21 AHN JH, 2002, J INFORM TECHNOL, V17, P103 AMRAM M, 1999, J BUS STRAT, V20, P25 BARCZAK G, 1995, J PROD INNOVAT MANAG, V12, P224 COOPER RG, 1979, IND MARKET MANAG, V8, P93 COOPER RG, 1979, J MARKETING, V43, P93 COOPER RG, 2001, WINNING NEW PRODUCTS COURTNEY H, 1997, HARVARD BUS REV, V75, P67 CRAWFORD CM, 1977, J MARKETING, V41, P51 DEBRENTANI U, 1991, EUR J MARKETING, V25, P33 EDGETT S, 1994, INT J SERV IND MANAG, V5, P24 GRIFFIN A, 1993, J PROD INNOVAT MANAG, V10, P291 GRIFFITHS A, 1996, PRINT Q, V13, P3 KWAKU AG, 1996, J PROD INNOVAT MANAG, V13, P32 LAFFONT J, 2000, COMPETITION TELECOMM LAPIERRE J, 1996, J PROD INNOVAT MANAG, V13, P152 LEE JH, 2001, J KOREAN OPERATIONS, V26, P83 MAIDIQUE MA, 1984, IEEE T ENG MANAGE, V31, P192 MANSFIELD E, 1975, J BUS, V48, P179 MEYER MH, 1997, POWER PRODUCT PLATFO MISHRA S, 1996, J PROD INNOVAT MANAG, V13, P530 OTTUM BD, 1997, J PROD INNOVAT MANAG, V14, P258 RAGATZ GL, 1997, J PROD INNOVAT MANAG, V14, P190 ROTHWELL R, 1974, RES POLICY, V3, P258 SHOEMAKER PJH, 1995, SLOAN MANAGE REV, V36, P25 SONG XM, 1997, J PROD INNOVAT MANAG, V14, P35 SOUDER WE, 1997, J PROD INNOVAT MANAG, V14, P21 SOUDER WE, 1998, J PROD INNOVAT MANAG, V15, P208 STROUSE K, 1999, MARKETING TELECOMMUN TEISBERG EO, 1993, STRATEGIC RESPONSE U TERWIESCH C, 1998, J PROD INNOVAT MANAG, V15, P3 WARD E, 1998, WORLD CLASS TELECOMM YOTARO H, 2001, PEOPLE WHO HIDE FAIL ZIRGER BJ, 1990, MANAGE SCI, V36, P867 NR 36 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JAN PY 2005 VL 25 IS 1 BP 69 EP 82 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 882JK UT ISI:000225935000008 ER PT J AU Drejer, I Jorgensen, BH TI The dynamic creation of knowledge: Analysing public-private collaborations SO TECHNOVATION LA English DT Article DE public-private interaction; innovation; industrial policy ID INNOVATION AB The present paper analyses the creation of knowledge in dynamic collaborations between private firms and public research institutions in Denmark. The focus is on collaborations promoting innovation in projects that involve 'new' science. Two case studies are introduced and the role of government in facilitating public-private interactions is discussed. Other themes touched upon are the general uncertainty connected with research-based innovation projects; the problem of managing public-private collaborations; the dilemma of building long-term competencies versus the imperative to create marketable products in the short run; and institutional transformation. The analysis distinguishes between market-pull and technology-push cases. There appears to be a greater need for formal programmes supporting public private collaboration in the technology-push case, where there is a high degree of market uncertainty, than in the market-pull case. (C) 2003 Elsevier Ltd. All rights reserved. C1 Univ Aalborg, Dept Business Studies, DK-9220 Aalborg O, Denmark. Riso Natl Lab, Syst Anal Dept, DK-4000 Roskilde, Denmark. RP Drejer, I, Univ Aalborg, Dept Business Studies, Fibigerstr 4, DK-9220 Aalborg O, Denmark. EM id@business.auc.dk CR *DAN RES COUNC, 2000, GLOB VID UDF OFF PRI *OECD, 2000, NEW EC CHANG ROL INN CHISTENSEN JL, 2000, EFFECTS VENTURE CAPI CHRISTENSEN JL, 1999, VIDENINSTITUTIONER I COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DANNEMAND P, 2001, RISOER1292 DEBRESSON C, 1998, INNOVATIVE ACTIVITY ETZKOWITZ H, 1995, EASST REV, V14, P14 ETZKOWITZ H, 2000, RES POLICY, V29, P109 HALL BH, 2000, NBER WORKING PAPER, V7643 HOWELLS J, 2000, INNOVATION SYSTEMS S, P271 KARNOE P, 1999, MOBILIZING RESOURCES KLINE SJ, 1986, POSITIVE SUM STRATEG, P275 LEYDESDORFF L, 1998, SCI PUBL POLICY, V25, P195 LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT MADSEN PT, 1999, SAMARBEJDENDE VIRKSO MANSFIELD E, 1998, RES POLICY, V26, P773 MOWERY DC, 1998, STI REV, V22, P101 NELSON R, 1982, EVOLUTIONARY THEORY NELSON RR, 1977, RES POLICY, V6, P36 PORTER ME, 1990, COMPETITIVE ADVANTAG SCHMOOKLER J, 1962, J ECON HIST, P1 SCHMOOKLER J, 1966, INVENTION EC GROWTH SCHUMPETER JA, 1934, THEORY EC DEV INQUIR VALENTIN F, 2000, DANSKE VIRKSOMHEDERS YIN RK, 1984, CASE STUDY RES YIN RK, 1988, DESIGNING DOING CASE NR 27 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD FEB PY 2005 VL 25 IS 2 BP 83 EP 94 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 882JL UT ISI:000225935100001 ER PT J AU Carayannis, EG von Zedtwitz, M TI Architecting gloCal (global-local), real-virtual incubator networks (G-RVINs) as catalysts and accelerators of entrepreneurship in transitioning and developing economies: lessons learned and best practices from current development and business incubation practices SO TECHNOVATION LA English DT Article DE entrepreneurship; catalysts and accelerators; developing economies; business incubation practices AB Entrepreneurship is at the heart of sustainable, organic growth for most developed, as well as transitioning and developing economies and incubators have often served as catalysts and even accelerators of entrepreneurial clusters formation and growth. Our premise is that this may be more so in less developed economies where incubators can help bridge knowledge, digital, socio-political and even cultural divides and help increase the availability, awareness, accessibility and affordability of financial, human, intellectual, and even social capital, the key ingredients of entrepreneurial success. Incubation has recently experienced increased attention as a model of start-up facilitation. Venture capitalists see incubators as a means to diversify risky investment portfolios, while would-be entrepreneurs approach incubators for start-up support. Incubators are faced with the challenge and the opportunity of managing both investment risks, as well as entrepreneurial risks. As an indication of their usefulness, more than a thousand incubators have been established in the last few years based on a number of different incubation business models (not-for-profit, for-profit, public/private entity, etc.), which we categorize in five incubator archetypes: the university incubator, the independent commercial incubator, the regional business incubator, the company-internal incubator, and the virtual incubator. In this paper, we propose an overarching incubator model that synthesizes elements and best practices emanating from the five archetypes empirically identified and also incorporates substantially higher economies of scale and scope, as well as global and local (gloCal) knowledge arbitrage potential. This paper presents an architectural blueprint for designing a gloCal, real and virtual network of incubators (G-RVIN) as a knowledge and innovation infra-structure and infra-technology which would link entrepreneurs and micro-entrepreneurs with local, regional, and global networks of customers, suppliers and complementors and thus help not only bridge, but also leverage, the diverse divides (digital, knowledge. cultural. socio-political, etc.). The implications of this archetype of new ventures incubation for facilitating both venture business activity and broad-based economic development are discussed and early findings from pilot projects in central and eastern Europe are discussed. (C) 2003 Elsevier Ltd. All rights reserved. C1 George Washington Univ, Sch Business & Publ Management Sci Technol Innova, European Union Ctr, Washington, DC 20052 USA. IMD, Fac Technol Management, CH-1001 Lausanne, Switzerland. RP Carayannis, EG, George Washington Univ, Sch Business & Publ Management Sci Technol Innova, European Union Ctr, 710 21sr St,Rm 401G Monroe Hall, Washington, DC 20052 USA. EM caraye@gwu.edu CR 2001, GLOBAL COMPETITIVENE *OECD, 2001, INVN CLUST DRIV NAT BARROW C, 2001, INCUBATORES CARAYANNIS E, 1993, INCREMENTALISME STRA, V2 CARAYANNIS E, 1994, GESTION STRATEGIQUE, V1 CARAYANNIS E, 1994, PROGRES, V2 CARAYANNIS E, 1998, INT J TECHNOLOGY MAN, V17 CARAYANNIS E, 1999, J TECHNOLOGY TRANSFE, V24 CARAYANNIS E, 1999, J TECHNOLOGY TRANSFE, V24, P159 CARAYANNIS E, 2000, INT J TECHNOVATI AUG CARAYANNIS E, 2000, INT J TECHNOVATI MAY CARAYANNIS E, 2000, INT J TECHNOVATI OCT CARAYANNIS E, 2001, J TECHNOLOGY TRANSFE, V26 CARAYANNIS E, 2001, RES POLICY, V30 CARAYANNIS E, 2002, INT J TECHNOVATI JUN CARAYANNIS EG, 1998, TECHNOVATION, V18, P1 CARAYANNIS EG, 1998, TECHNOVATION, V18, P383 DAHLMAN C, 2001, CHINA KNOWLEDGE EC S HANSEN M, 2000, HARVARD BUS REV, V200, P75 MOLNAR L, 2001, NBIA PUBLICATIONS NASHHOFF M, 1998, NBIA PUBLICATIONS PORTER ME, 1986, COMPETITION GLOBAL I, P15 RUPING K, 2001, HIGH RISK PROJEKTE Q, P361 VONZEDTWITZ M, 2002, INT J ENTREPRENEURSH, V2 NR 24 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD FEB PY 2005 VL 25 IS 2 BP 95 EP 110 PG 16 SC Engineering, Industrial; Operations Research & Management Science GA 882JL UT ISI:000225935100002 ER PT J AU Grimaldi, R Grandi, A TI Business incubators and new venture creation: an assessment of incubating models SO TECHNOVATION LA English DT Article DE business incubators; new ventures; incubating models; incubating industry evolution; spin-offs ID SPIN-OFF; UNIVERSITY; COMPANIES; SUCCESS; FIRMS AB Incubators assist emerging ventures by providing support services and assistance in developing their business. We map business incubators into four categories: Business Innovation Centres (BICs), University Business Incubators (UBIs), Independent Private Incubators (IPIs), and Corporate Private Incubators (CPIs). We then argue that the variety of incubating organizations is driven by the evolution of companies' requirements and needs, which encourage incubators to differentiate the range of services that they offer. We believe that differences in the way incubators run their businesses can be described by two main incubating models (Model I and Model 2), providing incubators with useful indications on how to position themselves strategically. We identify a list of incubator 'characterizing' variables to highlight the main differences between the four types of incubators and to describe the incubating models. Empirical evidence is provided on the two incubating models derived from case studies of eight Italian incubators. (C) 2003 Published by Elsevier Ltd. C1 Univ Bologna, Dept Management, CIEG, I-40123 Bologna, Italy. RP Grimaldi, R, Univ Bologna, Dept Management, CIEG, Via Saragozza 8, I-40123 Bologna, Italy. EM rosa.grimaldi@mail.ing.unibo.it agrandi@mail.ing.unibo.it CR AUTIO E, 1998, J SMALL BUS MANAGE, V36, P30 CHIESA V, 2000, R&D MANAGE, V30, P329 CHINSONMBOON O, 2000, THESIS MIT COOPER AC, 1985, J BUSINESS VENTURING, V1, P75 EVANS DJ, 1998, 44 ICSB WORLD C INN GRIMALDI R, 2000, IMPRENDITORI IMPRESE GRIMALDI R, 2001, IND HIGHER ED, V15, P239 HANSEN MT, 2000, HARVARD BUS REV, P75 HANSEN MT, 2000, STATE INCUBATOR MARK HEYDEBRECK P, 2000, R&D MANAGE, V30, P89 MACMILLAN IC, 1987, J BUS VENTURING, V2, P123 MANSFIELD E, 1990, RES POLICY, V20, P1 MARRIFIELD DB, 1987, J BUSINESS VENTURING, V2, P277 MIAN SA, 1994, TECHNOVATION, V14, P515 MIAN SA, 1996, RES POLICY, V25, P325 PICCALUGA A, 2000, IMPRENDITORI IMPRESE RADOSEVICH R, 1995, INT J TECHNOL MANAGE, V10, P879 ROBERTS EB, 1991, ENTREPRENEURS HIGH T ROGERS EM, 1986, TECHNOVATION, V4, P169 ROURE JB, 1990, J BUS VENTURING, V5, P201 RUPING K, 2001, IAMOT C SCHUTTE F, 1999, HIGHER ED EUROPE, V1, P47 SHERMAN HD, 1999, J DEV ENTREPRENEURSH, V4, P117 SMILOR RW, 1987, IEEE T ENG MANAGE, V3, P146 STANKIEWICZ R, 1994, SCI PUBL POLICY, V21, P99 STUART R, 1987, J BUS VENTURING, V2, P215 VARGA A, 1999, U RES REGIONAL INNOV VONZEDTWITZ M, IN PRESS INT J ENTRE, V2 NR 28 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD FEB PY 2005 VL 25 IS 2 BP 111 EP 121 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 882JL UT ISI:000225935100003 ER PT J AU Freel, MS TI Patterns of innovation and skills in small firms SO TECHNOVATION LA English DT Article DE innovation; small firms; skills; training ID RESEARCH-AND-DEVELOPMENT; MANUFACTURING FIRMS; SECTORAL PATTERNS; DETERMINANTS; NETWORKING; TECHNOLOGY; SYSTEMS; GROWTH; MATTER; 1990S AB Drawing upon a sample of 1345 'Northern British' SMEs, the current paper seeks to investigate patterns of association between firm-level innovativeness and a variety of indicators of skills, skill requirements and training activity. In so doing, the paper is able to distinguish between types and level of innovation (i.e. product or process, novel or incremental) and between manufacturing and service firms. In broad terms, the key findings serve to underline the importance of intermediate 'technical' skills, rather than higher level 'technology' skills. However, perhaps the most fundamental observation is the recognition that labour quality has a dynamic component, in addition to the static elements commonly measured. The most consistent and reliable statistical associations recorded concern the relationship between innovativeness (in both products and processes and in manufacturing and services) and firm-level training intensity. Simply put, the most innovative firms train more staff. Clearly, as Warner [Warner, M., 1996. Innovation and training. In: Dodgson, M., Rothwell, R. (Eds.), The Handbook of Industrial Innovation, Edward Elgar, Cheltenham, p. 348] would have it, 'innovation and training in modem economies are inextricably linked'. (C) 2004 Elsevier Ltd. All rights reserved. C1 Univ Aberdeen, Dept Management Studies, Aberdeen AB24 3QY, Scotland. RP Freel, MS, Univ Aberdeen, Dept Management Studies, Edward Wright Bldg, Aberdeen AB24 3QY, Scotland. EM m.s.freel@abdn.ac.uk CR *ACOST, 1990, ENT CHALL OV BARR GR *CBR, 1996, CHANG STAT BRIT ENT *CBR, 1998, ENT BRIT *CBR, 2000, BRIT ENT TRANS *DEP TRAD IND, 1998, OUR COMP FUT BUILD K *DEP TRAD IND, 2000, CM4814 *SBRC, 1992, STAT BRIT ENT ACS Z, 1993, INT J TECHNOL MANAGE, V5, P23 ADAMS A, 1982, EUROPEAN SMALL BUSIN, V1, P67 ALBALADEJO M, 2000, DETERMINANTS INNOVAT ALCHIAN AA, 1950, J POLITICAL EC, V58, P211 ARNDT O, 2000, EUR PLAN STUD, V8, P465 ARROW KJ, 1962, REV ECON STUD, V29, P155 AUDRETSCH DB, 1995, INT J IND ORGAN, V13, P441 BARBER J, 1989, BARRIERS GROWTH SMAL BECATTINI G, 1978, EC NOTES, V2, P53 BECATTINI G, 1990, IND DISTRICTS INTERF BIANCHI G, 1990, ENTREP REGION DEV, V2, P57 BOSWORTH D, 1989, BARRIERS GROWTH SMAL BRUSCO S, 1982, CAMBRIDGE J ECON, V6, P63 BULLOCK A, 1996, CHANGING STATE ENTER, P94 CAMAGNI R, 1992, ENTREP REGION DEV, V4, P271 COBBENHAGEN J, 2000, SUCCESSFUL INNOVATIO COHEN WM, 1989, ECON J, V99, P569 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COHEN WM, 1995, HDB EC INNOVATION TE, P182 COSH A, 1998, INNOVATION SURVEYS V COSH A, 2000, BRIT ENTERPRISE TRAN DELAMOTHE J, 1998, SMALL BUS ECON, V11, P101 DOSI G, 1988, J ECON LIT, V26, P1120 EDQUIST C, 1997, SYSTEMS INNOVATION FELDMAN MP, 1994, SMALL BUS ECON, V6, P363 FREEL M, 2000, ENTREP REGION DEV, V12, P245 FREEL MS, 2000, SMALL BUS ECON, V14, P195 FREEL MS, 2002, ENVIRON PLANN C, V20, P633 FREEL MS, 2003, RES POLICY, V32, P751 FREEMAN C, 1987, TECHNOLOGY POLICY EC GEROSKI PA, 1990, OXFORD ECON PAP, V42, P586 GREENHALGH C, 1994, EC REV SEP, P11 GRILICHES Z, 1979, BELL J ECON, V10, P92 HATZICHRONOGLOU T, 1997, STI WORKING PAPERS 1 HOFFMAN K, 1998, TECHNOVATION, V18, P39 HUIBAN JP, 1998, SMALL BUS ECON, V10, P389 JOHNSON J, 1996, FUTURES, V28, P103 KARLSSON C, 1998, SMALL BUS ECON, V10, P31 LOVE JH, 1999, REV IND ORGAN, V15, P43 LOVE JH, 2001, RES POLICY, V30, P643 LUNDVALL B, 1992, NATL SYSTEMS INNOVAT MARLOW S, 1998, J SMALL BUSINESS ENT, V5, P38 MOORE B, 1995, 4 U CAMBR ESRC CTR B NELSON R, 1982, EVOLUTIONARY THEORY NELSON R, 1993, NATL INNOVATION SYST NELSON R, 2000, REGIONAL INNOVATION, P11 NOOTEBOOM B, 1994, SMALL BUS ECON, V6, P327 OAKEY R, 1991, J MARKETING MANAGEME, V7, P343 OAKEY R, 1997, REV POLICY PRACTICE OERLEMANS L, 2001, 0102 ECIS WP OERLEMANS LAG, 1998, TIJDSCHR ECON SOC GE, V89, P298 OERLEMANS LAG, 2001, PAP REG SCI, V80, P337 OUGHTON C, 1997, ECON J, V107, P1486 OZSOMER A, 1997, J BUSINESS IND MARKE, V12, P400 PAVITT K, 1984, RES POLICY, V13, P343 PELHAM AM, 1996, J ACAD MARKET SCI, V24, P27 ROPER S, 1999, SMALL BUS ECON, V12, P131 ROSENBERG N, 1982, INSIDE BLACK BOX TEC ROTHWELL R, 1991, TECHNOVATION, V11, P93 ROTHWELL R, 1992, R&D MANAGE, V22, P221 SANTARELLI E, 1990, SMALL BUSINESS EC, V2, P223 SCOTT P, 1996, INT SMALL BUSINESS J, V14, P85 SMITH K, 2000, ENTERPRISE INNOVATIO, V1, P73 SOUITARIS V, 2002, R&D MANAGE, V32, P61 SOUITARIS V, 2002, RES POLICY, V31, P877 STERLACCHINI A, 1999, RES POLICY, V28, P819 TABACHNIK B, 2001, USING MULTIVARIATE S UTTERBACK J, 1994, MASTERING DYNAMICS I UTTERBACK JM, 2000, REGIONAL INNOVATION, P169 WARNER M, 1996, HDB IND INNOVATION WESTHEAD P, 1996, INT SMALL BUS J, V14, P13 NR 78 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD FEB PY 2005 VL 25 IS 2 BP 123 EP 134 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 882JL UT ISI:000225935100004 ER PT J AU Ruokolainen, J TI Gear-up your software start-up company by the first reference customer - nomothetic research study in the Thai software industry SO TECHNOVATION LA English DT Article DE first reference customer; start-up software company; high technology market AB In this research the meaning of the first reference customer for the start-up companies, which produce complex software products has been studied. Which factors are important to gain the most out of the first reference have been also studied. The study has been done using nomothetic research methodology: hypotheses have been created and a survey was executed among Thai companies. One of the results indicates that it is important to utilize the first reference for finding sales arguments. However, only some of the start-up companies do that. Instead, 40% of the investigated companies used the first reference to verify technology, although this type of technology verification correlates negatively with the sales growth. Evidence that the market value of the reference customer has significant meaning in the sales growth has not been found. This might mean that the first reference, as such, seems to have value for further sales. This research complements the model, which was created previously by Ruokolainen and Igel, by creating a specific set of variables to help succeed with the first reference customer. (C) 2003 Elsevier Ltd. All rights reserved. C1 Helsinki Univ Technol, Dept Ind Engn & Management, Helsinki 02015, Finland. RP Ruokolainen, J, Helsinki Univ Technol, Dept Ind Engn & Management, PL 1000, Helsinki 02015, Finland. EM jari.ruokolainen@ppl.inet.fi CR ALDRICH H, 1986, ART SCI ENTREPRENEUR, P3 AUTIO E, 1995, EIASM RENT 9 WORKSH AUTIO E, 1995, SYMPLECTIC GENERATIV BEARD C, 1996, IND MARKET MANAG, V25, P87 BEARD CR, 1992, EUR J MARKETING, V26, P7 BEARD CR, 1995, P WORLD MARK C MELB, V8, P44 BIDAULT F, 1994, R&D MANAGE, V24, P33 BIRLEY S, 1985, FRONTIERS ENTREPRENE, P267 BRUCE M, 1995, R&D MANAGE, V11, P134 COOPER RG, 1979, J MARKETING, V43, P93 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 EISENHARDT KM, 1996, ORGAN SCI, V7, P136 EVERETT M, 1995, DIFFUSION INNOVATION FREEL M, 1998, ENTREP REGION DEV, V10, P60 GRANOVETTER MS, 1973, AM J SOCIOL, V78, P6 GUMMESSON E, 1993, CASE STUDY RES MANAG HUANG X, 1999, INT SMALL BUS J, V18, P73 KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319 MORIARTY RT, 1989, SLOAN MANAGE REV, V30, P7 NOOTEBOOM B, 1997, ACAD MANAGE J, V40, P308 OTSGAARD T, 1994, J BUSINESS VENTURING, V9, P281 RUOKOLAINEN J, 2003, IN PRESS TECHNOVATIO SHANKLIN W, 1987, ESSENTIALS MARKETING NR 23 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD FEB PY 2005 VL 25 IS 2 BP 135 EP 144 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 882JL UT ISI:000225935100005 ER PT J AU Ku, YL Liau, SJ Hsing, WC TI The high-tech milieu and innovation-oriented development SO TECHNOVATION LA English DT Article DE Science Park; high-tech milieu; innovation; high-tech industry AB The Hsinchu Science-based Industrial Park (HSIP) has developed in the Hsinchu area for the two decades since 1981. It has provided an environment of innovation for stimulating the development of high-tech industries through the interaction of knowledge-based institutions and universities. This high-tech sector requires intensive R&D, continuous technology transfer and learning, development of a high-tech infrastructure, new generations of high-tech specialists, as well as government supports in order to integrate and promote the local industrial network. This paper investigates the form of the high-tech milieu surrounding the HSIP, and the effect of innovation on the development of firms based in the HSIP. The findings report the key successes of the HSIP and the formation of a high-tech environment and innovation network in the Hsinchu area. Finally, building on the results of further investigation and comments from interviewees, we propose a strategy of innovation-oriented development to further pursue development within the HSIP in response to the increasingly intense global competition. (C) 2003 Elsevier Ltd. All rights reserved. C1 Natl Taipei Univ, Grad Inst Urban Planning, Fdn Environm Planning & Urban Rural Studies, Taipei 10433, Taiwan. RP Ku, YL, Natl Taipei Univ, Grad Inst Urban Planning, Fdn Environm Planning & Urban Rural Studies, Taipei 10433, Taiwan. EM yiling_ku@yahoo.com.tw CR *COUNC EC DEV PLAN, 1992, ANN STAT URB REG DEV *DIV HSINCH SCI PA, 2000, DEV HSINCH SCI BAS I *DIV HSINCH SCI PA, 2000, STAT Q 1993 2000 AZUDRETSCH OB, 1998, OXFORD REV ECON POL, V14, P18 BAPTISTA R, 1996, BUSINESS STRATEGY RE, V7, P59 BREZIS ES, 1993, NBER WORKING PAPER, V4561 LIAU SJ, 2001, P ANN S REG SCI ASS PORTER ME, 1998, CLUSTERS COMPETITION SAXENIAN A, 1994, REGIONAL ADVANTAGE YANG YJ, 1998, THESIS NATL TAIWAN U NR 10 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD FEB PY 2005 VL 25 IS 2 BP 145 EP 153 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 882JL UT ISI:000225935100006 ER PT J AU Chang, PL Shih, HY TI Comparing patterns of intersectoral innovation diffusion in Taiwan and China: A network analysis SO TECHNOVATION LA English DT Article DE intersectoral innovation diffusion; innovation system; network; Taiwan; China ID R-AND-D; TECHNOLOGICAL SYSTEMS AB This paper presents a quantitative method for comparing the structure and performance of intersectoral innovation diffusion in the Taiwanese and Chinese innovation systems. The network of intersectoral innovation diffusion is constructed and proxied by the product-embodied R&D flow matrices calculated by the use of data on input-output tables and sectoral R&D expenditure. The two networks are structurally compared with the help of methodologies derived from the network analysis, which are conducted at the national, cluster and individual levels to thoroughly examine the multi-embededness of the sectors situated in a technological diffusion network. This study shows that the two systems have similar distributions of key sectors, including the cores, i.e. machinery and equipment, electronic parts and components, and the sources, i.e. chemicals and basic metals, of innovation flows. However, significant differences also exist. For example. the Taiwanese system is characterized by higher degrees of systemic connection and hierarchy, while the Chinese system has looser density and less centralization. Additionally, the Taiwanese system appears capable of more efficient innovation diffusion among vertically related industries than the Chinese system due to the former containing more effective clusters. Finally, China's technological concentration is centered on heavy industry, while Taiwan is focused on high-tech industry. (C) 2003 Elsevier Ltd. All rights reserved. C1 Natl Chiao Tung Univ, Inst Business & Management, Taipei 100, Taiwan. Feng Chia Univ, Dept Business Adm, Taichung 407, Taiwan. RP Chang, PL, Natl Chiao Tung Univ, Inst Business & Management, 4F,114 Sec,1 Chung Hsiao W Rd, Taipei 100, Taiwan. EM paolong@cc.nctu.edu.tw CR *DEP NAT EC ACC, 1999, INP OUTP TABL CHIN 1 *DIR GEN BUDG, 2002, INP OUPT TABL *MIN EC AFF, 2001, EC STAT ANN *NAT BUR STAT, 1998, CHIN STAT YB SCI TEC *OECD, 1997, DIFF TECHN IND GOV P BURT RS, 1992, STRUCTURAL HOLES SOC CAPRON H, 2000, NATL INNOVATION SYST CARLSSON B, 2002, RES POLICY, V31, P233 CHANG PL, IN PRESS TECHNOVATIO CHIESA V, 1996, J PROD INNOVAT MANAG, V13, P105 COHEN WM, 1989, ECON J, V99, P569 COOMBS R, 1996, RES POLICY, V25, P403 DEGENNE A, 1999, INTRO SOCIAL NETWORK DREJER I, 2000, EC SYSTEMS RES, V12, P377 FREEMAN C, 1987, TECHNOLOGY EC PERFOR GALLI R, 1997, SYSTEMS INNOVATION T GOTO A, 1989, REV ECON STAT, V71, P555 HELPMAN E, 1998, GEN PURPOSE TECHNOLO HUBNER H, 1996, TECHNOVATION, V16, P327 KUMARESAN N, 1999, RES POLICY, V28, P563 LEONCINI R, 1996, RES POLICY, V25, P415 LEONCINI R, 2000, INT REV APPL EC, V14, P213 LEONCINI R, 2001, DRUID 2001 NELS WINT LEONCINI R, 2001, RES POLICY, V30, P1321 LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT MARENGO L, 1990, METROECONOMICA, V41, P19 MASSINI S, 1998, C EC SCI TECHN MICR METCALFE S, 1995, HDB EC INNOVATION TE NASIEROWSKI W, 1999, EUR J OPER RES, V119, P235 NELSON RR, 1993, NATL INNOVATION SYST PADMORE T, 1998, RES POLICY, V26, P625 PAPACONSTANTINOU G, 1998, RES POLICY, V27, P301 PATEL P, 1994, EC INNOVATION NEW TE, V3, P77 PEETERS L, 2001, IDENTIFICATION TECH SAKURAI N, 1997, EC SYSTEMS RES, V9, P81 SCOTT J, 1991, SOCIAL NETWORK ANAL VERSPAGEN B, 1997, EC SYSTEMS RES, V9, P47 WASSERMAN S, 1994, SOCIAL NETWORK ANAL NR 38 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD FEB PY 2005 VL 25 IS 2 BP 155 EP 169 PG 15 SC Engineering, Industrial; Operations Research & Management Science GA 882JL UT ISI:000225935100007 ER PT J AU Kumar, S Strehlow, R TI Business process redesign as a tool for organizational development SO TECHNOVATION LA English DT Article DE business process redesign; team work; business integration; process mapping; workflow analysis AB The article presents a successful systematic organizational improvement effort at a mid-size electronics components manufacturer using process mapping and teamwork. The company was faced with increasing customer demand for a newly developed product line that it had not yet integrated into its appropriate production areas. It also had not clearly identified the long-term responsibilities of the engineering group it had assembled to support this new product line. A cross-functional team was charged to work on a business process redesign project, specifically targeting the quoting process (a bottleneck operation). It was intended not only to improve the quoting process, but also to force the clarification of the responsibilities of the new engineering group and thereby move them closer to integration with production function. (C) 2003 Elsevier Ltd. All rights reserved. C1 Univ St Thomas, Coll Business, Minneapolis, MN USA. RP Kumar, S, Univ St Thomas, Coll Business, Mail TMH 343,1000 LaSalle Ave, Minneapolis, MN USA. EM skumar@stthomas.edu CR 1998, SOFTWARE MAGAZINE, V18, P44 ARORA S, 2000, INTERFACES, V30, P54 BARTHOLOMEW D, 1999, IND WEEK NOV BEUGRE CD, 1998, J APPL BEHAV SCI, V34, P347 CHASE R, 1995, BUSINESS PROCESS REE DANTONI H, 2002, INFORMATION WEEK APR DAVIDSON JM, 1999, RES TECHNOLOGY M JUL DERHIN H, 2000, SUPPLY CHAIN MAN MAY FEIBUS A, 1998, INFORMATION WEEK APR GOULD L, 2000, AUTOMOTIVE MANUFACTU, V112, P62 HALL G, 1993, HARVARD BUSINESS NOV RUMMLER GA, 1992, TELEPHONE ENG MA JAN, P35 SAHNI A, 1993, MED DEVICE DIAGN JUL, P46 STREHLOW R, 2000, SOLID STATE TECHNOL, V43, P271 TUCEK JS, 1997, SME BLUE BOOK SERIES ULRICH KT, 2000, PRODUCT DESIGN DEV NR 16 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD NOV PY 2004 VL 24 IS 11 BP 853 EP 861 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 869SC UT ISI:000225003400001 ER PT J AU Ottosson, S Bjork, E TI Research on dynamic systems - some considerations SO TECHNOVATION LA English DT Article DE action research; complex adaptive systems; dynamic systems; product development; research methods ID PRODUCT DEVELOPMENT PROCESS AB Dynamic systems are systems within which changes occur all the time. Such systems are organisations, innovation projects, etc. It is a well-known fact that interaction and commitment from a range of professions is needed to achieve competitive results in product development projects. Especially when innovative development is carried out, it is of the utmost importance that product developers interact intensively in every link from sub-suppliers to customers, users and society if they are not to lose important signals from any part of the chain or be unaware of important and unforeseen events that will inevitably take place during a development process. Dealing with product development therefore means dealing with complex adaptive systems for which unpredictability increases with the number of people involved and the longer the development process takes. As a consequence, researchers must consider different approaches to research in order to improve their knowledge of practical product development and to produce useful theories for practitioners acting in a dynamic world. This paper deals with such considerations. One conclusion is that the most information-intense situation is reached if researchers act as project leaders of product development projects, which is called performing Participation or Insider Action Research (IAR). This line of action does, however, present a complication in that performing IAR often demands that researchers have some practical industrial experience in advance. (C) 2003 Elsevier Ltd. All rights reserved. C1 Linkoping Univ, S-60174 Norrkoping, Sweden. Halmstad Univ, S-30118 Halmstad, Sweden. RP Ottosson, S, Linkoping Univ, S-60174 Norrkoping, Sweden. EM stiot@telia.com evastina.bjork-@set.hh.se CR ALMEFELT L, 2002, TMCE02 BJORK E, 1999, PRODUCT DEV USERS SP BJORK E, 2002, TMCE 2002 COGHLAN D, 2001, MANAGE LEARN, V32, P49 COLLINS J, 2001, GOOD GREAT GLASER BG, 1967, GROUNDED THEORY STRA GUSTAVSSON B, 2000, KUNSKAPSFILOSOFI HARKEMA SJM, 2001, EUROPEAN J EC SOCIAL, V15, P111 OTTOSSON S, 1996, J ENG DESIGN, V7, P151 OTTOSSON S, 2000, TMCE 2000 OTTOSSON S, 2002, IN PRESS TECHNOVATIO OTTOSSON S, 2002, J ENG DESIGN, V13, P159 OTTOSSON S, 2003, TECHNOVATION, V23, P87 READ C, 2001, ECFO SUSTAINING VALU SVENSSON PG, 1996, KVALITATIVA STUDIER WOLF FA, 1989, TAKING QUANTUM LEAP YIN RK, 1994, CASE STUDY RES DESIG NR 17 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD NOV PY 2004 VL 24 IS 11 BP 863 EP 869 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 869SC UT ISI:000225003400002 ER PT J AU Ramasamy, B Chakrabarty, A Cheah, M TI Malaysia's leap into the future: an evaluation of the multimedia super corridor SO TECHNOVATION LA English DT Article DE multimedia super corridor; Malaysia; science parks ID SCIENCE PARK; TECHNOLOGY AB The multimedia super corridor (MSC) is an initiative by the Malaysian government to transform the nation into a knowledge-based economy. Modeled after the Silicon Valley, the multibillion dollar project started in 1995, spanning an area of more than 750 km(2). This paper evaluates the MSC from an institutional and entrepreneurial perspective. We identify key ingredients that contributed to the success of the SV as well as other science parks. These ingredients, which include the role of universities, incubators, research centers, government, infrastructure and human talent pool are considered vis-a-vis the MSC. We find that the Malaysian technopole has made progress in these factors albeit at various degrees. However, the MSC falters on the entrepreneurial aspect. The impediments to continued success include the attitude towards risk-taking and the general lack in innovative spirit which makes up the essence of a technopole. (C) 2003 Elsevier Ltd. All rights reserved. C1 Univ Nottingham, Sch Business, Kuala Lumpur 50450, Malaysia. Singapore JTC Corp, Dev Grp, Singapore 609434, Singapore. RP Ramasamy, B, Univ Nottingham, Sch Business, Malaysia Campus,Wisma MISC,2 Jalan Conlay, Kuala Lumpur 50450, Malaysia. EM bala.ramasamy@unim.nottingham.ac.uk CR *ACC MARK FDN UNDP, 2001, CREAT DEV DYN FIN RE *MDC, 2002, MSCCOM SPECIAL ISSUE ABDULLAH A, 1992, MALAYSIAN MANAGE MAR ALLEN D, 1986, NURTURING ADV TECHNO BAHRAMI H, 1995, CALIFORNIA MANAGEMEN, V37 BAKOUROS YL, 2002, TECHNOVATION, V22, P123 BALASUBRAMANYAM VN, 2000, REGIONS GLOBALIZATIO BUNNELL T, 2002, CITIES, V19, P357 BUNNELL T, 2002, POLIT GEOGR, V21, P105 COHEN SS, 1999, CALIFORNIA MANAGEMEN, V41 CROUCH H, 1996, GOVT SOC MALAYSIA EISENHARDT KM, 1990, ADMIN SCI QUART, V35, P504 GILSON RJ, 1996, J INST THEOR ECON, V152, P80 GLAD I, 1998, IDENTITY DILEMMA COM GOLDSTEIN HA, 1989, EC DEV COMMENTARY, V13, P3 GWYNNE P, 1997, RES TECHNOLOGY M SEP HENTON D, 2000, SILICON VALLEY EDGE JACKSON S, 1999, J INT COMMUNICATION, V6, P23 JENG L, 2000, J CORP FINANC, V6, P241 JOHNSON JM, 1997, 97324 NSF KENNEDY JC, 2002, ACAD MANAGE EXEC, V16, P15 KENNEY M, 2000, UNDERSTANDING SILICO KENNEY M, 2002, 146 BRIE LEE CM, 2000, SILICON VALLEY EDGE LEE J, IN PRESS TECHNOVATIO LERNER J, 1999, NBER WORKING PAPER LIKOSKY M, 2001, NW J INT LAW BUSINES, V22, P1 MALECKI E, 1997, TECHNOLOGY EC DEV DY MASTOR KA, 2000, AM BEHAV SCI, V44, P95 MIAN SA, 1997, J BUS VENTURING, V12, P251 NEY S, 1999, INNOVATION, V12, P353 OAKEY R, 1988, REG STUD, V23, P347 PREER RW, 1992, EMERGENCE TECHNOPOLI ROGERS EM, 1984, SILICON VALLUE FEVER ROSENBERG D, 2002, CLONING SILICON VALL ROWEN H, 2000, SILICON VALLEY EDGE SLOANE P, 1998, ISLAM MODERNITY ENTR STEFFENSEN M, 1999, J BUSINESS VENTURING, V15, P93 WESTHEAD P, 1998, URBAN STUD, V35, P2197 YOSHIZAWA J, 2001, 38 NISTEP ZAMAN HB, 2001, INFORMATION DEV, V17, P155 NR 41 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD NOV PY 2004 VL 24 IS 11 BP 871 EP 883 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 869SC UT ISI:000225003400003 ER PT J AU Amesse, F Latour, R Rebolledo, C Seguin-Dulude, L TI The telecommunications equipment industry in the 1990s: from alliances to mergers and acquisitions SO TECHNOVATION LA English DT Article DE telecommunications equipment industry; alliances; mergers and acquisitions (M&A) ID RESEARCH-AND-DEVELOPMENT; KNOWLEDGE; PARTNERSHIPS; COOPERATION; PATTERNS; ASSETS; FIRMS AB The changes that took place in the telecommunications equipment industry during the 1990s can be attributed to both the introduction of new technologies and regulations and to the dynamics of demand and the industry. These changes led to many types of collaborative arrangements between firms ranging from contractual agreements and joint ventures to mergers and acquisitions. Based on 947 arrangements made by the 21 leading equipment manufacturers from 1992-1999, we examine the dynamics of governance structures. Moreover, we demonstrate that while the beginning of the period is characterized by very open contractual agreements, a trend towards mergers and acquisitions developed later on. In less than ten years, the cooperative strategies of the main equipment manufacturers underwent major changes in their form of governance. These dramatic changes may be explained by the dynamics of demand and technologies in different sectors of the market. (C) 2003 Elsevier Ltd. All rights reserved. C1 HEC Montreal, Montreal, PQ H3T 2A7, Canada. RP Seguin-Dulude, L, HEC Montreal, 3000 Cote St Catherine, Montreal, PQ H3T 2A7, Canada. EM Louise.Seguin-Dulude@hec.ca CR *STAND POORS, 1997, IND SURV *STAND POORS, 1999, IND SURV *STAND POORS, 2000, IND SURV BLETTNER J, 2000, O1 RESEAUX, V81, P78 CAINARCA GC, 1992, RES POLICY, V21, P45 CANTWELL J, 1998, J ECON BEHAV ORGAN, V35, P133 CAPRON L, 1998, IND CORP CHANGE, V7, P715 CHAUDHURI S, 1999, HARVARD BUSINESS SEP, P123 CHESNAIS F, 1996, TECHNOLOGICAL COLLAB, P18 CIBORRA C, 1991, STRATEGIC PARTNERSHI, P51 COFF RW, 1999, ORGAN SCI, V10, P144 COOMBS R, 1996, TECHNOLOGICAL COLLAB, P1 DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55 DUNNING JH, 1997, ALLIANCE CAPITALISM, P68 DUYSTERS G, 1999, R&D MANAGE, V29, P343 FRANSMAN M, 2000, UNPUB EVOLUTION TELE, V2 GARRETTE B, 1994, RES POLICY, V23, P395 GLAISTER KW, 1996, J MANAGE STUD, V33, P301 GODOE H, 2000, RES POLICY, V29, P1033 HAGEDOORN J, 2000, RES POLICY, V29, P567 HAGEDOORN J, 2002, RES POLICY, V31, P477 HOFFMANN WH, 2001, MANAGE INT REV, V41, P131 INKPEN AC, 1998, ACAD MANAGEMENT EXEC, V12, P69 INKPEN AC, 2000, CALIF MANAGE REV, V42, P50 JENKINS B, 1991, STRATEGIC PARTNERSHI, P167 KOGUT B, 2000, STRATEGIC MANAGE J, V21, P405 LAMBE CJ, 1997, J PROD INNOVAT MANAG, V14, P102 LEBART L, 1997, STAT EXPLORATOIRE MU LUNDBERG PO, 2001, EUR J NEUROL S3, V8, P2 MODY A, 1993, J ECON BEHAV ORGAN, V20, P151 MOULINE A, 1999, REV EC IND, V89, P85 MOWERY DC, 1998, RES POLICY, V27, P507 MOWERY DC, 2001, UNPUB DRUID DAN RES NARULA R, 1999, STRUCTURAL CHANGE CO, P137 OSBORN RN, 1997, ACAD MANAGE J, V40, P261 OSBORN RN, 1998, ORGAN STUD, V19, P617 PAULSON E, 2001, INSIDE CISCO REAL ST PISANO GP, 1988, INT COLLABORATIVE VE, P23 PISANO GP, 1989, RES TECHNOLOGICAL IN, V4, P227 PRAEST M, 1998, J HIGH TECHNOLOGY MA, V9, P175 ROBERTS EB, 2001, MIT SLOAN MANAGE REV, V43, P26 TEECE DJ, 1998, CALIF MANAGE REV, V40, P55 TEECE DJ, 1998, SELECTED PAPERS DJ T, V2, P197 UTTERBACK J, 1994, MASTERING DYNAMICS I ZAJAC EJ, 1993, J MANAGE STUD, V30, P131 ZANFEI A, 1992, COMMUNICATIONS STRAT, V7, P39 NR 46 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD NOV PY 2004 VL 24 IS 11 BP 885 EP 897 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 869SC UT ISI:000225003400004 ER PT J AU Guerrieri, P Pietrobelli, C TI Industrial districts' evolution and technological regimes: Italy and Taiwan SO TECHNOVATION LA English DT Article DE clusters; industrial districts; technological regimes; global production networks; globalization; agglomeration ID SCHUMPETERIAN PATTERNS; INNOVATION; FIRMS AB This paper investigates some plausible models of evolution of industrial districts (IDs) and clusters in light of the peculiar current features of technology and technological change. An insightful explanation of the variety of possible evolution of industrial clusters is provided focusing on the concept of 'technological regimes'. Within this interpretative framework, the authors carried out original field studies and survey questionnaires in Italy and Taiwan to gather microeconomic evidence on the restructuring efforts and sources of competitiveness of selected small- and medium-sized enterprises (SMEs). The shift in the technological paradigm, that applies to all sectors, requires a substantial industrial reorganisation. Firms traditionally operating within industrial districts need to reorganise their knowledge linkages from a cluster-based approach to a global and broader approach. A key explanation of the success of SMEs competing in globalized high-tech industries, supported by our survey evidence, is the co-evoiution of domestic and international knowledge linkages. Inter-firm and inter-institution linkages need to be built to provide local SMEs with the necessary externalities to cope with the dual challenge of knowledge creation and internationalisation. In Taiwan, this took the form of global production networks. (C) 2003 Elsevier Ltd. All rights reserved. C1 Univ Roma Tre, Dipartimento Studi Giuridici, I-00154 Rome, Italy. Univ Roma La Sapienza, I-00193 Rome, Italy. Coll Europe, Brugge, Belgium. Univ Roma Tor Vergata, CEIS, Rome, Italy. RP Guerrieri, P, Univ Roma Tre, Dipartimento Studi Giuridici, Via Ostiense 161, I-00154 Rome, Italy. EM paolo.guerrieri@uniroma1.it c.pietrobelli@uniroma3.it CR *OECD, 1992, TECHN EC *UN, 1995, WORLD EC SOCIAL SURV *UNCTAD, 1995, UNPUB NEW TECHNOLOGI ANTONELLI C, 1998, CAMBRIDGE J ECON, V22, P1 ARCHIBUGI D, 1998, TECHNOLOGY GLOBALISA BAGELLA M, 1996, INT PICCOLA MEDIA IM BAPTISTA R, 1998, RES POLICY, V27, P525 BECATTINI G, 1987, MERCATO FORZE LOCALI BELLANDI M, 1996, EUROPEAN PLANNING ST, V4 CANTWELL J, 2001, IND CORP CHANGE, V10, P1007 CARMINUCCI CE, 1997, CICLO VITA DISTRETTI CASTELLANO F, 1999, THESIS U ROMA TOR VE COX KR, 1997, SPACES GLOBALIZATION ERNST D, 1992, COMPETING ELECT IND ERNST D, 1998, JOXFORD DEV STUDIES, V26 ERNST D, 2000, INT KNOWLEDGE SUPPOR ERNST D, 2001, GLOBAL CHALLENGE IND, P131 ERNST D, 2001, GLOBAL CHALLENGE IND, P95 GAROFOLI G, 1991, MODELLI LOCALI SVILU GEE S, 1995, J IND STUCIES, V2, P30 GRAY M, 1996, REG STUD, V30, P651 GUERRIERI P, 1997, SYSTEMS INNOVATION GUERRIERI P, 1998, UNPUB AGGLOMERATION GUERRIERI P, 2001, GLOBAL CHALLENGE IND GUERRIERI P, 2001, GLOBAL CHALLENGE IND, P35 HUMPHREY J, 1995, WORLD DEV, V23, P149 KUO WJ, 1998, WHITE PAPER SMALL ME KUO WJ, 2001, GLOBAL CHALLENGE IND, P63 LEE JS, 2000, TERATOGEN CARCIN MUT, V20, P1 LORENZONI G, 1990, ARCHITETTURA SVILUPP LUNDVALL BA, 1988, TECHNICAL CHANGE EC MALERBA F, 1995, CAMBRIDGE J ECON, V19, P47 MALERBA F, 1996, IND CORPORATE CHANGE, V5 MALERBA F, 1996, RES POLICY, V25, P451 MARKUSEN A, 1996, ECON GEOGR, V72, P293 MARSHALL A, 1896, PRINCIPLES EC NELSON RR, 1982, EVOLUTIONARY THEORY OHMAE K, 1991, BORDERLESS WORLD POW PARK S, 1994, ENV PLANNING A, V27 PIETROBELLI C, 1996, EMERGING FORMS TECHN PIETROBELLI C, 1997, SCI PUBLIC POLICY, V24 PIETROBELLI C, 1998, IND INNOVATION, V5, P139 PIZZI P, 1998, EC MARCHE, V17, P101 PYKE R, 1991, IND DISTRICTS INTERF SANTARELLI E, 1991, INDUSTRIA FEB, P289 SAXENIAN A, 1995, REGIONAL NETWORKS IN SAXENIAN A, 2001, IND CORP CHANGE, V10, P4 SAXENIAN AL, 1999, REGIONAL NETWORKS RE, V33 SCHUMPETER JA, 1934, THEORY EC DEV SCHUMPETER JA, 1942, CAPITALISM SOCIALISM STORPER M, 1997, REGIONAL WORLD TERRI NR 51 TC 3 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD NOV PY 2004 VL 24 IS 11 BP 899 EP 914 PG 16 SC Engineering, Industrial; Operations Research & Management Science GA 869SC UT ISI:000225003400005 ER PT J AU Kwak, YH Stoddard, J TI Project risk management: lessons learned from software development environment SO TECHNOVATION LA English DT Article DE risk management; software development; project management; technology management; lessons learned; organization ID SYSTEM SUCCESS AB The challenges and realities in applying effective software risk management processes are difficult, in particular integrating the risk management processes into software development organizations. However, the benefits of implementing effective risk management tools and techniques in software development project are equally great. Current perceptions and emerging trends of various software risk management practices are reviewed and risks specific to software development projects are identified. Implementing effective risk management process will succeed by changing the organizational culture. This paper addresses lessons learned from implementing project risk management practices in software development environment. (C) 2003 Elsevier Ltd. All rights reserved. C1 George Washington Univ, Sch Business & Publ Management, Project Management Program, Dept Management Sci, Washington, DC 20052 USA. Agilent Technol, Santa Rosa, CA 95407 USA. RP Kwak, YH, George Washington Univ, Sch Business & Publ Management, Project Management Program, Dept Management Sci, Monroe Hall 403, Washington, DC 20052 USA. EM kwak@gwu.edu CR *PMI, 2001, GUID PROJ MAN BOD KN *SEI, 2001, FY2001 SEI BOEHM B, 2001, PROC INT CONF SOFTW, P591 BOEHM BW, 1991, IEEE SOFTWARE, V8, P32 BOEHM BW, 1997, IEEE SOFTWARE, V14, P17 CONROW EH, 2000, EFFECTIVE RISK MANAG FULLER A, 2002, P 15 C SOFTW ENG ED, P215 GEMMER A, 1997, COMPUTER, V30, P33 GLUCH DP, 1996, CMUSEI95TR016 HALL DC, 2001, 2001 INCOSE P S RISK, P3 HALL EM, 1998, MANAGING RISK METHOD HIGUERA RP, 1994, CMUSEI94SR1 JIANG JJ, 1999, INFORM MANAGE, V36, P263 JIANG JJ, 2000, PROJECT MANAGEMENT J, V31, P19 JIANG JJ, 2001, IEEE T ENG MANAGE, V48, P46 JONES C, 1998, CUTTER IT J, V11, P13 JONES GF, 2001, 2001 INCOSE P S RISK, P3 KESHLAF AA, 2000, P 1 AS PAC C QUAL SO, P297 KLEIN SA, 1998, IEEE POW ENG SOC 199, V1, P362 KWAK YH, 2000, PROJECT MANAGEMENT J, V31, P38 ROBERTS BB, 2001, 2001 INCOSE P S RISK, P3 SCHMIDT R, 2001, J MANAGE INFORM SYST, V17, P5 VANGENUCHTEN M, 1991, IEEE T SOFTWARE ENG, V17, P582 YACOUB SM, 2002, IEEE T SOFTWARE ENG, V28, P529 NR 24 TC 2 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD NOV PY 2004 VL 24 IS 11 BP 915 EP 920 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA 869SC UT ISI:000225003400006 ER PT J AU Pilkington, A TI Technology portfolio alignment commercialisation: an investigation of fuel cell patenting SO TECHNOVATION LA English DT Article DE fuel cell; patents; innovation ID INNOVATIVE ACTIVITIES; STATISTICS AB We are gradually exploring the limits and potential of patents as a source of information in plotting technological development and competitive insight. However, their value in predicting commercialisation and emerging technologies is an area where tools have yet to be fully developed. This paper introduces a statistically driven patent-based method that identifies the technological portfolios in industry players. The method is tested using the case of fuel cell technology development, a technology that despite a succession of failed predictions appears to be nearing commercial introduction. The close alignment between the technology portfolios of the firms developing fuel cell technology is identified as a precursor and indicator of commercialisation. (C) 2003 Elsevier Ltd. All rights reserved. C1 Univ London Royal Holloway & Bedford New Coll, Sch Management, Egham TW20 0EX, Surrey, England. RP Pilkington, A, Univ London Royal Holloway & Bedford New Coll, Sch Management, Egham TW20 0EX, Surrey, England. EM a.pilkington@rhul.ac.uk CR 2001, ECONOMIST, V360, P51 2002, ECONOMIST, V362, P6 2002, ECONOMIST, V362, P70 ADAMSON KA, 2001, THESIS IMPERIAL COLL ALBERT M, 1990, RES POLICY, V20, P251 BASBERG BL, 1982, RES POLICY, V11, P131 BASBERG BL, 1987, RES POLICY, V16, P131 BROCKHOFF K, 1992, TECHNOVATION, V12, P451 BROWN S, 2001, FORTUNE 0625 DYERSON R, 2000, INT J INNOVATION MAN, V4, P33 ERNST H, 1999, TECHNOLOGY INNOVATIO, P420 FIELD A, 2000, DISCOVERING STAT USI GIRLICHES Z, 1990, J ECON LIT, V28, P1661 GIRLICHES Z, 1998, R D PROD EC EVIDENCE GRUPP H, 1999, RES POLICY, V28, P377 HAIR JF, 1998, MULTIVARIATE DATA AN HART D, 2002, THESIS IMPERIAL COLL KAISER HF, 1960, EDUCATIONAL PSYCHOLO, V20, P141 KAISER HF, 1970, PSYCHOMETRIKA, V35, P401 MELERA F, 1999, RES POLICY, V28, P643 NARIN F, 1988, HDB QUANTITATIVE STU, P465 PAVITT K, 1982, RES POLICY, V11, P33 PAVITT K, 1985, SCIENTOMETRICS, V7, P77 PILKINGTON A, 2001, TECHNOLOGY MANAGEMEN SOETE LG, 1983, SCIENTOMETRICS, V5, P31 STEVENS J, 1996, APPL MULTIVARIATE ST STRIPP D, 2001, FORTUNE 1112 TEICHERT T, 1999, TECHNOLOGY INNOVATIO, P78 WATANABE C, 2001, TECHNOVATION, V21, P783 NR 29 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD OCT PY 2004 VL 24 IS 10 BP 761 EP 771 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 864KS UT ISI:000224633000001 ER PT J AU Wonglimpiyarat, J TI Amex's strategies for launching the smart card innovation SO TECHNOVATION LA English DT Article DE strategy; competences; competitive advantage; standards; competition AB The objective of this paper is to analyze Amex's pursuit of strategies in launching the smart card innovation. The study is based on Five Forces Model in Porter, M. (1980) Competitive Strategy. The Free Press, New York, and the Core Competences Building and the Dynamic Capabilities Model in Industrial and Corporate Change 3(3) (1994) 537. The study aims to understand why Amex has to go into a new smart card product. The strategic implications of this paper is that Amex attempts to use past core competences in the travel business in order to build up its new competences - smart card-based products. However, there are problems (e.g. unsettled standardization and electronic forgery) that Amex has to overcome in order to compete with capability products. (C) 2003 Elsevier Ltd. All rights reserved. C1 Natl Sci & Technol Dev Agcy, Natl Met & Mat Technol Ctr, Pathum Thani 12120, Thailand. RP Wonglimpiyarat, J, Natl Sci & Technol Dev Agcy, Natl Met & Mat Technol Ctr, 114 Thailand Sci Pk,Paholyothin Rd,Klong 1, Pathum Thani 12120, Thailand. EM jaruneew@mtec.or.th CR DAMORE K, 1997, COMPUTER RESELLER NE, V752, P219 DAVIS S, 1997, TELEPHONY, V232, P33 JOHNSON G, 1993, EXPLORING CORPORATE KAPLAN JM, 1995, SMART CARDS GLOBAL I MINTZBERG H, 1988, ADV STRATEG MANAGE, V5, P1 MIYAZAKI K, 1995, BUILDING COMPETENCES NELSON R, 1982, EVOLUTIONARY THEORY PAVITT K, 1986, STRATEGIC MANAGEMENT PAVITT K, 1989, FRONTIERS MANAGEMENT PAVITT K, 1991, BRIT J MANAGE, V2, P41 PORTER M, 1980, COMPETITIVE STRATEGY PORTER M, 1985, COMPETITIVE ADVANTAG PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 RADIGAN J, 1997, US BANKER, V107, P19 SHAW R, 1991, LOGN RANGE PLANNING, V24, P111 SMITH R, 1990, COMPUTING CANADA, V16, P70 TEECE D, 1994, IND CORP CHANGE, V3, P537 THEOHARIDES C, 1997, BANK MARKETING, V13, P15 THEOHARIDES C, 1997, BANK MARKETING, V15, P15 THEOHARIDES C, 1997, BANK MARKETING, V29, P15 ZBAR J, 1997, CREDIT CARD MANAGEME, V10, P80 NR 21 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD OCT PY 2004 VL 24 IS 10 BP 773 EP 777 PG 5 SC Engineering, Industrial; Operations Research & Management Science GA 864KS UT ISI:000224633000002 ER PT J AU Siriram, R Snaddon, DR TI Linking technology management, transaction processes and governance structures SO TECHNOVATION LA English DT Article DE technology management; transaction processes; governance structures ID INTERFIRM RELATIONSHIPS; COMPETITIVE ADVANTAGE; STRATEGIC ALLIANCES; KNOWLEDGE; NETWORKS; COOPERATION; AMBIGUITY; EVOLUTION; SCOPE AB This paper links technology management, transaction processes and governance structures so that managers in firms may understand the various links involved in the management of technology and by understanding these links, may be able to interact in a more competitive manner in a changing economy. It does this from a wide perspective. Of all the influences in an organization's environment, technology is the key factor that may provide competitive advantages. Technology may provide managers with opportunities to gain competitive advantage over competitors, but technology management in firms is linked to other factors. The interlinking of these other factors is what brings firms competitive advantage. Some of these factors include management styles giving rise to alternative means of technological sourcing, knowledge management, organizational learning and relationship management, etc. This is the first time this meta-model has been proposed. (C) 2003 Elsevier Ltd. All rights reserved. C1 Univ Witwatersrand, Sch Mech Ind & Aeronaut Engn, ZA-2050 Wits, Johannesburg, South Africa. RP Siriram, R, Univ Witwatersrand, Sch Mech Ind & Aeronaut Engn, Private Bag 3, ZA-2050 Wits, Johannesburg, South Africa. EM rajs@siemens.co.za CR ALCHIAN AA, 1988, J ECON LIT, V26, P65 ALDRICH DF, 1999, MASTERING DIGITAL MA BARNEY JB, 1994, STRATEGIC MANAGE J, V15, P175 BOYER KK, 1996, J OPERATIONS MANAGEM, V14, P297 BURGELMAN RA, 1988, STRATEGIC MANAGEMENT CHOI TY, 1996, J OPERATIONS MANAGEM, V14, P333 COHEN MW, 1996, STRATEGIC MANAGEMENT, P541 DAY GS, 2000, MANAGING EMERGING TE DYER JH, 1997, STRATEGIC MANAGE J, V18, P535 GOLDHAR JD, 1983, HARVARD BUS REV, V61, P141 GULATI R, 1998, STRATEGIC MANAGE J, V19, P293 HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371 HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HAMEL G, 1996, STRATEGIC MANAGEMENT, P592 HAMEL G, 2000, LEADING REVOLUTION HANSON P, 1997, MANUFACTURING ENG, V76, P62 HAYES RH, 1996, STRATEGIC OPERATIONS, P686 HOOPES DG, 1999, STRATEGIC MANAGE J, V20, P837 JARILLO JC, 1988, STRATEGIC MANAGEMENT, V9, P31 KHANNA T, 1998, STRATEGIC MANAGE J, V19, P193 KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319 LANE PJ, 1998, STRATEGIC MANAGE J, V19, P461 LORENZONI G, 1999, STRATEGIC MANAGE J, V20, P317 MADHAVAN R, 1998, STRATEGIC MANAGE J, V19, P439 PISANO GP, 1994, STRATEGIC MANAGE J, V15, P85 PORTER ME, 1991, STRATEGIC MANAGE J, V12, P95 PORTER ME, 1998, COMPETITIVE ADVANTAG REED R, 1990, ACAD MANAGE REV, V15, P88 RING PS, 1992, STRATEGIC MANAGE J, V13, P483 ROBERTS EB, 1988, READINGS MANAGEMENT, P310 ROSENTHAL SR, 1984, J OPERATIONS MANAGEM, V4, P203 SIMONIN BL, 1999, STRATEGIC MANAGE J, V20, P595 SNADDON DR, 1996, TECHNOVATION, V16, P385 STONEHOUSE G, 2000, GLOBAL TRANSNATIONAL TAPSCOTT D, 2000, DIGITAL CAPITAL TOFFLER A, 1970, FUTURE SHOCK TOFFLER A, 1980, 3 WAVE TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 TUSHMAN ML, 1992, RES ORGAN BEHAV, V14, P311 WHITE GP, 1996, J OPERATIONS MANAGEM, V14, P315 WILLIAMSON OE, 1981, J ECON LIT, V19, P1537 WOLFF EN, 1997, TECHNOLOGY INT TRADE NR 42 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD OCT PY 2004 VL 24 IS 10 BP 779 EP 791 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 864KS UT ISI:000224633000003 ER PT J AU Hindle, K Yencken, J TI Public research commercialisation, entrepreneurship and new technology based firms: an integrated model SO TECHNOVATION LA English DT Article DE discovery; commercialisation; entrepreneurship; innovation; tacit knowledge; spin-offs ID UNIVERSITY-OF-TECHNOLOGY; RESEARCH-AND-DEVELOPMENT; RESOURCE-BASED VIEW; COMPETITIVE ADVANTAGE; PERFORMANCE; INNOVATION; MANAGEMENT; KNOWLEDGE AB Entrepreneurship is the engine of innovation. The accumulated tacit knowledge and culture of the entrepreneur are the resources essential to create wealth from research commercialisation leading to technological innovation and the creation of New Technology Based Firms (NTBFs). The authors explore, in definitional terms, discovery of entrepreneurial opportunity and entrepreneurial capacity as the essential elements in the interaction between all types of tacit knowledge (technological, managerial, risk management, financial, etc.). These both derive from and affect interactions between the institutions (sets of rules), organisational culture and external business environment. They also interact with the entrepreneur's own background and personality. This leads then to a wider analysis of the importance of such tacit knowledge as the glue bringing together effective mechanisms for wealth creation out of research commercialisation. (C) 2003 Elsevier Ltd. All rights reserved. C1 Swinburne Univ Technol, Australian Grad Sch Entrepreneurship, Hawthorn, Vic 3122, Australia. RP Hindle, K, Swinburne Univ Technol, Australian Grad Sch Entrepreneurship, POB 218, Hawthorn, Vic 3122, Australia. EM khindle@swin.edu.au CR *ARC, 2002, AUSTR RES COUNC CSIR *CHALM, 1992, CHALM INN CTR ANN RE *ED RES INN LTD, 2001, ANN REP 2001 ACHS Z, 1990, INNOVATION SMALL FIR ALVAREZ SA, 2001, J MANAGE, V27, P755 AUDET J, 1998, UNPUB RELATIONSHIP S BARNEY J, 1991, J MANAGE, V17, P99 BARRINGER RR, 1999, STRATEGIC MANAGEMENT, P421 BHIDE AF, 2000, ORIGIN EVOLUTION NEW BRUDERL J, 1992, AM SOCIOL REV, V57, P2 BYGRAVE WD, 1991, ENTREP THEORY PRACT, V16, P13 CHELL E, 1986, SURVIVAL SMALL FIRM, V2 COOPER AC, 1994, J BUS VENTURING, V9, P371 CRIPPS D, 1999, 60 AUSTR RES COUNC C DAHLQUIST J, 2000, ENTERPRISE INNOVATIO, V1, P1 DAHLSTRAND AL, 2001, 32 BABS KAUFFM ENTR DANIELS C, 1993, FRONTIERS EC RES, P598 DAVIDSSON P, 2002, IN PRESS J BUSINESS DAVIDSSON P, 2002, IN PRESS J SMALL BUS DRUCKER PF, 2002, HARVARD BUSINESS REV EISENHARDT KM, 2000, STRATEGIC MANAGE J, V21, P1105 FELLER I, 1990, RES POLICY, V19, P335 FIET JO, 2001, UNPUB BABS KAUFFM EN GARTNER WB, 1989, ENTREP THEORY PRACT, V13, P47 GURR G, 2001, ATICCA C BRISB AUSTR HAMEL G, 2000, LEADING REVOLUTION HARTWELL M, 1989, CHAMPIONS ENTERPRISE HAYEK FA, 1945, AM ECON REV, V35, P519 HINDLE K, 2002, TELECOMMUNICATIONS J, V52 JENNINGS DF, 1994, MULTIPLE PERSPECTIVE JENSEN MC, 1992, CONTRACT EC, P251 JOHNSON R, 1999, ENABLING VIRTUOUS CY KIRZNER IM, 1973, ENTREPRENEURSHIP EC KLOFSTEN M, 1988, FRONTIERS ENTREPRENE, P430 KLOFSTEN M, 1998, BUSINESS PLATFORM EN KNIGHT FH, 1921, RISK UNCERTAINTY PRO KOOLMAN G, 1971, ECONOMICA, V38, P269 LEE Y, 1994, POLICY STUD J, V22, P384 LEGGE J, 1997, ENTREPRENEURSHIP INN LIVINGSTONE C, 2000, MANAGING INNOVATIVE LIYANAGE S, 1999, INT J TECHNOL MANAGE, V18, P372 LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT MARSHALL A, 1949, PRINCIPLES EC INTRO MCQUEEN DH, 1984, OMEGA-INT J MANAGE S, V12, P457 MILLER WL, 1999, 4 GENERATION R D MAN MUSTER P, 1997, SCI PUBLIC POLICY, V24 NIOSI J, 1999, J BUS RES, V45, P111 OLOFFSON C, 1984, FRONTIERS ENTREPRENE PENROSE F, 1995, THEORY GROWTH FIRM PETERAF MA, 1993, STRATEGIC MANAGE J, V14, P179 RUGMAN AM, 2002, STRATEGIC MANAGE J, V23, P769 SAMSOM KJ, 1993, TECHNOVATION, V13, P63 SCHUMPETER J, 1934, THEORY EC DEV SCHUMPETER JA, 1939, BUSINESS CYCLES HIST SCHUMPETER JA, 1979, CAPITALISM SOCIALISM SHANE S, 2000, ORGAN SCI, V11, P448 SMITH B, 1996, CONTRIBUTIONS RES TE SMITH NR, 1967, ENTREPRENEUR HIS FIR STANKIEWICZ R, 1994, SCI PUBL POLICY, V21, P99 STANWORTH J, 1986, SURVIVAL SMALL FIRM, V2 STRAUSS AL, 1990, BASICS QUALITATIVE R TEECE DJ, 1997, STRATEGIC MANAGEMENT, V18, P628 THORBURN L, 2000, ASIA PACIFIC J MANAG, V17, P257 UPSTILL G, 1999, GENERATING NEW CO CS VANDERMEER, 1999, UT SPIN OFF CO VENKATARAMAN S, 1992, STATE ART ENTREPRENE, P487 VENKATARAMAN S, 1997, ADV ENTREPRENEURSHIP VOBORA A, 2002, BABS KAUFFM 2002 ENT WALLMARK JT, 1997, TECHNOVATION, V17, P127 WELSH AW, 1983, ENTREPRENEURSHIP PLA YENCKEN J, 2001, YELLOW PAGES SPECIAL YENCKEN J, 2002, IIR C SPIN OFF START YENCKEN J, 2002, PUBLIC RES AGENCIES YENCKEN J, 2002, SURVEY U SPIN OFFS C YIN RK, 1994, CASE STUDY RES DESIG YOO, 2001, BABS KAUFFM ENTR RES NR 76 TC 3 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD OCT PY 2004 VL 24 IS 10 BP 793 EP 803 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 864KS UT ISI:000224633000004 ER PT J AU Kumar, S Terpstra, D TI The postmortem of a complex product development - lessons learned SO TECHNOVATION LA English DT Article DE new product development; project post mortem; time to market; synchronized product development AB The article summarizes the results of the program post mortem and also describes team interplay on a recently completed work in a company. This development phase was meant to ensure building a safe product. It was phase 2 of a 4-phase New Product Development (NPD) program for a complex small programmable, electro-mechanical-chemical device. This phase was initiated following the failure of phase I of NPD as it ended with the product failing and an individual sustaining some injuries. Phase I dealt with proof of concept, essentially trying to prove the theory behind air bursting technology. The Product Development Team (PDT) compared what was planned with what actually happened. An analysis was then carried out for the project's successes as well as the mistakes that were made. The PDT suggested ideas for improvements that could be incorporated during phase 3 (engineering development of the product) of this program. A number of lessons learned from phase 2 (that is, affirmation of product safety) would benefit future phases (phases 3 and 4) and also other new product development initiatives in terms of realizing significant time and cost savings. Phase 4 deals with low rate initial production. (C) 2003 Elstwier Ltd. All rights reserved. C1 Univ St Thomas, Coll Business, Minneapolis, MN 55403 USA. RP Kumar, S, Univ St Thomas, Coll Business, Mail TMH 343 1000 LaSalle Ave, Minneapolis, MN 55403 USA. EM skumar@stthomas.edu CR *PROD DEV MAN ASS, 2002, GLOSS NEW PROD DEV T ENGLUND RL, 1999, J PROD INNOVAT MANAG, V16, P52 FRAME JD, 1994, NEW PROJECT MANAGEME ROSENAU MD, 1993, MANAGING DEV NEW PRO ROSENAU MD, 1995, NEW PRODUCT DEV PROJ SCHONBERGER RJ, 1996, WORLD CLASS MANUFACT SHOPPEL M, 2002, 5 SECRETS SUCCESSFUL WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD NR 8 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD OCT PY 2004 VL 24 IS 10 BP 805 EP 818 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 864KS UT ISI:000224633000005 ER PT J AU Cormican, K O'Sullivan, D TI Auditing best practice for effective product innovation management SO TECHNOVATION LA English DT Article DE product innovation management; best practice model; self-assessment scorecard; case study analysis ID KNOWLEDGE-MANAGEMENT; SUCCESS FACTORS; PAST RESEARCH; PERFORMANCE; EXPERIENCE; FRAMEWORK; STRATEGY; SYSTEMS; FIRMS AB Over the past number of years, researchers and industrialists have recognised the need for and the importance of developing approaches to enhance competitive advantage in new product development. However, the product innovation process is extremely complex and involves the effective management of many different activities. Despite the fact that many tools and techniques have been developed in an attempt to make this process more effective, product development projects are still prone to failure. The authors surveyed senior research and development managers in an attempt to identify the critical success factors for effective product innovation management (PIM). From this, a best practice model and scorecard were developed. The scorecard enables managers to measure their performance in terms of product innovation management against best practice. It provides an overview of a company's strengths and areas for improvement with regard to product innovation management, highlighting those areas that require attention. The product innovation model and scorecard are presented, discussed and validated using case study analysis. (C) 2003 Elsevier Ltd. All rights reserved. C1 Natl Univ Ireland Univ Coll Galway, Dept Ind Engn, CIMRU, Galway, Ireland. RP Cormican, K, Natl Univ Ireland Univ Coll Galway, Dept Ind Engn, CIMRU, Nuns Isl, Galway, Ireland. EM kathryn.cormican@nuigalway.ie CR AHMED PK, 1998, J INNOVATION MANAGEM, V1, P30 ANCONA DG, 1992, ADMIN SCI QUART, V37, P634 BACON G, 1994, CALIF MANAGE REV, V36, P32 BAETS WR, 1998, ORG LEARNING KNOWLED BALASUBRAMANIAN R, 1999, DECIS SUPPORT SYST, V27, P113 BANKS E, 1999, WORK STUDY, V48, P4 BARTON DL, 1998, CALIFORNIA MANAGEMEN, V40, P3 BOOKHART SW, 1996, QUALITY MANAGEMENT F, V22, P10 BROWN SL, 1995, ACAD MANAGE REV, V20, P343 BUKOWITZ WR, 1997, RES TECHNOL MANAGE, V40, P24 CALANTONE RJ, 1999, J PROD INNOVAT MANAG, V16, P65 CHIESA V, 1996, J PROD INNOVAT MANAG, V13, P105 CLANCY K, 1991, MARKETING REVOLUTION CLARK K, 1995, LEADING PRODUCT DEV COOPER RG, 1996, RES TECHNOL MANAGE, V39, P18 COOPER RG, 1998, PORTFOLIO MANAGEMENT COOPER RG, 1999, J PROD INNOVAT MANAG, V16, P115 CRAWFORD CM, 1996, NEW PRODUCTS MANAGEM CUMMING B, 1999, UNDERSTANDING INNOVA DAVENPORT TH, 1998, WORKING KNOWLEDGE OR DEBRENTANI U, 2001, J PROD INNOVAT MANAG, V18, P169 DOUGHERTY D, 1992, ORGAN SCI, V3, P179 DRUCKER P, 1993, POST CAPITALIST SOC ENGLUND RL, 1999, J PROD INNOVAT MANAG, V16, P52 GRIFFIN A, 1996, J PROD INNOVAT MANAG, V13, P191 GRIFFIN A, 1997, J PROD INNOVAT MANAG, V14, P429 HARRIS JR, 1996, PDMA HDB NEW PRODUCT HART S, 1999, EUROPEAN J INNOVATIO, V21, P20 HISE RT, 1990, J PROD INNOVAT MANAG, V7, P142 HUANG GQ, 2000, ROBOT CIM-INT MANUF, V16, P169 JOHANNESSEN JA, 1999, INT J INFORM MANAGE, V19, P121 JONES P, 1998, INT J TECHNOL MANAGE, V16, P152 JONES T, 1997, NEW PRODUCT DEV INTR KAYWORTH T, 2000, EUROPEAN MANAGEMENT, V18, P183 KHURANA A, 1997, SLOAN MANAGE REV, V38, P103 LEWIS MW, 1998, J OPER MANAG, V16, P455 LIBERATORE MJ, 1995, MANAGE SCI, V41, P1296 LIEBESKIND JP, 1996, STRATEGIC MANAGE J, V17, P93 LYNN G, 1996, ENG MANAGEMENT J, V8, P5 MALTZ E, 2000, J PROD INNOVAT MANAG, V17, P110 MARCHCHORDA I, 2002, TECHNOVATION, V22, P301 MCCUTCHEON DM, 1993, J OPERATIONS MANAGEM, V11, P239 MCQUATER RE, 1998, INT J PROD ECON, V55, P121 MENDELSON H, 1999, J ECON BEHAV ORGAN, V38, P253 MONTOYAWEISS MM, 1994, J PROD INNOVAT MANAG, V11, P397 NONAKA I, 1995, KNOWLEDGE CREATING C PATTERSON ML, 1998, J PROD INNOVAT MANAG, V15, P390 PAVIA TM, 1991, J PROD INNOVAT MANAG, V8, P18 PITTA D, 1997, J PROD INNOVAT MANAG, V14, P133 POOLTON J, 1998, IND MARKET MANAG, V27, P197 RUGGLES R, 1998, CALIF MANAGE REV, V40, P80 SCHNEIDER B, 1996, ORG DYNAMICS SPR, P7 SHEPHERD C, 2000, EUROPEAN J INNOVATIO, V3, P100 TERZIOVSKI M, 2002, TECHNOVATION, V22, P561 TIDD PT, 1997, REVOLUTIONIZING PROD TUOMINEN M, 1999, INT J PROD ECON, V60, P135 ULRICH D, 1998, SLOAN MANAGEMENT WIN, P15 WEST MA, 2000, P MAN INN MAN C MIM WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD WORKMAN JP, 1993, J MARKETING RES NOV, P405 YIN RK, 1993, APPL CASE STUDY RES NR 61 TC 2 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD OCT PY 2004 VL 24 IS 10 BP 819 EP 829 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 864KS UT ISI:000224633000006 ER PT J AU Suomala, P Sievanen, M Paranko, J TI Customization from the after sales point of view - implications of product and item customization for spare-part business SO TECHNOVATION LA English DT Article DE customization; after-sales; spare-part ID MASS CUSTOMIZATION AB Customization is nowadays often regarded as a dominant operational mode in many industries. The main focus of the paper is on the change in the number of spare-part items and the change in inventory value due to customization. In addition, the impact of customization on selling volume is discussed. A set of explanations is provided to describe the relationship between after-sales and customization. Furthermore, a classification of customizations from the after-sales point of view is presented in this paper. As a conclusion, the study suggests that the impacts of customization on the number of items and inventory value are minor. Furthermore, as far as consumable parts are concerned, customization is likely to increase the number of high-volume items rather than that of low-volume items. (C) 2003 Elszwier Ltd. All rights reserved. C1 Tampere Univ Technol, FIN-33101 Tampere, Finland. RP Sievanen, M, Tampere Univ Technol, POB 541, FIN-33101 Tampere, Finland. EM matti.sievanen@tut.fi CR 1998, COMPUTING CANADA, V24 1999, TRANSPORTATION DISTR, V40 AHLSTROM P, 1999, INT J OPER PROD MAN, V19, P262 DEIERLEIN B, 1998, FLEET EQUIPMENT, V24, P42 DEKKERS R, 2000, INT J PROD RES, V38, P4085 DURAY R, 2000, J OPER MANAG, V18, P605 FORTUIN L, 1999, INT J OPER PROD MAN, V19, P950 HAKANSSON H, 1982, INT MARKETING PURCHA, P406 KEKRE S, 1990, MANAGE SCI, V36, P1216 KENNEDY WJ, 2002, INT J PROD ECON, V76, P201 LAMPEL J, 1996, SLOAN MANAGE REV, V38, P21 LELE MM, 1997, MANAGING SERVICE QUA, V7, P141 PFOHL HC, 1999, BENCHMARKING INT J, V6, P22 PINE BJ, 1993, MASS CUSTOMIZATION N PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 SANDVIG JC, 1998, PRODUCTION INVESTORY, V39, P67 SIMON H, 1998, MARK MANAG, V7, P11 SPRING M, 2000, INT J OPER PROD MAN, V20, P441 SUOMALA P, 2002, INT J PROD ECON, V79, P57 ULRICH KT, 1995, PRODUCT DESIGN DEV YEH KH, 1991, INT J OPER PROD MAN, V11, P35 YIN RK, 1994, CASE STUDY RES DESIG NR 22 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD OCT PY 2004 VL 24 IS 10 BP 831 EP 840 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 864KS UT ISI:000224633000007 ER PT J AU Oyelaran-Oyeyinka, B Adeya, CN TI Dynamics of adoption and usage of ICTs in African universities: a study of Kenya and Nigeria SO TECHNOVATION LA English DT Article DE Internet; University; Africa AB We employ new empirical data from interviews of over 200 academics in 10 universities in Kenya and Nigeria to explore the dynamics of Internet adoption and usage in African universities. Our results suggest mixed demographic significance. Among academics, age is positively correlated with use while we found no significant gender disparity in Internet use. Individual income and institutional provision of end-user facilities influence adoption and use. Internet use for research and teaching is still limited to the most basic functions. (C) 2003 Elsevier Ltd. All rights reserved. C1 UN Univ, Inst New Technol, NL-6211 TC Maastricht, Netherlands. RP Oyelaran-Oyeyinka, B, UN Univ, Inst New Technol, Keizer Karelpl 19, NL-6211 TC Maastricht, Netherlands. EM Oyeyinka@intech.unu.edu CR *ITU, 1999, TRENDS TEL REF CONV *NIG I SOC EC RES, 2001, NIG REV NIG DEV *OECD, 1998, EM DIG EC *WORLD BANK, 2000, LAB MARK PROSP U GRA BAUER JM, 2002, TELEMATICS INFORMATI, V19, P117 BUSSELLE R, 1999, TELEMATICS INFORMATI, V16, P45 CASTELLS M, 1996, RISE NETWORK SOC COGBURN DL, 2002, 20022 UNUINTECH DHOLAKIA N, 1997, TELMATICS INFORMATIC, V14, P197 FREEMAN C, 1987, TECHNOLOGY POLICY EC HARGITTAI E, 1999, TELECOMMUN POLICY, V23, P701 HARGITTAI E, 2001, HOLES NET INTERNET I JENSEN M, 2001, AFRICAN INTERNET STA LIN CA, 1994, J ADVERTISING RES, V34, P30 LIN CA, 1998, J BROADCAST ELECTRON, V42, P95 LUNDVALL BA, 1992, NATL INNOVATION SYST MONT CG, 1999, TELEMATICS INFORMATI, V16, P91 MYTELKA L, UN C TRAD DEV STUD 7 NELSON RR, 1982, EVOLUTION THEORY EC OYELARANOYEYINK.B, 2002, 20025 UNUTECH PALTRIDGE S, 2001, LOCAL ACCESS PRICING POLANYI M, 1966, TACIT DIMENSION PORAT M, 1977, INFORMATION EC DEFIN, V4, P12 POSPISCHIL R, 1998, TELECOMMUNICATIO OCT, P745 RAO M, 2001, REAL INTERNET MARKET ROSENBERG N, 2001, CHALLENGES SOCIAL SC SOLCOTT P, 2001, J ASS INFORMATION SY, V2 SOLOW RM, 1997, LEARNING LEARNING DO SPEIGHT K, 1999, TELEMATICS INFORMATI, V16, P135 WILSON M, 1999, TELEMATICS INFORMATI, V16, P99 NR 30 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD OCT PY 2004 VL 24 IS 10 BP 841 EP 851 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 864KS UT ISI:000224633000008 ER PT J AU Ruokolainen, J Igel, B TI The factors of making the first successful customer reference to leverage the business of start-up software company - multiple case study in Thai software industry SO TECHNOVATION LA English DT Article DE first reference customer; start-up software company; high technology market AB |The first customer is the first reference. The first reference is especially important for start-up companies that plan to deliver complex software and hardware products. The first successful reference usually means further business. However, often new technology companies face different kinds of problems with their first customer relationship. Thus, it makes sense to study the success factors in more depth. Nine Thai start-up software companies have been investigated to gain a more profound understanding of this phenomenon. The literature review partly explains the state-of-the-art of the subject including the current partnership theory and reviews the leader user design methodology and the technology models. There are some shortcomings in current theories, because they do not take into account special situations of the new technology start-up company. Based on the nine case studies a model has been developed that takes into account some of the aspects needed to create a successful business with help of the first references. The model indicates the importance of the commitment of the first reference customer to the business of the technology start-up company. The business success of the first customer reference depends in many cases not just on technology knowledge but also on existing social contacts. The research is new in this recently industrialized country. (C) 2003 Elsevier Ltd. All rights reserved. C1 Helsinki Univ Technol, Dept Ind Engn & Management, Helsinki 02015, Finland. Asian Inst Technol, Sch Management, Klongluang 12120, Patumthani, Thailand. RP Ruokolainen, J, Helsinki Univ Technol, Dept Ind Engn & Management, Helsinki PL 1000,TKK, Helsinki 02015, Finland. EM jari.ruokolainen@ppl.inet.fi CR ASMUS D, 1993, MCKINSEY Q, V3, P63 AUTIO E, 1995, EIASM RENT 9 WORKSH BEARD CR, 1992, EUR J MARKETING, V26, P7 BEARD CR, 1995, P WORLD MARK C MELB, V8, P44 BIDAULT F, 1994, R&D MANAGE, V24, P33 BRUCE M, 1995, R&D MANAGE, V11, P134 CHETTY S, 2002, INT BUSINESS REV, V11, P305 COOPER RG, 1979, J MARKETING, V43, P93 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 FREEL M, 1998, ENTREP REGION DEV, V10, P60 GUMMESSON E, 1987, LONG RANGE PLANN, V20, P10 GUMMESSON E, 1993, CASE STUDY RES MANAG HERSTATT C, 1992, J PROD INNOVAT MANAG, V9, P213 HUANG X, 1999, INT SMALL BUS J, V18, P73 JOHNE A, 1994, INT MARKET REV, V11, P47 KEOUGH M, 1993, MCKINSEY Q, P41 MORIARTY RT, 1989, SLOAN MANAGE REV, V30, P7 ROTHWELL R, 1994, INT MARKET REV, V11, P7 SHANKLIN W, 1987, ESSENTIALS MARKETING SLATTER S, 1992, GAMBLING GROWTH SPEKMAN R, 1988, BUSINESS HORIZONS 19 THOMAKE S, 1999, HARVARD BUSINESS SEP, P47 URBAN GL, 1988, MANAGE SCI, V34, P569 NR 23 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 2004 VL 24 IS 9 BP 673 EP 681 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 856BQ UT ISI:000224019000001 ER PT J AU Luthje, C TI Characteristics of innovating users in a consumer goods field - An empirical study of sport-related product consumers SO TECHNOVATION LA English DT Article DE user innovation; consumer behaviour; user characteristics; marketing research ID APPLICATIONS SOFTWARE; COGNITIVE-STYLE; MARKET; EQUIPMENT; DETERMINANTS; INVOLVEMENT; EXPERIENCE AB Empirical findings illustrate that users in industrial markets often play a dominant role in invention of new products. However, little is known about the innovation activities of end users in the field of consumer goods. The author reports on a survey of the innovation activities and characteristics of 153 users of outdoor-related consumer products. He finds a high level of innovation by these consumers. The results also reveal that innovating users can be reliably distinguished from non-innovating ones by characteristics such as the benefit they expect from using their innovations and the level of expertise they have in the use of the products. Taken together, these two findings-frequent innovation by consumers and the possibility to identify efficiently those who innovate-imply that innovation by users can be an important source of new product ideas for consumer goods companies. Effective utilisation of this resource will require significant changes in methodologies for customer-driven idea generation. (C) 2003 Elsevier Ltd. All rights reserved. C1 Univ Hamburg, Inst Technol & Innovat Management, D-21073 Hamburg, Germany. RP Luthje, C, Univ Hamburg, Inst Technol & Innovat Management, Schwarzenbergstr 95, D-21073 Hamburg, Germany. 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The aim of this paper is to briefly critique both knowledge creation (KC) and idea generation as key elements of creativity and innovation. The resultant objectives include the possible use of critically reflexive total quality management constructs as key enablers in this area. Furthermore, the determination of research directions and the enhancement of organisational approaches to creativity and innovation in the area of KC and idea generation. The concepts of distributed cognition and social constructionism are used to develop a taxonomy of KC that draws from different sources and philosophies. Critical total quality management (TQM) constructs and methods are used to illustrate how these forms of KC can be achieved in practice. It is contended that the idea generation literature and practice must address the underlying sources of KC before methods and techniques are devised. (C) 2003 Elsevier Ltd. All rights reserved. C1 Univ Ulster, Sch Management, Newtownabbey BT37 0QB, Antrim, North Ireland. RP McAdam, R, Univ Ulster, Sch Management, Jordanstown Campus,Shore Rd, Newtownabbey BT37 0QB, Antrim, North Ireland. EM r.mcadam@ulster.ac.uk CR *EFQM, 2000, BUS EXC MOD ALVESSON M, 1996, MAKING SENSE MANAGEM AMABILE TM, 1998, HARVARD BUS REV, V76, P77 ANDRIOPOULOS C, 2000, MANAGE DECIS, V38, P734 BESSANT J, 1999, INT J OPER PROD MAN, V19, P1106 BHATT GD, 2000, J KNOWLEDGE MANAGEME, V4, P15 BURGOYNE J, 1994, LEARNING CO BURGOYNE J, 1997, MANAGEMENT LEARNING CHILES TH, 2000, J MANAGE STUD, V37, P185 CLEGG S, 1996, POLITICS MANAGEMENT DALE B, 1999, MANAGING QUALITY DALE B, 2000, MANAGING QUALITY DAVENPORT TH, 1998, SLOAN MANAGE REV, V39, P43 DEAZIN R, 1999, ACAD MANAGE REV, V24, P215 DEMEREST M, 1997, J LONG RANGE PLANNIN, V30, P374 DRETSKE F, 1981, KNOWLEDGE FLOW INFOR EDOSOMWAN J, 1989, INTEGRATING INNOVATI EVANS J, 1999, MANAGEMENT QUALITY FORD CM, 2000, ACAD MANAGE REV, V25, P284 GORDON GL, 1997, J BUSNINESS IND MARK, V12, P33 GORE C, 1999, TOTAL QUAL MANAGE, V10, P554 GUIMARAES T, 1994, BENCHMARKING QUALITY, V1, P1351 HASSARD J, 1995, SOCIOLOGY ORG THEORY HEAP J, 1989, MANAGEMENT INNOVATIO HENRY J, 1991, CREATIVE MANAGEMENT HURST DK, 1989, STRATEGIC MANAGE J, V10, P87 JANIS I, 1982, GROUPTHINK KANJI GK, 1996, TOTAL QUAL MANAGE, V7, P3 KELLY D, 2000, INT J SERV IND MANAG, V11, P45 KIDD JB, 1998, MANAGE LEARN, V29, P131 KROGH GV, 1998, CALIFORNIA MANAGEMEN, V40, P133 LAVE J, 1991, SITUATED LEARNING LE LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG MADHAVAN R, 1998, J MARKETING, V62, P1 MAIER N, 1963, PROBLEM SOLVING DISC MAJARO S, 1988, MANAGING IDEAS PROFI MARAKAS G, 1999, DECISION SUPPORT SYS MATUSIK SF, 1998, ACAD MANAGE REV, V23, P680 MORRIS R, 1999, RES TECHNOL MANAGE, V42, P15 NASI J, 1999, DECIS SUPPORT SYST, V26, P137 NONAKA I, 1995, KNOWLEDGE CREATING C OSBORN A, 1963, APPL IMAGINATION PARNES S, 1961, J ED PSYCHOL, V52 PARNES S, 1988, VISIONING POLANYI M, 1962, PERSONAL KNOWLEDGE P QUINN J, 1985, HARVARD BUS REV, V85, P73 RICKARDS T, 1978, J MANAGE STUD, V15, P43 RICKARDS T, 1988, CREATIVITY WORK RICKARDS T, 1999, CREATIVITY MANAGEMEN ROCHFORD L, 1991, IND MARKET MANAG, V20, P287 RUMIZEN MC, 1998, J KNOWLEDGE MANAGEME, V2, P77 SEAKER R, 1996, INT J QUALITY RELIAB, V13, P24 SHALLEY CE, 2000, ACAD MANAGE J, V43, P215 SOWREY T, 1989, EUR J MARKETING, V24, P20 SPENCER BA, 1994, ACAD MANAGE REV, V19, P446 STEIER F, 1991, RES REFLEXIVITY TITUS P, 2000, J MARKETING ED, V22, P225 WILKINSON A, 1994, MAKING QUALITY CRITI WILLMOTT H, 1993, ORGAN STUD, V14, P681 NR 59 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 2004 VL 24 IS 9 BP 697 EP 705 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 856BQ UT ISI:000224019000003 ER PT J AU Chiva-Gomez, R TI Repercussions of complex adaptive systems on product design management SO TECHNOVATION LA English DT Article DE complex adaptive systems; product design management; product design ID INNOVATION; STRATEGY; SCIENCE; CHAOS AB Product design management is becoming an increasingly important concept. However, there is no generally accepted agreement as to exactly what activities this management involves. We therefore put forward the need to link design management with other convergent theoretical approaches that clarify and improve an understanding of the concept. In this study, we look at the implications of the ideas involved in complex adaptive systems, steeped in the new science of complexity, for product design management. Following on from this, we highlight four product design management activities: strengthening the relationships between firm members and the outside, fostering relationships between areas or people within the process of product design, increasing information flow to a maximum, and promoting a balanced heterogeneous participation in design decision making. (C) 2003 Elsevier Ltd. All rights reserved. C1 Univ Jaume 1, Dept Management & Marketing, Castellon 12071, Spain. RP Chiva-Gomez, R, Univ Jaume 1, Dept Management & Marketing, Campus Riu Sec, Castellon 12071, Spain. EM rchiva@emp.uji.es CR ANDERSON P, 1999, ORGAN SCI, V10, P216 AUBERT JE, 1982, INNOVATION SMALL MED BOISOT M, 1999, ORGAN SCI, V10, P237 BRUCE M, 1994, TECHNOVATION, V14, P585 BRUCE M, 1997, MARKETING DESIGN MAN COOPER R, 1995, DESIGN AGENDA COOPER RG, 1986, J PROD INNOVAT MANAG, V3, P71 DICKSON P, 1995, J PROD INNOVAT MANAG, V12, P406 DUMAS A, 1989, DESIGN MANAGEMENT J, V1, P37 EISENHARDT KM, 1998, LONG RANGE PLANN, V31, P786 FELIP M, 1995, EC IND, V301, P93 GELLMANN M, 1994, QUARK JAGUAR ADVENTU GEMSER G, 2001, J PROD INNOVAT MANAG, V18, P28 GORB P, 1987, DESIGN STUDIES, V8, P150 IVANEZ JM, 2000, GESTION DISENO EMPRE KOTLER P, 1984, J BUS STRAT, V5, P16 LANGDON R, 1985, DESIGN INNOVATION PO LORENZ C, 1995, LONG RANGE PLANN, V27, P73 OLSON EM, 2000, DESIGN MANAGEMENT J, V11, P10 POTTER S, 1991, BENEFITS COSTS INVES ROTHWELL R, 1989, R&D MANAGE, V19, P147 ROY R, 1997, TECHNOVATION, V17, P537 SIMON HA, 1996, SCI ARTIFICIAL STACEY R, 1993, LONG RANGE PLANN, V26, P10 STACEY RD, 1995, STRATEGIC MANAGE J, V16, P477 STACEY RD, 1996, COMPLEXITY CRETIVITY TOPALIAN A, 1994, BEST PRACTICE BENCHM TRUEMAN M, 1999, PROCESS INNOVATION M, P104 ULRICH KT, 1995, PRODUCT DESIGN DEV WALSH V, 1996, RES POLICY, V25, P509 NR 30 TC 2 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 2004 VL 24 IS 9 BP 707 EP 711 PG 5 SC Engineering, Industrial; Operations Research & Management Science GA 856BQ UT ISI:000224019000004 ER PT J AU Mark-Herbert, C TI Innovation of a new product category - functional foods SO TECHNOVATION LA English DT Article AB In this paper the development process is studied in longitudinal case studies where a radically new product group, functional foods, is developed. Studied in a creative management perspective, these high-tech food products are associated with added value for the food business as well as for individuals and society at large. In the past decades Swedish food companies have faced increasing competition. With increased competitive pressures, low prices and large volumes may not suffice as strategic advantage in the long-term. One way of gaining competitive advantages requires finding new ways of creating added value based on technological development. It represents a technological upgrading process that leads to the production of value added products, profits from licensing agreements and a boost for the company image. Businesses that want to succeed in this market need to develop new managerial methods, in particular for the identification of critical technologies. Strategies for accessing these new technologies may vary depending on the institutional conditions. It may, for instance, imply cross industrial cooperation. Where the pharmaceutical industry has an advantage, in a strong R&D tradition, the food industry seems to have a need. In Sweden, for example, collaboration between authorities and businesses in developing a legal framework for these products has promoted industrial engagement. The government has not, however, subsidized these developments as has been done in Finland and Japan, where huge funds are shared between universities and industrial partners in an agreement of creating added value. This raises the question of strategic partners and 'open source development'. Is it an option, given European institutional conditions? (C) 2003 Elsevier Ltd. All rights reserved. C1 Swedish Univ Agr Sci, Dept Econ, S-75007 Uppsala, Sweden. RP Mark-Herbert, C, Swedish Univ Agr Sci, Dept Econ, Box 7013, S-75007 Uppsala, Sweden. EM cecilia.mark-herbert@ekon.slu.se CR 2000, NEW NUTR BUSINESS *STAT CENTR, 2001, FORSKN UTV IN FOR 19 ABERNATHY WJ, 1988, READINGS MANAGEMENT, P25 CAMPER AM, 2002, LIVSMEDELSTEKNIK, V5, P44 CHILDS NM, 1997, MCB J CONSUMER MARKE, V14, P6 CLARK J, 1998, TECHNOL ANAL STRATEG, V10, P363 COOPER RG, 1993, WINNING NEW PRODUCTS CRAWFORD CM, 1983, NEW PRODUCTS MANAGEM CRAWFORD CM, 1991, BUS HORIZONS, V34, P32 GADDEFORS J, 1996, ACTA U AGR SVECIAE A, V12 GUSTAVSSON P, 2001, LAKARTIDNINGEN, V98, P3357 HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HAMEL G, 1994, COMPETENCE BASED COM JOHANNISSON B, 1992, ENTREPRENORSKAP SVEN LOVERIDGE R, 1990, STRATEGIC MANAGEMENT MARKHERBERT C, 1993, 61 SWED U AGR SCI DE MARKHERBERT C, 1993, 67 SWED U AGR SCI MARKHERBERT C, 2002, THESIS ACTA U AGR SU MELIAM C, 2001, WORKING PAPER SERIES MINTZBERG H, 1994, RISE FALL STRATEGIC NYSTROM H, 1990, TECHNOLOGICAL MARKET NYSTROM H, 1992, 51 SWED U AGR SCI UP ROTHSTEIN J, 1992, HASTINGS CENT REP, V22, P3 ROTHWELL R, 1994, INT MARKET REV, V11, P7 RUTTAN VW, 1984, J DEV STUD, V20, P203 SCHUMPETER J, 1934, THEORY EC DEV SKATRORDAM P, 1999, CHANGING STRATEGIC D URBAN GL, 1980, DESIGN MARKETING NEW VANDEVEN A, 1999, INNOVATION JOURNEY WAYNER P, 2000, FREE ALL LINUX FREE WERYZER RV, 1998, J PROD INNOVAT MANAG, V15, P304 YIN R, 1991, CASE STUDY RES DESIG NR 32 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 2004 VL 24 IS 9 BP 713 EP 719 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 856BQ UT ISI:000224019000005 ER PT J AU Lim, KS Hahn, YH Yu, PI TI Technological competition in network markets with policy implications SO TECHNOVATION LA English DT Article DE complementarities; network markets; technology policy ID RESEARCH-AND-DEVELOPMENT; COMPATIBILITY; EXTERNALITIES; INNOVATION; DIFFUSION AB In this article, we study the technological competition in network markets-markets characterized by complementarities between and among economic agents. We identify three sources of complementarities and provide a working definition of network markets. Then, we proceed to discuss the technology generation and diffusion in network markets based upon traditional microeconomic and industrial organization theories of technological competition. Major findings are (1) network features of the market exacerbate distortion in private R&D investment, (2) technology diffusion in network markets is vulnerable to manipulation from supply-side and to deviate from socially optimal diffusion path and (3) presence of network features is a prima facie rationale for synchronization of technology generation and diffusion policies. We conclude with implications for ongoing debate about intellectual property protection of software. (C) 2003 Elsevier Ltd. All rights reserved. C1 Telecommun Res Inst, Econ Anal Team, Taejon 305350, South Korea. Kyungsung Univ, Coll Commerce & Econ, Pusan 608736, South Korea. Korea Adv Inst Sci & Technol, Sch Human & Social Sci, Taejon 305701, South Korea. RP Lim, KS, Telecommun Res Inst, Econ Anal Team, 161 Gajeondong, Taejon 305350, South Korea. EM kslim@etri.re.kr CR ANTONELLI C, 1992, EC IND MODERNIZATION ARROW KJ, 1962, EC WELFARE ALLOCATIO ARTHUR B, 1996, INCREASING RETURNS N, P100 ARTHUR WB, 1989, ECON J, V99, P116 BARZEL Y, 1968, REV ECON STAT, V50, P348 BAUMOL W, 1982, CONTESTABLE MARKETS DASGUPTA P, 1987, EC POLICY TECHNOLOGI FARRELL J, 1985, RAND J ECON, V16, P70 FARRELL J, 1986, AM ECON REV, V76, P940 HAHN YH, 1999, TECHNOVATION, V19, P177 KATZ ML, 1985, AM ECON REV, V75, P424 KATZ ML, 1986, J POLIT ECON, V94, P822 KATZ ML, 1990, BROOKINGS PAPERS EC, P137 KATZ ML, 1994, J ECON PERSPECT, V8, P93 KELLY K, 1998, NEW RULES NEW EC NELEBUFF B, 1996, COOPETITION PORTER M, 1980, COMPETITIVE STRATEGY REINGANUM J, 1986, HDB IND ORG, V1, CH14 ROSEN RJ, 1991, RAND J ECON, V22, P411 STIGLITZ J, 1986, NEW DEV ANAL MARKET STONEMAN P, 1983, EC ANAL TECHNOLOGICA STONEMAN P, 1987, EC ANAL TECHNOLOGY P STONEMAN P, 1994, ECON J, V104, P918 TIROLE J, 1989, THEORY IND ORG NR 24 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 2004 VL 24 IS 9 BP 721 EP 728 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 856BQ UT ISI:000224019000006 ER PT J AU Koch, C TI Innovation networking between stability and political dynamics SO TECHNOVATION LA English DT Article DE innovation networks; politics; software innovation AB This contribution views innovation as a social activity of building networks, using software product development in multicompany alliances and networks as example. Innovation networks are frequently understood as quite stable arrangements characterised by high trust among the participants. The aim of the contribution is to challenge and transcend these notions and develop an understanding of innovation networks as an interplay between stable and dynamic elements, where political processes in innovation are much more than a disruptive and even a counterproductive feature. It reviews the growing number of studies that highlight the political aspect of innovation. The paper reports on a study of innovation processes conducted within the EU-TSER-programme and a study made under the banner of management of technology. Intensive field studies in two constellations of enterprises were carried out. One is a segment-collaboration between a few manufacturing companies and a software house, the other a complex and extensive innovation network. These studies show how negotiations, shifting positions of players, mobilising stable elements of the network, when developing new ones, and interplays between internal and external collaboration are integral and inevitable in the product development process. This leads to an understanding of a networking paradox: in seeking to reduce political uncertainties of one type, actors engage with others and build collaborative relationships which themselves lead to other and new political issues that have to be tackled. (C) 2003 Elsevier Ltd. All rights reserved. C1 Tech Univ Denmark, Dept Civil Engn, DK-2800 Lyngby, Denmark. RP Koch, C, Tech Univ Denmark, Dept Civil Engn, Bldg 115, DK-2800 Lyngby, Denmark. EM ck@byg.dtu.dk CR *BICON, 2000, FIN REP BICON PROJ ALLEN TJ, 1977, MANAGING FLOW TECHNO ANCONA DG, 1992, ORGAN SCI, V3, P321 BORUM F, 1992, SOCIAL DYNAMICS IT F BROWN SL, 1995, ACAD MANAGE REV, V20, P343 BRYMAN A, 1999, MANAGING ORG BURNS T, 1961, MANAGEMENT INNOVATIO CHRISTENSEN CM, 1997, INNOVATORS DILEMMA CLARK K, 1991, PRODUCT DEV PERFORMA CLAUSEN C, 1999, TECHNOL ANAL STRATEG, V11, P463 CUSUMANO MA, 1995, MICROSOFT SECRETS WO DAVENI R, 1994, HYPERCOMPETITION MAN DAVENPORT T, 2000, MISSION CRITICAL DOUGHERTY D, 1996, ACAD MANAGE J, V39, P1120 ELG U, 1997, ORGAN STUD, V18, P361 FREEMAN C, 1991, RES POLICY, V20, P499 FROST PJ, 1991, RES ORGAN BEHAV, V13, P229 GRANOVETTER MS, 1973, AM J SOCIOL, V78, P6 HANSEN HAB, 1999, P PICMET 99 PORTL OR IMAI K, 1985, UNEASY ALLIANCE MANA, P937 JONES O, 2001, SOCIAL INTERACTION O KALKOWSKI P, 1995, TECHNOLOGIESTANDORT KOCH C, 2000, EGOS C SUBTH 11 TECH KYNG M, 1997, COMPUTERS DESIGN CON LUNDVALL B, 1988, TECHNICAL CHANGE EC MCLOUGHLIN I, 2001, P 10 INT C MAN TECHN MCLOUGHLIN IP, 1999, CREATIVE TECHNOLOGIC MCLOUGHLIN IP, 2001, INT J INNOVATION MAN, V5, P275 MIDLER C, 1993, AUTO EXISTAIT PAS ORTMANN G, 1995, FORMEN PRODUKTION OR SALZMAN H, 1994, SOFTWARE DESIGN SOUDER W, 1994, MANAGING NEW TECHNOL STOREY J, 2000, INT J INNOVATION MAN, V4, P347 THOMAS R, 1994, WHAT MACHINES CANT D VANDEVEN AH, 1999, INNOVATION JOURNEY VENDELO MT, 1999, PICMET C PORTL US, V2 WEYER J, 1997, TECHNIK GESELLSCHAFT NR 37 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 2004 VL 24 IS 9 BP 729 EP 739 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 856BQ UT ISI:000224019000007 ER PT J AU Hitomi, K TI Efficiency analysis of Japan's industry and manufacturing SO TECHNOVATION LA English DT Article DE Japan's industry/manufacturing; industrial/manufacturing efficiency; labour productivity; dual structure AB Historical developments of Japan's industry, especially manufacturing industry during a period of 1955-2000 are reviewed, and Japan's industrial and manufacturing efficiencies are analysed and evaluated from four kinds of measure; that is, yield rate, efficiency index, relative productivity, and labour productivity. It is found that Japan's manufacturing efficiency is high in terms of the efficiency index, the relative productivity and the labour productivity, but the lowest from the standpoint of the yield rate among classified industrial sectors. Japan's industrial labour productivity is also compared with that for other industrialized countries. (C) 2003 Published by Elsevier Ltd. C1 Ctr Mfg Syst Engn, Sakyo Ku, Kyoto 6068313, Japan. RP Hitomi, K, Ctr Mfg Syst Engn, Sakyo Ku, 34-32 Yoshidanakaojicho, Kyoto 6068313, Japan. CR HITOMI K, 1994, INTRO TODAYS ADV MAN HITOMI K, 1996, MANUFACTURING SYSTEM, P473 HITOMI K, 2002, TECHNOVATION, V22, P453 HITOMI K, 2003, IN PRESS TECHNOVATIO KUZNETS S, 1971, EC GROWTH NATIONS, P208 NR 5 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 2004 VL 24 IS 9 BP 741 EP 748 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 856BQ UT ISI:000224019000008 ER PT J AU Gerstlberger, W TI Regional innovation systems and sustainability - selected examples of international discussion SO TECHNOVATION LA English DT Article DE regional innovation systems; sustainable development; knowledge transfer in networks; organisational learning AB A more systemic design of regional processes of development and learning has gradually gained importance in institutions for national as well as European promotion of research and innovation in the course of the nineties. Core concepts in this policy field are the normative vision of Sustainable Development and regional innovations systems as an organisational support structure. With reference to case study research in Upper Austria, Germany (Northern Hesse) and the USA (Silicon Valley) the sustainability of newer systemic approaches for the regional support of innovations is discussed in this paper. The summary of this discussion is used to suggest a typology of regions which is helpful to develop further research designs and policy concepts for regional innovation support. Visions, as concrete as possible, promoters and only partly formalised private-public transfer networks should be-according to the most important case study results-key components therefore in the future. (C) 2003 Elsevier Ltd. All rights reserved. C1 Univ Kassel, D-34109 Kassel, Germany. RP Gerstlberger, W, Univ Kassel, Nora Platiel Str 4, D-34109 Kassel, Germany. EM gerstlberger@wirtschaft.uni-kassel.de CR *ABAG, 2000, SIL VALL PROJ 2000 *IOW, 2000, REG ENTW REG FLENSB *OIN, 2000, SCHR BEANTW INT FACH *PRO REG, 1998, STEINB WEG MOT OR NA *UNCED, 1992, SCHL K VER NAT UMW E ASH A, 1994, GLOBALIZATION I REGI BEATLEY T, 2000, GREEN URBANISM LEARN BENNER C, 1998, GROWING TOGETHER DRI BLUME L, 2001, UNTERNEHMERISCHE INN BRACZYK HJ, 1998, REGIONAL INNOVATION BREHME U, 2001, HESSISCHE NIEDERSACH, V41, P5 BYKE G, 2000, OKONOMISCHE SAULE NA DYBE G, 1998, HOFFNUNGSTRAGER WIRT FRITSCH M, 1999, STRATEGIEN VERBESSER GERSTLBERGER W, 1999, PUBLIC PRIVATE PARTN HAUFF V, 1987, UNSERE GEMEINSAME ZU HEINELT H, 1996, POLITIKNETZWERKE EUR HOLZINGER H, 1999, NACHHALTIG ABER WIE HUBNER H, 2001, FUHRUNGSWISSEN PERSO HUBNER H, 2002, INTEGRATIVES INNOVAT HUBNER K, 2001, NACHHALTIGKEIT INNOV KANATSCHNIG D, 1999, REGIONALISIERTE RAUM LIEDTKE R, 2001, GESCHICHTE REGIONALE LUCAS R, 2000, REGIONALISIERTEN STR LUTHJE B, 2001, STANDORT SILICON VAL MAJER H, 1997, ZWISCHEN AKTEUR SYST SAXENIAN A, 1994, REGIONAL ADVANTAGE NR 27 TC 2 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 2004 VL 24 IS 9 BP 749 EP 758 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 856BQ UT ISI:000224019000009 ER PT J AU Alfranca, O Rama, R von Tunzelmann, N TI Innovation spells in the multinational agri-food sector SO TECHNOVATION LA English DT Article DE innovation; design; food and drink multinationals; food and drink industry; patents; technological leadership ID PATTERNS; MARKET; CAPABILITIES; COMPETITION; PERSISTENCE; TECHNOLOGY; INDUSTRY; FIRMS AB This paper examines the innovative history of a number of multinational agri-food companies using a database for utility patents and design patents. The first hypothesis to be tested is whether firms that innovate, usually do it persistently. We analyse a sample of 16,698 patents granted in the US over the period 1977-1994 to 103 F&B firms selected from the world's largest food and beverage multinationals (FBMs). The main conclusion that stems from these series is that only a small number of spells last for more than 4 yr. That is, only 6% of all utility patenting spells are ongoing after 4 yr, and only 1.6% of all design patenting spells are ongoing after 4 yr. Nevertheless, it is significant that there are 22 utility patents spells of the longest duration (18 yr). This frequency is only comparable to 3 yr long spells in utility patents and it is completely different from the design patents (there is only one 18 yr spell). However, this myriad of short-term projects coexist with long-run innovation. There is a small nucleus of persistent patentors who contribute around 80% of the total number of patents granted to the multinational agri-food sector. Persistent patentors are also heavy patentors since length of spells and average number of patents per year are statistically associated. Length of innovative spells is not associated, by contrast, with size of the company or specific agri-food subsector. Companies remaining innovative in the technical field tend also to remain innovative in design for long periods of time. (C) 2002 Elsevier Ltd. All rights reserved. C1 CSIC, Inst Econ & Geografia, Spanish Council Sci Res, E-28006 Madrid, Spain. RP Rama, R, CSIC, Inst Econ & Geografia, Spanish Council Sci Res, Pinar 25, E-28006 Madrid, Spain. EM rrama@ieg.esic.es CR 1979, IMPACT MULTINATIONAL 1995, RES TECHNOLOGY MANAG, V35, P13 ACS ZJ, 1989, PATENTS MEASURE INNO ALFRANCA O, UNPUB IJTM ALFRANCA O, 2001, GLOBAL BUSINESS EC R, P446 ALFRANCA O, 2002, AGRIBUSINESS INT J, V18, P349 ANASTASSOPOULOS G, 2003, IN PRESS MULTINATION ARCHIBUGI D, 1996, TECHNOVATION, V16, P451 BOUND J, 1984, R D PATENTS PRODUCTI, P21 BRESCHI S, 2000, ECON J, V110, P388 BROWN MG, 1999, J FOOD PROD MARK, V5, P31 CEFIS E, 2001, RES POLICY, V30, P1139 CHRISTENSEN JL, 1996, STUDY INNOVATION EUR CLARK KB, 1985, RES POLICY, V14, P235 CONNOR JM, 1981, AM J AGR EC NOV, P25 DETOURNEMINE RL, 1991, STRATEGIES TECHNOLOG DIERCKX I, 1989, MANAGE SCI, V15, P1504 FAGERBERG J, 1987, RES POLICY, V16, P87 FREEMAN C, 1994, CAMBRIDGE J ECON, V18, P463 GALIZZI G, 1996, EC INNOVATION CASE F GEROSKI PA, 1997, RES POLICY, V26, P33 HELFAT CE, 2000, STRATEGIC MANAGE J, V21, P961 LAZONICK W, 1998, TECHNOLOGY ORG COMPE MALERBA F, 1997, INT J IND ORGAN, V15, P801 MASKELL P, 2001, KNOWLEDGE CREATION D MILLER R, 1992, REV EC IND, V61 MOLERO J, 1998, MANAGEMENT TECHNOLOG NIETO M, 2002, TECHNOLOGICAL FORECA, V70, P1 NIOSI J, 2000, TECHNOL SOC, V22, P429 OMAN C, 1989, NEW FORMS INVESTMENT PADILLA M, 1983, CENT PREMIERS GROUPE PATEL P, 1991, J INT BUS STUD, V22, P1 RAMA R, 1996, AGRIBUSINESS INT J, V12, P4 RASTOIN JL, 1998, STRUCTURES PERFORMAN ROBERTS PW, 1999, STRATEGIC MANAGE J, V20, P655 ROSENBERG N, 1982, INSIDE BLACK BOX TEC SOETE L, 1987, RES POLICY, V16, P101 TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 TELLIS GJ, 1996, SLOAN MANAGE REV, V37, P65 TELSER L, 1961, AM EC REV MAY, P194 TIDD J, 1997, MANAGING INNOVATION UTTERBACK JM, 1993, RES POLICY, V22, P1 WINTER SG, 2000, STRATEGIC MANAGE J, V21, P981 NR 43 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD AUG PY 2004 VL 24 IS 8 BP 599 EP 614 PG 16 SC Engineering, Industrial; Operations Research & Management Science GA 854AF UT ISI:000223871600001 ER PT J AU Barreto, L Kypreos, S TI Endogenizing R&D and market experience in the "bottom-up" energy-systems ERIS model SO TECHNOVATION LA English DT Article DE learning curves; R&D; market experience; energy-systems models ID TECHNOLOGY; INNOVATION AB ERIS, an energy-systems optimization model that endogenizes learning curves, is modified in order to incorporate the effects of R&D investments, an important contributing factor to the technological progress of a given technology. For such purpose a modified version of the standard learning curve formulation is applied, where the investment costs of the technologies depend both on cumulative capacity and the so-called knowledge stock. The knowledge stock is a function of R&D expenditures that takes into account depreciation and lags in the knowledge accumulated through R&D. An endogenous specification of the R&D expenditures per technology allows the model to perform an optimal allocation of R&D funds among competing technologies. The formulation is described, illustrative results presented, some insights are derived, and further research needs are identified. (C) 2002 Elsevier Ltd. All rights reserved. C1 Int Inst Appl Syst Anal, A-2361 Laxenburg, Austria. Paul Scherrer Inst, Energy Modelling Grp, CH-5232 Villigen, Switzerland. RP Barreto, L, Int Inst Appl Syst Anal, Schlossplatz 1, A-2361 Laxenburg, Austria. EM barreto@iiasa.ac.at CR *IEA, 2000, EXP CURV EN TECHN PO *IEPE, 2000, DAT 2 FACT LEARN CUR *PCAST, 1999, POW PARTN FED ROL IN *TEEM, 1999, EN TECHN DYN ADV EN ARGOTE L, 1990, SCIENCE, V247, P920 BARREIRO P, 2000, AIDS, V14, P1 BUCHNER B, 2002, BLACK KYOTO US PARTI BUONANNO P, 2000, P WORKSH EC MOD ENV CAPROS P, 1998, SPECIFICATION IIASA COHEN WM, 1989, ECON J, V99, P569 CRIQUI P, 2000, P WORKSH EC MOD ENV FISHBONE LG, 1981, INT J ENERG RES, V5, P353 GOULDER LH, 2000, J ENVIRON ECON MANAG, V39, P1 GRILICHES Z, 1984, R D PATENTS PRODUCTI GRILICHES Z, 1995, HDB EC INNOVATION TE GRUBLER A, 1997, INT WORKSH IND TECHN GRUBLER A, 1998, TECHNOLOGY GLOBAL CH KLAASEN G, 2002, IMPACT R D INNOVATIO KOUVARITAKIS N, 2000, INT J GLOBAL ENERGY, V14 KOUVARITAKIS N, 2000, INT J GLOBAL ENERGY, V14, P104 KRAM T, 2001, 2 FACTOR LEARNING MA KYPREOS S, 1998, SPECIFICATION MODEL KYPREOS S, 1998, UNPUB MIXED INTEGER KYPREOS S, 2000, INT J GLOBAL ENERGY, V14, P374 LOITER JM, 1999, ENERG POLICY, V27, P85 MANNE A, 2001, IR01571 INT I APPL S MESSNER S, 1998, IIASA MAQUETTE MODEL MIKETA A, 2001, ASSESSING ALTERNATIV NEIJ L, 1999, ENERGY, V24, P375 NEIJ L, 2001, ENERG POLICY, V29, P67 OLERUP B, 2001, ENERG POLICY, V29, P169 PAPACONSTANTINOU G, 1998, RES POLICY, V27, P301 PAYNE A, 2001, ENERG POLICY, V29, P787 SAGAR AD, 2002, ENERG POLICY, V30, P465 SEEBREGTS A, 1998, ECNC98064 WATANABE C, 1995, TECHNOL FORECAST SOC, V49, P127 WATANABE C, 1999, IEA INT WORKSH EXP C WATANABE C, 2002, EXCEPT5 M WASH DC MA NR 38 TC 4 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD AUG PY 2004 VL 24 IS 8 BP 615 EP 629 PG 15 SC Engineering, Industrial; Operations Research & Management Science GA 854AF UT ISI:000223871600002 ER PT J AU Ng, NK Jiao, JX TI A domain-based reference model for the conceptualization of factory loading allocation problems in multi-site manufacturing supply chains SO TECHNOVATION LA English DT Article DE global manufacturing; resource allocation; axiomatic design ID LOCATION; OPERATIONS; STRATEGY; MANAGEMENT; DESIGN AB In a networked manufacturing supply chain, allocating proper production volumes to various manufacturing sites is a complex task as it may involve many quantitative and qualitative variables and constraints that span across different geographical boundaries. As many final- and sub-assembly production facilities are networked worldwide, it is necessary to synchronize production volume allocation along the whole horizon of the chain by taking advantages of resources and production strengths of different sites. Such a large scope of the problem requires a holistic and comprehensive framework to conceptualize various issues involved in factory loading allocation. To facilitate the conceptualization of such a factory loading allocation problem (FLAP), this paper adopts the axiomatic design theory and develops a domain-based reference model. A five-domain scheme is introduced to model interdependences among markets, product families, production volumes, final-production and sub-assembly supplies. Such important issues of FLAP as resource utilization, inventory volumes and WIP levels are characterized by specific variables of each domain. The synchronization of volume allocation along the multi-site manufacturing supply chain is achieved through cascading mappings between domains. The reference model suggests itself as a foundation for further exploration of sound FLAP solutions. A case study in a multi-site enterprise is reported to illustrate the feasibility and potential of the proposed reference model. (C) 2002 Elsevier Ltd. All rights reserved. C1 Nanyang Technol Univ, Sch Mech & Prod Engn, Singapore 639798, Singapore. RP Jiao, JX, Nanyang Technol Univ, Sch Mech & Prod Engn, Nanyang Ave 50, Singapore 639798, Singapore. EM mjiao@ntu.edu.sg CR *IAC I, 1991, 21 CENT MAN ENT STRA, V1 AKKERMANS H, 1999, INT J OPER PROD MAN, V19, P565 ARNOLDO CH, 1984, PRODUCTION INVENTORY BALLOU RH, 1999, BUSINESS LOGISTICS M BARTEZZAGHI E, 1999, INT J OPER PROD MAN, V19, P229 BOEL RK, 1989, P IEEE, V77, P210 BUDNICK FS, 1977, PRINCIPLES OPERATION CHASE RB, 1998, INT J OPER PROD MAN, V18, P663 CHESBROUGH HW, 1996, HARVARD BUSINESS JAN, P65 CHRISTIAANSE E, 2000, INT J PHYS DISTRIB, V30, P268 CHRISTOPHER MG, 1992, LOGISTICS SUPPLY CHA CHURCHMAN CW, 1957, INTRO OPERATIONS RES COHEN MA, 1995, INT MANUFACTURING DI, P69 COOPER L, 1963, OPER RES, V11, P331 DAELLENBACH HG, 1983, INTRO OPERATIONS RES FERDOWS K, 1997, HARVARD BUSINESS MAR, P73 FISHER ML, 1994, MAKING SUPPLY MEET D FLAHERTY MT, 1996, GLOBAL OPERATIONS MA GAGNON S, 1999, INT J OPER PROD MAN, V19, P125 GIANESI IGN, 1998, INT J OPER PROD MAN, V18, P286 HANDLER G, 1979, LOCATIONS NETWORKS T HARLAND CM, 1999, INT J OPER PROD MAN, V19, P650 HILL T, 1985, MANUFACTURING STRATE JAYARAMAN V, 1998, INT J OPER PROD MAN, V18, P471 KEE R, 1994, J MANAGERIAL ISSUES, V6, P241 KLASSEN RD, 1994, J OPERATIONS MANAGEM, V11, P385 LEE HL, 1997, SLOAN MANAGE REV, V38, P93 LEE HL, 1998, POMS SERIES TECHNOLO, V1 LEVY DL, 1995, J INT BUS STUD, V26, P343 LIU CM, 1994, J OPER RES SOC, V45, P1304 LOVE RF, 1982, J OPER RES SOC, V33, P443 MACBETH D, 1994, PARTNERSHIP SOURCING MATHER H, 1984, HOW REALLY MANAGE IN MEIJBOOM B, 1997, INT J OPER PROD MAN, V17, P790 MEIJBOOM B, 1999, INT J OPER PROD MAN, V19, P602 PONTRANDOLFO P, 1999, INT J PROD RES, V37, P1 ROSS GT, 1980, EUROPEAN J OPERATION, V4, P307 SABATH RE, 1997, GO GROWTH SUPPLY CHA SCHNIEDERJANS MJ, 1999, INT J OPER PROD MAN, V19, P79 SCHURING RW, 1996, INT J OPER PROD MAN, V16, P171 SCULLY J, 1993, INT J OPER PROD MAN, V13, P62 SHI Y, 1994, 11 CAMBR U STOCK GN, 1999, INT J PHYS DISTRIB, V29, P224 SUH NP, 2001, AXIOMATIC DESIGN ADV YURIMOTO S, 1995, INT J PROD ECON, V41, P411 NR 45 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD AUG PY 2004 VL 24 IS 8 BP 631 EP 642 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 854AF UT ISI:000223871600003 ER PT J AU Irani, Z Beskese, A Love, PED TI Total Quality Management and corporate culture: constructs of organisational excellence SO TECHNOVATION LA English DT Article DE corporate culture; TQM; continuous improvement; case study ID IMPROVEMENT AB There is a need for an appropriate culture to support the scope of Total Quality Management (TQM). Customer focus, systems approach, teamwork, involved management and continuous improvement are the aspects of TQM that facilitate improved organisational success, growth, and competitiveness. Many companies are now complementing continuous improvement with innovation, which is seen as the successful exploitation of new ideas. A clear synergy appears between these two corporate success factors as they are often integrated under an appropriate corporate culture for exploitation. The results of this can support substantial improvements in business performance and competitiveness of the company. With this in mind, this paper discusses the concept of corporate culture, places this social construct within the arena of TQM, and highlights the relationships that exist among culture, quality, and competitiveness using a case study. (C) 2002 Elsevier Ltd. All rights reserved. C1 Brunel Univ, ISEing, Dept Informat Syst & Comp, Uxbridge, Middx, England. Istanbul Tech Univ, Dept Ind Engn, TR-80680 Istanbul, Turkey. Edith Cowan Univ, Sch Management Informat Syst, Churchlands, WA 6018, Australia. RP Irani, Z, Brunel Univ, ISEing, Dept Informat Syst & Comp, Uxbridge, Middx, England. EM Zahir.Irani@Brunel.ac.uk CR *DEP TRAD IND DTI, 1993, INS UK ENT MAN 90S BARRATT E, 1992, STRENGTHS WEAKNESSES BOHORIS GA, 1995, INT J QUALITY RELIAB, V12, P30 BONOMA TV, 1985, J MARKETING RES, V22, P199 CALORI R, 1991, ORGAN STUD, V12, P49 COOKE RA, 1988, GROUP ORGAN STUD, V13, P245 CORBETT LM, 2000, INT J QUALITY RELIAB, V17, P14 DONNELLY W, 1995, P 30 ANN C BRIT PROD, P185 ELASHMAWI F, 2000, EUROPEAN BUSINESS RE, V121, P148 GORE EW, 1999, TEAM PERFORMANCE MAN, V5, P164 GRIFFIN A, 1995, SLOAN MANAGE REV, V36, P87 HOFSTEDE G, 1991, CULTURES ORGANISATIO IRANI Z, 1997, J WORKPLACE LEARNING, V9, P199 IRANI Z, 1997, PRODUCTION INVENTORY, V38, P47 IRANI Z, 1997, TECHNOVATION, V17, P199 IRANI Z, 1997, TQM MAGAZINE INT BIM, V9, P206 JICK TD, 1979, ADM SCI Q, V24, P602 JOHNSON G, 1984, EXPLORING CORPORATE KAHN J, 1998, FORTUNE 26 OCT, P206 KANJI GK, 1997, TOTAL QUAL MANAGE, V8, P417 KARATHANOS P, 1998, MANAGE DECIS, V36, P123 KLEIN RL, 1995, HUM RELAT, V48, P771 KOTTER JP, 1992, CORPORATE CULTURE PE LAKHE RR, 1994, INT J QUALITY RELIAB, V11, P9 LEWIS L, 1996, AM BOOK REV, V17, P9 LIU F, 2001, IMMUNOL RES, V24, P13 LOVE PED, 1998, TQM MAGAZINE, V10, P177 MANDAL P, 1999, INT J QUALITY RELIAB, V16, P575 MAULL R, 2001, INT J OPER PROD MAN, V21, P302 NAJMI M, 2000, INT J QUALITY RELIAB, V17, P226 NGOWI AB, 2000, INT J QUALITY RELIAB, V17, P442 PAGE R, 2000, TQM MAGAZINE, V12, P11 POOL SW, 2000, LEADERSHIP ORG DEV J, V21, P373 PRABHU V, 2000, TQM MAGAZINE, V12, P84 REAVILL LRP, 1999, TQM MAGAZINE, V11, P291 REEVES CA, 1994, ACAD MANAGE REV, V19, P419 SAMSON D, 1997, INT J QUALITY SCI, V2, P214 SANDULLI R, 1999, BIOL MAR MEDIT, V6, P437 SCHEIN E, 1984, COMING NEW AWARENESS SCHNEIDER SK, 1999, HUM RELAT, V52, P1445 SINCLAIR J, 1994, INT J CONT HOSPITALI, V6, P30 SLUTI DG, 1995, ASIA PACIFIC J QUALI, V4, P47 SOHAL AS, 2000, INT J QUALITY RELIAB, V17, P158 TERZIOVSKI M, 2000, TQM MAGAZINE, V12, P144 WILLIAMS A, 1994, CHANGING CULTURE NEW ZAIRI M, 1991, TOTAL QUALITY MANAGE ZAIRI M, 1994, TQM MAGAZINE, V6, P38 ZAIRI M, 2000, BENCHMARKING INT J, V7, P146 ZAIRI M, 2000, BENCHMARKING, V7, P62 ZWETSLOOT GIJ, 2001, ENV MANAGEMENT HLTH, V12, P207 NR 50 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD AUG PY 2004 VL 24 IS 8 BP 643 EP 650 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 854AF UT ISI:000223871600004 ER PT J AU Watanabe, C Asgari, B TI Impacts of functionality development on dynamism between learning and diffusion of technology SO TECHNOVATION LA English DT Article DE technological learning; dynamic learning coefficient; diffusion of technology; functionality development; technology spillovers; institutional dynamism ID INNOVATION; CAPACITY AB Under a long-lasting economic stagnation, a significant increase in R&D investment has become difficult. A practical solution could be found in a systems approach, maximizing the effects of innovation as a system by making full utilization of potential resources of innovation. At the same time, under the increasing significance of information technology (IT) in an information society, which emerged in the 1990s, functionality development has become crucial for stimulating the self-propagating nature of IT-driven innovation. Stimulated by these understandings and prompted by a concept of institutional innovation, this article attempts to analyze the interacting dynamism of innovation in a comprehensive and organic system. Theoretical analysis and empirical demonstration are attempted, focusing on the dynamism between learning and diffusion of technology taking place in Japan's PV development, which follows a similar trajectory to IT's functionality development, over the last quarter century. The effects of functionality decrease on learning coefficient and the consequent impacts on technology diffusion and its dynamic carrying capacity are analyzed. Fear of a vicious cycle between functionality decrease, deterioration of learning, stagnation of technology diffusion and its carrying capacity in the long run is demonstrated. Thereby, the significance of institutional dynamism leading to a dynamic interaction between learning, diffusion, and spillover of technology is identified. (C) 2002 Elsevier Ltd. All rights reserved. C1 Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, Tokyo 1528552, Japan. RP Watanabe, C, Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, 2-12-1 Ookayama, Tokyo 1528552, Japan. EM chihiro@me.titech.ac.jp CR *IEA, 2000, EXP CURV EN TECHN PO *OECD, 1998, TECHN PROD JOB CREAT ARROW KJ, 1962, REV ECON STUD, V29, P155 COHEN WM, 1989, ECON J, V99, P569 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 KOUVARITAKIS N, 2000, INT J GLOBAL ENERGY, V14, P104 METCALFE JS, 1970, MANCHESTER SCH EC SO, V2, P145 METCALFE JS, 1981, FUTURES, V13, P347 MEYER P, 1994, TECHNOL FORECAST SOC, V47, P89 MEYER PS, 1999, TECHNOL FORECAST SOC, V61, P209 PRICE DS, 1965, LITTLE SCI BIG SCI ROGERS EM, 1962, DIFFUSION INNOVATION ROSENBERG N, 1976, FACTORS AFFECTING DI RUTTAN VW, 2001, TECHNOLOGY GROWTH DE WATANABE C, 1995, TECHNOL FORECAST SOC, V49, P127 WATANABE C, 1997, RES EVALUAT, V6, P69 WATANABE C, 2001, TECHNOLOGICAL CHANGE WATANABE C, 2002, IN PRESS TECHNOVATIO NR 18 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD AUG PY 2004 VL 24 IS 8 BP 651 EP 664 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 854AF UT ISI:000223871600005 ER PT J AU Ng, PTA Lu, DW Li, CK Chan, HYH TI A strategic perspective on future residential broadband market SO TECHNOVATION LA English DT Article DE residential broadband; last mile network; value chain; natural monopoly AB The industry structure of the dynamic residential broadband market is examined in order to gain strategic insights into how Internet service provider can maintain competitive advantages. The broadband service value chain is analyzed through evaluating the competition within the encompassing sectors. It is concluded that owning the optical last mile network is strategically important because of its monopolistic nature and the technical scalability to meet future bandwidth demand. We will also discuss new business opportunities due to the various industry trends that will lead to the emergence of residential broadband killer applications such as online interactive games. It is argued that when residential broadband applications become more useful and popular that consumers are willing to pay for them to support a subscription-based business model, the last mile operator will seize substantial market power in the broadband service value chain. (C) 2004 Elsevier Ltd. All rights reserved. C1 SUNeVis Super E Network Ltd, Hong Kong, Hong Kong, Peoples R China. RP Ng, PTA, SUNeVis Super E Network Ltd, Room 1810,18-F Kodak House 2,39 Hlthy St E,N Poin, Hong Kong, Hong Kong, Peoples R China. EM andyng@sunevision.com CR HIROSAKI B, 2003, IEEE COMMUN MAG, V41, P65 MANEY K, 2003, US TODAY PORTER ME, 2001, HARVARD BUS REV, V79, P62 NR 3 TC 2 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD AUG PY 2004 VL 24 IS 8 BP 665 EP 669 PG 5 SC Engineering, Industrial; Operations Research & Management Science GA 854AF UT ISI:000223871600006 ER PT J AU Archibugi, D Coco, A TI International partnerships for knowledge in business and academia - A comparison between Europe and the USA SO TECHNOVATION LA English DT Article DE scientific collaborations; technological agreements; knowledge cooperation ID JOINT VENTURES; TECHNOLOGY; PATTERNS; TRENDS AB Inter-firm strategic technology collaborations are more and more frequently used as a source of knowledge. American corporations do not just collaborate among themselves, but they have proven to be very attractive partners also for European Corporations. However, technological co-operation among European firms strongly declined in the 1990s, not only in relative terms, but also in absolute terms. We compare these trends with what has happened in academic collaborations measured by scientific co-authored papers. In this domain, Europeans are more and more likely to collaborate among each other, and they are also becoming more attractive for American scientists. Since one of the core objectives of the European Union science and technology policy has been to foster collaboration, we can deduct that this has been a success in the field of academia, but a failure in the business field. A few tentative explanations and policy implications are addressed. (C) 2003 Elsevier Ltd. All rights reserved. C1 CNR, Italian Natl Res Council, I-00185 Rome, Italy. Univ London London Sch Econ & Polit Sci, London WC2A 2AE, England. RP Archibugi, D, CNR, Italian Natl Res Council, Via Taurini 19, I-00185 Rome, Italy. EM archibu@isrds.rm.cnr.it CR *EUR COMM, 1997, 17639 EUR *EUR COMM, 2002, SCI TECHN INN KEY FI *NSF, 2000, SC ENG IND 2000 *NSF, 2002, SCI ENG IND 2002 *OECD, 2000, MAIN SCI TECHN IND 2 *OECD, 2000, STI WORK PAP SER ARCHIBUGI D, 1992, TECHNOLOGICAL SPECIA ARCHIBUGI D, 1995, CAMBRIDGE J ECON, V19, P121 ARCHIBUGI D, 2001, GLOBALISING LEARNING BARRY A, 2001, POLITICAL MACHINES G CANTWELL J, 2003, MULTINATIONAL ENTERP DAVENPORT S, 1999, TECHNOVATION, V19, P31 DODGSON M, 1993, TECHNOLOGICAL COLLAB GAMBARDELLA A, 1999, ORG EC INNOVATION EU HAGEDOORN J, 1996, REV IND ORGAN, V11, P601 HAGEDOORN J, 2000, RES POLICY, V29, P567 HAGEDOORN J, 2002, RES POLICY, V31, P477 LUNDVALL BA, 2001, GLOBALISING LEARNING MOLERO J, 2001, MES M BUD MARCH 8 10 MOLERO J, 2002, MES FIN M BRUSS JUL MOWERY D, 1992, TECHNOLOGY WEALTH NA MYTELKA LK, 1991, STRATEGIC PARTNERSHI MYTELKA LK, 2001, GLOBALISING LEARNING NARULA R, 1998, STRATEGIC TECHNOLOGY NARULA R, 1999, TECHNOVATION, V19, P283 PAVITT K, 1998, RES POLICY, V27, P559 PAVITT K, 2002, MES FIN M BRUSS JUL PETERSON J, 1998, TECHNOLOGY POLICY EU PIANTA M, 1991, SCIENTOMETRICS, V22, P341 SHARP M, 2001, GLOBALIZING LEARNING TIDD J, 2002, TECHNOVATION, V22, P137 VONORTAS NS, 1997, RES POLICY, V26, P577 NR 32 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2004 VL 24 IS 7 BP 517 EP 528 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 833IU UT ISI:000222331800001 ER PT J AU Chang, PL Shih, HY TI The innovation systems of Taiwan and China: a comparative analysis SO TECHNOVATION LA English DT Article DE innovation system; Taiwan; China; institution; research and development; science and technology; cooperation AB This paper presents an analytical framework to compare two distinguishing innovation systems. For recognizing the structural characteristics of innovation systems, six major functions of generic types of institutions involved in the systems are examined: policy formulation, performing R&D, financing R&D, promotion of human resource development, technology bridging, and promotion of technological entrepreneurship. Not only does it describe the role and performance of particular institutions, but this framework also explores four major interactions among these institutions for illustrating the dynamics and efficiency of innovation systems, that is, R&D collaboration, informal interaction, technology diffusion, and personnel mobility. The framework is applied to compare the innovation systems of Taiwan and China, revealing that they both have unique characteristics, while also sharing numerous complementary features. In addition, the two economies have the linguistic, cultural, racial and historical similarities, plus their geographical proximity. Consequently, these phenomena suggest the possibility of future cooperation between the two innovation systems, and then this paper proposes possible approaches to achieving cooperation for the two sides. (C) 2002 Elsevier Ltd. All rights reserved. C1 Natl Chiao Tung Univ, Inst Business & Management, Taipei 100, Taiwan. Feng Chia Univ, Dept Business Adm, Taichung 407, Taiwan. RP Chang, PL, Natl Chiao Tung Univ, Inst Business & Management, 4F,114 Sec 1,Chung Hsiao W Rd, Taipei 100, Taiwan. EM paolong@cc.nctu.edu.tw CR *CHIN S T INF I, 1997, STAT AN S T PAP CHIN *IND DEV INV CTR, 2002, GEN SIT TAIW ENT MAI *NAT BUR STAT, 2000, CHIN STAT YB SCI TEC *NAT BUR STAT, 2001, CHIN STAT YB 2001 *NAT SCI COUNC, 2000, IND SCI TECHN REP CH *OECD, 1997, MAN NAT INN SYST *TOUCH HIGH TECH I, 1999, CHIN NEW HIGH TECH I *VENT EC, 2000, TAIW VENT CAP ASS YB CAPRON H, 2000, 200001 CESIT CHUNG SY, 2001, TECHNOVATION, V21, P99 FREEMAN C, 1987, TECHNOLOGY EC PERFOR HSU WS, 2000, J TECHNOLOGY MANAGEM, V5, P167 HU ZJ, 2000, NATL INNOVATION SYST HUBNER H, 1996, TECHNOVATION, V16, P327 KUMARESAN N, 1999, RES POLICY, V28, P563 KUO XC, 2001, COLLABORATION TECHNO LIU X, 2001, CHINESE TECHNOLOGY I LIU XL, 2001, RES POLICY, V30, P1091 LIYANAGE S, 1995, TECHNOVATION, V15, P553 LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT LUO IYL, 2001, KNOWLEDGE ALLIANCE T METCALFE S, 1995, HDB EC INNOVATION TE NELSON RR, 1993, NATL INNOVATION SYST PATEL P, 1994, EC INNOVATION NEW TE, V3, P77 PATEL P, 1998, ELECT WORKING PAPER SENKER J, 1996, TECHNOVATION, V16, P219 SHYU JZ, 1999, NATL INNOVATION SYST SMITH K, 1996, NORWEGIAN NATL INNOV NR 28 TC 2 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2004 VL 24 IS 7 BP 529 EP 539 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 833IU UT ISI:000222331800002 ER PT J AU Lichtenthaler, U Lichtenthaler, E TI Alliance functions: implications of the international multi-R&D-alliance perspective SO TECHNOVATION LA English DT Article DE R&D-alliance; alliance function; international R&D management ID EXTERNAL TECHNOLOGY ACQUISITION; STRATEGIC ALLIANCES; ABSORPTIVE-CAPACITY; JOINT VENTURES; KNOWLEDGE; CORPORATIONS; INNOVATION; MANAGEMENT; CAPABILITIES; PERFORMANCE AB International R&D-alliances have become more and more important since the mid 1980s, and large companies may carry out more than 100 R&D-alliances simultaneously with foreign partners. Therefore, companies have to manage their alliances taking into account both the multi-alliance and the international dimension at the same time which significantly increases complexity. In order to facilitate an integrated management of the international multi-alliance situation, many companies have established alliance functions, which take a coordinating, process-spanning perspective, to optimise the results of the individual alliances, the alliance portfolio and corporate strategy. In the existing literature, however, multi-alliance situations and alliance functions do not receive adequate attention. As a structured alliance management approach requires a process perspective, a process model is developed in this paper, and the implications of the international and the multi-alliance perspective are described. The alliance function is analysed against the background of globally dispersed R&D activities of large technology-intensive international companies. Therefore, a framework for the localisation of R&D-alliance activities is developed based on existing research results. Following this framework, two ideal types of alliance functions can be distinguished, which differ regarding size and tasks. (C) 2003 Elsevier Ltd. All rights reserved. C1 Swiss Fed Inst Technol, ETHZ, Grp Technol & Innovat Management, Ctr Enterprise Sci, CH-8028 Zurich, Switzerland. WHU, Otto Beisheim Grad Sch Mangament, Chair Technol & Innovat Management, Vallendar, Germany. RP Lichtenthaler, E, Swiss Fed Inst Technol, ETHZ, Grp Technol & Innovat Management, Ctr Enterprise Sci, Zurichbergstr 18, CH-8028 Zurich, Switzerland. EM lic@bwi.bepr.ethz.ch CR AMESSE F, 2001, RES POLICY, V30, P1459 ASAKAWA K, 2001, RES POLICY, V30, P735 BAMFORD J, 2002, MCKINSEY Q, P28 BARTLETT CA, 1998, MANAGING BORDERS TRA BOUTELLIER R, 1999, MANAGING GLOBAL INNO BROCKHOFF K, 1998, INT RES DEV BUND M, 2000, F E OUTSOURCING CHIESA V, 1998, INT J TECHNOL MANAGE, V15, P109 CHIESA V, 1998, R&D MANAGE, V28, P199 DODGSON M, 1993, TECHNOLOGICAL COLLAB DOWLING M, 1998, BETRIEBWIRTSCHAFT, P86 DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55 DOZ YL, 1998, ALLIANCE ADVANTAGE A DURRANI TS, 1998, TECHNOVATION, V18, P523 DYER JH, 1998, ACAD MANAGE REV, V23, P660 DYER JH, 2001, MIT SLOAN MANAGE REV, V42, P37 EDLER J, 2002, R&D MANAGE, V32, P149 FARR CM, 1992, R&D MANAGE, V22, P55 FONTANARI M, 1996, KOOPERATIONSGESTALTU FORREST JE, 1992, R&D MANAGE, V22, P41 FRICKE SE, 2000, IEEE T ENG MANAGE, V47, P258 FRITSCH M, 2001, RES POLICY, V30, P297 GASSMANN O, 1997, INT F E MANAGEMENT P GEORGE G, 2001, J HIGH TECHNOLOGY MA, V12, P205 GEORGE VP, 1999, R&D MANAGE, V29, P379 GERPOTT TJ, 1999, STRATEGISCHES TECHNO GERYBADZE A, 1994, STRATEGIC ALLIANCES GERYBADZE A, 1995, HDB TECHNOLOGIE MANA GERYBADZE A, 1999, RES POLICY, V28, P251 GRANSTRAND O, 1992, R&D MANAGE, V22, P111 GULATI R, 1999, STRATEGIC MANAGE J, V20, P397 GUPTA AK, 1991, ACAD MANAGE REV, V16, P768 HAGEDOORN J, 2002, RES POLICY, V31, P477 HAKANSON L, 1993, R&D MANAGE, V23, P185 HERRLING PL, 1998, NATURE S, V392, P32 HORVATH P, 1991, CONTROLLING JUNG HH, 2001, PICMET C PORTL OR, P1 KALTWASSER A, 1994, WISSENSERWERB FORSCH KILLEN CP, 2002, INT J TECHNOL MANAGE, V24, P569 KOGUT B, 1992, ORGAN SCI, V3, P383 KORUNA S, 1999, KERNKOMPETENZENDYNAM KOZA MP, 1998, ORGAN SCI, V9, P164 LAMBE CJ, 1997, J PROD INNOVAT MANAG, V14, P102 LANE PJ, 1998, STRATEGIC MANAGE J, V19, P461 LANE PJ, 2001, STRATEGIC MANAGE J, V22, P1139 LANG HC, 1998, TECHNOLOGIEMANAGEMEN LANGGUTH H, 1994, STRATEGISCHES CONTRO LICHTENTHALER E, 2002, ORG TECHNOLOGY INTEL LICHTENTHALER U, 2003, IN PRESS INT J TECHN LORANGE P, 1993, STRATEGIC ALLIANCES MACHARZINA K, 1999, UNT INT MAN KONZ MET MAKHIJA MV, 1997, ORGAN SCI, V8, P508 PLATJE A, 1993, INT J PROJECT MANAGE, V11, P209 PLATJE A, 1994, INT J PROJECT MANAGE, V12, P100 PRADEL M, 1997, CONTROLLING, P102 REID D, 2001, INT J MANAG REV, V3, P79 RICKERT D, 1995, MULTI PROJEKT MANAGE SCHICKEL H, 1999, CONTROLLING INT STRA SEATON RAF, 1993, TECHNOVATION, V13, P45 SPECHT G, 1996, F E MANAGEMENT TEICHERT TA, 1994, ERFOLGSPOTENTIAL INT TETHER BS, 2002, RES POLICY, V31, P947 WALTERS B, 1994, BUS HORIZONS, V37, P5 WEISS SE, 1987, COLUMBIA J WORLD BUS, V22, P23 ZETTELMEYER B, 1984, STRATEGISCHES MANAGE NR 65 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2004 VL 24 IS 7 BP 541 EP 552 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 833IU UT ISI:000222331800003 ER PT J AU Chapman, R Hyland, P TI Complexity and learning behaviors in product innovation SO TECHNOVATION LA English DT Article DE complexity; product innovation; knowledge management; NPD processes ID CONTINUOUS IMPROVEMENT; MANAGEMENT; TECHNOLOGY; KNOWLEDGE AB Successful product innovation and the ability of companies to continuously improve their innovation processes are rapidly becoming essential requirements for competitive advantage and long-term growth in both manufacturing and service industries. It is now recognized that companies must develop innovation capabilities across all stages of the product development, manufacture, and distribution cycle. These Continuous Product Innovation (CPI) capabilities are closely associated with a company's knowledge management systems and processes. Companies must develop mechanisms to continuously improve these capabilities over time. Using results of an international survey on CPI practices, sets of companies are identified by similarities in specific contingencies related to their complexity of product, process, technological, and customer interface. Differences between the learning behaviors found present in the company groups and in the levers used to develop and support these behaviors are identified and discussed. This paper also discusses appropriate mechanisms for firms with similar complexities, and some approaches they can use to improve their organizational learning and product innovation. (C) 2002 Elsevier Ltd. All rights reserved. C1 Univ Western Sydney, InCITe Res Grp, Sch Management, Penrith, NSW 1797, Australia. Univ Cent Queensland, Fac Business & Law, Rockhampton, Qld 4700, Australia. Univ Cent Queensland, Fac Business & Law, Rockhampton, Qld, Australia. RP Chapman, R, Univ Western Sydney, InCITe Res Grp, Sch Management, Locked Bag 1797, Penrith, NSW 1797, Australia. EM r.chapman@uws.edu.au CR ARAM E, 1999, MANAGE LEARN, V30, P321 ARORA A, 1994, RES POLICY, V23, P523 BARNEY JB, 1991, J MANAGE, V1, P99 BARTEZZAGHI E, 1997, INT J TECHNOL MANAGE, V14, P116 BARTEZZAGHI E, 1997, P 5 INT PROD DEV C E BESSANT J, 1994, TECHNOVATION, V14, P17 BOHN RE, 1994, MEASURING MANAGING T CHAPMAN RL, 1999, P 1999 AUSTR NZ AC M CLARK KB, 1991, PRODUCT DEV PERFORMA COLLIS DJ, 1995, HARVARD BUS REV, V4, P118 DEMAIO A, 1994, EUR J OPER RES, V78, P178 HEDLUND G, 1994, STRATEGIC MANAGE J, V15, P73 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 IMAI K, 1988, UNEASY ALLIANCE MANA, P337 ITAMI H, 1987, MOBILIZING INVISIBLE JOHNSTON R, 1999, TECHNOLOGY BUSIN APR, P30 LYNN GS, 1999, J PROD INNOVAT MANAG, V16, P439 MCKENNA S, 1999, MANAGE LEARN, V30, P301 MEYER MH, 1993, SLOAN MANAGEMENT SPR, P29 NELSON RR, 1982, EVOLUTIONARY THEORY NONAKA I, 1991, HARVARD BUSINESS NOV, P96 NONAKA I, 1995, KNOWLEDGE CREATING C RYCROFT RW, 1999, COMPLEXITY CHALLENGE SANDERSON S, 1995, RES POLICY, V24, P761 SCOTT JE, 2000, J MANAGE INFORM SYST, V17, P81 SENGE PM, 1990, 5 DISCIPLINE ART PRA SMEDS R, 2001, INT J TECHNOLOGY MAN, V22 WHEELWRIGHT SC, 1992, HARVARD BUS REV, V2, P70 NR 28 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2004 VL 24 IS 7 BP 553 EP 561 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 833IU UT ISI:000222331800004 ER PT J AU Verspagen, B Duysters, G TI The small worlds of strategic technology alliances SO TECHNOVATION LA English DT Article DE strategic technology alliances; models of network dynamics; social capital; structural holes AB This paper analyzes the phenomenon of strategic technology alliances. It is proposed that the concept of small worlds, which has been adopted from mathematical graph theory, is a useful model to combine two theoretical streams that have previously analyzed this phenomenon. These are the theory of social capital and the theory of structural holes. We outline a small worlds model, and apply it to data on strategic technology alliances. We find that networks of strategic technology alliances can indeed be characterized as small worlds, and that this has favorable implications for knowledge transfer. There are, however, also important differences between two different technology fields that we consider: chemicals and food, and electricals. (C) 2002 Elsevier Ltd. All rights reserved. C1 Eindhoven Univ Technol, Fac Technol, NL-5600 MB Eindhoven, Netherlands. RP Verspagen, B, Eindhoven Univ Technol, Fac Technol, POB 513, NL-5600 MB Eindhoven, Netherlands. EM b.verspagen@tm.tue.nl CR BOURDIEU P, 1980, ACT RECH SCI SOC 2 3 BOURDIEU P, 1992, INVITATION REFLEXIVE BURT RS, 1992, STRUCTURAL HOLES SOC COLEMAN JS, 1988, AM J SOCIOL, V94, S95 COWAN R, 2000, 00018 MERIT GRANOVETTER M, 1992, SOCIOLOGY EC LIFE, P53 GULATI R, 1998, STRATEGIC MANAGE J, V19, P293 HAGEDOORN J, 1996, REV IND ORGAN, V11, P601 HAGEDOORN J, 2002, J MANAGE STUD, V39, P167 MCEVILY Z, 1999, STRATEGIC MANAGEMENT NOOTEBOOM B, 1999, INTERFIRM ALLIANCES VONORTAS, 1997, COOPERATION RES DEV WALKER G, 1997, ORGAN SCI, V8, P109 WATTS DJ, 2000, SMALL WORLDS DYNAMIC NR 14 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2004 VL 24 IS 7 BP 563 EP 571 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 833IU UT ISI:000222331800005 ER PT J AU Watanabe, C Ane, BK TI Constructing a virtuous cycle of manufacturing agility: concurrent roles of modularity in improving agility and reducing lead time SO TECHNOVATION LA English DT Article DE modularity; product platform; manufacturing agility; manufacturing lead time ID FLEXIBILITY; SYSTEMS AB The implementation of modularity coupled with the application of platform strategy enables vertical product line extension to satisfy dynamic fast-changing customer preferences. Modularity plays crucial roles in strengthening positive correlations between a platform of products and models, and/or its derivative models. Simultaneously, modularity increased manufacturing agility. This paper focuses on the automotive industry with the objective of investigating the concurrent roles of modularity in improving the agility of manufacturing and reducing manufacturing lead time. Our findings provide supportive demonstrations to the research hypotheses. First, in investigating the effect of modularity towards agility, we find that by playing with various possibilities for combining modules, it is possible to assemble a single flexible production line: (i) a single model in several variants, as long as production is organized in such a way as to ensure the co-ordination of the variety, (ii) several models, whereas each of which is a variation of a single platform, and (iii) customized models, simply by rearranging the different variations of the modules. Second, with respect to these findings, there is evidence that an increase in manufacturing agility reduces manufacturing lead time, which has become a significant factor in corporate competency. Modularity as a source of comprehensive innovation kickstarts the learning process that enables auto manufacturers to explore new methods of designing and manufacturing automotive products. (C) 2002 Elsevier Ltd. All rights reserved. C1 Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, Tokyo 1528552, Japan. RP Watanabe, C, Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, 2-12-1 Ookayama, Tokyo 1528552, Japan. EM chihiro@me.titech.ac.jp an@me.titech.ac.jp CR *CTR AUT INT SYST, 1996, WHAT IS AG MAN ANDERSON M, 1997, AGILE PRODUCT DEV MA BARAD M, 1988, INT J PROD RES, V26, P237 BELISBERGOUIGNA.M, 1999, COPING VARIETY FLEXI BRILL PH, 1989, INT J PROD RES, V27, P747 BROWNE J, 1984, FMS MAGAZINE, V2, P114 BUZACOTT JA, 1982, P 1 INT C FLEX MAN S, P23 FALKNER H, 1986, P 2 ORSA TIMS C FLEX, P95 GERWIN D, 1982, HARVARD BUS REV, V60, P107 GOLDMAN SL, 1991, 21 CENTURY MANUFACTU GOLDMAN SL, 1995, AGILE COMPETITORS VI GORANSON HT, 1992, ENTERPRISE INTEGRATI GREENWOOD NR, 1988, IMPLEMENTING FLEXIBL GUJARATI DN, 1995, BASIC ECONOMETRICS MEYER MH, 1997, POWER PRODUCT PLATFO MONDEN Y, 1998, TOYOTA PRODUCTION SY NICHOLAS JM, 1998, COMPETITIVE MANUFACT OLHAGER J, 1993, INT J PROD ECON, V30, P67 PELAEZIBARRONDO JJ, 2001, P 4 SMESME INT C AAL SETHI AK, 1990, INT J FLEX MANUF SYS, V2, P289 TSOURVELOUDIS NC, 1998, IEEE T ENG MANAGE, V45, P78 TSOURVELOUDIS NC, 1998, THESIS U GREECE TSOURVELOUDIS NC, 2000, MEASUREMENT AGILITY VISWANADHAM N, 1992, PERFORMANCE MODELING WATANABE ABK, 2002, P 5 WORLD AUT C ALB ZELENOVIC DM, 1982, INT J PROD RES, V20, P319 NR 26 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2004 VL 24 IS 7 BP 573 EP 583 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 833IU UT ISI:000222331800006 ER PT J AU Wu, CW Chen, CL TI A new focus on overcoming the improvement failure SO TECHNOVATION LA English DT Article DE improvement failure; authority-limitation factor; negligence factor AB Keating et al. [Eur. Man. J., 17 (1999) 120] have described the concept of "improvement paradox". They argued that an improvement program is difficult to sustain, and that sometimes a successful improvement program may worsen business performance. We think that there is a need to redefine the success of an improvement program. We should look into the case that a program is applied to instead of the program itself. Also, since cases of improvement failure have seldom been discussed, we feel that it is important to be able to learn from the failure. The objectives of this paper are twofold. First, we redefine the success/ failure of an improvement program with examples. Second, we explain how to find and avoid failure factors in those examples. (C) 2003 Elsevier Ltd. All rights reserved. C1 Feng Chia Univ, Dept Econ, Taichung 407, Taiwan. Natl United Univ, Dept Business Management, Miaoli 360, Taiwan. RP Chen, CL, Feng Chia Univ, Dept Econ, 100 Wen Hwa Rd, Taichung 407, Taiwan. EM clchen@fcu.edu.tw CR DEMING WE, 1986, OUT CRISIS GANO D, 1999, APOLLO ROOT CAUSE AN ISHIKAWA K, 1985, WHAT IS TOTAL QUALIT JURAN JM, 1986, QUAL PROG, V19, P19 KEATING EK, 1999, EUROPEAN MANAGEMENT, V17, P120 NR 5 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2004 VL 24 IS 7 BP 585 EP 591 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 833IU UT ISI:000222331800007 ER PT J AU Prajogo, BI Sohal, AS TI The multidimensionality of TQM practices in determining quality and innovation performance - an empirical examination SO TECHNOVATION LA English DT Article DE TQM; multidimensionality; mechanistic; organic; quality; innovation; structural equation modeling ID COMPETITIVE ADVANTAGE; MANAGEMENT-PRACTICES; ENTREPRENEURIAL FIRMS; ORIENTATION; VALIDATION; IMPACT; MODELS AB This paper examines the multidimensionality of TQM in association with organizational performance. The primary proposition examined in this study is that TQM embodies two different models of practices, mechanistic and organic, with each showing a different role in the association with two different types of performance, quality and innovation. Using empirical data gathered from 194 middle/senior managers in Australian firms, the findings support the proposition in pairing the mechanistic elements of TQM with quality performance and the organic elements with innovation performance. Further results, however, fail to support the proposition that organizations need to configure TQM practices in different ways for achieving different type of performance. (C) 2002 Elsevier Ltd. All rights reserved. C1 Dept Management, Caulfield, Vic 3145, Australia. RP Sohal, AS, Dept Management, POB 197, Caulfield, Vic 3145, Australia. EM amrik.sohal@buseco.monash.edu.au CR AHIRE SL, 1995, PRODUCTION OPERATION, V4, P277 AHIRE SL, 1996, DECISION SCI, V27, P23 AMABILE TM, 1989, CREATIVITY RES J, V2, P231 ANDERSON JC, 1994, ACAD MANAGE REV, V19, P472 ATUAHENEGIMA K, 1996, J BUS RES, V35, P93 AVLONITIS G, 1994, EUR J MARKETING, V28, P5 BOLWIJN PT, 1990, LONG RANGE PLANN, V23, P44 BURNS T, 1961, MANAGEMENT INNOVATIO COHN SF, 1980, OMEGA, V8, P441 CORBETT C, 1993, CALIF MANAGE REV, V35, P107 DEAN JW, 1994, ACAD MANAGE REV, V19, P392 DEMING WE, 1986, OUT CRISIS DESHPANDE R, 1993, J MARKETING, V57, P23 DOW D, 1999, PROD OPER MANAG, V8, P1 EVANS JR, 1999, MANAGEMENT CONTROL Q FLYNN BB, 1995, DECISION SCI, V26, P659 FLYNN BB, 1995, QUALITY MANAGEMENT J, V2, P8 GERMAIN R, 1999, INT J QUALITY RELIAB, V16, P371 GRANDZOL JR, 1998, INT J QUALITY SCI, V3, P80 HAIR JF, 1998, MULTIVARIATE DATA AN HILL CWL, 2001, STRATEGIC MANAGEMENT HINKLE DE, 1994, APPL STAT BEHAV SCI HOLLENSTEIN H, 1996, RES POLICY, V25, P633 IMAI M, 1986, KAIZEN KEY JAPANS CO JURAN JM, 1995, HIST MANAGING QUALIT KARAGOZOGLU N, 1988, J PROD INNOVAT MANAG, V5, P269 KEKALE T, 1995, INT J QUALITY RELIAB, V12, P210 KLEINSCHMIDT EJ, 1991, J PROD INNOVAT MANAG, V8, P240 KRAFT K, 1990, APPL ECON, V22, P1029 LAU RSM, 1998, INT J QUALITY RELIAB, V15, P85 LAWLER EE, 1994, ACADEMY MANAGEMENT E, V8, P68 MILLER D, 1982, STRATEGIC MANAGEMENT, V3, P1 MORENOLUZON MD, 1998, INT J QUALITY SCI, V3, P328 POWELL TC, 1992, STRATEGIC MANAGE J, V13, P551 POWELL TC, 1995, STRATEGIC MANAGE J, V16, P15 PRAJOGO DI, 2001, TECHNOVATION, V21, P539 REEVES CA, 1994, ACAD MANAGE REV, V19, P419 SAMSON D, 1999, J OPER MANAG, V17, P393 SITKIN SB, 1994, ACAD MANAGE REV, V19, P537 SPENCER BA, 1994, ACAD MANAGE REV, V19, P446 SPREITZER GM, 1995, ACAD MANAGE J, V38, P1442 SUBRAMANIAN A, 1996, J ENG TECHNOL MANAGE, V13, P223 TABACHNICK BG, 2001, USING MULTIVARIATE S TAMIMI N, 1998, INT J QUALITY SCI, V3, P71 TATA J, 1999, J MANAGERIAL ISSUES, V11, P440 THOMPSON AA, 1998, STRATEGIC MANAGEMENT THOMPSON KR, 1998, ORGAN DYN, V26, P62 WATSON JG, 1995, INT J QUALITY RELIAB, V12, P100 NR 48 TC 2 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUN PY 2004 VL 24 IS 6 BP 443 EP 453 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 826IM UT ISI:000221822800001 ER PT J AU Carayol, N Matt, M TI The exploitation of complementarities in scientific production process at the laboratory level SO TECHNOVATION LA English DT Article DE economics of science; academic research laboratory; organisation; typology ID LIFE-CYCLE; SCIENCE; UNIVERSITIES; TECHNOLOGY; ECONOMICS; CONTEXT AB The paper analyses the scientific research production of more than 80 laboratories belonging to Louis Pasteur University, a large and well-ranked European research university. We study research organisation of the labs focusing on the structure of research personnel and outcomes. The paper proposes a typology of laboratories, which enables us to stress different design for research organisation. The main results show how appropriate combinations of research personnel may strongly influence the publication and patent productivity. (C) 2004 Elsevier Ltd. All rights reserved. C1 Univ Strasbourg 1, CNRS, UMR 7522, BETA, F-67085 Strasbourg, France. RP Carayol, N, Univ Strasbourg 1, CNRS, UMR 7522, BETA, 61 Ave Foret Noire, F-67085 Strasbourg, France. EM carayol@cournot.u-strasbg.fr CR ADAMS J, 1996, P NATL ACAD SCI USA, V93, P12664 ALLISON PD, 1990, AM SOCIOL REV, V55, P469 ARORA A, 1998, ANN EC STAT, V49, P163 BENZECRI JP, 1992, CORRESPONDENCE ANAL BONACCORSI A, 2003, SCIENTOMETRICS, V58, P35 CARAYOL N, 2003, RES POLICY, V32, P887 CARAYOL N, 2003, UNPUB DOES RES ORG I COLE S, 1973, SOCIAL STRATIFICATIO COUPE T, 2003, J TECHNOLOGY TRANSFE, V28, P31 CROW M, 1987, RES POLICY, V16, P229 DASGUPTA P, 1994, RES POLICY, V23, P487 DIAMOND AM, 1986, J GERONTOL, V41, P520 FOX MF, 1992, SOCIOL EDUC, V65, P293 HENDERSON R, 1998, REV ECON STAT, V80, P119 JOLY PB, 1996, RES POLICY, V25, P901 LAREDO P, 2000, SCIENTOMETRICS, V47, P515 LEVIN SG, 1991, AM ECON REV, V81, P114 LONG JS, 1978, AM SOCIOL REV, V43, P880 LONG JS, 1981, AM SOCIOL REV, V46, P422 LOTKA AJ, 1926, J WASHINGTON ACADEMY, V16, P317 MAIRESSE J, 2002, C RETH SCI POL AN FR STEPHAN PE, 1996, J ECON LIT, V34, P1199 STEPHAN PE, 1998, SEX ROLES, V38, P11 STEPHAN PE, 2002, C RETH SCI POL AN FR WALLMARK JT, 1997, TECHNOVATION, V17, P127 WEISS Y, 1982, RES LABOR EC, V5, P157 ZUCKERMAN HA, 1972, SOCIOLOGY AGE STRATI, V3, P497 NR 27 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUN PY 2004 VL 24 IS 6 BP 455 EP 465 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 826IM UT ISI:000221822800002 ER PT J AU Watanabe, C Hobo, M TI Creating a firm self-propagating function for advanced innovationoriented projects: lessons from ERP SO TECHNOVATION LA English DT Article DE ERP; advanced innovation-oriented project; IT; self-propagating structure AB Under the new paradigm of an information society, Japan is experiencing a vicious cycle between non-elastic institutions and insufficient utilization of the potential benefits of IT that impedes the structural change efforts of firms. In parallel with this, the advanced innovation-oriented projects of firms are undergoing a structural change. However, a dramatic deployment of i-mode service (NTT DoCoMo's mobile Internet access 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 IT through dynamic interaction with it. The advancement of enterprise resource planning (ERP) software in a co-evolutional way between convergence for vendor strength and divergence for satisfying diversified customer base demonstrates a similar expectation. This expectation relates to a business field in which the advanced innovation-oriented projects of firms under a new paradigm can be expected to develop in the process of embodying a self-propagating function. Prompted by this demonstration, this paper on the basis of a comparative empirical analysis of the interaction between a software vendor (ERP firm) and ERP customers with different business models towards creating a self-propagating structure based on a coevolutional process between internal motivation of the vendor and external expectations raised by customers, attempts to identify key conditions essential to creating a self-propagating structure for advanced innovation-oriented projects of firms. (C) 2002 Elsevier Ltd. All rights reserved. C1 Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, Tokyo 1528552, Japan. Viryanet Japan Ltd, Minato Ku, Tokyo 1080014, Japan. RP Watanabe, C, Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, 2-12-1 Ookayama, Tokyo 1528552, Japan. EM chihiro@me.titech.ac.jp CR *MAR CORP, 2001, MAR ANN REP 2001 *MELCO, 1995, MELCO *OECD, 2001, NEW EC HYP *SAP, 2001, SAP ANN REP *YOD CAM, 2001, CO BROCH YOD CAM DEWAN S, 2000, MANAGE SCI, V46, P548 SAKAKIBARA K, 1999, 11 NISTEP WATANABE C, IN PRESS TECHNOVATIO YUCEAN E, 1999, 9973 INSEAD NR 9 TC 2 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUN PY 2004 VL 24 IS 6 BP 467 EP 481 PG 15 SC Engineering, Industrial; Operations Research & Management Science GA 826IM UT ISI:000221822800003 ER PT J AU Lemon, M Sahota, PS TI Organizational culture as a knowledge repository for increased innovative capacity SO TECHNOVATION LA English DT Article DE organizational culture; innovative capacity; knowledge audit ID BELIEF STRUCTURES; TOP MANAGEMENT; MEMORY; CONSTRAINTS; PERFORMANCE; STRATEGY; FAILURE; FIRMS; LOGIC; WORK AB Just as 'innovate or die' is one of the mantras of today's economy, knowledge is increasingly recognized as the key underpinning resource. Effective innovation that improves the ability of an organization to remain competitive within an uncertain environment requires the creation, capture, harvest, sharing and application of knowledge and expertise. The ability of an organization to 'learn' means that knowledge must be utilized on problems and opportunities as they emerge and is generated through an ongoing evaluation of how those responses have impacted on the organization and its operating environment. Much has been written about the process of innovation from idea generation through downstreaming and operationalization to commercialization. Organizational culture has been recognized as a primary determinant within innovation and the need to better understand this relationship or process is a necessary prerequisite to nurturing it in a more structured and systematic manner. Innovation is holistic in nature and is inseparable from the culture that facilitates or constrains the ability to 'add value'. This paper explores and presents organizational culture as a 'bundle' of knowledge repositories with storing and information processing capabilities. Drawing upon the knowledge management and innovation literature the location, attributes and characteristics of these repositories are provisionally identified and mapped. Primary data drawn from an R&D environment within telecommunications is then used to develop a tool for auditing, intervening, changing and maintaining knowledge repositories. This is a three-stage process comprising an audit tool that identifies various cultural archetypes and their respective audited knowledge layers; an intervention tool that suggests various interventions and strategies for targeted change to the audited knowledge layers and an innovation maintenance tool that proposes strategies for 'maintenance' of the desired organizational culture archetype. It will be argued that organizational learning plays an important part in ensuring that knowledge repositories are continually replenished and updated to enable efficient responses to changes in its competitive environment. (C) 2003 Elsevier Ltd. All rights reserved. C1 Cranfield Univ, Sch Ind & Mfg Sci, Int Ecotechnol Res Ctr, Cranfield MK43 0AL, Beds, England. RP Lemon, M, Cranfield Univ, Sch Ind & Mfg Sci, Int Ecotechnol Res Ctr, Cranfield MK43 0AL, Beds, England. EM m.lemon@cranfield.ac.uk p.sahota@btinternet.com CR ARGYRIS C, 1978, ORG LEARNING THEORY BADARACCO J, 1991, KNOWLEDGE LINK FIRMS BARLEY SR, 1996, ADMIN SCI QUART, V41, P404 BARNARD CI, 1938, FUNCTIONS EXECUTIVE BEYER JM, 1981, HDB ORG DESIGN, V2 BLACKLER F, 1995, ORGAN STUD, V16, P1021 BONARA EA, 1993, IMPLEMENTING STRATEG BRIEF AP, 1983, HUM RELAT, V36, P1065 COLILNS H, 1993, SOC RES, V60, P95 COWAN N, 1988, PSYCHOL BULL, V104, P163 CYRET RM, 1963, BEHAV THEORY FIRM DAFT RL, 1984, ACAD MANAGE REV, V9, P284 DAVENPORT TH, 1998, SLOAN MANAGE REV, V39, P43 DOUGLAS M, 1986, I THINK DOUGLAS M, 1994, CHEATS WORK DUNBAR RLM, 1982, J MANAGE STUD, V19, P91 EARL MJ, 1994, STRATEGIC INFORMATIO EDEN C, 1998, MAKING STRATEGY JOUR FAYOL H, 1949, GEN IND MANAGEMENT FIOL CM, 1985, ACAD MANAGE REV, V10, P803 FORD JD, 1984, ACAD MANAGE J, V27, P271 FORTUNE J, 1990, TECHNOL ANAL STRATEG, V2, P383 GRANOVETTER M, 1985, AM J SOCIOL, V91, P481 GREEN S, 1996, ECUMENE, V3, P181 HALL RI, 1984, MANAGE SCI, V30, P905 HAMBRICK DC, 1981, ADM SCI Q, V26, P253 HAVENS C, 1999, STRATEGY LEADERSHIP, V27, P4 HEDBERG BLT, 1981, HDB ORG DESIGN HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HIRSCHHORN L, 1984, MECHANIZATION WORK T JAMES W, 1950, PRINCIPLES PSYCHOL KOHN A, 1995, PUNISHED REWARDS LAM A, 2000, ORGAN STUD, V21, P487 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LEVITT B, 1988, ANNU REV SOCIOL, V14, P319 LYLES MA, 1992, J MANAGE STUD, V29, P155 MARCH JG, 1958, ORGANIZATIONS MARCH JG, 1975, EUROPEAN J POLITICAL, V3, P147 MARCH JG, 1976, AMBIGUITY CHOICE ORG MARCH JG, 1991, ORGAN SCI, V2, P1 MARTINY M, 1998, ORGAN DYN, V27, P71 MASON RO, 1981, CHALLENGING STRATEGI MEYER AD, 1982, ADM SCI Q, V27, P515 MINTZBERG H, 1979, STRUCTURE ORG NELSON RR, 1982, EVOLUTIONARY THEORY NEWELL S, 2000, HUM RELAT, V53, P1287 NONAKA I, 1991, HARVARD BUSINESS NOV, P96 NONAKA I, 1994, ORGAN SCI, V5, P14 NONAKA I, 1995, KNOWLEDGE CREATING C NYSTROM PC, 1984, ORGAN DYN, V12, P53 ORR J, 1990, COLLECTIVE REMEMBERI PETERS T, 1982, SEARCH EXCELLENCE POLANYI M, 1962, PERSONAL KNOWLEDGE P POLANYI M, 1966, TACIT DIMENSION PRAHALAD CK, 1986, STRATEGIC MANAGE J, V7, P485 PRUSAK L, 1997, KNOWLEDGE ORG RYLES G, 1949, CONCEPT MIND SANDSTEDE B, 2001, DYNAM SYST, V16, P1 SCIBNER S, 1986, PRACTICAL INTELLIGEN SENGE P, 1990, 5 DISCIPLINE ART PRA SIMON HA, 1976, ADM BEHAV SMITH GD, 1981, HARVARD BUS REV, V59, P164 SPENDER JC, 1996, J ORGAN CHANGE MANAG, V9, P63 SPROUTT LS, 1981, HDB ORG DESIGN, V2 SRIVASTVA S, 1988, HUM RELAT, V41, P31 STARBUCK W, 1977, STRATEGY STRUCTURE P STARBUCK WH, 1992, J MANAGE STUD, V29, P713 SVEIBY K, 1987, MANAGING KNOW HOW AD TEECE DJ, 1996, J ECON BEHAV ORGAN, V31, P193 TEECE DJ, 1998, DYNAMIC FIRM ROLE TE THOMPSON JD, 1967, ORG ACTION TIDD J, 2001, MANAGING INNOVATION WAH L, 1999, MANAGEMENT REV, V88 WALSH JP, 1988, ACAD MANAGE J, V31, P873 WALSH JP, 1988, ORGAN BEHAV HUM DEC, V42, P194 WALSH JP, 1991, ACAD MANAGE REV, V16, P57 WEICK KE, 1971, J PERS SOC PSYCHOL, V17, P179 WEICK KE, 1979, SOCIAL PSYCHOL ORG WHARTON A, 1998, DOCUMENT WORLD OCT WIKSTROM S, 1994, KNOWLEDGE VALUE NEW ZUBOFF S, 1988, AGE SMART MACHINE FU NR 81 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUN PY 2004 VL 24 IS 6 BP 483 EP 498 PG 16 SC Engineering, Industrial; Operations Research & Management Science GA 826IM UT ISI:000221822800004 ER PT J AU Xie, W TI Technological learning in China's colour TV (CTV) industry SO TECHNOVATION LA English DT Article DE technological learning; component localization; technoloigical innovation; CTV industry ID ELECTRONICS INDUSTRY AB Despite the significant research progress in the field of technological learning relevant to developing countries, there is very little literature concerning China. This paper aims to start filling this gap in the literature by examining the developement process of China's CTV industry. This paper suggests that the learning process occurring in China's CTV industry is inherently the same as that of other NIEs (Newly Industrializing Economies). Meanwhile, there are some differences in technological learning between China and other NIEs. China is a big country with a huge domestic market. Firms in China's CTV industry can combine marketing skills for the domestic market with imported assembly lines to enter the market and build a brand name in the domestic market. Therefore, it seems that there is a greater opportunity for Chinese firms, compared with latecomer firms from other smaller NIEs, to utilise its cheap labor cost and economies of scale in an international market. Also, this paper draws out lessons from the development of China's CTV industry, which may be of interest to other developing countries. (C) 2002 Elsevier Ltd. All rights reserved. C1 Tsing Hua Univ, Sch Econ & Management, Beijing 100084, Peoples R China. RP Xie, W, Tsing Hua Univ, Sch Econ & Management, Beijing 100084, Peoples R China. 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Role of stakeholders SO TECHNOVATION LA English DT Article DE Environmental Management System (EMS); ISO 14001; implementation; stakeholders; Australia; New Zealand; survey ID INNOVATION; SUPPLIERS AB The importance of an Environmental Management System (EMS) for organisations is becoming widely known across all industrial sectors. EMS has brought both challenges and benefits for the organisations and these many-a-times are determined by the role played by the organisational stakeholders. Stakeholder is a broad term and can encompass a number of individual(s) or group(s) directly or indirectly impacted by organisational activities. This paper, second part in the series, focuses on the role of the stakeholders, primarily employees and suppliers during the EMS planning and implementation stages. It is based on the findings of the quantitative part of a large research project exploring the role of employees and suppliers, as organisational stakeholders, during the EMS adoption stages. A response rate of almost 50% was achieved from a questionnaire survey of ISO 14001 certified organisations in Australia and New Zealand. The key relationships existing between the organisations and stakeholder involvement and the benefits and impediments associated with the process have also been presented. (C) 2002 Elsevier Ltd. All rights reserved. C1 Monash Univ, Dept Management, Caulfield 3145, Australia. RP Sohal, A, Monash Univ, Dept Management, POB 197, Caulfield 3145, Australia. EM Amrik.Sohal@BusEco.Monash.Edu.Au CR 1998, SUPPLY MANAGEMENT, V3, P43 ANDERSON MC, 1998, P 3 INT C BUS RES CT, P290 AVERY S, 1999, PURCHASING, V127, P114 BANERJEE SB, 1998, MANAGE LEARN, V29, P147 BENNINGTON L, 1997, 3697 FAC BUS EC DEP BOIRAL O, 1998, J GEN MANAGE, V24, P35 BOWERN M, 1999, P 3 INT 6 NAT RES C, P24 BRAMLEY T, 1998, SUPPLY MANAGEMENT, V3, P29 BROWN A, 1995, P 2 NAT RES C QUAL M, P147 BROWN MG, 1994, TQM FAILS WHAT ABOUT CHALFANT RV, 2000, IRON AGE NEW STEEL, V16, P65 CHAMPION D, 1998, HARVARD BUS REV, V76, P20 CHILD J, 1997, BRIT AC MAN ANN C P, P86 CLARK D, 1999, POLLUTION ENG SUM, P14 CORBETT LM, 2000, INT J OPER PROD MAN, V20, P204 CROSBIE L, 1995, STRATEGY SUSTAINABLE DAVENPORT S, 1997, TECHNOLOGY MANUFACTU, P19 DAVIS SP, 2000, ENV QUALITY MANAGEME, V9, P77 DUFRESNE J, 2000, 14001 ISO EDUR O, 2000, CMA MANAGEMENT, V14, P14 EDWARDS N, 1997, SUPPLY MANAGEMENT, V2, P24 ENARSSON L, 1998, INT J PHYS DISTRIB, V28, P5 FLORIDA R, 1996, CALIFORNIA MANAGEMEN, V39, P8 FOSZCZ JL, 1999, PLANT ENG, V8 FROOMAN J, 1999, ACAD MANAGE REV, V24, P191 GEFFEN CA, 2000, INT J OPER PROD MAN, V20, P166 GULLIFER B, 1999, AGE 0505 HANDFIELD RB, 1999, CALIF MANAGE REV, V42, P59 HANNA MD, 2000, INT J OPER PROD MAN, V20, P148 HARDING R, 1999, 14000 ISO HELLER F, 1998, HUM RELAT, V51, P1425 HILLARY R, 2000, HLTH SAFETY PRACTITI, V18, P52 HUA HM, 2000, TOTAL QUAL MANAGE, V11, P1111 INMAN RA, 1999, PRODUCTION INVENTORY, V40, P46 JOHNSON P, 1997, 14000 ISO KATAYAMA H, 1997, P 4 INT M DEC SCI 1, P567 KITAZAWA S, 2000, INT J OPER PROD MAN, V20, P225 KLASSEN RD, 2000, INT J OPER PROD MAN, V20, P127 KNIGHT D, 1996, TQM MAGAZINE, V8, P24 KOECHLIN D, 1993, GREEN BUSINESS OPPOR LALLY AP, 1998, LAW POLICY INT BUSIN, V29, P501 LANGFIELDSMITH K, 1998, J MANAGE STUD, V35, P331 LEE TY, 1995, ASIA PACIFIC J QUALI, V4, P6 LLOYD M, 1994, PURCHASING SUPPL OCT, P36 MCDERMOTT C, 1999, BUS HORIZONS, V42, P21 MCINTYRE K, 1998, SUPPLY CHAIN MANAG, V3, P149 MILES MP, 2000, J BUS ETHICS, V23, P299 MILLIGAN J, 1999, 3 INT 6 NAT RES C QU, P341 MITCHELL RK, 1997, ACAD MANAGE REV, V22, P853 NOLAN A, 1999, SUPPLY MANAGEMENT, V4, P9 PETTS J, 1998, J ENV PLANNING MANAG, V41, P711 PUN KF, 1998, P 2 INT C QUAL MAN M, P138 QUINN B, 2000, POLLUT ENG, V32, P25 RADDER L, 1998, TQM MAGAZINE, V10, P276 ROSS JE, 1995, TQM TEXT CASES READI SHIN RW, 2000, PUBLIC ADM Q, V24, P68 SILOS IM, 1999, POLLUTION INVENTORY, V40, P56 SUAREZ FF, 1995, SLOAN MANAGE REV, V37, P25 SUKLEV B, 1997, P 2 INT 5 NAT RES C, P222 SULLIVAN TFP, 1990, ENV HLTH SAFETY MANA SUN H, 1999, P 4 INT C ISO 9000 T, P585 SWITZER J, 1999, ENV QUALITY MANAGEME, V9, P17 THEYEL G, 2000, INT J OPER PROD MAN, V20, P249 TYLER G, 1997, SUPPLY MANAGEMENT, V2, P36 ULHOI JP, 1997, P 4 INT DEC M SCI I, P74 VERHAGEN CB, 1999, P 3 INT 6 NAT RES C, P458 WADDELL B, 1998, 6598 MON U DEP MAN F WALKER DHT, 2000, TQM MAGAZINE, V12, P18 WEBBER W, 1997, 5897 MON U DEP MAN F WHITENER EM, 1998, ACAD MANAGE REV, V23, P513 WILKS N, 1999, PROF ENG, V12, P20 WILSON RC, 1999, POLLUT ENG, V31, P63 WILSON WG, 1999, SUSTAINING ENV MANAG WONG A, 2000, TOTAL QUAL MANAGE, V11, S427 YUNG WKC, 1997, P 2 INT C QUAL REL 1, P241 ZINELDIN M, 1998, EUR J MARKETING, V32, P1138 ZUTSHI A, 2002, IN PRESS BUSINESS PR ZUTSHI A, 2002, IN PRESS ENV MANAG 1 NR 78 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY PY 2004 VL 24 IS 5 BP 371 EP 386 PG 16 SC Engineering, Industrial; Operations Research & Management Science GA 820FK UT ISI:000221372600001 ER PT J AU Park, Y Park, G TI A new method for technology valuation in monetary value: procedure and application SO TECHNOVATION LA English DT Article DE technology valuation; technology factor; market factor AB Recently. with the emergence of technology-intensive venturing business and the advent of knowledge-based economy, social demands for technology valuation have increased. However, technology valuation in nature is an intractable task and existing methods for technology valuation are subject to drawbacks and limitations. The main objective of this research is to propose a new technology valuation method that generates monetary value, rather than score or index, based on the structural relationship between technology factors and market factors. The overall framework and detailed procedure of the proposed method are presented and a Couple of exemplary cases are adopted to illustrate the practical application. (C) 2002 Elsevier Ltd. All rights reserved. C1 Seoul Natl Univ, Coll Engn, Dept Ind Engn, Seoul 151742, South Korea. RP Park, Y, Seoul Natl Univ, Coll Engn, Dept Ind Engn, San 56-1,Shillim Dong, Seoul 151742, South Korea. EM parkyt@cybernet.snu.ac.kr CR BLACK F, 1973, J POLITICAL EC, V81, P637 BOER FP, 1998, RES TECHNOL MANAGE, V41, P45 BOER P, 1999, VALUATION TECHNOLOGY KASH D, 1997, CHEM ENG NEWS, V20, P30 MARD M, 2000, LICENSING J AUG, P27 MARD M, 2000, LICENSING J AUG, P27 MITCHELL G, 1996, RES TECHNOLOGY M MAY, P50 PAVRI Z, 1999, P INSIGHT C TOR SOUDER W, 1972, MANAGE SCI, V18, P526 TIPPING JW, 1995, RES TECHNOL MANAGE, V38, P22 WILKINS J, 1997, EXPERT SYST APPL, V13, P55 NR 11 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY PY 2004 VL 24 IS 5 BP 387 EP 394 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 820FK UT ISI:000221372600002 ER PT J AU Curtis, M Khare, A TI Energy conservation in electric utilities: an opportunity for restorative economics at SaskPower SO TECHNOVATION LA English DT Article DE energy conservation; restorative economics; electric utilities; kyoto protocol AB Utilities can profit through direct financial and environmental benefits, and increased shareholder and customer value. Where demand side management (DSM) programs cost less per kilowatt-hour than it would cost to generate the same amount of electricity, energy conservation offers a viable supply option, reducing the need for large capital expenditures in generating capacity. It may also improve the efficiency of transmission and distribution assets and reduce operating and maintenance costs. To deliver DSM, utilities can employ awareness/information programs, energy management and technical and training services, financial incentives and tax measures. which may be implemented through voluntary programs, regulation and government expenditures. financial incentives or new business ventures. The lower discount rate in electric utilities, when compared to most customer businesses. makes utility DSM more cost effect than alternative business models. Using SaskPower. a vertically integrated electric utility in Saskatchewan, Canada as an example, this paper demonstrates how selling efficiency rather than power offers utilities both a supply option and a business opportunity. SaskPower can accrue financial and environmental benefit. while meeting and exceeding customer and stakeholder expectations. This paper discusses the challenges and opportunities energy conservation represents for electric utilities. (C) 2002 Elsevier Ltd. All rights reserved. RP Khare, A, 301-22 Sir Winston Churchill Ave, St Albert, AB T8N 1B4, Canada. EM anshuman@athabascau.ca CR *ATCO EL, 2002, CLIM CHANG PROGR REP *CAN EL ASS, 2002, MEMB GUID ONL *ENV CAN, 2000, TRENDS CAN GREENH GA *MAN HYDR, 2001, VOL CHALL REG PROGR *NOV SCOT POW INC, 2002, VOL CHALL REG ACT PL *SASKPOWER, 2000, 2000 ANN REP *SASKPOWER, 2001, CLIM CHANG ACT PLAN *SECDA, 1994, SASK COMM EN US STUD *SECDA, 1995, SASK IND EN END US S BAKERSTARIHA BD, 1993, DEMAND SIDE MANAGEME EGAN J, 2001, BUILDING VALUE AMID EGAN J, 2001, CRISIS IS OPPORTUNIT HAWKEN P, 1993, TEASING IRONY ECOLOG, P1 JACOBS M, 1993, GREEN EC LEMARRE L, 1994, EPRI J OCT MORGAN R, 2001, NEW CONSTRUCTION PRO NADEL S, 2000, UTILITY ENERGY EFFIC ROSENSTOCK S, 2001, EEI MEMBER NONMEMBER NR 18 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY PY 2004 VL 24 IS 5 BP 395 EP 402 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 820FK UT ISI:000221372600003 ER PT J AU Watanabe, C Kishioka, M Nagamatsu, A TI Effect and limit of the government role in spurring technology spillover - a case of R&D consortia by the Japanese government SO TECHNOVATION LA English DT Article DE R&D consortia; technology spillover; MITI's industrial technology policy; translog cost function ID OPPORTUNITY; RETURN; RATES AB Why should rivals cooperate? This is the fundamental question posed by R&D consortia. The answer to this question provides a reasonable elucidation of the inside of the black box which enabled Japan to achieve the high-technology miracle in the 1980s. One reasonable answer to the question can be a virtuous cycle spurring technology spillover among participants, and also between consortia and economy as a whole. Prompted by this postulate, this paper attempts to analyze the effect and limit of the role of the government in spurring technology spillover through an emprical analysis of R&D consortia initiated by the Japanese Government over the last four decades. (C) 2003 Elsevier Ltd. All rights reserved. C1 Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, Tokyo 1528522, Japan. Tech Res Inst, Minato Ku, Tokyo 1070061, Japan. Kishioka Res Associates, Namekawa, Saitama 3550814, 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 *EC RES I JAP SOC, 1999, RES BEST MIX TECHN P *FOR ENG RES ASS, 1991, 30 YEARS HIST ENG RE *JAP FED EC ORG, 1989, RES REP QUEST SURV R *NAT RES COUNC, 1990, R D CONS US JAP COLL *NEDO, 1990, 10 YEARS HIST NEDO N BERNSTEIN JI, 1988, AM ECON REV, V78, P429 BERNSTEIN JI, 1989, J IND ECON, V37, P315 BERNSTEIN JI, 1997, NBER WORKING PAPER, V6066 CALLON S, 1995, DIVIDED SUN MITI BRE DENISON EF, 1962, SOURCES EC GROWTH US GOTO A, 1993, JAPANESE TECHNOLOGIC GRILICHES Z, 1979, BELL J ECON, V10, P92 GRILICHES Z, 1998, R D PRODUCTIVITY GRUPP H, 1996, J EVOL ECON, V6, P175 JAFFE AB, 1986, AM ECON REV, V76, P984 JOHNSON C, 1982, MITI JAPANESE MIRACL JORGENSON DW, 1967, REV ECON STUD, V34, P249 MIYAJIMA H, 1999, P TECHN M IIASA TIT MIYATA Y, 1997, COOPERATIVE R D IND NAKAMURA Y, 2001, INT J ENTREPRENEURSH, V1 NAKAMURA Y, 2001, THESIS GRADUATE I SC OKIMOTO DZ, 1989, MITI MARKET SAKAKIBARA M, 1997, RES POLICY, V26, P447 SAKAKIBARA M, 2001, RES POLICY, V30, P903 SCHERER FM, 1965, AM ECON REV, V55, P1097 WAKABAYASHI K, 1999, SCI TECHNOLOGY POLIC, V26, P2 WATANABE C, 1991, INDUCING POWER JAPAN WATANABE C, 1997, CAETS P 12 CONV ED, P23 WATANABE C, 1998, TECHNO EC WATANABE C, 1999, RES POLICY, V28, P719 WATANABE C, 2002, IN PRESS TECHNOVATIO YOSHIOKA K, 1994, SOURCES TOTAL FACTOR NR 32 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY PY 2004 VL 24 IS 5 BP 403 EP 420 PG 18 SC Engineering, Industrial; Operations Research & Management Science GA 820FK UT ISI:000221372600004 ER PT J AU Palmai, Z TI An innovation park in Hungary: INNOTECH of the Budapest University of Technology and Economics SO TECHNOVATION LA English DT Article DE innovation park; virtual; incubator; company; University AB The international experiences of scientific/innovation parks can be best utilised if they can be succesfully adapted to the specific conditions of a given County. This case study presents the experience of the 15 years operation of a scientific park that was founded in Hungary beside the Budapest University of Technology and Economics in 1987. As far as we know, it was the first institute of its kind in Central Eastern Europe. The structure of ownership can be regarded as optimal, since 52% of the company is owned by the University. 38% by the Local Government and 10% by the Ministry of Education. The park operates both as a traditional and a virtual incubator. It has been utilising all of its territory for ten years, nevertheless, it covers no more than 10% of its activity, and consequently its revenue. The main objective of the park is to operate as a virtual incubator for the professors of the university. Thus, INNOTECH itself may be considered a spin-off company that was established by the university to provide incubation services for the professors. They create entrepeneurial teams that work together steadily for several years and undertake to solve various problems. These teams operate as virtual research and devlopment companies, using the incubation services of INNOTECH. These virtual enterprises performed essentially research actvities in the first few years following the foundation of INNOTECH, then development-type activities became dominant. There have already been some signs that have indicated saturation of the company's virtual incubation activity, therefore, INNOTECH is searching to find opportunities of broadening the scope of its operation and intends to become one of the initiating factors of regional innovation in Hungary, creating a wider market for the capacity of technological development at the University. (C) 2003 Elsevier Ltd. All rights reserved. RP Palmai, Z, Andor 60, H-1119 Budapest, Hungary. EM palmai@innotech.hu CR BAKOUROS YL, 2002, TECHNOVATION, V22, P123 CHORDA IM, 1996, TECHNOVATION, V16, P143 DEVAI K, 2001, MAGYAR TUDOMANY, V4, P457 PALMAI Z, 2000, INCOPARK TECHNOLOGIA VAMOS T, 1984, HAZANK MUSZAKI HALAD NR 5 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY PY 2004 VL 24 IS 5 BP 421 EP 432 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 820FK UT ISI:000221372600005 ER PT J AU Lee, J Win, HN TI Technology transfer between university research centers and industry in Singapore SO TECHNOVATION LA English DT Article DE technology transfer; university research center; transfer rnechanisin AB University research center is one of the most attractive external Sources of technology for the industry. In an industrialized country. there exists a strong linkage between university and industry to facilitate the exchange of technology. This paper attempts to identify the different modes of technology transfer at university research centers. The authors reviewed and compared technology transfer activities of three university research centers in Singapore. Comparing three research centers according to their activities and performances in technology transfer, it can be seen that higher the commitment in motivating industry to participate in technology transfer projects, the more successful the technology transfer practices become. Among different technology transfer mechanisms, joint R&D project is an efficient way to ensure high commitment of industry and increase the transferability and willingness to industry. The role of the government is also critical for successful relationship between research centers and industry, to assist the research centers and provide the funding and other resources. (C) 2003 Elsevier Ltd. All rights reserved. C1 Inst Sci & Technol Policy, Specialty Construct Ctr Bldg, Seoul 156714, South Korea. Asian Disaster Preparedness Ctr, Pathum Thani 12120, Thailand. RP Lee, J, Inst Sci & Technol Policy, Specialty Construct Ctr Bldg, 395-70 Shindaebang Dong, Seoul 156714, South Korea. EM leejw@stepi.re.kr CR *NEDC, 1989, TECHN TRANSF MECH UK *OECD, 1990, REP U ENT REL OECD N *UN, 1974, IND U LINK SPEC REF CHEN EY, 1994, TECHNOVATION, V14, P449 GANDER JP, 1987, TECHNOL FORECAST SOC, V31, P117 LINK A, 1991, INNOVATION TECHNOLOG MOSES MD, 1985, RES DEV LINKAGES PRO QUINTAS P, 1992, TECHNOVATION, V12, P161 SANCHEZ AM, 1995, TECHNOVATION, V15, P613 NR 9 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY PY 2004 VL 24 IS 5 BP 433 EP 442 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 820FK UT ISI:000221372600006 ER PT J AU Ottosson, S TI Dealing with innovation push and market need SO TECHNOVATION LA English DT Article DE customer; innovation push; market need; product development; product values; users AB Some important trends can be noticed in the global market place. Such trends are increased demands on more individualized products, cheaper product prices, faster delivery, improved product quality, and shorter product life cycles. These trends call for stability and efficiency at the same time as they call for creativity and flexibility, which is a contradiction. To solve one part of the problem, two types of organization must live side by side; the innovation push project organization for new innovations, and the process-centered organization that takes care of the present market need. A recommendation is that 20% of the total R&D budget is allocated to innovation push projects. Money is, however, not enough to be successful. By using methods that shorten the product development time and that simultaneously increase creativity in the product and process development processes, the odds for success are improved. Dynamic Product Development (DPD) is such a method. However, another annoyingly strong trend is that larger companies are increasingly outsourcing their production, which means a step backwards as new physical and mental walls are raised between product developers and production process developers. This paper also points out the importance of distinguishing between customers and users when performing product development. (C) 2002 Elsevier Ltd. All rights reserved. RP Ottosson, S, Mardvagen 65, S-44834 Floda, Sweden. EM stiot@telia.com CR *APQP, 1994, ADV PROD QUAL PLANN ANDREASEN MM, 1987, INTEGRATED PRODUCT D BJORK E, 1999, THESIS CHALMERS U TE FREISLEBEN D, 2001, THESIS O VONGUERICKE HAMMER M, 1996, BEYOND REENGINEERING HUNDHUNDAL MS, 1998, INTEGRATED PRODUCT D, P59 JORDAN PW, 1998, APPL ERGON, V29, P25 KOCH R, 1998, 80 20 PRINCIPLE NEVINS JL, 1989, CONCURRENT DESIGN PR OLSSON F, 1985, INTEGRERAD PRODUKTUT OTTOSSON S, 1997, INT C ENG DES ICED97 OTTOSSON S, 1997, INT J TECHNOLOGICAL, V14, P235 OTTOSSON S, 1999, INT J TECHNOLOGICAL, V19, P81 OTTOSSON S, 2002, IN PRESS DYNAMIC PRO OTTOSSON S, 2002, IN PRESS INT J TECHN NR 15 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD APR PY 2004 VL 24 IS 4 BP 279 EP 285 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 810WO UT ISI:000220734600001 ER PT J AU Kristensen, T Lojacono, G TI Commissioning design: Evidence from the furniture industry SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID RESOURCE-BASED VIEW AB Design is defined as a strategic competency that can be utilized in order to create new objects, artifacts (i.e. products), systems and services, starting with some idea about customer needs. Since the products and services from the design process are of strategic importance to the company, design knowledge itself can become a strategic asset. Although one might expect design to be an internal resource from the point of view of transaction costs, most companies only possess some design competencies and acquire creative design skills from design consultants. The important issue is hone: they delineate what is strategic and what is not strategic, but skills. The article is based on two case studies from the furniture industry in which the companies have found different solutions. In the paper we therefore explain the differences in terms of the resource-based view on strategy. This indicates different conceptions of design resources, operating in different, but comparable contexts. C1 Copenhagen Sch Econ & Business Adm, DK-2000 Frederiksberg C, Denmark. Bocconi Univ, Ist Econ Aziendale, I-20123 Milan, Italy. RP Kristensen, T, Copenhagen Sch Econ & Business Adm, Solbjerg Plads 3, DK-2000 Frederiksberg C, Denmark. CR AKERLOF GA, 1970, Q J ECON, V84, P488 ALCHIAN A, 1977, EC FORCES WORK BARNEY J, 1996, GAINING SUSTAINING BRUCE M, 1995, STRATEGIC DESIGN CON COASE RH, 1937, ECONOMICA, V4, P386 DIRICKX I, 1989, MANAGE SCI, V35, P1504 FLECK J, 1997, TECHNOL ANAL STRATEG, V9, P389 FOMBRUN CJ, 1996, REPTUATION HESKETT J, 1980, IND DESIGN KELLEY T, 2001, ART INNOVATION LESSO KOTLER P, 1984, J BUS STRAT, V5, P16 MILGROM P, 1992, EC ORG MANAGEMENT MILLER G, 1992, MANAGERIAL DILEMMAS NELSON R, 1982, EVOLUTIONARY THEORY OLIVER E, 1985, WILLIAMSON EC I CAPI PETERAF MA, 1993, STRATEGIC MANAGE J, V14, P179 PRATT J, 1985, PRINCIPALS AGENTS ST RUMELT RP, 1984, COMPETITIVE STRATEGI RYBCZYNSKI W, 2000, 1 GOOD TURN NATURAL SIMON H, 1996, SCI ARTIFICIAL STANKIEWICZ R, 2000, TECHNOLOGICAL INNOVA, P234 STIEGLITZ J, 1986, AM ECON REV, P186 TEECE D, 1994, DYNAMIC CAPABILITIES TEECE DJ, 1998, CALIF MANAGE REV, V40, P55 UTTERBACK J, 1992, DYNAMICS INNOVATION WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 WILLIAMSON OE, 1975, MARKETS HIERARCHIES WOODHAM J, 1997, 20 CENTURY DESIGN NR 28 TC 2 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 2002 VL 14 IS 1 BP 107 EP 121 PG 15 SC Management; Multidisciplinary Sciences GA 535MB UT ISI:000174647300007 ER PT J AU Cooke, FL TI Harnessing the firm-specific knowledge of the maintenance workforce for organizational competitiveness SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INNOVATION; INFORMATION AB This paper argues, with the support of the empirical data from five case-study firms, that maintenance workers can play a key role in advancing technology used by their firm and contributing to its long-term competitiveness. Maintenance workers can contribute their firm-speck knowledge which they gain from their experience of working with the equipment in two ways: by providing feedback on asset performance to other departments /firms who design, select or install new technology /equipment; and by making the newly introduced and /or existing technology more suitable to the working environment. Yet, this valuable potential of maintenance employees is rarely appropriated by firms, of which many are enthusiastically seeking additional competitiveness. If 'learning by doing' is an important way for firms to learn and to compete, then this wider role of the maintenance workforce should be harnessed by firms that seek long-term competitiveness. C1 UMIST, Manchester Sch Management, Manchester M60 1QD, Lancs, England. RP Cooke, FL, UMIST, Manchester Sch Management, POB 88, Manchester M60 1QD, Lancs, England. 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Anal. Strateg. Manage. PD MAR PY 2002 VL 14 IS 1 BP 123 EP 140 PG 18 SC Management; Multidisciplinary Sciences GA 535MB UT ISI:000174647300008 ER PT J AU Porter, AL Roessner, JD Jin, XY Newman, NC TI Changes in national technological competitiveness: 1990, 1993, 1996 and 1999 SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID 28 COUNTRIES; INDICATORS AB Georgia Tech's Technology Policy and Assessment Center, with support from the US National Science Foundation, has been generating High-Tech Indicators (HTI)-measures of national technology-based export competitiveness since 1987. This paper reports the HTI results for 33 nations in 1999 in comparison with those of 1990, 1993 and 1996. HTI includes four 'input indicators' and a key 'output indicator'-technological standing. We construct a new composite input indicator here and examine its predictive capability. Input indicators for 1990 and 1993 show intriguing relationships to 1999 technological standing. We compare the indicators for various groups-leading and emerging Western economies, rapidly developing Asian economies, former Eastern Bloc nations and lagging Latin American countries. The USA presently exhibits a dominant position, but signs strongly point toward increasingly broad-based competition in technology-based products. C1 Georgia Tech, Technol Policy & Assessment Ctr, Atlanta, GA 30332 USA. SRI Int, Sci & Technol Policy Program, Menlo Pk, CA USA. RP Porter, AL, Georgia Tech, Technol Policy & Assessment Ctr, 781 Marietta St, Atlanta, GA 30332 USA. CR *OECD, 1999, NEW EC CHANG ROL INN *OECD, 1999, OECD SCI TECHN IND S *WCY RES TEAM, 1998, WORLD COMP YB WCY ANTONELL G, 1997, EC STRUCTURAL TECHNO ARCHIBUGI D, 1998, TRADE GROWTH TECHNIC ARCHIBUGI D, 1999, TECHNOL ANAL STRATEG, V11, P527 CLARK J, 1998, TECHNOLOGY ANAL STRA, V10 DOSI G, 1990, EC TECHNICAL CHANGE EATON J, 1996, J INT ECON, V40, P251 GODIN B, 1996, UNPUB STATE S T INDI GRILICHES Z, 1984, R D PATENTS PRODUCTI GRILICHES Z, 1990, J ECON LIT, V28, P1661 GRUPP H, 1995, CAMBRIDGE J ECON, V19, P209 HICKMAN BG, 1992, INT PRODUCTIVITY COM JIN XY, 2000, 20 INT S FOR LISB PO, P58 MANI S, 2000, EXPORTS HIGH TECHNOL PAVITT K, 1980, TECHNICAL INNOVATION, P38 PORTER AL, 1988, ASME MAN INT 88 P S, V2, P67 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 AL, 2000, 1999 INDICATORS TECH PORTER ME, 1998, COMPETITION PORTER ME, 1999, NEW CHALLENGE AM PRO RAUSCH LM, 1995, 95309 NSF ROESSNER JD, 1988, TECHNOLOGY MANAGEMEN, V1, P779 ROESSNER JD, 1990, TECHNOLOGY TRANSFER ROESSNER JD, 1992, TECHNOL ANAL STRATEG, V4, P99 ROESSNER JD, 1994, SCI ENG INDICATORS 1, P186 ROESSNER JD, 1995, IMPLEMENTATION FURTH ROESSNER JD, 1996, TECHNOL FORECAST SOC, V51, P133 ROESSNER JD, 1998, 1996 INDICATORS TECH SIRILLI G, 1997, EC STRUCTURAL TECHNO TRAJTENBERG M, 1990, EC ANAL PRODUCT INNO VANRAAN AFJ, 1988, HDB QUANTITATIVE STU VANRAAN AFJ, 1988, SEL P 1 INT WORKSH I YOUNG A, 1996, 96132 STI OECDGD NR 38 TC 4 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD DEC PY 2001 VL 13 IS 4 BP 477 EP 496 PG 20 SC Management; Multidisciplinary Sciences GA 499MV UT ISI:000172575700001 ER PT J AU McMillan, GS Hicks, D TI Science and corporate strategy: A bibliometric update of Hounshell and Smith SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Hounshell and Smith's Science and Corporate Strategy: DuPont R&D, 1902-1980 is one of the most comprehensive business history books ever written. In addition, it highlights the important relationship between corporate strategy and R&D activities. The purpose of this current paper is to update the information on DuPont's R&D activities using secondary data and bibliometrics. Our findings are that DuPont underwent a series of dramatic shifts in their R&D efforts during the 1980s and into the 1990s. For example, there was a focus on life sciences, a concerted attempt to reduce R&D, and an endeavour to align R&D more with core businesses. Beyond the bibliometrics, we found that corporate performance and changes in the top management team may have precipitated these changes in R&D. The implications of such relationships are also discussed. C1 Penn State Abington, Abington, PA 19001 USA. CHI Res Inc, Haddon Hts, NJ 08035 USA. RP McMillan, GS, Penn State Abington, 1600 Woodland Rd, Abington, PA 19001 USA. CR HICKS D, 1999, RES TECHNOLOGY M JUL, P8 HICKS D, 2001, IN PRESS RES EVALUAT HOUNSHELL D, 1988, SCI CORPORATE STRATE MILLER J, 2000, REEMERGENCE DISCOVER NARIN F, 1988, RES POLICY, V17, P139 NARIN F, 1997, RES POLICY, V26, P317 WISE G, 1989, TECHNOLOGY REV MAY, P73 YIN R, 1988, CASE STUDY RES DESIG NR 8 TC 1 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD DEC PY 2001 VL 13 IS 4 BP 497 EP 505 PG 9 SC Management; Multidisciplinary Sciences GA 499MV UT ISI:000172575700002 ER PT J AU Etzkowitz, H Spivack, RN TI Information infrastructure for healthcare: An evaluation of a government-industry technology development initiative SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This paper illustrates a 'bottom-up' model of a civilian technology policy program by recounting the story of the 'genesis' of the Advanced Technology Program (ATP) Information Infrastructure for Healthcare (IIH) focused program beginning with the initial exchange of ideas between members of the private and public sector (industry's submission of 'white papers'; workshops conducted by the ATP; meetings held between individuals from both groups) in which those technologies necessary for the development of a national information infrastructure in healthcare were identified. Included is a discussion of the ATP 'white paper' process in which noted differences existed between what the ATP hoped to gain through this method and how the private sector responded. The ATP review and selection process and the experience of firms, small, medium and large, with ATP projects are also discussed. C1 SUNY Coll Purchase, Purchase, NY 10577 USA. RP Etzkowitz, H, SUNY Coll Purchase, Purchase, NY 10577 USA. CR *ATP, 1994, ATP PROP PREP KIT, P12 *NAT SCI FDN, 1998, SCI IND, CH6 *US DEP COMM, 1994, INF INFR HEALTHC, P15 *US DEP COMM, 1995, INF INFR HEALTHC, P1 *US DEP COMM, 1997, PROGR ID GUID, P3 *US DEP COMM, 1998, ATP PROP PREP KIT, P25 *WHIT HOUS DOM POL, 1993, HLTH SEC PRES REP AM, P12 BLUM BI, 1990, HIST MED INFORMATICS ETZKOWITZ H, 1998, CAPITALIZING KNOWLED GREENES RA, 1990, JAMA-J AM MED ASSOC, V263, P1114 SHORTLIFFE EH, 1990, MED INFORMATICS WINFREE RG, 1991, CENTRALLY GUIDED DIS NR 12 TC 0 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD DEC PY 2001 VL 13 IS 4 BP 507 EP 521 PG 15 SC Management; Multidisciplinary Sciences GA 499MV UT ISI:000172575700003 ER PT J AU Fleck, J Howells, J TI Technology, the technology complex and the paradox of technological determinism SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This paper examines the working definitions of the term 'technology' across a range of disciplines such as industrial relations, organizational behaviour, operations management and development economics. The precise 'subdefinition' of technology in use depends on the disciplinary problematic. We develop a conceptual device called the technology complex to reveal the pattern that is observable when a large number of subdefinitions are compared. The technology complex is a list of the distinctive 'elements' that comprise the disciplinary subdefinitions of technology and it orders this list of elements from the 'physical' to the 'cultural'. The technology complex captures the idea that a working definition of technology will be some selection from the elements of the complex. The technology complex also captures the idea that in its most general sense 'technology' is 'knowledge related to artefacts'. We apply the technology complex to the issue of determinism in technological and social change using the examples of aircraft design and robotics. We argue that there is not an 'either-or' issue between the social and the technological influences on change since the ter ms are not distinct: 'technology' always includes some aspect of the social. We show how what appears to be 'technological determinism' in the examples of aircraft design and robotics use can be understood through the technology complex. C1 Univ Edinburgh, Sch Management, Edinburgh EH8 9AL, Midlothian, Scotland. Aarhus Sch Business, Dept Management & Org, DK-8210 Aarhus V, Denmark. RP Fleck, J, Univ Edinburgh, Sch Management, 7 Bristo Sq, Edinburgh EH8 9AL, Midlothian, Scotland. CR 1991, COLLINS DICT 2000, OXFORD ENGLISH DICT *ING ENG, 1984, FMS REP BESSANT J, 1988, IMPLEMENTING NEW TEC CHILD J, 1969, BUSINESS ENTERPRISE DJEFLAT A, 1987, INT J TECHNOL MANAGE, V3, P149 FLECK J, 1987, 4 PICT ED U FLECK J, 1987, ROBOTICS, V3, P7 FLECK J, 1990, FUTURES, V22, P618 GILFILLAN SC, 1935, SOCIOLOGY INVENTION GREEN K, 1977, RES TECHNOLOGY EC AC HILL S, 1981, DEV HUMAN FACE HUMAN HOWELLS J, 1993, INNOVATIVE BANKING C KAPLAN RS, 1985, FINANCIAL JUSTIFICAT MCDONALD S, 1985, TROUBLE TECHNOLOGY E SAVIOTTI PP, 1984, SCI TECHNOLOGY POLIC SCHON D, 1967, TECHNOLOGY CHANGE NE SCHROEDER RG, 1989, OPERATIONS MANAGEMEN SHARP L, 1952, HUMAN PROBLEMS TECHN VAITSOS, 1976, TECHNOLOGY POLICY EC NR 20 TC 3 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD DEC PY 2001 VL 13 IS 4 BP 523 EP 531 PG 9 SC Management; Multidisciplinary Sciences GA 499MV UT ISI:000172575700004 ER PT J AU Reger, G TI Technology foresight in companies: From an indicator to a network and process perspective SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Technology foresight is an important activity in companies to meet the challenges of a fast changing environment. The understanding and the concepts of technology foresight have changed during the last decades. Three generations of technology foresight are developed in this paper. In the third generation, technology foresight is an integrated part of strategic management, process-oriented, need- and value-driven and network-dominated. Although this model represents practices in companies, not all elements are included in one firm. This paper is based on interviews in large multinational corporations and a review of the literature. C1 Univ Appl Sci Brandenburg, D-14770 Brandenburg, Germany. RP Reger, G, Univ Appl Sci Brandenburg, Magdeburger Str 50, D-14770 Brandenburg, Germany. 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Anal. Strateg. Manage. PD DEC PY 2001 VL 13 IS 4 BP 533 EP 553 PG 21 SC Management; Multidisciplinary Sciences GA 499MV UT ISI:000172575700005 ER PT J AU Cuhls, K TI Foresight with Delphi surveys in Japan SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID EARTHQUAKE AB Foresight activities are conducted in many countries, but the Japanese were the most active in this field for many years. Most of their activities are based on the Delphi methodology. They published their first Delphi study in 1971 and repeated studies every five years. There is more knowledge available on more than 30 years of foresight with the Delphi approach in Japan. This provides an excellent opportunity to examine the established foresight system with the use of some examples. The forecast of the fax machine as an example of success, and the earthquake warning as a failure are illustrated in more detail, and the question is raised why-in spite of this mixed picture-foresight with the Delphi method is regarded as useful in Japan. C1 Fraunhofer Inst Syst & Innovat Res, D-76139 Karlsruhe, Germany. RP Cuhls, K, Fraunhofer Inst Syst & Innovat Res, Breslauer Str 48, D-76139 Karlsruhe, Germany. 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Anal. Strateg. Manage. PD DEC PY 2001 VL 13 IS 4 BP 555 EP 569 PG 15 SC Management; Multidisciplinary Sciences GA 499MV UT ISI:000172575700006 ER PT J AU Davis, LN TI R&D investments, information and strategy SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID COMPETITIVE ADVANTAGE; INNOVATION; PATENTS; FIRMS; COSTS AB This paper argues that firms can best realize the value of their investments in R&D by exploiting the associated information asymmetries. Attention is directed away from the physical results of R&D and towards the firm's ability, more generally, to earn rents from the private information emanating from its R&D. Four strategies may be used to exploit the information asymmetries from R&D: (1) publish the details of the innovation in return for legal protection; (2) keep the information inside the firm; (3) make the information selectively, informally available to others; and (4) disseminate the information as widely and rapidly as possible. To implement these strategies, resources may be allocated both to the commercial development of new technologies, and/or to related market opportunities (investing in other companies, assets and technologies). Of critical importance are the innovator's own skills and resources in effectively gathering, understanding, and commercially exploiting R&D-generated information asymmetries, both internally and in relation to other firms. This study should yield new insights to managers in designing strategies (and counter-strategies) to position themselves not only at the technological edge, but more fundamentally, at the 'information edge'. C1 Copenhagen Sch Econ & Business Adm, Dept Ind Econ & Strategy, DK-2000 Frederiksberg, Denmark. RP Davis, LN, Copenhagen Sch Econ & Business Adm, Dept Ind Econ & Strategy, Howitzvej 60, DK-2000 Frederiksberg, Denmark. 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Anal. Strateg. Manage. PD SEP PY 2001 VL 13 IS 3 BP 325 EP 342 PG 18 SC Management; Multidisciplinary Sciences GA 468PZ UT ISI:000170768500001 ER PT J AU Scott, G TI Strategic planning for high-tech product development SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INFORMATION-SYSTEMS MANAGEMENT; KEY ISSUES; BENCHMARKING AB A three-questionnaire DELPHI management issues study of technology management problems identifies the top 24 technology management problems of advanced-technology product companies. These problems are ranked in order of importance. Strategic planning for technology products is found to be the dominant problem. A striking theme of the findings is the extent to which several of the twenty-four issues are related to this dominant problem. Arguably, not only is strategic planning the top technology management problem of product development in high-tech companies but it is also the cornerstone problem. Dealing effectively with this top problem will require attention to aspects of several others of the management problems. This article first examines the area of strategic planning in advanced-technology product development. It then summarizes the DELPHI study's findings and explores the central role among these findings of strategic planning for technology products. The next 10 problems in importance then are examined in the context of their relationship to the top issue of strategic planning for technology products. C1 Univ Connecticut, Storrs, CT 06269 USA. RP Scott, G, Univ Connecticut, Storrs, CT 06269 USA. 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Anal. Strateg. Manage. PD SEP PY 2001 VL 13 IS 3 BP 343 EP 364 PG 22 SC Management; Multidisciplinary Sciences GA 468PZ UT ISI:000170768500002 ER PT J AU Narula, R TI Choosing between internal and non-internal R&D activities: Some technological and economic factors SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID EUROPEAN FIRMS; INNOVATION; AGREEMENTS; ALLIANCES; COMPLEMENTARY; STRATEGIES; KNOWLEDGE; INDUSTRY; POLICY AB This paper evaluates some of the technological and economic factors that underlie the choice between in-house R&D, R&D alliances and outsourcing. We recount the reasons for the growth in non-internal activities, and explain why these are not as prevalent for R&D as other value-adding activities, and highlight that outsourcing is most often undertaken where multiple, substitutable sources are available. We then develop two frameworks. First, a static framework is developed, which evaluates the choice of mode based on a firm's distribution of competencies, and their strategic importance. Second, a dynamic framework is developed that demonstrates how the static framework differs depending on whether the firm is engaged in pre-paradigmatic, paradigmatic or post-paradigmatic sectors. We also consider the effect of new technologies being introduced to a firm's portfolio of competencies. C1 Univ Oslo, Ctr Technol Innovat & Culture, N-0317 Oslo, Norway. RP Narula, R, Univ Oslo, Ctr Technol Innovat & Culture, POB 1108 Blindern, N-0317 Oslo, Norway. CR ABERNATHY W, 1978, TECHNOL REV, V80, P97 ARCHIBUGI D, 1999, RES POLICY, V28, P317 ARORA A, 1990, J IND ECON, V38, P361 ARUNDEL A, 1998, RES POLICY, V27, P127 BENITO GRG, 1997, APPL ECON, V29, P1365 BUCKLEY P, 1998, INT J EC BUSINESS, V5, P373 BUCKLEY P, 1998, J INT BUSINESS STUDI, V29 CANTWELL J, 1999, INFORMATION EC POLIC, P101 COWAN R, 1997, IND CORP CHANGE, V6, P595 CROISIER B, 1998, R&D MANAGE, V28, P289 CULPAN R, 1993, MULTINATIONAL STRATE, P103 CYERT RM, 1963, BEHAV THEORY FIRM DAVID PA, 1985, AM ECON REV, V75, P332 DOSI G, 1982, RES POLICY, V11, P147 EDQUIST C, 1997, SYSTEMS INNOVATION GAMBARDELLA A, 1998, RES POLICY, V27, P447 GRANSTRAND O, 1997, CALIF MANAGE REV, V39, P8 GRANSTRAND O, 1998, RES POLICY, V27, P465 GUGLER P, 1996, 27 I MARK UNT HAGEDOORN J, 1996, J INT BUS STUD, V27, P265 HAGEDOORN J, 1996, REV IND ORGAN, V11, P601 HAGEDOORN J, 1997, MERIT WORKING PAPER HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 INKPEN AC, 1997, ACAD MANAGE REV, V22, P177 KAY N, 1997, PATTERN CORPORATE EV, P215 KNICKERBOCKER FT, 1973, OLIGOPOLISTIC REACTI LEVIN RC, 1987, BROOKINGS PAPERS EC, V3, P783 LOWE J, 1998, R&D MANAGE, V28, P263 LUNDVALL B, 1992, NATL SYSTEMS INNOVAT MITCHELL W, 1992, J ECON BEHAV ORGAN, V18, P347 NAGARAJAN A, 1998, STRATEGIC MANAGE J, V19, P1063 NARULA R, 1999, J COMMON MARK STUD, V37, P711 NARULA R, 1999, TECHNOVATION, V19, P283 NELSON R, 1982, EVOLUTIONARY THEORY PAVITT K, 1998, IND CORP CHANGE, V7, P433 PISANO GP, 1990, ADMIN SCI QUART, V35, P153 SACHWALD F, 1998, J ECON BEHAV ORGAN, V35, P203 TEECE DJ, 1986, RES POLICY, V15, P285 TEECE DJ, 1996, J ECON BEHAV ORGAN, V31, P193 TIDD J, 1997, R&D MANAGE, V27, P359 VEUGELERS R, 1997, RES POLICY, V26, P303 VEUGELERS R, 1999, RES POLICY, V28, P63 WEBB J, 1998, NEW SCI 1107, P42 NR 43 TC 2 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 2001 VL 13 IS 3 BP 365 EP 387 PG 23 SC Management; Multidisciplinary Sciences GA 468PZ UT ISI:000170768500003 ER PT J AU van den Ende, J Wijnberg, N Meijer, A TI Public policy and innovative capabilities: The case of Philips' IT activities SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INDUSTRIAL AB The main aim of this paper is to analyze the impact of public policy on innovative capabilities of firms, focusing on, on the one hand, the measure of sheltering provided by the policies and, on the other hand, the effects of policies on industrial life cycles and on the life cycle related patterns of firms' behaviour. The paper deals with one sector, IT, and discusses EU and Dutch policies directed toward this sector. Furthermore, a case will be presented concerning Philips' ventures in the IT sector. The way in which public policy influenced the innovative capabilities of Philips helps to explain the relative success of the various projects. C1 Erasmus Univ, Rotterdam Sch Management, Management Technol & Innovat Unit, NL-3000 DR Rotterdam, Netherlands. Erasmus Univ, Fac Social Sci, Ctr Publ Management, NL-3000 DR Rotterdam, Netherlands. RP van den Ende, J, Erasmus Univ, Rotterdam Sch Management, Management Technol & Innovat Unit, F2-67,POB 1738, NL-3000 DR Rotterdam, Netherlands. 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Anal. Strateg. Manage. PD SEP PY 2001 VL 13 IS 3 BP 389 EP 405 PG 17 SC Management; Multidisciplinary Sciences GA 468PZ UT ISI:000170768500004 ER PT J AU Meeus, MTH Oerlemans, LAG Hage, J TI Sectoral patterns of interactive learning: An empirical exploration of a case in a Dutch region SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INNOVATION SYSTEMS; KNOWLEDGE; FIRMS; ENVIRONMENTS; INTEGRATION; COOPERATION; CAPABILITY; INDUSTRY AB This paper pursues the development of a theoretical framework that explains interactive learning between innovator firms and external actors in both the knowledge infrastructure and the production chain. The research question is: What kinds of factors explain the interactive learning of innovator firms with distinct external actors? Our theoretical framework extends the resource-based perspective, which is predominant in network theory, with both an activity-based and a structural account of interactive learning. We contend basically that higher technological dynamics induce more complex innovative activities. But, more complex innovative activities increase the probability of internal resource deficits/shortages in the innovator firms. The lower the alignment of the innovative activities with the quality of the internal resource base, the higher the resource deficits/shortages and the more likely the search for complementary resources externally, which increases the likeliness of external relationships. In order to test the generality of our theoretical claims we analyse our models in four sectors with distinct technological dynamics as distinguished by Pavitt. For each sector we explore five models of the level of interactive learning of innovator firms with: (1) the public knowledge infrastructure (difficult to access, demands high internal competencies to utilize scientific knowledge), (2) the production chain (easy to access), (3) their users, (4) their suppliers, (5) their competitors. These analyses allow for a comparison between interactive learning with different external actors and give deeper insights into the differentiated interaction patterns involving innovation. Our findings show that patterns of interactive learning between sectors differ. Some are more resource based and others are more affected by the complexity of innovative activities. Particularly the patterns of interactive learning between, on the one hand, firms and the knowledge infrastructure, and on the other hand of firms with the production chain show important differences. C1 Dept Innovat Studies, NL-3508 TC Utrecht, Netherlands. ECIS, NL-5600 MB Eindhoven, Netherlands. Univ Maryland, Ctr Innovat, College Pk, MD 20742 USA. RP Meeus, MTH, Dept Innovat Studies, POB 80125,Heidelberglaan 8, NL-3508 TC Utrecht, Netherlands. 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Anal. Strateg. Manage. PD SEP PY 2001 VL 13 IS 3 BP 407 EP 431 PG 25 SC Management; Multidisciplinary Sciences GA 468PZ UT ISI:000170768500005 ER PT J AU Kumaresan, N Miyazaki, K TI Management and policy concerns over shifts in innovation trajectories: The case of the Japanese robotics industry SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Innovation related network systems would need to be re-aligned and adapted within major technological shifts and their capability to re-align themselves deter mines the dynamic capabilities of a national innovation system. In this paper, we present a particular phenomenon in industrial evolution, which we call a shift in the 'innovation trajectory', taking the case of the Japanese robotics industry that now undergoes major shifts in many respects. We consider activities directly involved with innovation in the entire value chain from invention to commercialization, and identify the structural changes in the national systems due to the shifts in innovation trajectory. Having utilized the basic framework of "Techno Economic Network'', this paper analyzes six different structural shifts, which are related to product, technology, market, actor, competitive and socio-economic structures. This paper draws attention to the fundamental management and policy level concerns over the emerging shifts at four different decision making hierarchical levels. With concrete empirical evidences and results from interviews, this paper concludes that a new set of approaches is needed to shape these emerging innovation shifts. C1 Tokyo Inst Technol, Grad Sch Sci & Engn, Meguro Ku, Tokyo 1528552, Japan. Tokyo Inst Technol, Grad Sch Decis Sci & Technol, Dept Ind Engn & Management, Meguro Ku, Tokyo 1528552, Japan. RP Kumaresan, N, Tokyo Inst Technol, Grad Sch Sci & Engn, Meguro Ku, 2-12-1 O Okayama, Tokyo 1528552, Japan. 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Anal. Strateg. Manage. PD SEP PY 2001 VL 13 IS 3 BP 433 EP 462 PG 30 SC Management; Multidisciplinary Sciences GA 468PZ UT ISI:000170768500006 ER PT J AU Walsh, ST Linton, JD TI The competence pyramid: A framework for identifying and analyzing firm and industry competence SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID COMPETITIVE ADVANTAGE; CAPABILITIES; STRATEGIES; RESOURCES; SERVICES AB The core capability and competence perspective is respected by both academics and practitioners. The efficacy of this strategic orientation is dependent on a firm's ability to identify its specific technological competencies and managerial capabilities and match these strengths with the assets necessary to gain competitive advantage in the firm's chosen markets. Here a systematic process for the identification of competencies and capabilities present within a firm and those competencies and capabilities needed for development of competitive advantage in an industry is presented. This system uses a pictorial representation referred to as the competency pyramid. The competency pyramid assists with the implementation of a strategy based on the core competency perspective; by assisting a firm in understanding which competencies they currently posses and which they require for success in the markets they have targeted. The use of the competency pyramid is illustrated using both service and manufacturing examples. C1 Univ New Mexico, Anderson Sch Management, Albuquerque, NM 87131 USA. Polytech Univ, Dept Management, Brooklyn, NY 11201 USA. RP Walsh, ST, Univ New Mexico, Anderson Sch Management, Albuquerque, NM 87131 USA. 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Anal. Strateg. Manage. PD JUN PY 2001 VL 13 IS 2 BP 165 EP 177 PG 13 SC Management; Multidisciplinary Sciences GA 442HX UT ISI:000169280100001 ER PT J AU Jacobsson, S Sjoberg, C Wahlstrom, M TI Alternative specifications of the institutional constraints to economic growth - Or why is there a shortage of electronic engineers and computer scientists in Sweden? SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB There is a shortage of engineers and scientists, in particular, electronic engineers and computer scientists, in Sweden. This shortage is argued to be one factor behind the structural weakness of Swedish industry in the 'high tech' area. The conventional explanation of the imbalance in the supply and demand for electronic engineers and computer scientists is focused on the incentives for the individual to demand higher education. These are argued to be low due to the relatively equal income distribution in Sweden and to high taxation. We find that the evidence given in support of this specification of the institutional problem is not convincing. Instead, we specify the institutional problem as having been a lack of opportunities to study electronics and computer science. With recent institutional changes in higher education, this problem is currently being tackled. Looking ahead, we see a new institutional problem emerging with a distinct gender bias. In order to increase the number of degrees awarded in electronics and computer science further, we will need to raise the interest of women in science and technology studies. This requires major institutional changes with regard to both the form and content of the educational programmes. C1 Chalmers Univ Technol, Sch Technol Management & Econ, S-41296 Gothenburg, Sweden. Swedish Board Ind & Tech Dev, Stockholm 11786, Sweden. Ny Teknik, Stockholm 10612, Sweden. RP Jacobsson, S, Chalmers Univ Technol, Sch Technol Management & Econ, S-41296 Gothenburg, Sweden. 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PD JUN PY 2001 VL 13 IS 2 BP 179 EP 193 PG 15 SC Management; Multidisciplinary Sciences GA 442HX UT ISI:000169280100002 ER PT J AU Geisler, E TI Explaining the generation and performance of intersector technology cooperation: A survey of the literature SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID UNITED-STATES GOVERNMENT; RESEARCH-AND-DEVELOPMENT; LABORATORIES; UNIVERSITIES; SUCCESS; IMPACT AB Intersector technology cooperation (ITC) has been growing dramatically in recent years. Why do companies, universities and Federal laboratories initiate such cooperation, and what makes them succeed? This paper analyzes the factors that impinge on the generation and performance of industry-university and industry-Federal laboratories cooperation. Drawing on current research, this article shows that the factors affecting decisions to initiate cooperation are different from those that measure success. Lessons learned from these findings are discussed and implications given for companies either considering or already in such cooperation. C1 IIT, Stuart Grad Sch Business, Chicago, IL 60661 USA. RP Geisler, E, IIT, Stuart Grad Sch Business, 565 W Adams St, Chicago, IL 60661 USA. 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Anal. Strateg. Manage. PD JUN PY 2001 VL 13 IS 2 BP 195 EP 206 PG 12 SC Management; Multidisciplinary Sciences GA 442HX UT ISI:000169280100003 ER PT J AU Krickx, GA TI Standards migration and peripheral competition SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID NETWORK EXTERNALITIES; COMPATIBILITY; INNOVATION; INDUSTRY; DYNAMICS; MARKET AB The impact of competition from peripheral firms on the standards migration efforts by integrated systems firms with de facto standards control is investigated. When systems firms try to migrate their customers to a new standard, they can lose some control over their installed base because they are constrained in their product offerings. Peripherals firms do not face such constraints. Their product offerings allow the emergence of hybrid systems which systems firms are unwilling to match. Improved peripherals from independent firms make these hybrid systems possible. Such hybrid systems lengthen the economic life of the products that make up the existing standard. Historical and empirical evidence from the mainframe computer industry in the 1960s and 1970s illustrates the competition from peripheral firms and their impact on IBM's standards migration efforts. IBM pursued the establishment of a new de facto standard, while independent disk drive manufacturers supplied peripherals that enabled hybrid systems. For the computer mainframe industry, it was shown that those hybrid systems increased the economic life of IBM's older computers, although IBM was able to migrate its customers to the new standard in this case. C1 Calif State Univ Hayward, Sch Business & Econ, Hayward, CA 94542 USA. RP Krickx, GA, Calif State Univ Hayward, Sch Business & Econ, Hayward, CA 94542 USA. 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Anal. Strateg. Manage. PD JUN PY 2001 VL 13 IS 2 BP 207 EP 225 PG 19 SC Management; Multidisciplinary Sciences GA 442HX UT ISI:000169280100004 ER PT J AU Knol, WHC Stroeken, JHM TI The diffusion and adoption of information technology in small- and medium-sized enterprises through IT scenarios SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INNOVATION AB The rapid economic and technological developments in the globally oriented business world make the strategic use of information technology (IT) essential. Small and medium-sized enterprises (SMEs) are running behind regarding the application of IT and therefore it is necessary to stimulate the diffusion and adoption of this technology within this group. In this article a so-called IT scenario model is described, with which communication can be established with entrepreneurs from SMEs concerning the strategic application of IT. Theoretical approaches and concepts regarding the diffusion and adoption of IT are essential components of the model. The IT scenario model consists of an environmental aspect, six phases and three aspect areas. The model was put into operation through various interviews with SMEs in the furnishing sector. C1 Eindhoven Univ Technol, Eindhoven Ctr Innovat Studies, NL-5600 MB Eindhoven, Netherlands. TNO, Dept Strategy Technol & Policy STB, NL-2600 JA Delft, Netherlands. RP Stroeken, JHM, Eindhoven Univ Technol, Eindhoven Ctr Innovat Studies, NL-5600 MB Eindhoven, Netherlands. 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Anal. Strateg. Manage. PD JUN PY 2001 VL 13 IS 2 BP 227 EP 246 PG 20 SC Management; Multidisciplinary Sciences GA 442HX UT ISI:000169280100005 ER PT J AU Morris, N TI The changing landscape of regulatory control of biological medicines SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID DRUG APPROVAL AB This paper focuses on the rapid growth in biological medicines in recent years brought about by advances in molecular biology and biotechnological manufacturing techniques. It looks at the implications for regulatory bodies and research institutions concerned with quality control of biologicals; and discusses ways in which the industry/regulatory/research partnership is evolving in response to the new situation. It argues that, although change is being managed relatively successfully in some areas of regulatory control (devolution to industry, use of new technologies, international harmonization), special measures may be needed in some other areas. These include: needs of the developing world for biologicals quality control; sustaining long-term research on safety issues and test methodology; major social and ethical issues raised by new treatment and diagnostic opportunities. 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Anal. Strateg. Manage. PD JUN PY 2001 VL 13 IS 2 BP 247 EP 263 PG 17 SC Management; Multidisciplinary Sciences GA 442HX UT ISI:000169280100006 ER PT J AU Arundel, A TI Agricultural biotechnology in the European Union: Alternative technologies and economic outcomes SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB All seed firms in six EU countries were surveyed in May 1999 to deter mine how seed development budgets were distributed across three crop development technologies and the effects of the type of technology in use on employment, sales and exports. The results indicate that an evaluation of the economic consequences of an emergent technology such as genetic engineering should both consider the effect of competitive alternative technologies and survey all firms within the sector, rather than focusing on a subset of high technology firms. Only about 10% of the combined 1999 research budget of European seed firms was spent on genetic engineering, although this should increase to about 15% by 2002. Alternative technologies to develop new plant varieties, such as conventional plant breeding and conventional breeding combined with techniques that were developed for genetic engineering, are considerably more important economically. In fact, there is no difference in expected employment and sales per development employee by the type of technology in use, while export rates are highest among firms that combine conventional plant breeding with advanced techniques. C1 Maastricht Econ Res Inst Innovat & Technol, NL-6200 MD Maastricht, Netherlands. RP Arundel, A, Maastricht Econ Res Inst Innovat & Technol, POB 616, NL-6200 MD Maastricht, Netherlands. CR *CAN BIOT STRAT, 1998, 1998 CAN BIOT STRAT *EC RES SERV, 1999, IMP AD GEN ENG CROPS *ERNST YOUNG, 1999, AUSTR BIOT REP 1999 *ERNST YOUNG, 1999, EUR LIFE SCI 99 ARTHUR WB, 1988, TECHNICAL CHANGE EC, P590 ARUNDE A, 1998, NAT BIOTECHNOL, V16, P596 ARUNDEL A, 2000, EC SOCIAL DYNAMICS B, P83 BENBROOK C, 1999, 1 AGB INF BIJMAN J, 1999, BIOTECHNOLOGY DEV MO, V40, P14 BULL AT, 1982, BIOTECHNOLOGY INT TR BURKE JF, 1997, NAT BIOTECHNOL, V15, P695 BUTTEL F, 1999, SOCIOLOGICAL RES ONL, V4 COALDRAKE K, 1999, AGBIOFORUM, V2, P118 FREEMAN C, 1988, TECHNICAL CHANGE EC, P38 KEMP RPM, 1999, 9912 OCFEB ER U ROTT MENANTREAU P, 2000, RES POLICY, P375 MORRISON SW, 1998, BIOTECH 99 BRIDGING RUTTAN VW, 1999, AGBIOFORUM, V2, P54 SENKER J, 1998, BIOTECHNOLOGY COMPET NR 19 TC 0 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD JUN PY 2001 VL 13 IS 2 BP 265 EP 279 PG 15 SC Management; Multidisciplinary Sciences GA 442HX UT ISI:000169280100007 ER PT J AU Panopoulou, M TI Corporate investment and information technologies: The case of the Greek refining industry SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB The need to improve competitiveness and the enforcement of stringent environmental regulations created the need for the technological modernization of the Greek oil refining industry. The emphasis in this paper is on the pattern of investment decisions, the linkages between the acquisition of production processes and supporting IT applications and on the influence exercised by new technological investment projects on the availability of endogenous resources required to facilitate the adoption of technical change at the firm level. The Greek experience suggests that the role of IT application is becoming increasingly important in large- scale investment projects. The successful implementation of these projects depends, to a large extent, on the learning processes and the accumulation of knowledge at the firm level. These learning processes are directly linked to the specific requirements of the production process and our evidence support that there is a lack of positive feedback between administrative applications and the successful introduction of new manufacturing technologies. C1 Univ Maastricht, MERIT, NL-6200 MD Maastricht, Netherlands. RP Panopoulou, M, Univ Maastricht, MERIT, POB 616, NL-6200 MD Maastricht, Netherlands. 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Anal. Strateg. Manage. PD JUN PY 2001 VL 13 IS 2 BP 281 EP 303 PG 23 SC Management; Multidisciplinary Sciences GA 442HX UT ISI:000169280100008 ER PT J AU Jamison, A TI Science, technology and the quest for sustainable development SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB The quest for sustainable development is seen in this article as an intrinsic part of the reconstitution of environmentally-oriented science and technology policy that has been taking place over the past 15 years in most European countries. Rather than dealing with environmental problems after they have occurred, the trend is increasingly to base environmental research and development on so-called preventive principles and to seek to integrate environmental concern into all other areas of science and technology development. There is also a widespread effort to foster new ways to involve the 'public' in the making of science and technology policy. The article is based on results from the project, Public Engagement and Science and Technology Policy Options (PESTO), for which the author served as coordinator. C1 Univ Aalborg, Aalborg, Denmark. RP Jamison, A, Univ Aalborg, Aalborg, Denmark. CR *WORLD COMM ENV DE, 1987, OUR COMM FUT ATHANASIOU T, 1996, DIVIDED PLANET ECOLO CONNELLY J, 1999, POLITICS ENV THEORY ELZINGA A, 1995, HDB SCI TECHNOLOGY S, P572 FISCHER F, 1999, LIVING NATURE ENV PO GIBBONS M, 1994, NEW PRODUCTION KNOWL HAJER M, 1995, POLITICS ENV DISCOUR HARD M, 1998, INTELLECTUAL APPROPR JACOBS M, 1997, GREENING MILLENIUM N JAMISON A, 1995, VIETNAM CHANGING WOR, P269 JAMISON A, 1996, RISK ENV MODERNITY, P224 JAMISON A, 1997, PUBLIC PARTICIPATION JAMISON A, 1998, TECHNOLOGY POLICY M JORDAN G, 1997, PROTEST BUSINESS LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT NELSON R, 1993, NATL INNOVATION SYST ORIORDAN T, 1997, SUSTAINABLE DEV W EU, V21 RINKEVICIUS L, 1998, ECOLOGICAL MODERNIZA ROOTES C, 1999, ENV MOVEMENTS LOCAL SACHS W, 1999, PLANET DIALECTICS EX VANZUYLEN H, 1998, CULTURAL POLITICS SU WEALE A, 1992, NEW POLITICS POLLUTI NR 22 TC 2 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 2001 VL 13 IS 1 BP 9 EP 22 PG 14 SC Management; Multidisciplinary Sciences GA 415EV UT ISI:000167708600002 ER PT J AU Phillimore, J TI Schumpeter, Schumacher and the greening of technology SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INNOVATION; POLICY AB How compatible are the ideas of neo-Schumpeterians (following in the footsteps of Schumpeter, the modern father of technology and innovation studies), and Schumacher, the modern father of sustainable development? At one level, there appears to be a mutually reinforcing and positive relationship between the application of new technology, innovation and improved environmental performance. However, other environmentalists argue that 'global Schumpeter dynamics: by promoting more rapid economic growth worldwide, will swamp any relative improvements in environmental performance and intensity. The tensions between the two perspectives are perhaps most evident in discussions about a possible shift towards a green 'techno-economic Paradigm' (TEP). This paper asks whether a green TEP is possible, and what it might look like, in the light of these two perspectives. Neo-Schumpeterians note that while the current information technology TEP shore's some sustainability characteristics, it is not inherently 'green'. However, they consider that the groundwork for a sixth, green TP can be prepared through a mix of policies on research and development. regulation, transport, etc. Schumacher also saw technology as crucial to developing a sustainable world. But his view of sustainability was based on largely self-sufficient and community-led 'intermediate technology' that applied modern science and technology to local settings on an appropriate human and technical scale. What would be the 'key factor' of a green TEP, analogous to the microchip in the fifth, information and communication technology paradigm? A neo-Schumpeterian possibility is hydrogen, in the form of fuel cells. But whether a hydrogen-based society (and economy) can be called 'green' in the sense of the environmental principles espoused by Schumacher, is highly debatable. A less explored possibility-local self-sufficiency-is much more attuned to Schumacher's ideals. This would require people (and their labour) to become the new 'key factor' in a green TEP. C1 Murdoch Univ, Inst Sustainabil & Technol Policy, Murdoch, WA 6150, Australia. RP Phillimore, J, Murdoch Univ, Inst Sustainabil & Technol Policy, Murdoch, WA 6150, Australia. 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Anal. Strateg. Manage. PD MAR PY 2001 VL 13 IS 1 BP 23 EP 37 PG 15 SC Management; Multidisciplinary Sciences GA 415EV UT ISI:000167708600003 ER PT J AU Schot, J TI Towards new forms of participatory technology development SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Technical change is crucial for sustainable development. Yet, it is unclear what kind of technology policy would suit such development. In this article constructive technology assessment (CTA) is offered as a model. CTA proposes broadening design by bringing together all interested parties early on and throughout the design process. CTA activities are not automatically directed at substantive goals such as those incorporated in the notion of sustainable development. The purpose of CTA is to shape technology development processes in such a way that social aspects are symmetrically considered in the process itself. To evaluate and shape CTA processes three criteria are offered: anticipation, reflexivity and social learning. There criteria are applied to three case-studies to illustrate their usefulness. C1 Eindhoven Univ Technol, Fac Technol Management, NL-5600 MB Eindhoven, Netherlands. Univ Twente, NL-7500 AE Enschede, Netherlands. Eindhoven Univ Technol, NL-5600 MB Eindhoven, Netherlands. RP Schot, J, Eindhoven Univ Technol, Fac Technol Management, POB 513, NL-5600 MB Eindhoven, Netherlands. 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Anal. Strateg. Manage. PD MAR PY 2001 VL 13 IS 1 BP 39 EP 52 PG 14 SC Management; Multidisciplinary Sciences GA 415EV UT ISI:000167708600004 ER PT J AU Remmen, A TI Greening of Danish industry - Changes in concepts and policies SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Cleaner technology and pollution prevention have been cornerstones in the Danish environmental policy since the late 1980's. They have become an integral part of the multifaceted process of the 'greening of industry' involving changes in production, products and in the environmental strategies of companies, as well as in governmental regulation and policies. Companies, industrial associations, consultants and different governmental bodies have established new relations and networks to support the greening process and gradually innovations as well as economic and environmental issues in new ways. Based on several evaluations of Danish governmental support schemes for the introduction of cleaner technology and environmental management, this article will outline the major changes in the discourse on pollution prevention and in the policy instruments applied. C1 Univ Aalborg, Dept Dev & Planning, DK-9220 Aalborg, Denmark. RP Remmen, A, Univ Aalborg, Dept Dev & Planning, Fibigerstr 13, DK-9220 Aalborg, Denmark. CR 1995, PROGR DESCRIPTION SU *DAN EPA, 1996, INT PROD OR ENV IN, P10 *MIN ENV, 1990, CLEAN TECHN ACT PLAN *US EPA, 1988, WAST MIN OPP ASS MAN ARES I, 1992, RESPONSIVE REGULATIO ASHFORD NA, 1983, LAW CONTEMP PROBL, V46, P109 BREZET H, 1997, ECO DESIGN PROMISING CHRISTENSEN P, 1993, EUROPEAN ENV, V3, P18 CHRISTENSEN P, 1997, MILJOSTYRING MILJORE CHRISTENSEN P, 1997, P 6 GREEN IND C CHRISTENSEN P, 1999, ERFARINGER MED MILJO COLBY ME, 1991, ECOL ECON, V3, P193 DEWBERRY E, 1996, ECODESIGN, P12 FISCHER K, 1993, ENV STRATEGIES IND I GOLDSCHMIDT L, 1993, LOKE, P10 HAJER MA, 1995, POLITICS ENV DISCOUR HARD M, 1998, INTELLECTUAL APPROPR NIELSEN EH, 1994, 3 INT IACT C VIENN PORTER ME, 1995, HARVARD BUS REV, V73, P120 RASMUSSEN B, 1999, RENERE TEKNOLOGI TEK REMMEN A, 1992, 3 EUR C TECHN ASS TE REMMEN A, 1998, PESTO PAPERS, V2 REMMEN A, 2000, ORIENTERING SMINK C, 2000, UNPUB BUSINESS STRAT VONWEIZSACKER E, 1997, FACTOR 4 DOUBLING WE WELFORD R, 1997, CORP ENV MANAGEMENT NR 26 TC 8 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 2001 VL 13 IS 1 BP 53 EP 69 PG 17 SC Management; Multidisciplinary Sciences GA 415EV UT ISI:000167708600005 ER PT J AU Forman, M Jorgensen, MS TI The social shaping of the participation of employees in environmental work within enterprises-experiences from a Danish context SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB The paper deals with the shaping of the participation of employees In environmental work within enterprises. The paper is based on two case studies on Danish enterprises, which, as part of the development of that environmental work, emphasized employee involvement. The cases show that it is difficult to maintain the participation of employees in environmental work, even in enterprises with an intention to do so. The cases contribute to the identification of those situations during the shaping of environmental work in an enterprise where choices concerning employee participation are made: (1) The need of management to involve employees in the environmental work (2) The competence building among employees and local supervisors; and (3) The stabilization of the environmental work into routines and structures. The theoretical approach draws on organizational theory emphasizing the connection between environmental strategies, measures and competence needs, and the shaping of the participation of employees as social processes formed by the existing culture and the pressure generated by the preventive environmental work. C1 Danish Technol Inst, DK-2630 Taastrup, Denmark. Tech Univ Denmark, Dept Mfg Engn & Management, DK-2800 Lyngby, Denmark. RP Forman, M, Danish Technol Inst, Gregersensvej,POB 141, DK-2630 Taastrup, Denmark. CR 1998, 13 TU DENM DEP TECHN BUNGE J, 1996, J CLEAN PROD, V4, P9 CLAUSEN C, 1999, TECHNOL ANAL STRATEG, V11, P463 KVALE S, 1992, ARTIKLER INTERVIEWS SORENSEN KH, 883 NIS TRONDH NHT NR 5 TC 1 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 2001 VL 13 IS 1 BP 71 EP 90 PG 20 SC Management; Multidisciplinary Sciences GA 415EV UT ISI:000167708600006 ER PT J AU Hard, M Knie, A TI The cultural dimension of technology management: Lessons from the history of the automobile SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This article criticizes traditional innovation strategies for focusing too one-sidedly on technological matters. By applying the concept of 'cultural ambience', the authors attempt to show that new technologies stand a larger chance of being introduced on a large scale if, on the one hand, they can be made to fit into existing organizational networks and legal structures and, on the other hand, they are compatible with firmly established routines and perceptions. Regardless of the degree of novelty aimed at, engineers and managers have to pay attention to non-technical factors. Technology management is always cultural management. The thesis of the article is supported by brief narrative analyses of four so-called alternative automobile projects; the NSU rotary-engine car, GM's EV1, a Norwegian electric vehicle and the recently launched Smart car. C1 Tech Univ Darmstadt, D-64283 Darmstadt, Germany. Wissensch Zentrum Berlin Sozialforsch, D-10785 Berlin, Germany. RP Hard, M, Tech Univ Darmstadt, Schloss, D-64283 Darmstadt, Germany. CR 1999, LOS ANGELES TIM 1111 1999, LUBECKER NACHRICHTEN AAKER DA, 1991, MANAGING BRAND EQUIT BULAND T, 1996, ELECT VEHICLE NORWAY DIERKES M, 1996, VISIONS TECHNOLOGY S FIALA E, 1994, WAS NACH AUTO KOMMT GRAD FP, 1975, AUTOMOBILE REGULATIO HARD M, 1997, TECHNOL SOC, V19, P145 HARD M, 1998, INTELLECTUAL APPROPR HARD M, 1999, TECHNOL CULT, V40, P24 JAMISON A, 1970, STEAM POWERED AUTOMO, P30 KNIE A, 1999, NEUERFINDUNG URBANER LABOUR B, 1987, SCI ACTION FOLLOW SC MOM G, 1997, GESCH AUTO MORGEN CU PERRIN N, 1994, LIFE ELECT CAR PINCH TJ, 1987, SOCIAL CONSTRUCTION, P17 RIFKIN J, 2000, AGE ACCESS NEW CULTU RIP A, 1995, MANAGING TECHNOLOGY SCHNAYERSON M, 1996, CAR COULD INSIDE STO STAUDENMAIER JM, 1985, TECHNOLOGYS STORYTEL TRUFFER B, 1997, SCI TECHNOL HUM VAL, V22, P207 WEBER M, 1999, EXPT SUSTAINABLE TRA NR 22 TC 1 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 2001 VL 13 IS 1 BP 91 EP 103 PG 13 SC Management; Multidisciplinary Sciences GA 415EV UT ISI:000167708600007 ER PT J AU Ornetzeder, M TI Old technology and social innovations. Inside the Austrian success story on solar water heaters SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB A central claim of sustainable development is the far-reaching use of renewable forms of energy. This article focuses on the fact that solar water heaters are much more popular in Austria than in most other European countries. The enormous success of solar heaters in the 1990s is explained by two specific social phenomena that only can be observed in Austria: first, by a self-construction movement, consisting of single do-it-yourself groups started in the early 1980s that has spread throughout Austria. A major aspect of this movement was a comprehensive diffusion strategy that made it easy for nearly everyone to get a solar water system. Second, an atypical group of adopters were responsible for the unexpected dissemination success. Most of these early adopters were households in rural regions, interested in solar heaters due to a feature that already played a central role in the very beginning of this technology-more personal comfort. The close connection between the self-construction movement and early users enabled ongoing technical improvements of the system, which were adopted by commercial producers and installation companies. C1 Ctr Social Innovat ZSI, A-1160 Vienna, Austria. RP Ornetzeder, M, Ctr Social Innovat ZSI, Koppstr 116-11, A-1160 Vienna, Austria. CR *BND, 1997, K VER NAT UMW ENTW J, P9 BIJKER WE, 1995, BICYCLES BAKELITES B, P199 DIERKES M, 1992, LEITBILD TECHNIK ENT DOSI G, 1982, RES POLICY, V11, P147 FANINGER G, 1999, SOLARMARKT OSTERREIC, P19 GATIGNON H, 1985, J CONSUM RES, V11, P861 HACKSTOCK R, 1992, UBERTRAGBARKEIT SOLA HACKSTOCK R, 1995, BESTIMMENDE FAKTOREN, P183 HAUFF V, 1987, UNSERE GEMEINSAME ZU, P46 HODL R, 1988, ENERGIE INFO, V1, P8 HUBACEK K, 1997, WU UMWELT READER UMW, P149 JOCHEM E, 1988, TECHNIKFOLGEN ABSCHA KREIBICH R, 1996, NACHHALTIGE ENTWICKL LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT ORNETZEDER M, 1995, SOZIALE TECHNIK, V2, P13 PASLER B, 1995, UNPUB THESIS U EC BU ROGERS EM, 1983, DIFFUSION INNOVATION RONETZEDER M, 2000, SOLARANLAGE SOZIALE STRYIHIPP G, 1998, ERNEUERBARE ENERGIE, V4, P4 NR 19 TC 0 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 2001 VL 13 IS 1 BP 105 EP 115 PG 11 SC Management; Multidisciplinary Sciences GA 415EV UT ISI:000167708600008 ER PT J AU Rosen, P TI Towards sustainable and democratic urban transport: Constructivism, planning and policy SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID SOCIAL CONSTRUCTION; TECHNOLOGY; SOCIOLOGY; ARTIFACTS; SCIENCE AB This paper takes a constructivist technology studies approach to understand the changing shape of transport and mobility, tracing in particular the growing importance of discourses around sustainability and democratic involvement in transport and urban planning as well as in wider public debate. The concept of sociotechnical frames is used to capture the interaction between the technical, social and cultural dimensions of transport and mobility; sociotechnical changes comes about when these different elements begin to pull apart from each other. In light of this framework, the paper examines shifts within the sociotechnology of transport and mobility since the late 1980s and draws on a case study of a controversial development dispute in the UK to examine how notions of sustainability and public involvement are constructed within local contexts. The case study highlights especially issues around the relative power to bring about change of different actors within a frame. C1 Univ York, Dept Sociol, Sci & Technol Studies Unit, York YO11 5DD, N Yorkshire, England. RP Rosen, P, Univ York, Dept Sociol, Sci & Technol Studies Unit, York YO11 5DD, N Yorkshire, England. 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Anal. Strateg. Manage. PD MAR PY 2001 VL 13 IS 1 BP 117 EP 135 PG 19 SC Management; Multidisciplinary Sciences GA 415EV UT ISI:000167708600009 ER PT J AU Rohracher, H TI Managing the technological transition to sustainable construction of buildings: A socio-technical perspective SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB The construction of buildings brings about a substantial ecological load: about 40% of energy consumption and about 25% of material moved by our economy is due to the construction of buildings. New construction technologies and new building components would allow us to reduce the ecological load of buildings to a fraction of its present value. However, the problem of making our building stock more sustainable is only to a minor extent a technical one. The required change of technologies can only be managed by simultaneously taking into account technical potentials and thar social context. Social studies of technology, with their focus on the construction of technologies as an interactive effort of various actors and on the inseparability of the social and technical side of sociotechnical systems provide a perspective to better understand the processes involved in the construction and dissemination of sustainable buildings. A number of strategies to manage technical change towards sustainability will be discussed: better integration of various actors at the supply side, shift to a market for innovative and ecological building services, improvement of user-producer relationships and integration of consumers into the innovation process. C1 IFF IFZ, A-8010 Graz, Austria. RP Rohracher, H, IFF IFZ, Schloegelgasse 2, A-8010 Graz, Austria. CR AKRICH M, 1992, SHAPING TECHNOLOGY B, P205 AKRICH M, 1995, MANAGING TECHNOLOGY, P67 BODEN M, 1996, SERV IND J, V16, P491 DIERKES M, 1992, LEITBILD TECHNIK ENT DOSI G, 1982, RES POLICY, V11, P147 FISHERKOWALSKI M, 1997, ESELLSCHAFTLICHER ST FLECK J, 1998, 7 ED U ED PICT FREEMAN C, 1994, CAMBRIDGE J ECON, V18, P483 FREEMAN C, 1997, EC IND INNOVATION FREEMAN C, 1998, TECHNICAL CHANGE EC, P38 FREEMAN G, 1992, EC HOPE ESSAYS TECHN GREEN K, 1992, TECHNOLOGICAL CHANGE, P164 GRIESSHAMMER R, 1996, NACHHALTIGE ENTWICKL HAJER MA, 1995, KNOWLEDGE POLICY, V8, P26 HAJER MA, 1995, POLITICS ENV DISCOUR HUTTLER W, 1996, MAT OSTERREICH GESEL, V1 JOHNSON B, 1992, NATL SYSTEMS INNOVAT, P23 LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT LUNDVALL BA, 1998, TECHNICAL CHANGE EC, P349 MACKENZIE D, 1985, SOCIAL SHAPING TECHN MANGEMATIN V, 1995, RES POLICY, V24, P441 NAM CH, 1988, CONSTRUCTION MANAGEM, V6, P135 PAVITT K, 1984, RES POLICY, V13, P343 PRIES F, 1995, CONSTR MGMT EC, V13, P43 SCHOT J, 1998, TECHNOLOGICAL FORECA, V54, P251 SENKER J, 1995, IND CORP CHANGE, V4, P425 SHOVE E, 1998, ENERG POLICY, V26, P1105 SLAUGHTER S, 1993, RES POLICY, V22, P81 SMMERTON J, 1996, CHANGING LARGE TECHN, P87 SOETE L, 1993, EUR EN VONHIPPEL E, 1995, SCOURCES INNOVATION WILLIAMS R, 1996, RES POLICY, V25, P86 NR 32 TC 0 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 2001 VL 13 IS 1 BP 137 EP 150 PG 14 SC Management; Multidisciplinary Sciences GA 415EV UT ISI:000167708600010 ER PT J AU Roberts, J TI From know-how to show-how? Questioning the role of information and communication technologies in knowledge transfer SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID RESEARCH-AND-DEVELOPMENT; MANAGEMENT; INNOVATION; GROUPWARE; NETWORKS AB This paper explores and critically reviews the ability of Information and Communication Technologies (ICTs) to improve the transferability of knowledge. The aim here is to look beyond knowledge transfer at a general level. By distinguishing between codified knowledge and tacit knowledge, a more thorough understanding of knowledge transfer is sought, and in particular of the role of ICTs in this process. ICTs favour the transfer of knowledge that can be codified and reduced to data. Of central concern here is what role, if any, do ICTs have in the transfer of tacit knowledge? This paper raises issues concerning the relationship between knowledge transfer, ICTs and trust. C1 Northumbria Univ, Sch Social Polit & Econ Sci, Div Econ, Newcastle Upon Tyne NE1 8ST, Tyne & Wear, England. RP Roberts, J, Northumbria Univ, Sch Social Polit & Econ Sci, Div Econ, Northumberland Bldg, Newcastle Upon Tyne NE1 8ST, Tyne & Wear, England. CR *DEP TRAD IND, 1998, OUR COMP FUT BUILD K *OECD, 1996, EMPL GROWTH KNOWL BA *OECD, 1996, KNOWL BAS EC *OECD, 1998, GLOB RES VILL INF CO ALLEN TJ, 1997, MANAGING FLOW TECHNO ANTONELLI C, 1999, MICRODYNAMICS TECHNO ARROW K, 1969, AM ECON REV, V59, P29 ARROW KJ, 1974, LIMITS ORG, P39 BOISOT MH, 1998, KNOWLEDGE ASSESTS SE BOLISANI E, 1999, TECHNOVATION, V19, P209 BOUTELLIER R, 1998, R&D MANAGE, V28, P13 CASSON M, 1991, C BUSINESS CULTURE G CASSON M, 1997, INFORMATION ORG NEW, P118 CHARLES DR, 1992, TECHNOLOGY TRANSFER, P3 CIBORRA CU, 1998, R&D MANAGE, V28, P43 COHENDET P, 1999, CAMBRIDGE J ECON, V23, P225 COWAN R, 1997, IND CORP CHANGE, V6, P595 DAVENPORT TH, 1998, SLOAN MANAGE REV, V39, P43 DAVENPORT TH, 1998, SLOAN MANAGE REV, V39, P51 DEMEYER A, 1991, SLOAN MANAGE REV, V33, P49 DENNIS RM, 1998, R&D MANAGE, V28, P27 DRUCKER P, 1993, POST CAPITALIST SOC FORAY D, 1996, EMPLOYMENT GROWTH KN, P11 FUKUYAMA F, 1995, TRUST SOCIAL VIRTUES HANDY C, 1995, HARVARD BUS REV, V73, P40 HOWELLS J, 1995, 16 U CAMBR ESRC CTR, P2 HOWELLS J, 1998, GLOBALIZATION GROWTH, P50 HOWELLS J, 2000, KNOWLEDGE SPACE EC HOWELLS JR, 1995, RES POLICY, V24, P169 LAMBERTON D, 1997, PROMETHEUS, V15, P73 LANDES D, 1999, WEALTH POVERTY NATIO, P278 LAZARIC N, 1998, TRUST EC LEARNING, P1 LEWIS R, 1998, R&D MANAGE, V28, P8 LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT LUNDVALL BA, 1994, J IND STUDIES, V1, P23 MACKENZIE D, 1995, AM J SOCIOL, V101, P44 NELSON RR, 1982, EVOLUTIONARY THEORY NOBEL R, 1998, STRATEGIC MANAGE J, V19, P479 NONAKA I, 1995, KNOWLEDGE CREATING C ORLIKOWSKI WJ, 1995, ORGAN SCI, V6, P423 OUNJIAN ML, 1987, IEEE T ENG MANAGE, V34, P194 PENROSE ET, 1959, THEORY GROWTH FIRM POLANYI M, 1958, PERSONAL KNOWLEDGE P POLANYI M, 1966, PHILOSOPHY, V41, P1 RIGGS WM, 1996, TECHNOL ANAL STRATEG, V8, P271 STIGLER GJ, 1961, J POLITICAL EC, V69, P213 NR 46 TC 15 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD DEC PY 2000 VL 12 IS 4 BP 429 EP 443 PG 15 SC Management; Multidisciplinary Sciences GA 378KW UT ISI:000165584400001 ER PT J AU Edwards, T TI Innovation and organizational change: Developments towards an interactive process perspective SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Since the 1980s researchers have gradually revised the assumptions and research methods guiding their investigation of innovation. The ascendancy of processual perspectives, and more recently interactive process perspectives, in place of normative-variance perspectives, represents a shift in opinion. Scholars now contend that innovation is best understood as a dynamic, ongoing process during which actions and institutional structures are inextricably linked. Scholars adopting an interactive process perspective have however, largely ignored how innovation influences the reproduction of organizations, in part, because the interactive process model is underdeveloped. This paper traces the demise and growth of different approaches in the study of innovation and develops an argument for why structuration theory would enable a significant advancement in the formation of an interactive process perspective. In doing so, a model of innovation as structuration process is developed illustrating how innovation can change the conditions governing the reproduction of an organizational repertoire. The modification of an organizational repertoire reflects the constraining and enabling aspects of the structural arrangements (stocks of knowledge, resources, interests) that simultaneously mediate and yet are an outcome of the actions of individuals involved in the innovation pose. This perspective is used to model the implementation of new products and processes in Alpha, a medium-sized enterprise involved in a Teaching Company Scheme Programme. C1 Cardiff Univ, Cardiff Business Sch, Cardiff CF1 3EU, S Glam, Wales. RP Edwards, T, Cardiff Univ, Cardiff Business Sch, Colum Dr, Cardiff CF1 3EU, S Glam, Wales. CR ARCHER MS, 1995, REALIST SOCIAL THEOR BARLEY SR, 1986, ADMIN SCI QUART, V31, P78 CLARK J, 1990, A GIDDENS CONSENSUS CLARK PA, 1987, ANGLOAMERICAN INNOVA CLARK PA, 1989, INNOVATION TECHNOLOG CLARK PA, 1995, WORKSH SHAP TECHN IA DEAN JW, 1987, NEW TECHNOLOGY ORG I, P35 DOWNS GW, 1976, ADM SCI Q, V21, P700 DOWNS GW, 1979, ADMIN SOC, V10, P380 DYER WG, 1988, KNOWLEDGE SOC INT J, V1, P23 ETTLIE JE, 1983, ACAD MANAGE J, V26, P113 GIDDENS A, 1982, PROFILES CRITIQUES S, P30 GIDDENS A, 1990, CONSEQUENCES MODERNI, P83 GIDDENS A, 1995, CONSTITUTION SOC JONES O, 1997, RP9704 ASTON BUS SCH, P17 JONES O, 1999, R&D MANAGE, V29, P2 KING N, 1990, INNOVATION CREATIVIT, P15 KNIGHTS D, 1994, MANAGERS DIVIDED ORG LEWIS LK, 1993, ACAD MANAGE REV, V18, P322 MACINTOSH NB, 1990, ACCOUNT ORG SOC, V15, P455 MOHR LB, 1982, EXPLAINING ORG BEHAV, P32 ORLIKOWSKI WJ, 1992, ORGAN SCI, V3, P3 PELZ DC, 1983, IEEE T ENG MANAGE, V30, P60 PIERCE JL, 1977, ACAD MANAGE REV, V2, P34 POOLE MS, 1990, ORG COMMUNICATION TE, P173 RICE RE, 1980, KNOWLEDGE CREATION D, V1, P499 ROBERTSON M, 1997, 13 EGOS C ORG RESP R, P1 ROGERS EM, 1983, DIFFUSION INNOVATION ROTHWELL R, 1985, REINDUSTRIALISATION SAREN M, 1990, STRATEGIC MANAGEMENT SAREN MA, 1984, R&D MANAGE, V14, P11 SCHUMPETER JA, 1943, CAPITALISM SOCIALISM, P43 SLAPPENDEL C, 1996, ORGAN STUD, V17, P108 SWAN J, 1996, 4 INT WORKSH MAN ORG THOMAS RJ, 1994, WHAT MACHINES CANT D TUSHMAN ML, 1981, ACAD MANAGE J, V24, P1 VANDEVEN A, 1988, COMMUN RES, V15, P632 VANDEVEN AH, 1989, RES MANAGEMENT INNOV, P590 WHIPP R, 1986, INNOVATION AUTO IND WHITTINGTON R, 1992, J MANAGE STUD, V29, P693 WOLFE RA, 1994, J MANAGE STUD, V31, P405 NR 41 TC 4 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD DEC PY 2000 VL 12 IS 4 BP 445 EP 464 PG 20 SC Management; Multidisciplinary Sciences GA 378KW UT ISI:000165584400002 ER PT J AU McMillan, GS Hamilton, RD TI Using bibliometrics to measure firm knowledge: An analysis of the US pharmaceutical industry SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INDICATORS; PERSPECTIVE; TECHNOLOGY; PATENTS AB A recent literature review highlighted the knowledge-based view as an important current theory in the strategic management area. The current paper utilizes that theory as the context for employing bibliometrics to uncover the publishing and patenting citation patterns in a group of twelve US pharmaceutical companies over a 13-year period. Our initial findings suggest that firms self-cite a great deal, and that they rely heavily on public science. In addition, we found that Merck and Co. is the most frequently cited company in both the science and technology areas, though somewhat less so in technology. The managerial implications, particularly from a knowledge perspective, are discussed as well as some suggestions for future research. C1 Penn State Univ, Dept Social Sci, Abington, PA USA. Temple Univ, Dept Gen & Strateg Management, Philadelphia, PA 19122 USA. RP McMillan, GS, 1600 Woodland Rd, Abington, PA 19001 USA. CR *PHARM MAN ASS, 1989, PMA STAT FACT BOOK ALBERT MB, 1991, RES POLICY, V20, P251 BARNARD C, 1938, FUNCTIONS EXECUTIVE BIERLY P, 1996, R&D MANAGE, V26, P115 BIERLY P, 1996, STRATEGIC MANAGE J, V17, P123 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOL K, 1993, STRATEGIC MANAGE J, V14, P47 CYERT RM, 1997, ORGAN DYN, V25, P45 DECAROLIS D, 1994, THESIS TEMPLE U GRAVES S, 1996, STRATEGIC MANAGEMENT, V14, P593 GRILICHES Z, 1990, J ECON LIT, V28, P1661 HOSKISSON RE, 1999, J MANAGE, V25, P417 KOENIG MED, 1983, RES POLICY, V12, P15 LEVIN RC, 1987, BROOKINGS PAPERS EC, V3, P783 LIEBESKIND JP, 1996, STRATEGIC MANAGE J, V17, P93 MCMILLAN GS, 2000, RES POLICY, V29, P1 NARIN F, 1987, RES POLICY, V16, P143 NARIN F, 1988, RES POLICY, V17, P139 NARIN F, 1997, RES POLICY, V26, P317 PENROSE E, 1959, THEORY GROWTH FIRM POLANYI M, 1966, TACIT DIMENSION SELZNICK P, 1957, LEADERSHIP ADM SOCIO SPENDER JC, 1996, STRATEGIC MANAGE J, V17, P5 NR 23 TC 4 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD DEC PY 2000 VL 12 IS 4 BP 465 EP 475 PG 11 SC Management; Multidisciplinary Sciences GA 378KW UT ISI:000165584400003 ER PT J AU Rappert, B Wright, S TI A flexible response? Assessing non-lethal weapons SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Recently, much promise has been attached to non-lethal weapons as tools for managing contemporary security demands. The utility of this class of technology derives from the flexibility it supposedly offers in the use of force. Despite the growing literature on non-lethal weapons, few commentators have scrutinized them in a systematic fashion. Drawing on a wide range of academic disciplines, the article elaborates an approach for clarifying some of the crucial issues associated with 'non-lethals' and assesses the flexibility they afford. In doing so, significant grounds are presented for doubting the merits of this technology. C1 Univ York, SATSU, York YO1 5DD, N Yorkshire, England. Omega Fdn, Manchester M2 5NS, Lancs, England. RP Rappert, B, Univ York, SATSU, York YO1 5DD, N Yorkshire, England. CR 1998, POLICE REV, V106, P4 *AMN INT UK, 1998, AMN INT UK SECT EV T *AMN INT UK, 1999, AMN INT UK SECT SUBM *AMN INT, 1997, ARM TORT EL TORT SPR *AMN INT, 1998, 510351998 AMR *CBW, 1997, CBW CONV B, V38, P26 *COMM ADM JUST, 1998, PLAST BULL BRIEF PAP *COUNC SCI SOC, 1978, HARML WEAP *DEP DEF, 1997, ANN REP DOD JOINT NO *DEP TRAD IND MIN, 1999, ANN REP STRAT EXP CO *HOM OFF, 1971, HOM OFF REP ENQ MED *HUM RIGHTS WATCH, 1995, BLIND LAS WEAP *IND COMM POL NO I, 1999, NEW BEG POL NO IR RE *INT COMM RED CROS, 1997, SIRUS PROJ *MENT HLTH ACT COM, 1999, 8 MENT HLTH ACT COMM *NORW RED CROSS, EXP GROUP M 18 20 MA *POL COMPL AUTH, 2000, CS SPRAY INCR PUBL S *POL RES GROUP, 1993, ASS EXP SID HANDL BA *POL RES GROUP, 1996, REV POL TRIALS CS AE ACKROYD C, 1980, TECHNOLOGY POLITICAL AFTERGOOD S, 1994, B ATOMIC SCI SEP, P40 ALEXANDER L, 1995, ISSUES SCI TECHN WIN, P67 BALLANTYNE B, 1972, MED SCI LAW, V12, P43 BALLANTYNE R, 1996, GUARDIAN 0111, P8 BECKER J, 1996, JANES INT DEFENS FEB, P62 BUNKER R, 1996, 15 INSS USAF AC COLLINGRIDGE D, 1980, SOCIAL CONTROL TECHN DANDO M, 1996, NEW FORM WARFARE DOSWALDBECK L, 1995, PAPERS THEORY PRACTI, V14 EGNAR C, 1976, MODELING LESS LETHAL GOLDBLAT J, 1970, B ATOMIC SCI APR, P13 GREENWOOD T, 1975, MAKING MIRV HOPKINS N, 1999, GUARDIAN 0709 HU H, 1995, J AM MED ASS, V262 JASONLLOYD L, 1991, NEW LAW J 0726, P1043 JENKINS C, 1998, POLICE REV, V106, P5 JONES R, 1973, NEW SCI, V31, P546 LAMB C, 1995, NONLETHAL WEAPONS PO, P1 LEWER N, 1997, NONLETHAL WEAPONS LINDBLOM C, 1979, PUBLIC ADMIN REV, V39, P517 LINDBLOM C, 1993, POLICY MAKING PROCES LOVELACE D, 1998, NONLETHALITY AM LAND MANWARINGWHITE S, 1983, POLICING REVOLUTION MORONE J, 1986, AVERTING CATASTROPHE MORRIS C, 1995, AIRPOWER J, V9, P1 MUKHOPADHYAY S, 1998, INNOVATION, V11, P253 NORTHHAM G, 1988, SHOOTING DARK OHEARN B, 1996, STRATEGIC ASSESSMENT PARNEIXSPAKE A, 1993, ARCH DERMATOL, V129, P913 RADDER H, 1986, SOC STUD SCI, V16, P663 RIP A, 1995, MANAGING TECHNOLOGY ROSENBERG BH, 1994, B ATOMIC SCI SEP, P44 TOFFLER A, 1994, WAR ANTIWAR TREVISICK S, 1996, DISPATCHES TRUTH CS VULLIAMY E, 1997, GUARDIAN 0819 WADDINGTON PAJ, 1997, SOCIOLOGY, V31, P91 WEBER DC, 1999, 50 CATO I WOODHOUSE EJ, 1990, SCI TECHNOL, V15, P442 WRIGHT S, 1987, THESIS U LANCASTER WRIGHT S, 1998, 166499 PE SCI TECHN WYNNE B, 1988, SOC STUD SCI, V18, P147 WYNNE B, 1995, MANAGING TECHNOLOGY ZANDERS JP, 1998, SIPRI YB 1998 ARMAME NR 63 TC 0 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD DEC PY 2000 VL 12 IS 4 BP 477 EP 492 PG 16 SC Management; Multidisciplinary Sciences GA 378KW UT ISI:000165584400004 ER PT J AU Wong, WLP Radcliffe, DF TI The tacit nature of design knowledge SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID TECHNOLOGY; INNOVATION; CREATION AB Valuable knowledge acquired by small manufacturing enterprises (SMEs) over time can be lost through the exit of staff. The difficulty of retaining knowledge lies in the fact that part of the knowledge involved is tacit in nature and is highly, if not totally, inarticulable. This paper analyzes the explicit/tacit nature of the design knowledge involved in projects undertaken by an SME. It is analyzed to provide a model of knowledge application and a schema for eliciting the mental process during knowledge application and the types of knowledge used respectively. The tacit characteristics associated with the application of design knowledge are explored. The paper also discusses the tactics that can be employed to tackle the knowledge retention problem as experienced by the SME. C1 Univ Queensland, Dept Mech Engn, St Lucia, Qld 4072, Australia. RP Wong, WLP, Univ Queensland, Dept Mech Engn, St Lucia, Qld 4072, Australia. 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Anal. Strateg. Manage. PD DEC PY 2000 VL 12 IS 4 BP 493 EP 512 PG 20 SC Management; Multidisciplinary Sciences GA 378KW UT ISI:000165584400005 ER PT J AU Miozzo, M Ivory, C TI Restructuring in the British construction industry: Implications of recent changes in project management and technology SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INNOVATION AB Theoretical and policy treatments of the processes and management of innovation in construction have neglected the complexity of the social practices in construction and the new conflicts between the parties that may arise from the introduction of organizational and technological change. Based on extensive interviews with contractors, consultants, suppliers and developers, this paper shows that new developments in project management and technologies have not eliminated the adversarial relations associated with the traditional contracting system but have created the potential for new conflicts in the construction sector that might affect innovation adversely. These problems may be further exacerbated by the impacts of these changes on skills and employment conditions in the construction industry. It is argued that these new conflicts suggest the need for research and policy initiatives to move beyond stylized generalizations of the industry. C1 UMIST, Manchester Sch Management, Manchester M60 1QD, Lancs, England. Univ Manchester, PREST, Manchester M13 9PL, Lancs, England. RP Miozzo, M, UMIST, Manchester Sch Management, POB 88, Manchester M60 1QD, Lancs, England. CR 1998, CONTRACT J, V394, P16 1998, CONTRACT J, V394, P22 1998, CONTRACT J, V395 1998, FINANCIAL TIMES 0709 *COMM PLAC MAN CON, 1964, PLAC MAN CONTR BUILD *COMM PLAC MAN RES, 1994, PLAC MAN BUILD CONTR *IPRA, 1992, AN PRIV PUBL SECT FU *TECHN FOR PAN, 1995, PROGR PARTN ARDITI D, 1997, J CONSTR ENG M ASCE, V123, P371 BALL M, 1988, REBUILDING CONSTRUCT BOWYER J, 1984, HIST BUILDING CLARKE L, 1998, BLUEPRINT CHANGE CON CLEVELAND B, 1995, UNPUB WHY WILL WE AU DOLAN DF, 1979, BRIT CONSTRUCTION IN EGAN J, 1998, RETHINKING CONSTRUCT EMMERSON H, 1962, SURVEY PROBLEMS CONS EVANS S, 1991, RESTRUCTURING TRADIT GANN D, 1991, RESTRUCTURING TRADIT GANN D, 1994, HDB IND INNOVATION GANN D, 1996, DEP TRADE IND OVERSE HARVEY R, 1993, CONSTRUCTION IND GRE HIGGINS G, 1965, COMMUNICATIONS BUILD LABORDE M, 1994, J CONSTR ENG M ASCE, V120, P488 LATHAM M, 1994, CONSTRUCTING TEAM JO MALE S, 1991, COMPETITIVE ADVANTAG MCDERMOTT P, 1995, UNPUB LATHAM CAUSES MILLER S, 1994, INNOVATIVE MANUFACTU MIOZZO M, 1988, COMPUT IND, V35, P59 POWELL J, 1995, NEW CONSTRUCTION CUL ROSENFELD Y, 1994, CONSTR MGMT EC, V12, P521 SLAUGHTER ES, 1998, J CONSTR ENG M ASCE, V124, P226 TATUM CB, 1986, J CONSTR ENG M ASCE, V112, P178 TATUM CB, 1987, J CONSTR ENG M ASCE, V113, P648 NR 33 TC 3 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD DEC PY 2000 VL 12 IS 4 BP 513 EP 531 PG 19 SC Management; Multidisciplinary Sciences GA 378KW UT ISI:000165584400006 ER PT J AU Suchman, L Bishop, L TI Problematizing 'innovation' as a critical project SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Based on research experience within US corporations, this paper examines the rhetoric and practices of organizational and technological 'innovation'. Our aim is to identify discourses of innovation as a site for critical studies. Two cases are used to illustrate ways in which initiatives launched in the name of change are based in traditional cultural frames that work in practice to conserve existing institutional orders. We close with some observations on alternative, indigenous sources of innovation and the conditions required to sustain them. C1 Univ Lancaster, Lancaster LA1 4YW, England. WestEd, San Francisco, CA USA. RP Suchman, L, 55 Borden St, Toronto, ON M5S 2M8, Canada. CR 1995, ORGANIZATION, V2, P371 BRAVERMAN H, 1974, LABOR MONOPOLY CAPIT GORDON D, 1982, SEGMENTED WORK DIVID MARCUS G, 1995, TECHNOSCIENTIFIC IMA, P4 NEWMAN SE, 1998, KNOWL SOC, V11, P235 STEINBERG RJ, 1999, ANN AM ACAD POLIT SS, V561, P8 SUCHMAN L, 1994, COMPUTER SUPPORTED C, V2, P21 NR 7 TC 5 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 2000 VL 12 IS 3 BP 327 EP 333 PG 7 SC Management; Multidisciplinary Sciences GA 353KH UT ISI:000089273000002 ER PT J AU Harding, N Learmonth, M TI Thinking critically: The case of health policy research SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB In this paper, we focus upon the recent work of one of health policy's leading academics. We then explore policy developments and show that where 'mainstream' health policy analysis implicitly supports the managerialization of health services, our critical perspectives reveal the existence of four male power blocs: management, medicine as science, medicine as practice, and the academic discipline of political science. Finally we suggest how the use of our perspectives enhances the possibility for bringing about meaningful change in health policy. C1 Univ Leeds, Nuffield Inst Hlth, Leeds, W Yorkshire, England. Univ York, Ctr Hlth & Social Care, Innovat Ctr, York YO10 5DG, N Yorkshire, England. RP Harding, N, Univ Leeds, Nuffield Inst Hlth, Leeds, W Yorkshire, England. CR *DEP HLTH SOC SEC, 1983, NHS MAN INQ *DEP HLTH, 1997, NEW NHS BERG M, 1992, SOCIOLOGY HLTH ILLNE, V14, P152 BURRELL G, 1998, FOUCAULT MANAGEMENT, P14 CLOUSER KD, 1985, LOGIC DISCOVERY DIAG, P52 DAVIES C, 1995, GENDER PROFESSIONAL, P171 FEINSTEIN AV, 1967, CLIN JUDGMENT FELSKI R, 1995, GENDER MODERNITY, P18 HAM C, 1997, MANAGEMENT CMPETITIO HARDING N, 1996, CONFUSED PROFESSIONA HARDING S, 1991, WHOSE SCI WHOSE KNOW HARRISON S, 1982, J MANAGE STUD, V19, P377 HARRISON S, 1999, EUR CONS POL RES MAN HARRISON S, 1999, PROFESSIONALS NEW MA, P50 HEARN J, 1992, MEN PUBLIC EYE HUNTER DJ, 1996, SOC SCI MED, V43, P799 JACKSON N, 1998, FOUCAULT MANAGEMENT, P49 KLEIN R, 1995, NEW POLITICS NHS MALTERUD K, 1995, THEOR MED, V16, P183 POLLITT C, 1990, MANAGERIALISM PUBLIC ROPER M, 1994, MASCULINITY BRIT ORG SEIDLER VJ, 1994, UNREASONABLE MEN MAS WALBY S, 1994, MANAGING SOCIAL POLI WULFF, 1981, RATIONAL DIAGNOSIS T, P117 NR 24 TC 3 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 2000 VL 12 IS 3 BP 335 EP 341 PG 7 SC Management; Multidisciplinary Sciences GA 353KH UT ISI:000089273000003 ER PT J AU Kaghan, W TI Invention, innovation, and emancipation: Research worlds and trajectories of social change SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This position paper outlines how recent 'irreductionist' research and theorizing can enrich the insights provided by Marx and by commentators on Marx such as Schumpeter and Habermas into the relationship between science, technology and social change. The paper begins with a review of Marx's discussion of commodities and their relation to the forces and relations of production, Schumpeter's discussion of the processes of invention and innovation and Habermas' discussion of techne (instrumental knowledge), praxis (moral understanding) and their relation to processes of emancipation. The paper then suggests how understanding the relationship between invention, innovation, and emancipation is deepened and reframed by irreductionist approaches to the study of 'research worlds'. An irreductionist perspective on commodities and commodification is briefly outlined. C1 Sakson & Taylor Inc, Informat Design & Dev, Technol Management & Tech Commun, Seattle, WA 98103 USA. RP Kaghan, W, Sakson & Taylor Inc, Informat Design & Dev, Technol Management & Tech Commun, 4300 Aurora Ave N,Suite 100, Seattle, WA 98103 USA. CR BIJKER W, 1996, BICYCLES BAKELITES B CALLON M, 1999, ACTOR NETWORK THEORY GEERTZ C, 1983, LOCAL KNOWLEDGE FURT HABERMAS J, 1987, PHILOS DISCOURSE MOD HEILBRONER R, 1980, MARXISM FOR KAGHAN W, 1998, ORGANIZATION, V5, P191 KAGHAN WN, 2000, J ENG TECHNOLOGY MAN LATOUR B, 1987, SCI ACTION LATOUR B, 1988, PASTEURIZATION FRANC LATOUR B, 1993, WE HAVE NEVER BEEN M LATOUR B, 1998, SCIENCE, V280, P208 LATOUR B, 1999, PANDORAS HOPE ESSAYS LYNCH M, 1993, SCI PRACTICE ORDINAR PICKERING A, 1995, MANGLE PRACTICE TIME SCHUMPETER J, 1947, CAPITALISM SOCIALISM STAR SL, 1995, ECOLOGIES KNOWLEDGE TUCKER RC, 1978, MARX ENGELS READER, R19 NR 17 TC 0 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 2000 VL 12 IS 3 BP 343 EP 347 PG 5 SC Management; Multidisciplinary Sciences GA 353KH UT ISI:000089273000004 ER PT J AU Hull, R TI Ethics, innovation and innovation studies SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB I argue that the critical potential of innovation studies can be considerably enhanced by including questions of ethics, both as an object of study and as an aspect of study. I approach this by first reviewing what we understand by ethics, secondly by speculating how two stylized opposing positions in innovation studies-radical epistemology and radical politics-might each treat the question of ethics, and finally by offering a position that is complementary to those whilst not attempting any resolution of their supposed dilemma. C1 Brunel Univ, Dept Human Sci, Ctr Res Innovat Culture & Technol, Uxbridge UB8 3PH, Middx, England. RP Hull, R, Brunel Univ, Dept Human Sci, Ctr Res Innovat Culture & Technol, Uxbridge UB8 3PH, Middx, England. CR *ESRC CTR RES INN, 1998, ESRC CTR RES INN COM *ESRC CTR RES INN, 1999, MCM INT BUS C TOR JA ASHMORE M, 1996, SOC STUD SCI, V26, P305 BAUMAN Z, 1993, POSTMODERN ETHICS BEARDSWORTH R, 1995, TEKHNEMA J PHILO SPR, P85 BEARDSWORTH R, 1996, DERRIDA POLITICAL CAYGILL H, 1989, ART JUDGEMENT CRITCHLEY S, 1992, ETHICS DECONSTRUCTIO FOUCAULT M, 1984, COMMUNICATION JAN FOUCAULT M, 1996, FOUCAULT LIVE, P432 HULL R, 1999, ORGANIZATION, V6, P405 HULL R, 2000, MANAGING KNOWLEDGE C LEVINAS E, 1982, ETHICS INFINITY CONV MACINTYRE A, 1967, 3 RIVAL VERSIONS MOR MACINTYRE A, 1967, SHORT HIST ETHICS MACINTYRE A, 1981, VIRTUE STUDY MORAL T MOORE GE, 1971, PRINCIPIA ETHICA OSBORNE T, 1999, ASPECTS ENLIGHTENMEN ROSE G, 1992, BROKEN MIDDLE OUT OU ROSE G, 1997, LOVES WORK, P116 ROSE N, 1999, POWERS FREEDOM REFRA WILLMOTT H, 1998, ETHICS ORG NR 22 TC 0 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 2000 VL 12 IS 3 BP 349 EP 355 PG 7 SC Management; Multidisciplinary Sciences GA 353KH UT ISI:000089273000005 ER PT J AU Koch, C TI Collective influence on information technology in virtual organizations-emancipatory management of technology? SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This contribution addresses the question of how to create an agency for emancipatory management of technology. Unions are suggested as a collective actor, since steps towards democratization and micro emancipation have few chances if they rely on management practitioners alone. Instead, unions, shop stewards and employees should acquire and demand elements of emancipatory management of technology on the basis of collective power rather than waiting for managers to change their praxis. The article looks at union activities related to virtual organizations in manufacturing companies. It is argued that although virtualization is modest, it still challenges traditional union strategies. Based on case material stemming from action-oriented research, a number of levels of possible influence and politicization are discussed ranging from the workplace to the national level, which unions can pursue in becoming a collective actor in the development of ICT and organizations. C1 Tech Univ Denmark, IFP, Dept Planning, DK-2800 Lyngby, Denmark. AMOTEK, Kishinev, Moldova. RP Koch, C, Tech Univ Denmark, IFP, Dept Planning, DTU Bldg 115, DK-2800 Lyngby, Denmark. CR *LO, 1997, TUC MEMB INF TECHN *LO, 1999, HUR ANV LO DAT RAPP ADORNO TW, 1969, DIALEKTIK AUFKLARUNG ALVESSON M, 1996, MAKING SENSE MANAGEM BURNETT A, 1999, 17 ANN INT LAB PROC CASTELLS M, 1996, RISE NETWORK SOC CLAUSEN C, 1992, PARTICIPATION TECHNO CLAUSEN C, 1998, ARBEJDET FORANDRING, P550 DALSGAARD L, 1996, NETWORKSORGANISERING EHN P, 1987, COMPUTERS DEMOCRACY FEENBERG A, 1991, CRITICAL THEORY TECH FEENBERG A, 1996, INQUIRY SUM GREEN K, 1996, TECHNOLOGY ANAL STRA, V8 GREEN K, 1999, RES POLICY, V28, P777 GRINT K, 1996, MACHINE WORK TECHNOL HABERMAS J, 1970, RATIONAL SOC JACKSON P, 1998, TELEWORKING INT PERS JOHNS P, 1998, MANAGEMENT COCKPIT P KNIGHTS D, 1994, MANAGERS DIVIDED ORG KOCH C, 1997, TBS COLLECTIVE ACTOR LACLAU E, 1985, HEGEMONY SOCIALIST S LATOUR B, 1997, SOZIALE WELT LAW J, 1999, ACTOR NETWORK THEORY MARCUSE H, 1964, ONE DIMENSIONAL MAN MARX K, 1975, MARX ENGELS WERKE, V23 MOWSHOWITZ A, 1997, SYST RES BEHAV SCI, V14, P373 NOBLE D, 1985, SOCIAL SHAPING TECHN PETTIGREW A, 1985, AWAKENING GIANT CONT SANDBERG A, 1992, TECHNOLOGICAL CHANGE SCHEUER S, 1998, CHANGING IND RELATIO NR 30 TC 0 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 2000 VL 12 IS 3 BP 357 EP 368 PG 12 SC Management; Multidisciplinary Sciences GA 353KH UT ISI:000089273000006 ER PT J AU Hasu, M TI Constructing clinical use: An activity-theoretical perspective on implementing new technology SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB How do individual users survive the introduction of an innovation into complex technological and organizational contexts? An analysis is presented of the implementation of radically new technology, a neuromagnetic measuring system (MEG), to hospital environment. The analysis, in 1997, covers the attempt during its first five months to take MEG into clinical use at a hospital laboratory, and follows the central actor, a consulting physician who was hired to start the clinical service. An activity-theoretical framework is used to analyze the difficulties of the multi-organizational implementation process. The framework (1) emphasizes the importance of analyzing the perspectives of different actors on implementation; (2) provides means to explore the developmentally significant contradictions in an organizational setting of an implementation and (3) discusses the user problems and user initiatives signalling a need for collective learning within implementation. C1 Univ Helsinki, Ctr Act Theory & Dev Work Res, FIN-00014 Helsinki, Finland. RP Hasu, M, Univ Helsinki, Ctr Act Theory & Dev Work Res, POB 47, FIN-00014 Helsinki, Finland. CR BARLEY SR, 1986, ADMIN SCI QUART, V31, P78 BLACKLER F, 1995, ORGAN STUD, V16, P1022 BLACKLER F, 1995, ORGAN STUD, V16, P1026 BLACKLER F, 1999, ORGANIZATION, V6, P5 BURGELMAN RA, 1988, STRATEGIC MANAGEMENT COLE M, 1993, DISTRIBUTED COGNITIO, P1 ENGERSTROM Y, IN PRESS DECISION MA ENGERSTROM Y, 1998, PERSPECTIVES ACTIVIT ENGESTROM Y, 1987, LEARNING EXPANDING A ENGESTROM Y, 1990, LEARNING WORKING IMA ENGESTROM Y, 1999, COMPUTER SUPPORTED C, V8, P63 ENGESTROM Y, 1999, COMPUTER SUPPORTED C, V8, P67 GREEN K, 1992, TECHNOLOGICAL CHANGE, P164 HASU M, IN PRESS INT J HUMAN HOLLAND D, 1994, MIND CULTURE ACTIVIT, V1, P8 KLINE SJ, 1986, POSITIVE SUM STRATEG, P275 KOSCHMANN T, 1998, MIND CULTURE ACTIVIT, V5, P25 LEONARD D, 1998, WELLSPRINGS KNOWLEDG, P158 LEONTEV AN, 1978, ACTIVITY CONSCIOUSNE MANGHAM IL, 1995, MANAGE LEARN, V26, P493 MIETTINEN R, COMPUTER SUPPORTED C MIETTINEN R, 1998, SOC STUD SCI, V28, P423 PREECE DA, 1989, MANAGING ADOPTION NE ROGERS EM, 1983, DIFFUSION INNOVATION ROTHWELL R, 1994, HDB IND INNOVATION, P33 STARZL TE, 1989, CLIN TRANSPLANT, V3, P37 VONHIPPEL E, 1988, SOURCES INNOVATION NR 27 TC 3 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 2000 VL 12 IS 3 BP 369 EP 382 PG 14 SC Management; Multidisciplinary Sciences GA 353KH UT ISI:000089273000007 ER PT J AU van de Poel, I TI On the role of outsiders in technical development SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INNOVATION AB In this paper, it is argued that outsiders play an important role in the dynamics of technical change and that, for this reason, outsider involvement is also an important entry if one wants to 'improve' or democratize technical development. Outsiders are defined as people not involved in technical development and not sharing the rules that guide the design and development of a technology. The totality of these rules makes up the technological regime of a technology. Technological regimes are characterized by certain trajectories of technical development. The focus in this paper is on outsiders who may trigger (radical) technical change that transform current technological regimes. Three different types of such outsiders are distinguished and their role in technical development is discussed: professional scientists and engineers, outsider firms and societal pressure groups. C1 Delft Univ Technol, Dept Philosophy, NL-2628 RZ Delft, Netherlands. RP van de Poel, I, Delft Univ Technol, Dept Philosophy, De Vries van Heystplantsoen 2, NL-2628 RZ Delft, Netherlands. CR ABBOT A, 1988, SYSTEM PROFESSIONS E BECK LH, 1974, KIDNEY INT, V6, P18 BECKER HS, 1963, OUTSIDERS STUDIES SO BIJKER W, 1995, BICYCLES BAKELITE BU BOUDON R, 1981, LOGIC SOCIAL ACTION, P40 BOURDIEU P, 1985, SOCIOCRITICISM, V2, P11 BOWER JL, 1995, HARVARD BUSINESS JAN, P43 CALLON M, 1986, MAPPING DYNAMICS SCI, P72 CALLON M, 1992, TECHNOLOGICAL CHANGE, P84 CLARK KB, 1985, RES POLICY, V14, P235 CONSTANT EW, 1980, ORIGINS TURBOJET REV CONSTANT EW, 1987, SOCIAL CONSTRUCTION, P225 DISCO C, 1992, SOC SCI INFORM, V31, P465 GUSTON DH, 1999, SCI TECHNOL HUM VAL, V24, P451 HUGHES TP, 1987, SOCIAL CONSTRUCTION, P51 KROES P, 1995, ROLE DESIGN SHAPING, P43 NELSON RR, 1977, RES POLICY, V6, P36 PORTER ME, 1990, COMPETITIVE ADVANTAG RIP A, 1995, MANAGING TECHNOLOGY RIP A, 1998, HUMAN CHOICE CLIMATE, V2, P327 ROWE G, 2000, SCI TECHNOL HUM VAL, V25, P3 STOELHORST JW, 1997, THESIS ENSCHEDE TRUFFER B, 1997, SCI TECHNOL HUM VAL, V22, P207 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 UTTERBACK JM, 1994, MASTERING DYNAMICS I VANDEPOEL I, 1995, ROLE DESIGN SHAPING VANDEPOEL I, 1998, THESIS ENSCHEDE VANLENTE H, 1998, CONSTRUCTING SOCIOTE, P203 VERHEUL H, 1995, TECHNOL ANAL STRATEG, V7, P315 NR 29 TC 7 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 2000 VL 12 IS 3 BP 383 EP 397 PG 15 SC Management; Multidisciplinary Sciences GA 353KH UT ISI:000089273000008 ER PT J AU Hislop, D Newell, S Scarbrough, H Swan, J TI Networks, knowledge and power: Decision making, politics and the process of innovation SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INFORMATION TECHNOLOGY; CRITIQUE; WORK; ORGANIZATIONS; INSURANCE; FIRM AB This paper examines the highly political nature of innovation appropriation processes. The central focus is on the role of networks, networking, and knowledge in these processes. The data presented is drawn from two case study companies, both of which were implementing Enterprise Resource Planning (ERP) systems. While formal, hierarchical authority was found to be an important contextual factor, shaping the appropriation processes examined, it was found that such authority was not automatically translatable into actual power. In terms of knowledge and networks, the paper concludes that they were inextricably inter-related, largely because the typically tacit nature of much relevant knowledge required the development of networks to access and utilize it. The paper further concluded that the use of both networks, and knowledge in the innovation appropriation processes examined had a dual character. They could not only provide access to relevant knowledge and artefacts, but could also be used as political tools in support of particular interests. C1 Sheffield Hallam Univ, Sch Business, Sheffield S1 1WB, S Yorkshire, England. Univ Leicester, Ctr Management, Leicester LE1 7RH, Leics, England. Nottingham Trent Univ, Nottingham Business Sch, Nottingham, England. Univ Warwick, Warwick Business Sch, Coventry CV4 7AL, W Midlands, England. RP Hislop, D, Sheffield Hallam Univ, Sch Business, Sheffield S1 1WB, S Yorkshire, England. CR ALVESSON M, 1998, MAKING SENSE MANAGEM BLACKLER F, 1995, ORGAN STUD, V16, P1021 CLEGG S, 1980, ORG CLASS CONTROL COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOMBS R, 1992, ORGAN STUD, V13, P51 COOMBS R, 1995, NEW TECH WORK EMPLOY, V10, P121 FINCHAM R, 1992, J MANAGE STUD, V29, P741 FROST PJ, 1991, RES ORGAN BEHAV, V13, P229 GRANDORI A, 1995, ORGAN STUD, V16, P184 HALES C, 1993, MANAGING ORG MANAGEM HARRIS M, 1997, J INFORM TECHNOL, V12, P61 IBARRA H, 1993, ACAD MANAGE J, V36, P471 KNIGHTS D, 1992, ORGAN STUD, V13, P211 KNIGHTS D, 1993, J MANAGE STUD, V30, P975 KNIGHTS D, 1994, MANAGERS DIVIDED ORG MCCABE D, 1996, NEW TECH WORK EMPLOY, V11, P28 NEWTON T, 1996, SOCIOLOGY, V30, P717 PETTIGREW A, 1973, POLITICS ORG DECISIO PETTIGREW A, 1985, AWAKENING GIANT CONT PETTIGREW AM, 1987, J MANAGE STUD, V24, P649 PFEFFER P, 1981, POWER ORG SCARBROUGH H, 1996, MANAGEMENT EXPERTISE SENKER J, 1996, TECHNOLOGICAL COLLAB SORENSEN KH, 1992, SCI TECHNOL, V17, P13 STEWARD F, 1996, TECHNOLOGICAL COLLAB THOMPSON P, 1995, SOCIOLOGY, V29, P615 TIDD J, 1997, MANAGING INNOVATION TSOUKAS H, 1996, STRATEGIC MANAGE J, V17, P11 TUSHMAN M, 1981, ACAD MANAGE J, V24, P289 WEBB J, 1992, SOCIOLOGY, V26, P471 WILLMOTT H, 1987, J MANAGE STUD, V24, P249 WOLFE RA, 1994, J MANAGE STUD, V31, P405 NR 32 TC 7 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 2000 VL 12 IS 3 BP 399 EP 411 PG 13 SC Management; Multidisciplinary Sciences GA 353KH UT ISI:000089273000009 ER PT J AU McLaughlin, J Skinner, D TI Developing usability and utility: A comparative study of the users of new IT SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID TECHNOLOGY AB The paper, based on a major comparative study of the introduction of management information systems in retailing, health and higher education, argues for a broader and more differentiated account of users in studies of technological innovation. End-users must incorporate new systems into their working lives and in so doing play a crucial and active part in embedding new systems into organizations. The particular focus of this paper is the interplay of two key aspects of the varied and developing relationships between users and new systems-usability and utility. By classifying discussions of usability into six distinct components, the paper recasts it as a multifaceted phenomenon that is as much social as it is technological. The development of utility is explored through a discussion of three different groups of users-one drawn from each research site. Each group is taken to exemplify different locations in and stances towards processes of techno-organizational change. C1 Univ Leeds, Dept Sociol & Social Policy, Leeds LS2 9JT, W Yorkshire, England. Anglia Polytech Univ, Dept Sociol & Polit, Cambridge CB1 1PT, England. RP McLaughlin, J, Univ Leeds, Dept Sociol & Social Policy, Leeds LS2 9JT, W Yorkshire, England. CR ACKER J, 1990, GENDER SOC, V4, P139 BESSANT J, 1993, INT J TECHNOL MANAGE, V8, P197 CLARK P, 1987, ANGLO AM INNOVATION FLECK J, 1994, MANAGEMENT INFORMATI JACKSON P, 1997, INNOVATION ORG CHANG MANSFIELD E, 1992, RES POLICY, V21, P295 MCLAUGHLIN J, 1998, SOCIOL REV, V46, P781 MCLAUGHLIN J, 1999, VALUING TECHNOLOGY O MCLOUGHLIN I, 1997, INNOVATION ORG CHANG ORLIKOWSKI WJ, 1992, ORGAN SCI, V3, P398 RACHEL J, 1995, SOCIOL REV, V43, P250 RADNOR M, 1992, INT J TECHNOLOGY, V7, P113 SEATON RAF, 1993, TECHNOVATION, V13, P45 NR 13 TC 3 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 2000 VL 12 IS 3 BP 413 EP 423 PG 11 SC Management; Multidisciplinary Sciences GA 353KH UT ISI:000089273000010 ER PT J AU Rothaermel, FT TI Technological discontinuities and the nature of competition SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID CREATIVE DESTRUCTION; INNOVATION; FIRM; BIOTECHNOLOGY; INDUSTRY AB We revisit the Schumpeterian model of competition driven by the perennial gale of creative destruction. Not every innovation must necessarily lead to the destruction of incumbent firms. In many high-technology industries we observe a symbiotic coexistence between new entrant and incumbent firms. This phenomenon warrants more attention. We build upon the innovation and strategic alliance literature to develop the notion of 'complementary innovation.' We advance propositions with respect to the following questions: What impact will a complementary innovation have on firm entry, interfirm cooperation, and the nature of competition? Based on the propositions advanced toe develop a cyclical model of industry dynamics initiated by a complementary innovation. The propositions and the cyclical model of industry dynamics are illustrated in a case study of the biopharmaceutical industry. C1 Univ Washington, Sch Business, Dept Management & Org, Seattle, WA 98195 USA. RP Rothaermel, FT, Univ Washington, Sch Business, Dept Management & Org, Box 353200, Seattle, WA 98195 USA. CR ABERNATHY WJ, 1985, RES POLICY, V14, P3 ARORA A, 1990, J IND ECON, V38, P361 CHRISTENSEN CM, 1997, INNOVATORS DILEMMA N EHRNBERG E, 1995, TECHNOL ANAL STRATEG, V7, P93 GAMBARDELLA A, 1995, SCI INNOVATION GREIS NP, 1995, RES POLICY, V24, P609 HARRIGAN KR, 1985, STRATEGIES JOINT VEN HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 LEE HCB, 1993, CLIN GERONTOLOGIST, V14, P37 LEE KB, 1994, BIOTECH 95 REFORM RE LEE KB, 1995, BIOTECH 96 PURSUING LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 MCKELVEY MD, 1996, EVOLUTIONARY INNOVAT MCKELVEY MD, 1996, TECHNOL ANAL STRATEG, V8, P107 MITCHELL W, 1992, IND CORP CHANGE, V1, P327 PAVITT K, 1998, IND CORP CHANGE, V7, P433 PISANO GP, 1991, RES POLICY, V20, P237 PORTER ME, 1985, COMPETITIVE ADVANTAG ROTHAERMEL FT, 1999, DYNAMIC STRATEGIC RE, P245 ROTHAERMEL FT, 1999, THESIS U WASHINGTON SCHUMPETER JA, 1942, CAPITALISM SOCIALISM, P83 STINCHCOMBE AL, 1965, HDB ORG, P142 TEECE DJ, 1986, RES POLICY, V15, P285 TEITELMAN R, 1989, GENE DREAMS WALL STR TRIPSAS M, 1997, STRATEGIC MANAGE J, V18, P119 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 ZUCKER LG, 1997, RES POLICY, V26, P429 NR 27 TC 11 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD JUN PY 2000 VL 12 IS 2 BP 149 EP 160 PG 12 SC Management; Multidisciplinary Sciences GA 311LP UT ISI:000086886000001 ER PT J AU Jones, O Edwards, T Beckinsale, M TI Technology management in a mature firm: Structuration theory and the innovation process SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID PERSPECTIVES; AGENCY AB Most innovation studies focus on the activities or characteristics of individuals (agency) or on organizational attributes such as size and formalization (structure). In attempting to reconcile this agency-structure dichotomy we draw an strurturation theory to examine the innovation process in detail. Structural properties (signification, domination and legitimation) are constantly reproduced from social interaction (communication, power and sanctions) by means of the modalities (interpretative schemes, facilities and norms) drawn on by knowledgeable, reflexive actors. This framework is utilized to examine the case afa mature manufacturing company in which managers and engineers were attempting to access new technologies. The data were acquired by means of a 6-year, on-going study, which began in 1992 and which Lee suggest is essential for a thorough understanding of the innovation process. C1 Aston Business Sch, Dept Strateg Management, Birmingham B4 7ET, W Midlands, England. RP Jones, O, Aston Business Sch, Dept Strateg Management, Birmingham B4 7ET, W Midlands, England. CR 1997, FINANCIAL TIMES 0519 ALLEN FR, 1993, TECHNOLOGY STRATEGY AMABILE TM, 1988, RES ORG BEHAV, V10 BADENFULLER C, 1994, REJUVENATING MATURE BARLEY S, 1997, ORGAN STUD, V18, P96 BARLEY SR, 1986, ADM SCI Q, V31, P79 BURNS T, 1961, ADM SCI Q, V6, P257 BURNS T, 1961, MANAGEMENT INNOVATIO COOPEY J, 1996, BRIT AC MAN C AST BU DEMIRAG I, 1992, BRIT J MANAGE, V3, P7 DRAZIN R, 1990, J MANAGE STUD, V27, P245 DRORY A, 1990, HUM RELAT, V43, P1133 FREEMAN C, 1982, EC INNOVATION GIDDENS A, 1979, CENTRAL PROBLEMS SOC GIDDENS A, 1984, CONSTITUTION SOC GOULDNER AW, 1957, ADM SCI Q, V2, P281 HAMEL J, 1993, CASE STUDY METHODS Q, V32, P35 INGHAM G, 1984, CAPITALISM DIVIDED JONES O, INT J TECHNOLOGY MAN, V12, P820 JONES O, 1994, ALLIANCES SMES HEIS JONES O, 1996, RP9511 AST BUS SCH R JONES O, 1999, R&D MANAGE, V19, P167 KANTER RM, 1985, CHANGE MASTERS CORPO KNIGHTS D, 1994, MANAGERS DIVIDED ORG LEWIS LK, 1993, ACAD MANAGE REV, V18, P322 LOVERIDGE R, 1990, STRATEGIC MANAGEMENT, P2 NELSON R, 1982, EVOLUTIONARY THEORY OAKEY RE, 1994, HIGH TECHNOLOGY SMAL PIERCE JL, 1977, ACAD MANAGE REV, V2, P27 QUINN JB, 1985, HARVARD BUS REV, V63, P73 RANSON S, 1980, ADM SCI Q, V25, P7 REED M, 1988, ORGAN STUD, V9, P34 REED MI, 1997, ORGAN STUD, V18, P21 ROBERTS KH, 1996, HDB ORG STUDIES, P420 SCHUMPETER JA, 1934, THEORY EC DEV SCOTT SG, 1994, ACAD MANAGE J, V37, P580 SLAPPENDEL C, 1996, ORGAN STUD, V17, P107 THOMAS RJ, 1994, WHAT MACHINES CANT D VANDEVEN AH, 1988, PARADOX TRANSFORMATI VANDEVEN AH, 1989, RES MANAGEMENT INNOV WALTON RE, 1987, INNOVATING COMPETE WHIPP R, 1986, INNOVATION AUTO INDU WHITTINGTON R, 1992, J MANAGE STUD, V29, P693 WILLMOTT H, 1987, J MANAGE STUD, V11, P260 YIN RK, 1994, CASE STUDY RES DESIG, P16 NR 45 TC 5 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD JUN PY 2000 VL 12 IS 2 BP 161 EP 177 PG 17 SC Management; Multidisciplinary Sciences GA 311LP UT ISI:000086886000002 ER PT J AU Madanmohan, TR TI Failures and coping strategies in indigenous technology capability process SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID PRODUCT AB This paper reports on a theory building effort aimed at understanding persistent difficulties with efforts at developing plant-level indigenous technology in a developing country. The firms, having obtained the technology from a donor firm or a laboratory find that implementation and adaptation issues are difficult due to tacit technology knowledge and lack of technical or managerial or market-related systems and experiences. These lead to technological failures referring to situations where serious deviations from expected opportunities and outcomes occur. The failures include loss of entry opportunities, or rejection of technology by the market, or failure at improving processes. With insights offered from 92 organizations in India zee identify the different technological failures that occur and ways used to overcome these problems. Exploratory results suggest four major technological failures. (1) Failure due to inappropriate choice of technology leading to longer-than-expected time for establishing production, or inefficient production process, and/or market losses due to poor image of the poorly calibrated product. (2) Failure due to inadequate planning and support for innovation occurs when firms do not invest sufficiently in plant level data collection and analysis, thus missing important avenues for incremental innovation. (3) Failures due to inappropriate processes reveal how short-term orientation and lore, integration amongst different functional groups thwart the firm's adaptive and innovative abilities, (4) Finally, failure due to product-market mismatch and inadequate market survey occurs when market desired features are not maintained, or the incorporated changes are not cost effective. The coping strategies adopted by the firms are also discussed. C1 Indian Inst Management, Bangalore, Karnataka, India. RP Madanmohan, TR, Indian Inst Management, Bangalore, Karnataka, India. 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Anal. Strateg. Manage. PD JUN PY 2000 VL 12 IS 2 BP 179 EP 192 PG 14 SC Management; Multidisciplinary Sciences GA 311LP UT ISI:000086886000003 ER PT J AU Laestadius, S TI Biotechnology and the potential for a radical shift of technology in forest industry SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB IS biotechnology a revolutionary technology that will dramatically transform present technological systems, industries and society or will the entrance of biotechnology into industry rather fake the shape of incremental innovations without any deeper impact on dominating technological paradigms' The vast science and technology research in this area has focused on pharmaceuticals and neglected the potential role for large scale biomass handling activities like the forest industry in general and pulp and paper industry in particular In addition the industry itself has not focused its R&D activities towards utilization of biotechnology biotechnology on inputs, processes or products. This is a study on the technological system for pulp and paper facing the challenge of a radical shift of technology, The confrontation between the genuinely science based biotechnology and its community on the one hand and the pulp and paper community (highly scientific within the framework of a low-technology industry) on the other, is analyzed as are the industrial and economic potentials and limitations of biotechnology in this area. C1 Royal Inst Technol, KTH, Dept Ind Econ & Management, S-10044 Stockholm, Sweden. RP Laestadius, S, Royal Inst Technol, KTH, Dept Ind Econ & Management, S-10044 Stockholm, Sweden. 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Anal. Strateg. Manage. PD JUN PY 2000 VL 12 IS 2 BP 193 EP 212 PG 20 SC Management; Multidisciplinary Sciences GA 311LP UT ISI:000086886000004 ER PT J AU Lee, B TI Separating the wheat from the chaff: FMS, flexibility and socio-organizational constraints SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID FLEXIBLE SPECIALIZATION; ECONOMIES; INDUSTRY; SCOPE; UK AB In contrast to arguments that flexible manufacturing systems (FMS) are highly versatile configurations that are only prevented from machining a wide range of parts by extrinsic constraints, this article contends that FMS are a genre of configurations that combine flexibility and intrinsic constraints in a variety of permutations, depending on a user's intended objectives. Empirical evidence is used to identify the factors that shape the levels of constraint in particular FMS and to identify instances where intrinsic constraints impede performance. Suggestions are made for initiatives to facilitate the continued use of FMS with the highest levels of intrinsic constraints that have hitherto hindered performance le,hen the FMS users' manufacturing needs changed. Occupational structures that promote a polarization between staff with engineering knowledge and those responsible for defining general strategic objectives are suggested as a potential obstacle to such initiatives. C1 Univ Sheffield, Sch Management, Sheffield S1 4DT, S Yorkshire, England. RP Lee, B, Univ Sheffield, Sch Management, 9 Mappin St, Sheffield S1 4DT, S Yorkshire, England. 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Anal. Strateg. Manage. PD JUN PY 2000 VL 12 IS 2 BP 213 EP 228 PG 16 SC Management; Multidisciplinary Sciences GA 311LP UT ISI:000086886000005 ER PT J AU Harris, L Coles, AM Dickson, K TI Building innovation networks: Issues of strategy and expertise SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID RESEARCH-AND-DEVELOPMENT; PRODUCT DEVELOPMENT; ALLIANCES; COMMUNICATION; INFORMATION; COOPERATION; TECHNOLOGY AB This article investigates the tale of networks in new product development by reporting on a contemporary case study of a firm in the defence electronics sector. A specific focus is the development and ongoing management of a network that comprises a number of formal inter;firm strategic alliances. The paper begins by reviewing earlier literature on technology strategies for innovation that has identified a key role for inter-firm networking in the organization and management of new product development. We then consider the related issue of the relevant management expertise, which enables firms to adopt a network approach to their strategy for innovation by developing a competence in the process of network building. In this particular case study the critical issue centred upon the extent of the internal resources in terms of lime and personal effort that was devoted to building trust and actively managing various inter-firm relationships over time. The article concludes that while inter-firm networking can facilitate new product development across firm boundaries, it is not a panacea for success. Whilst financially successful in terms of product and market development, the networking strategy has also set up problems within the particular case study firm in terms of resourcing and managing the very growth that has been generated. C1 Brunel Univ, Sch Business & Management, Uxbridge UB8 3PH, Middx, England. RP Harris, L, Brunel Univ, Sch Business & Management, Uxbridge UB8 3PH, Middx, England. 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Anal. Strateg. Manage. PD JUN PY 2000 VL 12 IS 2 BP 229 EP 241 PG 13 SC Management; Multidisciplinary Sciences GA 311LP UT ISI:000086886000006 ER PT J AU Cantwell, J Janne, O TI The role of multinational corporations and national states in the globalization of innovatory capacity: The European perspective SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID RESEARCH-AND-DEVELOPMENT; TECHNOLOGY; ENTERPRISES AB The recent ability of multinational corporations (MNCs) to develop integrated technological networks, increasingly motivated within Europe by the further progress of economic economic integration, is argued to affect and be affected by national technological competitiveness. This paper examines the precise geographical dispersion of technological activity in Europe by the largest MNCs, and the potential impact of those MNCs on the level and structure of the technological capacity of European home and host countries, using data on patents granted to the world largest firms in the US. Since the bate 1980s, the majority of the technological activity conducted in foreign-owned research facilities located in Europe, has taken place in affiliates of European-owned companies. This paper examines whether the much higher degree of internationalization of corporate technology in European MNCs than in their US or Japanese counterparts is attributable to cross-border activity within Europe, or extends to European-owned research facilities in the US and Japan. While intra-European activity matters more for Dutch, Belgian and Swedish MNCs (and in the electrical equipment and computing industries), whose strategies are substantially based on corporate European integration, investments in the US are of greater significance for French and Swiss companies, and of the greatest importance for German and British firms (and in the chemical and pharmaceutical industries), representing a more widely 'globalized' technological strategy. C1 Univ Reading, Dept Econ, Reading RG6 6AA, Berks, England. RP Cantwell, J, Univ Reading, Dept Econ, POB 218, Reading RG6 6AA, Berks, England. CR ACS ZJ, 1989, KYKLOS, V42, P171 ARCHIBUGI D, 1992, RES POLICY, V21, P79 ARCHIBUGI D, 1995, CAMBRIDGE J ECON, V19, P121 ARCHIBUGI D, 2000, EUROPEAN INTEGRATION CANTEWLL JA, 1999, INNOVATION GLOBAL EC CANTWEL JA, 1991, GLOBAL RES STRATEGY CANTWELL J, 1987, J COMMON MARK STUD, V26, P127 CANTWELL J, 1995, CAMBRIDGE J ECON, V19, P155 CANTWELL J, 1998, NATL I ECON REV, V163, P99 CANTWELL J, 1999, RES POLICY, V28, P119 CANTWELL J, 2000, J EVOL ECON, V10, P131 CANTWELL JA, 1989, TECHNOLOGICAL INNOVA CANTWELL JA, 1992, TECHNOLOGY MANAGEMEN CANTWELL JA, 1997, TECHNOLOGY INNOVATIO CANTWELL JA, 1999, UNPUB ANGLOUS DIRECT CARNOY M, 1993, NEW GLOBAL EC INFORM CASSON MC, 1991, GLOBAL RES STRATEGY DUNNING JH, 1985, WORLDS LARGEST IND E DUNNING JH, 1993, MULTINATIONAL ENTERP DUNNING JH, 1994, RES POLICY, V23, P67 DUNNING JH, 1996, TRANSNATIONAL CORPOR, V5, P1 DUNNING JH, 1997, J COMMON MARK STUD, V35, P189 EMERSON M, 1988, EC 1992 EC COMMISSIO FARRANDS C, 1993, IND EC REGULATION FLORIDA R, 1997, RES POLICY, V26, P85 GRILICHES Z, 1990, J ECON LIT, V28, P1661 NELSON RR, 1996, ORG STRATEGY EVOLUTI PAPANASTASSIOU M, 1995, JAPANESE FIRMS EUROE PATEL P, 1990, TECHNOL ANAL STRATEG, V2, P3 PATEL P, 1991, J INT BUS STUD, V22, P1 PATEL P, 1991, TECHNOLOGY FUTURE EU PATEL P, 1995, CAMBRIDGE J ECON, V19, P141 PAVITT KLR, 1988, STRATEGIES GLOBAL CO PEARCE RD, 1992, GLOBALISING RES DEV PEARCE RD, 1996, TECHNOLOGICAL COMPET PEARCE RD, 1999, RES POLICY, V28, P157 SHARP ML, 1989, TECHNOLGICAL STRATEG SHARP ML, 1993, COHERENCE DIVERSITY ZANDER I, 1997, RES POLICY, V26, P209 NR 39 TC 6 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD JUN PY 2000 VL 12 IS 2 BP 243 EP 262 PG 20 SC Management; Multidisciplinary Sciences GA 311LP UT ISI:000086886000007 ER PT J AU Hadjimanolis, A TI A resource-based view of innovativeness in small firms SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID TECHNOLOGICAL INNOVATION; CAPABILITIES AB The resource-bared view is Presented here as the theoretical framework for empirical research on the determinants of technological innovativeness in small firms. These determinants include the characteristics of the owner/manager (O/M) and the firm and some technological assets (resources and capabilities). Evidence based on case studies is used for the evaluation of their effect on innovativeness and their interaction. The study highlights the key role of the O/M and the importance of some some of his/her characteristics. It also shows the impact of certain resources and capabilities. The O/M emerges as the orchestrator of resource accumulation and capability development in the innovative firms. RP Hadjimanolis, A, 2 Panteli Charalambous, CY-2600 Nicosia, Cyprus. CR ANDREU R, 1996, J STRATEGIC INF SYST, V5, P111 AVLONITIS G, 1994, EUR J MARKETING, V28, P5 BARKHAM R, 1996, DETERMINANTS SMALL F BARTON DL, 1991, 92023 HARV BUS SCH BROWN T, 1997, FRONTIERS ENERPRENEU BURGELMAN R, 1996, STRATEGIC MANAGEMENT, P8 CHETTY S, 1996, INT SMALL BUS J, V15, P73 CHRISTENSEN J, 1996, COMPETENCE THEORY FI CLARKE M, 1990, STRATEGIC MANAGEMENT, P275 CURRAN J, 1991, U WARW 18 APR DODGSON M, 1991, J GEN MANAGE, V17, P45 DODGSON M, 1996, EFFECTIVE INNOVATION, P13 DOLLINGER M, 1995, ENTREPRENEURSHIP STR EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 FOSS K, 1996, COMPETENCE THEORY FI FROST PJ, 1991, RES ORGAN BEHAV, V13, P229 HAJDIMANOLIS A, 1997, THESIS BRUNEL U HUBERMAN M, 1991, HDB QUALITATIVE RES KHAN AM, 1989, J BUS VENTURING, V4, P187 KIM Y, 1993, R&D MANAGE, V23, P215 KLEINKNECHT A, 1991, RES POLICY, V20, P579 KUNDKER N, 1992, TECHNOLOGICAL CAPABI KUSUNOKI K, 1998, ORGAN SCI, V9, P699 LEICHT R, 1993, SOZ WELT, V2, P243 MAIJOOR S, 1996, STRATEGIC MANAGE J, V17, P549 MCGRATH RG, 1992, STRATEGIC MANAGEMENT, V13, P138 MILLER D, 1986, MANAGE SCI, V32, P1389 MILLER D, 1996, ACAD MANAGE J, V39, P519 MILLER D, 1996, STRATEGIC MANAGE J, V17, P505 MOSAKOWSKI E, 1998, ORGAN SCI, V9, P625 NELSON R, 1982, EVOLUTIONARY THEORY PAVITT K, 1989, FRONTIERS MANAGEMENT, P79 PIORE M, 1984, 2 IND DIVIDE RAYMOND L, 1996, INT J TECHNOLOGY MAN, V11 ROTHWELL R, 1989, ENTREP REGION DEV, V1, P275 ROTHWELL R, 1991, TECHNOVATION, V11, P93 STRAUSS A, 1990, BASICS QUALITATIVE R SWAN JA, 1995, ORGAN STUD, V16, P847 TEECE DJ, 1986, RES POLICY, V15, P285 TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 TIDD J, 1997, MANAGING INNOVATION YIN R, 1994, CASE STUDY RES DESIG NR 42 TC 9 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD JUN PY 2000 VL 12 IS 2 BP 263 EP 281 PG 19 SC Management; Multidisciplinary Sciences GA 311LP UT ISI:000086886000008 ER PT J AU Zehner, WB TI The Management of Technology (MOT) degree: A bridge between technology and strategic management SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This article examines a new degree, the Management of Technology (MOT). lo create customer value and competitive adziantage in today's technological environment, bridges must be built between managers who know what needs to be done and technologists who know how to do it. The traditional MBA program has focused on defining what needs to be done vis-a-vis customers and competitors. The traditional MS in technology program focused on how to do it. The emerging MOT programs bridge the two perspectives Forces creating demand for MOT programs are explored and current MOT programs examined. This paper describes the MS in Technology Management program at Pepperdine Unicersity's George L. Graziadio Graduate School of Business and Management as representative of MOT programs. The author has taught in Pepperdine University's MS in Technology Management program since 1989. C1 Pepperdine Univ, Malibu, CA 90265 USA. George L Graziadio Grad Sch Business & Management, Westlake Village, CA 91361 USA. RP Zehner, WB, Pepperdine Univ, Malibu, CA 90265 USA. CR 1992, FORTUNE 0518 *TASK FORC MAN TEC, 1987, MAN TECHN HIDD COMP BADAWY MK, 1998, CALIF MANAGE REV, V40, P94 BOULTON WR, 1991, RESOURCE GUIDE MANAG DUBINSKAS FA, 1988, MAKING TIME ETHNOGRA, P201 ERICKSON TJ, 1990, SLOAN MANAGEMENT SPR, P73 KIPLING R, 1889, BALLAD E W SIEGEL S, 1991, TBR INTELLIGENCE, V4, P14 TAYLOR A, 1996, FORTUNE 0909, P94 TICHY N, 1989, HARVARD BUSINESS SEP WEIMAR D, 1991, RES TECHNOLOGY, V34 ZEHNER WB, 1996, THESIS CLAREMONT GRA NR 12 TC 2 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD JUN PY 2000 VL 12 IS 2 BP 283 EP 291 PG 9 SC Management; Multidisciplinary Sciences GA 311LP UT ISI:000086886000009 ER PT J AU McLoughlin, I Badham, R Couchman, P TI Rethinking political process in technological change: Socio-technical configurations and frames SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID ORGANIZATIONS AB The political process perspective has done much to enhance our understanding of the organizational effects of technological change as a negotiated outcome reflecting the political and power dynamics of the adopting context. In so doing, we suggest, technology has been marginalized as an analytical category and the problem of change agency, although better understood, remains largely unresolved. This article addresses these issues through the articulation of the concepts of socio-technical configurations and technological frames and explores their utility in understanding change agency through an action research project. The project sought a novel form of 'socio-technology' transfer, taking ideas and concepts of 'human-centered' manufacturing embodied in team-based cellular manufacture from a European context into three firms in Australia. C1 Univ Newcastle Upon Tyne, Sch Management, Newcastle Upon Tyne NE1 7RU, Tyne & Wear, England. Univ Wollongong, BHP Inst Steel Proc, Dept Marketing, Wollongong, NSW 2500, Australia. RP McLoughlin, I, Univ Newcastle Upon Tyne, Sch Management, Newcastle Upon Tyne NE1 7RU, Tyne & Wear, England. CR BADHAM R, 1993, INT J HUMAN FACTORS, V3, P3 BADHAM R, 1995, SYMBIOSIS WORK TECHN, P77 BADHAM R, 1997, INNOVATION ORG CHANG, P146 BALDRY C, 1988, COMPUTERS JOBS SKILL BESSANT J, 1983, INFORMATION TECHNOLO BIJKER W, 1995, BICYCLES BAKELITES B BOLMAN LG, 1991, REFRAMING ORG ARTIST BUCHANAN D, 1997, INNOVATION ORG CHANG, P127 BUCHANAN DA, 1983, ORG COMPUTER AGE TEC BUCHANAN DA, 1992, EXPERTISE CHANGE AGE BUCHANAN DA, 1994, LOUGHBOROUGH U BUSIN BUCHANAN DA, 1999, POWER POLITICS ORG C BURNES B, 1989, NEW TECHNOLOGY CONTE CLARK J, 1988, PROCESS TECHNOLOGICA CLARK J, 1995, MANAGING INNOVATION DAWSON P, 1994, ORG CHANGE PROCESSUA FLECK J, 1993, INT J HUMAN FACTORS, V3, P15 GRINT K, 1997, MACHINE WORK HANCOCK K, 1993, BRIT J IND RELAT, V31, P489 HILL S, 1997, INNOVATION ORG CHANG, P61 HUCZYNSKI A, 1991, ORG BEHAV KNIGHTS D, 1994, MANAGERS DIVIDED ORG MATHEWS J, 1994, CATCHING WAVE WORKPL MCLOUGHLIN IP, 1994, TECHNOLOGICAL CHANGE MCLOUGHLIN IP, 1997, CASE STUDIES INTRO T MCLOUGHLIN IP, 1999, CREATIVE TECHNOLOGIC MCLOUGHLIN IP, 1999, ETHICS EMPOWEMENT MCLOUGHLIN IP, 1999, UNPUB TECHNOLOGY ORG MORGAN G, 1997, IMAGES ORG MUMFORD E, 1979, COMPUTER SYSTEMS WOR ORLIKOWSKI WJ, 1992, ORGAN SCI, V3, P398 ORLIKOWSKI WJ, 1994, ACM T INFORM SYST, V12, P174 ORLIKOWSKI WJ, 1997, SLOAN MANAGEMENT WIN, P11 PETTIGREW AM, 1973, POLITICS ORG DECISIO PETTIGREW AM, 1987, J MANAGE STUD, V24, P649 PFEFFER J, 1992, MANAGING POWER, P8 PINCH TJ, 1987, SOCIAL CONSTRUCTION, P17 PREECE D, 1995, ORG TECHNICAL CHANGE SALZMAN H, 1988, MANUFACTURING AGILIT, V2, P243 THOMAS RJ, 1994, WHAT MACHINES CANT D WALSHAM G, 1993, INTERPRETING INFORMA WILKINSON B, 1983, SHOP FLOOR POLITICS WILLCOCKS L, 1987, COMPUTERISING WORK P WILLCOCKS L, 1996, INFORMATION SYSTEMS WILLIAMS R, 1987, 3 PICT ED U NR 45 TC 10 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 2000 VL 12 IS 1 BP 17 EP 37 PG 21 SC Management; Multidisciplinary Sciences GA 296BQ UT ISI:000086003500002 ER PT J AU Dawson, P TI Technology, work restructuring and the orchestration of a rational narrative in the pursuit of 'management objectives': The political process of plant-level change SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB In this article a narrative approach is used in the construction of a story about the political aspect ts of plant-level change. It is shown how individuals may recount and reconstruct stories which, reflect their own interests and how the maintenance of common organizational stories often reflects the influence and political action of certain powerful actors and groups. These dominant narrators are often actively involved in a political process by which a rational narrative is constructed, revised and modified over time and sustained within the context of other competing voices and views. In examining the uptake of cellular manufacturing, technology is not conceptualized as a determinant of outcomes but as a substance of the workplace initiative which is continually open to influence (the mutual shaping of the 'social' and 'technical') during the political process of change. Finally a broad conceptualization of political process is adopted in order to enable the reader to critically reflect on the data in pursuing their own ana!,lsis and conclusions. C1 Univ Aberdeen, Dept Management Studies, Salvesen Chair Management, Aberdeen AB9 1FX, Scotland. RP Dawson, P, Univ Aberdeen, Dept Management Studies, Salvesen Chair Management, Aberdeen AB9 1FX, Scotland. CR ALVESSON M, 1996, MAKING SENSE MANAGEM BACHARACH P, 1962, AM POLIT SCI REV, V56, P641 BIJKER W, 1995, BICYCLES BAKELITES B BUCHANAN D, 1992, HUMAN RESOURCE MANAG, V2, P55 BUCHANAN D, 1997, INNOVATION ORG CHANG BUCHANAN D, 1999, BRIT J MANAGE, V10, P73 BUCHANAN D, 1999, POWER POLITICS ORG C BURRELL G, 1979, SOCIOLOGICAL PARADIG CHILD J, 1972, SOCIOLOGY, V6, P1 CHILD J, 1997, ORGAN STUD, V18, P70 COLLINS D, 1998, ORG CHANGE SOCIOLOGI DAWSON P, 1991, INT J HUMAN FACTORS, V1, P327 DAWSON P, 1994, ORG CHANGE PROCESSUA DAWSON P, 1996, TECHNOLOGY QUALITY C DAWSON P, 1997, SCANDINAVIAN J MANAG, V13, P389 DONALDSON L, 1985, DEFENCE ORG THEORY DONALDSON L, 1996, POSITIVIST ORG DONALDSON L, 1997, ORGAN STUD, V18, P77 FRENCH J, 1993, MANAGEMENT ORG BEHAV HINNINGS C, 1997, SCANDINAVIAN J MANAG, V13, P493 KNIGHTS D, 1994, MANAGERS DIVIDED ORG KNIGHTS D, 1998, WORK EMPLOY SOC, V12, P433 MACHIAVELLI N, 1988, MACHIAVELLI PRINCE MCLOUGHLIN I, 1999, CREATIVE TECHNOLOGIC MURRAY F, 1989, TECHNOL ANAL STRATEG, V1, P285 ORLIKOWSKI WJ, 1992, ORGAN SCI, V3, P398 PETTIGREW A, 1973, POLITICS ORG DECISIO PETTIGREW A, 1987, MANAGEMENT STRATEGIC PINCH T, 1987, SOCIAL CONSTRUCTION PREECE D, 1995, ORG TECHNICAL CHANGE PUGH D, 1976, ORG STRUCTURE ITS CO, V1 PUGH DS, 1968, ADM SCI Q, V13, P65 ROBBINS S, 1987, ORG THEORY STRUCTURE STEWART P, 1998, WORKPLACES FUTURE WILKINSON B, 1983, SHOP FLOOR POLITICS WOODWARD J, 1980, IND ORG THEORY PRACT NR 36 TC 4 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 2000 VL 12 IS 1 BP 39 EP 58 PG 20 SC Management; Multidisciplinary Sciences GA 296BQ UT ISI:000086003500003 ER PT J AU Clausen, C Olsen, P TI Strategic management and the politics of production in the development of work: A case study in a Danish electronic manufacturing plant SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB After presenting different conceptions of work politics in industrial sociology and sociolgy of organisation, the authors argue that changes in work and technology, and hence the politics of work, may be better comprehended through a concept of the social constitution of the company. Subsequently, this concept is used as a theoretical and methodological basis for an in-depth case study of the processes of social change connected with the introduction of semi-autonomous working groups in a Danish electronic manufacturing plant. It is shown that the historically developed norms and culture of the organisation-referred to here as the social constitution of the company - contribute to the creation of profound, ambivalent attitudes among management as well as workers towards more fundamental changes of work content and organisation. Finally, the implications for strategic management for the development of work at the company level are discussed. C1 Tech Univ Denmark, Dept Technol & Social Sci, DK-2800 Lyngby, Denmark. RP Clausen, C, Tech Univ Denmark, Dept Technol & Social Sci, Bldg 322, DK-2800 Lyngby, Denmark. CR ALVESSON M, 1996, MAKING SENSE MANAGEM BOTTRUP P, 1995, BEDRE ARBEJDSLIV OGE BRANDT G, 1990, ARBEIT TECHNIK GESEL BRAVERMAN H, 1974, LABOR MONOPOLY CAPIT BURAWOY M, 1979, MANUFACTURING CONSEN BURAWOY M, 1985, POLITICS PRODUCTION BURNS T, 1961, MANAGEMENT INNOVATIO BURNS T, 1994, MANAGEMENT INNOVATIO CLAUSEN C, 1993, NEW TECHNOLOGY WORK, V8, P21 CLAUSEN C, 1993, TECHNOL ANAL STRATEG, V5, P83 FRIEDMAN A, 1977, IND LABOUR CLASS STR FRIEDMAN A, 1990, LABOUR PROCESS THEOR, P177 GUSTAVSEN B, 1996, THEORY CHANGING ORG, P5 HELGESON B, 1986, ARBETE TEKNIK EKONOM HILDEBRANDT E, 1989, WANDEL BETRIEBLICHER HILDEBRANDT E, 1991, BETRIEBLICHE SOZIALV, P98 JUNGK R, 1981, ZUKUNFTWERKSTATTEN KAMP A, 1998, SOCIALE PRAKSIS OMKR KERN H, 1984, ENDE ARBEITSTEILUNG KNIGHTS D, 1994, MANAGERS DIVIDED MANGOLD W, 1960, GEGENSTANND METHODE MCLOUGHLIN I, 1993, TECHNOLOGICAL CHANGE MCLOUGHLIN I, 1998, CREATIVE TECHNOLOGIC METALL S, 1985, GODA ARBETET SVENSKA MICKLER O, 1976, TECHNIK ARBEITSORGAN MOLLER N, 1992, UDVIKLENDE ARBEJDE NYGAARD E, 1993, 4 DTU DEP TECHN SOC OLSEN KB, 1989, STATENS VIRKSOMHEDER OLSEN KB, 1993, 3 DTU DEP TECHN SOC OLSEN KB, 1993, VIRKSOMHEDENS HIST S OLSEN P, 1993, 5 DTU DEP TECHN SOC OLSEN P, 1994, INERTI BEVAEGELSE NY ORTMANN G, 1992, MIKROPOLITIK RATIONA, P13 PETTIGREW AM, 1985, AWAKENING GIANT CONT PFEFFER J, 1981, POWER ORG PFEFFER J, 1994, MANAGING POWER PIORE M, 1984, 2 IND DIVIDE SANDBERG A, 1992, TECHNOLOGICAL CHANGE STOREY J, 1985, SOCIOLOGY, V19, P193 TRINCZEK R, 1989, Z SOCIOLOGIE, V18, P6 WOODWARD J, 1958, MANAGEMENT TECHNOLOG NR 41 TC 0 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 2000 VL 12 IS 1 BP 59 EP 74 PG 16 SC Management; Multidisciplinary Sciences GA 296BQ UT ISI:000086003500004 ER PT J AU Kamp, A TI Breaking up old marriages: The political process of change and continuity at work SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This article contends that political processes are essential dynamics in creating continuity and change in organizations. A central aim is to inform the debate on change in organizations by conceptualizing and exploring the interplay between actors' political rationales, organizational culture, and new management concepts. Attention is given to the introduction of technical-bureaucratic management concepts for Occupational Health and Safety and the environment through presenting a case study, where both managers' and shop-floor personnel's political behaviour can be examined the findings illustrate hotel continuity rather than change often prevails through the existence of more stabilized patterns of politics. The Establishment of shared systems of meaning, conceived as the social constitution of the company is shown to be a central mechanism Sar the regulation of politics, explaining the selectivity of politics regarding issues, arenas, arguments and actors. In particular, the relative importance of shop-floor personnel's politicking is discussed and ii is shown hotel their way of politicking differs from the forms found in management. Consequently it is suggested that studies of political processes, which seek to encompass these forms of politics would benefit from the insights gained in cultural studies. C1 Tech Univ Denmark, Dept Technol & Social Sci, DK-2800 Lyngby, Denmark. RP Kamp, A, Tech Univ Denmark, Dept Technol & Social Sci, Bldg 322, DK-2800 Lyngby, Denmark. CR ALVESSON M, 1988, SCANDINAVIAN J MANAG, V4, P135 ALVESSON M, 1992, CORPORATE CULTURE OR ALVESSON M, 1993, CULTURAL PERSPECTIVE DRORY A, 1990, HUM RELAT, V43, P1133 GRINT K, 1995, NEW TECH WORK EMPLOY, V10, P99 HATCH MJ, 1997, ORG THEORY MODERN SY HILDEBRANDT E, 1989, WANDEL BETRIEBLICHER HUCZINSKY A, 1993, MANAGEMENT GURUS WHA KAMP A, 1997, EXPERIENCE INNOVATIO KAMP A, 1997, INTEGRATED MANAGEMEN KAMP A, 1997, WORKING ENV TECHNOLO KAMP A, 1998, HUMAN FACTORS ORG DE KNIGHTS D, 1987, INT STUDIES MANAGEME, V17, P40 KNIGHTS D, 1994, MANAGERS DIVIDED ORG KNIGHTS D, 1998, HUM RELAT, V51, P761 MARTIN J, 1992, CULTURE ORG 3 PERSPE MINTZBERG H, 1983, POWER AROUND ORG OLSEN ET, 1987, HIST PAPER MILL WORK PETTIGREW AM, 1985, AWAKENING GIANT CONT PFEFFER J, 1981, POWER ORG SCHEIN E, 1985, ORG CULTURE LEADERSH SMIRCICH L, 1983, ORG SYMBOLISM SMIRCICH L, 1987, HDB ORG COMMUNICATIO VOLMERG B, 1986, BETRIEBLICHE LEBENSW WILLIS P, 1979, WORKING CLASS CULTUR NR 25 TC 2 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 2000 VL 12 IS 1 BP 75 EP 90 PG 16 SC Management; Multidisciplinary Sciences GA 296BQ UT ISI:000086003500005 ER PT J AU Blosch, M Preece, D TI Framing work through a socio-technical ensemble: The case of Butler Co. SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID ORGANIZATIONS; TECHNOLOGY AB The paper argues for conceptualizing technology as a socio-technical ensemble which emerges from the socio-political context of the organisation. This perspective is used to uniform a case study carried out within a consumer goods company, where the focus is upon the configuration of work and technology associated with the job of sales representative. It is argued that the acquiescence and compliance of the sales representative. It is argued that the acquiescence and compliance of the sales representative are to be understood primarily on the basis of senior management's effective deployment of its power resource through primarily on the basis of senior management's effective deployment of its power resource through 'enacting the environment', the configuration and utilization of the ensemble was operating on a number of levels.(1) C1 Univ Portsmouth, Sch Business, Technol & Org Res Grp, Southsea PO4 8JF, Hants, England. Univ Portsmouth, Sch Business, Technol & Org Res Grp, Southsea, Hants, England. RP Blosch, M, Univ Portsmouth, Sch Business, Technol & Org Res Grp, Locksway Rd, Southsea PO4 8JF, Hants, England. CR ABERCROMBIE, 1980, DOMINANT IDEOLOGY TH BEIRNE M, 1988, RESISTANCE POWER ORG, P4 BENIGER J, 1986, CONTROL REVOLUTION T BIJKER W, 1993, SOCIAL CONSTRUCTION BIJKER W, 1995, BICYCLES BAKELITES B, P274 CHILD J, 1997, ORGAN STUD, V18, P43 DAWSON P, 1996, TECHNOLOGY QUALITY C EDGE D, 1995, INFORMATION TECHNOLO FLECK J, 1987, WORKING PAPER SERIES, V87 FOUCAULT M, 1982, POWER KNOWLEDGE SELE GRINT K, 1997, MACHINE WORK TECHNOL KNIGHTS D, 1994, MANAGERS DIVIDED ORG, P91 MACKENZIE D, 1985, SOCIAL SHAPING TECHN MCLOUGHLIN I, 1994, TECHNOLOGICAL CHANGE, P133 ORLIKOWSKI WJ, 1992, ORGAN SCI, V3, P398 PINCH T, 1987, SOCIAL CONSTRUCTION PREECE D, 1995, ORG TECHNICAL CHANGE SCARBROUGH H, 1992, TECHNOLOGY ORG POWER, P22 SEWELL G, 1998, ADMIN SCI QUART, V43, P397 THOMPSON P, 1995, PERS REV, V24, P17 WOOLGAR S, 1991, SCI TECHNOL, V16, P20 NR 21 TC 2 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 2000 VL 12 IS 1 BP 91 EP 102 PG 12 SC Management; Multidisciplinary Sciences GA 296BQ UT ISI:000086003500006 ER PT J AU Garrety, K Badham, R TI The politics of socio-technical intervention: An interactionist view SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID USER PARTICIPATION; ACTOR-NETWORKS; INVOLVEMENT AB In this article, we apply concepts from symbolic interactionism-a well-established tradition of interpretivist sociology-to investigate the social and political processes involved in a socio-technical intervention. The intervention was designed to elicit operator involvement in an experimental trial of an advanced manufacturing system at an industrial site in Australia. The interactionist concepts of social words, boundary objects and trajectories are used to explore the interrelationships among the theoretical, practical and contextual elements of intervention. We believe that these concepts are flexible intellectual resources that can extend and enrich our understanding of the politics involved in the shopping of work and technology. Such an understanding is necessary if the fields of user participation and socio-technical ai design are to move beyond the production of normative discourses and methods into effective interventions in the complex social environments in which technical decisions are made. C1 Univ Wollongong, Dept Management, N Wollongong, NSW 2522, Australia. RP Garrety, K, Univ Wollongong, Dept Management, Northfields Ave, N Wollongong, NSW 2522, Australia. CR 1978, STUDIES SYMBOLIC INT, V1, P119 BADHAM R, MANAGING INNOVATION BADHAM R, 1998, JOB WORK DESIGN ORG BANNON L, 1998, ECSCW 97 P 5 EUR CSC BARKI H, 1994, MIS QUART, V18, P59 BARLEY SR, 1990, ADMIN SCI QUART, V35, P61 BIJKER WE, 1987, SOCIAL CONSTRUCTION BLUMER H, 1969, SYMB INTERACT, P2 BRAVERMAN H, 1974, LABOUR MONOPOLY CAPI CALLON M, 1986, POWER ACTION BELIEF, P196 CLARKE AE, 1991, SOCIAL ORG SOCIAL PR, P119 DAWSON P, 1994, ORG CHANGE PROCESSUA DENZIN NK, 1992, SYMBOLIC INTERACTION DOSI G, 1982, RES POLICY, V11, P147 EMERY F, 1978, EMERGENCE NEW PARADI FUJIMURA JH, 1992, SCI PRACTICE CULTURE, P168 GARRETY K, 1997, SOC STUD SCI, V27, P727 GROTE G, 1995, INT J IND ERGONOM, V16, P376 GUSTAVSEN B, 1996, THEORY CHANGING ORG, P11 HUNTON JE, 1997, MIS QUART, V21, P359 IVES B, 1984, MANAGE SCI, V30, P586 LATOUR B, 1987, SCI ACTION LAWRENCE M, 1993, MIS QUART, V17, P195 MORGAN G, 1986, IMAGES ORG, P44 NELSON RR, 1977, RES POLICY, V6, P36 PETTIGREW AM, 1997, SCANDINAVIAN J MANAG, V13, P337 SHALIN DN, 1986, AM SOCIOL REV, V51, P9 SHIBUTANI T, 1955, AM J SOCIOL, V60, P566 SINGLETON V, 1993, SOC STUD SCI, V23, P227 STAR SL, 1989, SOC STUD SCI, V19, P393 STRAUSS AL, 1993, CONTINUAL PERMUTATIO, P223 STRYKER S, 1987, SOC PSYCHOL QUART, V50, P83 TAYLOR JC, 1982, SYSTEMS OBJECTIVES S, V2, P67 THOMAS RJ, 1994, WHAT MACHINES CANT D TRAUTH EM, 1992, MIS QUART, V16, P35 WAFLER T, 1997, FEELINGS WORK EUROPE, V5, P234 NR 36 TC 4 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 2000 VL 12 IS 1 BP 103 EP 118 PG 16 SC Management; Multidisciplinary Sciences GA 296BQ UT ISI:000086003500007 ER PT J AU Koch, C TI The ventriloquist's dummy? The role of technology in political processes SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This article examines the active role of technology in political processes, drawing on organisational politics and sociology of technology. A case study of the processes of the management of technology demonstrates the multiple roles that technology plays in developing a promoting coalition with a political programme. This programme joins ann directs the actors. Technology is part of the structural context of the process the process itself and the competing political programmes. The active role of technology in the process is examined through recurring and reciprocal patterns of social control over technology and hire versa. In some phases, actors master the technology to the same extent as a ventriloquist masters his dummy. In other phases, however, actors Jinn themselves working hard, 'negotiating' with the technology. The management of technology is characterized as a consequence of these multiple roles of technology by dynamic shifts in power balances between different actors well as those in relation to the technology itself. C1 Tech Univ Denmark, ITS, Dept Technol & Social Sci, CISTEMA, DK-2800 Lyngby, Denmark. RP Koch, C, Tech Univ Denmark, ITS, Dept Technol & Social Sci, CISTEMA, Bldg 322, DK-2800 Lyngby, Denmark. 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Anal. Strateg. Manage. PD MAR PY 2000 VL 12 IS 1 BP 119 EP 138 PG 20 SC Management; Multidisciplinary Sciences GA 296BQ UT ISI:000086003500008 ER PT J AU Kostoff, RN Geisler, E TI Strategic management and implementation of textual data mining in government organizations SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This paper focuses on the strategic role and the implementation of textual data mining (IDM) in government organizations, with special emphasis on TDM to support the management of science and technology (S&T). It begins by defining TDM, and discussing the strategic management process in federal government organisations and the role of IDM as an integral part of this process. The paper then proceeds to describe some of the uses and applications of TDM. The results of a demonstration program by the US Office of Naval Research shorer some potential benefits from TDM: (1) integration of national and multi-national S&T databases; (2) supporting strategic decisions on the direction and funding of government S&T; and (3) creation of usable S&T databases to support strategic decisions in other areas of government. Implications of the demonstration program relative to larger scale implementation of TDM are discussed. The paper ends with a description of the principles and requirements of higher quality TDM studies. C1 Off Naval Res, Arlington, VA 22217 USA. IIT, Stuart Grad Sch Business, Chicago, IL 60661 USA. RP Kostoff, RN, Off Naval Res, 800 N Quincy St, Arlington, VA 22217 USA. 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Anal. Strateg. Manage. PD DEC PY 1999 VL 11 IS 4 BP 493 EP 525 PG 33 SC Management; Multidisciplinary Sciences GA 267GR UT ISI:000084350200001 ER PT J AU Archibugi, D Howells, J Michie, J TI Innovation systems in a global economy SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID NATIONAL SYSTEM; TECHNOLOGY; PERSPECTIVE AB There is increasing emphasis being put on the need to be 'internationally competitive'. This imperative is being driven, it is argued, by the globalization of economic and corporate life. This 'globalization' is the subject of a burgeoning academic literature. To achieve and maintain the necessary competitive edge requires companies to be innovative, technologically dynamic, and organizationally efficient-in a dynamic, not just static sense. There is a literature on systems of innovation analyzing such requirements, how they have been met in practice in different contexts zip until now, and what the implications are for policy. However, these two literatures-on systems of innovation and globalization-have developed quite independently. The purpose of the current paper is to discuss the implications of each for the other. Far from transcending national systems of innovation, current globalization processes are shown to have a symbiotic relation to such systems. C1 Univ London Birkbeck Coll, Dept Management, London WC1E 7HX, England. CNR, ISRDS, I-00185 Rome, Italy. Univ Manchester, CRIC, Manchester, Lancs, England. Univ Manchester, PREST, Manchester, Lancs, England. UMIST, Manchester M60 1QD, Lancs, England. RP Archibugi, D, Univ London Birkbeck Coll, Dept Management, Malet St, London WC1E 7HX, England. CR ADQUIST C, 1997, SYSTEMS INNOVATION T ALCHIAN A, 1951, J POLITICAL EC, V68, P211 ANDERSEN SE, 1996, EC INTERDEPENDENCE I ANTONELLI C, 1994, EC LOCALIZED TECHNOL ARCHIBUGI D, 1988, TECHNOL FORECAST SOC, V34, P253 ARCHIBUGI D, 1992, TECHNOLOGICAL SPECIA ARCHIBUGI D, 1997, TECHNOLOGY GLOBALISA ARCHIBUGI D, 1998, TRADE GROWTH TECHNIC ARCHIBUGI D, 1999, INNOVATION SYSTEMS G BAKER D, 1998, GLOBALIZATION PROGR BARRE R, 1995, STI REV, V15, P201 BERG M, 1998, TECHNOLOGICAL REVOLU BOULDING KE, 1985, WORLD TOTAL SYSTEM, P2 CARLSSON B, 1995, TECHNOLOGICAL SYSTEM COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DANIELS PL, 1997, RES POLICY, V25, P1189 DAVID P, 1995, SCI TECHNOLOGY IND R, V16, P13 DAVID PA, 1996, TECHNOLOGICAL INFRAS DEBRESSON C, 1996, EC INTERDEPENDENCE I DOSI G, 1988, J ECON LIT, V36, P1126 FRANSMAN M, 1990, MARKET INFORMATION T FREEMAN C, 1987, TECHNOLOGY POLICY EC FREEMAN C, 1988, TECHNOLOGICAL CHANGE FREEMAN C, 1995, CAMBRIDGE J ECON, V19, P5 GASSLER H, 1996, INT J TECHNOL MANAGE, V11, P329 GRANSTRAND O, 1992, TECHNOLOGY MANAGEMEN, P204 HALL AD, 1956, GENERAL SYSTEMS YB, V1, P18 HODGSON G, 1988, EC I HOWELLS J, 1995, INTERVENTION TECHNOL, P245 HOWELLS J, 1996, TECHNOL ANAL STRATEG, V8, P91 HOWELLS J, 1997, TECHNOLOGY INNOVATIO LUNDVALL BA, 1994, J IND STUDIES, V1, P23 LUNDVALL BA, 1995, GLOBALISATION NETWOR METCALFE JS, 1989, TECHNOLOGY EC PROGR, P59 MICHIE J, 1995, MANAGING GLOBAL EC MICHIE J, 1998, GLOBALIZATION GROWTH MICHIE J, 1999, GLOBAL INSTABILITY NELSON RR, 1993, NATL INNOVATION SYST NELSON RR, 1993, NATL INNOVATION SYST, P518 PATEL P, 1994, EC INNOVATION NEW TE, V3, P77 PAVITT K, 1984, RES POLICY, V13, P343 REDDY ASP, 1994, SCI PUBL POLICY, V21, P283 SANTARELLI E, 1995, METROECONOMICA, V46, P111 SCHERER FM, 1982, RES POLICY, V11, P227 SIGURDSON J, 1990, MEASURING DYNAMICS T, P171 SIGURDSON J, 1995, TECHNOL ANAL STRATEG, V7, P41 STREETEN P, 1996, INT C GLOB CIT UN RE TASSEY G, 1991, RES POLICY, V20, P345 NR 48 TC 5 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD DEC PY 1999 VL 11 IS 4 BP 527 EP 539 PG 13 SC Management; Multidisciplinary Sciences GA 267GR UT ISI:000084350200002 ER PT J AU Park, YT Kim, MS TI A taxonomy of industries based on knowledge flow structure SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID R-AND-D AB With the advent of the knowledge-based economy, the inter-industrial flow of technological knowledge is reckoned as the principal determinant of national competitiveness. The mode of knowledge flows, however, ir intractably complex, Taking it as a network, this paper aims at providing an inductive taxonomy of industries bared on the knowledge flow structure and thus identifying the user-supplier relationship among industries in terms of knowledge diffusion. Some proxy indexes are developed first to measure the knowledge flows, then the interactive mechanism among industries is investigated by the network analysis and eventually a taxonomy of industries is presented according to the characteristics of respective industries, The taxonomic approach highlights the importance of inter-industrial knowledge management system that facilitates knowledge flows across industries based on the idiosyncratic features of respective industries. C1 Seoul Natl Univ, Sch Engn, Dept Ind Engn, Kwanak Gu, Seoul 151742, South Korea. Elect & Telecommun Res Inst, Taejon, South Korea. RP Park, YT, Seoul Natl Univ, Sch Engn, Dept Ind Engn, Kwanak Gu, San 56-1,Shillim Dong, Seoul 151742, South Korea. CR *KOR IND TECHN ASS, 1982, SURV IND TECHN DEV K DOSI G, 1982, RES POLICY, V11, P147 FREEMAN C, 1988, TECHNICAL CHANGE EC GELSING L, 1992, NATL SYSTEMS INNOVAT GOTO A, 1989, REV ECON STAT, V71, P555 JAFFE AB, 1986, AM ECON REV, V76, P984 KUHN T, 1970, STRUCTURE SCI REVOLU LEONCINI R, 1996, RES POLICY, V25, P415 LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT MALERBA F, 1992, TECHNOLOGY WEALTH NA MOHNEN P, 1996, STI REV, V7, P39 NELSON R, 1993, NATL INNOVATION SYST PAVITT K, 1984, RES POLICY, V13, P343 SAHAL D, 1985, RES POLICY, V14, P61 NR 14 TC 4 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD DEC PY 1999 VL 11 IS 4 BP 541 EP 549 PG 9 SC Management; Multidisciplinary Sciences GA 267GR UT ISI:000084350200003 ER PT J AU Blumentritt, R Johnston, R TI Towards a strategy for knowledge management SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Knowledge management is emerging as a significant organizational and management challenge. The pressures of the emergence of the global knowledge economy, and recognition of knowledge as a key and intangible asset are making the effective management of knowledge a priority. This surge of interest has paid relatively little attention to the object of management-knowledge. Epistemologists and sociologists have produced a variety of definitions and classifications, but there is no consensus. However, with the growth in IT capability, a clear operational distinction can be drawn between information and knowledge. The former can be captured, stored and transmitted in digital form. The latter can only exist in an intelligent system. This distinction is used to develop models of the interaction between knowledge and information, and of the appropriate balance between the two in different situations. On the basis of this model, the challenges of 'knowledge management' are: Establishing and optimizing the information-knowledge balance appropriate to (or providing a competitive advantage) a company or industry; Implementing IT-based productivity improvements in information management; Implementing people-and socially-based mechanisms to enhance knowledge management; Explicitly addressing the knowledge-information interface and mechanisms for improving the processes of transition from information to knowledge, and from knowledge to information; Identifying and maintaining the core knowledge of an organization. C1 Univ Sydney, Australian Ctr Innovat, Fac Engn, Sydney, NSW 2006, Australia. RP Blumentritt, R, Univ Sydney, Australian Ctr Innovat, Fac Engn, Sydney, NSW 2006, Australia. 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Anal. Strateg. Manage. PD SEP PY 1999 VL 11 IS 3 BP 287 EP 300 PG 14 SC Management; Multidisciplinary Sciences GA 240DU UT ISI:000082811200002 ER PT J AU Pitt, M Clarke, K TI Competing on competence: A knowledge perspective on the management of strategic innovation SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID FIRM; CAPABILITIES; ORGANIZATIONS; ADVANTAGE; VIEW AB The resource-based strategy paradigm emphasizes the importance of firm-specific assets and knowledge, variously referred to as core competencies and distinctive capabilities. This perspective on sources of competitive advantage is complemented by knowledge and leaning perspectives on strategic innovation. We explore conceptual links between knowledge development and the management of strategic innovation. We argue that the management of strategic innovation is the purposeful orchestration of organizational knowledge development and application and me highlight a variety of managerial dilemmas associated with this view. C1 Univ Bath, Sch Management, Bath BA2 7AY, Avon, England. Univ Portsmouth, Portsmouth Business Sch, Southsea PO4 8JF, Hants, England. RP Pitt, M, Univ Bath, Sch Management, Claverton Down, Bath BA2 7AY, Avon, England. 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Anal. Strateg. Manage. PD SEP PY 1999 VL 11 IS 3 BP 301 EP 316 PG 16 SC Management; Multidisciplinary Sciences GA 240DU UT ISI:000082811200003 ER PT J AU Lynskey, MJ TI The transfer of resources and competencies for developing technological capabilities - The case of Fujitsu-ICL SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INNOVATION; ORGANIZATION; MANAGEMENT AB In the management literature and the literature on technology transfer, it is widely acknowledged that learning in general, and the leveraging of knowledge throughout firms in particular, is important. However, there appears little systematic evidence of what technology and knowledge is transferred between organizations and how this occurs. The literature also tends to neglect how firms use such technology/knowledge transfer to cultivate appropriate technological capabilities. This paper addresses this gap in the literature by examining the successful exchange of resources and competencies between Fujitsu and ICL, and how it helped to extend the technological capabilities of both firms. It traces the evolution of the relationship from that of a loose technology-sharing agreement to that of sustained project collaboration and partnership. This relationship proved to be enduring and provides a road map for firms engaged in technology/knowledge transfer to develop their indigenous technological capabilities. C1 Univ Oxford, Said Busines Sch, Trinity Coll, Oxford OX1 3BH, England. RP Lynskey, MJ, Hitotsubashi Univ, Inst Innovat Res, 2-1 Naka, Kunitachi, Tokyo 186, Japan. 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Anal. Strateg. Manage. PD SEP PY 1999 VL 11 IS 3 BP 317 EP 336 PG 20 SC Management; Multidisciplinary Sciences GA 240DU UT ISI:000082811200004 ER PT J AU Collinson, S TI Knowledge management capabilities for steel makers: A British-Japanese corporate alliance for organizational learning SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This paper draws on a detailed care-study of a technical alliance between British Steel Strip Products (BSSP) and a leading Japanese steel company which was established to help the UK producer improve its product quality, its production control management and its customer links with Japanese car company transplants in the UK. The study is one of a series of comparisons of leading UK and Japanese manufacturing companies,from the steel, aerospace, telecoms and chemical industries. The overall project has been funded under the ESRC Innovation Programme. Evidence of the success of the alliance is illustrated in a series of graphs depicting the reduction in scrap and steel losses from particular BSSP mill sites and clear improvements in quality and productivity levels at these sites. The care-study traces these improvements back to specific management practices transferred from the Japanese producer ar part of the alliance. Detailed evidence comes from the activities of 'Task Teams' which were assembled, with engineers from the Japanese companies es team members, to identify key quality problems at the mill sites and initiate procedural changes to overcome them. Using this empirical foundation the paper explores and develops a number of key concepts believed to be increasingly important within the broader analysis of organisational change and innovation at the firm level. The corporate 'capabilities' approach and 'knowledge-based' theories of the firm are brought together to help identify differences between the two firms and explain the resulting effects on company performance. The main focus in on 'knowledge management practices', including practices and procedures governing project management, inter-divisional coordination management roles, budgeting and resource allocation, networking and information exchange, human resource development, employee motivation and so on, in each of the firms. The study highlights important differences between the two firms in terms of how specialist knowledge is developed, deployed, integrated and exploited or 'leveraged' for manufacturing innovation (quality control improvements at the mill sites). This also encourages intra-firm knowledge flows between technical support departments, R&D and production sites. The case study of the alliance represents an unusually clear illustration of how some knowledge management practices are more difficult to transfer between firms because they are more deeply 'embedded', that is highly dependent on broader contextual factors (knowledge resources, organisational structure, culture etc,) to operate effectively. Broader changes are more difficult to implement and usually take much longer. Moreover, as shown by other studies looking at the transferability of Japanese management practices, some changes, though leading to performance improvements, are probably not possible and/or desirable. The study therefore provides some insights into the capacity for and limits of various kinds of organisational innovation in the British firm. C1 Univ Edinburgh, Sch Management, WRB, Edinburgh EH8 9JY, Midlothian, Scotland. RP Collinson, S, Univ Edinburgh, Sch Management, WRB, 50 George Sq, Edinburgh EH8 9JY, Midlothian, Scotland. CR BADARACCO JL, 1991, KNOWLEDGE LINK FIRMS BESSANT J, 1997, INT J TECHNOL MANAGE, V14, P7 COLLINSON S, 1997, KNOWLEDGE TECHNOLOGY COOMBS R, 1996, R&D MANAGE, V26, P345 COOMBS RW, 1997, BRIT AC MAN BAM97 C COOMBS RW, 1998, 6 CRIC U MANCH DORE R, 1973, BRIT FACTORY JAPANES FAULKNER W, 1998, EXPLORING EXPERTISE FLECK J, 1991, 29 PICT U ED RES CTR FRANSMAN M, 1994, EC TECHNOLOGY HASEGAWA H, 1996, STEEL IND JAPAN COMP HAYES R, 1981, HARVARD BUSINESS JUL IANISTI M, 1995, RES POLICY, V24, P521 JONES GR, 1994, ATS STEELM DAYS C PA LAM A, 1997, ORGAN STUD, V18, P973 LAWLER EE, 1992, ULTIMATE ADVANTAGE C LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG METCALFE S, 1989, RES TECHNOLOGICAL IN, V4 METCALFE S, 1998, TECHNOLOGICAL CHANGE NELSON R, 1982, EVOLUTIONARY THEORY NONAKA I, 1982, 124 HIT U I BUS RES NONAKA I, 1995, KNOWLEDGE CREATING C POLANYI M, 1966, TACIT DIMENSION SAKO M, 1997, JAPANESE LABOUR MANA TEECE D, 1994, IND CORP CHANGE, V3, P537 VOSS CA, 1996, MANAGING BORDERS CUL WINTER SG, 1987, COMPETITIVE CHALLENG YONEKURA S, 1994, JAPANESE IRON STEEL NR 28 TC 9 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 1999 VL 11 IS 3 BP 337 EP 358 PG 22 SC Management; Multidisciplinary Sciences GA 240DU UT ISI:000082811200005 ER PT J AU Pan, SL Scarbrough, H TI Knowledge management in practice: An exploratory case study SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID SOCIOTECHNICAL SYSTEMS; ORGANIZATIONAL MEMORY; FIRM AB Knowledge has been identified as one of the most important resources that contributes to the competitive advantage of an organization. The organizational and social issues associated with the development, implementation and use of information technology have increasingly attracted the attention of knowledge management researchers. The paper is based on an empirical investigation of knowledge sharing processes from om an international organization, Buckman Laboratories. Through the socio-technical perspective, the paper traces the interactions between knowledge management practices and the organizational context. On the basis of the research, we propose a perspective of socio-technical theory relevant to knowledge management within organizations. We conclude that management and leadership play a critical role in establishing the multi-level context for the effective assimilation of knowledge management practice. C1 Natl Univ Singapore, Dept Informat Syst, Sch Comp, Singapore 0511, Singapore. Univ Leicester, Ctr Management, Leicester LE1 7RH, Leics, England. RP Pan, SL, Natl Univ Singapore, Dept Informat Syst, Sch Comp, Singapore 0511, Singapore. CR *APQC INT BENCHM C, 1997, US INF TECHN SUPP KN ARGYRIS C, 1978, ORG LEARNING BOLAND RJ, 1994, ORGAN SCI, V5, P456 BRESSAND A, 1995, PLANETE RELATIONELLE BROWN JS, 1991, ORG SCI JAN, P40 BROWN SL, 1995, ACAD MANAGE REV, V20, P343 DUNCAN RB, 1979, RES ORGAN BEHAV, P75 EISENHARDT KM, 1989, ACAD MANAGE J, V32, P543 FOX WM, 1995, J APPL BEHAV SCI, V31, P91 GIBBONS, 1994, NEW PRODUCTION KNOWL GRANT RM, 1991, CALIF MANAGE REV, V33, P114 GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109 GRANT RM, 1997, LONG RANGE PLANN, V30, P450 HEDBERG A, 1981, HDB ORG BEHAV, P3 HISLOP, 1998, TANGLED WEB INNOVATI HUBER GP, 1985, STRATEGIC MANAGE J, V6, P171 HUBER GP, 1991, ORGAN SCI, V2, P88 KOGUT B, 1992, ORGAN SCI, V3, P383 LEONARDBARTON D, 1992, SLOAN MANAGEMENT REV, V1 LYLES MA, 1992, J MANAGE STUD, V29, P155 MILES M, 1994, QUALITATIVE DATA ANA NONAKA A, 1995, KNOWLEDGE CREATING C ORLIKOWSKI W, 1992, ACM CSCW 92 P NOV, P363 ORR J, 1990, COLLECTIVE REMEMBERI PAN SL, 1998, J KNOWLEDGE MANAGEME, V2, P55 PASMORE W, 1982, HUM RELAT, V35, P1179 PAVA C, 1986, J APPL BEHAV SCI, V22, P201 PETTIGREW AM, 1990, ORG SCI, V1 POLANYI M, 1962, PERSONAL KNOWLEDGE P POLANYI M, 1966, TACIT DIMENSION RICHTER FJ, 1995, LONG RANGE PLANN, V28, P37 SANCHEZ R, 1997, STRATEGIC LEARNING K SCARBROUGH H, 1995, ORGAN STUD, V16, P991 SCARBROUGH H, 1998, BRIT J MANAGE, V9, P219 SCARBROUGH H, 1999, KNOWLEDGE MANAGEMENT SCHWENK CR, 1988, J MANAGE STUD, V25, P41 SENGE PM, 1990, SLOAN MANAGEMENT FAL, P7 SENKER J, 1995, IND CORP CHANGE, V4, P425 SHANI AB, 1994, J APPL BEHAV SCI, V30, P247 SPENDER JC, 1996, ORG LEARNING COMPETI STARBUCK WH, 1992, J MANAGE STUD, V29, P713 STEIN EW, 1995, INT J INFORM MANAGE, V15, P17 STRAUSS A, 1990, BASICS QUALITATIVE R TRIST EL, 1951, HUM RELAT, V4, P3 TRIST EL, 1982, PERSPECTIVES ORG DES TSOUKAS H, 1996, STRATEGIC MANAGE J, V17, P11 WALSH JP, 1991, ACAD MANAGE REV, V16, P57 WATTS, 1997, UNDERSTANDING STRATE WEICK KE, 1979, SOCIAL PSYCHOL ORG WIIG KM, 1997, LONG RANGE PLANN, V30, P399 YIN R, 1989, CASE STUDY RES DESIG NR 51 TC 13 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 1999 VL 11 IS 3 BP 359 EP 374 PG 16 SC Management; Multidisciplinary Sciences GA 240DU UT ISI:000082811200006 ER PT J AU Friedman, AL TI Rhythm and the evolution of information technology SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID FIELD; MODEL AB Rhythm is presented here as a new way of recognising or framing resemblances (a family or pattern which contains both similarities and differences) among the ways a number of different people have analysed the development of technology. laking examples primarily from analyses of the development Of information technology rhythm is presented as a way of encouraging both a wider and a deeper redescription of theories of technological development. Wider in the sense that the concept of rhythm can embrace the way we think about technological development at different levels as well as for different technologies. Deeper in the sense that the concept of rhythm has guided the theoretical investigation of these analyses beyond a comparison of their descriptions of the time pattern of technological development, to comparing the underlying theoretical device or devices which 'drive' the time pattern in each of the analyses. C1 Univ Bristol, Grad Sch Int Business, Bristol BS8 1TT, Avon, England. Univ Bristol, Dept Econ, Bristol BS8 1TT, Avon, England. RP Friedman, AL, Univ Bristol, Grad Sch Int Business, 43 Woodland Rd, Bristol BS8 1TT, Avon, England. CR *AIR FORC SPAC MIS, 1966, COMP PROGR SUBS DEV AMIN A, 1994, POST FORDISM READER ARBIB MA, 1986, CONSTRUCTION REALITY BALLY L, 1977, INFORMATION MANAGEME, V1, P21 BENBASAT I, 1984, COMMUN ACM, V27, P476 BOEHM BW, 1981, SOFTWARE ENG EC BOGUSLAW R, 1965, NEW UTOPIANS BOWER GH, 1982, AFFECT COGNITION CYERT RM, 1963, BEHAV THEORY FIRM DENUYL MJ, 1984, P 6 ANN C COGN SCI S, P137 DRURY DH, 1983, MIS Q JUN, P59 ELLUL J, 1964, TECHNOLOGICAL SOC FRIEDMAN A, 1994, J INFORM TECHNOL, V9, P137 FRIEDMAN AL, 1989, COMPUTER SYSTEMS DEV FRIEDMAN AL, 1994, HUM RELAT, V47, P367 GALBRAITH JK, 1967, NEW IND ESTATE GIBSON CF, 1974, HARVARD BUS REV, V52, P76 GRAY JA, 1971, PSYCHOL FEAR STRESS GRAY JA, 1982, NEUROPSYCHOLOGY ANXI HESSE MB, 1963, MODELS ANALOGIES SCI HUGHES TP, 1983, NETWORKS POWER ELECT HUGHES TP, 1987, SOCIAL CONSTRUCTION, P51 JOHNSON EJ, 1983, J PERS SOC PSYCHOL, V45, P20 KING JL, 1984, COMMUN ACM, V27, P466 MAYNAUD J, 1968, TECHNOCRACY MCCRACKEN DD, 1981, SYSTEMS ANAL DESIGN, P446 MILENSON JR, 1967, PRINCIPLES BEHAV ANA NAUR P, 1969, SOFTWARE ENG NOLAN RL, 1979, HARVARD BUS REV, V57, P115 ROSOVE PE, 1967, DEV COMPUTER BASED I SIMON HA, 1957, MODELS MAN YATES AJ, 1962, FRUSTRATION CONFLICT NR 32 TC 0 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 1999 VL 11 IS 3 BP 375 EP 390 PG 16 SC Management; Multidisciplinary Sciences GA 240DU UT ISI:000082811200007 ER PT J AU Windrum, P Tomlinson, M TI Knowledge-intensive services and international competitiveness: A four country comparison SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INFORMATION AB The nature and consequences of services innovation remains a woefully under-researched topic. The paper calls into question two statements that are frequently repeated in the political-economic discourse on services. The first concerns the suggestion that Germany is a 'services laggard' that needs to restructure its domestic economy if it is to remain internationally competitive. By contrast, the UK is frequently held up as an example of a successfully restructured 'services economy'. The paper draws an important distinction between the quantity of services in a domestic economy and the degree of connectivity between services and other economic activities. The latter, it ir argued, is far more important in determining the size of spill-overs from services innovation enjoyed within a domestic economy and, hence, to international competitiveness. Particular attention is Paid to the role and impact of knowledge-intensive Nice sectors in this regard. In addition to the UK and Germany, data is drawn from om the Netherlands and Japan. Using these four comparative cases we explore the distinction between a high representation of services in the domestic economy, and the innovation spill-overs facilitated by a high degree of connectivity between services and other economic sectors within a domestic economy. C1 Univ Maastricht, MERIT, NL-6200 MD Maastricht, Netherlands. Univ Manchester, CRIC, Precinct Ctr, Manchester M13 9QH, Lancs, England. RP Windrum, P, Univ Maastricht, MERIT, Tongersestr 49,POB 616, NL-6200 MD Maastricht, Netherlands. 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Anal. Strateg. Manage. PD SEP PY 1999 VL 11 IS 3 BP 391 EP 408 PG 18 SC Management; Multidisciplinary Sciences GA 240DU UT ISI:000082811200008 ER PT J AU Jorgensen, U Sorensen, OH TI Arenas of development - A space populated by actor-worlds, artefacts, and surprises SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID TECHNICAL CHANGE; INNOVATION; STRATEGY; SYSTEMS AB In this paper the notion 'development arena' is presented and discussed. The notion is suggested to function as a cognitive space for research. It seeks to catch and describe the relational, unstable and heterogeneous character of the development process. It should sensitize both researchers and managers towards processes of technology development that are poorly accounted for in economic and management theory. Thereby, we wish to contribute to critical discussions about the role of management and the directions it chooses for development of technologies and products. The elements and transformations involved in shaping and restructuring activities in a development arena are described and discussed based on a case study of the development of HDTV as the next generation television. It exemplifies different moments and aspects of technology development. A number of configurations of specific processes in a development arena are used to exemplify the strengths of this notion. The notion is compared with other theoretical concepts that have been proposed to explain and model the processes that structure industries, markets, and products. C1 Tech Univ Denmark, Dept Technol & Social Sci, DK-2800 Lyngby, Denmark. RP Jorgensen, U, Tech Univ Denmark, Dept Technol & Social Sci, Bldg 322, DK-2800 Lyngby, Denmark. 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Anal. Strateg. Manage. PD SEP PY 1999 VL 11 IS 3 BP 409 EP 429 PG 21 SC Management; Multidisciplinary Sciences GA 240DU UT ISI:000082811200009 ER PT J AU Davenport, S Bibby, D TI Rethinking a national innovation system: The small country as 'SME' SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID NEW-ZEALAND EXPERIENCE; KNOWLEDGE; TECHNOLOGY; ALLIANCES; CAPACITY; NETWORKS; POLICY; FIRMS AB Most debates and discussions regarding trends towards globalization and localization, occur in the over-arching context of the knowledge economy, and focus on the impact of these trends on innovation and competitiveness in the 'Triad' of Europe, Japan and the USA. However, in the knowledge economy, competitiveness is increasingly based upon access to knowledge, in the form of skills and capabilities, wherever it is located in the world including the smaller industrialized countries. This paper extends the discussion of the impacts of globalization and localization to encompass other nations and their 'national innovation systems'. Policy underpinning national systems to encourage innovation is increasingly being called into question by the general move towards globalization and localization. Multi-national enterprises (MNEs) and localized clusters in the emerging technologies determine and control technological paths beyond and through national borders. Small industrialized nations which have neither a broad technological base, extensive science and technology infrastructure or resources, nor MNEs based in the country, run the risk of being marginalized when competing globally, through an inability to become involved in these international economic networks. A traditional policy response by small countries to the impact of globalization is to metaphorically 'batten down the hatches' against the invasion of MNEs and the exploitation of local resources. However, an exploration of the drivers of both globalization and localization in the knowledge economy, and the observed impacts of globalization on New Zealand, suggests that a suitable strategy for small nations might be the reverse scenario. By using the analogy of the small country as a small and medium sized enterprise (SME) in the global economy dominated by large nations and MNEs, SME advantages and disadvantages are mapped onto potential small county advantages and disadvantages. The simile is extended to propose a small-country strategy Based on exploiting the documented advantages of SMEs, such as flexibility and use of external networks, for an outward-looking supplier-orientated innovation policy. Such a policy has to be designed for rapid communication and flexibility, and has to encourage committed technological accumulation and networking, to maximise national absorptive and transformative capacities. C1 Victoria Univ Wellington, Sch Business & Publ Management, Wellington, New Zealand. Ind Res Ltd, Lower Hutt, New Zealand. RP Davenport, S, Victoria Univ Wellington, Sch Business & Publ Management, POB 600, Wellington, New Zealand. 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Anal. Strateg. Manage. PD SEP PY 1999 VL 11 IS 3 BP 431 EP 462 PG 32 SC Management; Multidisciplinary Sciences GA 240DU UT ISI:000082811200010 ER PT J AU Clausen, C Koch, C TI The role of spaces and occasions in the transformation of information technologies - Lessons from the social shaping of IT systems for manufacturing in a Danish context SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This article takes as its point of departure the view that technological change is a social process involving negotiations between networks of players. The paper aims to inform the debate on technology management by identifying the dynamics of spaces and occasions where technological change is addressed and politicized. It takes as its focus the development of the information technology (IT) system for manufacturing, known as Enterprise Resource Planning (ERP) systems in Denmark. These systems, which started out 30 years ago as a visionary concept in the US, are now in daily use in Danish firms. This technology has been moulded by the twin forces of stability and negotiability, with the interplay of supplier and user constellations set out in the context of the relative stability of company social systems. The article discusses three spaces within which the social shaping of IT takes place: the user producer segments, the company internal scene and technological context with the competing pull of mass production of software and company customization. Strategic possibilities are shown to be of a shifting nature with the occasions shaping technology appearing both as ruptures and emergent options which are restricted by the strategies of participating players. Consepuently no single player has a natural position to manage technological change and it is suggested that technology strategies should be subject to open debate and exchange of experiences from a multiplicity of positions and perspectives. C1 Tech Univ Denmark, Ctr Interdisciplinary Studies Technol Management, Dept Technol & Social Sci, DK-2800 Lyngby, Denmark. RP Clausen, C, Tech Univ Denmark, Ctr Interdisciplinary Studies Technol Management, Dept Technol & Social Sci, Bldg 322, DK-2800 Lyngby, Denmark. CR ALVESSON M, 1996, MAKING SENSE MANAGEM BETZ F, 1994, STRATEGIC TECHNOLOGY BIJKER WE, 1987, SOCIAL CONSTRUCTION CALLON M, 1986, POWER ACTION BELIEF CHILD J, 1972, SOCIOLOGY, V6, P1 CHRISTENSEN J, 1992, PRODUCT INNOVATION P CLARK P, 1993, INT J HUMAN FACTORS, V3 CLARK, 1992, INT STUDIES MANAGEME, V22, P6980 CLAUSEN C, 1992, DELTAGELSE TEKNOLOGI CLAUSEN C, 1996, TECHNOLOGY MANAGEMEN CLAUSEN C, 1997, SOCIAL SHAPING COMPU DAVENPORT T, 1998, HARVARD BUSINESS JUL DIESS M, 1992, NEW TECHNOLOGY OUTSE FLECK J, 1993, INT J HUMAN FACTORS, V3 GREEN K, 1996, TECHNOLOGY ANAL STRA, V8 HILDEBRANDT E, 1989, WANDEL BETRIEBLICHER HILDEBRANDT E, 1990, SYSTEMISCHE RATIONAL IVERSEN T, 1998, VIRKSOMHEDENS POWER KOCH C, 1994, TECHNICIANS PRODUCTI KOCH C, 1997, SOCIAL SHAPING COMPU, P131 KOCH C, 1998, UNPUB MANAGEMENT TEC LOZINSKY, 1998, ENTERPRISE WIDE SOFT MANSKE F, 1987, VDI REIHE, V2 NIELSEN KT, 1990, JAPANESE INSPIRED PR NOBLE D, 1985, SOCIAL SHAPING TECHN ORTMANN, 1990, COMPUTER MACHT ORG PHILIPPSON, 1998, 298 AACH U SOUDER WM, 1994, MANAGING NEW TECHNOL STEINMARK, 1996, COMPUTERWORLD DK, V33 SWAN J, 1997, SOCIAL SHAPING COMPU, P85 WEBSTER J, 1990, SHAPING SOFTWARE SYS WIGHT OW, 1981, MANUFACTURING RESOUR WILLIAMS R, 1996, RES POLICY, V25, P865 WILLIAMS R, 1997, SOCIAL SHAPING COMPU, P109 NR 34 TC 11 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 1999 VL 11 IS 3 BP 463 EP 482 PG 20 SC Management; Multidisciplinary Sciences GA 240DU UT ISI:000082811200011 ER PT J AU Dodgson, M TI What role for management in science? SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article C1 Australian Natl Univ, Canberra, ACT, Australia. RP Dodgson, M, Australian Natl Univ, GPO Box 4, Canberra, ACT, Australia. CR COOPER R, 1993, WINNING NEW PRODUCTS DODGSON M, 1991, MANAGEMENT TECHNOLOG FAIRTLOUGH G, 1994, CREATIVE COMPARTMENT, P126 FAIRTLOUGH G, 1994, HDB IND INNOVATION FARRIS G, 1995, AM AC MAN M 6 9 AUG GIBBONS M, 1994, NEW PRODUCTION KNOWL HALBERSTAM D, RECKONING, P87 HICKS D, 1995, IND CORP CHANGE, V4, P401 HREBINIAK L, 1978, COMPLEX ORG IRVINE J, 1988, EVALUATING APPL RES KATZ R, 1982, ADM SCI Q, V27, P81 KATZ S, 1993, THESIS SUSSEX U MINTZBERG H, 1983, POWER IN AROUND ORG MINTZBERG H, 1994, RISE FALL STRATEGIC PAVITT K, 1993, TECHNOLOGY WEALTH NA ROSENBERG N, 1990, RES POLICY, V19, P165 RUBENSTEIN A, 1989, MANAGING TECHNOLOGY SAMPSON A, 1995, CO MAN STEINMUELLER W, 1994, HDB IND INNOVATION NR 19 TC 0 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD JUN PY 1999 VL 11 IS 2 BP 133 EP 141 PG 9 SC Management; Multidisciplinary Sciences GA 211CW UT ISI:000081143200001 ER PT J AU Tranfield, D Parry, I Wilson, S Smith, S Foster, M TI Teamworking: Redesigning the organization for manufacturing improvements SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This paler argues that our understanding of the different forms of teamworking in manufacturing is aided by placing teamworking within an organizational and a strategic context. The argument is developed firstly by considering changes in the manufacturing environment which have resulted in the need to overcome the legacy of traditional organization and move to contemporary forms emphasizing quality and flexibility. Secondly, there follows a discussion of the role of teamworking in the current literature, particularly that focusing on 'new wave' manufacturing. Thirdly, extracts from one of our fourteen in-depth care studies from field work are presented as examples. This is of a car assembly plant, which used teamwork as a vehicle for major organizational change. Data analysis used Hinings and Greenwood's (H.R. Hinings & R. Greenwood, Understanding Organisational Design (Oxford, Blackwell, 1989)) theoretical framework, arguing the relevance of that model to aid our understanding of teamwork, both in terms of utilizing an organizational perspective and of recognizing and defining different learn archetypes. Finally, the article concludes by summarizing the main findings of the research so far, emphasizing the benefits of taking a strategic approach to teamworking. C1 Cranfield Univ, Cranfield Sch Management, Cranfield MK43 0AL, Beds, England. Sheffield Business Sch, Change Managment Ctr, Sheffield S1 1WB, S Yorkshire, England. Ctr Strateg Change, London W1B 9LD, England. RP Tranfield, D, Cranfield Univ, Cranfield Sch Management, Cranfield MK43 0AL, Beds, England. 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Anal. Strateg. Manage. PD JUN PY 1999 VL 11 IS 2 BP 143 EP 158 PG 16 SC Management; Multidisciplinary Sciences GA 211CW UT ISI:000081143200002 ER PT J AU De Laat, PB TI Systemic innovation and the virtues of going virtual: The case of the digital video disc SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID TECHNOLOGICAL INNOVATION; NETWORKS AB According to David Teece, only strong and integrated firms can successfully innovate in a systemic fashion. Looser coalitions consisting of joint ventures, alliances, or virtual partners will not be able to create a systemic innovation, let alone to set standards for it, or to control its further evolution. In this article this position is challenged, in particular, regarding the information industry. It mill be argued that in view of the fact that industrial structure is changing from vertical to horizontal, and digital convergence ts taking place, systemic innovation today can only be undertaken by alliance networks. Although such networks are vulnerable to opportunism, these are capable of producing systemic innovations, because mutual relations can be stabilized by forms of both substantive and procedural commitment. If standards also haze to De pioneered, alliance networks will have to expand. As there are few ways in which these new allies may commit themselves, the network is weakened. It is argued that, nevertheless, the mutual competition between networks will not end in an impasse. Instead, a unique, hybrid standard is likely to emerge in the end, since contending networks are willing to compromise, and since some of the more important parties along the system chain may usefully constitute themselves as arbitrators. This argument is Put to the test by examining the case of the development of the Digital Video Duc (DVD). It is shown that a battle between two alliance networks caused (one led by Toshiba, the other by Philips and Sony), that evolved along the lines conjectured above. C1 Univ Groningen, Fac Philosophy, NL-9718 GW Groningen, Netherlands. RP De Laat, PB, Univ Groningen, Fac Philosophy, A Weg 30, NL-9718 GW Groningen, Netherlands. CR 1995, TECHNO JAPAN, V28, P37 ABERNATHY WJ, 1985, RES POLICY, V14, P3 ARAGON L, 1995, PC WEEK 1218 ARMSTRONG L, 1994, BUSINESS WEEK 0328 BESEN SM, 1994, INFORMATION TECHNOLO, P149 BREMNER B, 1996, BUSINESS WEEK 0722 CHESBROUGH HW, 1996, HARVARD BUS REV, V74, P65 COLLINSON S, 1993, TECHNOL ANAL STRATEG, V5, P285 DELAAT P, 1997, FORMATION INTERORGAN, P146 DELAAT PB, 1997, CEMS BUSINESS REV S, V2, S45 DELAAT PB, 1999, INTERFIRM NETWORKS N, CH8 FLAMM K, 1987, TARGETING COMPUTER G, P118 GOMESCASSERES B, 1994, HARVARD BUS REV, V72, P62 GROSS N, 1995, BUSINESS WEEK 0306 HAGEDOORN J, 1990, NEW EXPLORATIONS EC, P1 HAGEDOORN J, 1992, RES POLICY, V21, P163 HOLYOKE L, 1995, BUSINESS WEEK 0220, P44 HUGHES K, 1997, EMEDIA PROFESSIONAL, V10, P37 HUMPHRY S, 1995, PC WEEK 1106 MOLINA AH, 1995, ENCY MICROCOMPUTERS, P1 OUCHI WG, 1988, CALIFORNIA MANAGEMEN, V30, P9 PARKE DI, 1996, CD-ROM PROF, V9, P68 PARKER DJ, 1996, CD ROM PROFESSIONAL, V9, P11 PARKER DJ, 1996, CD ROM PROFESSIONAL, V9, P89 PARKER DJ, 1997, EMEDIA PROFESSIONAL, V10, P108 PARKER DJ, 1997, EMEDIA PROFESSIONAL, V10, P26 PARKER DJ, 1997, EMEDIA PROFESSIONAL, V10, P86 PARKER DJ, 1998, EMEDIA PROFESSIONAL, V11, P11 PARKER DJ, 1998, EMEDIA PROFESSIONAL, V11, P60 PORT O, 1992, BUSINESS WEEK 0727 STEINBRINK B, 1997, CT, V1, P94 TEECE DJ, 1984, CALIF MANAGE REV, V26, P87 TEECE DJ, 1986, RES POLICY, V15, P285 TEECE DJ, 1988, TECHNICAL CHANGE EC, P256 TEECE DJ, 1996, J ECON BEHAV ORGAN, V31, P193 YOFFIE DB, 1996, CALIF MANAGE REV, V38, P31 YOFFIE DB, 1997, COMPETING AGE DIGITA, P1 YOSHINO MY, 1995, STRATEGIC ALLIANCES, CH9 NR 38 TC 2 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD JUN PY 1999 VL 11 IS 2 BP 159 EP 180 PG 22 SC Management; Multidisciplinary Sciences GA 211CW UT ISI:000081143200003 ER PT J AU Thomas, P TI The effect of technological impact upon patent renewal decisions SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This paper analyzes the relationship between the technological impact of us patents, as measured using patent citation analysis, and the renewal decisions made by their owners. A significant positive relationship was discovered between these variables across a number of time periods. For example, 60% of patents uncited in the first eight years after publication were renewed at that point, compared with over 90% of patents cited more than 50 times in the first eight years. The relationship between citations and renewals remained highly significant Even after controlling for differences between internal and external citations, and differences in technologies and patent ownership. Further analysis was undertaken into the relative influence of technological impact and maintenance rests upon renewal decisions. This analysis revealed that after patent maintenance fees were doubled for patents applied for after August 1982, a larger proportion of patents was maintained at each renewal point despite the increase. These patents also had a greater technological impact than patents applied for prior to the increase in maintenance fees, reflected by the larger number of citations they received. II may thus be inferred that the technological impact of patents had a greater influence upon renewal decisions than economic concerns regarding the costs of their renewal. C1 CHI Res Inc, Haddon Hts, NJ 08035 USA. RP Thomas, P, CHI Res Inc, 10 White Horse Pike, Haddon Hts, NJ 08035 USA. CR ALBERT MB, 1991, RES POLICY, V20, P251 BREITZMAN A, 1996, LAW WORKS, V3, P10 BREITZMAN A, 1996, LAW WORKS, V3, P26 CARPENTER M, 1981, WORLD PATENT INFORMA, V4, P160 DENG Z, IN PRESS FINANCIAL A HARHOFF D, IN PRESS REV EC STAT KLEVORICK AK, 1995, RES POLICY, V24, P185 LANJOUW J, 1996, NBER WORKING PAPER, V5741 PAKES A, 1984, R D PATENTS PRODUCTI PAKES A, 1986, ECONOMETRICA, V54, P755 PAKES A, 1989, BROOKINGS PAPERS MIC, P331 SCHANKERMAN M, 1986, ECON J, V96, P1052 SCHMOOKLER J, 1962, RATE DIRECTION INVEN, V13 TRAJTENBERG M, 1990, RAND J ECON, V21, P172 NR 14 TC 6 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD JUN PY 1999 VL 11 IS 2 BP 181 EP 197 PG 17 SC Management; Multidisciplinary Sciences GA 211CW UT ISI:000081143200004 ER PT J AU Voelker, R Stead, R TI New technologies and international locational choice for research and development units: Evidence from Europe SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID R-AND-D AB This study examines the factors governing the decision to locate new research and development facilities at locations distant from company headquarters. The 20 firms surveyed are German, Swiss, Dutch, Japanese and Finnish multinationals. Development laboratories, it was found, followed the established pattern of being located away from headquarters only when distant markets attain a critical site. For research laboratories, however, the decisive factor in all cases is a desire to tap into bile expertise developing in 'centres of competence' such as the American ol Northeast in biotechnology. This factor only operates when the new technology is otherwise unfamiliar to the investing company. This factor overrides the conventional wish to minimize the costs of internal and external communications. C1 Fachhsch Ludwigshafen, Dept Business, D-67059 Ludwigshafen, Germany. Leeds Metropolitan Univ, Leeds Business Sch, Leeds LS6 3QS, W Yorkshire, England. RP Voelker, R, Fachhsch Ludwigshafen, Dept Business, Ernest Boehe Str 4, D-67059 Ludwigshafen, Germany. CR BARTLETT CA, 1990, MANAGING GLOBAL FIRM, P215 CASSON M, 1991, GLOBAL RES STRATEGY CHIESA V, 1995, LONG RANGE PLANN, V28, P19 COHEN WM, 1989, ECON J, V99, P569 COOMBS R, 1996, R&D MANAGE, V26, P345 COPELAND T, 1990, VALUATION MEASURING DUNNING JH, 1985, WORLDS LARGEST IND E DUNNING JH, 1995, MULTINATIONAL ENTERP GHOSHAL S, 1988, J INT BUS STUD, V19, P365 GOMEZ P, 1993, WERTMANAGEMENT GRAHAM EM, 1991, SCIENCE, V254, P740 HAKANSON L, 1981, GEOGRAFISKA ANN B, V63, P47 HAUG P, 1983, REG STUD, V17, P383 HOOD N, 1982, MULTINATIONAL BUSINE, V2, P10 HOWLIS J, 1990, RES POLICY, V19, P133 MGUINESS NW, 1983, MULTINATIONALS TECHN PEARCE RD, 1989, INT RES DEV MULTINAT PEARCE RD, 1992, TECHNOLOGY MANAGEMEN RAPPAPORT A, 1986, CREATING SHAREHOLDER VANDENBULCKE D, 1985, EUROPEAN HEADQUARTER WORTMANN M, 1990, RES POLICY, V19, P175 NR 21 TC 5 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD JUN PY 1999 VL 11 IS 2 BP 199 EP 209 PG 11 SC Management; Multidisciplinary Sciences GA 211CW UT ISI:000081143200005 ER PT J AU Verspagen, B TI Large firms and knowledge flows in the Dutch R&D system: A case study of Philips Electronics SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID NETWORKS AB This paper uses data on patent-to-patent citations and parent-to-science-literature citations to study, the spillover network of companies and research institutes around Philips Electronics. The theoretical section of the paper surveys the literature on innovation regimes and regional systems of innovation, and uses this to derive a number of testable hypotheses on the Philips network, The main findings of the paper are that the importance of local firms in the technology network around Philips is small, but the impact of local (semi)-public institutes is larger. Also, it is found that large firms generate a large Part of the scientific literature that is referred to in Philips patents. C1 Eindhoven Univ Technol, Eindhoven Ctr Innovat Studies, TUE, Fac Technol Management, NL-6200 MD Maastricht, Netherlands. Univ Maastricht, MERIT, NL-6200 MD Maastricht, Netherlands. RP Verspagen, B, Eindhoven Univ Technol, Eindhoven Ctr Innovat Studies, TUE, Fac Technol Management, POB 616, NL-6200 MD Maastricht, Netherlands. CR ANTONELLI C, 1996, J EVOL ECON, V6, P281 BOSMAN A, 1993, THESIS TU EINDHOVEN BRESCHI S, 1996, UNPUB TECHNOLOGICAL COHEN WM, 1989, ECON J, V99, P569 DALUM B, 1995, J IND STUDIES, V2 DALUM B, 1997, UNPUB TSER TEIS C NA DAVID PA, 1994, GLOBAL TELECOMMUNICA FREEMAN C, 1986, TECHNOLOGY POLICY EC FREEMAN C, 1997, EC IND INNOVATION, CH1 GEROSKI PA, 1997, RES POLICY, V26, P33 GODIN B, 1996, RES POLICY, V25, P587 GRILICHES Z, 1979, BELL J ECON, V10, P92 HAGEDOORN J, 1992, RES POLICY, V21, P163 HICKS D, 1995, IND CORP CHANGE, V4, P401 JAFFE AB, 1993, Q J ECON, V108, P577 KAMIEN MI, MARKET STRUCTURE INN, P82 LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT MOWERY DC, 1989, TECHNOLOGY PURSUIT E NARIN F, 1997, RES POLICY, V26, P317 NELSON R, 1993, NATL INNOVATION SYST PAVITT K, 1993, TECHNOLOGY WEALTH NA, P29 SAXENIAN A, 1994, REGIONAL ADVANTAGE C, V128 SCHERER FM, 1990, IND MARKET STRUCTURE SCHUMPETER JA, 1928, ECON J, V38, P361 SCHUMPETER JA, 1992, THEORIE WIRTSCHAFLIC TIJSSEN RJW, 1996, RES EVALUATION, V6, P105 TIJSSEN RW, 1996, NEDERLANDS OBSERVATO WINTER SG, 1984, J ECON BEHAV ORGAN, V5, P287 NR 28 TC 9 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD JUN PY 1999 VL 11 IS 2 BP 211 EP 233 PG 23 SC Management; Multidisciplinary Sciences GA 211CW UT ISI:000081143200006 ER PT J AU Russell, A TI Biotechnology as a technological paradigm in the global knowledge structure SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID NETWORKS; POLICY AB This article offers a critique of the application of the concept 'technological paradigm', and associated concepts, to biotechnology. It argues that despite the attractiveness of Dosi's concept there are clear problems in applying it to technologies with a strong socio-political character. One set of problems lie with the limitations of the concept itself: A more profound problem is the complexity of biotechnology, extending to the controversies surrounding it, and its place in the global political economy. It is argued that there is a need to go beyond what is essentially an innovation economist's conceptualisation to engage a more socio-political context. The concerns of the field of international political economy are brought to bear on these issues to support an extension of the definition of technological paradigm as well as to re-assert a more widespread importance of the concept. C1 Staffordshire Univ, Stoke On Trent ST4 2DE, Staffs, England. RP Russell, A, Staffordshire Univ, Coll Rd, Stoke On Trent ST4 2DE, Staffs, England. 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Anal. Strateg. Manage. PD JUN PY 1999 VL 11 IS 2 BP 235 EP 254 PG 20 SC Management; Multidisciplinary Sciences GA 211CW UT ISI:000081143200007 ER PT J AU Chiesa, V Giglioli, E Manzini, R TI R&D corporate planning: Selecting the core technological competencies SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INNOVATION; ALLOCATION; RESOURCES AB This paper deals with the selection of a firm's technological competencies on which to concentrate development efforts in a long term view. The perspective is that of corporate R&D which has to identify the technological competencies relevant to future competition and select those core for the firm. This process faces a major challenge, especially to put together different issues relevant to the problem: identify future scenarios and predict how new industries will be shaped, evaluate the potential of future markets, estimate the role and relevance of the technologies involved, identify a balanced set of technologies. This paper proposes a comprehensive methodology to support the process of selection of core technological competencies. (1). C1 Libero Inst Univ C Cattaneo, LIUC, I-21053 Castellanza, Varese, Italy. Politecn Milan, LIUC, I-21053 Castellanza, Varese, Italy. RP Chiesa, V, Libero Inst Univ C Cattaneo, LIUC, Cso Matteotti 22, I-21053 Castellanza, Varese, Italy. CR ADLER PS, 1992, SLOAN MANAGE REV, V33, P19 ANDERSON J, 1997, MANAGING TECHNOLOGY ASTHANA P, 1995, IEEE SPECTRUM, P49 BARKER D, 1995, LONG RANGE PLANN, V28, P21 BOGNER W, 1996, DYNAMICS COMPETENCE BOOZALLEN, 1981, OUTLOOK FAL, P29 BURGELMAN RA, 1988, STRATEGIC MANAGEMENT CARRUBBA F, 1997, MANAGING TECHNOLOGY CHIESA V, 1996, INT J PRODUCT INNOVA, V13, P105 CHIESA V, 1998, TECHNOL ANAL STRATEG, V10, P111 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COLLIS DJ, 1991, STRATEGIC MANAGE J, V12, P49 COOMBS R, 1996, R&D MANAGE, V26, P345 COOPER RG, 1997, RES TECHNOLOGY M NOV COOPER RG, 1997, RES TECHNOLOGY M SEP DEMAIO A, 1994, GESTIRE INNOVAZIONE FLOYD, 1997, MANAGING TECHNOLOGY FOSTER RN, 1986, TECHNOLOGY MODERN CO GUPTA AK, 1996, J PROD INNOVAT MANAG, V13, P49 HALL R, 1992, STRATEGIC MANAGE J, V13, P135 HALLIDAY RG, 1997, R&D MANAGE, V27, P63 HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HAMEL G, 1994, COMPETENCE BASED COM HAX AC, 1984, STRATEGIC MANAGEMENT HAX AC, 1991, STRATEGIC CONCEPT PR HAX AC, 1992, 338392BPS HEENE A, 1997, COMPETENCE BASED STR KLEIN J, 1994, COMPETENCE BASED COM LEWIS WW, 1990, SLOAN MANAGEMENT SUM, P57 LITTLE AD, 1981, EUR MAN FOR DAV MARTINO JP, 1995, R D PROJECT SELECTIO MITCHELL GR, 1986, TECHNOLOGY MODERN CO PAPPAS C, 1984, J PRODUCT INNOVATION, V1 PAVITT K, 1991, BRIT J MANAGE, V2, P41 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 PRICE G, 1997, MANAGING TECHNOLOGY ROBERTS EB, 1995, RES TECHNOL MANAGE, V38, P44 ROBERTS EB, 1995, RES TECHNOLOGY M MAR, P18 ROGERS DMA, 1996, RES TECHNOL MANAGE, V39, P33 ROTHWELL R, 1992, R&D MANAGE, V22, P221 ROUSSEL P, 1991, 3 GEN R D SANCHEZ R, 1996, DYNAMICS COMPETENCE SCHOLEFIELD JH, 1994, R&D MANAGE, V24, P91 TWISS B, 1986, MANAGING TECHNOLOGY ZIMMERMAN HJ, 1992, FUZZY SETS THEORY IT NR 45 TC 2 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD JUN PY 1999 VL 11 IS 2 BP 255 EP 279 PG 25 SC Management; Multidisciplinary Sciences GA 211CW UT ISI:000081143200008 ER PT J AU Scarbrough, H TI Knowledge as work: Conflicts in the management of knowledge workers SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID ORGANIZATIONS AB Against the backdrop of increasing interest in knowledge management and intellectual capital, this paper analyzes the emergence and management of knowledge worker groups. It suggests that knowledge work is a useful way of characterizing some important changes in the nature of work across a range of different occupational and professional groups. These changes have important implications for management and organizational performance. The paper discusses these implications through a conflict-based analysis which highlights the inherent conflict between 'knowing' as part of the work experience and 'knowledge' as an economic commodity. This conflict is expressed at both institutional and organizational levels. The management of knowledge workers therefore centres on the quasi-resolution of such conflict. As the illustrative example of the Microsoft Corporation indicates, competitive success depends very largely on the precarious ability to reconcile this conflict between the social production of knowledge and the economic appropriation of profit. C1 Univ Leicester, Ctr Management, Leicester LE1 7RH, Leics, England. RP Scarbrough, H, Univ Leicester, Ctr Management, Leicester LE1 7RH, Leics, England. 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Anal. Strateg. Manage. PD MAR PY 1999 VL 11 IS 1 BP 5 EP 16 PG 12 SC Management; Multidisciplinary Sciences GA 190TP UT ISI:000079981300001 ER PT J AU Howells, J TI Research and technology outsourcing SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID RESEARCH-AND-DEVELOPMENT; INDUSTRY; FIRMS; EXTERNALIZATION; COLLABORATION; ORGANIZATIONS; STRATEGIES; MANAGEMENT; ECONOMICS; NETWORKS AB The paper discusses the process of externalization and the contracting out of R&D and technical activity. The focus of the analysis is on the outsourcing of R&D and technical activity undertaken by firms and now outsourced to companies and organizations which supply the Contract Research and Technology (CRI) market, The analysis highlights that not only is it important to understand the factors in the demand for such services But also in changing dynamics of the nature of the research and technical services supplied and the way they are supplied The paper then investigates the implications of these dynamic trends for the conduct of the R&D function, particularly towards research externalization and outsourcing, via the use of firms and organizations involved in contract research and technology. C1 Univ Manchester, Precinct Ctr, Manchester M13 9QH, Lancs, England. RP Howells, J, Univ Manchester, Precinct Ctr, Oxford Rd, Manchester M13 9QH, Lancs, England. CR *I MANP STUD, 1986, CHANG WORK PATT, P60 ARORA A, 1990, J IND ECON, V38, P361 BARNETT C, 1986, AUDIT WAR BROCKHOFF K, 1992, MANAGE SCI, V38, P514 BUISSERET TJ, 1994, TECHNOL ANAL STRATEG, V6, P215 BYATT ICR, 1979, BRIT ELECT IND 1875 CHARLES D, 1992, TECHNOLOGY TRANSFER CHESBROUGH HW, 1996, HARVARD BUSINESS JAN, P65 CHIESA V, 1997, INT J TECHNOL MANAGE, V13, P471 COLLIS DJ, 1991, STRATEGIC MANAGE J, V12, P49 COLLIS DJ, 1991, STRATEGIC MANAGEMENT, V12, P47 COOMBS R, 1996, R&D MANAGE, V26, P345 DAVISBLAKE A, 1993, ADMIN SCI QUART, V38, P195 ELFRING T, 1994, LONG RANGE PLANN, V27, P42 FOSS NJ, 1996, ORGAN SCI, V7, P470 GRAHAM MBW, 1985, TECHNOL SOC, V7, P86 HAGEDOORN J, 1990, NEW EXPLORATIONS EC, P3 HALL R, 1992, STRATEGIC MANAGE J, V13, P135 HAUSLER J, 1994, RES POLICY, V23, P47 HOMBURG E, 1992, BRIT J HIST SCI, V25, P91 HOWELLS J, 1988, EC TECHNOLOGICAL LOC HOWELLS J, 1989, AREA, V21, P289 HOWELLS J, 1996, TECHNOL ANAL STRATEG, V8, P91 HOWELLS J, 1998, RES DEV EXTERNALISAT JOHNSON PS, 1973, COOPERATIVE RES IND, P51 KATZ JS, 1997, RES POLICY, V26, P11 KLUTH MF, 1997, TECHNOLOGY INNOVATIN, P65 LIEBENAU J, 1984, BUS HIST, V26, P329 MEYERTHUROW G, 1982, ISIS, V73, P363 MILLER R, 1994, RES POLICY, V23, P27 MOWERY DC, 1984, BUS HIST REV, V58, P504 MOWERY DC, 1989, TECHNOLOGY PURSUIT E OLIVER N, 1998, IN PRESS INNOVATION OUCHI WG, 1980, ADM SCI Q, V25, P129 PISANO GP, 1988, 1988 INT COLLABORATI, P182 PISANO GP, 1990, ADMIN SCI QUART, V35, P153 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 QUINN JB, 1994, SLOAN MANAGE REV, V35, P43 RINGE MJ, 1992, CONTRACT RES BUSINES, P2 ROBINS JA, 1987, ADMIN SCI QUART, V32, P68 SANDERSON M, 1972, SCI STUD, V2, P107 SANDERSON M, 1972, U BRIT IND 1850 1970 SEN F, 1990, IEEE T ENG MANAGE, V37, P246 SMITH RJ, 1995, ELECTRON PROD DES, V16, P69 SWANN P, 1989, ACAD SCI PHARM IND C TASSEY G, 1991, RES POLICY, V20, P345 THOMAS LG, 1988, INT COLLABORATIVE VE, P147 WEBSTER AJ, 1988, 4 SPSG WEBSTER AJ, 1989, SCI PUBL POLICY, V16, P224 WHITTINGTON R, 1990, STRATEGIC MANAGEMENT, P183 WILLIAMSON O, 1975, MARKETS HIERARCHIES WILLIAMSON OE, 1979, J LAW ECON, V22, P233 WINTER SG, 1987, COMPETITIVE CHALLENG, P159 NR 53 TC 13 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 1999 VL 11 IS 1 BP 17 EP 29 PG 13 SC Management; Multidisciplinary Sciences GA 190TP UT ISI:000079981300002 ER PT J AU Mothe, C Quelin, BV TI Creating new resources through European R & D partnerships SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID COOPERATION; CONSORTIA; SEMATECH AB This paper describes the way firms participating in R&D consortia can benefit from the outcome of common R&D. More specificially, it is suggested that R&D consortia, which are part of the European EUREKA initiative, provide appropriate organizational structures for the creation of new knowledge and competencies. This qualitative research shows that both the function provided to the consortium and in-house capabilities help partners to create resources thanks to co-operative R&D. The links between R&D co-operative outcomes and both the organizational design of the consortium and the internal capabilities of member firms are of general interest for all companies involved in comparable types of consortia and, more generally, in technological partnerships. C1 HEC Sch Management, F-78351 Jouy En Josas, France. Univ Paris 10, F-92001 Nanterre, France. RP Mothe, C, HEC Sch Management, F-78351 Jouy En Josas, France. CR ALDRICH HE, 1995, RES POLICY, V24, P301 BADARACCO J, 1991, KNOWLEDGE LINK FIRMS BROWNING LD, 1995, ACAD MANAGE J, V38, P113 BUCKLEY PJ, 1988, COOPERATIVE STRATEGI COREY ER, 1996, TECHNOLOGY FOUNTAINH EVAN VM, 1990, SLOAN MANAGEMENT SPR, P37 GIBSON D, 1994, R D COLLOBORATION TR GRINDLEY P, 1994, J POLICY ANAL MANAG, V13, P723 HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371 INKPEN AC, 1996, CALIF MANAGE REV, V39, P123 KLEINKNECHT A, 1992, RES POLICY, V21, P347 KODAMA F, 1992, HARVARD BUS REV, V70, P70 KUROZUMI T, 1992, TECHNOLOGY TRANSFER, P173 LINK AN, 1987, TECHNOVATION, V6, P247 MOTHE C, 1996, AC MAN ANN C CINC MOTHE C, 1998, IN PRESS MANAGING ST NONAKA I, 1995, KNOWLEDGE CREATING C OUCHI WG, 1988, CALIFORNIA MANAGEMEN, V30, P9 OUCHI WG, 1988, CALIFORNIA MANAGEMEN, V30, P9 OUCHI WG, 1989, P IEEE, V77, P1318 PECK MJ, 1986, RES POLICY, V15, P219 PETERSON J, 1993, HIGH TECHNOLOGY COMP QUELIN B, 1996, STRATEGIC LEARNING K, P139 SAKAKIBARA M, 1997, STRATEGIC MANAGE J, V18, P143 SENKER J, 1997, TECHNOL ANAL STRATEG, V9, P3 TEECE DJ, 1986, RES POLICY, V15, P286 NR 26 TC 1 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 1999 VL 11 IS 1 BP 31 EP 43 PG 13 SC Management; Multidisciplinary Sciences GA 190TP UT ISI:000079981300003 ER PT J AU Orr, S TI The role of capacity management in manufacturing strategy: Experiences from the Australian wine industry SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB There has been little research focused on identifying the position and role of capacity management in strategic manufacturing decision making. This research presents the findings of a major investigation into strategic capacity management in the Australian wine industry. The research found that advanced processing technology is being used as part of a strategy for increasing capacity in this industry. It was also found that supply dependability and Product cost/price were the most important competitive priorities for wine production, after product quality. All three of these were found to be directly influenced by the level of capacity management. The importance of capacity management varied, depending an the category of wine producer (32 different categories were identified). It was also determined that the strategic position of capacity management in the manufacturing decision making process is linked to production planning and control, quality control and assurance and plant and equipment. C1 Monash Univ, Dept Management, Caulfield E, Vic 3145, Australia. RP Orr, S, Monash Univ, Dept Management, POB 197, Caulfield E, Vic 3145, Australia. 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Anal. Strateg. Manage. PD MAR PY 1999 VL 11 IS 1 BP 45 EP 53 PG 9 SC Management; Multidisciplinary Sciences GA 190TP UT ISI:000079981300004 ER PT J AU Baark, E TI Engineering consultancy: An assessment of IT-enabled international delivery of services SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB The delivery of engineering consultancy services in global markets has been dominated by a small group of firms located in Europe and the US. Like many other service industries, engineering consultants have depended on the movement of highly qualified people and establishment of local affiliates for rendering their services in overseas markets. However, the diffusion of new information technology (IT) and the use of advanced telecommunications have changed the patterns of production and delivery of engineering design services. This paper examines the role of IT in changing modes of internationalization in the sector, focussing in particular on the potential for IT-enabled delivery that would provide an increased tradability of services. It is argued that new technologies have led to integration of project work and new sources of competitiveness in major firms, but that the emerging capacity to deliver services in arms-length transactions across national borders does not appear to have been significantly exploited. Nevertheless, IT-enabled delivery of engineering consultancy services opens up possibilities for business process reengineering that may provide some firms new competitive advantages in global markets and lead to further integration of design and construction in partnerships or project consortia, or in the strengthening of design-build approaches in project execution. C1 Hong Kong Univ Sci & Technol, Div Social Sci, Kowloon, Hong Kong. RP Baark, E, Hong Kong Univ Sci & Technol, Div Social Sci, Clearwater Bay, Kowloon, Hong Kong. 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Anal. Strateg. Manage. PD MAR PY 1999 VL 11 IS 1 BP 55 EP 74 PG 20 SC Management; Multidisciplinary Sciences GA 190TP UT ISI:000079981300005 ER PT J AU Vickers, I Cordey-Hayes, M TI Cleaner production and organizational learning SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB The paper is concerned with organizational learning around cleaner production as a response to environmental pressures, and presents an analysis of the character, strengths and limitations of organizational learning as stimulated by four key drivers: regulation, green market pressures, quality and technical efficiency considerations, and the culture and values of those within organizations. The analysis is supported by a number of case study examples in manufacturing industry based on field work conducted between 1993-1996. The theoretical api,roach draws particularly on the innovation and inward technology transfer literature, which uses the concepts of 'receptivity' and 'absorptive capacity' to explain the ability of organizations to assimilate new knowledge, but is also sensitized to the contested and sometimes conflictual nature of change processes. Particular emphasis is given to (a) the importance of good linkages with external sources of knowledge, including regulators, and (b) the extent to which the organizational culture encourages a pluralistic and participative approach. The case studies suggest that weaknesses with respect to the enforcement of the current regulatory framework and the lack of sufficient financial incentives (i.e. ecological tax reform) an liable to continue to give rise to selective approaches which do not fully address the cleaner production agenda. In conclusion, the analysis of the limitations of firm-based organizational learning, particularly with respect to the need to change consumption patterns, indicates the continuing need for a wider process of social learning. C1 Middlesex Univ, Ctr Enterprise & Econ Dev Res, London NW4 4BT, England. Cranfield Univ, Int Ecotechnol Res Ctr, Cranfield MK43 0AL, Beds, England. RP Vickers, I, Middlesex Univ, Ctr Enterprise & Econ Dev Res, The Burroughs, London NW4 4BT, England. 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Anal. Strateg. Manage. PD MAR PY 1999 VL 11 IS 1 BP 75 EP 94 PG 20 SC Management; Multidisciplinary Sciences GA 190TP UT ISI:000079981300006 ER PT J AU Radosevic, S Kutlaca, D TI Technological 'catching-up' potential of central and eastern Europe: An analysis based on US foreign patenting data SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This paper explores the potential for central and eastern Europe to catch up ba;ed on patent data. We analyze patent dynamics, sectoral specialization and the institutional basis of patenting activity in the US from 1969 to 1996. Our main conclusions are that, (I) income levels and growth rates are more important in determining foreign patenting activity than past institutional arrangements, (2) the technology competence of central and eastern Europe is path dependent; and (3) there are significant inherited inter-country differences that influence current patterns of adjustment. Analysis shows that knowledge spillovers will most likely occur in those areas that still have patentable inventions such as the engineering industries and pharmaceuticals. C1 Univ Sussex, Sci Policy Res Unit, Brighton BN1 9RF, E Sussex, England. RP Radosevic, S, Univ Sussex, Sci Policy Res Unit, Mantell Bldg, Brighton BN1 9RF, E Sussex, England. CR *OECD, 1969, SCI POL USSR *US DEP COMM, 1977, 7 US DEP COMM PAT TR AURIOL L, 1998, IN PRESS RES POLICY BERRY M, 1969, SCI POLICY USSR FREEMAN C, 1988, TECHNICAL CHANGE EC, P38 MARTENS J, COMMUNICATION RADSEVIC S, 1998, 42 STEEP SPRU U SUSS SOETE L, 1987, RES POLICY, V16, P101 NR 8 TC 1 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 1999 VL 11 IS 1 BP 95 EP 111 PG 17 SC Management; Multidisciplinary Sciences GA 190TP UT ISI:000079981300007 ER PT J AU Bruce, M Moger, ST TI Dangerous liaisons: An application of supply chain modelling for studying innovation within the UK clothing industry SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB An empirical study into innovation supporting and blocking factors has been conducted of the strategic perceptions of stakeholders within the supply chain of a mature industry sector, based on interview analysis. The data revealed strategic intentions and assumptions that support the emergence of two distinct trajectories of change in the industry based on co-partnership and ad-hoc relationships respectively. A model of the trajectories using current partnership theories of lean supply indicated that the co-partnership trend offers some scope for incremental innovation; the ad-hoc relationship trend offered rather less scope for incremental innovation. Both trends seem to be reducing the scope for development of entrepreneurial networks within which independent design innovators can flourish. The strategic assumptions identified point to an environment that is not supportive of radical innovation, The absence of in-house R&D capabilities may be an important factor in the industry's difficulties in innovating. C1 Manchester Business Sch, Creat Res Unit, Manchester M15 6PB, Lancs, England. Univ Manchester, Inst Sci & Technol, Dept Text, Manchester M60 1QD, Lancs, England. RP Moger, ST, Manchester Business Sch, Creat Res Unit, Booth St W, Manchester M15 6PB, Lancs, England. CR BESSANT J, 1992, CREATIVITY INNOVATIO, V1, P59 BESSANT J, 1994, EUROPEAN J PURCHASIN, V1, P7 BRUCE M, 1998, MANAGEMENT DESIGN AL BURT S, 1994, INT REV RETAIL DISTR, V4, P195 CHRISTOPHER M, 1992, LOGISTICS SUPPLY CHA COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DAVIES G, J STRATEGIC MARKETIN, V2, P189 DODGSON M, 1993, HUM RELAT, V46, P77 FLETCHER D, 1996, INT SMALL BUSINESS J, V14, P33 FOSTER RN, 1986, INNOVATION ATTACKERS KUHN T, 1967, STRUCTURE SCI REVOLU KUMAR N, 1996, HARVARD BUSINESS NOV, P92 LAMMING C, 1993, PARTNERSHIP STRATEGI LIU H, 1996, J INT MARKETING, V4, P9 LONSDALE C, 1998, OUTSOURCING MOORE CM, 1997, J FASHION MARKETING, V2 MOORE CM, 1997, J FASHION MARKETING, V2, P1 NONAKA I, 1991, HARVARD BUSINESS NOV, P96 RESENBLOOM B, 1993, J MARKETING CHANNELS, V3, P73 RICKARDS T, 1985, STIMULATING INNOVATI SAUNDERS M, 1994, STRATEGIC PURCHASING TIDD J, 1997, MANAGING INNOVATION VALSAMAKIS V, 1996, J FASHION MARKETING, V1, P9 WOMACK JP, 1990, MACHINE CHANGED WORL ZHENG J, 1995, FEATURES SUPPLY NETW NR 25 TC 4 PU CARFAX PUBLISHING PI BASINGSTOKE PA RANKINE RD, BASINGSTOKE RG24 8PR, HANTS, ENGLAND SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 1999 VL 11 IS 1 BP 113 EP 125 PG 13 SC Management; Multidisciplinary Sciences GA 190TP UT ISI:000079981300008 ER PT J AU Lundvall, BA TI Why study national systems and national styles of innovation? SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Many consider that product specialization reflects variations in factor proportions rather than in the knowledge bare, but to focus purely on resource allocations would result in stagnant economic development. Therefore a vibrant economy is one where innovation takes place. This shifts the focus of attention away from rational decision-making to learning and recognition that the future has an uncertain outcome. Learning involves four institutional components: the lime horizon of the agents, the role of trust, the actual mix of rationality, and the may authority is expressed. Research shows a strong correlation between specialization in trade and specialization in the knowledge base. The National Systems of innovation approach concludes that important parts of the knowledge base are tacit and emerge from routine basic learning-by-doing -using and -interacting rather than from science and technology search activities. A sociological system approach is functional and deterministic, whereas an innovation style approach refers to patterns of behaviour. To understand the style of innovation better a four-fold taxonomy of knowledge proposed knowledge about facts, knowledge about principles and laws of nature, the skills and capability to do something, and knowledge about who knows hole, to do what. The mix of these four knowledge factors mill characterize the style of innovation. C1 Univ Aalborg, Dept Business Studies, IKE, DK-9220 Aalborg, Denmark. RP Lundvall, BA, Univ Aalborg, Dept Business Studies, IKE, Fibigerstrade 4, DK-9220 Aalborg, Denmark. 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Anal. Strateg. Manage. PD DEC PY 1998 VL 10 IS 4 BP 407 EP 421 PG 15 SC Management; Multidisciplinary Sciences GA 146GE UT ISI:000077420300002 ER PT J AU Tylecote, A Cho, YD Zhang, W TI National technological styles explained in terms of stakeholding patterns, enfranchisement and cultural differences: Britain and Japan SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB The process of technological innovation poses three challenges to a financial system: novelty, visibility, and appropriability. Its capacity to cope with these challenges is a function of which groups/organizations are stakeholders in innovation and to what extent; and in what way and to what extent they are enfranchised. I;ron this point of view, the British and Japanese financial systems differ very sharply. So do British and Japanese culture, in relevant ways. The steel, fine chemicals and pharmaceuticals industries show the effects of these differences in practice. The importance of novelty, visibility and appropriability differs among them, as does the value of certain culturally-influenced features of innovative behaviour. Steel (and even more so engineering into which the Japanese steel companies have diversified) appears well suited to Japanese characteristics, with fine chemicals and pharmaceuticals well suited to British characteristics. This accounts well for the two countries' comparative advantage in these al ear, in technology and trade. C1 Univ Sheffield, Sch Management, Sheffield S1 4DT, S Yorkshire, England. Sch E Asian Studies, Sheffield S1 4DT, S Yorkshire, England. RP Tylecote, A, Univ Sheffield, Sch Management, 9 Mappin St, Sheffield S1 4DT, S Yorkshire, England. CR 1992, KOBE STEEL FACTS FIG, P15 *BANK ENGL, 1996, FIN TECHN BAS SMALL *ORG EC COOP DEV, 1996, INN PAT TECHN STRAT AOKI M, 1994, JAPANESE FIRM SOURCE ARUNDEL A, 1987, BROOKINGS PAPERS EC, V3, P783 DEMIRAG IS, 1994, J BUSINESS FINANCE A, V21, P1195 DOUDEYNS JM, 1993, EC TRENDS, V479, P112 GREEN D, 1996, FIN TIMES LONDO 1126, P1 GUERRIERI P, 1994, EC INNOVATION NEW TE, V3, P49 GUERRIERI P, 1997, SYSTEMS INNOVATION, CH5 HART A, INT DIRECTORY CO HIS, V4 HASEGAWA H, 1996, STEEL IND JAPAN COMP HOFSTEDE G, 1983, INT STUDIES MANAGEME, V13, P46 ITAMI H, 1994, CORP CHANG C U NEW S MANSFIELD E, 1986, MANAGE SCI, V32, P2 MANSFIELD E, 1998, AM EC REV AEA PAPERS, P223 MAYER C, 1996, 164 OECD EC DEP MAYER C, 1996, ECONOMIST 0810, P57 ORRU M, 1997, EC ORG E ASIAN CAPIT, CH7 PARKINSON J, 1996, EMPLOYMENT POLICY I, V10 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 SAKO M, 1994, PRICES QUALITY TRUST SASAKI N, 1981, MANAGEMENT IND STRUC TYLECOTE A, 1992, TECHNOLGOICAL CHANGE, P201 TYLECOTE A, 1993, HITOTSUBASHI J COMME, V28, P61 TYLECOTE A, 1996, EUROPEAN J WORK OCCU, V5, P137 TYLECOTE A, 1996, TECHNOLGOICAL COLLAB, CH3 TYLECOTE A, 1997, 17 CRITEC SHEFF U MA WAKASUGI R, 1992, RES POLICY, V21, P1 NR 29 TC 4 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD DEC PY 1998 VL 10 IS 4 BP 423 EP 435 PG 13 SC Management; Multidisciplinary Sciences GA 146GE UT ISI:000077420300003 ER PT J AU Vertova, G TI Technological similarity in national styles of innovation in a historical perspective SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID MULTINATIONAL-ENTERPRISES; PATENT STATISTICS; GLOBALIZATION; INDICATORS; FIRMS AB The paper examines some issues related to different styles of innovation in some advanced countries. The statistical work carried out is an attempt to answer the question: to what extent do countries' styles of innovation differ and how often do similarities arise? The issue of similarity/dissimilarity of countries' styles of innovation is investigated in the last 100 years for a group Of selected countries. The evidence provided is bared on a US patent database held at the University of Reading and countries' styles of innovation are measured with the use of the RIA index in four historical periods. The conclusions of the paper are consistent with the theory of national systems of innovation. Countries show very different styles of innovation and what is more important, this difference is stable over lime. However, a selected combination of similar countries occurs in every period thus underlining the existence of regional groups. These regional groups are the only pairs of countries showing technological similarity historically. C1 Manchester Metropolitan Univ, Manchester M1 3GH, Lancs, England. RP Vertova, G, Manchester Metropolitan Univ, Int Business Unit, Manchester M1 3GH, Lancs, England. 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Anal. Strateg. Manage. PD DEC PY 1998 VL 10 IS 4 BP 437 EP 449 PG 13 SC Management; Multidisciplinary Sciences GA 146GE UT ISI:000077420300004 ER PT J AU Hales, M TI Designing and rolling-out a global style in process innovation SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID WORK AB This paper discusses a consultancy project for a large multinational-manufacturing client. Style is explored as a concept originating in 'cultural' rather than economic disciplines. Three interpretations of culture are explored which have differing complementary implications for managing styles in technology-related organizational learning. The overall intention is not to identify and install a global 'best' style or a universal model of IT-related organizational culture. Rather it is to develop heuristics, which highlight what may require attention and handling in a practical situation, within a dialogue-based and learning-oriented approach to global-local strategy in complex production systems. C1 Brighton Univ, CENTRIM, Brighton BN1 9PH, E Sussex, England. RP Hales, M, Brighton Univ, CENTRIM, Friston House,Village Way, Brighton BN1 9PH, E Sussex, England. CR *ISCRAT, 1998, ACT THEOR CULT HIST AGRE PE, 1994, INFORMATION SOC, V10, P101 ANDERSON B, 1990, CSCW 90 ANDERSON B, 1993, COMPUTER SUPPORTED C, V1, P141 ANDERSON R, 1988, FORMES CONVERSATION, V2, P237 BANNON L, 1996, IEEE HICSS 96 C P, P12 BANNON L, 1997, P 5 EUR C COMP SUPP, P81 BERNSTEIN RJ, 1985, HABERMAS MODERNITY BODKER K, 1991, DESIGN WORK COOPERAT, P121 BROOK P, 1990, EMPTY SPACE BROWN JS, 1991, ORGAN SCI, V2, P40 BROWN JS, 1992, USABILITY TURNING TE, P164 BURGESS K, 1995, J OPER RES SOC, V46, P553 CIBORRA C, 1992, INFORMATION SOC, V8, P297 CIBORRA C, 1994, TRANSFORMING ORG INF, P97 CLEMENT A, 1992, CAN J INFORM LIB SCI, V17, P18 COOK SDN, 1996, BRIDGING EPISTEMOLOG CZARNIAWSKAJOER.B, 1992, EXPLORING COMPLEX OR EHN P, 1987, COMPUTERS DEMOCRACY, P17 EHN P, 1989, WORK ORIENTED DESIGN ENGESTROM Y, 1987, LEARNING EXPANDING A ENGESTROM Y, 1994, ACTION RES FINLAND, P233 FREIRE P, 1972, PEDAGOGY OPPRESSED GOLD R, 1997, NOTES ARCHITECTURE L GOLD R, 1997, NOTES MEDIA GENRE DO HABERMAS J, 1971, RATIONAL SOC HALES M, 1980, LIVING THINKWORK LAB HALES M, 1992, SCI SOC POLITICS WOR, P148 HALES M, 1994, DESIGN ISSUES CSCW, P151 HALES M, 1994, TRANSFORMING ORG INF, P175 HALES M, 1995, COMPUTERS CONTEXT JO, P113 HALES M, 1995, CULTURES COMPUTING, P103 HALES M, 1998, OKSNOEN S TECHNOLOGI, P6 HARAWAY D, 1991, SIMIANS CYBORGS WOME, P149 HARAWAY D, 1995, CYBORG HDB, R11 HOFSTEDE G, 1991, CULTURES OGR SOFTWAR ILLICH I, 1975, TOOLS CONVIVIALITY ILLICH I, 1981, SHADOW WORK VERNACUL KUUTTI K, 1991, ECSCW 91, P249 KYNG M, 1995, COMMUN ACM, V38, P46 LATOUR B, 1991, SOCIOLOGY MONSTERS E, P103 LATOUR B, 1993, WE HAVE NEVER BEEN M LAVE J, 1990, IRL900013 MIDDLETON D, 1990, COLLECTIVE REMEMBERI NARDI B, 1995, CONTEXT CONSCIOUSNES ORLIKOWSKI WJ, 1994, 367194 WP MIT AP SLO ORR JE, 1992, DENVER PROJCT APPL E PIRSIG RM, 1974, ZEN ART MOTORCYCLE M SAPPINGTON R, 1994, UNCONTROLLABLE BODIE SCHMIDT K, 1992, COMPUTER SUPPORTED C, V1, P7 STAR SL, 1995, COGNITION COMMUNICAT STAR SL, 1995, ECOLOGIES KNOWLEDGE STONE AR, 1995, CULTURES COMPUTING, P243 STONE S, 1995, CYBORG HDB, P393 STRAUSS A, 1985, SOCIOLOGICAL Q, V26, P320 SUCHMAN L, 1987, PLANS SITUATED ACTIO SUCHMAN L, 1995, COMMUN ACM, V38, P56 TRIGG R, 1995, PDC 94 WILLIAMS R, 1961, LONG REVOLUTION WILLIAMS R, 1976, KEYWODS VOCABULARY C WILLIAMS R, 1981, CULTURE WILLIAMS R, 1983, WRITING SOC, P67 NR 62 TC 0 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD DEC PY 1998 VL 10 IS 4 BP 451 EP 465 PG 15 SC Management; Multidisciplinary Sciences GA 146GE UT ISI:000077420300005 ER PT J AU Irwin, H More, E McGrath, M TI Relationship management for innovation: The central role of communication in Australia's participation in two hi-tech industries SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID TECHNOLOGY-TRANSFER AB Individuals make decisions about whether innovations are adopted and transferred to new uses or locations. This paper argues that relational competence is critical for innovation management and technology transfer and that personal communication,formal and informal, is the core component in such competence. It shows how 'close ties' and communication are critical to innovation, particularly given the changing nature and role of technology management in the context of rapidly increasing globalization. This is illustrated with reference to the communication in the mindset and practice of technology partnering in Australia's participation in the aerospace and telecommunications industries. C1 Univ Western Sydney Nepean, Kingswood, NSW 2747, Australia. Macquarie Univ, Grad Sch Management, N Ryde, NSW 2109, Australia. Macquarie Univ, Joint Res Ctr Adv Engn Syst, Commonwealth Sci Ind Res Org, N Ryde, NSW 2109, Australia. RP Irwin, H, Univ Western Sydney Nepean, POB 10, Kingswood, NSW 2747, Australia. CR 1992, BUSINESS MARKETING D, V17, P29 1995, ACAD MANAGEMENT J, V38, P1 *AUSTR COUNC AER, 1944, IN AUSTR COUNC AER *AUSTR MAN COUNC M, 1994, WEALTH NAT *BUR IND EC, 1995, 65 BUR IND EC *DEP FOR AFF TRAD, 1995, AER IND CAP STAT AUS *DEP STAT DEV, 1991, AER SPAC DEF IND STR BEAMISH P, 1997, COOPERATIVE STRATEGI BESSANT J, 1992, ORGAN STUD, V13, P465 BLACKMORE L, 1990, HAWKER AVIATOR DESIG CANBY C, 1964, HIST FLIGHT CHENEY G, IN PRESS NEW HDB ORG CRADDOCK D, 1994, RAVENSBOURNE AIRBOUR DRAZIN R, 1996, ACAD MANAGE J, V39, P1081 EBERS M, 1997, FORMATION INTERORGAN FORREST JE, 1992, J GEN MANAGE, V17, P25 GARNETT J, 1997, HDB ADM COMMUNICATIO GULATI R, 1995, ACAD MANAGE J, V38, P85 HANSON J, 1990, NEW COMMUNICATION TE HEADRICK D, 1988, TECTACLES PROGR TECH HILL S, 1993, INT C U REL NEW YORK HOOPER M, 1985, KANGAROO ROUTE DEV C INNES S, 1993, AUSTR AIRCRAFT IND IRWIN H, 1991, J INFORM SCI, V17, P273 IRWIN H, 1994, MANAGING CORPORATE C IRWIN H, 1995, HUMAN SYSTEMS MANAGE, V14, P39 IRWIN H, 1996, AUSTR J COMMUNICATIO, V23, P34 IRWIN H, 1996, COMMUNICATING ASIA IRWIN H, 1996, P INT C TECHNOLOGY M, P119 KANTER RM, 1994, HARVARD BUSINESS JUL, P96 LATAAN D, 1993, THOESE 1 AUSTR FLIGH MADU C, 1992, STRATEGIC PLANNING T MORAN R, 1994, MAKING GLOBALIZATION MORE E, 1995, J IND STUDIES, V2, P111 MORE E, 1995, J INF SCI, V21, P149 MORE E, 1996, COOPERATIVE CORPORAT MORE E, 1996, P AUSTR NZ ACAD MANA, P259 NOHRIA N, 1997, DIFFERENTIATED NETWO PARNELL N, 1988, FLYPAST RECORD AVIAT REEVES G, 1993, COMMUNICATIONS 3 WOR RING PS, 1994, ACAD MANAGE REV, V19, P90 ROGERS E, 1962, DIFFUSION INNOVATION SLAPPENDEL C, 1996, ORGAN STUD, V17, P107 SNYDER L, 1996, J COMMUN, V46, P184 STOHL C, 1995, ORG COMMUNICATION CO SWAN JA, 1995, ORGAN STUD, V16, P847 URBAN S, 1993, EUROPEAN STRATEGIC A WENSLEY A, 1998, KNOWLEDGE PROCESS MA, V5, P1 WILLIAMS F, 1990, TECHNOLOGY TRANSFER WIMPERIS H, 1937, REPORT INAUGURATION WOODS B, 1993, COMMUNICATION TECHNO YOSHINO M, 1995, STRATEGIC ALLIANCES NR 52 TC 2 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD DEC PY 1998 VL 10 IS 4 BP 467 EP 481 PG 15 SC Management; Multidisciplinary Sciences GA 146GE UT ISI:000077420300006 ER PT J AU Estades, J Ramani, SV TI Technological competence and the influence of networks: A comparative analysis of new biotechnology firms in France and Britain SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID ARRANGEMENTS; INNOVATION; INDUSTRY AB The objective of this paper is to examine the role of external networks not only as a resource but also as a constraint for the evolution of the technological competence of twenty new biotechnology firms (NBFs) in France and Britain. The analysis is based on extensive interviews conducted with the Chief Executive Officers (CEOs) of twenty NBFs, ten in France and ten in Britain. The paper identifies the network structures of the twenty NBFs and the impact of networks on the evolution of their technological competence. The paper also attempts to identify the differences between NBFs in France and Britain in terms of the framework developed. It clearly illustrates that the capacity of NBFs to construct appropriate external linkages with other firms and financiers is crucial to their success. EM estades@grenoble.inra.fr ramani@grenoble.inra.fr CR *CONS EC SOC, 1983, J OFFICIEL REPUBLIQU, V1 *OTA, 1991, BIOT GLOB EC BULL AT, 1982, BIOTECHNOLOGY INT TR CALLON M, 1989, SCI SES RESEAUX GENE CALLON M, 1991, FIGURES IRREVERSIBIL, P195 CALLON M, 1991, SCI TELLE QUELLE SE CALLON M, 1992, CES RESEAUX QUE RAIS, P53 CARLSSON B, 1994, IND CORP CHANGE, V3, P687 DEBRESSON C, 1991, RES POLICY, V20, P363 ERNSRT, 1996, BIOTECH 96 PURSUING ERNSRT, 1996, EUROPEAN BIOTECH 95 ESTADES J, 1998, IN PRESS INT J BIOTE, V1 FREEMAN C, 1991, RES POLICY, V20, P499 HAMEL G, 1990, HARVARD BUSINESS MAY, P79 JOLLY D, 1996, INT J TECHNOL MANAGE, V12, P830 LAZEGA E, 1996, REV FR SOCIOL, V37, P439 LIEBESKIND PJ, 1995, WORKING PAPER NATL B, V5320 LUCQUIN D, 1995, BIOFUITUR, V150, P8 MUSTAR P, 1995, SCI INNOVATION ANN R ORSENIGO P, 1989, EMERGENCE BIOTECHNOL PISANO GP, 1991, RES POLICY, V20, P237 POWELL W, 1995, INTERORGANIZATIONAL POWELL WW, 1990, RES ORGAN BEHAV, V12, P295 REISS T, 1998, IN PRESS INT J TECHN SALOMON JJ, 1986, GAULOIS COW BOY SAMU SHAN WJ, 1994, STRATEGIC MANAGE J, V15, P387 SHARP M, 1989, STRATEGIES NEW TECHN, P119 WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 NR 28 TC 4 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD DEC PY 1998 VL 10 IS 4 BP 483 EP 495 PG 13 SC Management; Multidisciplinary Sciences GA 146GE UT ISI:000077420300007 ER PT J AU Fontes, M Novais, AQ TI The conditions for the development of a biotechnology industry in Portugal: The impact of country specific factors SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID NATIONAL SYSTEMS; INNOVATION AB The innovation style of a country is dependent upon its distinctive capabilities and its government's policies Three basic factors are involved: its scientific capabilities, its infrastructure for transferring research from the public domain into industry, and its manufacturing base and industrial know-how. Most research looks at these three factors in relation to advanced economies, Asian Newly Industrialized Countries (NICs) and 'third world' countries. This paper addresses these issues from the perspective of a European late-industrializing country (Portugal). It uses the twin ideas of National Innovation Systems and 'technological systems' to analyze the development of biotechnology in Portugal In so doing it illustrates the impact of country specific factors on this development, and the problems associated with 'imitation'. The focus of the research is on Dedicated Biotechnology Firms (DBFs), as they are seen as intermediaries between the public science base and the productive sector. It examines the evolution of the biotechnology industry in Portugal, provides an overview of government policies, and finally discusses the implications for the creation and development of DBFs in Portugal. The research shows that there mar a government effort to create a science bare in this field but there was no parallel strategy to develop a biotechnology industry. there was (and still is) little incentive to use the results of biotechnological research, and little match between technological and market opportunities. In conclusion, the paper argues that policies should be developed to bridge the gap between Public research and industry. This will require mechanisms that, going beyond the notion of 'technology transfer', promote an effective transformation of advanced knowledge integrated into products and services, and facilitate the dialogue and exchange between groups with diverse capabilities, objectives and languages. C1 INETI, P-1699 Lisbon, Portugal. RP Fontes, M, INETI, Estrada Do Paco Do Lumiar, P-1699 Lisbon, Portugal. CR *AJC JNICT, 1995, BIOT PORT GUIA FORM *INETI, 1997, IL ENC NAC INFR TECN *MIE LNETI, 1983, PLAN DES TECN IND TR *MIE, 1993, PEDIP REL EX 1988 19 *OCT, 1987, APR RES GLOB INQ POT *OECD, 1993, REV NAT SCI TECHN PO *SEC, 1995, CIENC TECHN 1993 94 *SECT, 1989, PLAN PLUR ACT INV CI AUTIO E, 1998, RES POLICY, V26, P937 CARACA J, 1993, SABER AO FAZER PORQU CARLSSON B, 1991, J EVOLUTIONARY EC, V1, P93 CHIESA V, 1998, NEW TECHNOLOGY BASED DASILVA CM, 1995, RES EVALUAT, V5, P89 DODGSON M, 1990, IND HIGHER ED, V4, P97 FONTES M, 1988, 1988 BABS COLL KAUFF FONTES M, 1996, INT J ENTREPRENEURIA, V2, P82 FONTES M, 1997, TECHNOLOGY INNOVATIO FRANSMAN M, 1994, TECHNOLOGY INNOVATIO, P41 GALHARDI R, 1994, SCI PUBL POLICY, V21, P395 JOLLY D, 1996, INT J TECHNOL MANAGE, V12, P830 KENNEY M, 1986, RES POLICY, V15, P21 KIM LS, 1992, RES POLICY, V21, P437 LARANJA M, 1998, IN PRESS INT J TECHN LUNDVALL B, 1992, NATL SYSTEMS INNOVAT NIOSI J, 1993, TECHNOL SOC, V15, P207 NOVAIS JM, 1992, BASE DADOS BIOTECNOL ORSENIGO L, 1989, EMERGENCE BIOTECHNOL PISANO GP, 1991, RES POLICY, V20, P237 RADOSEVICH R, 1995, INT J TECHNOL MANAGE, V10, P879 SENKER J, 1996, TECHNOVATION, V16, P219 SHARP M, 1985, EUROPE NEW TECHNOLOG SOLLEIRO JL, 1994, HIGH TECHN SMALL FIR STANKIEWICZ R, 1994, SCI PUBL POLICY, V21, P99 TSIPOURI L, 1992, RES EVALUATION, V2, P27 VANDEVEN AH, 1993, J BUSINESS VENTURING, V8, P211 VISALAKSHI S, 1995, SCI PUBL POLICY, V22, P231 WALSH V, 1993, SCI PUBL POLICY, V20, P138 WALSH V, 1995, TECHNOVATION, V15, P303 NR 38 TC 6 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD DEC PY 1998 VL 10 IS 4 BP 497 EP 509 PG 13 SC Management; Multidisciplinary Sciences GA 146GE UT ISI:000077420300008 ER PT J AU Staropoli, C TI Cooperation in R&D through a network, an 'organizational gamble'? An empirical analysis of Rhone Poulenc Rorer-Gencell SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID BIOTECHNOLOGY INDUSTRY; INNOVATION; ARRANGEMENTS AB This paper is based on the empirical analysis of innovation challenges to Rhone Poulenc Rorer-Gencell (RPR-Gencell) resulting from the development of biotechnology in the pharmaceutical industry. These we identify ar an organizational innovation involving the development of a network of partners following and/or inducing a technological innovation. RPR-Gencell represents a 'style of innovation' since it is bared an various factors specific to the firm and corresponds to a new organizational form, the 'tight network' of partners. We argue that this organizational form, in the context of the development of biotechnology in the pharmaceutical industry, can be likened to an 'organizational gamble' associated with a 'technological gamble'. Altogether, this 'gamble' dimension means that the network of partners in R & D is still a marginal organizational form. After an introduction we show that the specificities of the pharmaceutical industry especially since the emergence of biotechnology have led to the emergence of a multiplicity of institutional arrangements governing cooperation in R & D. We take as a specific example that of gene therapy. Later on, we present some stylized facts to emphasize the diversity among the network organizational forms. The network of partners is an alternative to the other complex but 'classical' forms of cooperation (R & D agreements, cross-licencing, joint-ventures, mergers/acquisitions). We propose a new definition of the network bared on the care of RPR-Gencell: the 'tight network'. We distinguish between the 'tight network' and all the other approaches, focusing in particular on the 'loose network' of cooperative relationships (mostly multifirm alliances implemented with several bilateral contracts). Only two pharmaceutical companies have adopted the 'tight network' to govern their cooperation in R & D. We present the network of partners as an organizational innovation governing a technological innovation. We argue that this organizational innovation could be likened to an 'organizational gamble' in the case of the pharmaceutical industry. Finally, we show that the network raises several organizational issues since it short-circuits traditional strategic operations in the pharmaceutical industry. We argue that among many different reasons, RPR's technological choices (especially the priority given to gene therapy) have influenced the creation of its network of partners. As a conclusion, we discuss the link between the organizational innovation and the technological innovation focusing on the 'gamble' dimension of such an innovation. C1 Univ Paris 01, Ctr ATOM, F-75013 Paris, France. RP Staropoli, C, Univ Paris 01, Ctr ATOM, 106-112 Blvd De Hop, F-75013 Paris, France. EM staropol@univ-paris1.fr CR 1995, STRATEGIC ALLIANCES 1997, BIOFUTUR, V165, P14 *AC SCI, 1995, BREV GEN *CSRT, 1993, RES FORM PART, P61 *GLAX WELLC MEG, 1996, STRATE ALL BIOT *OECD, 1982, BIOT INT TRENDS PERS BROCKHOFF K, 1991, TECHNOVATION, V11, P219 BROUSSEAU E, 1996, DIVERSITE RELATIONS BROWN KS, 1995, SCIENTIST, V9 CALLON M, 1996, RES POLICY, V25, P337 DAVIS L, 1971, I CHANGE AM EC GROWT DEBRESSON C, 1991, RES POLICY, V20, P363 FREEMAN C, 1995, RES POLICY, V24, P499 HAGEDOORN J, 1995, RES POLICY, V24, P207 HOULDER V, 1998, FINANCIAL TIMES 0112 JOLY PB, 1996, C U GLOB KNOWL EC TR LEVINSON A, 1996, BIOTECH 96 LITTLER D, 1991, TECHNOVATION, V11, P457 MENARD C, 1994, METROECONOMICA, V45, P224 MENARD C, 1994, REV EC IND, P173 MENARD C, 1997, REV ECON, V48, P741 MILES RE, 1992, CALIF MANAGE REV, V34, P53 PACHE G, 1993, 2704 PUF PECK MJ, 1986, RES POLICY, V15, P219 PERSIDIS A, 1996, NAT BIOTECHNOL, V14, P1657 PISANO GP, 1991, RES POLICY, V20, P237 POWELL WW, 1987, CALIF MANAGE REV, V30, P67 POWELL WW, 1996, ADMIN SCI QUART, V41, P116 SHAN WJ, 1994, STRATEGIC MANAGE J, V15, P387 TAPON F, 1989, J ECON BEHAV ORGAN, V12, P197 TEECE DJ, 1992, J ECON BEHAV ORGAN, V18, P1 THORELLI HB, 1986, STRATEGIC MANAGE J, V7, P37 WALSH V, 1995, TECHNOVATION, V15 WILLIAMSON OE, 1991, ADM SCI Q, V36, P269 WILLIAMSON OE, 1996, REVISITING LEGAL REA, P383 NR 35 TC 3 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD DEC PY 1998 VL 10 IS 4 BP 511 EP 527 PG 17 SC Management; Multidisciplinary Sciences GA 146GE UT ISI:000077420300009 ER PT J AU Den Hond, F TI The 'similarity' and 'heterogeneity' theses in studying innovation: Evidence from the end-of-life vehicle case SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID FIRMS AB The paper seeks to understand how eight companies in the European car industry responded to changing business conditions under the threat of regulation on the waste problem of end-of-life vehicles. It war observed that these companies Pursued diverging innovation tracks in dealing with the regulatory pressure, although competing in the same markets and subject to similar regulatory pressure. The care is interesting to consider in the light of recent discussions of differences in styles of innovation. The question then is whether any sort of style of innovation may be distinguished in the diverging innovation tracks. The objective of the paler is to add to these discussions by considering the results of this care study in the light of 'similarity' and heterogeneity hypotheses that may be advanced around 'styles' of innovation. C1 Free Univ Amsterdam, Fac Social Cultural Sci, Dept Polit Sci & Publ Adm, NL-1081 HV Amsterdam, Netherlands. RP Den Hond, F, Free Univ Amsterdam, Fac Social Cultural Sci, Dept Polit Sci & Publ Adm, De Boelelaan 1081C, NL-1081 HV Amsterdam, Netherlands. CR BARNEY JB, 1986, MANAGE SCI, V32, P1231 BOYER R, 1995, ACTES GERPISA, V15, P75 CAVES RE, 1977, Q J ECON, V91, P241 CHANARON, 1988, ZUKUNFT ARBEIT AUTOM, P283 CHILD J, 1972, SOCIOLOGY, V6, P1 COHEN WM, 1989, HDB IND ORG, P1059 DEHOND F, 1998, INT J TECHNOLOGY MAN, V16, P641 DENHOND F, 1996, SEARCH USEFUL THEORY DENHOND F, 1997, ANN MINES REALIT NOV, P114 HAGEDOORN J, 1990, 90019 MERIT MAASTR HUGHES TP, 1983, NETWORKS POWER ELECT KEMP R, 1992, ENVIRON RESOUR ECON, V2, P615 KINCAID L, 1996, VEHICLE RECYCLING DI KLEVORICK AK, 1995, RES POLICY, V24, P185 LUNDVALL BA, 1988, TECHNICAL CHANGE EC, P349 NELSON RR, 1991, STRATEGIC MANAGE J, V12, P61 PATEL P, 1994, J IND CORPORATE CHAN, V3, P759 PATEL P, 1997, RES POLICY, V26, P141 PAVITT K, 1984, RES POLICY, V13, P343 PENROSE ET, 1959, THEORY GROWTH FIRM PORTER ME, 1980, COMPETITIVE STRATEGI PORTER ME, 1990, COMPETITIVE ADV NATI RICHARDSON GB, 1972, ECON J, V82, P883 ROSENBERG N, 1976, PERSPECTIVES TECHNOL RUIGROK W, 1993, IDEOLOGY INTERDEPEND TEECE DJ, 1986, RES POLICY, V15, P285 TEECE DJ, 1994, J ECON BEHAV ORGAN, V23, P1 TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 WHISTON TG, 1995, DISPOSAL RECYCLING M WHISTON TG, 1997, ENV POLICY EUROPE IN WILLIAMSON OE, 1985, EC I CAPITALISM FIRM WINTER SG, 1987, COMPETITIVE CHALLENG, P159 WOMACK P, 1990, MACHINE CHANGE WORLD NR 34 TC 3 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD DEC PY 1998 VL 10 IS 4 BP 529 EP 543 PG 15 SC Management; Multidisciplinary Sciences GA 146GE UT ISI:000077420300010 ER PT J AU Weber, M Hoogma, R TI Beyond national and technological styles of innovation diffusion: A dynamic perspective on cases from the energy and transport sectors SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This article argues that styles of innovation diffusion dynamics depend on both national and niche-specific factors and that their respective influence changes during the innovation diffusion process. Based on a review of approaches, dealing on the one hand with differences in national innovation and technology systems and on the other with processes of niche formation and development, a theoretical synthesis and pattern of analysis is suggested for interpreting and comparing empirical findings from two different technology examples. The analysis of combined heat and power (CHP) in Germany, UK and the Netherlands, and of electric vehicles in Germany, Sweden and France allows us to identify different styles of innovation diffusion dynamics. These styles are determined by the relative importance of national and niche-specific factors in different phases of the process of technological change. Support is lent to the hypothesis that a style which combines impulses for innovation at both structural and niche level is particularly conducive to radical change. C1 European Commiss, Joint Res Ctr, Inst Prospect Technol Studies, World Trade Ctr, E-41092 Seville, Spain. Univ Twente, Ctr Study Sci Technol & Soc, NL-7500 AE Enschede, Netherlands. RP Weber, M, European Commiss, Joint Res Ctr, Inst Prospect Technol Studies, World Trade Ctr, Isla De La Cartuja S-N, E-41092 Seville, Spain. EM matthias.weber@jrc.es r.j.f.hoogma@wmw.utwente.nl CR ABERNATHY WJ, 1985, RES POLICY, V14, P3 CALLON M, 1992, TECHNOLOGICAL CHANGE, P72 CARLSSON B, 1991, J EVOLUTIONARY EC, V1, P93 DIERKES M, 1992, NEW TECHNOLOGY OUTSE DOSI G, 1982, RES POLICY, V11, P147 EDQUIST C, 1997, SYSTEMS INNOVATION T HALES M, 1997, 4 INT ASEAT C ADV SO HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HOOGMA R, 1995, CLEANER CARS TRANSPO KEMP R, 1998, TECHNOL ANAL STRATEG, V10, P175 LUNDVALL BA, 1988, TECHNICAL CHANGE EC, P349 LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT MAYNTZ R, 1988, DEV LARGE TECHNICAL, P263 NELSON RR, 1982, EVOLUTIONARY THEORY NELSON RR, 1993, NATL INNOVATION SYST NIOSI J, 1993, TECHNOL SOC, V15, P207 ORSENIGO L, 1989, EMERGENCE BIOTECHNOL PAVITT K, 1984, RES POLICY, V13, P343 PYKE F, 1992, IND DISTRICTS LOCAL ROCHLIN GI, 1994, CHANGING LARGE TECHN, P231 SCHOT JW, 1992, SCI TECHNOL, V17, P36 TRUFFER B, 1997, SCI TECHNOL HUM VAL, V22, P207 VOGEL D, 1986, NATL SYSTEMS REGULAT WEBER M, 1999, IN PRESS INNOVATION NR 24 TC 6 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD DEC PY 1998 VL 10 IS 4 BP 545 EP 566 PG 22 SC Management; Multidisciplinary Sciences GA 146GE UT ISI:000077420300011 ER PT J AU Elfring, T De Man, AP TI Theories of the firm, competitive advantage and government policy SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID KNOWLEDGE; CAPABILITIES; TECHNOLOGY AB To improve the effectiveness of government policy, it is necessary to develop a good picture of what a firm in a knowledge-intensive economy is and does. In this paper, we have drawn on the recent surge of books and articles on the resource- and knowledge-based theories of the firm and their implications for competitive advantage. We would like to contribute to that discussion by summarizing that debate and exploring the implications for government policy. In new theories of the firm, emphasis is placed on the crucial importance of knowledge, a production factor which is not easily imitated. Examples of government policy which are based on these new insights are the recognition of the importance of demanding clients, the emphasis on the unique potential of the local business environment and the stimulation of transfer of knowledge between firms and networks instead of subsidizing projects for knowledge development in isolated firms. A more realistic view of business behaviour will improve the effectiveness of policy, thereby generally improving the competitive position of firms. C1 Erasmus Univ, Dept Strateg Management Business Environm, Rotterdam Sch Management, NL-3000 DR Rotterdam, Netherlands. RP Elfring, T, Erasmus Univ, Dept Strateg Management Business Environm, Rotterdam Sch Management, POB 1738, NL-3000 DR Rotterdam, Netherlands. EM telfring@fac.fbk.eur.nl deman.ardpieter@kpmg.nl CR ANSERSEN AS, 1988, SMALL COUNTRIES FACI BADENFULLER C, 1992, REJUVENATING MATURE BARTLETT C, 1989, MANAGING BORDERS TRA BEST M, 1990, NEW COMPETITION DEMAN AP, 1994, SCANDINAVIAN J MANAG, V10, P437 DEMAN AP, 1996, ORG COMPETITIVENESS ELFRING T, 1995, STRATEGY PROCESS CON ELIASSON G, 1992, OECD TECHNOLOGY EC K, P162 FOSS NJ, 1996, ORGAN SCI, V7, P470 GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109 GREGERSEN B, 1992, NATL SYSTEMS INNOVAT, P137 HEDLUND G, 1994, STRATEGIC MANAGE J, V15, P73 HOWELLS J, 1996, TECHNOL ANAL STRATEG, V8, P91 JACOBS D, 1996, TECHNOL ANAL STRATEG, V8, P425 JONKERS HL, 1991, SAMENHANG DOEN LATEN KARNOE P, 1997, SOCIAL CONSTRUCTION KENNIS SAK, 1996, PROJECTENOVERZICHT V KNUDSEN C, 1995, RESOURCE BASED EVOLU KOGUT B, 1991, STRATEGIC MANAGE J, V12, P33 KOGUT B, 1992, ORGAN SCI, V3, P383 NELSON RR, 1982, EVOLUTIONARY THEORY NELSON RR, 1991, STRATEGIC MANAGE J, V12, P61 NONAKA I, 1991, HARVARD BUSINESS NOV, P96 NORTH DC, 1990, I I CHANGE EC PERFOR PENROSE E, 1959, THEORY GROWTH FIRM PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1990, COMPETITIVE ADVANTAG PORTER ME, 1995, HARVARD BUS REV, V73, P120 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 PRESSCOT JE, 1980, J POLITICAL EC, P446 RUMELT RP, 1991, STRATEGIC MANAGEMENT, V12, P169 SANCHEZ R, 1997, STRATEGIC LEARNING K SCHENK H, 1992, CURRENT ISSUES IND E SCHERER FM, 1980, IND MARKET STRUCTURE TEECE DJ, 1991, J MANAGE, V17, P99 VANTULDER R, 1989, SMALL IND COUNTRIES VONHIPPEL E, 1988, SOURCES INNOVATION NR 37 TC 1 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 1998 VL 10 IS 3 BP 283 EP 293 PG 11 SC Management; Multidisciplinary Sciences GA 127FH UT ISI:000076339600001 ER PT J AU Coombs, R Tomlinson, M TI Patterns in UK company innovation styles: New evidence from the CBI innovation trends survey SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This paler reports on the results of an analysis at Centre for Research on Innovation and Competition (CRIC) of the data from the 1996 and 1997 Survey of Innovation Trends conducted by the Confederation of British Industry (CBI) in conjunction with the NatWest Bank in the UK: This is one of the few direct surveys of innovation activity, as opposed to R&D and patenting activity, which; conducted in the UK: It is characterized by the fact that it asks responding firms to report on trends in a wide variety of aspects of their innovative behaviour. The central feature of the analysis in this paper ir a factor analysis of the answers to a set of 15 questions on different aspects of innovative behaviour. This results in a three-factor solution which reveals three distinct 'styles' of innovation in the behaviour of respondents. These three styles are shown to be broadly applicable to both manufacturing industry firms and service industry firms In the sample, thus revealing a dimension of innovation in the service sector which is not so readily disclosed by analysis of R&D or patent statistics. Statistical modelling of the constraints and incentives influencing innovation shows that while constraints do not appear to be very significant, competitive pressure and the utilization of collaborative linkages are strongly positively associated with innovation, and especially with a more radical style of innovation. The paper concludes that the CBI survey provides data about innovation in the UK which are not easily provided through other means. Its format allows certain aspects of innovation-particularly the similarities and differences between manufacturing and services-to be examined in an interesting way. C1 Univ Manchester, Inst Sci & Technol, Manchester Sch Management, Manchester M60 1QD, Lancs, England. RP Coombs, R, Univ Manchester, Inst Sci & Technol, Manchester Sch Management, POB 88, Manchester M60 1QD, Lancs, England. CR *CBI, 1996, CBI NATW INN TRENDS ARCHIBUGI D, 1996, OCED INNOVATION PATE COOMBS R, 1996, RES POLICY, V25, P403 FOSS N, 1997, 9710 DRUID COP BUS S GRANSTRAND O, 1997, CALIF MANAGE REV, V39, P8 METCALFE S, 1998, TECHNOLOGICAL CHANGE PATEL P, 1991, J INT BUS STUD, V2, P1 PATEL P, 1995, HDB EC TECHNOLOGICAL NR 8 TC 3 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 1998 VL 10 IS 3 BP 295 EP 310 PG 16 SC Management; Multidisciplinary Sciences GA 127FH UT ISI:000076339600002 ER PT J AU Kim, LS TI Technology policies and strategies for developing countries: Lessons from the Korean experience SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID MODEL AB Industrial development is a process of acquiring technological capabilities in the course of continuous technological change. Korea has made phenomenal growth in accumulating technological capabilities in the past 30 years. Despite its current financial crisis, it has a strong technological base to expand the modern sectors efficiently. This Paler presents two analytical frameworks-technology trajectory framework and technology policy/strategy framework-which may be used as tools to analyze technology policies and strategies in developing countries. It then discusses implications of the Korean experience for other developing countries. C1 Korea Univ, Seoul 136701, South Korea. RP Kim, LS, Korea Univ, Seoul 136701, South Korea. CR AMSDEN AH, 1989, ASIAS NEXT GIANT S K ANDERSON P, 1990, ADMIN SCI QUART, V35, P604 BABA Y, 1985, THESIS U SUSSEX BRIG COOPER AC, 1976, BUS HORIZONS, V19, P61 DENISON E, 1967, GROWTH RATES DIFFER FREEMAN C, 1988, TECHNICAL CHANGE EC, P38 GEREFFI G, 1990, MANUFACTURING MIRACL GOLDSMITH M, 1970, TECHNOLOGICAL INNOVA GROSSMAN GM, 1991, INNOVATION GROWTH GL HARBISON F, 1964, ED MANPOWER EC GROWT HENTGES HA, 1975, THESIS J HOPKINS U KIM L, 1980, RES POLICY, V9, P254 KIM L, 1985, MANAGE SCI, V31, P312 KIM L, 1987, TECHNOVATION, V6, P261 KIM L, 1997, IMITATION INNOVATION KIM L, 1998, IN PRESS ORG SCI, V9 KIM LS, 1992, RES POLICY, V21, P437 LEE JJ, 1988, R&D MANAGE, V18, P235 PACK H, 1986, J DEV ECON, V4, P205 PACK H, 1999, IN PRESS TECHNOLOGIC UTTERBACK JM, 1978, TECHNOLOGY REV JUN, P41 UTTERBACK JM, 1985, MANAGEMENT PRODUCTIV, P113 UTTERBACK JM, 1994, MASTERING DYNAMICS I NR 23 TC 5 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 1998 VL 10 IS 3 BP 311 EP 323 PG 13 SC Management; Multidisciplinary Sciences GA 127FH UT ISI:000076339600003 ER PT J AU Chou, TC Dyson, RG Powell, PL TI An empirical study of the impact of information technology intensity in strategic investment decisions SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID FUTURE-DIRECTIONS; COMPREHENSIVENESS; ORGANIZATIONS; PERFORMANCE; RATIONALITY AB This paper focuses on two issues of the management of strategic information technology investment decisions (SITIDs). First, it examines the outcomes of strategic investment decisions (SIDs) according to the extent of IT intensity in the investment project (termed IT-ness). Second, IT-ness is assessed in relation to a number of dimensions, including decision formulating process, evaluation process and decision content. Empirical testing is based on a sample of 80 SIDs from Taiwanese enterprises. The results show that IT-ness is negatively associated with the effectiveness of SIDs and several constructs in the decision process. The implications of this for the evaluation and management of SITIDs, and an agenda for further research into the effectiveness of SITIDs, are discussed. C1 Univ Warwick, Warwick Business Sch, Coventry CV4 7AL, W Midlands, England. RP Powell, PL, Univ Warwick, Warwick Business Sch, Coventry CV4 7AL, W Midlands, England. 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Anal. Strateg. Manage. PD SEP PY 1998 VL 10 IS 3 BP 325 EP 339 PG 15 SC Management; Multidisciplinary Sciences GA 127FH UT ISI:000076339600004 ER PT J AU Alcorta, L Plonski, GA Rimoli, CA TI The experience of technological collaborations by MERCOSUR companies SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID STRATEGIC ALLIANCES; PERFORMANCE; COOPERATION; TRUST AB This paper examines some of the experiences in information and knowledge sharing involving MERCOSUR firms. It finds that while technological collaborations by, MERCOSUR firms are relatively few, located in low-tech sectors and faking place in an environment of little innovation, they are motivated by the need to 'fuse' their own knowledge with that of partner or to improve available information. Modes of governance vary accordingly, with equity or contractual forms being used for new developments and informal agreements for improvements. Governments and business associations can be important facilitators of technological collaborations. The analysis of technological collaborations suggested that the better prepared a corporation enter-ed an agreement the mole successful it was likely to be. It also pointed out that where interactions were intense, well intended and transparent, included personnel exchanges, were properly assessed and involved receptive participants, learning progressed smoothly and partners were satisfied. Benefits of the collaborations included new patentable and non-patentable products, new factories, as well as building trust between partners. Premature termination of some collaborations was the result of financial limitations unrelated to the success of the collaboration. C1 UN Univ, Inst New Technol, NL-6211 TC Maastricht, Netherlands. Univ Sao Paulo, Fac Econ & Adm, BR-05508900 Sao Paulo, Brazil. RP Alcorta, L, UN Univ, Inst New Technol, Keizer Karelplein 19, NL-6211 TC Maastricht, Netherlands. CR 1997, BUSINESS WEEK 1027, P42 *ASS NAC PESQ DES, 1996, IND EMPR IN TECN RES *INOVA, 1997, B NUCL POL GEST TECN, V14, P2 *OECD, 1992, TECHN EC KEY REL *UNIDO, 1997, UNIDO ICS GUID NAT C ALCORTA L, 1996, 33 ECLAC ALCORTA L, 1998, FLEXIBLE AUTOMATION AMSDEN AH, 1997, TECHNOL ANAL STRATEG, V9, P343 AULAKH PS, 1996, J INT BUS STUD, V27, P1005 BARANSON J, 1993, UNPUB STRATEGIC ALLI CHUDNOVSKY D, 1996, 20 CENIT DT CONTRACTOR FJ, 1988, COOPERATIVE STRATEGI, P3 DAHAB SS, 1993, ORG SOCIEDADE, V1, P72 DAHLMAN CJ, 1993, NATL INNOVATION SYST DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55 EGAN ML, 1991, UNPUB BUYER SELLER L FERRARO CA, 1994, COOPERACION EMPRESAR FORAY D, 1997, SYSTEMS INNOVATION T, P64 GATTO F, 1994, INT PEQ MED EMPR ARG HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371 HAGEDOORN J, 1994, STRATEGIC MANAGE J, V15, P291 HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HARRIGAN KR, 1985, STRATEGIES JOINT VEN HARRIGAN KR, 1988, STRATEGIC MANAGEMENT, V9, P141 HUMPHREY J, 1996, 355 IDS U SUSS JOHNSON JL, 1996, J INT BUS STUD, V27, P981 KLINE SJ, 1986, POSITIVE SUM STRATEG, P275 MATESCO V, 1994, 333 I PESQ EC APL MATESCO V, 1994, PERSPECTIVES EC BRAS NARULA R, 1996, UNPUB STRATEGIC ALLI RIMOLI CA, 1996, THESIS FEA USP ROSENBERG N, 1982, INSIDE BLACKBOX TECH SBRAGIA R, 1994, CUADERNOS GESTAO TEC SENKER J, 1996, TECHNOLOGICAL COLLAB, P76 SENKER J, 1997, TECHNOL ANAL STRATEG, V9, P343 SPEKMAN RE, 1996, LONG RANGE PLANN, V29, P346 STAL E, 1993, CUADERNOS GESTAO TEC TENDLER J, 1996, WORLD DEV, V24, P407 VASCONCELLOS E, 1995, EUR C MAN TECHN AST VONORTAS NS, 1997, WORLD DEV, V25, P653 YAMIN M, 1996, TECHNOLOGICAL COLLAB, P165 NR 41 TC 1 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 1998 VL 10 IS 3 BP 341 EP 362 PG 22 SC Management; Multidisciplinary Sciences GA 127FH UT ISI:000076339600005 ER PT J AU MacLean, M Anderson, J Martin, BR TI Identifying research priorities in public sector funding agencies: Mapping science outputs on to user needs SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID TECHNOLOGY; FORESIGHT AB The users or beneficiaries of research seem set to play, an increasing role in the scientific system. Limited government funding combined with the growing view that publicly funded researches should pay more attention to the needs of society mean that users as well as scientists should be involved In setting broad research priorities. Peer review, the traditional mechanism Sor making decisions on the allocation of research funds, is poorly equipped to consider user views and broader issues of scientific strategy, including the distribution of resources across fields. In the study described here, a number of new concepts and methodological tools have been developed Sor the combined involvement of users and researchers in deter-mining priorities for strategic research in Public sector funding agencies. The study focuses on the scientific work funded by the UK Natural Environment Research Council. C1 BBSRC, Swindon SN2 1UH, Wilts, England. Wellcome Trust, London NW1 2BE, England. RP MacLean, M, BBSRC, Polaris House,N Star Ave, Swindon SN2 1UH, Wilts, England. CR *NERC, 1997, ENV DIR *NERC, 1997, FACTS FIG 1996 97 *OFF SCI TECHN, 1995, PROGR PARTN *UK GOV, 1993, REAL OUR POT STRAT S ANDERSON J, 1995, FORESIGHT SCI EXPT F ANDERSON J, 1997, MANAGING TECHNOLOGY BUSH V, 1990, SCI ENDLESS FRONTIER CUNION KM, 1995, SCIENTOMETRICS, V34, P363 DENHOND F, 1996, TECHNOL ANAL STRATEG, V8, P33 LOMASK M, 1976, MINOR MIRACLE INFORM MACLEAN M, 1995, THESIS U SUSSEX BRIG MARTIN B, 1995, MAPPING SCI OUTPUTS MARTIN BR, IN PRESS TECHNOLOGIC, V60 MARTIN BR, 1989, RES FORESIGHT PRIORI MARTIN BR, 1995, TECHNOL ANAL STRATEG, V7, P139 NEARY C, 1997, MANAGING TECHNOLOGY PETERS J, 1997, COMMUNICATION PRICE DD, 1963, LITTLE SCI BIG SCI RYER D, 1985, ESRC NSF RISE FALL P, P53 SKOIE H, 1996, SCI PUBL POLICY, V23, P66 ZIMAN J, 1987, SCI STEADY STATE RES ZIMAN J, 1994, PROMETHEUS BOUND SCI NR 22 TC 3 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD JUN PY 1998 VL 10 IS 2 BP 139 EP 155 PG 17 SC Management; Multidisciplinary Sciences GA ZX833 UT ISI:000074560000001 ER PT J AU Arundel, A Steinmueller, E TI The use of patent databases by European small and medium-sized enterprises SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Patent databases contain a wealth of technical information, Dirt only a faction of innovative small and medium-sized enterprises (SMEs) use them as an information source. The characteristics of SMEs that use patent databases and the reasons why they do or do not use them are investigated in this study. Part of the analysis is based on the Community Innovation Survey results, which is the largest survey to date of innovative European firms. The results show, that the probability of using patent databases increases with firm size and is higher among firms that perform research and development or which find patents of value as an appropriation method. Furthermore, the percentage of firms in each of 14 sectors that find patents to be an important information source is correlated with the patent propensity rate In each sector, The second pair of the study is based on a combined survey and interview study of Dutch SMEs in five high-technology sectors. The results show that SMEs mainly use patent databases to acquire information, often for legal purposes, that is not available from any other source. In contrast, these databases are seldom used to acquire technical data, largely because of the cost in terms of personnel time and expertise. This points to the need for simpler and more efficient methods of seal ching patent databases. C1 Univ Maastricht, Maastricht Res Inst Innovat & Technol, NL-6200 MD Maastricht, Netherlands. Univ Sussex, Brighton BN1 9RH, E Sussex, England. RP Arundel, A, Univ Maastricht, Maastricht Res Inst Innovat & Technol, POB 616, NL-6200 MD Maastricht, Netherlands. CR *EC, 1996, GREEN PAP INN *EPO, 1994, UT PAT PROT EUR, V3 ARCHIBUGI D, 1994, EIMS PUBLICATION, V11 ARUNDEL A, IN PRESS ECONOMETRIC ARUNDEL A, 1995, INNOVATION STRATEGIE ARUNDEL A, 1996, STRATEGIES FUTURE IN ARUNDEL A, 1997, EIMS PUBLICATION, V5 COMERFORD K, 1991, PATINNOVA 90, P121 DEFRAJA G, 1993, INT J IND ORGAN, V11, P139 GREENE WH, 1993, ECONOMETRIC ANAL GUELLEC D, 1996, INSEE STUDIES EC MAR, P43 LEFEBVRE LA, 1993, SMALL BUS ECON, V5, P297 LEVIN RC, 1987, BROOKINGS PAPERS EC, V3, P783 LIAO TF, 1994, INTERPRETING PROBABI MCGOUGH KJ, 1992, HARV LJ TECH, V6, P85 ORST B, 1991, PATINNOVA 90, P126 NR 16 TC 0 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD JUN PY 1998 VL 10 IS 2 BP 157 EP 173 PG 17 SC Management; Multidisciplinary Sciences GA ZX833 UT ISI:000074560000002 ER PT J AU Kemp, R Schot, J Hoogma, R TI Regime shifts to sustainability through processes of niche formation: The approach of strategic niche management SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INNOVATION; TECHNOLOGY; EVOLUTION; INSIGHTS; SEARCH AB The unsustainability of the present trajectories of technical change in sectors such as transport and agriculture is widely recognized. It is far from clear; however, how a transition to mon sustainable modes of development may be achieved Sustainable technologies that fulfil important user requirements in terms of performance and price are most often not available on the market. Ideas of what might be more sustainable technologies exist; but the long development times, uncertainty about market demand and social gains, and the need for change at different levels-in organization, technology infrastructure and the wider social and institutional context-provide a great barrier. This raises the question of how the potential of more sustainable technologies and modes of development may be exploited. In this article we describe how technical change is locked into dominant technological regimes, and present a perspective, called strategic niche management, on how to expedite a transition into a new regime. The perspective consists of the creation and/or management of niches for promising technologies. C1 Maastricht Univ, Maastricht Res Inst Innovat & Technol, NL-6200 MD Maastricht, Netherlands. Univ Twente, Ctr Studies Sci Technol & Soc, NL-5000 AE Enschede, Netherlands. RP Kemp, R, Maastricht Univ, Maastricht Res Inst Innovat & Technol, POB 616, NL-6200 MD Maastricht, Netherlands. EM r.kemp@merit.unimaas.nl j.w.schot@wmw.utwente.nl r.j.f.hoogma@wmw.utwente.nl CR ABERNATHY WJ, 1978, TECHNOL REV, V80, P41 CLARK KB, 1985, RES POLICY, V14, P235 DAVID PA, 1992, PATH DEPENDENCE EC P DOSI G, 1982, RES POLICY, V11, P147 DOSI G, 1988, J ECON LIT, V26, P1120 DOSI G, 1988, TECHNICAL CHANGE EC, P221 ELZEN B, 1996, MOBILITEIT MET TOEKO FRANSMAN, 1990, MARKET COOPERATION C GARUD R, 1994, ORGAN SCI, V5, P344 GLASBERGEN P, 1994, MANAGING ENV DISPUTE GREEN K, 1996, BUSINESS ENV, P129 HARD M, 1994, PAST PRESENT FUTURE, P137 HUGHES TP, 1983, NETWORKS POWER ELECT IRWIN A, 1992, BUSINESS STRATEGY EN, V1, P1 KEMP R, 1992, FUTURES, V24, P437 KEMP R, 1994, FUTURES, V26, P1023 KEMP R, 1994, TECHNOLOGY TRANSITIO KEMP R, 1997, ENV POLICY TECHNICAL KOOIMAN J, 1993, MODERN GOVERNANCE NE MOLINA AH, 1993, RES POLICY, V22, P479 NELSON RR, 1977, RES POLICY, V6, P36 NELSON RR, 1982, EVOLUTIONARY THEORY PORAC JF, 1997, MULT INT WORKSH PATH RIP A, 1992, RIV STUDIA EPISTEMOL, V2, P69 RIP A, 1992, RIV STUDIA EPISTEMOL, V2, P69 RIP A, 1995, MANAGING TECHNOLOGY RIP A, 1995, TECHNOL ANAL STRATEG, V7, P417 RIP A, 1998, HUMAN CHOICE CLIMATE, V2 ROSENBERG, 1976, PERSPECTIVES TECHNOL, P108 SCHOT J, IN PRESS HIST TECHNO SCHOT J, 1992, TECHNOLOGICAL CHANGE, P185 SCHOT J, 1994, FUTURES, V26, P1060 SCHOT J, 1994, IMPLEMENTATIE DUURZA SCHOT J, 1997, TECHNOLOGICAL FORECA, P251 TENGSTROM E, 1994, WHY HAVE POLITICAL D TEUBAL M, 1997, RES POLICY, V25, P1161 UTTERBACK JM, 1994, MASTERING DYNAMICS I VANDEVEN AH, 1986, MANAGE SCI, V32, P590 VANLENTE H, 1993, THESIS U TWENTE ENSC WALLACE D, 1995, ENV POLICY IND INNOV NR 40 TC 52 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD JUN PY 1998 VL 10 IS 2 BP 175 EP 195 PG 21 SC Management; Multidisciplinary Sciences GA ZX833 UT ISI:000074560000003 ER PT J AU Appiah-Adu, K Ranchhod, A TI Market orientation and performance in the biotechnology industry: An exploratory empirical analysis SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID BUSINESS-UNIT; INNOVATION; STRATEGY; PROFITABILITY; PATTERNS; BEHAVIOR; CULTURE; QUALITY; FIRMS; SHARE AB The purpose of this study was to conduct an exploratory investigation into the link between market orientation and business performance in the biotechnology sector. Based on the nature and character of the biotechnology industry, a multi-faceted scale of market orientation was derived from a previously tested and, refined measure of the construct. Data were generated from 62 biotechnology firms and a variety of market orientation-performance relationships were investigated, alongside other potential effects on the different dimensions of business performance. The findings indicate that market orientation is positively and significantly associated with three of the four performance measures examined. Implications of our findings for biotechnology industry managers are discussed and limitations of the study as well as future research directions are addressed. C1 Univ Portsmouth, Portsmouth Business Sch, Southsea PO4 8JF, England. Southampton Business Sch, Business Management Fac, Southampton SO14 0YN, Hants, England. RP Appiah-Adu, K, Univ Portsmouth, Portsmouth Business Sch, Locksway Rd, Southsea PO4 8JF, England. 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Anal. Strateg. Manage. PD JUN PY 1998 VL 10 IS 2 BP 197 EP 210 PG 14 SC Management; Multidisciplinary Sciences GA ZX833 UT ISI:000074560000004 ER PT J AU Pilkington, A TI The fit and misfit of technological capability: Responses to vehicle emission regulation in the US SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INNOVATION AB Regulatory moves towards reducing vehicle emissions have not Proceeded with uniform success. Some regulations have been readily fulfilled, while others receive much criticism and resistance from the automotive industry, The reasons for this lie in matching the regulatory instrument with the technological capabilities of the auto industry. This paler develops a model describing the instruments used and their effectiveness in the US. In this case, low-emission vehicles which represent an incremental development of established technologies are readily accepted by manufacturers and require controlling instruments for their introduction. However, zero-emission vehicles are outside the boundaries of traditional automotive firms, and their development has met more resistance and needs support Sor technology development as part of the regulations. C1 Univ London Royal Holloway & Bedford New Coll, Sch Management, Egham TW20 0EX, Surrey, England. RP Pilkington, A, Univ London Royal Holloway & Bedford New Coll, Sch Management, Egham TW20 0EX, Surrey, England. EM a.pilkington@rhbnc.ac.uk CR 1995, ELECT HYBRID VEHICLE, P79 1995, ENV PLANNING A, V27 1997, AUTOMOTIVE NEWS 1104 ADCOCK PL, 1995, ELECT HYBRID VEHICLE, P232 BRAUN E, 1994, TECHNOL ANAL STRATEG, V6, P259 BRAUN E, 1994, TECHNOLOGY STRATEGIC, V6, P261 BRAUN E, 1994, TECHNOLOGY STRATEGIC, V6, P262 COTE M, 1994, 12 EL VEH S EV DEC, V12, P272 COTE M, 1994, 12 EL VEH S EV DEC, V12, P272 COWAN R, 1995, RES POLICY, V24, P851 DENEUFVILLE R, 1996, TECHNOLOGY REV JAN, P30 DREJER A, 1996, TECHNOL ANAL STRATEG, V8, P9 ELLIOTT DA, 1994, TECHNOL ANAL STRATEG, V6, P305 GOPALAKRISHNAN S, 1997, OMEGA-INT J MANAGE S, V25, P15 GOVER M, 1996, ALTERNATIVE ROAD TRA, V1, P44 GRUDKOWSKI T, 1995, ELECT HYBRID VEHICLE, P137 HOWELLS J, 1995, RES POLICY, V24, P883 HUGHES T, 1990, SOCIAL CONSTRUCTION, P51 KAY J, 1993, FDN CORPORATE SUCCES MILLSTONE E, 1994, TECHNOL ANAL STRATEG, V6, P329 NARANG S, 1995, EECT HYBRID VEHICLE, P131 NELSON R, 1994, IND CORP CHANGE, V3, P47 PILKINGTON A, 1996, TRANSFORMING ROVER R PILKINGTON A, 1997, UCDITSRR9713 POTTER S, 1994, TECHNOL ANAL STRATEG, V6, P317 PRAHALAD CK, 1990, HARVARD BUSINESS MAY, P79 RICE R, 1995, LM008 SO CAL ED RILEY R, 1994, ALTERNATIVE CARS 21, CH3 SCHIFFER MB, 1994, TAKING CHARGE ELECT SPERLING D, 1988, NEW TRANSPORTATION F TURRENTINE T, 1994, 12 ELECT VEHICLE S E, V12, P65 NR 31 TC 3 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD JUN PY 1998 VL 10 IS 2 BP 211 EP 224 PG 14 SC Management; Multidisciplinary Sciences GA ZX833 UT ISI:000074560000005 ER PT J AU Norberg-Bohm, V Rossi, M TI The power of incrementalism: Environmental regulation and technological change in pulp and paper bleaching in the US SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INNOVATION; COMPETITIVENESS; POLLUTION; PROGRAM; MARKET AB This article explores environmental regulation as a drivel of technological change through a case study of the US pulp and paper industry. It analyzes true sets of variables that influence the puce and direction of environmentally oriented technological change. industry structure and regulatory design. As would be expected from a mature productive unit, when confronted with environmental challenges, the US pulp and paper industry demonstrates a strong preference for incremental technological change. The case suggests that the traditional approaches to standard-setting in the US have not challenged this preference. For the pulp and paper industry, there is considering uncertainty regarding the strategic advantages of alternative technologies, due to uncertainty in future environmentally regulation and the relatively small differences in cost between incremental and radical innovations for many mills. This case suggests that an alternative approach for promoting the diffusion of environmentally enhancing radical innovations in mature productive units is to set long-term goals for continual environmental improvement. C1 MIT, Dept Urban Studies & Planning, Cambridge, MA 02139 USA. RP Norberg-Bohm, V, MIT, Dept Urban Studies & Planning, 77 Massachusetts Ave,Room 9-328, Cambridge, MA 02139 USA. 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Anal. Strateg. Manage. PD JUN PY 1998 VL 10 IS 2 BP 225 EP 245 PG 21 SC Management; Multidisciplinary Sciences GA ZX833 UT ISI:000074560000006 ER PT J AU Sadler-Smith, E Badger, B TI Cognitive style, learning and innovation SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Cognitive style is widely recognized as an important determinant of individual behaviour. This paper considers its relevance to organizational leaning and the innovation process. The central argument is that cognitive style is a fundamental determinant of individual and organizational behaviour which manifests itself in individual workplace actions and in organizational systems, processes and routines. The paper presents a number of propositions which mise some implications for research into cognitive styles and Its impact upon innovation and organizational learning. It is argued that in order to optimize individual performance: (a) a number of human resource interventions are required which facilitate a versatility of style at both the individual and the organizational levels; (b) managers and human resource practitioners have a crucial role to play and that a precondition for action is an understanding of the basis of style and its practical implications. C1 Univ Plymouth, Plymouth Business Sch, Plymouth PL4 8AA, Devon, England. RP Sadler-Smith, E, Univ Plymouth, Plymouth Business Sch, Plymouth PL4 8AA, Devon, England. 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Anal. Strateg. Manage. PD JUN PY 1998 VL 10 IS 2 BP 247 EP 265 PG 19 SC Management; Multidisciplinary Sciences GA ZX833 UT ISI:000074560000007 ER PT J AU Alange, S Jacobsson, S Jarnehammar, A TI Some aspects of an analytical framework for studying the diffusion of organizational innovations SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INDUSTRY; TECHNOLOGY AB The objective of this paper is to explore the extent to which the more recent literature on innovation and diffusion, with a prime focus on technical innovations, can contribute to a useful analytical framework for studying the diffusion of organizational innovations. We review that literature, compare the intrinsic features of technical and organizational innovations, and explore what these differences may mean for an eventual analytical framework specifically developed for studying organizational innovations. We conclude that the reviewed 'innovation' literature has a great deal to offer but that some modifications are required. In particular, we suggest that the role of factors 'unside' the firm and of non-market mechanisms for transfer of organizational innovations needs special emphasis. C1 Chalmers Univ Technol, Sch Technol Management & Econ, S-41296 Gothenburg, Sweden. RP Alange, S, Chalmers Univ Technol, Sch Technol Management & Econ, S-41296 Gothenburg, Sweden. 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Anal. Strateg. Manage. PD MAR PY 1998 VL 10 IS 1 BP 3 EP 21 PG 19 SC Management; Multidisciplinary Sciences GA ZH553 UT ISI:000073122900001 ER PT J AU Molina, A TI The nature of 'failure' in a technological initiative: The case of the europrocessor SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID SOCIOTECHNICAL CONSTITUENCIES; INNOVATION; ALIGNMENT; INDUSTRY; SUCCESS AB This paper looks at the recent history of a short-lived inter-organizational European initiative in the field on microprocessors. The initiative is treated as an emerging socio-technical constituency and the concepts of alignment and 'diamond of alignment' are used to explain the reasons behind its failure. It shows that the emerging Europrocessor constituency advanced the alignment process in certain directions but failed to do so in the critical dimension of 'competitive technologies'. The negotiating parties locked themselves into an 'antagonistic competitive' situation and, subsequently, failed to extricate themselves in time to save the emerging constituency. A brief overview of microprocessor technology, the main factors determining market adoption and the position of the European industry is included. C1 Dept Business Studies, Technol Management & Policy Programme, Edinburgh EH8 9JY, Midlothian, Scotland. RP Molina, A, Dept Business Studies, Technol Management & Policy Programme, 50 George Sq, Edinburgh EH8 9JY, Midlothian, Scotland. CR 1988, ELECTRONICS DEC, P29 1988, FINANCIAL TIMES 0526 1989, BUSINESS WEEK 1127, P74 1993, ELECTRONICS JAN, P13 *EMI, 1988, EUR MICR IN POS PAP, P1 *ESPRIT IND WORK G, 1990, OP MICRS IN 1991 WOR, P4 BAETS W, 1992, J STRATEGIC INF SYST, V1, P205 CALANTONE R, 1981, J MARKETING, V45, P48 CHAN Y, 1993, BUSINESS Q AUT, P51 CHILD J, 1972, SOCIOLOGY, V6, P2 CYERT R, 1963, BEHAV THEORY FIRM FURBER S, 1987, ELECTRONICS POWE JUN, P402 GLOBE S, 1973, RES MANAGE, V16, P815 KLAES M, 1997, RES POLICY, V25, P1221 LEONARDBARTON D, 1987, SLOAN MANAGE REV, V29, P7 LILIEN GL, 1989, IEEE T ENG MANAGE, V36, P3 LUFTMAN JN, 1993, IBM SYST J, V32, P198 MAIDIQUE MA, 1984, IEEE T ENG MANAGE, V31, P192 MARCH JG, 1962, J POLIT, V24, P662 MOLINA AH, 1990, RES POLICY, V19, P309 MOLINA AH, 1993, RES POLICY, V22, P479 MOLINA AH, 1995, TECHNOL SOC, V17, P385 MOLINA AH, 1997, TECHNOVATION, V17, P601 ROTHWELL R, 1974, RES POLICY, V3, P258 ROTHWELL R, 1992, SOCIAL STUDIES SCI, V22 SIMON H, 1957, ADM BEHAV WHITBYSTREVENS C, 1990, IEEE MICRO DEC, P76 WHITBYSTREVENS C, 1993, IEEE MICRO DEC, P16 WILLIAMSON O, 1979, J LAW ECON, V22, P239 WILLIAMSON OE, 1979, J LAW ECON, V22, P233 NR 30 TC 0 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 1998 VL 10 IS 1 BP 23 EP 40 PG 18 SC Management; Multidisciplinary Sciences GA ZH553 UT ISI:000073122900002 ER PT J AU Autio, E Lumme, A TI Does the innovator role affect the perceived potential for growth? Analysis of four types of new, technology-based firms SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB The present study analyzes interrelationships between systemic determinants, such as the technology applied by the firm, and the evolution of the firm. Four innovator roles of new, technology-based firms are analyzed: application innovators, market innovators, technology innovators and paradigm innovators. The analysis of an empirical sample of 392 new, technology-based firms in Finland finds that application innovators and technology innovators are the oldest and largest among these four groups of firms. On the other hand, the largest potential for growth can be found among market innovators and paradigm innovators. The analysis also suggests that the contentions of the market-based approach to research on new, technology-based firms apply particularly well to application innovators and to market innovators. On the other hand, the contentions of a systemic approach to research on new, technology-based firms may be better suited to paradigm innovators and to technology innovators. C1 London Business Sch, Fac Strategy & Int Business, London NW1 4SA, England. KERA Oy, FIN-00101 Helsinki, Finland. RP Autio, E, London Business Sch, Fac Strategy & Int Business, Sussex Pl,Regents Pk, London NW1 4SA, England. CR AFUAH AN, 1995, RES POLICY, V24, P51 AUTIO E, 8 NORD C SMALL BUS R AUTIO E, 1989, UUDET TEKNOLOGIAYRIT, P53 AUTIO E, 1994, 11994 HELS U TECHN I CARLSSON B, 1991, J EVOLUTIONARY EC, V1, P93 CARLSSON B, 1994, RES POLICY, V23, P235 DOUTRIAUX J, 1982, TECHNOLOGY TRANSFER FEESER HR, 1987, THESIS PURDUE U FLAMHOLTZ EG, 1990, GROWING PAINS MANAGE FRANSMAN M, 1993, INFORMATION KNOWLEDG GOULD A, 1984, REG STUD, V18, P189 HULL C, 1989, HELPING SMALL FIRMS HYVARINEN M, 1995, CREDIT RATING MEDIUM, P64 KAURANEN I, 1990, 1 3 YEARS STUDY 1 PH, P44 KEEBLE D, 1986, NEW FIRMS REGIONAL D, P75 KELLOCK M, 1992, BARRIERS GROWTH LAAMANEN T, EUR C MAN TECHN AST LUMME A, INT C HIGH TECHN SMA LUMME A, 1994, UUSTEOLLISTAMISEN AV, P16 OAKEY, 1994, HIGH TECHNOLOGY SMAL POZA EJ, 1989, SMART GROWTH CRITICA RIGGS HE, 1983, MANAGING HIGH TECHNO RODENBERGER C, 1981, FRONTIERS ENTREPRENE ROTHWELL R, 1983, J GEN MANAGE, V8, P5 SALONEN A, 1995, THESIS ACTA POLYTECH SLATTER S, 1992, GAMBLING GROWTH MANA STOREY D, 1987, PERFORMANCE SMALL FI TYEBJEE TT, 1981, FRONTIERS ENTREPRENE WESTHEAD P, INT WORKSH INN ENTR NR 29 TC 4 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 1998 VL 10 IS 1 BP 41 EP 54 PG 14 SC Management; Multidisciplinary Sciences GA ZH553 UT ISI:000073122900003 ER PT J AU Davenport, S Grimes, C Davies, J TI Research collaboration and behavioural additionality: A New Zealand case study SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Generating the greatest benefit from public research programmes is a major aim for industry managers and policy administrators alike. However, how to measure whether benefit has occurred creates a considerable dilemma for managers and policy-makers. One approach centres upon the concept of 'additionality', or 'what difference the policy has made'. Traditional 'input additionality' measures of subsequent research and development activity, for example, neither incorporate all impacts nor give adequate signals about aspects of 'output additionality', such as the impact on increased competitiveness at the level of the firm, or national competitiveness, the ultimate goal for the majority of research policies. An intermediate form of impact, 'behavioural additionality', centred upon changes in a firm's subsequent managerial behaviour, is considered to provide an alternative, yet compelling perspective on the impact of public support on the conduct of research. This study outlines empirical evidence found for the various forms of additionality in a New Zealand collaborative research programme. It discusses how managers and policy administrators can exploit the occurrence of behavioural additionality to maximize the impact of a research policy, on the basis that modified behaviour is likely to strengthen a policy's latent ability to influence the creation of output additionality. In such circumstances, the study suggests that managers and policy-makers should be identifying those interventions that lead to sustained improvements in managerial practice, and in competitiveness, and should be managing their diffusion within firms and throughout industries. C1 Victoria Univ Wellington, Sch Business & Publ Management, Wellington, New Zealand. Fdn Res Sci & Technol, Wellington, New Zealand. RP Davenport, S, Victoria Univ Wellington, Sch Business & Publ Management, POB 600, Wellington, New Zealand. CR 1996, TECHNOLOGY BUSINESS, V3, P1 *MIN RES SCI TECHN, 1995, NZ RES EXPT DEV STAT BUISSERET TJ, 1995, INT J TECHNOL MANAGE, V10, P587 DAVENPORT S, IN PRESS INT J TECHN DAVENPORT S, 1997, P TECHN MAN C MASS U, P114 DODGSON M, 1992, FUTURES JUN, P459 EDWARDS F, 1992, RES DEV SPENDING COM GEORGHIOU L, 1995, RES EVALUAT, V5, P3 GEORGHIOU LG, 1993, R&D MANAGE, V23, P161 GRIMES C, 1996, THESIS VICTORIA U WE HURST DK, 1995, CRISIS RENEWAL M CHA JOHNSTON R, 1994, NEW DIRECTIONS MANAG, P464 OAKEY R, 1996, NEW TECHNOLOGY BASED OSBORNE D, 1992, ISSUES SCI TECHN SUM, P55 PETERSON J, 1993, RES POLICY, V22, P243 SENKER P, 1994, NEW TECH WORK EMPLOY, V9, P81 WREN C, 1996, J REGIONAL SCI, V36, P501 NR 17 TC 1 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 1998 VL 10 IS 1 BP 55 EP 67 PG 13 SC Management; Multidisciplinary Sciences GA ZH553 UT ISI:000073122900004 ER PT J AU Payson, S TI Quality improvement versus cost reduction: A broader perspective on evolutionary economic change SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB A new framework is explored for analyzing scientific and engineering advances by their economic, business and social effects. For this framework, scientific and engineering advances are categorized in two contexts: the function served by the good(s) or service(s) associated with the advance, and whether the advance, and whether the advance is directed toward the goal of cost reduction or quality improvement. It is argued that this categorization can be used to identify important patterns of technological change, and allow for better understanding of industrial research and development, as well as improved national strategies for economic growth. Data are obtained on scientific and engineering advances that might be of interest to business investors and managers, based on 783 news stories in 1994 in the business journals Business Week, Forbes, Fortune and The Economist. The approach taken is compared with traditional economic approaches to technological change, which are often constrained by archaic methods of categorizing data. C1 Natl Sci Fdn, Arlington, VA 22230 USA. RP Payson, S, Natl Sci Fdn, 4201 Wilson Blvd,Suite 965-23, Arlington, VA 22230 USA. CR BAUMOL W, 1989, PRODUCTIVITY AM LEAD FREEMAN C, 1986, EC IND INNOVATION FREEMAN C, 1992, EC HOPE ESSAYS TECHN, P195 JURAN JM, 1992, JURAN QUALITY LANCASTER K, 1991, MODERN CONSUMER THEO LEVITT T, 1975, HARVARD BUSINESS SEP, P26 LEWIS WA, 1952, MANCHESTER SCH EC SO, V20, P105 MAYNES ES, 1976, HOUSEHOLD PRODUCTION MOWREY DC, 1979, RES POLICY, V8, P102 MUELLER WF, 1962, RATE DIRECTION INVEN, V323 NELSON RR, 1982, EVOLUTIONARY THEORY NORDHAUS WD, 1994, 1078 COWLES FDN PAYSON S, 1991, THESIS COLUMBIA U PAYSON S, 1994, QUALITY MEASUREMENT PAYSON S, 1995, E ECON J, V21, P247 PAYSON S, 1996, J POST KEYNESIAN EC, V19, P257 PAYSON S, 1996, KNOWLEDGE POLICY, V9, P3 PAYSON S, 1997, TECHNOL FORECAST SOC, V56, P131 PREBISCH R, 1962, EC B LATIN AM, V7, P1 ROSENBERG N, 1994, EXPLORING BLACK BOX SINGER H, 1950, AM EC REV PAPERS P, V40, P473 WALSH V, 1996, RES POLICY, V25, P509 NR 22 TC 2 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 1998 VL 10 IS 1 BP 69 EP 88 PG 20 SC Management; Multidisciplinary Sciences GA ZH553 UT ISI:000073122900005 ER PT J AU Papadakis, V Bourantas, D TI The chief executive officer as corporate champion of technological innovation: An empirical investigation SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID ORGANIZATIONAL PERFORMANCE; PRODUCT INNOVATION; SMALL FIRMS; STRATEGY; ENVIRONMENT; LEADERSHIP; DETERMINANTS; MANAGEMENT; ADOPTION; COMMUNICATION AB Research on innovation has engaged the attention of many scientific disciplines over the past few decades. But while some categories of determining factors (mainly organizational and environmental) are at the centre of this research, others, such as the role and significance of strategic leadership, seem to have received much less empirical attention. Using evidence from a sample of 97 manufacturing enterprises, the present study tests a model of the impact of strategic leadership and corporate context on technological innovation (TI). The personality and demographic characteristics of chief executive officers (CEOs') are used to measure strategic leadership. A number of environmental and internal organizational variables measure the broader context. Four dimensions of TI are measured. Results suggest that CEO characteristics significantly influence TI, but the structural and environmental context is on aggregate more influential. Interestingly though, in new product introductions, CEOs' characteristics outweigh environmental and internal organizational factors. C1 London Business Sch, London NW1 4SA, England. Univ Athens, Athens, Greece. RP Papadakis, V, London Business Sch, Sussex Pl,Regents Pk, London NW1 4SA, England. 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Anal. Strateg. Manage. PD MAR PY 1998 VL 10 IS 1 BP 89 EP 109 PG 21 SC Management; Multidisciplinary Sciences GA ZH553 UT ISI:000073122900006 ER PT J AU Chiesa, V Manzini, R TI Towards a framework for dynamic technology strategy SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INNOVATION AB This paper attempts to set up a framework for formulating a dynamic technology strategy. Competitive environments are increasingly dynamic, and this makes traditional methodologies and approaches to the strategy obsolete or inadequate. Empirical research has been conducted an the technology strategy process of three large companies operating in highly dynamic and technology-intensive environments. On the basis of the results of this, the authors attempt to put forward a framework which should help firms to conceive their technology strategy. C1 LIUC, I-21053 Castellanza, VA, Italy. CNR, ITIA, Milan, Italy. Politecn Milan, I-20133 Milan, Italy. RP Chiesa, V, LIUC, C Matteotti 22, I-21053 Castellanza, VA, Italy. EM rmanzini@liuc.it CR BERTELE U, 1991, IMPRESA COMPETIZIONE CHIESA V, 1996, COMPETENCE BASED STR CHIESA V, 1996, INT J PRODUCT INNOVA, V13, P105 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DAVENI R, 1994, HYPERCOMPETITIVE RIV DOSI G, 1982, RES POLICY, V11, P147 DOSI G, 1988, TECHNICAL CHANGE EC, P13 DOSI G, 1993, MARKET ORG COMPETITI FOSTER RN, 1986, TECHNOLOGY MODERN CO FRIAR J, 1996, TECHNOLOGY MODERN CO HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HAMEL G, 1994, COMPETING FUTURE HARRIS JH, 1981, OUTLOOK FAL HAX AC, 1984, STRATEGIC CONCEPT PR HAX AC, 1984, STRATEGIC MANAGEMENT HAX AC, 1992, 338392BPS MIT SLOAN LITTLE AD, 1981, EUR MAN FOR DAV MITCHELL GR, 1986, TECHNOLOGY MODERN CO MOENART RK, 1992, INT WORKSH COR COMP NELSON RR, 1982, EVOLUTIONARY THEORY PORTER M, 1985, COMPETITIVE ADV PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 ROUSSEL P, 1991, 3 GENERATION SAVIOTTI P, 1991, EVOLUTIONARY THEORIE TEECE DJ, 1988, TECHNICAL CHANGE EC, P256 WINTER SG, 1995, RESOURCE BASED EVOLU, P147 NR 26 TC 7 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 1998 VL 10 IS 1 BP 111 EP 129 PG 19 SC Management; Multidisciplinary Sciences GA ZH553 UT ISI:000073122900007 ER PT J AU Fleck, J TI Contingent knowledge and technology development SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID IMPLEMENTATION AB It is widely recognized that many different types and forms of knowledge contribute to technology development. Formal codified knowledge, tacit knowledge, informal knowledge and cultural knowledge have all recently been addressed However, one other particular form of knowledge-the contribution of knowledge/information embodied in the working context-has not been directly or explicitly addressed to the same extent. Yet this form of knowledge-'contingent knowledge'-it is argued, plays a crucial but under-appreciated role in technology development and innovation. In this paper, the concept of contingent knowledge is further explicated and illustrated by means of examples, and the strategic and practical implications are drawn out. C1 Univ Edinburgh, Sch Management, Technol Management & Policy Programme, Edinburgh EH8 9AL, Midlothian, Scotland. RP Fleck, J, Univ Edinburgh, Sch Management, Technol Management & Policy Programme, 7 Bristo Sq, Edinburgh EH8 9AL, Midlothian, Scotland. EM j.fleck@ed.ac.uk CR 1996, INT J TECHNOLOGY MAN, V11 BASALLA G, 1988, EVOLUTION TECHNOLOGY BJIKER WE, 1987, SOCIAL CONSTRUCTION BLACKLER F, 1995, ORGAN STUD, V16, P1021 BRONOWSKI J, 1978, ORIGINS KNOWLEDGE IM COLLINS HM, 1974, SCI STUD, V4, P165 CONSTANT EW, 1984, NATURE TECHNOLOGICAL, P27 COOPER G, 1994, MANAGEMENT INFORMATI, P54 FINCHAM R, 1994, EXPERTISE INNOVATION FLECK J, 1984, ROBOTICA, V2, P169 FLECK J, 1993, INT J HUMAN FACTORS, V3, P15 FLECK J, 1994, MANAGEMENT INFORMATI, P178 FLECK J, 1994, RES POLICY, V23, P637 FLECK J, 1996, INT J TECHNOL MANAGE, V11, P104 FLECK L, 1979, GENESIS DEV SCI FACT LEONARDBARTON D, 1988, RES POLICY, V17, P251 MACDONALD S, 1993, INT J TECHNOLOGY MAN, V8, P95 MINTZBERG H, 1979, STRUCTURING ORG, P46 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 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 SMITH CD, 1987, INNOVATIONS WORK ORG TEECE DJ, 1981, ANN AM ACAD POLIT SS, V458, P81 VINCENTI WG, 1990, WHAT ENG KNOW THEY K VONHIPPEL E, 1987, SOURCES INNOVATION, CH6 WHIPP R, 1986, INNOVATION AUTO IND WINTER SG, 1987, COMPETITIVE CHALLENG, P159 ZUBOFF S, 1988, AGE SMART MACHINE FU NR 33 TC 13 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD DEC PY 1997 VL 9 IS 4 BP 383 EP 397 PG 15 SC Management; Multidisciplinary Sciences GA ZD501 UT ISI:000072692300002 ER PT J AU Millar, J Demaid, A Quintas, P TI Trans-organizational innovation: A framework for research SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID TECHNOLOGY; MANAGEMENT; KNOWLEDGE; NETWORKS; MARKET AB Information and communication technologies, the evolution of a pattern of innovation based on technology fusion and the transition towards a knowledge-based economy are dominant trends. These trends support trans-organizational innovation, which typically involves the design of complex and technologically hybrid products. Trans-organizational innovation involves generating new knowledge out of knowledge inputs which are distributed across disciplines and organizations which may be geographically dispersed. This is critically dependent on management processes associated with learning. Learning is a contextually situated and interaction-intensive process, which during product innovation involves mutual interaction between characteristics of product and those of context. Such interactions continually evolve the designed form and functionality of a product. Existing research has tended to neglect the complexities involved in trans-organizational innovation. A product-in-context framework for analysing the trans-organizational innovation process is detailed in this paper. This framework can be used to examine the relationship between critical features of product and context which mediate learning during trans-organizational product design and innovation and account for product design variation. C1 Open Univ, Sch Business, Milton Keynes MK7 6AA, Bucks, England. RP Millar, J, Open Univ, Sch Business, Walton Hall, Milton Keynes MK7 6AA, Bucks, England. 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Anal. Strateg. Manage. PD DEC PY 1997 VL 9 IS 4 BP 399 EP 418 PG 20 SC Management; Multidisciplinary Sciences GA ZD501 UT ISI:000072692300003 ER PT J AU Genus, A TI Unstructuring incompetence: Problems of contracting, trust and the development of the Channel Tunnel SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID MODERN CORPORATION; MARKETS; HIERARCHIES AB This paper examines aspects of the contractual relationship between the principal actors in the construction of the Channel Tunnel. Based on interviews with key participants and a wealth of public and semi-public documentary data, the paper presents a case study illustrating the interconnectedness of contractual form, contractual form, process and trust, and the management and performance of complex, large-scale technological projects. Theoretically, the research is informed by a cross-disciplinary approach, taking in contributions to the management of complexity and inter-firm relationships associated with the markets and hierarchies debate in economics and in organization theory, and research on the management of scale from the technology policy and project management literatures. More specifically, the paper builds upon Stinchcombe's findings that: (a) contrary to the Williamsonian view, contracts between firms are employed in the practice of administering complex undertakings (i.e. rather than 'hierarchy'); but (b) to enable such contracting to perform effectively, 'hierarchical' features are devised by the parties in a bid to 'structure' their joint 'incompetence' at managing the unknowns and unknowables of complex projects, and of selecting appropriate contract forms, In the case of the Channel Tunnel development, the nature of the various contractual arrangements is described. An evaluation of the extent and quality of hierarchical aspects of the contractual relationship between Eurotunnel, TML (the principal constructing contractor), financial, governmental and other organizations is conducted This is carried out in terms of the ease or difficult experienced in managing changes in design specification, monitoring work that was executed or resolving disputes over the interpretation of contractor performance criteria, for example. Ultimately, the paper points up the extent to which differing expectations from the project, adversarial contractual relations and lack of trust between the client and the main contractor (against a background of 'fast track development') contributed to problems of cost-effectively designing, constructing and coordinating Channel Tunnel technology. The conclusions serve to indicate how and why hierarchical elements of contracts may exacerbate 'incompetence' in the management of complex or large-scale technology projects, rather than 'structure' it, to the detriment of overall project performance. C1 Brunel Univ, Dept Management Studies, Uxbridge UB8 3PH, Middx, England. RP Genus, A, Brunel Univ, Dept Management Studies, Uxbridge UB8 3PH, Middx, England. 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PD DEC PY 1997 VL 9 IS 4 BP 419 EP 436 PG 18 SC Management; Multidisciplinary Sciences GA ZD501 UT ISI:000072692300004 ER PT J AU Chen, S TI A new paradigm for knowledge-based competition: Building an industry through knowledge sharing SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID NETWORK EXTERNALITIES; INNOVATION; COMPATIBILITY; TECHNOLOGY; DETERMINANTS; DIFFUSION; STRATEGY AB A common assumption in traditional strategic management thinking is that competitive success may be achieved by the creation and protection of firm-specific factors, either favourable market positions, as in industrial organization-based frameworks, or unique resources, such as intellectual property and tacit knowledge, as in resource-based frameworks. This paper long-term trends in technology, industries and society, this paradigm is no longer appropriate for modern knowledge-based industries, particularly emerging high-technology industries. In these industries technologies and firms are increasingly interconnected in a complex web of interactions, and the main task of strategic management is one of managing technological and industry co-evolution. Complexity theory is used to identify mechanisms and strategies for creating sustainable technological communities and industries. C1 City Univ London, Sch Business, London EC2Y 8HB, England. RP Chen, S, City Univ London, Sch Business, Frobisher Crescent, London EC2Y 8HB, England. 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Anal. Strateg. Manage. PD DEC PY 1997 VL 9 IS 4 BP 437 EP 452 PG 16 SC Management; Multidisciplinary Sciences GA ZD501 UT ISI:000072692300005 ER PT J AU Prabhu, GN TI Joint research and development projects as technology training ventures SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INDUSTRY; ARRANGEMENTS; PERSPECTIVE; INNOVATION AB This paper presents an empirically derived model of the process through which industrial firms that lack internal resources in a particular technology area to implement certain research and development (R&D) projects on their own, initiate and implement them jointly with not-for-profit research institutions. Such joint R&D projects are typically initiated by smaller, technologically less advanced firms in developing countries, with the underlying objective of training themselves in the relevant technology area and acquiring new technological resources from more advanced local research institutions, while simultaneously and rapidly completing the immediate R&D project. This process model has been developed by drawing from and synthesizing several in-depth case studies of such projects. In developing countries, joint R&D projects of this nature are important, as they can be more effective than formal technology training programmes for not-for-profit research institutions to fulfil their charter by transferring their advanced technical knowledge to the relatively less advanced local industrial firms. Participating firms that seek to acquire a new technology to meet future needs can see its development and application in a context of their immediate interest, and therefore learn it rapidly and effectively. This paper adds to the scarce literature on the process of organizational knowledge acquisition through contractual arrangements such as joint projects. It also enables both firms and research institutions to understand effective processes for initiating and implementing such mutually beneficial joint R&D projects. C1 Indian Inst Management, Corp Strategy & Policy Area, Bangalore 560076, Karnataka, India. RP Prabhu, GN, Indian Inst Management, Corp Strategy & Policy Area, Bannerghatta Rd, Bangalore 560076, Karnataka, India. 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Anal. Strateg. Manage. PD DEC PY 1997 VL 9 IS 4 BP 453 EP 472 PG 20 SC Management; Multidisciplinary Sciences GA ZD501 UT ISI:000072692300006 ER PT J AU Taylor, P Lowe, J TI Are functional assets or knowledge assets the basis of new product development performance? SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB According to a recent survey, a major focus of new product development research links performance to mainly contextual, product-specific and internal organizational factors. Interestingly, and despite the development of models of appropriability, little of this research has assessed the impact of complementary assets and knowledge on performance. The research reported in this paper, using a sample afa 128 UK manufacturing firms, examines the role that knowledge and other complementary assets play in achieving new product success. Data from firms in different technological environments relating to strengths and weaknesses were combined into conceptual groupings, first on the basis of complementary assets embodying functional activities, and second on the basis of tangible and intangible assets and technical and non-technical knowledge. Although the functional assets grouping provided a better explanation of performance as regards new product development, the knowledge asset grouping provided a significant explanation, with intangible assets providing a more significant explanation than knowledge assets. In addition, performance in new product development was not positively related to size. Both the functional and knowledge-based conceptual groupings provided additional explanatory power over traditional explanations of success in new product development. Thus, asset complementary was demonstrated with the functional asset taxonomy providing the superior classification for the analysis of complementary assets. C1 Univ W England, Bristol Business Sch, Bristol BS16 1QY, Avon, England. RP Taylor, P, Univ W England, Bristol Business Sch, Coldharbour Lane, Bristol BS16 1QY, Avon, England. EM pj-taylor@uwe.ac.uk j-lowe@uwe.ac.uk CR BARTON DL, 1995, WELLSPRINGS KNOWLEDG BOWEN HK, 1994, HARVARD BUS REV, V72, P110 BROWN SL, 1995, ACAD MANAGE REV, V20, P343 CHRISTENSEN CM, 1995, RES POLICY, V24, P233 CLARK KB, 1995, PRODUCT DEV CHALLENG COOPER RG, 1979, J MARKETING, V43, P93 COOPER RG, 1987, NEW PRODUCTS KEY FAC COOPER RG, 1988, J MARKETING MANAGEME, V3, P238 COOPER RG, 1988, WINNING NEW PRODUCTS GRANT RM, 1996, ORGAN SCI, V7, P375 HAMEL G, 1994, COMPETING FUTURE LOWE J, 1998, IN PRESS R D MANAGEM, V28 NONAKA I, 1995, KNOWLEDGE CREATING C SPENDER JC, 1996, ORG LEARNING COMPETI, P56 SWANN P, 1993, CORPORATE VISION RAP TEECE DJ, 1986, RES POLICY, V15, P285 WIND Y, 1988, J PROD INNOVAT MANAG, V5, P304 NR 17 TC 5 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD DEC PY 1997 VL 9 IS 4 BP 473 EP 488 PG 16 SC Management; Multidisciplinary Sciences GA ZD501 UT ISI:000072692300007 ER PT J AU Pitt, M Clarke, K TI Frames of significance: Technological agenda-forming for strategic advantage SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID MANAGEMENT; FIRMS; INNOVATION AB Technological innovation is a source of competitive advantage and potential corporate rejuvenation. The problematic issues that managers frame, then devote attention and resources to solving, constitute the strategic technological agenda of the firm. We propose and elaborate a perceptual frame model by which the agenda may be understood We use the model to interpret three innovation episodes in divisions of large, multi-divisional corporations the patterns of framing over time and the issues addressed are particular to each firm. Mle acknowledge the existence of partial perspectives associated with the vantage points of the various derision-makers and observers, and we suggest that greater awareness of this partiality could lead to a better appreciation of the complexity and implications of ambiguous issues. We suggest that agendas evolve in a broadly 'logical-incremental' way although we question whether sufficient priority is being accorded to extending the new capabilities to emerge from innovation to other areas of the parent corporations. C1 UNIV PORTSMOUTH,PORTSMOUTH BUSINESS SCH,SOUTHSEA PO4 8JF,HANTS,ENGLAND. RP Pitt, M, UNIV BATH,SCH MANAGEMENT,BATH BA2 7AY,AVON,ENGLAND. 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Anal. Strateg. Manage. PD SEP PY 1997 VL 9 IS 3 BP 251 EP 269 PG 19 SC Management; Multidisciplinary Sciences GA YG543 UT ISI:A1997YG54300001 ER PT J AU Starkey, K Barnatt, C TI Flexible specialization and the reconfiguration of television production in the UK SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This paper sets out to examine the strategic, technological and organizational implications of Piore and Sabel's thesis of 'industrial divides'- of critical moments in history when the existing logic of organizational and technological development comes to be challenged. This thesis, while very influential in the social sciences. has not received the attention it merits in the discourse of strategic management. Herein we extend the Piore and Sabel thesis to examine changes currently under way in the UK television (TV) industry. These changes, based on flexibility and the development of network forms of organization in TV production, are broadly supportive of Piore and Sabel's argument. However, when we look at the downstream elements of the TV value chain, we see different forms of reconfiguration at firm and sector levels driven in part by an emerging range of new distribution technologies. RP Starkey, K, UNIV NOTTINGHAM,SCH MANAGEMENT & FINANCE,SOCIAL SCI BLDG,UNIV PK,NOTTINGHAM NG7 2RD,ENGLAND. CR 1992, FINANCIAL TIMES 1222 1993, FINANCIAL TIMES 0930 1993, FINANCIAL TIMES 1006 1993, FINANCIAL TIMES 1011 1994, FINANCIAL TIMES 0302 *BBC, 1992, EXT CHOIC BBCS ROL N *DEP NAT HER, 1992, FUT BBC *HOM OFF, 1988, BROADC 90S COMP CHOI, P41 ABERCROMBIE N, 1990, WORKSH FLEX SPEC EUR, P11 ASKOY A, 1992, CAMBRIDGE J ECON, V16, P1 BARNATT C, 1994, BRIT J MANAGE, V5, P251 BOWEN D, 1994, MULTIMEDIA NOW DOWN BUCHAN J, 1989, FINANCIAL TIMES 0306 CHRISTOPHERSON S, 1989, IND LABOR RELAT REV, V42, P331 DAVIDOW W, 1992, VIRTUAL CORPORATION, P76 EBERTS J, 1990, MY INDECISION FINAL ELSAESSER T, 1988, GLOBAL TELEVISION, P130 GATES B, 1995, ROAD AHEAD, P102 GMOERY D, 1989, SCREEN, V30, P95 HARRIGAN K, 1985, STRATEGIC FELXIBILIT, P38 KEHOE L, 1994, FINANCIAL TIMES 0322 KING B, 1989, SCREEN, V30, P2 KUSTOW M, 1987, 1 4 YEAR LIFE CHANNE LAMBERT S, 1982, CHANNEL 4 TELEVISION, P152 MAGGIORE M, 1990, AUDIOVISUAL PRODUCTI MILES RE, 1986, CALIF MANAGE REV, V28, P62 MORGAN G, 1989, CREATIVE ORG THEORY, P67 NEGROPONTE N, 1995, DIGITAL, P85 PIORE M, 1984, 2 IND DIVIDE ROBINS K, 1992, SCREEN, V33, P191 SHERMAN B, 1993, GLIMPSES HEAVEN VISI SPARKS C, 1989, SCREEN, V30, P27 STOCK G, 1993, METAMAN HUMANS MACHI STORPER M, 1983, CAMBRIDGE J ECON, V17, P479 THORELLI HB, 1986, STRATEGIC MANAGE J, V7, P37 TRACEY M, 1985, DAEDALUS, V114, P17 NR 36 TC 3 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 1997 VL 9 IS 3 BP 271 EP 286 PG 16 SC Management; Multidisciplinary Sciences GA YG543 UT ISI:A1997YG54300002 ER PT J AU Zirger, BJ TI The influence of development experience and product innovativeness on product outcome SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID STRATEGY AB This empirical study of high-technology product performance shows the influence of experience and product innovativeness on product success. In a logistic analysis of 162 product successes and failures, building on market and technical experience were significant predictors of success. An interaction between technical and market experience was also found to be highly significant. This study empirically validates the value of experience building in successful product development, and reinforces the need for organizational mechanisms to retain and transfer Product development learning. RP Zirger, BJ, UNIV CINCINNATI,DEPT MANAGEMENT,POB 210165,CBA LINDNER 501,CINCINNATI,OH 45221. CR ARROW KJ, 1962, REV ECON STUD, V29, P155 BARNEY JB, 1986, ACAD MANAGE REV, V11, P791 BOWER JL, 1988, HARVARD BUSINESS NOV, P110 CLARK KB, 1991, PRODUCT DEV PERFORMA, P45 GHEMAWAT P, 1986, HARVARD BUS REV, V64, P53 GOMORY RE, 1989, HARVARD BUS REV, V67, P99 HARRELL FE, 1986, SAS S LIBR USERS GUI, P271 KLEINSCHMIDT EJ, 1991, J PROD INNOVAT MANAG, V8, P240 KRUBASIK EG, 1988, HARVARD BUSINESS NOV, P46 MEYER MH, 1986, MANAGE SCI, V32, P806 MILLSON MR, 1992, J PROD INNOVAT MANAG, V9, P53 NEWHOUSE J, 1982, SPORTY GAME, P7 PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1985, COMPETITIVE ADVANTAG, P318 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 ROBERTS EB, 1983, SLOAN MANAGEMENT SPR, P3 ROSENBERG N, 1982, INSIDE BLACK BOX TEC, P120 RUMELT RP, 1974, STRATEGY STRUCTURE E RUMELT RP, 1982, STRATEGIC MANAGE J, V3, P359 STALK G, 1990, RES TECHNOLOGY M MAR, P19 WEINBERG B, 1990, 90120 MARK SCI I WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD, P284 YELLE LE, 1979, DECISION SCI, V10, P302 NR 23 TC 0 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 1997 VL 9 IS 3 BP 287 EP 297 PG 11 SC Management; Multidisciplinary Sciences GA YG543 UT ISI:A1997YG54300003 ER PT J AU Keil, T Autio, E Robertson, P TI Embeddedness, power, control and innovation in the telecommunications sector SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID SILICON VALLEY; NETWORKS; CORPORATION; INTEGRATION; ORIGINS; ASSETS; GROWTH AB In the present paler, relationships between embeddedness, power, control and innovation are examined in the context of the telecommunications sector. It is contended that in a tightly embedded, technology-intensive sector, technological and economic control are closely intertwined. Consequently, the ability to appropriate economic rents is largely based on technological control. In an examination of the Finnish telecommunications sector, it is concluded that the power of the network operator was traditionally not based as much on value creation as on the control of critical resources. With the move to a network of networks in which access ceases to be a bottleneck, this situation has changed. It can be expected that existing focal networks with a strong power imbalance will be replaced. It is difficult to predict what form this process will take, however, as the pam of technological change is very rapid in the telecommunications sector. RP Keil, T, HELSINKI UNIV TECHNOL,INST STRATEGY & INT BUSINESS,POB 1100,FIN-02015 HELSINKI,FINLAND. CR 1996, BUSINESS WEEK 0408 AMIT R, 1993, STRATEGIC MANAGE J, V14, P33 AUTIO E, 1996, RISE 96 C INN STRAT BEST M, 1990, NEW COMPETITION I IN BRYNJOLFSSON E, 1994, MANAGE SCI, V40, P1645 CARLSSON B, 1991, J EVOLUTIONARY EC, V1, P93 CARLSSON B, 1994, IND CORPORATE CHANGE, V3, P537 COHENDET P, 1993, TECHNOLOGY WEALTH NA, P66 DAVID PA, 1990, EVOLVING TECHNOLOGY, P121 DAVID PA, 1991, FAVORITES FORTUNE TE, P62 DOSI G, 1988, TECHNICAL CHANGE EC DOSI G, 1994, J EVOLUTIONARY EC, V4, P153 ECONOMIDES N, 1993, GLOBAL TELECOMMUNICA ECONOMIDES N, 1996, INT J IND ORG, V14 FLORIDA R, 1990, CALIF MANAGE REV, V33, P68 FREEMAN LC, 1979, SOC NETWORKS, V1, P215 GHOSHAL S, 1990, ACAD MANAGE REV, V15, P603 GRABHER G, 1993, EMBEDDED FIRM SOCIOE GRANDORI A, 1995, ORGAN STUD, V16, P183 GRANOVETTER M, 1985, AM J SOCIOL, V91, P481 GRANOVETTER MS, 1973, AM J SOCIOL, V78, P1360 GROSSMAN GM, 1994, J ECON PERSPECT, V8, P23 GROSSMAN S, 1986, J POLITICAL EC, V4, P691 HAKANSSON H, 1989, CORPORATE TECHNOLOGI, P51 HAKANSSON H, 1990, EUROPEAN MANAGEMENT, V8, P371 HAMEL G, 1989, HARVARD BUSINESS JAN, P133 HART OD, 1988, J LAW ECON ORGAN, V4, P119 HICKSON DJ, 1971, ADM SCI Q, V16, P216 HOBDAY M, 1994, TECHNOL ANAL STRATEG, V6, P231 HUGHES TP, 1983, NETWORKS POWER ELECT KNUDSEN C, 1996, COMPETENCE THEORY FI, P13 LANGLOIS RN, 1995, FIRMS MARKETS EC CHA LANGLOIS RN, 1996, STOP CRYING SPILT KN LUNDGREN A, 1992, IND NETWORKS NEW VIE, P144 MALONEY MT, 1995, MANAGERIAL DECISION, V16, P401 MARSDEN PV, 1983, AM J SOCIOL, V88, P686 MARTIKAINEN O, 1996, VALUE ELEMENTS SERVI MILLER R, 1995, IND CORP CHANGE, V4, P363 MONSTED M, 1995, ENTREP REGION DEV, V7, P193 MONTGOMERY CA, 1995, RESOURCE BASED EVOLU NELSON RR, 1982, EVOLUTIONARY THEORY NOHRIA N, 1992, NETWORKS ORG STRUCTU PAIJA L, 1995, IMPACT STRUCTURE COM PAVITT K, 1991, BRIT J MANAGE, V2, P41 PETERAF MA, 1993, STRATEGIC MANAGE J, V14, P179 PFEFFER J, 1978, EXTERNAL CONTROL ORG PIORE MJ, 1984, 2 IND DIVIDE PURUSKAINEN M, 1996, UNPUB TELECOMMUNICAT RIZZONI A, 1993, REVUE EC IND SEP, P1 ROBERTSON PL, 1992, ENTREPRENEURSHIP TEC ROBERTSON PL, 1995, RES POLICY, V24, P543 ROMER PM, 1994, J ECON PERSPECT, V8, P3 ROSSTON GL, 1995, IND CORPORATE CHANGE, V4, P787 SAXENIAN A, 1994, REGIONAL ADVANTAGE C, P128 SCHUMPETER JA, 1950, CAPITALISM SOCIALISM SYDOW J, 1991, Z BETRICHSWIRTSCHAFT, V43, P238 SYDOW J, 1992, STRATEGISCHE NETZWER TAKALA J, 1995, UNPUB CUSTOMER VALUE TEECE DJ, 1986, EC STRATEGIC PLANNIN, P187 TEECE DJ, 1986, RES POLICY, V15, P285 TEECE DJ, 1992, DYNAMIC CAPABILITIES TUROK I, 1993, REG STUD, V27, P401 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 VANGILS MR, 1984, HDB WORK ORG PSYCHOL, P1073 WILLIAMSON OE, 1981, J ECON LIT, V19, P1537 NR 65 TC 2 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 1997 VL 9 IS 3 BP 299 EP 316 PG 18 SC Management; Multidisciplinary Sciences GA YG543 UT ISI:A1997YG54300004 ER PT J AU Winch, GW TI The dynamics of process technology adoption and the implications for upgrade decisions SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INNOVATION; MODEL AB The need for fundamental, as opposed to incremental change, presents managers with major uncertainty. Such change is likely to involve significant capital cast, but may also bring significant collateral costs from,fm example, retraining, and plant downtime and customer supply disruption during change implementation. This article focuses on a system dynamics model that captures the situation of an industry experiencing the switching of competitors' production plants to a new process technology. The model is typical of industries in commodity chemicals or other bulk manufacturing, and enables the complexity of technology moves to be represented. This facilities a clearer understanding of the expected industry dynamics. The results show that an individual firm facing the upgrade decision must consider the impacts of the change across a number of dimensions, and demonstrates that the point in time along these industries' typical endemic capacity-building/price cycle may have an important impact on the economics of the decision. The article is also able to draw some comparisons between this and other approaches to modelling technology change decision-making. RP Winch, GW, UNIV PLYMOUTH,SCH BUSINESS,PLYMOUTH PL4 8II,DEVON,ENGLAND. CR BASS FM, 1969, MANAGE SCI, V15, P215 BRIDGES E, 1991, INT J FORECASTING, V7, P257 CLARK P, 1990, STRATEGIC MANAGEMENT, P221 CLARK TD, 1992, SYST DYNAM REV, V8, P149 CONRAD C, 1987, INT J IND ORGAN, V5, P315 GEORGANTZAS NC, 1991, MANAGERIAL DECISION, V12, P281 HOMER JB, 1987, TECHNOL FORECAST SOC, V31, P197 JENSEN R, 1992, INT J IND ORGAN, V10, P193 KAMIEN MI, 1978, REV ECON STUD, V45, P547 KOFMAN F, 1994, 366794MSA SLOAN SCH MAIER FH, 1994, SYST DYN C STIRL, P108 MARTINET A, 1983, STRATEGIE MILLING PM, 1986, TECHNOLOGIE INNOVATI, P49 MOWERY DC, 1992, TECHNOLOGY MANGEMENT PAICH M, 1993, MANAGE SCI, V39, P1439 REINGANUM J, 1981, J ECON THEORY, V25, P21 STENBACKA R, 1994, INT J IND ORGAN, V12, P387 STROHHECKER J, 1994, SYST DYN C STIRL, P84 TEECE DA, 1976, MULTINATIONAL CORPOR TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 UTTERBACK JM, 1975, OMEGA-INT J MANAGE S, V3, P639 WEISS AM, 1994, J IND ECON, V42, P341 WINCH GW, 1991, INT S NEW TECHNOLOGI WINCH GW, 1995, MANAGE DECIS, V33, P22 WING P, 1994, SYST DYN C STIRL, P89 NR 25 TC 3 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 1997 VL 9 IS 3 BP 317 EP 328 PG 12 SC Management; Multidisciplinary Sciences GA YG543 UT ISI:A1997YG54300005 ER PT J AU Leydesdorff, L TI Sustainable technological developments and second-order cybernetics SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Using second-order systems theory, the concept of 'sustainability' shifts from a normative starting point to a probabilistic expectation that is open to investigation. While first-order systems can be considered as observable translations of input into output, second-order systems theory adds the perspective of evolution to networks of first-order systems. Complex and dynamic systems are not instructed by incoming signals, but disturbed. They are able to adapt the cycles of their behaviour. Consequently, second-order delineations are not 'given' but are continuously reconstructed. These systems have no 'natural' delineations, and their 'limits to growth' remain a provisional hypothesis. The likelihood of the various progressions can be specified only in terms of a model. Among other things, changes between technological trajectories within the current regime can be distinguished from the possible transition to a regime of sustainable technological developments. RP Leydesdorff, L, DEPT SCI & TECHNOL DYNAM,NIEUWE ACHTERGRACHT 166,NL-1018 WV AMSTERDAM,NETHERLANDS. CR *EUR COMM, 1993, PERM CHAIN ALP CHARN *WORLD COMM ENV DE, 1987, OUR COMM FUT AMALRIK AA, 1969, PROSUSCESTOUET SOVET ARTHUR WB, 1988, TECHNICAL CHANGE EC, P590 BAK P, 1991, SCI AM JAN, P26 BECK U, 1992, RISK SOC NEW MODERNI BLAUWHOF G, 1994, EVOLUTIONARY EC CHAO, P152 BLAUWHOF G, 1995, THESIS U AMSTERDAM COVENEY P, 1990, ARROW TIME DOSI G, 1982, RES POLICY, V11, P147 ETKOWITZ H, 1997, U GLOBAL KNOWLEDGE E GIBBONS M, 1994, NEW PRODUCTION KNOWL GIDDENS A, 1979, CENTRAL PROBLEMS SOC GOGUEN JA, 1979, INT J GEN SYST, V5, P31 HANNEMAN R, 1988, COMPUTER ASSISTED TH HARAWAY D, 1988, FEMINIST STUD, V14, P575 HINTON G, PARALLEL DISTRIBUTED, V1, P77 KUHN TS, 1962, STRUCTURE SCI REVOLU LANGTON CG, 1989, ARTIFICIAL LIFE LATOUR B, 1987, SCI ACTION LATOUR B, 1988, PASTEURIZATION FRANC LEYDESDORFF L, IN PRESS J SOCIAL EV LEYDESDORFF L, 1989, INT J SYSTEMS RES IN, V6, P219 LEYDESDORFF L, 1992, TECHNOL ANAL STRATEG, V4, P279 LEYDESDORFF L, 1994, SYST RES, V11, P31 LEYDESDORFF L, 1995, CHALLENGE SCIENTOMET LEYDESDORFF L, 1995, SOC SCI INFORM, V34, P413 LUHMANN N, 1984, SOZIALE SYSTEME MATURANA HR, 1978, PSYCHOL BIOL LANGUAG, P27 MEADOWS DH, 1992, LIMITS GLOBAL COLLAP MEADOWS DL, 1973, GLOBAL EQUILIBRIUM C OPSCHOOR JB, 1989, EC INSTRUMENTS ENV P OPSCHOOR JB, 1989, ENV EC SUSTAINABLE D POPPER KR, 1959, LOGIC SCI DISCOVERY SHINN T, 1987, B METHODOLOGIE SOCIO, V1, P5 SIMON HA, 1969, SCI ARTIFICIAL SIMON HA, 1973, HIERARCHY THEORY CHA, P1 SWENSON R, 1989, SYST RES, V6, P187 THEIL H, 1972, STATISTICAL DECOMPOS VERGRAGT P, 1996, BUSINESS STRATEGIES, V5, P168 ZEEMAN EC, 1977, CATASTROPHE THEORY S NR 41 TC 2 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 1997 VL 9 IS 3 BP 329 EP 341 PG 13 SC Management; Multidisciplinary Sciences GA YG543 UT ISI:A1997YG54300006 ER PT J AU Amsden, AH Mourshed, M TI Scientific publications, patents and technological capabilities in late-industrializing countries SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Investments in learning in late-industrializing countries have began to include outputs in the form of scientific publications and patents. We examine the patterns which these outputs take by correlating their growth rates with foreign investment, capital formation, R&D expenditures and other variables. We also analyze the scientific fields of publications. Where possible, we compare the patterns of latecomers with those of advanced countries, and try to assess whether there has been convergence or divergence in the number of patents and scientific publications over time. RP Amsden, AH, MIT,DEPT URBAN STUDIES & PLANNING,77 MASSACHUSETTS AVE,ROOM 3-405B,CAMBRIDGE,MA 02139. CR ARCHIBUGI D, 1992, TECHNOLOGICAL SPECIA BELL M, 1993, IND CORP CHANGE, V2, P157 DAHLMAN CJ, 1981, ANN AM ACAD POLIT SS, V458, P12 DOSI G, 1994, IND CORP CHANGE, V3, P1 EVENSON R, 1990, SCI TECHNOLOGY LESSO GRILICHES Z, 1990, J ECON LIT, V28, P1661 HICKS D, 1995, IND CORP CHANGE, V4, P401 HIKINO T, 1994, CONVERGENCE PRODUCTI LALL S, 1990, BUILDING IND COMPETI MORITALOU H, 1985, SCI TECHNOLOGY INDIC ODAGIRI H, 1996, TECHNOLOGY IND DEV J OZAWA T, 1974, JAPANS TECHNOLOGICAL PATEL P, 1994, IND CORPORATE CHANGE, V3, P3759 PIANTA M, 1995, CAMBRIDGE J ECON, V19, P175 NR 14 TC 4 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 1997 VL 9 IS 3 BP 343 EP 359 PG 17 SC Management; Multidisciplinary Sciences GA YG543 UT ISI:A1997YG54300007 ER PT J AU Rappert, B Webster, A TI Regimes of ordering: The commercialization of intellectual property in industrial-academic collaborations SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID KNOWLEDGE AB This paper examines a diversity of regulatory mechanisms and negotiation processes involved in attempts to commercialize university research which provide direct and indirect means of linking the activities of individuals and organizations in the acquisition and exchange of commodified goods. The key question addressed is how is an activity that is always uncertain-the production of knowledge-is 'packaged' by intellectual property management and intellectual property rights so that it is controllable, commodifiable and enters into exchange relationships. This paper addresses the acquisition and stabilization of proprietary claims to knowledge between public and private organizations by considering a detailed care of a university spin-off and in doing so raises a number of more general issues about the translation of knowledge. RP Rappert, B, ANGLIA POLYTECH UNIV,DEPT SOCIOL & POLIT,SCI & TECHNOL STUDIES UNIT,EAST RD,CAMBRIDGE CB1 1PT,ENGLAND. CR 1992, INTELLECTUAL PROPERT 1993, REALISING OUR POTENT *NAT BOARD EMPL ED, 1995, MAX BEN BAZERMAN C, UNPUB PATENT REALITI COGHLAN A, 1995, NEW SCI 0708 ETZKOWITZ H, 1991, MINERVA, V29, P133 ETZKOWITZ H, 1996, WORKSH U GLOB KNOWL FOUCAULT M, 1979, IDEOLOGY CONSCIOUSNE, V6, P5 GIBBONS M, 1994, NEW PRODUCTION KNOWL HANSEN PA, 1995, TECHNOVATION, V15, P387 HARABI N, 1995, RES POLICY, V24, P981 HENDERSON R, 1995, 433 STANF U CTR EC P LATOUR B, 1979, LAB LIFE, P197 LAW J, 1991, SOCIOLOGY MONSTERS, P172 MILLER P, 1992, BRIT J SOCIOL, V43, P173 MOLINA A, 1996, COST A3 INT RES WORK MUSTAR P, 1995, OECD WORKSH SMES EMP RAHM D, 1995, NATO WORKSH BARR INT RAPPERT B, 1995, SCI PUBL POLICY, V22, P383 SENKER JM, 1990, J GEN MANAGE, V15, P55 SHERMAN B, 1994, SCI CONTEXT, V7, P515 TEECE D, 1986, RES POLICY, V15, P287 TEECE DJ, 1986, RES POLICY, V15, P285 WEBSTER A, 1995, UNPUB PATENTS TECHNO WEBSTER A, 1996, INNOVATION INTELLECT WINTER SG, 1987, OWNING SCI TECHNICAL NR 26 TC 11 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD JUN PY 1997 VL 9 IS 2 BP 115 EP 130 PG 16 SC Management; Multidisciplinary Sciences GA XJ705 UT ISI:A1997XJ70500001 ER PT J AU Deuten, JJ Rip, A Jelsma, J TI Societal embedding and product creation management SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Societal embedding of new products-that is, their integration in relevant industries and markets, their admissibility with regard do regulation and standards, and their acceptance by the public-is a challenge. A management approach is developed based on our case studies in the biotechnology sector and on recent innovation literature. Tools are presented to map internal and external alignments. Learning processes, in interaction with societal actors, overcome the dilemmas or at least make then manageable. RP Deuten, JJ, UNIV TWENTE,SCH PHILOSOPHY & SOCIAL SCI,POB 217,NL-7500 AE ENSCHEDE,NETHERLANDS. CR ARGYRIS C, 1978, ORG LEARNING BIEMANS W, 1994, COURSEBOOK MANAGING CABRALCARDOSO C, 1995, TECHNOL ANAL STRATEG, V8, P47 CALLON M, 1987, SOCIAL CONSTRUCTION DELAAT B, 1995, 3 ASEAT C MANCH 6 8 DEUTEN JJ, 1994, THESIS U TWENTE ENSC DEUTEN JJ, 1995, THESIS U TWENTE DEUTEN JJ, 1996, R D MAN C QUAL R D E DITS H, 1988, TURN COAL MISSION OR FONK G, 1994, EEN CONSTRUCTIEVE RO GREEN K, 1996, TECHNOL ANAL STRATEG, V8, P4 JELSMA J, 1995, BIOTECHNOLOGIE BEDRI KANTER RM, 1983, CHANGE MASTERS LAW J, 1992, SHAPING TECHNOLOGY B MACMILLAN IC, 1986, STRATEGY FORMULATION, P66 MCINTYRE SH, 1988, J PROD INNOVAT MANAG, V5, P140 NASON RW, J PUBLIC POLICY MARK, V8, P242 RIP A, 1995, MANAGING TECHNOLOGY RIP A, 1995, TECHNOL ANAL STRATEG, V7, P16 ROGERS EM, 1995, DIFFUSION INNOVATION ROSENBERG N, 1979, TECHNOLOGY CULTU JAN, P25 THOMAS P, 1996, TECHNOL ANAL STRATEG, P82 VANDEVEN AH, 1989, RES MANAGEMENT INNOV, P11 VANRIEMSDIJK MJ, 1994, THESIS U TWENTE ENSC VERGRAGT PJ, 1988, SOC STUD SCI, V18, P483 VERMAAK H, 1994, HOLLAND MANAGEMENT R, V40, P64 VLARK KB, 1993, MANAGING NEW PRODUCT NR 27 TC 5 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD JUN PY 1997 VL 9 IS 2 BP 131 EP 148 PG 18 SC Management; Multidisciplinary Sciences GA XJ705 UT ISI:A1997XJ70500002 ER PT J AU Grant, EB Gregory, MJ TI Tacit knowledge, the life cycle and international manufacturing transfer SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID TECHNOLOGY-TRANSFER; KNOW-HOW AB The ease with which a firm can transfer its manufacturing capability is strongly affected by the transferability of the manufacturing processes involved. A key determinant of transferability is the nature of the knowledge that has accumulated in the transmitting firm. The life cycle model can provide the basis for a discussion of knowledge accumulation, and hence for manufacturing process transferability over time. Drawing upon ideas of tacit knowing, the authors challenge the assumption that a manufacturing process necessarily becomes more transferable as it matures. Data drawn from six case studies are used to illustrate how tacit knowledge can affect the transfer process. The paper concludes with a typology of tacit knowledge in the manufacturing environment, and suggests steps which a firm might take to improve its transfer capability. RP Grant, EB, UNIV CAMBRIDGE,DEPT ENGN,MFG & MANAGEMENT DIV,MILL LANE,CAMBRIDGE CB2 1RX,ENGLAND. CR AHARONI Y, 1991, TECHNOLOGY TRANSFER BEHRMAN JN, 1991, INT COMMUNICATION TE, P79 BOHN RE, 1994, SLOAN MANAGEMENT FAL, P61 BOISOT M, 1994, RES POLICY, V24, P489 COLLET MA, 1994, ORSA TIMS OCT DETR CONTRACTOR FJ, 1991, INT COMMUNICATION TE, P57 GALBRAITH CS, 1990, CALIFORNIA MANAG SUM, P56 GARUD R, 1994, STRATEGIC MANAGE J, V15, P365 GIDDY IH, 1978, COLUMBIA J WORLD SPR, P90 GRANT EB, 1996, 9607 CAMBR U MAN ENG GRANT EB, 1996, 9609 CAMBR U MAN ENG GRANT EB, 1996, P EPSRC INT MAN RES, P29 GRANT RM, 1991, SLOAN MANAGEMENT FAL, P43 HAYES RH, 1984, RESTORING OUR COMPET HEMAIS CA, 1995, TECHNOLOGICAL INNOVA HENDRY C, 1995, CORP CHANG INT C HILL T, 1985, MANUFACTURING STRATE HIRSCH S, 1975, OXFORD B ECON STAT, V37, P305 HOWELLS J, 1996, TECHNOL ANAL STRATEG, V8, P91 IETTOGILLIES G, 1992, INT PRODUCTION TREND KEDIA BL, 1988, ACAD MANAGE REV, V13, P559 KILLING P, 1980, COLUMBIA J WORLD FAL, P38 KIM DH, 1993, SLOAN MANAGEMENT FAL, P38 MAGEE SP, 1981, ANN AM ACAD POLIT SS, V458, P123 MASON R, 1981, INT BUSINESS MORGAN B, 1991, INT COMMUNICATION TE, P149 MUKHERJEE AS, 1995, 9548TM INSEAD POLANYI M, 1961, MIND, V70, P458 POLANYI M, 1962, REV MOD PHYS, V34, P601 POLANYI M, 1966, PHILOSOPHY, V41, P1 PRASAD SB, 1986, TECHNOVATION, V4, P3 PUCIK V, 1991, TECHNOLOGY TRANSFER REBENTISCH E, 1993, 8693 SLOAN SCH MAN ROBINSON R, 1991, INT COMMUNICATION TE, P9 ROSENBERG N, 1982, INSIDE BLACK BOX TEC, P120 ROSENBERG N, 1985, INT TECHNOLOGY TRANS SHARIF MN, 1980, IEEE T ENG MANAGE, V27, P49 SHI Y, 1995, MANAGEMENT NEW PRODU, P422 SPENDER JC, 1989, IND RECIPES TEECE DJ, 1977, ECON J, V87, P242 TEECE DJ, 1981, ANN AM ACAD POLIT SS, V458, P81 TEECE DJ, 1992, DYNAMIC CAPABILITIES VERNON R, 1966, Q J ECON, V80, P190 VERNON R, 1974, EC ANAL MULTINATIONA, P89 VERNON R, 1979, OXFORD B ECON STAT, V41, P255 WELLS LT, 1972, PRODUCT LIFE CYCLE I, P3 WESTPHAL L, 1985, INT TECHNOLOGY TRANS NR 47 TC 13 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD JUN PY 1997 VL 9 IS 2 BP 149 EP 161 PG 13 SC Management; Multidisciplinary Sciences GA XJ705 UT ISI:A1997XJ70500003 ER PT J AU Brockhoff, KK Koch, G Pearson, AW TI Business process re-engineering: Experiences in R&D SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This study presents information drawn from leading transnational organizations headquartered in the US that are, to different degrees, involved in restructuring their R&D. Interviews were conducted with three companies in the chemical/pharmaceutical industry and three in electronics/information technology. All companies interviewed agreed on the need to organize their R&D more effective in order to meet consumer demands and respond to competitive pressure. There are significant differences in the extent to which each company is involved in organizational change as well as their approach to such changes. The interview findings indicate that global re-engineering and business transformation programmes are being carried out. We identify the application of such approaches, even though they may be initiated under other names. C1 BERTELSMANN VERLAG,MUNICH,GERMANY. MANCHESTER BUSINESS SCH,MANCHESTER M15 6PB,LANCS,ENGLAND. RP Brockhoff, KK, CHRISTIAN ALBRECHTS UNIV KIEL,INST RES INNOVAT MANAGEMENT,OLSHAUSENSTR 40,D-24098 KIEL,GERMANY. CR ALLEN TJ, 1984, MANAGING FLOW TECHNO ANG FR, 1996, RES TECHNOLOGY MANAG, V39, P26 BASCHEIN BJ, 1994, INFORMATION SYSTEMS, V11, P7 COOMBS R, 1996, LR D MANAGEMENT, V26, P345 COOPER RJ, 1993, WINNING NEW PRODUCTS COY P, 1993, BUSINESS WEEK 0628, P56 DAVIDSON WH, 1993, IBM SYST J, V32, P65 GAYNOR G, 1996, HDB TECHNOLOGY MANAG GEISLER E, 1996, BUS HORIZONS, V39, P71 GEMUNDEN HG, 1995, RES POLICY, V24, P831 GLOSTER P, 1996, ASIAN BUSINESS, V32, P28 HAMMER M, 1990, HARVARD BUS REV, V68, P107 HAMMER M, 1990, HARVARD BUS REV, V68, P108 HAMMER M, 1993, REENGINEERING CORPOR HOUNSELL DA, 1989, SCI CORPORATE STRATE LANGRISH J, 1972, WEALTH KNOWLEDGE MADAUSS BJ, 1991, HDB PROJEKT MANAGEME PEYERROCHE HC, 1996, ROCHE GESCH EINES UN PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 PRICE RC, 1995, QUAL PROG, V28, P109 ROTHWELL R, 1977, R&D MANAGE, V7, P191 ROTHWELL R, 1996, RES TECHNOLOGY MANAG, V39, P33 RUMMLER GA, 1990, IMPROVING PERFORMANC, P31 SAAD KN, 1991, 3 GENERATION R D TALWAR R, 1993, LONG RANGE PLANN, V26, P23 WAGSTYL S, 1996, FINANCIAL TIMES 1022 WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD NR 27 TC 2 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD JUN PY 1997 VL 9 IS 2 BP 163 EP 178 PG 16 SC Management; Multidisciplinary Sciences GA XJ705 UT ISI:A1997XJ70500004 ER PT J AU Crabtree, E Bower, DJ Keogh, W TI Conflict or collaboration: The changing nature of inter-firm relationships in the UK oil and gas industry SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Changes in contracting customs in the UK offshore oil and gas industry have led to changed relationships between companies, including the small, technology-based, oil-related companies which have been a source of much innovation. Issues raised by the research reported here include the impact of these changes on the industrial network and supply relationships of the industry. Continuing innovation is regarded by all industry members as being of great importance for reducing costs and uncertainties in the North Sea industry. The changes within the industry have broken many of the linkages between firms which mediated this innovation in the past. This paper presents the initial findings of a project to analyze the new relationships which are developing and their impact on innovation. Early conclusions include in accordance with predictions from theory, that personal relationships assume relatively great importance when industry norms are poorly established and that multiple relationships between firms under these circumstances are characterized by little trust, incomplete integration of network knowledge and conflicts of interest. C1 UNIV ABERDEEN,CTR MANAGEMENT STUDIES,OLD ABERDEEN AB24 3QY,SCOTLAND. CR *DTI, 1993, REP WORK GROUP UKCS *DTI, 1995, EN REP, V2 *UKOOA, 1993, COST RED IN NEW ER BARBER B, 1983, LOGIC LIMITS TRUST BEECHAM M, 1995, OFFSHORE ENG JUL, P26 BERGER H, 1991, 10 EGOS C VIENN JUL BOWER DJ, 1993, J IND STUDIES, V1, P50 BOWER DJ, 1995, TECHNOL ANAL STRATEG, V7, P407 BOWER DJ, 1997, NEW TECHNOLOGY BASED, V3 FAN IS, 1995, DESIGN MANUFACTURE R GEMUNDEN HG, 1995, RES POLICY, V24, P831 GRANT R, 1995, KNOWLEDGE BASED THEO GREEN R, 1994, COLLABORATIVE RELATI, P297 HOWELLS J, 1995, RES POLICY, V24, P883 JONES DT, 1995, MANUFACTURING STRATE KRAHN D, 1994, WAT PARTN PETR REV T LAMMING R, 1993, PARTNERSHIP LIDDLE D, 1994, DEMAND SUPPLY INNOVA LUHMANN N, 1979, TRUST POWER MACAULAY S, 1963, AM SOCIOL REV, V28, P55 MACNEIL IR, 1987, J INST THEOR ECON, V143, P272 POWELL WW, 1990, RES ORGAN BEHAV, V12, P103 SCHONBERGER RJ, 1982, JAPANESE MANUFACTURI SCHONBERGER RJ, 1990, BUILDING CHAIN CUSTO SLCAK N, 1991, MANUFACTURING ADVANT SLCAK N, 1995, OPERATIONS MANAGEMEN WATSON D, 1995, N SEA PROVINCE EXCEL, P78 ZUCKER LG, 1990, RES ORGAN BEHAV, V12, P295 NR 28 TC 2 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD JUN PY 1997 VL 9 IS 2 BP 179 EP 191 PG 13 SC Management; Multidisciplinary Sciences GA XJ705 UT ISI:A1997XJ70500005 ER PT J AU Pownall, I TI Collaborative development of hot fusion technology policies: Strategic issues SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB National and international hot fusion policies have reached a policy nexus. Scientific and intellectual satisfaction is no longer sufficient to provide the motive force or the financial will needed to create viable commercial fusion. Yet market pull is still too weak to attract investors and commercial interests. Active and long-term public policy participation is the only solution. With much argument over the economic justification and strategic importance of on-going fusion research, this paper contributes to that debate with a discussion of fusion's progress, politico-economic importance and future development, with particular reference to current national and international activities. Technological problems of large-scale collaboration, actor roles and the rising strategic interests in these areas are highlighted with a conclusion that such projects need to engage the public at a wider and broader level to help provide justification for their continued funding as well as heeding the lessons of previous large-scale international projects and avoiding national unilateralism. RP Pownall, I, UNIV GLAMORGAN,SCH BUSINESS,LLANTWIT RD,PONTYPRIDD CF37 1DL,M GLAM,WALES. CR 1988, ECONOMIST 0409, P89 1992, ECONOMIST 0208, P105 1994, ECONOMIST 0730, P87 1994, NEW SCI 0521, P24 *COMM COUNC JET PR, 1976, COM768 *US OFF FUS EN, 1995, STRAT RESTR US FUS E *US OFF FUS EN, 1996, RESTR FUS EN PROGR ALEJALDRE C, 1996, PHYS WORLD, V9, P25 BOCKRIS J, 1991, NEW SCI 0119, P50 CAMPBELL P, 1993, PHYS WORLD, V6, P5 CHARLES D, 1992, NEW SCI, V1850, P7 CLARK JG, 1991, POLITICAL EC WORLD E CLOSE F, 1991, NEW SCI 0119, P46 COLOMBO U, 1991, NEW SCI, V1777, P12 CROFT S, 1994, PHYS WORLD, V7, P16 DORE R, 1989, WORLD DEV, V17, P1665 FURTH HP, 1995, SCI AM SEP, P140 HAYWARD K, 1993, SCI PUBL POLICY, V20, P333 HECHT J, 1994, NEW SCI 0521, P23 HECHT J, 1994, PHYS WORLD, V7, P9 HECHT J, 1994, PHYSICS WORLD, V7 HERMAN R, 1991, FUSION SEARCH ENDLES HOLDREN JP, 1981, EUROPEAN TRANSITION, P87 HOLLAND M, 1993, EUROPEAN COMMUNITY I KEEN BE, 1994, P I MECH ENG, V207, P269 LAW PK, 1992, ARTS MEM LECT 14 IAE MEADOR R, 1978, FUTURE ENERGY ALTERN MYERS FS, 1992, PHYS WORLD, V5, P5 MYERS FS, 1993, PHYSICS WORLD, V5, P20 NAU H, 1974, NATL POLITICS INT TE ONEILL B, 1993, NEW SCI 0206, P24 PRADERIE F, 1993, PHYS WORLD, V6, P13 RODGERS P, 1993, PHYS WORLD, V6, P6 RODGERS P, 1994, PHYS WORLD, V7, P13 SANDERSON PD, 1994, GEC REV, V9, P98 SHAW EN, 1983, EUROPES NUCL POWER E SICHERMAN H, 1975, TECHNOLOGY INT POLIT SLAKEY F, 1993, PHYSICS WORLD, V6, P5 SWAN G, 1991, SCI PUBL POLICY, V18, P38 SWEET C, 1991, NEW SCI, V1776, P14 THOMAS S, 1988, REALITIES NUCL POWER WEBB J, 1992, NEW SCI, V1837, P11 WILLIAMS R, 1973, EUROPEAN TECHNOLOGY WILLSON D, 1981, EUROPEAN EXPT NR 44 TC 0 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD JUN PY 1997 VL 9 IS 2 BP 193 EP 212 PG 20 SC Management; Multidisciplinary Sciences GA XJ705 UT ISI:A1997XJ70500006 ER PT J AU Adeboye, T TI Models of innovation and sub-Saharan Africa's development tragedy SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID TECHNOLOGY AB There is growing consensus that technological innovation, however defined, is critical for rapid economic development. However, opinions are divided regarding the kind of innovation that drives economic development and hotel to bring it about. This paper examines three dominant models of innovation that can be characterized as the US, the European (or early industrial revolution) and the development-driven models respectively. The first seems to be fuelled by highly qualified scientists, engineers and technologists and is sustained by large R&D spending, a derivative of the mission-oriented aerospace armaments efforts of the US government. The second emanates from the munificent environment of a shared technical culture which produces a large number of practically trained entrepreneurs and workforces from an educational system that is biased towards hands-on technical apprenticeship, vocational and technological braining. This second model emphasizes broad tacit skills, versatility and agility in learning new, skills, information sharing and intense interaction among the entrepreneur, the workforce, the customers and other producers. While in the first model innovation develops in a deterministic trend towards Fordist/Taylorist mass production, the second is characterized as 'mass customization' where customer preferences are factored into production rather than controlled or ignored even when large quantities of output are involved. The third model is a diffusion model which is based largely on the transfer, adoption, adaptation and diffusion of existing knowledge. While the first model is always at the leading edge of technology, the third is based on the ability to learn, use and adapt new knowledge without necessarily contributing to it. R&D in the third model is carried out mainly to facilitate learning and improve the bargaining position of the adopter. Each model has far-reaching implications for sub-Saharan Africa. Some of the implications are suggested In this paper. RP Adeboye, T, IDRC REG OFF EASTERN AFRICA,AFRICAN TECHNOL POLICY STUDIES NETWORK,LIAISON HOUSE,NAIROBI,KENYA. CR *IMF, 1995, WORLD EC OUTLOOK MAY *UNDP, 1996, HUM DEV REP, P136 ADEBOYE T, 1996, ANN NEW YORK ACA AUG, P20 ADEBOYE T, 1996, U OSL OCT ADUBIFA A, 182E IDRC BAFFOURAWUAH D, 1994, STUDY PROVISION IMPR BIGGS T, 1996, 288 WORLD BANK CHIANG JT, 1995, TECHNOL FORECAST SOC, V49, P35 DAWSON J, 1993, STRUCTURAL ADJUSTMEN GROODELL G, 1995, INT COUNCIL PARTNERS LALL S, 1994, TECHNOLOGY ENTERPRIS LALL S, 1995, U LIMB MAASTR NOV MAILLAT D, 1995, ENTREP REGION DEV, V7, P157 NADVI K, 1994, TECHNOLOGICAL DYNAMI, P191 OYEYINKA O, 1996, TECHNOLOGY FIRM SIZE PARKER R, 1996, SMALL ENTERPRISES AD RADOSEVICH R, 1995, INT J TECHNOL MANAGE, V10, P879 REINERT ES, 1996, C RIS FALL PUBL ENT SCHMITZ H, 1994, WORLD DEV, V22, P889 STEIN H, 1992, WORLD DEV, V20, P1833 SWEENEY G, 1996, INT J TECHNOL MANAGE, V11, P5 TANBURN J, 1995, DEV PROMOTION APPROP TANG HK, 1995, INT J TECHNOL MANAGE, V10, P797 VANDIJK MP, 1994, TECHNOLOGICAL DYNAMI, P91 WADE R, 1995, NEW LEFT REV, V217, P3 WANGWE SM, 1989, MANAGEMENT CONTRACTS NR 26 TC 1 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD JUN PY 1997 VL 9 IS 2 BP 213 EP 235 PG 23 SC Management; Multidisciplinary Sciences GA XJ705 UT ISI:A1997XJ70500007 ER PT J AU Hislop, D TI Capabilities, strategy and environment: The adaptation of the UK military aircraft industry to the post-Cold War environment SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This paper examines how companies in the UK's military aircraft industry have responded to the post-Cold War environment of reduced defence budgets. Given the substantial decline in levels of global defence spending since 1989, it is perhaps surprising that few companies have attempted to diversify out of defence markets. This paper considers the extent to which the defence market environment has influenced the organizational capabilities possessed by companies potentially limiting their relevance to other markets, thus constraining the diversification opportunities available. The explanation suggested here is largely neo-Schumpeterain, where a company's interaction with, and interpretation of, its market environment results in it possessing rather specific and non-general capabilities. However, the nature of organizational capabilities was not found to be an adequate explanation on its own for the company strategy observed. Rather, strategy was as much influenced by the corporate focus on short-term economic considerations and the policy of central government towards both defence procurement changes and the lack of support given to diversification. RP Hislop, D, UNIV WARWICK,WARWICK BUSINESS SCH,RES BUR,COVENTRY CV4 7AL,W MIDLANDS,ENGLAND. CR 1993, ANN REV GOVT FUNDED, P27 1995, ASPECTS DEFENCE PROC *BRIT AER, 1993, MIL AIRCR DIM 1993 B *MIN DEF, 1994, GOV EXP PLANS 1994 1 ADAMS J, 1998, TRADING DEATH MODERN, P120 BALL N, 1983, STRUCTURE DEFENCE IN BEAVER P, 1996, JANES DEFENCE WEEKLY, V25, P14 BERKOVITZ B, 1994, TECHNOLOGY REV JUL, P53 DAWSON S, 1992, ANALORG, P123 DOSI G, 1988, TECHNICAL CHANGE EC DUNNE P, 1992, 1979 92 EC LEGACY, P101 DUNNE P, 1992, DISARMING UK EC DEFE EDGERTON D, 1991, ENGLAND AEROPLANE ES FINCH J, 1994, LOCAL EC, V7, P334 GANSLER J, 1984, DEFENCE IND GARDNER C, 1981, BRIT AIRCRAFT CORPOR GUMMETT P, 1990, SOC STUD SCI, V20, P541 HANKINSON A, 1993, CERTIFIED ACCOUN FEB, P14 HARBOR B, 1991, DEFENCE ANAL, V7, P81 HAYWARD K, 1989, BRIT AIRCRAFT IND KALDOR M, 1982, BAROQUE ARSENAL KALDOR M, 1986, LLOYDS BANK REV, V4, P31 LAUDAN R, 1984, NATURE TECHNOLOGICAL LOVERING J, 1992, 1979 92 EC LEGACY, P112 MACKENZIE D, 1985, SOCIAL SHAPING TECHN MACKENZIE D, 1990, INVENTING ACCURACY H ODEN M, 1993, CHANGING FUTURE CONV PRAHALAD CK, 1990, HARVARD BUSINESS MAY, P79 QUIGLEY PM, 1991, LOCAL EC, V6, P211 SCHOFIELD S, 1992, CONVERSION BRIT DEFE VERNEZ G, 1996, CALIFORNIAS SHRINKIN WOODS D, 1975, PROJECT CANCELLED NR 32 TC 3 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 1997 VL 9 IS 1 BP 3 EP 18 PG 16 SC Management; Multidisciplinary Sciences GA WV820 UT ISI:A1997WV82000001 ER PT J AU Grupp, H TI The links between competitiveness, firms' innovative activities and public R&D support in Germany: An empirical analysis SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID TECHNOLOGY AB Industrial competitiveness is becoming an increasingly important issue. In years of recession, some companies perform worse on domestic markets or lose export shares. Most investigations of the competitiveness of nations are based on macro-economic data. But a country is not much like a business. This paper tries to provide a new answer based on science and technology indicators and econometric analysis. Competitiveness is studied on the micro-economic level for a sample of 161 domestic or foreign-owned companies located in western Germany. Their competitiveness is measured by two indicators: the trading result (i.e. either the net profit or loss) and the export share of (local) production. Statistics on investment and patents do not sufficiently explain competitiveness, but the scientific potential of the firms significantly explains the profit-turnover ratio. Thus, it seems to be the science base of technological activities that determines competitiveness. Public subventions facilitate scientific and technological activities in industry. It is particularly interesting to note that government support is oriented towards the science base of the client companies. RP Grupp, H, FRAUNHOFER INST SYST & INNOVAT RES,BRESLAUER STR 48,D-76139 KARLSRUHE,GERMANY. CR ARCHIBUGI D, 1994, EIMS PUBLICATION, V11 ARROW KJ, 1962, RATE DIRECTION INVEN BRANCH B, 1974, J POLITICAL EC, V82, P999 DASGUPTA PS, 1987, K ARROW ASCENT EC TH DOSI G, 1988, J ECON LIT, V26, P1120 DOSI G, 1988, TECHNICAL CHANGE EC DOSI G, 1990, EC TECHNICAL CHANGE EWERS HJ, 1987, JB NEUE POLITISCHE O, V6, P108 FREEMAN C, 1982, EC IND INNOVATION FREEMAN C, 1984, FUTURES, V16, P494 GRILICHES Z, 1991, 3768 NAT BUR EC RES, P13 GRUPP H, 1991, TECHNOLOGY PRODUCTIV GRUPP H, 1992, DYNAMICS SCI BASED I GRUPP H, 1992, WISSENSCHAFTSBINDUNG GRUPP H, 1994, EC TECHNOLOGY, P223 GRUPP H, 1995, CAMBRIDGE J ECON, V19, P209 GRUPP H, 1996, J EVOL ECON, V6, P175 GRUPP H, 1997, IN PRESS EMBODIED DI HANUSCH H, 1992, ENTREPRENEURSHIP TEC, P237 HARABI N, 1993, WORKING PAPER SERI D, V28, P26 KRUGMAN PA, 1991, SCIENCE, V254, P811 LEVIN RC, 1988, RAND J ECON, V19, P538 LITTKEMANN J, 1995, BETRIEBSWIRTSCHAFT, V55, P77 LORENZ D, 1967, YDNAMISCHE THEORIE I MAJUMDAR SK, 1995, TECHNOLOGICAL FORECA, V50, P153 MEYERKRAHMER F, 1993, INNOVATIONSOKONOMIE MOHNEN P, 1996, OECD EXP WORKSH TECH NELSON RR, 1993, NATL INNOVATION SYST PAVITT K, 1984, RES POLICY, V13, P343 POSNER MV, 1961, OXFORD ECON PAP, V13, P323 ROSENBERG N, 1991, SCI PUBL POLICY, V18, P335 SCHERER FM, 1983, INT J IND ORGAN, V1, P107 SCHERER FM, 1992, J ECON LIT, V30, P1416 SCHMOCH U, 1990, WETTBEWERBSVORSPRUNG SCHUMPETER JA, 1964, THEORIE WIRTSCHAFTLI SCHWITALLA B, 1993, MESSUNG ERKLARUNG IN WITT K, 1992, EVOLUTIONARY EC, R13 NR 37 TC 2 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 1997 VL 9 IS 1 BP 19 EP 33 PG 15 SC Management; Multidisciplinary Sciences GA WV820 UT ISI:A1997WV82000002 ER PT J AU Senker, J Sharp, M TI Organizational learning in cooperative alliances: Some case studies in biotechnology SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Dedicated biotechnology firms (DBFs) have played an important role in commercializing biotechnology. They emerged first in the US and, after a 5-year time lag, they also appeared in Europe. Faced with long and costly product lead times, DBFs raised money by entering into research contracts, mainly with large chemical and pharmaceutical companies. These cooperative research alliances have not vanished as biotechnology has matured and are more in evidence today than they were in the early days of the commercialization of biotechnology. This paper investigates how and why large and small companies enter research collaborations, what they learn from working together, and the effects on European competitiveness. RP Senker, J, UNIV SUSSEX,SCI POLICY RES UNIT,MANTELL BLDG,BRIGHTON BN1 9RF,E SUSSEX,ENGLAND. CR *ERNST YOUNG, 1994, REF RESTR REN *ERNST YOUNG, 1996, EUR BIOT 96 VOL VAL *OECD, 1992, TECHN EC KEY REL, P79 CHESNAIS F, 1988, STI REV, V4, P84 CIBORRA C, 1991, STRATEGIC PARTNERSHI COASE R, 1937, ECONOMICA, V4 DIBNER MD, 1991, BIO-TECHNOL, V9, P1334 GIBBONS M, 1994, NEW PRODUCTION KNOWL IRVINE J, 1990, INVESTING FUTURE INT KENNEY M, 1986, BIOTECHNOLOGY U IND PORTER ME, 1986, COMPETITION GLOBAL I, P328 POWELL WW, 1990, RES ORGAN BEHAV, V12, P13 SENKER J, 1988, BIOTECHNOLOGY DIRECT SENKER J, 1996, 33 STEEP U SUSS SCI SENKER J, 1996, TECHNOVATION, V16, P219 SHARP M, 1993, 5 STEEP U SPRU U SUS SHARP M, 1993, 6 STEEP SPRU TEECE DJ, 1986, RES POLICY, V15, P285 WILLIAMSON OE, 1975, MARKETS HIERARCHIES NR 19 TC 17 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 1997 VL 9 IS 1 BP 35 EP 51 PG 17 SC Management; Multidisciplinary Sciences GA WV820 UT ISI:A1997WV82000003 ER PT J AU Maffin, D Thwaites, A Alderman, N Braiden, P Hills, B TI Managing the product development process: Combining best practice with company and project contexts SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This paper is concerned with best practice in product development. There is now a considerable literature on the subject, but this tends to be general in scope and prescriptive in nature. The paper questions the applicability to all companies of the generalized assumptions which surround the nature of the competitive environment and best practice as prescribed in the literature. Based on a study involving 58 medium and large UK engineering companies, it is shown that, as a result of the complex and diverse nature of companies and the variety of forms of development projects, best practice for any one company is dependent on its own unique attributes. Through this approach, a number of shortcomings of existing best practice are highlighted. This enables those aspects of best practice having general applicability, and the company specific implementation of these, to be identified. C1 UNIV NEWCASTLE UPON TYNE,DEPT MECH MAT & MFG ENGN,EPSRC,ENGN DESIGN CTR,NEWCASTLE TYNE NE1 7RU,TYNE & WEAR,ENGLAND. RP Maffin, D, UNIV NEWCASTLE UPON TYNE,CTR URBAN & REG DEV STUDIES,NEWCASTLE TYNE NE1 7RU,TYNE & WEAR,ENGLAND. CR *BSI, 1991, GUID PREP SPEC *DTI, 1993, INN BEST PRACT *FELL ENG, 1991, MAN TGECHN UK MAN CO *OST, 1995, PROGR PARTN *PA CONS GROUP, 1989, MAN LAT 1990S ALDERMAN N, 1994, DIFFUSION NEW TECHNO ALDERMAN N, 1996, ENG DESIGN PRODUCT D ANDREASEN MM, 1987, INTEGRATED PRODUCT D BECKER RH, 1980, RES MANAGE, V22, P34 BIRMINGHAM R, 1996, UNDERSTANDING ENG DE BOWER JL, 1988, HARVARD BUS REV, V66, P110 CARTER DE, 1992, CONCURRENT ENG PRODU COBBENHAGEN J, 1990, NEW EXPLORATIONS EC, P55 COOMBS R, 1993, TECHNOL ANAL STRATEG, V5, P385 COOPER RG, 1984, EUR J MARKETING, V18, P5 CORNFIELD KG, 1979, PRODUCT DESIGN CROSS N, 1994, ENG DESIGN METHODS S DOSI G, 1982, RES POLICY, V11, P147 GOLDENSE BL, 1993, MANUFACTURING BREAKT, V1, P7 HALES C, 1993, MANAGING ENG DESIGN HARLAND CM, 1995, NETWORKS GLOBALIZATI HARTLEY J, 1991, SIMULTANEOUS ENG MAN HILL T, 1985, MAN STRATEGY STRATEG HOLLINS W, 1990, SUCCESSFUL PRODUCT D JOHNE A, 1990, SUCCESSFUL PRODUCT D JOHNE A, 1991, 121 CIT U BUS SCH KUMPE T, 1988, HARVARD BUS REV, V66, P75 LEECH DT, 1990, PROJECT MANAGEMENT P MAFFIN D, 1996, THESIS U NEWCASTLE N MCGFATH ME, 1992, PRODUCT DEV SUCCESS NELSON RR, 1982, EVOLUTIONARY THEORY PAHL G, 1988, ENG DESIGNING PIORE MJ, 1984, 2 IND DIVIDE POSSIBI PUGH S, 1990, TOTAL DESIGN INTEGRA ROSS DT, 1977, IEEE T SOFTWARE ENG, V3, P16 SMITH DG, 1992, J ENG DESIGN, V3, P275 SMITH PG, 1991, DEV PRODUCTS HALF TI SPENDOLINI MJ, 1992, BENCHMARKING BOOK STALK G, 1988, HARVARD BUS REV, V66, P41 TAKEUCHI H, 1986, HARVARD BUS REV, V64, P137 THWAITES AT, 1978, REG STUD, V12, P445 TREACY M, 1993, HARVARD BUS REV, V71, P84 TURNER B, 1982, DESIGN STUDIES, V3, P115 TWISS B, 1986, MANAGING TECHNOLOGIC ULLMAN DG, 1992, MECH DESIGN PROCESS VONHIPPEL E, 1988, SOURCES INNOVATIONT WALSH V, 1992, WINNING DESIGN TECHN WESTNEY RE, 1992, COMPUTERIZED MANAGEM WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD WHITNEY DE, 1988, HARVARD BUS REV, V66, P83 ZAIRI M, 1992, TQM BASED PERFORMANC ZAIRI M, 1995, WORLD CLASS DESIGN M, V2, P33 NR 52 TC 4 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 1997 VL 9 IS 1 BP 53 EP 74 PG 22 SC Management; Multidisciplinary Sciences GA WV820 UT ISI:A1997WV82000004 ER PT J AU Nasierowski, W TI Rethinking corporate restructuring: A comparison of the four central approaches SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID QUALITY AB Are strategic management, total quality management, business process re-engineering and computer-integrated manufacturing simply different approaches to corporate restructuring or essentially similar ones in the underlying questions they pose? Where do these similarities and/or differences exist? RP Nasierowski, W, UNIV NEW BRUNSWICK,FAC ADM,FREDERICTON,NB E3B 5A3,CANADA. CR 1995, HARVARD BUS REV, V73, P80 *GAO, 1991, MAN PRACT US CO IMPR, P9 ANDREWS KR, 1987, CONCEPT CORPORATE ST ANSOFF HI, 1984, IMPLANTING STRATEGIC BEATTY CA, 1988, SLOAN MANAGEMENT SUM, P25 DALE BG, 1992, INT J PROD ECON, V27, P57 DIXON JR, 1994, CALIFORNIA MANAG SUM, P93 DOYLE K, 1992, INCENTIVE, V116, P12 EDWARDS C, 1994, EUROPEAN MANAGEMENT, V12, P407 ETTORE B, 1995, MANAGE REV, V84, P13 FUREY TR, 1993, PLANNING REV MAR, P20 GARVIN DA, 1984, SLOAN MANAGE REV, V26, P25 GLUECK WF, 1980, BUSINESS POLICY STRA GOLDHAR JD, 1983, HARVARD BUSINESS NOV, P141 HALL G, 1974, TECHNOLOGY FACTOR IN HAMMER M, 1993, REENGINEERING CORPOR, P32 JOHNSON G, 1989, EXPLORING STRATEGIC, P30 KEDIA BL, 1988, ACAD MANAGE REV, V13, P559 KELLER RT, 1990, ACAD MANAGEMENT EXEC, V4, P33 LORANGE P, 1987, SLOAN MANAGEMENT SPR, P41 MARKKU T, 1995, MANAGE DECIS, V33, P25 MILLER D, 1980, ACAD MANAGE J, V23, P591 MINTZBERG H, 1978, MANAGE SCI, V24, P934 MINTZBERG H, 1987, DESIGN SCH RECONSIDE NASIEROWSKI W, 1992, SO BUSINESS REV, V18, P47 NASIEROWSKI W, 1995, BUSINESS CONT WORLD, V7, P167 NASIEROWSKI W, 1997, IN PRESS INT J MANAG QUINN JB, 1980, STRATEGIES CHANGE REVENAUGH DL, 1994, MANAGE DECIS, V32, P16 ROBSON M, 1989, J QUALITY PARTICIPAT, V12, P70 RONEN S, 1986, COMP MULTINATIONAL M, P133 SCHEER AW, 1988, CIM COMPUTER STEERED TENNER AR, 1992, TOTAL QUALITY MANAGE WEITZMAN ML, 1985, SHARE EC YOUNG SM, 1992, ACAD MANAGE REV, V17, P677 NR 35 TC 1 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 1997 VL 9 IS 1 BP 75 EP 84 PG 10 SC Management; Multidisciplinary Sciences GA WV820 UT ISI:A1997WV82000005 ER PT J AU Faber, ECC Stroeken, JHM DeVries, PJ TI The missing link: An evaluation of the utilization of the monitor studies in the Netherlands SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This article presents the results of an investigation that has been conducted at the Eindhoven University of Technology. Investigated is whether Monitor studies (second framework programme of the European Commission) are utilized in the Netherlands. For this purpose, potential users have been interviewed and Monitor studies have been analyzed. The results of this investigation point out that Monitor studies are poorly used in the Netherlands. The reasons for this relate to the tuning (both content and form) of the Monitor studies with respect to the needs of the potential users and the dissemination of the research results. To improve the utilization of European policy research, more attention should be paid to the needs of potential users and to the dissemination and exploitation of the research results in the Netherlands. RP Faber, ECC, EINDHOVEN UNIV TECHNOL,FAC TECHNOL MANAGEMENT,TEMAGEBOUW 1-21,POB 513,NL-5600 MB EINDHOVEN,NETHERLANDS. CR CAPLAN N, 1975, USE SOCIAL SCI KNOWL CAPLAN N, 1979, AM BEHAV SCI, P22 DICKEY JW, 1973, TECHNOLOGY ASSESSMEN FABER ECC, 1995, UTILIZATION EUROPEAN KNOTT J, 1981, KNOWLEDGE CYCLE, P104 STROEKEN JHM, 1993, STS CURRICULUM ANAL, P349 VANDIJK A, 1993, WETENSCHAPS TECHNOLO VANHOESEL PHM, 1985, PROGR BELEIDSONDERZO, P29 WEISS CH, SOCIAL SCI RES DECIS NR 9 TC 1 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 1997 VL 9 IS 1 BP 85 EP 96 PG 12 SC Management; Multidisciplinary Sciences GA WV820 UT ISI:A1997WV82000006 ER PT J AU MacKenzie, D Tierney, M TI Safety-critical and security-critical computing in Britain: An exploration SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This paper explores the development and assessment, in the UK, of computer systems which are critical to human safety (focusing primarily on railways, civil aviation, offshore oil and defence), and also of those critical to national security and to security in the finance sector. Three broad groups of development and assessment practices are identified, ranging from ad hoc and unsystematic practices, through 'good software engineering' to the use offormal, mathematical methods. We discuss whether the resultant systems are safe and secure, and highlight two key problems: how to demonstrate safety and security, in advance of use; and how to ensure safe human-computer interaction. C1 UNIV EDINBURGH,RES CTR SOCIAL SCI,EDINBURGH EH1 1LZ,MIDLOTHIAN,SCOTLAND. RP MacKenzie, D, UNIV EDINBURGH,DEPT SOCIOL,18 BUCCLEUCH PL,EDINBURGH EH8 9LN,MIDLOTHIAN,SCOTLAND. CR 1993, GUARDIAN 0224, P5 1995, GUARDIAN 0601, P5 1995, GUARDIAN 0906, P9 *BRIT RAILW BOARD, 1989, SPEC 1666 GEN SPEC S *CAB OFF ADV COUNC, 1986, SOFTW VIT KEY UK COM, P78 *CERT BOD SECR UK, 1995, UK IT SEC EV CERT SC *COMM EL SEC GROUP, 1989, CESG COMP SEC MEM, V3, P1 *DEP DEF, 1983, TRUST COMP SYST EV C *HLTH SAF EX, 1987, PROGR EL SYST SAF RE *MICR CORP, 1996, COMPUTING 0215, P5 *MIN DEF, 1991, INT DEF STAND 00 55 *NAT RES COUNC, 1991, COMP RISK SAF COMP I *OFF OFF PUBL EUR, 1991, INF TECHN SEC EV CRI *RAILW IND ASS, 1991, BRB LU LTD RIA TECHN *RTCA, 1992, DO 178B SOFTW CONS A *S W THAM REG HLTH, 1993, REP INQ LOND AMB SER *UK IT SEC EV CERT, 1995, UK IT SEC EV CERT SC, P45 *UK OFFSH OP ASS, 1995, GUID INSTR BAS PROT *W MIDL REG HLTH A, 1992, REP IND INQ COND IS BELL DE, 1973, SECURE COMPUTER SYST BELL DE, 1988, P IEEE S SEC PRIV, P8 BRYANT RE, 1986, IEEE T COMPUT, V35, P677 CARRE BA, 1980, MICROPROCESS MICROSY, V4, P395 CLARK DD, 1987, IEEE S SEC PRIV OAKL CLELAND G, 1995, SCI PUBL POLICY, V22, P369 COHN A, 1989, J AUTOM REASONING, V5, P127 CRIBBENS AH, 1987, IEE P, V134, P148 CROXFORD M, 1995, ADA EUROPE CULLEN WD, 1990, PUBLIC INQUIRY PIPER DENNIS RW, 1990, AIAA IEEE C DIG AV S DUNCAN G, 1995, SCOTSMAN 0826, P3 EDWARDS R, ACCIDENTS COMPUTER C FRIEDMAN AL, 1989, COMPUTER SYSTEMS DEV HALL A, 1990, IEEE SOFTWARE SEP, P17 HINE J, COMMUNICATION HUNNS DM, 1991, NUCL ENG INT, V36, P38 JACKSON MA, 1975, PRINCIPLES PROGRAM D JONES CB, 1990, SYSTEMATIC SOFTWARE KEEGAN V, 1995, GUARDIAN 0530, P15 KNIGHT JC, 1986, IEEE T SOFTWARE ENG, V12, P96 LEVESON NG, 1995, SAFEWARE SYSTEM SAFE LITTLEWOOD B, 1993, COMMUNICATIONS ASS C, V36, P78 MACKENZIE D, IN PRESS MATH TECHNO MACKENZIE D, 1990, INVENTING ACCURACY H MACKENZIE D, 1993, DEFENCE SCI TECHNOLO, P105 MACKENZIE D, 1994, SCI PUBL POLICY, V21, P233 MCKENNA JT, 1996, AVIATION WEEK SP FEB, P28 MCLEAN J, 1985, INFORM PROCESS LETT, V20, P67 MILHILL C, 1993, GUARDIAN 0930, P3 MILLER SP, 1995, WORKSH IND STRENGTH MYERS GJ, 1979, ART SOFTWARE TESTING PERROW C, 1984, NORMAL ACCIDENTS LIV PFLEEGER CP, 1989, SECURITY COMPUTING RUSHBY J, 1993, SRICSL9307 SCHAEFER M, 1989, P 1989 IEEE S SEC PR, P20 SHORT RC, 1983, SAFETY COMPUTER SYST, P188 SIZEWELL B, 1992, DISPATCHES SPIVEY JM, 1989, Z NOTATION REFERENCE SUTTON JM, 1995, ERA C AV HEATHR NOV SUTTON M, 1995, TRI ADA C AN CA NOV THOMAS M, 1993, MICROPROCESS MICROSY, V17, P35 TIERNEY M, 1992, TECHNOL ANAL STRATEG, V4, P257 WARD NJ, 1993, SAF 93 POZN POL 25 2 YOURDON E, 1978, STRUCTURED DESIGN NR 64 TC 0 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD DEC PY 1996 VL 8 IS 4 BP 355 EP 379 PG 25 SC Management; Multidisciplinary Sciences GA WB412 UT ISI:A1996WB41200001 ER PT J AU Ruigrok, W Tate, JJ TI Public testing and research centres in Japan: Control and nurturing of small and medium-sized enterprises in the automobile industry SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID NETWORK AB Many industrialized economies have seen a relative increase of small and medium-sized enterprises (SMEs) compared with large companies since the 1980s. To faster the rise of SMEs, many governments have established Innovation and Diffusion Institutes. This paper examines the role of the Japanese public testing and research (PTR) centres (kosetsu shiken kenkyu kikan), which have been proposed as a model for other countries. The paper traces the backgrounds and general activities of the PTR centres, an subsequently focuses on how PTR centres have assisted SMEs in the vicinity of Japan's five large car makers. It is found that in 1986 the PTR centre near Toyota's main assembly facilities performed the largest number of test inspection of SMEs in Japan, indicating that the Toyota production system relies to an extraordinary degree upon certification by a PTR centre. Technical consultations played a greater role at PTR centres in the vicinity of other Japanese auto producers, indicating that suppliers gained more independence from their client firms. C1 ERASMUS UNIV ROTTERDAM,SCH MANAGEMENT,NL-3000 DR ROTTERDAM,NETHERLANDS. UNIV WARWICK,WARWICK BUSINESS SCH,CTR CORP STRATEGY & CHANGE,COVENTRY CV4 7AL,W MIDLANDS,ENGLAND. RP Ruigrok, W, UNIV CALIF BERKELEY,BERKELEY,CA 94720. CR 1995, SMALL BUSINESS EC, V7 *COM CONSTR FRANC, 1989, REP MOND ACT PROD AS *DODW MARK CONS, 1990, IND GROUP JAP 1990 9 *EUR NETW SME RES, 1994, EUR OBS SMES *INN ASS, 1995, INT MAN TECHN EXT PR *MAN COORD AG, 1987, 1986 EST CENS JAP, V2 *NAT I SCI TECHN P, 1994, 23 NISTEP SCI TECHN *OECD, 1967, OECD REV NAT SCI POL, P22 *SCI TECHN AG, 1994, WHIT PAP SCI TECHN 1, P133 *SMALL MED SIZ ENT, 1995, OUTL SMALL MED ENTR *TOY MOT CORP, 1988, TOY HIST 1 50 YEARS ACS Z, 1991, DETERMINANTS VARIATI ALLINSON GD, 1975, JAPANESE URBANISM IN AOKI M, 1990, FIRM NEXUS TREATIES BEST M, 1990, NEW COMPETITION I IN, P194 CARROLL JM, 1994, COMMUN ACM, V37, P29 CAWSON A, 1990, HOSTILE BROTHERS COM CLINTON B, 1992, TECHNOLOGY POLICY AM COOKE P, 1991, NETWORK PARADIGM NEW, P23 CUSUMANO M, 1985, JAPANESE AUTOMOBILE, P15 FREEMAN C, 1991, RES POLICY, V20, P510 FRIEDMAN D, 1983, AM IND INT COMPETITI, P350 GENTHER P, 1990, HIST JAPANS GOVT BUS, P47 GONDA K, 1994, REGIONALIZATION SCI, P27 GYOMUBU FTS, 1988, ZENKOKU KENKYU KAIHA, P718 HACKWOOD S, 1993, IEEE SPECTRUM SEP, P73 HAKANSON H, 1989, CORPORATE TECHNOLOGI HALL P, 1986, GOVT EC POLITICS STA HARRISON B, 1994, CALIFORNIA MANAGEMEN, P142 HERRIGAL GB, 1990, THESIS MIT IMAI KI, 1989, IND DYNAMICS JOHNSON C, 1982, MITI JAPANESE MIRACL, P200 JONES D, 1988, COMPETITIVE POSITION, P7 JUNNE G, 1990, 11 DTSCH GEW BUND IN KITSCHELT H, 1991, INT ORGAN, V45, P489 MAIR A, 1994, INT J OPER PROD MAN, V14, P6 MEYERKRAHMER F, 1990, SCI TECHNOLOGY FEDER MIDGLEY DF, 1992, RES POLICY, V21, P533 NISHIGUCHI T, 1989, THESIS U OXFORD PASCALE R, 1983, J JPN STUD, V9, P219 PIORE M, 1984, 2 IND DIVIDE POSSIBI POWELL WW, 1990, RES ORGAN BEHAV, V12, P295 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 ROSENFELD S, 1992, COMPETITIVE MANUFACT RUIGROK W, 1995, LOGIC INT RESTRUCTUR, P12 SAKO M, 1992, PRICES QUALITY TRUST SAKO M, 1994, UNPUB KYORYOKUKAI SU SCHUMPETER JA, 1934, THEORY EC DEV SHAPIRA P, 1992, ISSUES SCI TECHN SPR, P66 SHAPIRA P, 1993, IEEE SPECTRUM SEP, P70 SHAPIRO P, 1992, TECHNOLOGY TRANSFER, V17, P51 SHAPIRO P, 1993, C FUT RES TECHN ORG SHEARD P, 1983, AUTO PRODUCTION SYST, P59 SHIMBUNSHA NK, 1983, JIMINTO SEICHOKAI, P233 SMITH HL, 1991, RES POLICY, V20, P467 SMITKA MJ, 1991, COMPETITIVE TIES SUB STOREY D, 1994, UNDERSTANDING SMALL TAKEUCHI A, 1980, IND GEOGRAPHY JAPAN, P161 TAKEUCHI A, 1991, CORPORATE FIRM CHANG TATE JJ, 1995, DRIVING PRODUCTION I THURIK AR, 1994, EC STAT BERICHT 1116, P1032 TOMONARI S, 1994, INSIDE OUTSIDE JAPAN, V3, P4 WHITNEY DE, 1991, STATE ART JAPANESE C WILLIAMSON OE, 1975, MARKETS HIERARCHIES WILLIAMSON OE, 1979, J LAW ECON, V22, P233 WOMACK JP, 1990, MACHINE CHANGED WORL, P237 WOMACK JP, 1994, HARVARD BUSINESS MAR, P93 ZYSMAN J, 1983, GOVT MARKETS GROWTH ZYSMAN J, 1994, IND CORP CHANGE, V3, P243 NR 69 TC 0 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD DEC PY 1996 VL 8 IS 4 BP 381 EP 406 PG 26 SC Management; Multidisciplinary Sciences GA WB412 UT ISI:A1996WB41200002 ER PT J AU Bruce, M Morris, B TI Challenges and trends facing the UK design profession SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Design plays a significant role in innovation and enhances business performance. A trend towards outsourcing design expertise is noticeable yet little is known about the design consultancy profession itself. The UK design consultancy industry has undergone a major change with rapid growth in the mid to late 1980s followed by a marked decline in the early 1990s. This paper reflects on a survey of over 200 design consultancy firms which was carried out to understand the dynamics of the UK design profession during this period. In particular, this paper focuses on two key areas, namely the profession's approaches to business management and client relationships. Two strategic 'archetypes' are put forward that describe more and less effective strategic practice in these two key areas. RP Bruce, M, UNIV MANCHESTER,INST SCI & TECHNOL,MANCHESTER SCH MANAGEMENT,POB 88,MANCHESTER M60 1QD,LANCS,ENGLAND. CR 1984, BUSINESS WEEK 0903 1989, IND SECTOR OVERVIEW 1990, BUSINESS WEEK JUN, P171 1993, DESIGN WEEK 0326 1993, DESIGN WEEK 0812 1993, DESIGN WEEK 1217 1993, MARKETING 1111 1994, DESIGN WEEK 0218 *BUS RAT REP, 1991, UK DES CONS *DES COUNC, 1987, DES WIN SER CAS STUD *HMSO, 1995, WHIT PAP COMP *OECD, 1982, INN SMALL MED FIRMS BRUCE M, TECHNOVATION, V4, P585 BRUCE M, 1994, STRATEGIC MANAGEMENT CALDECOTTE V, 1979, J ROYAL SOC ARTS OCT, P684 DODGSON M, 1992, FUTURES, V24, P459 DOW R, 1994, DESIGN WEEK 0211 DRUM T, 1994, 1 TIN DRUM CREAT CON ELLIS A, 1992, DESIGN WEEK 0327 FRANCIS A, 1987, P BRIT AC MAN C OXF FREEMAN C, 1983, DES CTR LOND 23 MARC HAME CK, 1990, HARVARD BUSINESS MAY, P79 HANCOCK M, 1992, BUY DESIGN JEVNAKER B, 1995, PRODUCT DEV M CHALLE LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 LORENZ C, 1986, DESIGN DIMENSION MAHONEY JT, 1992, STRATEGIC MANAGE J, V13, P363 MCALHONE B, 1987, BRIT DESIGN CONSULTA MILES I, 1995, PICT C SOC EC IMPL I NORDHAUG O, 1992, HUMAN CAPITAL ORG PIERCY NR, 1992, MARKET LED STRATEGIC PILDITCH J, 1989, WINNING WAYS POTTER S, 1991, BENEFITS COSTS INVES RAWSTHORNE A, 1989, FINANCIAL TIMES 0118 SPARKE P, 1986, INTRO DESIGN CULTURE TEECE DJ, EAP38 REAG U CAL WALSH V, 1992, WINNING DESIGN WESTAMOCOTT T, DESIGN MANAGEMENT J, V3 NR 38 TC 0 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD DEC PY 1996 VL 8 IS 4 BP 407 EP 423 PG 17 SC Management; Multidisciplinary Sciences GA WB412 UT ISI:A1996WB41200003 ER PT J AU Jacobs, D DeMan, AP TI Clusters, industrial policy and firm strategy: A menu approach SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Increasingly, governments and firms take clusters of related businesses as a starting point to formulate policies and strategies, which aim at enhancing innovation. Then appear, however, to be quite some different conceptions of what clusters are. In the first part of this paper an attempt is made to clarify the cluster concept by defining the relevant dimensions of clusters. In the second part, each of these dimensions is related to possible industrial policies and firm strategies. Practical illustrations will be given from different European countries and firms. The dimensions and related policies and strategies form a menu of possibilities from which actors can choose those elements that are most relevant for their specific situation. Thus, tailor-made policies and strategies can be devised and implemented. C1 KPMG MANAGEMENT CONSULTING,NL-3605 LT MARSSEN,NETHERLANDS. RP Jacobs, D, TNO,STB,CTR TECHNOL & POLICY STUDIES,POB 541,NL-7300 AM APELDOORN,NETHERLANDS. CR BADENFULLER C, 1994, REFUVENATING MATURE BARTLETT CA, 1989, MANAGING BORDERS COLLIS DJ, 1995, HARVARD BUSINESS JUL, P118 DOSI G, 1993, COUNTRY COMPETITIVEN GRABHER G, 1993, EMBEDDED FIRM GRANDORI A, 1993, 11 EGOS C PASIS 6 8 JACOBS D, 1990, EC KRACHT NEDERLAND JACOBS D, 1995, CLUSTERS CONCURRENTI KRUGMAN PR, 1991, GEOGRAPHY TRADE KUSTERS A, 1992, TECHNOLOGIE MARKSTRU LAFAY G, 1977, STAT ETUDES FINANCIE, P23 LORENZONI G, 1995, CALIF MANAGE REV, V37, P146 LUNDVALL BA, 1988, TECHNICAL CHANGE EC MARSHALL A, 1890, PRINCIPLES EC MILES RE, 1992, CALIF MANAGE REV, V34, P53 MINTZBERG H, 1994, HARVARD BUSINESS JAN, P107 MONTFORT J, 1983, FILIERES PRODUCTION NELSON RR, 1993, NATL INNOVATION SYST NOOTEBOOM B, 1993, EC STAT BERICHT 0317, P240 PORTER ME, 1985, COMPETITIVE ADVANTAG PORTER ME, 1990, COMPETITIVE ADVANTAG PRAAT H, 1995, CLUSTERS CONCURRENTI ROELANDT T, 1986, VERVLECHTINGSCONGLOM, P90 SCHUMPETER JA, 1949, THEORY EC DEV VANDERMEIJDEN R, 1995, EC STAT BERICHTEN, V25, P80 VONHIPPEL E, 1988, SOURCES INNOVATION WOLTERS T, 1993, KETENBEHEER BOUW NAA NR 27 TC 13 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD DEC PY 1996 VL 8 IS 4 BP 425 EP 437 PG 13 SC Management; Multidisciplinary Sciences GA WB412 UT ISI:A1996WB41200004 ER PT J AU Gemser, G Leenders, MAAM Wijnberg, NM TI The dynamics of inter-firm networks in the course of the industry life cycle: The role of appropriability SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID SILICON VALLEY; PHARMACEUTICAL COMPANIES; CREATIVE DESTRUCTION; INNOVATION; COOPERATION; INTEGRATION; US AB This paper examines the dynamics of inter-firm networks and introduces a conceptual framework for explaining why inter-firm networks change over time. The framework is based on the idea that patterns of inter-firm linkages are linked to the life cycle development of an industry. Special emphasis is placed on the role of appropriability, i.e. a firm's ability to capture the profits generated by its innovations. the (trans)formation of inter-firm networks in three industries is examined and used to illustrate the relevance of the framework. One important inference from our study is that public policy makers and managers should take into account the phase of industry development before implementing policies to create and/or change inter-firm networks. RP Gemser, G, ERASMUS UNIV ROTTERDAM,SCH MANAGEMENT,POB 1738,NL-3000 DR ROTTERDAM,NETHERLANDS. CR 1994, ECONOMIST 0723, P57 1995, ECONOMIST 0930, P92 1996, FINANCIAL TIMES 0323 ABERNATHY WJ, 1978, PRODUCTIVITY DILEMMA ABERNATHY WJ, 1978, TECHNOL REV, V80, P40 ABERNATHY WJ, 1985, RES POLICY, V14, P3 BADENFULLER C, 1994, REJUVENATING MATURE BEST MH, 1990, NEW COMPETITION I IN BOWER DJ, 1993, J PROD INNOVAT MANAG, V10, P367 BURGELMAN RA, 1994, ADMIN SCI QUART, V39, P24 CARTER AP, 1989, RES POLICY, V18, P155 CUOMO L, 1992, GAP CASA JAN, P73 DEJONG HW, 1986, MAINSTREAMS IND ORG, P69 DEJONG HW, 1989, DYNAMIC MARKET THEOR DELLAVALLE F, 1993, R&D MANAGE, V23, P287 DOZ G, 1987, STRATEGIC PARTNERSHI DUYSTERS G, 1995, EVOLUTION COMPLEX IN, P45 FLORIDA R, 1990, CALIF MANAGE REV, V33, P68 FOSS J, 1995, RESOURCE BASED EVOLU, P43 FREEMAN C, 1991, RES POLICY, V20, P499 GARUD R, 1994, RES POLICY, V23, P385 GEMSER G, 1995, J IND STUDIES, V2, P129 GORT M, 1982, ECON J, V92, P630 GROVE A, 1990, CALIFORNIA MANAG FAL, P150 GROVE A, 1990, CALIFORNIA MANAG FAL, P156 HAKANSON H, 1989, CORPORATE TECHNOLOGI HOBDAY M, 1994, TECHNOL ANAL STRATEG, V6, P231 KLEIN BH, 1991, J EVOLUTIONARY EC, V1, P173 LORENZONI G, 1988, J BUSINESS VENTURING, V3, P41 LORENZONI G, 1995, CALIF MANAGE REV, V37, P146 LUNDVALL BA, 1988, TECHNICAL CHANGE EC, P349 PANGARKAR N, 1995, P INT S INN NETW E M PIORE M, 1984, 2 IND DIVIDE POSSIBI PISANO GP, 1995, HARVARD BUSINESS SEP, P93 PORTER ME, 1990, COMPETITIVE ADVANTAG POWELL WW, 1990, RES ORGAN BEHAV, V12, P295 RING PS, 1994, ACAD MANAGE REV, V1, P94 ROBERTSON PL, 1995, RES POLICY, V24, P543 ROTHWELL R, 1991, TECHNOVATION, V11, P93 RUIGROK W, 1993, IDEOLOGY INTERDEPEND, P105 SAXENIAN A, 1990, CALIFORNIA MANAG FAL, P89 SAXENIAN A, 1994, TECHNOLOGY REV JUL, P42 SAXENIAN AL, 1991, RES POLICY, V20, P423 SCHMIDT I, 1981, WETTBEWERBSTHEORY PO SCHRADER S, 1991, RES POLICY, V20, P153 SFORZI F, 1994, STATO ITALIA TEECE DJ, 1986, RES POLICY, V15, P285 TEECE DJ, 1986, RES POLICY, V15, P57 TODTLING F, 1994, TECHNOVATION, V5, P323 VONHIPPEL E, 1987, RES POLICY, V16, P291 WIEANDT A, 1994, TECHNOL ANAL STRATEG, V6, P423 WIJNBERG NM, 1996, J EVOLUTIONARY EC, V1, P99 NR 52 TC 8 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD DEC PY 1996 VL 8 IS 4 BP 439 EP 453 PG 15 SC Management; Multidisciplinary Sciences GA WB412 UT ISI:A1996WB41200005 ER PT J AU Howells, J TI Technology and globalization: The European payments system as a case of non-globalization SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This paper shows that in the design of European EFTPOS payment networks the dominant influences on network design were national; these included national banking industry structures, regulatory regimes, retail industry structures and cultural attitudes to debt. There was no sign of the technology itself driving globalization-on the contrary, the network technology is 'configurable' and appears subject to shaping by many distinct national-social contexts. Where there was some movement to 'globalization', understood as a process of standardization of the service provided through the technology across national frontiers, it derived from the explicit social objectives of the European Commission and was not an inevitable result of the 'technology' itself. The argument is widened to show that much of the evidence for the overall 'trend' to globalization may be reinterpreted as the result of a process of 'industrialization' in certain parts of the world. In conclusion, the very existence of the assumed 'trend' to globalization may be questioned, while technology does not 'drive' globalization, but may be 'shaped' by social agencies like the European Commission that have an interest in fostering its own versions of the globalization process. RP Howells, J, BRUNEL UNIV,DEPT MANAGEMENT STUDIES,UXBRIDGE UB8 3PH,MIDDX,ENGLAND. CR 1986, RBI EFTPOS, P6 *COMM EUR COMM, ISECB291990 COMM EUR BIJKER W, 1987, SOCIAL CONSTRUCTION DOSI G, 1990, EC TECHNICAL CHANGE FLECK J, 1991, U EDINBURGH WORKING, V9115 FREEMAN C, 1991, TECHNOLOGY FUTURE EU FROBEL F, 1980, NEW INT DIVISION LAB HEINZ M, 1991, EUR PAYM C SHER HOT HENDERSON J, 1989, GLOBALISATION HIGH T HINE J, 1993, INNOVATIVE BANKING C HOWELLS J, 1993, GLOBALISATION PRODUC HOWELLS J, 1993, INNOVATIVE BANKING C KIM LS, 1992, RES POLICY, V21, P437 LEVITT T, 1983, HARVARD BUSINESS MAY, P92 LOUBIERE P, 1992, LIBERATION 0407, P10 MACKENZIE D, 1985, SOCIAL SHAPING TECHN MITCHELL A, 1987, MARKETING 0514, P1 MOLINA AH, 1989, TRANSPUTER CONSTITUE SHARP M, 1991, TECHNOLOGY FUTURE EU SPAREN PO, 1991, EUR PAYM C SHER HOT TROBERG P, 1991, EUR PAYM C SHER HOT WOODMAN RC, 1991, EUR PAYM C STER HOT NR 22 TC 2 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD DEC PY 1996 VL 8 IS 4 BP 455 EP 466 PG 12 SC Management; Multidisciplinary Sciences GA WB412 UT ISI:A1996WB41200006 ER PT J AU Barker, K Dale, A Georghiou, L TI Management of collaboration in EUREKA projects: Experiences of UK participants SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This paper describes findings on the management of collaboration arising from an evaluation of the participation of the UK in the EUREKA programme. The principal issues addressed in the paper are the origins and motivations for collaboration, the roles played by participants of different types and the significance of collaboration for project outcomes. The paper concludes that complementarity between partners is the key motivation for collaboration. Complementarity may lie in different dimensions, matching different types of technical expertise or technical and market expertise. Vertical relationships, between users and suppliers, emerged as being particularly important in EUREKA projects and frequently formed the initial basis for the collaborative application. The most important overall finding was that partnerships were genuinely interdependent, in part because of their foundation in complementarity. Successful collaborative structures were those which were sufficiently robust to accommodate the inevitable changes which arise in the turbulence of market conditions. This paper finishes with some conclusions concerning the appropriate role for government agencies in supporting participants in the management of collaboration. RP Barker, K, UNIV MANCHESTER,OXFORD RD,MANCHESTER M13 9PL,LANCS,ENGLAND. CR *CEC, 1991, GUID BRITE EURAM PRO *EIRMA, 1989, 38 EIRMA *HOUS LORDS SEL CO, 1991, INN MAN AIRAGHI A, 1995, EUREKA EVALUATION RE BARKER K, 1995, MANAGEMENT COLLABORA BUISSERET TJ, 1991, TECHNOL ANAL STRATEG, V6, P215 BUISSERET TJ, 1995, INT J TECHNOL MANAGE, V10, P587 DALE A, 1994, RES EVALUATION, V4, P66 DODGSON M, 1991, MANAGEMENT TECHNOLOG DODGSON M, 1993, TECHNOLOGICAL COLLAB FAULKNER W, 1995, KNOWLEDGE FRONTIERS GEORGHIOU L, 1991, C MAN TECHN IMPL ENT GEORGHIOU L, 1992, NEW TECHNOLOGIES FIR GEORGHIOU L, 1993, IMPACT EUROPEAN COMM GEORGHIOU L, 1993, INT WORKSH INT APPR GEORGHIOU L, 1994, EVALUATION EUREKA UK GUY K, 1991, EVALUATION ALVEY PRO HAGEDOORN J, 1992, RES POLICY, V21, P163 KASTRINOS N, 1994, C R D DEC POL STRAT KATZ ML, 1986, RAND J ECON, V17, P527 KOUTRAKOU V, 1995, TECHNOLOGICAL COLLAB LAREDO P, 1994, C MAN COLL EUR PROGR LINNE H, 1991, KEY FACTORS IND PART MACDONALD S, 1995, CALIF MANAGE REV, V37, P8 MOWERY D, 1991, STRATEGIC PARTNERSHI ODRISCOLL M, 1992, EUROPEAN COLLABORATI ORMALA E, 1993, EVALUATION EUREKA EC ROTHWELL R, 1986, J MARKETING MANAGEME, V2, P109 WEBSTER A, 1991, ACAD IND RELATIONS 2 YOSHINO MY, 1995, STRATEGIC ALLIANCES NR 30 TC 1 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD DEC PY 1996 VL 8 IS 4 BP 467 EP 482 PG 16 SC Management; Multidisciplinary Sciences GA WB412 UT ISI:A1996WB41200007 ER PT J AU Read, WH TI Managing the knowledge-based organization: Five principles every manager can use SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB The post-industrial enterprise is a knowledge-based organization whose wealth creation is based on innovation, creativity, discovery and inventiveness. What principles should guide managers in their efforts to make such films successful in the global market-place? The author offers five: (1) conceptualize the business; (2) create high-value know-how (3) organize around information; (4) productively manage knowledge workers; (5) transform work using information technology (IT). The author says thar these principles are replacing those of the industrial age, when command and control management was deemed necessary to implement the wealth-creating formula of efficiently allocating resources (labor, capital, materials and energy). While acknowledge that IT is an important tool, the author stresses that intellectual capital is the fundamental key to success of the modern firm. RP Read, WH, GEORGIA INST TECHNOL,SCH PUBL POLICY,ATLANTA,GA 30332. CR 1992, HARVARD BUSINESS SCH, P19 1995, WALL STREET J 0124, P47 1995, WALL STREET J 0124, B1 APPLEGATE L, 1988, HARVARD BUSINESS NOV ARGYRIS C, 1991, HARVARD BUSINESS MAY BADARACCO J, 1991, KNOWLEDGE LINK, CH2 BELL D, 1968, COMING POST IND SOC BELL D, 1979, HARVARD BUSINESS REV CLARK K, 1989, HARVARD BUSINESS NOV COMPAINE B, 1986, MANAGEMENT INFORMATI DRUCKER P, 1988, HARVARD BUSINESS REV DRUCKER P, 1994, HARVARD BUSINESS REV GARVIN D, 1993, HARVARD BUSINESS REV HANDY C, 1980, HARVARD BUSINESS JAN HELTON R, 1988, IM SEP HENDERSON R, 1994, HARVARD BUSINESS JAN INGRAM E, 1990, PERSONNEL J APR KAPLAN R, 1992, HARVARD BUSINESS JAN KATZENBACH J, 1993, WISDOM TEAMS LEGATES J, 1995, SOUND FURY SIGNIFICA NONAKA I, 1991, HARVARD BUSINESS REV PORTER M, 1991, HARVARD BUSINESS MAR WHITE M, 1991, PLANNING REV NOV WRISTEN W, 1992, TWILIGHT SOVEREIGNTY NR 24 TC 5 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 1996 VL 8 IS 3 BP 223 EP 232 PG 10 SC Management; Multidisciplinary Sciences GA VN263 UT ISI:A1996VN26300002 ER PT J AU Tjaden, GS TI Measuring the information age business SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB There are seven important characteristics of information age businesses which differ in a major way from traditional industrial age businesses. We should expect that managing this 'new' type of business will require different management information, knowledge and skills. But what metrics precisely should an information age business manager watch and hole, should they be used? Two such metrics, structural effectiveness and knowledge productivity, are proposed and discussed In the information age business, effectiveness, a balance between doing things right (efficiency) and doing the light things, is needed. The structural effectiveness metrics called complexity, dynamicism and integration reduce to quantifiable terms the degree to which the structure of the business's work processes encourage or inhibit effective business operations. Knowledge must be treated as an independent driver of the information age business, in addition to the labor, capital and raw materials which drove industrial age businesses. Managers (and owners) must have a way of measuring how well the knowledge assets of a business are bang utilized. The knowledge productivity metric measures this utilization in a way analogous to how management's nurturing of capital assets is measured (i.e. return on capital). RP Tjaden, GS, GEORGIA INST TECHNOL,RES INST,ATLANTA,GA 30332. CR 1995, FORBES 0522, P240 BOHN RE, 1994, SLOAN MANAGEMENT FAL, P61 CHAMPY J, 1995, REENGINEERING MANAGE CLEVELAND H, 1995, KNOWLEDGE EXECUTIVE COVEY SR, 1989, 7 HABITS HIGHLY EFFE, P52 DRUCKER PF, 1993, POST CAPITALIST SOC GOODMAN M, 1994, 5 DISCIPLINE FIELDBO, P133 HARRIS TG, 1993, HARVARD BUSINESS MAY, P115 KENNEDY KJ, INT J TECHNOLOGY MAN, V9, P15 MALONE MS, 1995, FORBES ASAP 0410, P83 PEPPERS D, 1995, FORBES ASAP 0410, P76 ROMER PM, 1990, J POLITICAL EC, V98, S71 SENGE PM, 1993, 5 DISCIPLINE STRASSMANN PA, 1990, BUSINESS VALUE COMPU TJADEN GS, 1996, 3 EUR AC C BUS PROC TOFFLER A, 1981, 3 WAVE NR 16 TC 1 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 1996 VL 8 IS 3 BP 233 EP 246 PG 14 SC Management; Multidisciplinary Sciences GA VN263 UT ISI:A1996VN26300003 ER PT J AU Sassone, PG TI Office productivity: The impacts of staffing, intellectual specialization and technology SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This paper reports on a series of 20 case studies of office productivity and office technology in major US corporations. The case studies were carried out between the mid-1980s and the early 1990s, and involved over 1700 employees in 95 distinct offices. These studies were shaped by a new conceptual model of the office which focuses on the intellectual content, rather than the physical attributes, of office work. Our major finding is a significant lack of intellectual specialization among managers and professionals. That is, managers and professionals devote a relatively small fraction of their work time to management and professional level work and a relatively large fraction of their their time to support and non-productive tasks. In addition, we found significant staffing imbalances throughout our cases: In nearly, every office, there were more managers and professionals, and fewer support workers, than were required to perform the work cost-effectively. Our analysis suggests that a typical organization could reduce ifs annual office payroll costs by 15% by recalibrating its staffing mix and increasing the intellectual specialization of its office workers. Further, we find that the apparent failure of massive corporate investments in office technology to achieve commensurate increases in white-collar productivity is likely to be due, in large measure, to reductions in the intellectual specialization of office workers resulting from myopic staffing decisions. The paper offers a specific methodology for measuring and tracking office productivity, for developing a coherent office productivity strategy, and for improving office staffing and technology decisions. RP Sassone, PG, GEORGIA INST TECHNOL,IVAN ALLEN COLL MANAGEMENT POLICY & INT AFFAIRS,SCH ECON,ATLANTA,GA 30332. CR HAMMER M, 1990, HARVARD BUSINESS JUL, P104 LEIBENSTEIN H, 1966, AM EC REV NICHOLSON W, 1989, MICROECONOMIC THEORY SASSONE PG, ACM T OFFIC INFORM S, V5, P273 SASSONE PG, 1984, P IEEE 1 INT C OFF A SASSONE PG, 1985, OAC 85 C WASH DC SASSONE PG, 1985, P IEEE C SYST MAN CY SASSONE PG, 1986, DATAMATION 0215, P83 SASSONE PG, 1988, PROJECT APPRAISAL, V3, P73 SILBERBERG E, 1990, STRUCTURE EC MATH AN SIMON HA, 1959, AM EC REV NR 11 TC 1 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 1996 VL 8 IS 3 BP 247 EP 269 PG 23 SC Management; Multidisciplinary Sciences GA VN263 UT ISI:A1996VN26300004 ER PT J AU Riggs, WM Bellinger, WH Krieger, DB TI The impact of groupware: Work process automation and organizational learning SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB The application of information technology to work in organizations is moving to a new phase, driven by computer networks utilizing groupware. In this phase the question of how, optimally to extract value from the resulting new information networks moves to the forefront. In address this question, the nature of groupware-facilitated information flows and uses must first be better understood. This paper that there are two conceptually differing functions for groupware-those bringing workflow automation and those that capture organizational learning. An empirical study, of a groupware implementation in its early stages focuses on the first of these, finding evidence that users readily apply groupware to workflow automation. Comparison of these results with those of other case studies allows conclusions to be drawn about optimal management practice for such implementations. Organizational learning via groupware is a long-term process expected to be found in more mature implementations. C1 MCKINSEY & CO INC,ATLANTA,GA 30303. RP Riggs, WM, GEORGIA INST TECHNOL,SCH MANAGEMENT,ATLANTA,GA 30332. CR BAECKER RM, 1993, READINGS GROUPWARE C, R11 BARTLETT CA, 1994, HARVARD BUSINESS NOV BELL D, 1968, COMING POST IND SOC BURGELMAN RA, 1983, ACAD MANAGE REV, V8, P61 CORCORAN E, 1995, WASH POST 0723, H1 HAMMER M, 1993, REENGINEERING CORPOR KIRKPATRICK D, 1994, FORTUNE 1212, P141 LLOYD P, 1994, GROUPWARE 21 CENT, R13 NONAKA I, 1995, KNOWLEDGE CREATING C OKAMURA K, 1994, P C COMPUTER SUPPORT, P55 ORLIKOWSKI WJ, 1992, P C COMP SUPP COOP W, P362 ORLIKOWSKI WJ, 1994, ACM T INFORM SYST, V12, P174 ORLIKOWSKI WJ, 1995, 382395 MIT SLOAN SCH READ WH, 1996, TECHNOL ANAL STRATEG, V8, P223 ROMER P, 1995, FORBES ASAP 0605, P66 SASSONE PG, 1996, TECHNOL ANAL STRATEG, V8, P247 SCOTTMORTON M, 1991, CORPORATION 1990S SENGE P, 1990, 5 DISCIPLINE ART PRA NR 18 TC 5 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 1996 VL 8 IS 3 BP 271 EP 282 PG 12 SC Management; Multidisciplinary Sciences GA VN263 UT ISI:A1996VN26300005 ER PT J AU Poehlein, GW TI Universities and information technologies for instructional programmes: Issues and potential impacts SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Information technologies will have an increasing impact on many components of post-secondary education. These new technologies will drive major changes in instructional programmes and learning environments; both on and off campuses. Recent publications on current applications and possible future transformations in the instructional arena are reviewed in this paper. Creative utilization of information technologies can help with many of the issues currently facing universities finances, educational content, outreach, retention, time-to-degree, delivery options, assessment, internationalization and K-12 (pre-college) interactions. Paradigm shifts that are Possible with educational technologies have generated and will continue to generate increased competition in the education market-place. Those who choose to ignore the new players will do so at their peril. RP Poehlein, GW, GEORGIA INST TECHNOL,SCH CHEM ENGN,ATLANTA,GA 30332. CR BLUMENSTYK G, 1995, CHRONICLE HIGHE 0512, A23 DELOUGHRY TJ, 1995, CHRONICLE HIGHE 0120, A19 DELOUGHRY TJ, 1995, CHRONICLE HIGHE 0505, A37 GOSE B, 1995, CHRONICLE HIGHE 0804, A27 JACOBSON RL, 1994, CHRONICLE HIGHE 0427 JACOBSON RL, 1995, CHRONICLE HIGH 0127, A21 MONAGHAN P, 1995, CHRONICLE HIGHE 0210, A19 MONAGHAN P, 1995, CHRONICLE HIGHE 0519, A27 NOAM EM, 1995, SCIENCE, V270, P247 SCHWARTZ A, 1995, ASEE PRISM DEC, P22 WILSON DL, 1995, CHRONICLE HIGHE 0317, A19 WILSON DL, 1995, CHRONICLE HIGHE 0505, A37 WILSON DL, 1995, CHRONICLE HIGHE 0804, A15 WULF WA, 1995, ISSUES SCI TECHN SUM, P46 NR 14 TC 0 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 1996 VL 8 IS 3 BP 283 EP 290 PG 8 SC Management; Multidisciplinary Sciences GA VN263 UT ISI:A1996VN26300006 ER PT J AU Cunningham, S TI Revolutionary change in the electronic publication of science SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Rapid changes in scientific publication practices are occurring. Recent growth rates of electronic journals and electronic Publications in science suggest that the traditional paper and print journal may be obsolete within 15 years. These changes are occurring as a result of the social and intellectual choices being made by scientists. A push for more timely, accessible and affordable sources of scientific information is creating a vacuum that is being filled by the new information technologies of the Internet. The consequences and implications of this new paradigm of publication for the organization, collaboration and participation of scientists is discussed. RP Cunningham, S, UNIV SUSSEX,SCI POLICY RES UNIT,FALMER BN1 9RF,E SUSSEX,ENGLAND. CR ARROW K, 1995, MODEL SCI PARTICIPAT BRIN D, 1992, EARTH FEYERABEND PK, 1978, AGAINST METHOD FRANKS J, 1993, WHAT ELECT J GIBBONS M, 1994, NEW PRODUCTION KNOWL MERTON RK, 1949, SOCIAL THEORY SOCIAL ODLYZKO AM, 1993, TRAGIC LOSS GOOD RID OKERSON A, 1991, PUBLIC ACCESS COMPUT, V2, P5 RINGSTROM V, 1994, 4 NORD SSN UN CAT M WOOLGAR S, 1988, KNOWLEDGE REFLEXITY NR 10 TC 0 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 1996 VL 8 IS 3 BP 291 EP 299 PG 9 SC Management; Multidisciplinary Sciences GA VN263 UT ISI:A1996VN26300007 ER PT J AU Papp, DS TI The impacts of advanced information and communication technologies on international actors and the international system SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB New information and communication technologies have the potential to play a significant role in changing today's major international actors and in shaping the international system that is emerging after the end of the Cold War. This paper assesses the impacts that seven different information and communication technologies may have on specific types of actors in the international system, including states, international governmental organizations, non-governmental organization and multinational corporations. The paper then assesses the impact that these technologies might be expected to have on the international system itself. RP Papp, DS, GEORGIA INST TECHNOL,SCH INT AFFAIRS,ATLANTA,GA 30332. CR 1995, TIME 0821, P38 *INT MON FUND, DIR TRAD STAT *US INT TRAD COMM, 1993, GLOB COMP US ADV TEC ALLEN TJ, 1994, INFORMATION TECHNOLO ARNO A, 1984, NEWS MEDIA NATL INT ARON R, 1966, PEACE WAR, P373 BLUMENTHAL BJ, 1994, HUMAN COMPUTER INTER BROWN GJ, 1994, TECHNOLOGIES OTPICAL CLARK RJ, 1993, IEEE P E CLARK RJ, 1995, DIGITAL COMPRESSION COMER DE, 1991, INT TCP IP COMER DE, 1995, INTERNET BOOK EVERYT CROWLEY D, 1991, COMMUNICATION HIST T DIX A, 1993, HUMAN COMPUTER INTER FOSTER GA, 1965, COMMUNICATION PRIMIT FREDERICK HH, 1993, GLOBAL COMMUNICATION, P97 FUTRO AT, 1993, FIBER NETWORK VOICE GREENE LD, 1993, FIBER OPTIC COMMUNIC HARASIM LM, 1993, GLOBAL NETWORKS COMP HOSS RJ, 1993, FIBER OPTICS LANSDALE MW, 1994, UNDERSTANDING INTERF LAVER M, 1975, COMPUTERS COMMUNICAT LOORY S, 1991, 7 DAYS SHOOK WORLD C, P35 MARALL G, 1993, SATELLITE COMMUNICAT MATICK RE, 1995, TRANSMISSION LINES D MCPHAIL TL, 1981, ELECTRONIC COLONIALI MORGAN GD, 1993, PRINCIPLES COMMUNICA NEAL HE, 1974, COMMUNICATION STONE NETRAVALI AN, 1995, DIGITAL PICTURES REP ODOHERTY DP, 1995, GLOBALISATION NETWOR PAPP DS, 1994, CONT INT RELATIONS POWERS JP, 1993, INTRO FIBER OPTIC SY SALOMON JJ, 1993, MIRAGES DEV SCI TECH SKOLNIKOFF EB, 1992, ELUSIVE TRANSFORMATI SULLIVAN GR, 1994, WAR INFORMATION AGE TENNANT R, 1994, CROSSING INTERNET TH VALOVIC T, 1993, CORPORATE NETWORKS S VANDINH T, 1987, COMMUNICATION DIPLOM VERNON R, 1971, SOVEREIGNTY BAY WERNER F, 1995, NOVELLS COMPLETE ENC WINCH RG, 1993, TELECOMMUNICATION TR WOOD J, 1994, SATELLITE COMMUNICAT NR 42 TC 0 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 1996 VL 8 IS 3 BP 301 EP 313 PG 13 SC Management; Multidisciplinary Sciences GA VN263 UT ISI:A1996VN26300008 ER PT J AU Porter, AL Bostrom, A TI Less labor, longer lives: Time to share SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Two driving forces are changing modern life. First, significantly less labor is needed as productivities. Second, people are living longer-anticipate an 85-year life expectancy by 2020. We focus on two prominent consequences of these interacting drivers: new modes to allocate wealth need to be devised as those linked to 'the job' prove inadequate; And how, we spend our time is changing. We consider time distribution among free forms of work (market, community, home), learning and communication, and play. We conclude that dramatic policy actions are in order to break free of societal reliance upon traditional jobs and to provide the expanding senior population a good quality of life. C1 GEORGIA INST TECHNOL,SCH PUBL POLICY,ATLANTA,GA 30332. RP Porter, AL, GEORGIA INST TECHNOL,SCH IND & SYST ENGN,ATLANTA,GA 30332. CR 1989, BUR LAB STAT B, V2340 1995, AM DEMOGRAPHICS FEB, P24 1995, INSTITUTE JUN, D8 *US BUR CENS, 1995, STAT ABSTR US *US CENS BUR, P251092 US CENS BUR ARONOWITZ S, 1994, JOBLESS FUTURE, P3 BEST F, 1973, FUTURE WORK, P2 BOSTROM A, 1992, TRANSITION, V58, P168 BRADSHER K, 1995, NY TIMES 0625, E4 BRIDGES W, 1994, JOB SHIFT PROSPER WO, P1 BRYNJOLFSSON E, 1993, COMMUN ACM, V35, P66 COATES JF, 1994, FUTURIST, V28, P51 DEJOUVENEL H, 1993, FUTURES, V25, P491 DORTCH S, 1995, AM DEMOGRAPHICS JUN, P4 GERSHUNY J, 1992, FUTURES JAN, P3 HAWKES R, CURR ANTHROPOL, V33, P404 HAYGHE HV, 1991, MONTHLY LABOR RE FEB, P17 HERSHEY RD, 1995, NEW YORK TIMES FEB, P15 HOLDEN C, 1996, SCIENCE, V273, P46 KEYNES JM, 1973, FUTURE WORK, R3 LONGINO CF, 1994, AM DEMOGR, V16, P38 MARCUSE H, 1964, 1 DIMENSIONAL MAN, P230 MILES TP, 1994, BIOL ANTHR AGING PER, P3 MORRISON PA, 1990, FUTURIST MAR, P13 OLHANSKY SJ, 1993, SCI AM, V268, P46 PORTER A, 1986, FUTURIST, V20, P9 PORTER AL, 1981, BUSINESS, V31, P15 ROBINSON JP, ESTIMATING ACTIVITY ROBINSON JP, 1988, AM DEMOGRAPHICS DEC, P25 ROBINSON JP, 1991, AM DEMOGRAPHICS MAY, P34 ROBINSON JP, 1991, FUTURIST SEP, P27 SCHOR JB, 1991, OVERWORKED AM, P66 SLAUGHTER RA, 1993, FUTURES, V25, P827 STINSON JF, 1990, MON LABOR REV, V113, P3 TOFFLER A, 1995, CREATING NEW CIVILIZ, P31 WHITE RM, 1994, COSMOS, P65 NR 36 TC 0 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 1996 VL 8 IS 3 BP 315 EP 329 PG 15 SC Management; Multidisciplinary Sciences GA VN263 UT ISI:A1996VN26300009 ER PT J AU Bandini, M TI The impact of information technology on the relationship between the public and the private realms SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This paper is based on the hypothesis that public and private 'space' is becoming blurred and ambiguous and that a series of factors linked to the spread of information technology (IT) could be influencing this phenomenon. Moreover, this paper argues that the demise of the 'public realm' represents a serious threat to democracy flourishing in a pluralistic society. Far policy-makers the potential adverse impact of IT on the relationship between public and private space should be of concern. The author believes there needs to be serious evaluation leading to a new set of governance decisions on the tender social repercussions of IT. RP Bandini, M, GEORGIA INST TECHNOL,COLL ARCHITECTURE,ATLANTA,GA 30332. CR 1995, NY TIMES 0903, P10 1995, NY TIMES 0917, P16 DYSON E, 1995, NY TIMES MAGAZI 0716, P26 GREINACHER U, 1995, J ARCHIT EDUC, V48, P176 HARVEY D, 1989, CONDITIONS POSTMODER HIRST P, ECON SOC, V24, P408 JAMESON F, NEW LEFT REV, V14, P53 LOVELOCK J, AGES GAIA BIOGRAPHY MASSEY D, 1984, SPATIAL DIVISIONS LA MASSEY D, 1993, MAPPING FUTURES LOCA, P61 MITCHELL WJ, 1995, CITY BITS SPACE PLAC, P5 POST RC, 1994, HIGH PERFORMANCE CUL RHEINGOLD H, 1991, VIRTUAL REALITY ROSSI A, 1966, ARCHITETLURA CITTA ROYTE E, 1996, NY TIMES MAGAZI 0114, P21 VENTURI R, 1966, COMPLEXITY CONTRADIC WINNER L, 1992, VARIATIONS THEME PAR, P31 NR 17 TC 0 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 1996 VL 8 IS 3 BP 331 EP 339 PG 9 SC Management; Multidisciplinary Sciences GA VN263 UT ISI:A1996VN26300010 ER PT J AU Balsamo, A TI Myths of information: The cultural impact of new information technologies SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This paper discusses the beliefs that circulate in contemporary culture about new communication technologies. Considered together, these beliefs express two mythological narratives about the meaning of the information revolution: (1) that new information technologies will empower individuals and transform both work and leisure; and (2) that such technologies can solve the problems of democracy in a post-industrial age. These myths are neither true nor false; rather they are the way that we make sense of our moment of history and a projection of the hopes we collectively project on to new technologies. In discussing these myths, this Paler seeks to identify the signal cultural implications of new communication technologies. RP Balsamo, A, GEORGIA INST TECHNOL,SCH LITERATURE COMMUN & CULTURE,ATLANTA,GA 30332. CR 1994, BUSINESS WEEK SUM BENIGER J, 1986, CONTROL REVOLUTION T BERLEUR J, 1990, INFORMATION SOC EVOL BRANSCOMB AW, 1994, OWNS INFORMATION PRI BROWN G, 1990, INFORMATION GAME ETH CAREY J, 1989, COMMUNICATION CULTUR CASTELLS M, 1989, INFORMATION CITY INF COLLINS J, 1993, ARCHITECTURE EXCESS DORICK HS, 1993, INFORMATION SOC RETR FORESTER T, 1985, INFORMATION TECHNOLO FORESTER T, 1989, COMPUTERS HUMAN CONT GANDY OH, 1993, PANOPTIC SORT POLITI HAYLES NK, 1987, DISCOURSE, V9, P24 LEVIDOW L, 1989, CYBORG WORLDS MILITA LUBAR S, 1993, INFOCULTURE SMITHSON LYON D, 1988, INFORMATION SOC ISSU LYON D, 1994, ELECTRONIC EYE RISE MOSCO V, 1982, PUSHBUTTON FANTASIES PENNINGS A, ELECTRIC MONEY POLIT POSTER M, 1992, MODE INFORMATION POS POSTMAN N, 1992, TECHNOPOLY SURRENDER ROSZAK T, 1986, CULTURE INFORMATION SIEGHART P, 1983, MICROCHIPS EVERYTHIN SILVERSTONE R, 1992, CONSUMING TECHNOLOGI SLACK J, 1987, IDEOLOGY INFORMATION WEINBERG N, 1990, COMPUTERS INFORMATIO WOODWARD K, 1989, MYTHS INFORMATION TE ZUBOFF S, 1989, AGE SMART MACHINE NR 28 TC 2 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD SEP PY 1996 VL 8 IS 3 BP 341 EP 348 PG 8 SC Management; Multidisciplinary Sciences GA VN263 UT ISI:A1996VN26300011 ER PT J AU Howells, J TI Tacit knowledge, innovation and technology transfer SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID ORGANIZATIONS; INDUSTRY; NETWORKS AB Until recently, the concept of tacit knowledge has been neglected by academics and managers alike, but this has now changed as tacit know-how has become recognized as playing a key role in firm growth and economic competitiveness. Tacit knowledge forms an important element in a firm's knowledge base and has a central role in organization learning. This paper analyzes what is meant by tacit knowledge and outlines its main parameters and traits. The analysis stresses the need to view tacit knowledge in a dynamic setting, and that tacit knowledge can be acquired and transferred on a variety of levels: individual group, firm and inter-firm basis. The paper then explores the policy implications of technology transfer initiatives which seek to shift tacit know-how between firms and analyzes the ways that this can be achieved. C1 UNIV CAMBRIDGE,JUDGE INST MANAGEMENT STUDIES,ESRC,CTR BUSINESS RES,CAMBRIDGE CB2 1TN,ENGLAND. CR *OECD, 1992, TECHN EC KEY REL, P114 ALDER P, 1990, MANAGE SCI, V36, P938 ARGYRIS C, 1978, ORG LEARNING ARROW KJ, 1962, REV ECON STUD, V29, P155 BESSANT J, 1993, RIT J MANAGEMENT, V4, P219 CHARLES DR, 1992, TECHNOLOGY TRANSFER, P3 COHEN WM, 1990, ADM SCI Q, V35, P135 COLLINS HM, CHANGING ORDER REPLI, P55 COLLINS HM, 1974, SCI STUD, V4, P165 DAVID P, 1992, WORLD BANK ANN C DEV, P9 DODGSON M, 1993, HUM RELAT, V46, P79 DODGSON M, 1993, HUM RELAT, V46, P82 DOSI G, 1988, J ECON LIT, V26, P1120 DOUGLAS M, 1987, I THINK EHRNBERG E, 1995, TECHNOL ANAL STRATEG, V7, P100 ELLIS HC, 1965, TRANSFER LEARNING ESTES WK, 1970, LEARNING THEORY MENT FAULKNER W, 1994, KNOWLEDGE FRONTIERS FAULKNER W, 1994, SCI TECHNOL, V19, P440 GRINDLEY P, 1993, NEW TECHNOLOGIES FIR, P19 HALL R, 1992, STRATEGIC MANAGEMENT, V13, P136 HAYES RS, 1988, DYNAMIC MANUFACTURIN HEDBERG B, 1981, HDB ORG DESIGN, P3 ITAMI H, 1987, MOBILIZING INVISIBLE JOHNSON B, 1992, NATL SYSTEMS INNOVAT, P23 KAY J, 1993, NEW TECHNOLOGIES FIR, P26 KLEIN V, 1994, SCI CONTEXT, V7, P163 KNOEDLER JT, 1993, BUS HIST REV, V67, P98 LAMBERTON D, 1983, TROUBLE TECHNOLOGY E, P75 LANE C, 1995, 5 ESRC U CAMBR CTR B LEONARDBARTON D, 1988, RES POLICY, V17, P254 LEVITT B, 1988, ANNU REV SOCIOL, V14, P319 LIEBENAU J, 1984, BUS HIST, V26, P329 MANSFIELD E, 1985, J IND ECON, V34, P217 METCALFE JS, 1989, RES TECHNOLOGICAL IN, V4 METCALFE JS, 1992, TECHNOLOGICAL CHANGE, P58 MORGAN B, 1990, INT COMMUNICATION TE, P149 MOWERY DC, 1982, INSIDE BLACK BOX TEC, P165 MOWERY DC, 1985, CALIFORNIA MANAGEMEN, V28, P70 MOWERY DC, 1989, TECHNOLOGY PURSUIT E, P9 NELSON RR, 1982, EVOLUTIONARY THEORY OLESKO KM, 1993, OSIRIS, V8, P16 PAVITT K, 1991, BRIT J MANAGE, V2, P41 PISANO GP, 1994, STRATEGIC MANAGE J, V15, P85 POLANYI M, 1961, MIND, V70, P458 POLANYI M, 1962, REV MOD PHYS, V34, P601 POLANYI M, 1966, PHILOSOPHY, V41, P1 POLANYI M, 1967, TACIT DIMENSION PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 PRICE DJD, 1984, RES POLICY, V13, P11 RAVETZ JR, 1971, SCI KNOWLEDGE ITS SO, P102 RING PS, 1992, 1 ANN M INT FED SCH RING PS, 1992, STRATEGIC MANAGE J, V13, P483 ROSENBERG N, 1982, BLACK BOX TECHNOLOGY SENGE PM, 1990, SLOAN MANAGE REV, V32, P7 SENKER P, 1994, NEW TECH WORK EMPLOY, V9, P81 SLAUGHTER S, 1993, RES POLICY, V22, P81 SORENSEN KH, 1992, SCI TECHNOL, V17, P13 STIGLER GJ, 1961, J POLITICAL EC, V69, P213 STIGLITZ JE, 1987, EC POLICY TECHNOLOGI, P125 SWANN P, 1984, ACADEMIC SCI PHARM I TATSUNO SM, 1993, EIMS WORKSH TAC KNOW TILER C, 1991, IND HIGHER ED, V5, P50 ULRICH D, 1993, ORGAN DYN, V22, P52 VINCENTI WG, WHAT ENG KNOW THEY K VINCENTI WG, 1984, TECHNOL CULT, V25, P540 VONHIPEL E, 1987, RES POLICY, V16, P295 VONHIPPEL E, 1976, RES POLICY, V5, P212 VONHIPPEL E, 1977, IEEE T ENG MANAGE, V24, P60 VONHIPPEL, 1989, SOURCES INNOVATION WINTER SG, 1987, COMPETITIVE CHALLENG, P159 WRIGHT TP, 1936, J AERONAUT SCI, V3, P122 ZANDER U, 1993, INT BUSINESS EUROPE, V2, P174 ZIMAN J, 1978, RELIABLE KNOWLEDGE E, P103 NR 74 TC 46 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD JUN PY 1996 VL 8 IS 2 BP 91 EP 106 PG 16 SC Management; Multidisciplinary Sciences GA UX036 UT ISI:A1996UX03600001 ER PT J AU McKelvey, MD TI Discontinuities in genetic engineering for pharmaceuticals? Firm jumps and lock-in in systems of innovation SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This paper criticizes the concept of 'technological discontinuities'. It argues that the concept is misleading when the skills and knowledge of an industry are composed of multiple rather than single con technologies. In cares such as the use of genetic engineering ar the basis of Production in pharmaceuticals, both existing pharmaceutical firms and new biotech firms integrate the new techniques into existing industrial practice. The radical technology both enhancer and destroys existing knowledge; the key to survival has been integration. Both existing and new firms have had the possibility of integrating multiple core technologies, but firms have been able to do so in different ways. Some existing firms could jump over to the radically new 'technological trajectory: by combining their creation of new competencies through in-house R&D with their access to novelty through relations with external agents in systems of innovation. RP McKelvey, MD, LINKOPING UNIV,DEPT TECHNOL & SOCIAL CHANGE,S-58183 LINKOPING,SWEDEN. CR *OFF TECHN ASS, 1984, COMM BIOT INT AN CANTWELL J, 1994, TRANSATIONAL CORPORA CARLSSON B, 1995, TECHNOLOGICAL SYSTEM CHESNAIS F, 1994, EUN C EUR NETW EC TE COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DOSI G, 1988, TECHNICAL CHANGE EC LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT MCKELVEY M, SYSTEMS INNOVATION T MCKELVEY M, 1993, J SOCIOECONOMICS, V22, P353 MCKELVEY M, 1996, EVOLUTIONARY INNOVAT NELSON RR, 1993, NATL SYSTEMS INNOVAT NELSON RR, 1994, EVOLUTIONARY NEOSCHU, P231 ROSENBERG N, 1982, INSIDE BLACK BOX TEC TEECE D, 1988, TECHNICAL CHANGE EC TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 NR 15 TC 2 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD JUN PY 1996 VL 8 IS 2 BP 107 EP 116 PG 10 SC Management; Multidisciplinary Sciences GA UX036 UT ISI:A1996UX03600002 ER PT J AU Prevezer, M Toker, S TI The degree of integration in strategic alliances in biotechnology SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INNOVATION AB This paper looks at the spectrum of strategic alliances in biotechnology in the late 1980s from the point of view of whether the alliance was of a contractual type or, at the other end of the spectrum how integrated the two companies of the alliance were. It uses an ordered probit model to test for any systematic association between alliances within industrial sectors and of different size types, and the type of alliance that occurred. The paper finds that more contractual, less integrated types of alliance were concentrated in the healthcare sectors of therapeutics and diagnostics and where at least one of the firms was small in size. More integrated types of alliance prevailed in the agriculture and chemicals sectors and between two large companies. It relates these results to conditions of appropriability, tile impact of the new technologies on existing competencies and absorptive capacity within the different industrial sectors at that time. It compares the situation of the late 1980s with more recent developments in corporate strategy towards alliance formation. RP Prevezer, M, LONDON BUSINESS SCH,CTR BUSINESS STRATEGY,SUSSEX PL,REGENTS PK,LONDON NW1 4SA,ENGLAND. CR 1994, BIOTECHNOLOGY, P229 1995, BIOTECHNOLOGY, P426 ARORA A, 1993, HJ HEINZ 3 SCH PUBL BEIER FK, 1985, BIOTECHNOLOGY PATENT COHEN WM, 1989, ECON J, V99, P569 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DIBNER MD, 1991, BIOTECHNOLOGY GUIDE DODGSON M, 1991, TECHNOL ANAL STRATEG, V3, P115 ERNST, 1994, EUROPEAN BIOTECH 94 HAGEDOORN J, 1990, NEW EXPLORATIONS EC LEVIN RC, 1987, BROOKINGS PAPERS EC, V3, P783 PISANO G, 1988, INT COLL VENT US MAN PISANO GP, 1990, ADMIN SCI QUART, V35, P153 PISANO GP, 1991, RES POLICY, V20, P237 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 NR 15 TC 3 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD JUN PY 1996 VL 8 IS 2 BP 117 EP 133 PG 17 SC Management; Multidisciplinary Sciences GA UX036 UT ISI:A1996UX03600003 ER PT J AU Anderson, J Williams, N Seemungal, D Narin, F Olivastro, D TI Human genetic technology: Exploring the links between science and innovation SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID GENOME PROJECT AB This paper reports on a study of the extremely strong linkage between human genetic technology (HGT) ar represented by patents in the field of human molecular and cell technology and the underlying research science bare, as represented by the references cited on these patents. The study procedures provide a useful demonstration for tracking how specific funding agencies' support for fundamental research wends its way into the intellectual property system, and leads to the development of economically and industrially important technologies. Specifically, a set of 1105 US patents in the field of human molecular and cell technology granted between 1988 and 1992 war identified, and the references cited on the front page of these patents traced through to the specific cited research papers and patents. The study used a novel scheme to classify, the patents, and to capture the links between patents and papers, including the nationality of the patent inventors, and the institutional origin and funding acknowledgement in the cited papers HGT was shown to be the most heavily science-linked area of patented technology; HGT patents cited scientific papers as prior art six times as often as they cited US patents as prior art. Furthermore, the scientific papers cited as prior art were of a fundamental nature (i.e. not applied science), providing new evidence of the role of curiosity-driven research in feeding the innovation process In addition, the local science base, particularly in the UK, war shown to be of significant importance in national patenting activities, although the UK share of world HGT patents war not as high as would have been expected, given the intensity of scientific research on this topic in the UK. C1 CHI RES INC,HADDON HTS,NJ 08035. RP Anderson, J, WELLCOME TRUST RES LABS,UNIT POLICY RES SCI & MED,210 EUSTON RD,LONDON NW1 2BE,ENGLAND. CR *ORG EC COOP DEV, 1990, U ENT REL OECD MEM C ANDERSON C, 1993, SCIENCE, V259, P300 ANDERSON J, 1994, PLANNING NATL RES PR ARCHIBUGI D, 1992, SCI PUBL POLICY, V19, P357 COLLINS F, 1993, SCIENCE, V262, P43 COLLINS P, 1988, RES POLICY, V17, P65 ETZKOWITZ H, 1994, HDB SCI TECHNOLOGY S FREEMAN R, 1994, INNOVATION FORESIGHT HILGARTNER S, 1994, HDB SCI TECHNOLOGY S NARIN F, 1976, J AM SOC INFORM SCI, V27, P25 NARIN F, 1978, FED PROC, V37, P2120 NARIN F, 1985, SCIENTOMETRICS, V7, P369 NARIN F, 1992, RES POLICY, V21, P237 NARIN F, 1993, CHEMTECH, V23, P52 NARIN F, 1994, SCIENTOMETRICS, V30, P147 NOYONS ECM, 1994, RES POLICY, V23, P443 PAVITT K, 1991, RES POLICY, V20, P109 THOMAS SM, 1995, RES POLICY, V24, P645 TURNEY J, 1991, NEW SCI, V16, P35 WEBSTER A, 1994, SCI PUBL POLICY, V2, P72 WEBSTER A, 1994, SCI PUBL POLICY, V2, P72 NR 21 TC 14 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD JUN PY 1996 VL 8 IS 2 BP 135 EP 156 PG 22 SC Management; Multidisciplinary Sciences GA UX036 UT ISI:A1996UX03600004 ER PT J AU Pianta, M Meliciani, V TI Technological specialization and economic performance in OECD countries SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID GROWTH-RATES AB The paper investigates the. growing sectoral specialization in technological activities of OECD countries (measured using patent data) and its impact on countries) innovative and economic performance in the 1975-1990 period. Aggregate indicators of sectoral specialization are introduced, showing the extent to which countries concentrate their innovations in few fields, or spread them across several sectors. A general positive relationship is found between the degree of specialization in technology and higher rates of growth, while specialization in electronics-related fields is not associated to better economic or technological performances. The position of individual countries in these patterns is also examined, showing that specialization has been an element of the catching-up process of the past decades, which has led to a growing economic convergence among OECD countries. C1 LUISS,I-00198 ROME,ITALY. UNIV SUSSEX,SPRU,BRIGHTON,E SUSSEX,ENGLAND. RP Pianta, M, CNR,ISRDS,VIA DE LOLLIS 12,I-00185 ROME,ITALY. CR *OECD PAT MAN, 1994, US PAT DAT SCI TECHN ABRAMOVITZ M, 1993, J ECON HIST, V53, P217 AMENDOLA G, 1992, J INT COMP EC, V1, P173 ARCHIBUGI D, 1992, RES POLICY, V21, P79 ARCHIBUGI D, 1992, TECHNOLOGICAL SPECIA ARCHIBUGI D, 1994, J EVOLUTIONARY EC, V4, P17 BAUMOL WJ, 1989, PRODUCTIVITY AM LEAD DOLLAR D, 1993, COMPETITIVENESS CONV DOSI G, 1990, EC TECHNICAL CHANGE FAGERBERG J, 1987, RES POLICY, V16, P87 FAGERBERG J, 1988, TECHNICAL CHANGE EC FAGERBERG J, 1994, J ECON LIT, V32, P1147 GRILICHES Z, 1990, J ECON LIT, V28, P661 LUNDVALL BA, 1992, NATL SYSTEM INNOVATI MADDISON S, 1991, DYNAMIC FORCES CAPIT MANZOCCHI S, 1995, INDUSTRIA, V16, P363 MELICIANI V, 1992, THESIS U SUSSEX NELSON RR, 1993, NATL INNOVATION SYST PATEL P, 1987, RES POLICY, V16, P59 PIANTA M, 1995, CAMBRIDGE J ECON, V19, P175 TYSON LD, 1992, WHOS BASHING WHOM TR NR 21 TC 0 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD JUN PY 1996 VL 8 IS 2 BP 157 EP 174 PG 18 SC Management; Multidisciplinary Sciences GA UX036 UT ISI:A1996UX03600005 ER PT J AU Brockhoff, K TI Technology management in the company of the future SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INNOVATION; FIRMS AB This paper develops new conceptual ideas on the role of technology management in future companies. It draws consequences for their operations, and it suggests new perspectives that arise from current trends in company development. It argues that technology management needs to address, in a differentiated manner, the problems which arise during the development process of companies and markets. Particular emphasis is placed on the demand of systems Producers on technology management. RP Brockhoff, K, CHRISTIAN ALBRECHTS UNIV KIEL,INST RES INNOVAT MANAGEMENT,OLSHAUSENSTR 40,D-24098 KIEL,GERMANY. 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Anal. Strateg. Manage. PD JUN PY 1996 VL 8 IS 2 BP 175 EP 189 PG 15 SC Management; Multidisciplinary Sciences GA UX036 UT ISI:A1996UX03600006 ER PT J AU Drejer, A TI Frameworks for the management of technology: Towards a contingent approach SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB The purpose of this paper is to examine different approaches to the management of technology (or MOT). From a historical perspective, the strategic MOT seems to be the latest trend in the development of MOT. To illustrate this, the field of MOT is divided into four schools of thought the R&D management school, the innovation management school, the technology planning school and the strategic MOT school. This leads to an examination of the the assumptions concerning the content and process of these schools. A number of implications of taking a strategic approach to the MOT are discussed. RP Drejer, A, AALBORG UNIV,DEPT PROD,FIBIGERSTRAEDE 16,DK-9220 AALBORG O,DENMARK. 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Anal. Strateg. Manage. PD MAR PY 1996 VL 8 IS 1 BP 9 EP 20 PG 12 SC Management; Multidisciplinary Sciences GA UE676 UT ISI:A1996UE67600002 ER PT J AU Demirag, IS TI The impact of managers' short-term perceptions on technology management and R&D in UK companies SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID REALITY; MYTH AB Short-term financial pressures on the manufacturing sector in the UK have had a negative impact on the management of technology as can be seen by the reduction in R&D spending, patenting rates and in market shares of this sector. It has been argued that capital market pressures are increasingly directed towards short-term performance evaluation of managers and their operations. This paper begins by offering a theoretical framework Sor studying the effects of management perceptions on short-term behaviour of firms. Drawing on the theoretically framework, hypotheses are developed on the possible relationships between short-term perceptions of finance directors and their companies' management of technology and in particular R&D. The overall findings of the survey support the view that perceived short-term pressures are causing firms to retain or adopt 'financial control' management styles. They also show that these short-term financial pressures are the principal strategic element of UK companies and as such they dominate their technology management and R&D. RP Demirag, IS, UNIV SHEFFIELD,SCH MANAGEMENT,DEPT ACCOUNTING,9 MAPPIN ST,SHEFFIELD S11 8RF,S YORKSHIRE,ENGLAND. CR *COOP LYBR MOR, 1991, SHAR VAL AN SURV *INN ADV BOARD, 1990, INN CIT ATT PRACT *ORBIC, 1991, R D SHORT TERM ENH P ALLEN D, 1988, LONG TERM FINANCIAL BALL J, 1991, NATL WESTM BANK Q R, P20 BRIAN GM, 1993, ACCOUNTING BUSINESS, V23, P351 BROWN G, 1994, PERFORMANCE MEASUREM CARR CH, 1994, EUROPEAN MANAGEMENT, V12, P102 CARR CH, 1994, STRATEGIC INVESTMENT COATES JB, 1992, MANAGE ACCOUNTING, V3, P133 COSH AD, 1987, CAMBRIDGE J ECON, V11, P401 COSH AD, 1990, SEM TAK OV STUD SHOR DEMIRAG I, 1992, BRIT J MANAGE, V3, P7 DEMIRAG IS, 1992, INDEPENDENT, V9, P18 DEMIRAG IS, 1994, J BUSINESS FINANCE A, V21, P1195 DEMIRAG IS, 1995, EUROPEAN J FINANCE, V1, P41 DRUCKER PF, 1991, HARVARD BUS REV, V69, P106 DRURY C, 1993, 32 ASS CERT ACC EZZAMEL M, 1990, ACCOUNTING BUSINESS, V20, P153 FORBES W, 1993, ACCOUNTING BUSINESS, V23, P331 FROOT KA, 1995, J APPL CORPORATE FIN, V5, P42 GOOLD MC, 1987, STRATEGIES STYLES RO HECTOR G, 1984, FORTUNE 1121, P31 HOSKISSON RE, 1988, STRATEGIC MANAGEMENT, V9, P605 JACOBS MT, 1991, SHORT TERM AM CAUSES JENKINSON T, 1993, HOSTILE TAKE OVERS KEASEY K, 1993, ACCOUNTING BUSINESS, V23, P291 MANGEL R, 1995, ACCOUNTING BUSINESS, V23, P339 MARSH P, 1990, SHORT TERMISM TRIAL MOODY J, 1989, CITY APPRAISES TECHN NUNNALLY JC, 1967, PSYCHOMETRIC THEORY ODAGIRI H, 1989, 70 LOND BUS SCH CTR PIKE R, 1993, ACCOUNTING BUSINESS, V23, P489 THOMPSON T, 1992, AC MAN BEST PAP P TOMKINS CR, 1991, CORPORATE RESOURCE A USEEM M, HUMAN RESOURCE MANAG, V29, P285 WILLIAMS P, 1991, NATL WESTM BANK Q R, P31 NR 37 TC 2 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 1996 VL 8 IS 1 BP 21 EP 32 PG 12 SC Management; Multidisciplinary Sciences GA UE676 UT ISI:A1996UE67600003 ER PT J AU DenHond, F Groenewegen, P TI Environmental technology foresight: New horizons for technology management SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INNOVATION AB Decision-making in corporate technology management and government technology policy, is increasingly influenced by the environmental impact of technologies. Technology foresight (TF) and environmental impact assessment (EIA) are analyzed with regard to the roles they, can play in developing long-term strategies and policies reducing the environmental impact of technologies. The methods for TF and EIA are quite well developed, but remain within a tradition of rational decision-making However, recent studies of technology management and innovation have shown that technology development can be explained only to a certain degree by, rational decision-making. EIA is usually presented as an objective and scientific method, based on normative underpinnings that usually remain hidden. Thus, systematic information-providing instruments such as TF and EIA can play only a limited role. We propose a procedure for environmental technology foresight. The case is made that environmental technology management will be most helped by a 'constructive' approach in order to stimulate incorporation of long-term environmental objectives. RP DenHond, F, VRIJE UNIV AMSTERDAM,FAC NATUURKUNDE STERRENKUNDE,VAKGRP ALGEMENE VORMING,DE BOELELAAN 1081,1081 HV AMSTERDAM,NETHERLANDS. 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Anal. Strateg. Manage. PD MAR PY 1996 VL 8 IS 1 BP 33 EP 46 PG 14 SC Management; Multidisciplinary Sciences GA UE676 UT ISI:A1996UE67600004 ER PT J AU CabralCardoso, C TI The politics of technology management: Influence and tactics in project selection SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID STRATEGIC DECISIONS; FORMAL ANALYSIS; ORGANIZATIONS AB It is observed that technical information presented in a formalized way is used as 'rational' evidence to support one particular point of view during the process of project selection. This 'political' action increases the chances of a favoured course of action being carried through provided that its output lends support to the actor's prior viewpoint. It is argued that the framework provided by the rational actor model gives a biased and unrealistic view of the selection process because this political dimension is ignored. In the evidence Presented here, an attempt is made to identify the discriminating factors associated with the supportive use of technical information at the level of the individual, the organization and the project. The data indicate that technical information is most likely to be used in a political manner by mature managers working in relatively small, low-tech companies. It is concluded that the supportive role played by technical information ir political and symbolic in nature. RP CabralCardoso, C, UNIV MINHO,SCH ECON & MANAGEMENT,P-4700 BRAGA,PORTUGAL. 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Anal. Strateg. Manage. PD MAR PY 1996 VL 8 IS 1 BP 47 EP 58 PG 12 SC Management; Multidisciplinary Sciences GA UE676 UT ISI:A1996UE67600005 ER PT J AU Bessant, J Caffyn, S Gilbert, J TI Learning to manage innovation SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID CONTINUOUS-IMPROVEMENT AB Technological innovation is widely accepted to be a complex learning process through which firms try to acquire and develop distinctive technological competence. But there is a second dimension to such learning which relates to the ways in which the innovation process is managed, which also involves a developmental, cumulative progress. Not all firms have the same level of skill in managing projects, in understanding user needs, in search behaviour, in managing inter-firm relationships, etc.; these are all abilities which are learned over time. This paper reviews the concept of capability development as it applies to the management of technological innovation. It illustrates this with the example of continuous improvement (CI)-a key capability which is associated tenth high levels of involvement in the innovation process through the contribution of regular incremental improvement ideas from a large proportion of the workforce. CI is a simple concept but is proving very difficult to implement successfully in practice; arguably, this is because it involves extensive learning and adaptation. In exploring this issue the paper draws upon the results of a 5-year empirical study into the adoption and implementation of CI within European enterprises. The paper concludes with some comments on the process of 'learning to learn' and argues that managing this process is a key component of strategic technology management. RP Bessant, J, UNIV BRIGHTON,CTR RES INNOVAT MANAGEMENT,BRIGHTON BN1 9PH,E SUSSEX,ENGLAND. 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Anal. Strateg. Manage. PD MAR PY 1996 VL 8 IS 1 BP 59 EP 70 PG 12 SC Management; Multidisciplinary Sciences GA UE676 UT ISI:A1996UE67600006 ER PT J AU Thomas, P TI The devil is in the detail: Revealing the social and political processes of technology management SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID CULTURE AB Much of the technology management literature is highly prescriptive and is underpinned by objectivist and fuctionalist assumptions about management. The social and political aspects of managerial processes are largely ignored, yet critical analyses have revealed these aspects to be central, rather than marginal, to managerial work. This paper presents a critical analysis of an organization which attempted to develop a computer-integrated manufacturing system. The analysis reveals the ambiguity and uncertainty of the management process, and highlights the significant influence of language, power and managerial identity on the formulation and implementation of a technology strategy. In conclusion, the paper calls for less simplistic prescription and more critical research and writing in the technology management field. The aim of such an approach would be to enhance the abilities of managers and employees to reflect upon, and learn from, their own experiences and to challenge inappropriate and damaging forms of technology management. RP Thomas, P, UNIV CENT LANCASHIRE,LANCASHIRE BUSINESS SCH,CTR RES EMPLOYMENT & WORK,PRESTON PR1 2HE,LANCS,ENGLAND. CR ALVESSON M, 1992, CRITICAL MANAGEMENT ARMSTRONG P, 1984, WORK EMPLOYMENT UNEM, P97 BABBAR S, 1990, INT J OPER PROD MAN, V10, P42 BESSANT J, 1994, INT J PROD ECON, V34, P237 BOLMAN LG, 1991, REFRAMING ORG, P272 BRAVERMAN H, 1974, LABOR MONOPOLY CAPIT BROWN JS, 1991, ORGAN SCI, V2, P40 COLLINSON D, 1994, RESISTANCE POWER ORG, P25 DUSSUAGE P, 1992, STRATEGIC TECHNOLOGY HAYES RH, 1984, RESTORING OUR COMPET JACKALL R, 1988, MORAL MAZES WORLD CO JONES O, 1994, INT J TECHNOLOGY MAN, V9, P162 KNIGHTS D, 1989, SOCIOLOGY, V23, P535 KNIGHTS D, 1992, ACAD MANAGE REV, V17, P514 KNIGHTS D, 1992, ORGAN STUD, V13, P226 KNIGHTS D, 1994, RESISTANCE POWER ORG, P167 LANUEZ D, 1994, RESISTANCE POWER ORG, P219 LUKES S, 1974, POWER RADICAL VIEW MANGHAM IL, 1987, ORG THEATRE SOCIAL P MARCH JG, 1984, LEADERSHIP ORG CULTU, P18 MARCUSE H, 1964, ONE DIMENSIONAL MAN MAULL R, 1990, INT J OPER PROD MAN, V10, P27 MINTZBERG H, 1985, STRATEGIC MANAGE J, V6, P257 NOBLE DF, 1984, FORCES PRODUCTION PAVITT K, 1990, CALIFORNIA MANAGEMEN, V32, P21 PIORE M, 1982, 2 IND DIVIDE PRINGLE R, 1994, ANTHR ORG, P115 REED M, 1989, SOCIOLOGY MANAGEMENT, P2 SAKOLSKY R, 1992, SKILL CONSENT CONT S, P235 SEWELL G, 1992, SOCIOLOGY, V26, P271 THOMAS P, 1994, INT J PROD ECON, V34, P371 THOMAS PS, 1991, THESIS NEWCSTLE UPON THOMAS RJ, 1994, WHAT MACHINES CANT D THOMPSON G, ECON SOC, V11, P233 THOMPSON P, 1990, WORK ORG CRITICAL IN TSOUKAS H, 1995, NEW THINKING ORG BEH, P1 VOSS CA, 1988, INT J TECHNOL MANAGE, V3, P285 VOSS CA, 1992, BUSINESS STRATEGY RE, V3, P29 WAINWRIGHT D, 1991, THESIS NEWCASTLE UPO WATSON TJ, 1994, SEARCH MANAGEMENT WEICK KE, 1987, CALIF MANAGE REV, V29, P112 WILLMOTT H, 1987, J MANAGE STUD, V24, P248 WOMACK JP, 1990, MACHINE CHANGED WORL ZAMMUTO RF, 1992, ACAD MANAGE REV, V17, P701 NR 44 TC 2 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PD MAR PY 1996 VL 8 IS 1 BP 71 EP 84 PG 14 SC Management; Multidisciplinary Sciences GA UE676 UT ISI:A1996UE67600007 ER PT J AU MacDonald, S TI Culture and image in international strategy: Engineering myth and metal-bashing SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB 'Metal-bashing' is a derogatory term, implying unsophisticated engineering Few modern engineering firms covet a metal-bashing image and probably none would encourage a metal-bashing culture. However, changing an image and expunging a culture present problems for the organization when both are reinforced by beliefs that transcend organizational boundaries. Engineering itself has a metal-bathing image-part of an engineering myth which also includes characteristics which the modem engineering firm would wish to retain. This paper is concerned with the images of two large engineering firms. In both cases, the firm's image had conveyed the impression of a UK Midland's metal-basher. In neither case was this image an accurate reflection of the firm's businesses and in neither case was the image deliberately cultivated. However, in one case, senior management deemed the metal-bashing image to be so incompatible with global aspirations that it was deliberately expunged. In the other firm, the same image was seen as less damaging to international aspirations and no specific efforts were made io change it. This paper examines some of the strategic implications of changing image and culture when myth cannot be changed. RP MacDonald, S, UNIV SHEFFIELD,SCH MANAGEMENT,SHEFFIELD S10 2UH,S YORKSHIRE,ENGLAND. CR 1978, ECONOMIST 0225, P74 1978, ENG PROFESSION NATIO 1980, COMMAND7794 1985, IND MANAGEMENT D NOV, P24 1988, ECONOMIST 0312, P75 1990, TI GROUP RESTRUCTURI 1991, MANAGEMENT TODAY AUG, P50 1992, GLOBALISATION IND AC, P55 BECKETT WK, 1992, J BUS STRAT, V13, P53 BRANDES O, 1991, JUN STRAT PROC RES C BRAZIER D, 1990, MECH ENG, V112, P52 BRULAND K, 1989, BRIT TECHNOLOGY EURO CALDER D, 1989, MARKETING 0824, P35 CARR C, 1992, SEP BRIT AC MAN C BR CLARK A, 1988, AUSTR FINANCIAL 0927, P13 CROFTS P, 1987, PERS MANAGE, V19, P30 GIBBONS M, 1974, RES POLICY, V3, P220 GREENWALD H, 1978, IND RELAT, V17, P156 GREGORY G, 1982, B SOPHIA U, V86 HILL R, 1989, STRATEGIC CHANGE HUM HOLDSWORTH T, 1984, GKN ANN REPORT JAUCH LR, 1978, ACAD MANAGE J, V21, P84 JONES E, 1990, HIST GKN JOSEPH R, 1992, HERD WHITE ELEPHANTS, P80 KORPORAAL G, 1989, BULLETIN 0411, P124 LANGDALE J, 1991, INT AUSTR SERVICE IN LEVI J, 1988, BUSINESS NOV, P46 LEWINTON C, CITED INDIRECTLY LEWINTON C, 1992, 1ST UK INN LECT, P9 LEWINTON C, 1992, IND DECLINE ARISING, P5 MACDONALD S, 1978, CANBERRA NATIONAL C, V6, P17 MACDONALD S, 1979, GENERAL ENG T GE, V3, P49 MACDONALD S, 1979, SEARCH, V10, P224 MACDONALD S, 1980, THEORY KNOWLEDGE SCI, P255 MACDONALD S, 1985, MANUFACTURING INNOVA, P41 MACDONALD S, 1992, HUMAN SYSTEMS MANAGE, V11, P77 MACDONALD S, 1993, INT J TECHNOLOGY MAN, V8, P95 MARSHALL G, 1980, MANAGEMENT ACCOU OCT, P32 MILES I, 1988, INFORMATION HORIZONS, P124 NASH T, 1988, DIRECTOR, V42, P52 PARKER R, 1989, INFOWORLD 0313, P42 PASSMAN S, 1969, SCI TECHNOLOGICAL CO, P66 ROLFE R, 1989, INT MANAGEMENT FEB, P40 SAKAKIBARA K, 1985, HITOTSUBASHI J COMME, V20, P1 SCHUCHMAN H, 1981, INFORMATION TRANSFER, P27 SKEEL S, 1991, MANAGEMENT TODAY APR, P38 SKOTHICKI T, 1986, BUSINESS REV WEEKLY, V8, P120 TANN J, 1978, J ECON HIST, V38, P363 WALKER H, 1988, IND MARKETING DIGEST, V13, P121 WHIPP R, 1989, J MANAGE STUD, V26, P561 WHITING R, 1991, ELECTRONIC BUSINESS, V17, P89 WOLEK FW, 1984, R D MANAGE, V14, P225 NR 52 TC 1 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1995 VL 7 IS 4 BP 355 EP 369 PG 15 SC Management; Multidisciplinary Sciences GA TT023 UT ISI:A1995TT02300001 ER PT J AU Howells, J Wood, M TI Diffusion and management of electronic data interchange: Barriers and opportunities in the UK pharmaceutical and healthcare industries SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID ADOPTION AB This paper is based on evidence from a survey, conducted during 1992, investigating the adoption of electronic data interchange (EDI) among nearly 200 firms in the pharmaceutical and healthcare sector within the UK. In particular, it focuses on the factors behind the adoption and diffusion of EDI, and the barriers to its uptake and spread. It also analyzes some of the strategic, organizational and managerial issues behind its implementation and development. The survey highlights the relatively slow rate of adoption of EDI within this sector and key problems that inhibit its uptake. These include issues of costs, standards and the increasingly fragmented nature of purchasing and logistics that results from reorganization within the UK healthcare system. C1 UNIV DURHAM,DEPT GEOG,DURHAM DH1 3LE,ENGLAND. RP Howells, J, UNIV CAMBRIDGE,ESRC CTR BUSINESS RES,JUDGE INST MANAGEMENT STUDIES,TRUMPINGTON ST,CAMBRIDGE CB2 1AG,ENGLAND. CR 1988, USE VALUE ADDED DATA 1989, CM555 1989, ELECTRONIC DATA INTE 1991, MEDIA CEFIC EDI INFO, V2, P1 1991, NATIONAL HLTH SERVIC ASH N, 1990, PURCHASING SUPPL DEC, P23 BEYNONDAVIES P, 1994, INT J INFORM MANAGE, V14, P84 BORMAN M, 1994, J INFORM TECHNOL, V9, P203 BORMAN, 1994, J INFORMATIVE TECHNO, V9, P207 BROWN LA, 1971, ANN ASSOC AM GEOGR, V61, P551 BROWN LA, 1974, ECON GEOGR, V50, P285 BROWN LA, 1975, ECON GEOGR, V51, P185 BYRNE F, 1993, SCRIP MAGAZINE, V17, P31 CORNFORD T, 1990, EDI HLTH CARE IND CA CUNNINGHAM C, 1993, INT J INFORMATION MA, V13, P8 EMMELHAINZ M, 1990, EDI PERSPECTIVE FLOYD SW, 1990, TECHNOL ANAL STRATEG, V2, P357 GOEDHART D, 1990, TELEMATICS, P199 MACKAY DR, 1993, J STRATEGIC INF SYST, V2, P243 MACKAY DR, 1993, J STRATEGIE MANAGEME, V2, P256 MYERS S, 1969, SUCCESSFUL COMMERCIA OCALLAGHAN R, 1992, J MARKETING, V56, P45 PARFETT M, 1993, INT J INFORMATION MA, V13, P3 PENDER JGG, 1992, UNPUB SURVEY NHS EXT PFEIFFER PK, 1992, DIFFUSION ELECTRONIC REEKERS N, 1994, INT J INFORM MANAGE, V14, P344 REEKERS N, 1994, INT J INFORMATION MA, V14, P346 ROGERS EM, 1971, COMMUNICATION INNOVA SOKOL P, 1991, EDI COMPETITIVE EDGE SWATMAN PMC, 1992, INFORMATION SOC, V8, P169 NR 30 TC 5 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1995 VL 7 IS 4 BP 371 EP 386 PG 16 SC Management; Multidisciplinary Sciences GA TT023 UT ISI:A1995TT02300002 ER PT J AU Brady, T Targett, D TI Strategic information systems in the banking sector: Holy Grail or poison chalice SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID SERVICES AB The literature of the 1980s was full of exhortations to companies to use information technology (IT) strategically. On the whole, this meant using IT to gain competitive advantage of one sort or another. By the end of the decade and into the 1990s, the claims for IT were less bullish and, in some sectors, IT began to be seen as a strategic necessity rather than as a means to gaining competitive advantage. There were suggestions that the high level of IT investment in certain sectors was becoming a competitive burden. For example, research into the strategic use of IT in the banking sector-a heavy investor in IT in the past and recently subject to changes which have increased competitive pressures-provides evidence to support such contentions. Attempts to move from one technological trajectory which supported the old competitive, environment to a trajectory more in line with the new customer-oriented environment have been hampered by a number of factors. It is as if the banks have become caught up in the IT equivalent of the arms race. Further stretching the military, metaphor, wee suggest that same banks have been trying to apply tactical solutions to strategic problems and might benefit from a reappraisal of their IT strategy in the changed competitive circumstances. C1 UNIV BATH,SCH MANAGEMENT,BATH BA2 7AY,AVON,ENGLAND. RP Brady, T, UNIV BRIGHTON,CTR RES INNOVAT MANAGEMENT,BRIGHTON BN1 9PH,E SUSSEX,ENGLAND. CR 1988, PRICE WATERHOUSE INF 1989, PRICE WATERHOUSE INF 1990, PRICE WATERHOUSE INF 1991, PRICE WATERHOUSE INF 1993, PRICE WATERHOUSE INF BARRAS R, 1986, RES POLICY, V15, P161 BRADY T, 1992, J STRATEGIC INFORMAT, V1, P183 CASH JI, 1985, HARVARD BUSINESS MAR, P134 CECIL J, 1990, MCKINSEY Q, V4, P74 CIBORRA C, 1992, INFORMATION SOC, V8, P297 DOSI G, 1982, RES POLICY, V11, P147 DOYLE JR, 1991, EUROPEAN J INFORMATI, V1, P273 EARL M, 1989, MANAGEMENT STRATEGIE ENNEW CT, 1990, LONG RANGE PLANN, V23, P80 FINLAY P, 1991, 5TH P ANN C BRIT AC HACKETT GP, 1990, SLOAN MANAGEMENT WIN, P97 IVES H, 1984, COMMUN ACM, V30, P1193 JACKSON C, 1989, LONG RANGE PLANN, V22, P29 MACFARLAN F, 1984, HARVARD BUS REV, P98 MINTZBERG H, 1989, MINTZBERG MANAGEMENT MORTON MS, 1991, CORPORATION 1990S NEWELL C, 1991, FRAMEWORK OPERATIONA PARSONS G, 1983, FITTING INFORMATION PORTER M, 1985, HARVARD BUSINESS JUL, P160 PORTER ME, 1980, COMPETITIVE STRATEGY RACKOFF N, 1985, MIS QUART, V9, P285 SUTHERLAND E, 1991, 5TH P ANN C BRIT AC VITALE MR, 1986, MIS QUART, V10, P327 WARD J, 1990, STRATEGIC PLANNING I WARD JM, 1987, LONG RANGE PLANN, V20, P19 WARNER T, 1987, SLOAN MANAGEMENT FAL, P55 NR 31 TC 0 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1995 VL 7 IS 4 BP 387 EP 406 PG 20 SC Management; Multidisciplinary Sciences GA TT023 UT ISI:A1995TT02300003 ER PT J AU Bower, DJ Young, A TI Influences on technology strategy in the UK oil- and gas-related industry network SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INTEGRATION AB In the course of the last 25 years the UK has seen the emergence of a new, technologically advanced network of organizations underpinning the technical needs of the oil and gas extraction industry. The evolution of this industry network has taken place within a public policy framework which has had two central objectives: to maximize UK industrial involvement in the industry and to maximize North Sea oil and gas extraction. The extent to which this framework has encouraged the development of new, technology-based firms has not been systematically studied. This study examines the extent of indigenous involvement in the network and the influence of the current pressures of economic and policy changes on the performance and strategic planning of these companies. C1 HERIOT WATT UNIV,EDINBURGH EN14 4AS,MIDLOTHIAN,SCOTLAND. RP Bower, DJ, UNIV ABERDEEN,UNIV LONDON KINGS COLL,CTR MANAGEMENT STUDIES,EDWARD WRIGHT BLDG,ABERDEEN AB9 2TY,SCOTLAND. CR 1992, SUPPLY IND UPSTREAM 1993, CRINE COST REDUCTION 1994, DTI ENERGY REPORT, V2 1995, OIL GAS PROSPECTS 19 ARNOLD G, 1978, BRITAINS OIL BAXTER LF, 1989, J PRODUCTION OPERATI, V9, P69 BENN A, 1990, CONFLICTS INTEREST D BIANCHI P, 1991, RES POLICY, V20, P487 BRUSCO S, 1982, CAMBRIDGE J ECON, V6, P167 GASKIN M, 1973, 3 BANKS REV, V97, P30 GLASMEIER A, 1991, RES POLICY, V20, P469 GRAHAM, 1990, UK TAXATION PROFITS GREEN RL, 1994, SEP P BRIT AC MAN AN, P297 HAKANSSON H, 1987, IND TECHNOLOGICAL DE HARVIE C, 1994, FOOLS GOLD STORY N S KELLAS G, 1993, OIL GAS J AUG KRAHN D, 1993, ATTITUDES CHANGES PE KRAHN D, 1993, JUL WAT PARTN PETR R LANDAU R, 1994, RES POLICY, V23, P583 LANDES DS, 1979, BUS HIST REV, V53, P1 LIDDLE D, 1994, DEMAND SUPPLY SUPPOR LUNDVALL BA, 1990, WORKSHOP SOCIO EC IN NORENG O, 1980, OIL IND GOVT STRATEG PATEL P, 1994, RES POLICY, V23, P537 PATTEN T, 1985, P I MECH ENG, V199, P151 ROSENBERG N, 1986, W GREW RICH EC TRANS SCHONBERGER RJ, 1982, JAPANESE MANUFACTURI SCOTT AJ, 1991, REV REG STUD, V20, P1 SMITH HL, 1993, EUROPEAN PLANNING ST, V1, P465 TEECE DJ, 1986, RES POLICY, V15, P285 TEUBAL M, 1991, RES POLICY, V20, P381 NR 31 TC 3 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1995 VL 7 IS 4 BP 407 EP 416 PG 10 SC Management; Multidisciplinary Sciences GA TT023 UT ISI:A1995TT02300004 ER PT J AU Rip, A TI Introduction of new technology: Making use of recent insights from sociology and economics of technology SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Retrospective studies have shown the non-linear and situated character of technological developments; the importance of articulation of demand and of acceptability, and hole, these are part of larger-socio-technical transformations; and how technical and socio-technical alignment activities occur and are consciously shaped by 'macro-actors'. These insights are transformed into thirteen suggestions for successful introduction of new technology. RP Rip, A, UNIV TWENTE,SCH PHILOSOPHY & SOCIAL SCI,POB 217,7500 AE ENSCHEDE,NETHERLANDS. CR ABERNATHY WJ, 1983, IND RENAISSANCE PROD, P25 ARTHUR WB, 1988, TECHNICAL CHANGE EC, P590 BURNS TR, 1987, SHAPING SOCIAL ORG CALLON M, 1992, TECHNOLOGICAL CHANGE DAVID P, 1985, AM EC REV, V75 DELABRUHEZE A, 1992, THESIS U TWENTE DOSI G, 1988, TECHNICAL CHANGE EC, P67 EDGE DO, 1973, MEANING CONTROL SOCI, P95 FONK G, 1991, CONSTRUCTIEF TECHNOL FREEMAN C, 1988, TECHNICAL CHANGE EC, P38 HUGHES TP, 1983, NETWORKS POWER ELECT HUTT MD, 1986, J MARKETING, V50, P40 KERRES M, 1992, MULTIMEDIA TRADITION KRANAKIS E, 1987, SEP INT WORKSH INT S KRASNER SD, 1983, INT REGIMES KRASNER SD, 1992, INT ORG AUT, V46 LEONARDBARTON D, 1988, RES POLICY, V17, P251 MARVIN C, 1988, WHEN OLD TECHNOLOGIE MEIJER RAM, 1992, TELEWERK BLIJJFT MAA NASON RW, 1989, J PUBLIC POLICY MARK, V8, P242 NELSON RR, 1977, RES POLICY, V6, P36 NYE DE, 1990, ELECTRIFYING AM SOCI PAVITT K, 1988, OXFORD REV ECON POL, V4, P35 PAVITT, 1990, RES SYSTEM TRANSITIO PEREZ C, 1988, TECHNICAL CHANGE EC, P438 RIP A, 1991, SEP INT WORKSH CONST RIP A, 1995, MANAGING TECHNOLOGY ROGERS E, 1971, COMMUNICATION INNOVA SCHMIDT SK, 1992, AUG 4S EASST JOINT M VANDENENDEN J, 1994, TURN TIDE COMPUTERIZ VANOOST E, 1994, NIEUWE FUNCTIES NIEU NR 31 TC 23 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1995 VL 7 IS 4 BP 417 EP 431 PG 15 SC Management; Multidisciplinary Sciences GA TT023 UT ISI:A1995TT02300005 ER PT J AU Batail, J TI Who talks to whom at a European meeting for technology transfers? SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Who is interested in organizing technology transfers and partnerships within their borders or beyond and who with? This article analyzes a meeting on 'bio-medical engineering', provides a few pointers in the European context, shows how the desire for contacts is structured by the nationalities, pinpoints a number of typical national 'patients of behaviour' and highlights the dynamisms of currently developing 'company networks'. RP Batail, J, ANVAR,DIV TECHNOL,43 RUE CAUMARTIN,F-75436 PARIS 09,FRANCE. CR 1992, TECHNOLOGY EC KEY RE 1994, PMI93 MIN IND NR 2 TC 0 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1995 VL 7 IS 4 BP 433 EP 440 PG 8 SC Management; Multidisciplinary Sciences GA TT023 UT ISI:A1995TT02300006 ER PT J AU Martini, W Halal, W TI Defence conversion: The Westinghouse experience SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This paper briefly reviews defence industry trends and how defence contractors are attempting technology conversion, with specific examples. C1 GEORGE WASHINGTON UNIV,SCH BUSINESS & PUBL MANAGEMENT,DEPT MANAGEMENT SCI,WASHINGTON,DC 20052. RP Martini, W, WESTINGHOUSE ELECT CORP,ELECTR SYST GRP,POB 74B,MAIL STOP 465,BALTIMORE,MD 21203. CR 1991 WESTINGHOUSE AN, P3 1992, AVIATION WEEK S 0713, P11 HUGHES D, 1992, AVIATION WEEK S 0715, P60 HUGHES D, 1992, AVIATION WEEK S 0907, P87 LAMBER M, 1992, AVIATION WEEK S 0309, P61 MORROCCO JD, 1993, AVIATION WEEK SPACE, V25, P64 NR 6 TC 0 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1995 VL 7 IS 4 BP 441 EP 449 PG 9 SC Management; Multidisciplinary Sciences GA TT023 UT ISI:A1995TT02300007 ER PT J AU GENUS, A TI WALLS AND BRIDGES - TOWARDS A MULTIDISCIPLINARY APPROACH TO THE CONCEPT OF FLEXIBILITY SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Writers from different academic and functional disciplines and perspectives have analyzed and prescribed the development of flexibility, primarily as a means for enabling organizations to cope with changing competitive conditions. However, there is somewhat little agreement, or even awareness, of what is meant by 'flexibility' within and across various fields (e.g. strategic management, organization theory and science and technology studies, and operations management). The degree of confusion and looseness associated with the use of the term 'flexibility' has prompted some researchers in one area (organization studies/industrial relations) to call for a move away, from the concept. The purpose of this paper is to consider various treatments of flexibility that reside within the walls of different, disconnected discourses on the notion. By applying a range of concepts which have relevance to flexibility to a reinterpretation of a study of North Sea oil technology, first conducted some years ago, it is intended to examine the bridges that mag be built between different researchers on flexibility approaching the notion from differing vantage points. Recognizing that the strategic management version of flexibility, strategic flexibility, is perhaps the least developed, and the extent to which that field is founded upon borrowing from other academic disciplines, the paper adopts a multi-disciplinary perspective to flexibility, which may contribute to the further development of strategy as an interdisciplinary field. RP GENUS, A, BRUNEL UNIV,DEPT MANAGEMENT STUDIES,UXBRIDGE UB8 3PH,MIDDX,ENGLAND. CR 1976, 7 DEP EN PAP ABERNATHY WJ, 1978, PRODUCTIVITY DILEMMA BESSANT J, 1991, MANAGING ADV MANUFAC BIJKER W, 1987, SOCIAL CONSTRUCTION CLARK P, 1989, INNOVATION TECHNOLOG CLARK P, 1993, INNOVATION TECHNOLOG COLLINGRIDGE D, 1992, MANAGEMENT SCALE CYERT RM, 1963, BEHAVIORAL THEORY FI DAS TK, 1995, J GEN MANAGE, V20, P60 DOUGLAS M, 1982, RISK CULTURE EVANS JS, 1991, J MANAGE STUD, V28, P69 EVANS JS, 1991, J MANAGE STUD, V28, P72 GENUS A, 1990, TESTING INCREMENTAL GENUS A, 1993, BUSINESS STRATEGY EN, V2, P26 GENUS A, 1993, TECHNOL ANAL STRATEG, V5, P137 GENUS A, 1993, TECHNOL ANAL STRATEG, V5, P137 GENUS A, 1995, FLEXIBLE STRATEGIC M GERTLER MS, 1988, T I BR GEOGR, V13, P419 HARRIGAN KR, 1985, STRATEGIC FLEXIBILIT HUFF JO, 1992, STRATEGIC MANAGE J, V13, P55 JOHNSON G, 1987, STRATEGIC CHANGE MAN KANTER RM, 1983, CHANGE MASTERS KEMP A, 1990, ENERGY POLICY SEP, P599 LOVERIDGE R, 1990, STRATEGIC MANAGEMENT MOORE JI, 1992, WRITERS STRATEGY STR MORT M, 1995, TECHNOL ANAL STRATEG, V7, P307 NELSON RR, 1982, EVOLUTIONARY THEORY PETERS T, 1989, THRIVING CHAOS PETTIGREW A, 1991, MANAGING CHANGE COMP PIORE MJ, 1984, 2ND IND DIVIDE POLLERT A, 1991, FAREWEL FLEXIBILITY PORTER ME, 1980, COMPETITIVE STRATEGY QUINN J, 1992, INTELLIGENT ENTERPRI ROBINSON C, 1990, C 25 YEARS N SEA GUI SCHULMAN PR, 1980, AM POLIT SCI REV, V74, P342 SENGE P, 1991, 5TH DISCIPLINE ART P SLACK N, 1992, INT J OPER PROD MAN, V12, P82 STARKEY K, 1991, BRIT J MANAGEMENT, V2, P165 STINCHCOMBE AL, 1985, ORG THEORY PROJECT M THOMPSON S, 1988, INTERNAL ORG EFFICIE, CH10 WILLIAMSON OE, 1975, MARKETS HIERARCHIES WILSON DC, 1992, STRATEGY CHANGE NR 42 TC 6 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1995 VL 7 IS 3 BP 287 EP 306 PG 20 SC Management; Multidisciplinary Sciences GA RY115 UT ISI:A1995RY11500002 ER PT J AU MORT, M TI CONSTRUCTING TRIDENT, REINFORCING THE NETWORK SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This paper draws upon the traditions of social construction of technology and actor-network theory, in an attempt to show that just as these approaches have been used to expose the contingent nature of 'technical' change, they can also be adapted to show, the contingency of the 'social' aspects of technology, such as redundancy and technological unemployment, which have in recent years assumed an almost unassailable sense of inevitability. This process is begun when technology is viewed as a social network. Then, focusing On the production phase in the life cycle of a technical system, it is argued here that the jettisoning of both people and technical resources from the network may get presented as part of technology's 'natural' trajectory, but is often part of the (socio-technical) 'heterogenous engineering' necessary for the stabilization of that technology, and consequently need not be seen as inevitable. RP MORT, M, UNIV LEEDS,NUFFIELD INST,LEEDS LS2 9PL,W YORKSHIRE,ENGLAND. CR 1987, OCEANS WORK CASE NON 1994, DEFENSE NEWS 0718, P8 BEYNON H, 1973, WORKING FORD BIJKER, 1987, SOCIAL CONSTRUCTION CALLON M, 1986, MAPPING DYNAMICS SCI DEBACKERE, 1994, TECHNOL ANAL STRATEG, V6, P24 DILLON GM, 1983, DEPENDENCE DETERRENC, P135 HARBOR B, 1990, SCI PUBL POLICY, V17, P194 KALDOR M, 1981, BAROQUE ARSENAL LATOUR B, 1987, SCI ACTION, P130 LAW J, 1987, SOCIAL CONSTRUCTION LAW J, 1991, SOCIOLOGY MONSTERS LAW J, 1994, ORG MODERNITY MACKENZIE D, 1990, INVENTING ACCURACY H MARSHALL J, 1989, BARROW STRIKE 1988 PFAFFENBERGER B, 1992, SCI TECHNOL, V17, P282 ROSE H, 1983, SIGNS, V9, P73 SPINARDI G, 1994, PALARIS TRIDENT DEV WAINWRIGHT H, 1982, LUCAS PLAN NEW TRADE WINNER L, 1977, AUTONOMOUS TECHNOLOG NR 20 TC 1 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1995 VL 7 IS 3 BP 307 EP 313 PG 7 SC Management; Multidisciplinary Sciences GA RY115 UT ISI:A1995RY11500003 ER PT J AU VERHEUL, H VERGRAGT, PJ TI SOCIAL EXPERIMENTS IN THE DEVELOPMENT OF ENVIRONMENTAL TECHNOLOGY - A BOTTOM-UP PERSPECTIVE SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB In the development implementation of environmental technologies, many initiatives are taken by citizen groups and non-governmental organizations, outside the institutional structures of firms and governments. These initiatives are called social experiments. Based on three case studies, this paper explores the emergence, organizational structure and innovation processes of these social experiments, and their contribution to the development of environmental technologies as a whole. RP VERHEUL, H, DELFT UNIV TECHNOL,POB 5015,2600 GA DELFT,NETHERLANDS. CR DEBATSELIER N, 1994, COMMUNICATION 0322 DOSI G, 1988, TECHNICAL CHANGE EC DUNLAP RE, 1993, HLTH PLANT RESULTS 1 IRWIN A, 1994, FUTURES, V3, P323 MULDER KF, 1992, CHOOSING CORPORATE F NELSON RR, 1977, RES POLICY, V6, P36 RIP A, 1989, JUN INT C INS TECHN SCHOT JW, 1992, SCI TECHNOL, V17, P36 VANLENTE H, 1993, PROMISING TECHNOLOGY VERGRAGT PJ, 1988, SOC STUD SCI, V18, P483 NR 10 TC 4 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1995 VL 7 IS 3 BP 315 EP 326 PG 12 SC Management; Multidisciplinary Sciences GA RY115 UT ISI:A1995RY11500004 ER PT J AU CONWAY, S TI INFORMAL BOUNDARY-SPANNING COMMUNICATION IN THE INNOVATION PROCESS - AN EMPIRICAL-STUDY SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID TECHNOLOGY-TRANSFER; NETWORKS; EXCHANGE AB The sources of ideas embodied within successful technological innovation have been a subject of interest in many studies since the 1950s. This research suggests that sources external, to the innovating organization account for between 34% and 65% of the inputs important to the development of successful innovation. In addition, studies have long highlighted personal boundary-spanning communication as an important mechanism for the transference of such ideas. Despite this recognition, there has been little systematic evaluation of the role and importance of informal boundary-spanning communication in the innovation process. This paper provides the results of an empirical study of the role and source of informally derived inputs into the development process of 35 commercially successful innovations. It was found that informal mechanisms were often employed to transfer ideas and information, as well as other resources, during the idea-generation, problem-solving and field-testing phases of these innovation projects. Indeed, the research indicates that the mobilization of informal boundary-spanning contacts and networks may often be an important, and sometimes critical: factor in successful innovation. RP CONWAY, S, UNIV ASTON,ASTON BUSINESS SCH,TECHNOL POLICY UNIT,10TH FLOOR S WING,BIRMINGHAM B4 7ET,W MIDLANDS,ENGLAND. CR 1967, COMMUNICATION SYSTEM ALLEN TJ, 1977, MANAGING FLOW TECHNO ALLEN TJ, 1983, RES POLICY, V12, P199 BAKER NR, 1985, RES MANAGE, V28, P35 BOISSEVAIN J, 1974, FRIENDS FRIENDS CARTER AP, 1989, RES POLICY, V18, P155 CONWAY S, 1994, THESIS ASTON U BIRMI EKEH PP, 1974, SOCIAL EXCHANGE THEO EMERSON RM, 1976, ANNU REV SOCIOL, V2, P335 FREEMAN C, 1991, RES POLICY, V20, P503 GIBBONS M, 1974, RES POLICY, V3, P220 HAKANSSON H, 1990, UNDERSTANDING BUSINE, P459 HALL R, 1992, STRATEGIC MANAGE J, V13, P135 HAMEL G, 1989, HARVARD BUS REV, V67, P133 HIPPEL E, 1977, R&D MANAGE, V8, P13 HIPPEL E, 1987, RES POLICY, V16, P291 KANTER RM, 1972, COMMITMENT COMMUNITY KREINER K, 1993, ORGAN STUD, V14, P189 LANGRISH J, 1972, WEALTH KNOWLEDGE STU LAWTONSMITH H, 1991, RES POLICY, V20, P457 MANSFIELD E, 1985, J IND ECON, V34, P217 MCLAUGHLIN C, 1965, TECHNOLOGY TRANSFER MENZEL H, 1962, SOCIOL SCI, P417 MITCHELL JC, 1969, SOCIAL NETWORKS URBA MYERS S, 1969, SUCCESSFUL COMMERCIA ROGERS E, 1982, TRANSFER UTILIZATION, P105 ROTHWELL R, 1985, TECHNOVATION, V3, P167 SCHRADER S, 1991, RES POLICY, V20, P153 SENKER J, 1993, 2ND ASEAT INT C MANC, P26 SHAW B, 1985, R&D MANAGE, V15, P283 SHAW B, 1993, TECHNOVATION, V13, P349 TIDD J, 1993, TECHNOL ANAL STRATEG, V5, P273 UEHARA E, 1990, AM J SOCIOL, V96, P523 UTTERBACK JM, 1971, IEEE T ENG MANAGE, V18, P124 VONHIPPEL E, 1976, RES POLICY, V5, P212 VONHIPPEL E, 1987, RES POLICY, V16, P297 VONHIPPEL E, 1988, SOURCES INNOVATION WOLEK FA, 1970, COMMUNICATION SCI EN, P233 WOLEK FW, 1974, SCI STUD, V4, P411 NR 39 TC 14 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1995 VL 7 IS 3 BP 327 EP 342 PG 16 SC Management; Multidisciplinary Sciences GA RY115 UT ISI:A1995RY11500005 ER PT J AU QUINN, JJ DICKSON, K TI THE CO-LOCATION OF PRODUCTION AND DISTRIBUTION - EMERGENT TRENDS IN CONSUMER SERVICES SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This paper identifies the re-emergence of the co-location of elements of the production process with the distribution process in a range of consumer services. It suggests that this trend is being facilitated by technological developments, particularly in control systems, that allow many of the benefits of centralized production to be achieved with decentralized production and that co-location satisfies additional consumer preferences, not achievable with centralized production. The authors indicate how this trend might be examined within a post-Fordist framework. RP QUINN, JJ, BRUNEL UNIV,DEPT MANAGEMENT STUDIES,UXBRIDGE UB8 3PH,MIDDX,ENGLAND. CR AMIN A, 1989, ANTIPODE, V21, P13 BEGG I, 1993, REG STUD, V27, P817 BELUSSI F, 1989, TECHNOLOGY STRATEGY BESSANT JR, 1991, MANAGING ADV MANUFAC CHILD J, 1972, SOCIOLOGY, V6, P1 CLEGG SR, 1990, MODERN ORG ORG STUDI CORIAT B, 1980, CAPITAL CLASS, V11, P34 CURRY J, 1993, CAPITAL CLASS, V11, P29 DANIELS P, 1982, SERVICE IND GROWTH L FELSTEAD A, 1990, NEW FORMS OWNERSHIP FONTAINE F, 1994, J RETAILING, V70, P97 GENUS A, 1995, TECHNOL ANAL STRATEG, V7, P287 GERTLER MS, 1988, T I BR GEOGR, V13, P419 GOOLD M, 1990, STRATEGIC CONTROL MI HARVEY D, 1989, CONDITION POSTMODERN HOCHSCHILD AR, 1983, MANAGED HEART JACKSON PJ, 1994, THESIS U CAMBRIDGE KENNY M, POLIT SOC, V16, P121 LEVITT T, 1983, HARVARD BUSINESS MAY, P92 OFARRELL PN, 1993, REG STUD, V27, P385 OHMAE K, 1990, BORDERLESS WORLD POW PIORE MJ, 1984, 2ND IND DIVIDE POLLERT A, 1988, CAPITAL CLASS, V34, P42 POLLERT A, 1991, FAREWELL FLEXIBILITY PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1985, COMPETITIVE ADVANTAG QUINN JB, 1992, INTELLIGENT ENTERPRI, P185 SAYER A, 1989, INT J URBAN REGIONAL, V13, P666 SCHOENBERGER E, 1987, REG STUD, V21, P199 SMITH SL, 1988, NEW TECHNOLOGY LABOU STANWORTH J, 1986, SURVIVAL SMALL FIRM, V1 TOMANEY J, 1990, CAPITAL CLASS, V40, P29 VALERY N, 1987, ECONOMIST 0530, P3 NR 33 TC 0 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1995 VL 7 IS 3 BP 343 EP 352 PG 10 SC Management; Multidisciplinary Sciences GA RY115 UT ISI:A1995RY11500006 ER PT J AU MARTIN, BR TI FORESIGHT IN SCIENCE AND TECHNOLOGY SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID POLICY AB Emerging generic technologies seem set to make a revolutionary impact on the economy and society. However, success in developing arch technologies depends upon advances in science. Confronted with increasing global economic competition, policy-makers and scientists are grappling with the problem of how, to select the most promising research areas and emerging technologies on which to target resources and, hence, derive the greatest benefits. This paper analyzes the experiences of Japan, the US, the Netherlands, Germany, Australia, New Zealand and the UK in using 'foresight' to help in selecting and exploiting research that is likely to yield longer-term economic and social benefits. It puts forward a model of the foresight process for identifying research areas and technologies of strategic importance, and also analyzes why some foresight exercises have proved more successful than others. It concludes by drawing an analogy between models of innovation and foresight. RP MARTIN, BR, UNIV SUSSEX,SCI POLICY RES UNIT,BRIGHTON BN1 9RF,E SUSSEX,ENGLAND. CR 1983, REALISING OUR POTENT 1987, KEY TECHNOLOGIES 199 1990, CRITICAL TECHNOLOGIE 1990, EMERGING TECHNOLOGIC 1990, PERSPECTIVES SUCCESS 1990, US TECHNOLOGY POLICY 1991, CRITICAL TECHNOLOGIE 1991, CSIRO PRIORITY DETER, P1 1991, DECADE DISCOVERY AST 1991, GAINING NEW GROUND T 1991, REPORT NATIONAL CRIT 1992, COOPERATIVE RES CTR, P2 1992, FUTURE DIRECTIONS PR 1992, INVESTING SCI OUR F, P40 1992, NISTEP25 NAT I SCI T, P262 1993, CSIRO RES PRIORITIES, P1 1994, 1994 AD HOC M EXP GO 1994, MATCHING SCI TECHNOL 1994, RES DEV DRAFT REPORT, V1, B93 ABBOTT A, 1992, NATURE, V357, P182 BOWONDER B, 1993, FUTURES SEP, P757 BRINKMAN WF, 1986, PHYSICS 1990S CLINTON WJ, 1994, SCI NATIONAL INTERES COATES JF, 1985, FUTURES RES Q, V1, P29 COATES JF, 1985, FUTURES RES Q, V1, P31 CROUCH D, 1986, SCIENTOMETRICS, V9, P239 DOIG M, 1993, ESTABLISHING SCI PRI, P4 EIJS J, 1994, R&D MANAGE, V24, P167 ELZINGA A, 1983, FORESIGHT ANTICIPATO FREEMAN C, 1988, TECHNICAL CHANGE EC GODET M, 1986, FUTURES, V18, P134 GRUPP H, 1994, 1994 AD HOC M EXP GO GRUPP H, 1994, 1994 AD HOC M EXP GO GRUPP H, 1994, TECHNOL ANAL STRATEG, V6, P371 HANDLER P, 1970, REPORT LIFE SCI HICKS D, IN PRESS RES POLICY IRVINE J, 1984, FORESIGHT SCI PICKIN, P4 IRVINE J, 1984, SCI TECHNOLOGY POLIC, P67 IRVINE J, 1989, RES FORESIGHT CREATI KODAMA F, 1992, HARVARD BUSINESS JUL, P70 KUWAHARA T, 1994, 1994 AD HOC M EXP GO KUWAHARA T, 1994, OUTLINE TECHNOLOGY F MARTIN BR, 1989, RES FORESIGHT PRIORI MARTIN BR, 1993, RES FORESIGHT EXPLOI, P51 MARTIN BR, 1994, OECD DSTISTPTIP9417 MOGEE ME, 1991, 3 MAN FOR DISC PAP PATERMANN C, 1994, UNPUB TRENDS RES TEC PIMENTEL GC, 1985, OPPORTUNITIES CHEM PRICE DD, 1984, RES POLICY, V13, P3 QUEVREUX A, 1994, 1994 AD HOC M EXP GO ROTHWELL R, 1974, RES POLICY, V3, P258 UHLHORN C, 1992, UNPUB SETTING PRIORI, P10 VANDIJK JWA, 1991, TECHNOL FORECAST SOC, V40, P223 WESTHEIMER FH, 1965, CHEM OPPORTUNITIES N ZIMAN J, 1987, SCI STEADY STATE ZIMAN J, 1994, PROMETHEUS BOUND NR 56 TC 31 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1995 VL 7 IS 2 BP 139 EP 168 PG 30 SC Management; Multidisciplinary Sciences GA RY113 UT ISI:A1995RY11300001 ER PT J AU CLARKE, K FORD, D SAREN, M THOMAS, R TI TECHNOLOGY STRATEGY IN UK FIRMS SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INNOVATION; INDUSTRY; POLICY AB This paper is a conceptual and empirical study of the problems that companies and managers face in formulating a 'technology strategy'. The main issues in technology strategy decisions can be characterized as having acquisition, management and exploitation elements and an internal-external dimension. The research on which the paper is based aims to link and develop these elements within a winder conceptual context. It reports the empirical results of one questionnaire and two interview surveys on technology strategy, as practised by UK companies and managers. The findings from the studies and their implications are discussed for the technology strategy itself; for the significance of the company industry and technology setting; and for the underlying problem of how managers think about the firm's technologies. The conclusion is that the problems of formulating a technology strategy are more deeply rooted than has previously been suggested. C1 UNIV BATH,SCH MANAGEMENT,BATH BA2 7AY,AVON,ENGLAND. UNIV PORTSMOUTH,PORTSMOUTH BUSINESS SCH,SOUTHSEA PO4 8JF,HANTS,ENGLAND. UNIV STIRLING,SCH MANAGEMENT,DEPT MKT,STIRLING FK9 4LA,SCOTLAND. HERIOT WATT UNIV,DEPT BUSINESS ORG,EDINBURGH EH14 4AT,MIDLOTHIAN,SCOTLAND. CR ABERNATHY WJ, 1978, PRODUCTIVITY DILEMMA ABERNATHY WJ, 1983, IND RENAISSANCE ABERNATHY WJ, 1985, RES POLICY, V14, P3 ALLEN B, 1984, MANAGEMENT TECHNOLOG BRUGELMAN RA, 1989, RES TECHNOLOGICAL IN, V4, P1 BUFGELMAN RA, 1986, INSIDE CORPORATE INN CLARKE K, 1989, R&D MANAGE, V19, P215 COOMBS R, 1991, TECHNOL ANAL STRATEG, V3, P77 COOPER AC, 1986, BUSINESS HORIZON FEB, P61 DEMEYER A, 1988, R&D MANAGE, V18, P107 DODGSON M, 1991, BRIT J MANAGE, V2, P133 DOSI G, 1984, TECHNOLOGICAL CHANGE FORD D, 1981, HARVARD BUSINESS MAR, P117 FORD D, 1984, ADV STRATEGIC MANAGE, V3 FORD D, 1986, STRATEGY TECHNOLOGY FORD D, 1986, TECHNOLOGY STRATEGY FORD D, 1988, LONG RANGE PLANN, V21, P85 FREEMAN C, 1982, EC IND INNOVATION FROHMAN AL, 1982, HARVARD BUS REV JAN, P97 GHAZANFAR A, 1986, MANAGEMENT STRATEGIC GOLD B, 1983, STRATEGIC MANAGE J, V4, P209 GRANSTRAND O, 1990, RES POLICY, V19, P35 GRANSTRAND O, 1993, RES POLICY, V22, P413 HARRIS JM, 1983, PLANNING REV, V11, P28 KANTROW AM, 1980, HARVARD BUSINESS JUL, P115 KAY NM, 1979, INNOVATING FIRM BEHA LIBERATORE MJ, 1983, R&D MANAGE, V13, P207 LOVERIDGE R, 1990, STRATEGUC MANAGMENT MITROFF II, 1986, J BUS STRAT, V6, P49 MOWERY DC, 1983, RES POLICY, V12, P183 NELSON RR, 1982, EVOLUTIONARY THEORY NGUYEN GD, 1985, EUROPE NEW TECHNOLOG NUENO P, 1988, LONG RANGE PLANN, V21, P11 PAVITT K, 1984, RES POLICY, V13, P343 PORTER ME, 1985, COMPETITIVE ADVANTAG PRAHALAD CK, 1989, RES TECHNOLOGICAL IN, V4, P257 RAPOHAEL ID, 1984, R&D MANAGE, V14, P37 RIECK RM, 1993, TECHNOL ANAL STRATEG, V5, P397 SAREN MAJ, 1987, ORG ANAL DEV SAVIOTTI PP, 1984, RES POLICY, V13, P141 SCHROEDER DM, 1990, STRATEGIC MANAGE J, V11, P25 SCHROEDER R, 1986, AGRIBUSINESS, V2, P501 SCIBERRAS E, 1982, OMEGA, V10, P585 SENKER P, 1984, OMEGA-INT J MANAGE S, V12, P225 SHARP M, 1986, EUROPE NEW TECHNOLOG STONEMAN P, 1983, EC ANAL TECHNOLOGICA TEECE DJ, 1986, RES POLICY, V15, P285 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 WEICK KE, 1979, SOCIAL PSYCHOL ORG WEISENFELDSCHENK U, 1994, R&D MANAGE, V24, P57 NR 50 TC 9 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1995 VL 7 IS 2 BP 169 EP 190 PG 22 SC Management; Multidisciplinary Sciences GA RY113 UT ISI:A1995RY11300002 ER PT J AU CLARKE, SF ROOME, NJ TI MANAGING FOR ENVIRONMENTALLY SENSITIVE TECHNOLOGY - NETWORKS FOR COLLABORATION AND LEARNING SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID MANAGEMENT; INNOVATION AB Environmental issues are acknowledged as problems which transcend boundaries at organizational and societal levels. By adopting the notion of product stewardship, companies are required to manage their products from conception to resurrection, while recognizing many stakeholder interests. This demands a new style of management which emphasizes collaborative structures. In the case of the development of greener, more environmentally sensitive technology, there is a role for new collaborative networks which affect technology in either incremental or revolutionary ways. These networks can exist within the organization (intra-organizational), between organizations in the supply chain (trans-organizational) and with organizations at the domain level (supra-organizational). This paper analyzes the management, development and effect of these networks on the greening of technology. It sets out a conceptual framework for exploring the role of collaborations in the management and development of environmentally sensitive technology. It then links the types of collaboration to empirical evidence from a detailed case study of a major international UK manufacturing company. The paper concludes by highlighting the implications for management and research that stem from the findings. RP CLARKE, SF, YORK UNIV,FAC ADM STUDIES POLICY,N YORK,ON M3J 1P3,CANADA. CR 1991, J APPLIED BEHAVIORAL, V27, P38 1992, SPECIAL REPORT ELECT ACKOFF RL, 1974, REDESIGNING FUTURE, P21 ALTER C, 1993, ORG WORKING TOGETHER, P44 ASTLEY WG, 1983, ACAD MANAGE REV, V8, P576 ASTLEY WG, 1984, ACAD MANAGE REV, V8, P526 AUSTROM D, 1989, RES CORPORATE SOCIAL, V11, P233 BAILETTI AJ, 1993, R&D MANAGE, V23, P129 BIEMANS WG, 1992, MANAGING INNOVATION, P64 BRUNDTLAND G, 1987, OUR COMMON FUTURE RE, P85 CAIRNCROSS F, 1991, COASTING EARTH CALLON M, 1986, MAPPING DYNAMICS SCI, P19 CALLON M, 1987, SOCIAL CONSTRUCTION, P83 CRAMER J, 1991, FUTURES, V23, P451 DILL DD, 1991, R&D MANAGE, V20, P123 DODGSON M, 1993, TECHNOLOGICAL COLLAB DOSI G, 1982, RES POLICY, V11, P147 ELKINGTON J, 1991, GREEN BUSINESS GUIDE EMERY FE, 1965, HUM RELAT, V18, P21 FORREST JE, 1992, R&D MANAGE, V22, P44 FOSTER T, 1993, DEC EC C MAN R D TEC FRANKEL C, 1993, TOMORROW, V1, P11 FROSCH RA, 1992, P NATIONAL ACADEMY S GRAY B, 1985, HUM RELAT, V38, P911 GROENEWEGEN P, 1991, TECHNOL ANAL STRATEG, V3, P43 GROENEWEGEN P, 1993, BUSINESS STRATEGY EN, V2, P1 IRWIN A, 1989, TECHNOL ANAL STRATEG, V1, P57 KLEINER A, 1991, HARVARD BUSINESS JUL, P38 MILES R, 1986, CALIFORNIA MANAGEMEN, V2, P62 NELSON RR, 1977, RES POLICY, V6, P36 NIOSI J, 1993, R&D MANAGE, V23, P17 NOREN L, 1992, MAY EIASM INT PROD D ORIORDAN T, 1971, PERSPECTIVES RESOURC OSTLUND S, 1992, BUSINESS STRATEGY EN, V3, P21 PERIDIS T, 1992, BUSINESS STRATEGY EN, V1, P35 PINCH TJ, 1984, SOC STUD SCI, V14, P399 RITTEL HWJ, 1973, POLICY SCI, V4, P155 ROOME N, 1992, BUSINESS STRATEGY EN, V1, P11 ROOME N, 1993, BUSINESS STRATEGY EN, V2, P12 ROOME N, 1994, ENV AGENDA TAKING RE ROOME N, 1994, R&D MANAGE, V24, P65 ROTHWELL R, 1992, R&D MANAGE, V22, P221 ROYSTON MG, 1979, 1992 INT PROD DEV MA SADGROVE K, 1992, GREEN MANAGERS HDB, P7 SCHMIDHEINY S, 1992, CHANGING COURSE GLOB SENGE PM, 1992, EUROPEAN J OPERATION, V59, P127 SIMMONS P, UNPUB CLEAN PRODUCTI STEAD WE, 1992, MANAGEMENT SMALL PLA TRIST E, 1983, HUM RELAT, V36, P269 VERGRAGT PJ, 1988, SOC STUD SCI, V18, P483 WESTLEY F, 1991, J APPLIED BEHAVIORAL, V27, P65 WINN SF, 1993, R&D MANAGE, V23, P147 NR 52 TC 2 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1995 VL 7 IS 2 BP 191 EP 215 PG 25 SC Management; Multidisciplinary Sciences GA RY113 UT ISI:A1995RY11300003 ER PT J AU VARMA, R TI RESTRUCTURING CORPORATE R-AND-D - FROM AN AUTONOMOUS TO A LINKAGE MODEL SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID PRODUCTIVITY AB Since the mid-1980s, industrial R&D in the US has been going through major changes, i.e. a decline in industrial R&D expenditures and restructuring of centralized corporate R&D laboratories. The autonomous model of research, which has existed since World War II, is being replaced by the linkage model in many leading corporate R&D laboratories. This paper presents the main features of both models, the reasons behind the restructuring, and the future implications of the linkage model. The findings of the paper are primarily based on 53 interviews with industrial scientists and managers; most of the changes are new and have not been examined in the literature. This paper draws the attention of scholars to recent changes in the management of innovation and suggests further study. The linkage model links scientists' research to the immediate needs of business. However, it also decreases the likelihood of major breakthroughs occurring in technological innovation. RP VARMA, R, RENSSELAER POLYTECH INST,DEPT SCI & TECHNOL STUDIES,TROY,NY 12180. CR 1990, CORPORATE RESTRUCTIN 1993, SCI ENG INDICATORS, P90 COHEN S, 1987, MANUFACTURING MATTER CONCORAN E, 1991, SCI AM, V265, P136 DERTOUZOS ML, 1989, MADE AM GRAHAM MBW, 1985, RES TECHNOLOGICAL IN, V2, P47 GRILICHES Z, 1984, R D PATENTS PRODUCTI, P339 GULLICKSON W, 1987, MON LABOR REV, V110, P18 HOLUSHA J, 1990, NY TIMES 0513, F1 JENKINS RV, 1975, IMAGES ENTERPRISE TE MANSFIELD E, 1982, RES MANAGE, V25, P23 MARKOFF J, 1990, NY TIMES 0404, A1 MILLER RR, 1990, RES TECHNOL MANAGE, V33, P11 MORBEY GK, 1990, RES TECHNOL MANAGE, V33, P11 PARISI AJ, 1989, BUS WEEK, P17 PORT O, 1989, BUS WEEK, P14 REICH LS, 1985, MAKING AM IND RES SC REICH RB, 1983, NEXT AM FRONTIER SHETH JN, 1987, BRINGING INNOVATION SMITH DK, 1988, FUMBLING FUTURE XERO SOUDER WE, 1989, RES TECHNOL MANAGE, V32, P38 VARMA R, 1993, THESIS RENSSELAER PO WISE G, 1985, WR WHITNEY GENERAL E NR 23 TC 3 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1995 VL 7 IS 2 BP 231 EP 247 PG 17 SC Management; Multidisciplinary Sciences GA RY113 UT ISI:A1995RY11300005 ER PT J AU GRAHAM, I SPINARDI, G WILLIAMS, R WEBSTER, J TI THE DYNAMICS OF EDI STANDARDS DEVELOPMENT SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This paper explores the development of standards for electronic data interchange (EDI), which are needed to allow the inter-organizational exchange of structured information between computer systems. It focuses on the EDIFACT message development process which began informally as a mechanism for developing international standards for EDI. Since its inception, the rapidly growing scope of the process-in terms of the number of messages being developed, geography and range of industrial sectors-has forced the process to become increasingly formalized. As the process has widened outside Europe, it has become necessary for it to accommodate a wider range of business practices and reconcile the competing objectives of user groups. For many user groups, the focus of their interest in message development has moved from the development of EDIFACT standard messages to agreement on the use of subsets of these messages. A particular issue has been the moves in the US to align the national EDI standard ANSI X12 with EDIFACT, where, in addition to the technical changes required to satisfy the EDIFACT syntax, participation in EDIFACT represents a culture change from a domestic consensus process to an international delegated hierarchy. The paper describes how the EDIFACT process has adapted to these pressures through the formalization of its internal structures and processes, and considers whether or not there is a future for EDIFACT as a global process. C1 UNIV EDINBURGH,EDINBURGH EH8 9YL,MIDLOTHIAN,SCOTLAND. RP GRAHAM, I, UNIV EDINBURGH,DEPT BUSINESS STUDIES,WILLIAM ROBERTSON BLDG,50 GEORGE SQ,EDINBURGH EH8 9JY,MIDLOTHIAN,SCOTLAND. CR 1987, EECE1132 REP 1989, EDI STANDARDS GUIDE 1991, EDI OSI USER OPTIONS 1993, UN EDIFACT PROCESS BENJAMIN RI, 1990, LONG RANGE PLANN, V23, P29 BIJKER J, 1992, SHAPING TECHNOLOGY B CALLON M, 1986, MAPPING DYNAMICS SCI CALLON M, 1989, KNOWLEDGE SOC, V8, P57 CUYVERS GK, 1991, LONG RANGE PLANN, V24, P46 EMMELHAINZ MA, 1993, EDI TOTAL MANAGEMENT FORAY D, 1991, UNPUB EC DOCUMENT ST HILL R, 1993, P TEDIS C BRUSSELS LAW J, 1987, TECHNOL CULT, V28, P227 NAUJOK K, 1993, NEW WAY DESIGN MESSA PFEIFFER H, 1992, DIFFUSION EDI SUOMI R, 1991, TECHNOL ANAL STRATEG, V3, P211 VANBASTELAER B, 1992, THESIS FUNDP NAMUR NR 17 TC 8 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1995 VL 7 IS 1 BP 3 EP 20 PG 18 SC Management; Multidisciplinary Sciences GA RA954 UT ISI:A1995RA95400001 ER PT J AU HAWKINS, RW TI ENHANCING THE USER ROLE IN THE DEVELOPMENT OF TECHNICAL STANDARDS FOR TELECOMMUNICATIONS SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB The paper examines the actual and potential roles of business users of telecommunications services in influencing the development of technical standards. Various institutional structures in the 'user' community are examined as they relate to user participation in formally constituted standards development organizations. Discrepancies between users and suppliers in participatory motivations, strategies and resources are noted. The standardization process in telecommunications emerges as a 'technology-push' initiative led by the supply industries. However, structural changes in the telecommunications industries have resulted in new approaches to standards-making. As a result, standards have acquired a new significance in terms of user control over technical and service evolution. Using the development of European standards for digital wireless telephony as an example, it is argued that this new standardization environment mandates a much more active role for users. However, it is also argued that the user stake in telecommunications standards is not of an equivalent nature to the supplier stake. Thus, a theoretical framework is presented which suggests that effective user involvement will require the development of a parallel institutional structure for the user community. RP HAWKINS, RW, UNIV SUSSEX,CTR INFORMAT & COMP TECHNOL,SCI POLICY RES UNIT,MANTELL BLDG,BRIGHTON BN1 9RF,E SUSSEX,ENGLAND. CR 1989, INTUG VIEWS 1990, COMMUNICATIONS WEEK, P3 1990, ECSSON CONNEXION AUG, P19 1990, ETSI COMMUNIQUE 1114 1990, FINTECH MOBILE 0201 1990, FINTECH MOBILE COMMU 1991, ERICSSON CONNEX 0822, P5 1991, FINTECH MOBILE COMMU 1991, REPORT HIGH LEVEL CO 1991, UNITEL PERSONAL COMM 1992, COMMUNICATIONS 0120, P26 1992, COMMUNICATIONS 0525, P1 1992, COMMUNICATIONS I APR, P16 1992, DEC ADD PLEN C GEN 1992, ETSI HIGHLIGHTS, V8 1992, FINTECH MOBILE COMMU 1992, TELECOMMUNICATIO JAN, P12 1992, TELECOMMUNICATIO MAR, P86 1993, MERCURY PERSONAL JAN BECKER F, 1991, SIEMENS REV TELECOMM, P15 BLAKESLEE K, 1991, TELECOMMUNICATIO NOV, P31 BLOOR M, 1978, SOCIOLOGY, V10, P545 BRENTON ME, 1987, TRENDS CHANGE TELECO BRESNAHAN TF, 1990, EC INNOVATION NEW TE, P97 BRITAIN GM, 1981, BUREAUCRACY INNOVATI BUCCIARELLI LL, 1984, DESIGN STUDIES, V5, P185 BUCCIARELLI LL, 1988, DESIGN STUDIES, V9, P159 CARGILL C, 1989, INFORMATION TECHNOLO, P26 CERNI DM, 1983, 8315 NAT TEL INF ADM, P49 CERNI DM, 1984, 84170 US DEP COMM NA, P107 COWHEY PF, 1990, INT ORGAN, V44, P169 DANKBAAR B, 1991, 91013 MAASTR EC RES DAVID P, 1990, EC INNOVATION NEW TE, V1, P24 DAVID PA, 1985, AM ECON REV, V75, P332 DAVID PA, 1990, EC INNOVATION NEW TE, V1, P43 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 FORAY D, 1995, STANDARDS INNOVATION GIBSON DV, 1991, J ENG TECHNOL MANAGE, V8, P287 GILL J, 1991, RES METHODS MANAGERS GLASER BG, 1967, DISCOVERY GROUNDED T GLASER BG, 1970, QUALITATIVE METHODOL, P288 HADDON A, 1991, TELECOMMUNICATIO JUN, P61 HAWKINS RW, 1993, ENCIP3 WORK PAP IRMER T, 1990, 1992 SINGLE MARKET C, V2, P56 JABBARI B, 1992, IEEE COMMUNICATIONS, P64 LAW CE, 1991, 1992 MOBILE SATELLIT, V1, P14 LECRAW DJ, 1984, APPL ECON, V16, P507 LEGGET R, 1970, STANDARDS CANADA MAIDIQUE MA, 1985, RES POLICY, V14, P302 MANSELL R, 1990, SYNTHESIS REPORT COM, V7 MANSELL R, 1993, NEW TELECOMMUNICATIO MASON LB, 1955, HARVARD BUS REV, V33, P84 RAMSDALE P, 1991, COMMUNICATIONS I NOV, P53 RAMSDALE P, 1991, IEE REV FEB, P76 REDDY NM, 1989, R D MANAGE, V19, P13 ROBINSON WS, 1951, AM SOCIOL REV, V16, P812 ROSENBERG ES, 1976, CALIFORNIA MANGEMENT, V19, P79 ROSENBROCK KH, 1991, MOBILE EUROPE APR SINCLAIR B, 1969, TECHNOL CULT, V10, P20 SIRBU MA, 1985, IEEE COMMUN MAG, V23, P35 SWANKIN DA, 1990, DUE PROCESS DEV VOLU TAMARIN C, 1988, TELECOMMUNICATIO DEC, P323 TEMPLE S, 1991, REVOLUTION EUROPE TE, P32 THIARD A, 1990, RES DEV STANDARDIZAT THOMPSON GV, 1954, J ECON HIST, V14, P1 VERMAN LC, 1973, STANDARDIZATION NEW, P74 VONHIPPEL E, 1976, RES POLICY, V5, P212 VONHIPPEL E, 1977, R&D MANAGE, V8, P13 WALKER R, 1988, APPLIED QUALITATIVE, P3 WALLENSTEIN G, 1990, SETTING GLOBAL TELEC, P19 WEIDLEIN ER, 1956, NATIONAL STANDARDS M, P5 YIN RK, 1989, CASE STUDY RES DESIG NR 72 TC 0 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1995 VL 7 IS 1 BP 21 EP 40 PG 20 SC Management; Multidisciplinary Sciences GA RA954 UT ISI:A1995RA95400002 ER PT J AU SIGURDSON, J REDDY, P TI NATIONAL APPROPRIATION OF UNIVERSITY INNOVATIONS - THE FAILURE OF INK-JET TECHNOLOGIES IN SWEDEN SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID IMAGES AB In industrialized countries, innovations generated through academic research are considered important for the advancement of a nation's technological frontiers. However, nations often fail to appropriate such innovations. This paper discusses the failure to appropriate ink jet technologies in Sweden. Ink jet technologies, which are currently widely used in computer printers, consist mainly of two alternative technologies-continuous ink jet technologies and drop-on-demand technologies. Both these alternative technologies originated in the Swedish university structure. However, both innovations failed to be incorporated into the Swedish industrial structure and have been successfully commercialized by foreign companies. The reasons for such failure include non-complementarity of university research with the existing industrial base; weaknesses in the industrial structure; and an absence of complementary assets required for the appropriation of innovations. The paper analyzes the requirements for successful national appropriation of university innovations and policy implications for an industrialized country. RP SIGURDSON, J, LUND UNIV,RES POLICY INST,POB 2017,S-22002 LUND,SWEDEN. CR 1991, SID NEWS MAY 1992, BUSINESS WEEK 1109, P49 BISCHOFF VE, 1971, 3562757, US BOGY DB, 1979, IBM J RES DEV, V23, P87 DRAKE DJ, 1986, 3RD P SPSE INT C ADV EDLER I, 1954, KUNGL FYSIOGR SALLSK, V24, P1 ELMQVIST R, 1951, 2566433, US ENDO I, 1982, 2007162, GB HEIINZL J, 1977, SIEMENS REV, V44 HERTZ CH, 1967, ACTA U LUND, V15, P1 HERTZ CH, 1967, ACTA U LUNDENSIS, V15 HERTZ CH, 1967, AM J CARDIOL, V19, P6 HERTZ CH, 1968, 3416153, US HERTZ CH, 1969, MED BIOL ENG, V7, P337 HERTZ CH, 1972, REV SCI INSTRUM, V43, P413 HERTZ CH, 1986, 4620196, US HERTZ CH, 1989, J IMAGING TECHNOL, V15, P141 JOHANSSON T, 1991, ULTRASOUND MED BIOL, V17, P529 KJELLEN B, 1972, ELEKTRONIKNYHET 0607 KJELLEN B, 1972, NY TEKNIK, V15 KJELLEN B, 1972, NY TEKNIK, V23 KYSER EL, 1976, 3946398, US LEWIS AM, 1966, 3298030, US LINDSTROM K, 1970, 1ST P NORD M MED BIO, P114 LLOYD JW, 1988, INTK JET PRINTING LOWE J, 1993, TECHNOL ANAL STRATEG, V5, P27 LUNDQVIST G, 1977, IEEE T INSTRUMENTATI, V26, P260 MANSFIELD E, 1991, RES POLICY, V20, P1 MIURA M, 1978, 4106032, US NELSON R, 1987, HIGH TECHNOLOGY POLI NILSSON J, 1990, ACTA RADIOL, V31, P414 NORMAN N, 1991, MAR P INK JET PRINT RAYLEIGH JWS, 1878, P LONDON MATH SOC, V10 SAMUELSSON B, 1985, INT JET PRINTING COL SMEDS B, 1973, HARD COPY COLOR DISP SOLVELL O, 1991, ADVANTAGE SUEDEN STEMME E, 1971, 219, SE, APPL STEMME E, 1973, 3747120, US STEMME E, 1973, 3747120, US STEMME E, 1973, IEEE T ELECTRON DEV, V20, P14 SWEET RG, 1971, 3596275, US TEECE DJ, 1987, TECHNOLOGY GLOBAL IN VAUGHT JL, 1984, 4490728, US WALLMARK T, 1986, 100 VIKTIGA SVENSKA, P45 ZOLTAN, 1972, 3683212, US NR 45 TC 1 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1995 VL 7 IS 1 BP 41 EP 62 PG 22 SC Management; Multidisciplinary Sciences GA RA954 UT ISI:A1995RA95400003 ER PT J AU DELAMOTHE, J TI RESEARCH INSTRUMENTATION AND INSTITUTIONAL INNOVATION IN CANADA SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Science policy is being challenged. Conceptions of innovation and the nature of research are rapidly being forced beyond traditional views which see innovation as a linear process and science policy in terms of funding issues. Indeed, the policy challenge is being defined by the tension between trying to conduct or encourage research that is at or near an expanding research frontier, while simultaneously functioning within 'steady state' fiscal environments. One key manifestation of this challenge-which is underpinned by a new social contract between the scientific and government communities-is being expressed in terms of the changing role that research instrumentation is playing with regard to research management, research policy and research planning. This paper examines several Canadian examples of the changing nature of research, which particular reference to the role of instrumentation; it also outlines the particular challenges that small open economies must face with respect to instrument-intensive research and offers a possible taxonomy for analyzing innovation and policy options. C1 UNIV OTTAWA,FAC ADM,PROGRAM RES INT MANAGEMENT & ECON,OTTAWA,ON K1N 6N5,CANADA. CR BROOKS H, 1968, GOVT SCI DAVEY KG, 1961, NATURE, V192, P284 DAVEY KG, 1992, CHANGE PACE PACE CHA, P66 DAVID B, 1968, FUNDAMENTAL RES U, P52 DELAMOTHE J, 1990, TECHNOL SOC, V12, P369 DUFOUR P, 1993, SCI TECHNOLOGY CANAD POLANYI M, 1959, MINERVA PRICE DD, 1966, MED OPINION REV, V10, P23 PRICE DK, 1968, SCI ESTATE ROSENBERG N, 1991, SCI PUBL POLICY, V18, P335 STARRAT AN, 1975, LIFE SCI, V17, P167 TOULMIN S, 1962, MINERVA WEINBERG A, 1967, REFLECTIONS BIG SCI WEINBERG AM, 1966, B ATOMIC SCI, V22 NR 14 TC 1 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1995 VL 7 IS 1 BP 63 EP 75 PG 13 SC Management; Multidisciplinary Sciences GA RA954 UT ISI:A1995RA95400004 ER PT J AU LOVETT, S TI SYSTEM STRATEGIES - APPLICATION OF TECHNOLOGY AND NATIONAL SYSTEMS OF INNOVATION THEORY TO THE CASE OF AUSTRALIAN RURAL RESEARCH-AND-DEVELOPMENT SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Recent research has examined 'systems' of innovation at the 'national' and 'technology' levels. This paper examines the efficacy and complementarity of these approaches through consideration of Australian rural research and development. Australian rural research and development underwent a period of sustained organizational and managerial change during the 1980s and early 1990s. Much of that change has been surrounded by controversy, due to the nature of the reforms that have been implemented in the sector. The transition from a scattered and disparate research effort prior to 1985, to an effort which is today highly structured, commodity specific and strategically oriented, raises a number of issues concerning the processes used, the motivation from the change and the manner in which change has been accomplished. The systems approaches of Nelson, Lundvall and Carlsson are used in this paper to examine the reforms that have been experienced in the sector. In so doing, the paper assesses their value as methods of empirical analyses, as well as providing explanations of change as it has been experienced in the Australian research and development community to move beyond the somewhat restricted investigations of the past. RP LOVETT, S, AUSTRALIAN NATL UNIV,PUBL POLICY PROGRAM,CANBERRA,ACT 0200,AUSTRALIA. CR 1974, EXAMINERS REPORT SCI 1986, EC RURAL POLICY 1991, FUNDING FABRIC SHOUL CARLSSON B, 1991, J EVOLUTIONARY EC, V1, P93 CARLSSON B, 1993, TECHNOLOGICAL SYSTEM DAVIS G, 1988, PUBLIC POLICY AUSTR DODGSON M, 1993, TECHNOL ANAL STRATEG, V5, P323 GERRITSEN R, 1987, REV MARKETING AGR EC, V55, P7 GREGORY B, 1993, NATIONAL INNOVATION GRUEN F, 1993, MANAGING GOVT LABORS HOOKE M, 1991, PERSONAL CORRESPONDE JOHNSON B, 1992, NATIONAL SYSTEMS INN KERIN J, 1984, 2ND READING SPEECH A KERIN J, 1988, IND DEV REV KERIN J, 1988, PRIMARY IND RESOURCE KERIN J, 1989, 2ND READING SPEECH P KERIN J, 1989, RES INNOVATION COMPE LACK S, 1993, EVOLUTION RES DEV CO LOVETT S, 1990, ADM CHANGE INDISPENS LUNDVALL B, 1992, NATIONAL SYSTEMS INN MAHONY G, 1993, AUSTR EC LABOR MARSHALL A, 1991, NATIONAL FARMER, V19, P23 MCKELVEY M, 1991, INNOVATION TECHNOLOG MOIR R, 1986, AUSTR I AGR SCI, P1 NELSON R, 1993, NATIONAL INNOVATION NELSON RR, 1982, EVOLUTIONARY THEORY NEWTON A, 1990, CANBERRA B PUBLIC AD, V63, P79 NEWTON A, 1990, DYNAMICS AUSTR PUBLI PEARCE S, 1992, CANBERRA B PUBLIC AD, V68, P105 WARD L, 1989, RURAL RES COUNCILS S WILLIAMS R, 1988, COMMONWEALTH POLICY NR 31 TC 0 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1995 VL 7 IS 1 BP 77 EP 91 PG 15 SC Management; Multidisciplinary Sciences GA RA954 UT ISI:A1995RA95400005 ER PT J AU EHRNBERG, E SJOBERG, N TI TECHNOLOGICAL DISCONTINUITIES, COMPETITION AND FIRM PERFORMANCE SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INNOVATION AB This article discusses, in a tentative way, what determines the effect of technological discontinuities on the competitive positions of companies within an industry. Three cases of technological change are analyzed: the change from manual to computer numerically controlled metal cutting machine tools; the change from stand-alone machine tools to flexible manufacturing systems; and the change from non-cellular to cellular mobile telephony. It is argued that the character of technological discontinuity affects market shares, by altering the barriers to entry and mobility, and by being more or less in accordance with the different firms' vision about the future, implying variations in the time needed to detect and accept the new threat or opportunity. A technological discontinuity that involves a new generic technology which substitutes for rather than adds to the previous technology base is seen as being most disruptive. The time actually available for detecting the need to change and to act is limited by the market growth of the new product (the 'speed of diffusion' between users). The faster the diffusion is, therefore, the greater is the likelihood that early movers with gain initial advantages. Furthermore, the faster the diffusion is, the greater are the possibilities that early movers will build sustainable, volume-related entry and mobility barriers. RP EHRNBERG, E, CHALMERS UNIV TECHNOL,SCH TECHNOL & MANAGEMENT,DEPT IND MANAGEMENT & ECON,S-41296 GOTHENBURG,SWEDEN. CR ANSOFF HI, 1990, IMPLANTING STRATEGIC ARTHUR B, 1988, TECHNICAL CHANGE EC BAIN JS, 1968, IND ORG CARLSSON B, 1991, EC INNOVATION NEW TE, V1, P257 CHESBROUGH W, 1994, 5TH P INT SCHUMP SOC, P4 COHEN WM, 1990, ADM SCI Q, V35, P182 COOPER AC, 1976, BUSINESS HORIZON FEB, P61 DERTOUZOS ML, 1990, MADE AM DOSI G, 1988, J ECON LIT, V26, P1120 EHRNBERG E, 1993, TECHNOL FORECAST SOC, V44, P27 ELIASSON E, 1988, JUN P IUI C MARK INN ERICSSON, 1986, ERICSSON REFERENCE L ERICSSON, 1991, REFERENCE LIST CELLU FOSTER RN, 1986, INNOVATION ATTACKERS FRANSMAN M, 1991, AUG P S EC TECHN MAR, P18 GOLD B, 1981, J IND EC, V29 GRANSTRAND O, 1990, RES POLICY, V19 HAMMARKVIST KO, 1982, MARKNADSFORING FOR K HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 JACOBSSON S, 1986, ELECTRONICS IND POLI LANDES DS, 1991, 18TH IN LECT FARIE A LIEBERMAN MB, 1989, STRATEGIC MANAGE J, V10, P431 LITTLE AD, 1981, STRATEGIC MANAGEMENT MANSFIELD E, 1961, ECONOMETRICA, V29 MCCORMACK J, 1989, OCT P C COMP STRAT T METCALFE JS, 1988, TECHNICAL CHANGE EC, P561 OSKARSSON C, 1991, PRODUKTIVITET INOM M PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1985, COMPETITIVE ADVANTAG ROBERTS E, 1985, SLOAN MANAGEMENT REV, V26 ROGERS EM, 1983, DIFFUSION INNOVATION SOETE LLG, 1991, AUG P WALL S EC TECH SOLVELL O, 1987, THESIS STOCKHOLM SCH TCHIJOV I, 1989, FMS WORLD DATA BANK TRYGGESTAD, 1991, 18TH P FARIE ANN C F TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 UTTERBACK JM, 1984, INVASION STABLE BUSI WATANABE S, 1983, MARKET STRUCTURE IND NR 38 TC 5 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1995 VL 7 IS 1 BP 93 EP 107 PG 15 SC Management; Multidisciplinary Sciences GA RA954 UT ISI:A1995RA95400006 ER PT J AU DOU, H DOU, JM TI VIRTUAL RESEARCH UNIVERSES AND RESEARCH MANAGEMENT SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB The analysis of large research production, such as universities, towns, cities or event countries, can be performed in several ways. These various approaches can range from the experts' feeling to a more precise analysis of co-authors' productivity. The various results obtained introduce the concept of 'virtual research universes', where the global perception of the production hides the sharp reality of objectives and subjects. The ability to apply the various methodologies and tools to make such analysis can reduce misunderstanding and misleading positions, especially in funding, planning and project evaluation. This paper takes as an example the production of physics laboratories in Marseille (from the INSPEC database), and shows how the various levels of analysis can move from virtual to real research universes, thus helping the experts in their decision process. RP DOU, H, UNIV AIX MARSEILLE 3,CTR ST JEROME,CRRM,F-13397 MARSEILLE 20,FRANCE. CR INSPEC DATABASE ORBI BRADFORD SC, 1937, ENGINEERING, V1237, P85 BROWNING G, 9963, WO BURTON RR, 1992, INTELLIGENT TUTORING, V3 DOU H, 1990, INFORMATION SERVICES, V10, P135 DOU H, 1991, SCIENTOMETRICS, V22, P81 HUOT C, 1992, THESIS MARSEILLE LATELA A, 1993, C SYSTEMES INFORMATI LOKTA AJ, 1926, J WASH ACAD SOC, V16, P317 MACGUINESS B, 1992, APR P C US VIRT WORL MARIANI JA, 1992, INTERACT COMPUT, V4, P147 MILLER C, 1992, ONLINE, V16, P12 NIVOL W, 1992, THESIS MARSEILLE PENAN H, 1992, VEILLE TECHNOLOGIQUE, P277 PRICE DJD, 1989, SCI PUBLIC POLIC JUN, P152 ROSTAING H, 1992, THESIS MARSEILLE ROSTAING H, 1993, C SYSTEMES INFORMATI SPRING MB, 1993, VIRTUAL REALITY WORL, V1 STONE RJ, 1991, INFORM SERV USE, V11, P283 ZIMAN J, 1992, SCI PUBL POLICY, V18, P65 ZIPF GK, 1949, HUMAN BEHAVIOR PRINC NR 21 TC 1 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1995 VL 7 IS 1 BP 109 EP 122 PG 14 SC Management; Multidisciplinary Sciences GA RA954 UT ISI:A1995RA95400007 ER PT J AU GRUPP, H TI TECHNOLOGY AT THE BEGINNING OF THE 21ST-CENTURY SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Where are science and technology heading in the decades ahead? All leading industrial nations have been looking for plausible answers to this question. Government agencies and industry-particularly in Japan and the US-have been carrying out technological studies in recent years to gather facts and arguments for their research planning. An interdisciplinary working group commissioned by the German Federal Research Minister brought together several R&D programme managing agencies under the auspices of the Karlsruhe-based Fraunhofer Institute for Systems and Innovation Research (ISI) to prepare a futures study of science and technology in the German context. RP GRUPP, H, FRAUNHOFER INST SYST & INNOVAT RES,BRESLAUER STR 48,D-76139 KARLSRUHE,GERMANY. CR 1987, KEY TECHNOLOGIES 199 1988, WHITE PAPER IND TECH 1990, EMERGING TECHNOLOGIE 1990, PERSPECTIVES SUCCESS 1990, REPORT COMMITTEE ARM 1991, GAINING NEW GROUND T 1991, P MICRO TECH 2000 WO 1991, REPORT NATIONAL CRIT 1991, REPORT RES COMMITTEE 1992, REPORT COMMITTEE ARM 1992, REPORT YEAR 2010 COM 1992, STA NISTEP1592 SCI T CLINTON W, 1993, TECHNOLOGY AM GROWTH CUHLS K, 1994, OUTLOOK JAPANESE GER GRUPP H, TECHNOLOGIE BEGINN 2 NR 15 TC 12 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1994 VL 6 IS 4 BP 379 EP 409 PG 31 SC Management; Multidisciplinary Sciences GA QE934 UT ISI:A1994QE93400001 ER PT J AU ARCELUS, FJ WRIGHT, P TI IMPLEMENTATION OF COMPUTER-INTEGRATED MANUFACTURING IN SMALL MANUFACTURING FIRMS SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID ORGANIZATION; CIM AB Even though small firms are the most fertile institutions in terms of job creation and also comprise the larger part of the manufacturing base of most countries, small firms have been generally quite slow in adapting computer-integrated manufacturing (CIM) technology. This is especially problematic in today's consumer-oriented market-place, where global competitive pressures are forcing firms to develop highly integrated information systems. In this paper, we will discuss the main reasons for this state of affairs and the steps needed for the implementation of such new methodology. In addition, we explore the advantages of establishing a CIM system as it relates primarily to two areas of operation; logistics planning, and human competence engineering. RP ARCELUS, FJ, UNIV NEW BRUNSWICK,FAC ADM,POB 4400,FREDERICTON,NB E3B 5A3,CANADA. CR 1989, PUTTING PIECES TOGET 1989, SURVEY MANUFACTURING 1993, ECONOMIST 0327, P58 1993, ECONOMIST 0417, P13 ABDELHAMID TK, 1990, SLOAN MANAGE REV, V31, P39 AJALA C, 1992, IND ENG, V24, P55 BARROW MJ, 1992, IND COMMER TRAIN, V24, P3 BASS K, 1992, IND ENG, V24, P26 BEATTY C, 1986, BUSINESS Q, V51, P70 BEATTY C, 1990, 9006 QUEENS U SCH BU BEATTY C, 1990, BUSINESS Q, V55, P46 BEATTY CA, 1988, SLOAN MANAGE REV, V29, P25 BENTON BK, 1991, QUAL PROG, V24, P69 BROMWICH M, 1991, MANAGE ACCOUNTING, V69, P45 BYRNES JL, 1990, TRANSPORTATION DISTR, V31, P22 CATALANELLO R, 1989, TRAIN DEV J, V43, P51 CAWQTHRAY B, 1990, CASE PERFORMANCE ENG DUNCAN P, 1989, J ORGAN BEHAV MANAGE, V10, P193 ELLIG BR, 1990, PERSONNEL, V67, P20 FROHMAN AL, 1978, CALIFORNIA MANAGEMEN, V20, P5 GALBRAITH JR, 1982, ORGAN DYN, V10, P5 GEROY GD, 1989, PERFORMANCE INSTRUCT, V28, P6 GILBERT TF, 1978, HUMAN COMPETENCE ENG GORDON T, 1992, TRAINING, V29, P24 GRAVEL M, 1991, INTERFACES, V21, P22 GUNN TG, 1992, OR MS TODAY, V19, P20 GUPTA YP, 1989, ENG MANAGEMENT INT, V5, P291 HAX AC, 1989, SLOAN MANAGE REV, V30, P75 HOFFER JA, 1989, SLOAN MANAGE REV, V30, P35 JENNINGS MP, 1989, EXECUTIVE SPEECHES, V13, P13 KAPLAN R, 1986, HARVARD BUS REV, V65, P87 KIECHEL W, 1990, FORTUNE, V121, P133 KRAMM KR, 1988, PERS J, V67, P117 LEFEBVRE LA, 1987, INTRO USE INFORMATIO LOPES PF, 1992, IND ENG, V24, P43 MALERBA F, 1992, ECON J, V102, P845 MCGILL ME, 1992, ORGAN DYN, V21, P5 MCGRATH ME, 1992, HARVARD BUS REV, V71, P94 MUMFORD A, 1991, IND COMMER TRAIN, V23, P24 NUNO JP, 1993, INTERFACES, V23, P63 OHMAE K, 1987, J BUS STRAT, V7, P8 PORTER M, 1985, J BUS STRAT, V5, P60 PORTER ME, 1980, COMPETITIVE STRATEGY ROSENBERG MJ, 1990, TRAINING, V27, P42 SCHULER RS, 1990, ORGAN DYN, V19, P4 SENGE P, 1992, J QUALITY PARTICIPAT, V15, P30 SHANK JK, 1992, SLOAN MANAGE REV, V33, P39 SLEVIN DP, 1987, SLOAN MANAGE REV, V28, P33 SWANSON RA, 1986, PERFORMANCE WORK VONOHSEN C, 1992, IND ENG, V24, P39 NR 50 TC 2 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1994 VL 6 IS 4 BP 411 EP 421 PG 11 SC Management; Multidisciplinary Sciences GA QE934 UT ISI:A1994QE93400002 ER PT J AU WIEANDT, A AMIN, N TI BIOTECHNOLOGY - THE EMERGING BATTLEFIELD FOR US AND JAPANESE PHARMACEUTICAL COMPANIES SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID UNITED-STATES; TECHNOLOGY AB The Japanese pharmaceutical industry has lagged behind the US in developing and marketing innovative new compounds. A gap analysis relying on international publication and patenting statistics as well as market surveys shows that the US is the clear leader in biopharmaceuticals. Recent Japanese public and private efforts to close the gap have posed no immediate threat eat to US pharmaceutical companies. The conflict over industrial policy among the ministries involved will tab some time to be resolved. However, information networking activities and cross-border technology linkages of Japanese companies should not be underestimated Biotechnology is currently transforming the Japanese pharmaceutical industry, and the US will have to deal with a growing Japanese challenge in the long run. Preventive US counter-measures should include investments in in-house biotechnology research, acquisitions of smaller biotechnology start-up ventures, global commercialization of biopharmaceuticals, and proactive management of technology linkages with Japanese companies. C1 BAXTER HEALTHCARE INT,CHICAGO,IL. RP WIEANDT, A, MCKINSEY & CO INC,DUSSELDORF,GERMANY. CR 1989, NATIONAL PATTERNS R 1990, MACHINERY MARKET S M, V14, P6 1990, YOUR MARKET JAPAN, P22 1991, BIOTECH 92 PROMISE R, P1 1991, BIOTECHNOLOGY GLOBAL, P19 1991, SCI ENG INDICATORS, P388 1991, TECHNOLOGY PROFILE R 1992, POINTS MAJOR POLICIE 1992, US JAPAN TECHNOLOGY, P29 1994, CULTURE TECHNICAL IN, P50 ANDERSON C, 1993, SCIENCE, V259, P300 ARROW KJ, 1962, RATE DIRECTION INVEN, P609 AUDRETSCH DB, 1988, FS IV888 DISC PAP BURGER T, 1989, BIOTECHNOLOGY, V7, P792 BURRIL SG, 1991, BIOTECH 91 CHANGING, P88 CHIANG JT, 1991, TECHNOVATION, V11, P339 CLYMER SK, 1991, BUSINESS BIOTECHNOLO, P304 DALY P, 1985, BIOTECHNOLOGY BUSINE DERTOUZOS ML, 1989, MADE AM REGAINING PR FLORIDA R, 1988, RES POLICY, V17, P119 IMAI K, 1988, IND POLICY JAPAN, P205 ITHO M, 1988, IND POLICY JAPAN, P233 JOHNSON C, 1982, MITI JAPANESE MIRACL, P242 JOHNSON SB, 1984, SLOAN MANAGE REV, V25, P25 JONAS H, 1979, PRINZIP VERANTWORTUN KENNEY M, 1986, BIOTECHNOLOGY U IND KOHLER G, 1975, NATURE, V200, P495 KUMMERLE W, 1992, GLOBABHSIERUNG WETTB, P101 MANSFIELD E, 1988, MANAGE SCI, V34, P1157 MOWERY DC, 1991, RES POLICY, V21, P125 OKIMOTO DI, 1989, MITI MARKET JAPANESE PERRY J, 1986, POSITIVE SUM STRATEG PESTOWITZ C, 1988, TRADING PLACES WE AL REICH MR, 1991, CALIFORNIA MANAGEMEN, V33, P124 SAXONHOUSE GR, 1986, JAPANS HIGH TECHNOLO SHAMEL RE, 1991, BUSINESS BIOTECHNOLO, P345 SPALDING BJ, 1994, BIOTECHNOLOGY, V12, P119 TEITELMANN R, 1991, BUSINESS BIOTECHNOLO, P1 VONHIPPEL E, 1988, SOURCES INNOVATION, P53 YALOW RS, 1959, NATURE, V184, P1648 NR 40 TC 1 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1994 VL 6 IS 4 BP 423 EP 435 PG 13 SC Management; Multidisciplinary Sciences GA QE934 UT ISI:A1994QE93400003 ER PT J AU SIMON, DF SOH, C TI ORBITAL MECHANICS OF SOUTH-KOREA TECHNOLOGICAL-DEVELOPMENT - AN EXAMINATION OF THE GRAVITATIONAL PUSHES AND PULLS SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB This paper highlights some of the critical challenges faced by Korea, more specifically the Korean government and industry, as it strives fo find a. stable and secure place in the evolving international division of labor. Changes in two specific areas are discussed: the international technology market-place and Korea's technology relationships with a number of key economies. C1 UNIV CALIF BERKELEY,BERKELEY ROUNDTABLE INT ECON,BERKELEY,CA 94720. RP SIMON, DF, TUFTS UNIV,FLETCHER SCH LAW & DIPLOMACY,MEDFORD,MA 02155. CR SCI TECHNOLOGY POLIC 1988, FAR E EC REV 0331, P48 1988, JAPAN EC J 0827, P7 1989, CHRISTIAN SCI M 0113, P10 1989, ECONOMIST 0715, P10 1989, FINANCIAL TIMES 0728, P7 1989, JAPAN EC J 0204, P20 1990, FEER 0628, P45 1990, TECHNOLOGICAL COMPET 1991, ELECTRONIC ANN, P574 1991, FAR E EC REV 1031, P68 1991, FAR E EC REV 1031, P68 1991, JAPAN EC J 0202, P5 1991, JAPAN TIMES 1122, P11 1992, AGENCE FRANCE P 0611 1992, ASIAN WALL STRE 0720, P10 1992, BUSINESS TIMES 0508, P3 1992, BUSINESS WEEK 1207, P126 1992, DEFENSE NEWS 0913 1992, ECONOMIST 1226, P41 1992, ELECTRONIC BUSIN AUG, P17 1992, ELECTRONIC BUSIN AUG, P36 1992, FAR E EC REV 0130, P51 1992, FAR E EC REV 1203, P58 1992, FORBES 1123, P108 1992, IBC INT COUNTRY RISK 1992, REPORT SURVEY RES DE 1992, UNCTC1991 WORLD INV 1992, WASHINGTON TIME 1202, G3 1993, CHRISTIAN SCI M 0210, P12 1993, ECONOMIST 0227 1993, FAR E EC REV 0107, P57 1993, FAR E EC REV 0218, P61 1993, JAPAN EC NEWSIR 0203 1993, JAPAN EC NEWSUN 0308 1993, KOREA EC DAILY 0106 1993, KOREA EC DAILY 0113 1993, KOREA EC DAILY 0217 1993, KOREA EC DAILY 0405, P5 1993, KOREA EC DAILY 0419, P17 1993, KOREA EC DAILY 0419, P17 1993, KOREA EC WEEKLY 0308, P10 1993, KOREA EC WEEKLY 0308, P7 1993, REUTERS SERVICE 0115 AMSDEN A, 1991, ASIAS NEXT GIANT ARRISON T, 1992, JAPANS GROWING TECHN BIEMANS WG, 1992, MANAGING INNOVATION ERNST D, 1993, UNPUB NETWORK T IMPL FERDOWS K, 1991, MANAGING INT MANUFAC GUILE B, 1987, TECHNOLOGY GLOBAL IN HAKANSSON H, 1992, IND NETWORKS HOBDAY M, 1991, WORLD DEV, V19, P375 LEE T, 1991, NATIONAL INTERESTS A MUROYAMA J, 1988, GLOBALIZATION TECHNO ROMM J, 1992, ONCE FUTURE SUPERPOW ROSENBERG N, 1992, TECHNOLOGY WEALTH NA SANDHOLTZ W, 1992, HIGHEST STAKES EC F SIMON DF, IN PRESS EMERGING TE SIMON DF, UNPUB JAPANESE TECHN SOH C, KOREAN J POLICY STUD, P7 SOH C, 1992, THESIS TUFTS U YANG H, 1992, UNPUB R D COLLABORAT NR 62 TC 0 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1994 VL 6 IS 4 BP 437 EP 455 PG 19 SC Management; Multidisciplinary Sciences GA QE934 UT ISI:A1994QE93400004 ER PT J AU MINNS, DE TI MATHEMATICAL-MODELING AS A TOOL TO AID R-AND-D INVESTMENT DECISIONS IN A SUSTAINABLE DEVELOPMENT POLICY CLIMATE SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB By its very nature, investment in R&D is a challenging proposition. It is a decision made today for an uncertain return in the future. Moreover, it has become more complex with the introduction of sustainable development considerations into the decision-making process. In this paper, the effect of environmental policy, on the economic framework within which new technologies must compete is discussed, and analytical techniques which help assess these complexities are described. The return on an R&D investment is determined by the competitiveness of the resultant innovation at the time of its eventual application. A nae, technology is competitive relative to a given economic framework (which includes such factors as alternative technologies, availability of investment capital, trained human resources, etc). Government involvement in establishing goals and timetables for environmental protection significantly affects the evolution of the economic framework in which new technologies must perform. lo be successful in the 'sustainable development' age, the R&D investor must be able to anticipate the effect and development of government environmental and economic policy. Mathematical modelling is a valuable tool to help the investor and policy-maker appreciate the key risk factors and to understand the effect of environmental and economic policy on desired outcomes. For R&D, most model development has focused on policy development and is not very useful for supporting the business decisions associated with effective R&D investment In this paper, the interaction between government policy and business decision-making is discussed and a methodology, supported by a model, is presented to aid R&D investors to take environmental and sustainability issues into account when assessing the future competitiveness of technology. RP MINNS, DE, NATL RES COUNCIL CANADA,OTTAWA,ON K1A 0R6,CANADA. CR 1991, TECHNICAL FRAMEWORK 1992, WORLD DEV REPORT, P219 ALLEN DH, 1972, GUIDE EC EVALUATION BERGER C, 1992, INFOR, V30, P222 BLACKMAN AJ, 1973, TECHNOLOGY FORECASTI, V5, P24 BRUNTLAND GH, 1987, REPORT WORLD COMMISS BURSK EC, 1963, NEW DECISION MAKING CLIFFE MK, 1992, COMMUNICATION DALY H, 1992, 12TH P ANN M IAIA WA FISHBONE LG, 1981, INT J ENERG RES, V5, P353 KELLY B, 1994, MAR P GLOBE 94 VANC MOORE PG, 1976, ANATOMY DECISIONS POPOFF FP, 1993, CHEM ENG NEWS 0111, P8 PORTER AL, 1980, GUIDEBOOK TECHNOLOGY SCHWEYER HE, 1955, PROCESS ENG EC SHEPPARD D, 1993, COMMUNICATION SHRADERFRECHETT.KS, 1985, SCI POLICY ETHICS EC, P189 NR 17 TC 1 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1994 VL 6 IS 4 BP 457 EP 472 PG 16 SC Management; Multidisciplinary Sciences GA QE934 UT ISI:A1994QE93400005 ER PT J AU GIETZMANN, MB SELBY, MJP TI ASSESSMENT OF INNOVATIVE SOFTWARE TECHNOLOGY - DEVELOPING AN END-USER-INITIATED INTERFACE DESIGN STRATEGY SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID SPREADSHEET AB Appraisal of the performance of innovative products is of major interest to computer software developers, so that they can identify deficiencies and successes with existing products. The identification process facilitates effective evolution of a design strategy. We address the identification issue through questionnaire analysis bared on the use of the statistical technique of analysis of variance. A care study demonstrates how the experimental design chosen aids us in the task of planning next generation innovations. Since software vendors may have difficulty in interpreting users' perceptions of recent innovations, we show how our methodology aids the required analysis. C1 UNIV CAMBRIDGE,FAC ECON & POLIT,CAMBRIDGE,ENGLAND. UNIV CAMBRIDGE,GONVILLE & CAIUS COLL,CAMBRIDGE CB2 3BU,ENGLAND. RP GIETZMANN, MB, LONDON SCH ECON,DEPT ACCOUNTING & FINANCE,LONDON,ENGLAND. CR BOIES SJ, 1989, IBM RC14694 RES REP DIX A, 1993, HUMAN COMPUTER INTER DOYLE JR, 1990, BEHAV INFORM TECHNOL, V9, P81 DU WH, 1990, SOFTWARE PRACT EXPER, V20, P1097 GOULD JD, 1985, COMMUN ACM, V28, P300 GOULD JD, 1991, COMMUN ACM, V34, P75 HARTSON HR, 1989, ACM COMPUT SURV, V21, P5 HARTSON HR, 1989, INT J MAN MACH STUD, V31, P477 HUTCHINSON E, 1986, USER CTR SYSTEM DESI LEWIS G, 1987, EMPIRICAL STUDIES PR, P248 MOORE PG, 1965, STANDARD STATISTICAL NARDI BA, 1991, INT J MAN MACH STUD, V34, P161 OLSON JR, 1987, HUMAN COMPUTER INTER, V3, P309 SOMMERVILLE I, 1989, SOFTWARE ENG WIXON D, 1985, HUMAN FACTORS COMPUT, P144 NR 15 TC 0 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1994 VL 6 IS 4 BP 473 EP 483 PG 11 SC Management; Multidisciplinary Sciences GA QE934 UT ISI:A1994QE93400006 ER PT J AU MOGEE, ME KOLAR, RG TI INTERNATIONAL PATENT ANALYSIS AS A TOOL FOR CORPORATE TECHNOLOGY ANALYSIS AND PLANNING SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID UNITED-STATES; INDICATORS; STATISTICS; INNOVATION; JAPAN AB New techniques of international patent analysis are illustrated and results from preliminary validity tests of these techniques are presented. Indicators of technological activity, technological significance and commercial potential are constructed and used to analyze fiber-based opto-electronic couplers and monoclonal-antibody-based diagnostic kits at the levels of the technology, nation and firm. The international patent indicators are Sound to be closely correlated with R&D expenditures, scientific publications and new product introductions. They also relate to these indicators in ways that make sense as specified in simple regression models of the innovation process Comparisons of patent analysis results with expert opinion (for two process technologies) reveal that technology-level analyses conform quite well with expert opinion, but national- and firm-level analyses vary from a low to a modest correlation with expert opinion. The authors conclude that the techniques can provide important information for corporate technology management, brit that studies of additional technologies and further validity tests are needed. RP MOGEE, ME, MOGEE RES & ANAL ASSOCIATES,212 CARRWOOD RD,GREAT FALLS,VA 22066. CR 1987, APR P RES WORKSH TEC ABERNATHY WJ, 1978, TECHNOL REV, V80, P40 ALBERT MB, 1991, RES POLICY, V20, P251 ARCHIBUGI D, 1992, SCI PUBL POLICY, P1 BASBERG BL, 1987, RES POLICY, V16, P131 BERTIN G, 1988, MULTINATIONALS IND P CAMPBELL RS, UNPUB PATENT TRENDS CARPENTER MP, 1981, WORLD PATENT INFORMA, V3, P160 CHAKRABARTI AK, 1991, IEEE T ENG MANAGE, V38, P78 CLAUS P, 1982, WORLD PATENT INFORMA, V4, P105 DOSI G, 1984, LONG WAVES WORLD EC, P78 FAUST K, 1983, WORLD PATENT INFORMA, V5, P144 FRAME JD, 1990, RES POLICY, V19, P447 GRILICHES Z, 1990, J ECON LIT, V28, P1661 GRUPP H, 1990, KNOWLEDGE INTERFACE HOWARD WG, 1992, PROFILING INNOVATION JAFFE AB, 1986, AM ECON REV, V76, P984 MLODZIK H, 1979, DERWENT ANN CPI M LO MOGEE ME, 1990, FINAL REPORT NARIN F, 1984, IEEE T ENG MANAGE, V31, P172 NARIN F, 1987, RES POLICY, V16, P143 NARIN F, 1988, HDB QUANTITATIVE STU NARIN F, 1988, HDB QUANTITATIVE STU NELSON RR, 1977, RES POLICY, V6, P36 PATEL P, 1987, RES POLICY, V16, P59 PAVITT K, 1985, SCIENTOMETRICS, V7, P77 ROSENBERG N, 1976, PERSPECTIVES TECHNOL SCHERER FM, 1983, INT J IND ORGAN, V1, P107 SCHMOCH U, 1986, PATENTE TECHNIKINDIK SOETE LG, 1983, SCIENTOMETRICS, V5, P31 TASSEY G, 1985, NBS23 US DEP COMM PL TAYLOR, 1976, EC IMPACT PATENT SYS TRAJTENBERG M, 1987, 2457 NAT BUR EC RES TRAJTENBERG M, 1992, 4146 NAT BUR EC RES VANRAAN AFJ, 1992, J AGSI JUL, P77 NR 35 TC 3 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1994 VL 6 IS 4 BP 485 EP 503 PG 19 SC Management; Multidisciplinary Sciences GA QE934 UT ISI:A1994QE93400007 ER PT J AU GLASNER, P ROTHMAN, H TI SCIENCE STUDIES - A GUIDE FOR STRATEGIC MANAGEMENT SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB The paper describes and discusses the current state of science studies research and its linkages to other fields, such as applied policy and management. It is argued that science studies is differentiated into science and technology studies, and science and technology policy research; and that these are twin interdisciplinary areas of research in which a whole range of social scientists, as well as historians and philosophers are involved. The high degree of interdisciplinarity makes the field peculiarly difficult to categorize simply. Nevertheless, it is sufficiently mature and focused to be an established academic field in its own right; it possesses its own journal structure, specialized institutions, national and international professional associations, and teaching programmes. Research in science studies is potentially applicable-especially in the longer term-for policy-makers in the public and private sectors, as well as for public interest groups. However, the need to bridge a perceived gap between academic studies and the needs of policy-makers is highlighted. Finally, a listing of emerging issues wa the field is provided. RP GLASNER, P, UNIV W ENGLAND,FAC ECON & SOCIAL SCI,BRISTOL BS16 1QY,AVON,ENGLAND. CR 1991, SCI TECHNOLOGY POLIC 1993, FRASCATI MANUAL 1993, REALISING OUR POTENT 1993, REPORT COMMITTEE REV ALIC M, 1986, HYPATIAS HERITAGE ASHMORE M, 1989, REFLEXIVE THESIS WRI BABBAGE C, 1830, REFLECTIONS DECLINE BARNES B, 1977, INTERESTS GROWTH KNO BARNES B, 1982, SCI CONTEXT BECK U, 1992, RISK SOC NEW MODERNI BERNAL JD, 1939, SOCIAL FUNCTION SCI BIJKER WE, 1987, SOCIAL CONSTRUCTION BIJKER WE, 1992, SHAPING TECHNOLOGY B BILBERT GN, 1984, OPENING PANDORAS BOX BLEIER R, 1984, SCI GENDER CRITIQUE BLOOR D, 1976, KNOWLEDGE SOCIAL IMA CARDWELL DLS, 1972, TECHNOLOGY SCI HIST COLE J, 1979, FAIR SCI COLLINS HM, 1982, SCI CONTEXT CRANE D, 1980, GUIDE CULTURE SCI TE FREEMAN C, 1974, EC IND INNOVATION GARFIELD E, 1979, CITATION INDEXING GIDDENS A, 1990, CONSEQUENCES MODERNI GIERYN TF, 1982, SOC STUD SCI, V12, P279 GLASNER P, IN PRESS SOCIOLOGY W GOLDSMITH M, 1984, UK SCI POLICY HARDING S, 1986, SCI QUESTION FEMINIS HUGHES TP, 1983, NETWORKS POWER ELECT IRWIN A, IN PRESS MISUNDERSTA JASANOFF S, 1994, HDB SCI TECHNOLOGY S JEVONS F, 1992, TECHNOL ANAL STRATEG, V4, P399 KUHN TS, 1962, STRUCTURE SCI REVOLU LATOUR B, 1987, SCI ACTION LAW J, 1991, SOCIOLOGY MONSTERS E LOVELOCK J, 1988, AGES GAIA MACKENZIE D, 1985, SOCIAL SHAPING TECHN MACKENZIE D, 1990, INVENTING ACCURACY H MARTIN S, 1992, BIOTECHNOLOGY PUBLIC MARX K, 1970, CAPITAL, V1 NELKIN D, 1979, CONTROVERSY POLITICS NEWBY H, 1989, P ABERCROMBIE MEMORI PICKERING A, 1992, SCI PRACTICE CULTURE PRICE DJD, 1965, TECHNOL CULT, V6, P553 ROGERS R, 1994, EASST NEWSLETTER, V13, P17 ROSE H, 1987, SEX SCI INQUIRY ROSNER D, 1991, DEADLY DUST SILICOSI ROTHWELL H, 1992, TECHNOL ANAL STRATEG, V4, P73 SCHIEBINGER L, 1987, SEX SCI INQUIRY SHAPIN S, 1979, MARGINS SCI SMALL H, 1994, IDENTIFYING INNOVATI STRATHERN M, 1992, NATURE TURNER G, 1992, BIOTECHNOLOGY PUBLIC URRY J, 1993, MAR BRIT SOC ASS ENV WEBSTER A, 1991, SCI TECHNOLOGY SOC N WEBSTER A, 1994, TECHNOL ANAL STRATEG, V6, P189 WILLIAMS R, 1971, POLITICS TECHNOLOGY WINNER L, 1977, AUTONOMOUS TECHNOLOG WITTGENSTEIN L, 1953, PHILOS INVESTIGATION WOOLGAR S, 1988, SCI VERY IDEA WYNNE B, 1991, SCI TECHNOL, V16, P111 YEARLEY S, 1991, GREEN CASE YEARLEY S, 1993, SCI TECHNOLOGY POLIC, V6, P13 NR 62 TC 1 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1994 VL 6 IS 4 BP 505 EP 525 PG 21 SC Management; Multidisciplinary Sciences GA QE934 UT ISI:A1994QE93400008 ER PT J AU BRAUN, E WIELD, D TI REGULATION AS A MEANS FOR THE SOCIAL-CONTROL OF TECHNOLOGY SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB The argument that regulation is a necessary, though controversial, component of technology policy is discussed in detail. In addition to the direct regulation of technology, various other regulatory policies, such as market regulation, affect the development of technology. Various types of direct regulation and their conditions of operation are discussed. It is shown that regulation can affect technological innovation positively by providing a surrogate market. The paper serves as an introduction to this special issue and shows how the different contributions fit into a general framework of regulatory effects on technology. Regulation as a factor in competition is discussed, particularly in the context of developing countries. RP BRAUN, E, OPEN UNIV,CTR TECHNOL STRATEGY,MILTON KEYNES MK7 6AA,BUCKS,ENGLAND. CR 1990, ATTITUDES EXPLOITATI 1993, 1992 WORLD BANK WORL ATKINSON J, 1994, IMPLEMENTING NEW TEC, V1 BOYER R, 1988, TECHNICAL CHANGE EC, P67 BRESSERS H, 1988, ENV POLICY MARKET EC, P9 BROWN HS, 1993, TECHNOL FORECAST SOC, V43, P125 COLLINGRIDGE D, 1980, SOCIAL CONTROL TECHN CORNISH WR, 1986, INTELLECTUAL PROPERT CORNISH WR, 1989, INTELLECTUAL PROPERT ELLIOTT DA, 1994, TECHNOL ANAL STRATEG, V6, P303 FELTON JC, 1991, INNOVATION ENV RISK FRIEDLANDER SK, 1989, TECHNOLOGY ENV HEHEMANN M, 1993, WIRTSCHAFTSWOCHE VIE, V49, P51 LEVIDOW L, 1994, TECHNOL ANAL STRATEG, V6, P273 MAJONE G, 1990, DEREGULATION REREGUL MILLSTONE E, 1994, TECHNOL ANAL STRATEG, V6, P329 OKEEFE P, 1988, REV AFRICAN POLITICA, V42, P84 PEACOCK A, 1984, REGULATION GAME, P39 POTTER S, 1994, TECHNOL ANAL STRATEG, V6, P317 PRESS A, 1990, EUROPE ENV SCHOT JW, 1992, SCI TECHNOL, V17, P36 SCHOT JW, 1992, SCI TECHNOL, V17, P36 SEXTON S, 1992, MAASTRICHT TREATY PL, P17 SMITS R, 1991, TECHNOLOGY ASSESSMEN WIELD D, 1994, IMPLEMENTING NEW TEC, V1 NR 25 TC 2 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1994 VL 6 IS 3 BP 259 EP 272 PG 14 SC Management; Multidisciplinary Sciences GA PY157 UT ISI:A1994PY15700001 ER PT J AU LEVIDOW, L TI BIOTECHNOLOGY REGULATION AS SYMBOLIC NORMALIZATION SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID EUROPE AB In the 'risk' controversy around agricultural biotechnology, at stake is the legitimacy of this innovation, particularly the release of genetically modified organisms (GMOs). It has faced potential obstacles to R&D and an eventual market for products. In response, risk management institutions have been designed to anticipate hypothetical hazards; to overcome the perceived abnormality of GMOs; to avoid political protest; and to standardize safety criteria. In the UK and its EC framework, process-based legislation has had a precautionary content, designed to consider a broad range of ecological uncertainties which could be translated into technical evidence of safety. Given that all stages of risk management entail environmental value judgements, its procedures bear some potential for greater public involvement. Since process-based regulation was enacted in 1990, industry has attacked it for hindering the commercial competitiveness of the European biotechnology industry. This attack more likely aims to limit the precautionary content, to normalize GMOs, and to preclude democratizing risk assessment-though at the risk of jeopardizing its public credibility. These dilemmas of risk management arise from its implicit role in legitimizing a contentious form of techno-scientific 'progress'. RP LEVIDOW, L, OPEN UNIV,CTR TECHNOL STRATEGY,MILTON KEYNES MK7 6AA,BUCKS,ENGLAND. CR 1986, RECOMBINANT DNA SAFE, P29 1987, REPORT COMMISSION IN 1988, 12TH REPORT BEST PRA, P61 1989, 13TH REPORT RELEASE, P65 1989, ENV PROTECTION PROPO 1990, 1989 ANN REPORT, P14 1990, AGROINDUSTRY HITECH, V1, P55 1990, INT SURVEY BIOTECHNO, P15 1990, OFFICIAL J EUROPEAN, V50, P15 1990, SAGB COMMUNITY POLIC 1991, 14TH REPORT GENHAZ, P11 1991, COMMUNICATION 0322 1991, OFFICIAL J EUROPEAN, V50, P1 1991, PROMOTING COMPETITIV 1991, PROMOTING COMPETITIV 1991, REPORT NATIONAL BIOT 1993, EBIS NEWSLETTER, V3, P3 AKCAKAYA HR, 1991, ASSESSING ECOLOGICAL, P267 ASSOULINE G, 1989, ECONOMIES SOC PROGRE, V20, P107 BAARK E, 1990, TECHNOL SOC, V12, P27 BALTER M, 1991, SCIENCE, V252, P1366 BECK U, 1992, RISK SOC NEW MODERNI, P22 BENNETT D, 1986, POLITICS UNCERTAINTY BENNETT DJ, 1990, IMPACT IMPENDING REG, P18 BULLARD L, 1991, BRIEFING NGOS BULLARD L, 1991, COMMUNICATION 0718 CHATAWAY J, IN PRESS AGR HUMAN V CUTLER K, 1991, AG BIOTECH NEWS JAN, P7 DEGREEF W, 1991, AGROINDUSTRY HITECH, V2, P3 DICKSON T, 1990, FINANCIAL TIMES 0704 DUESING JH, 1992, AGRO FOOD IND HI TEC, V3, P2 FRITSCH K, 1991, BIO-TECHNOL, V9, P435 GOTTWEIS H, SOCIAL STUDIES SCI, V25 GROVEWHITE R, 1991, RSA J JUN, P437 HAERLIN B, 1990, BIOREVOLUTION CORNUC, P253 HODGSON J, 1991, BIO-TECHNOL, V9, P504 HODGSON J, 1992, BIO-TECHNOL, V10, P1421 HOLLAND A, 1989, GENETICS FORUM SUBMI HOLLAND A, 1990, BIOREVOLUTION CORNUC, P166 JASANOFF CS, 1994, RESISTANCE NEW TECHN JASANOFF S, 1986, RISK MANAGEMENT POLI, P58 KRIMSKY S, 1991, BIOTECHNICS SOC RISE, P113 LAKE G, 1991, PROJECT APPRAISAL, V6, P7 LEVIDOW L, 1991, SCI PUBL POLICY, V18, P271 LEVIDOW L, 1992, PROJECT APPRAISAL, V7, P93 LEVIDOW L, 1993, NOV P SOC SOCIAL SCU LEVIDOW L, 1993, SCI PUBL POLICY, V20, P193 LEVIDOW L, 1993, TECHNOLOGY DEMOCRACY, V2, P435 MACKENZIE D, 1991, NEW SCIENTIST 0803, P8 MACRORY R, 1986, ASSESSMENT ENV PROBL, P70 MAJONE G, 1990, DEREGULATION REREGUL, P2 MANTEGAZZINI G, 1986, ENV RISKS BIOTECHNOL, P76 MARLIER E, 1992, BIOTECHNOLOGY PUBLIC, P52 MARTIN S, 1992, BIOTECHNOLOGY PUBLIC, P28 ORIORDAN T, 1987, INSURING MANAGING HA, P394 PETRELLA R, 1989, TECHNOLOGY ASSESSMEN, V1, P4 PICCIOTTO S, 1991, CAPITAL CLASS, V43, P43 RAMSAY H, 1992, CAPITAL CLASS, V48, P29 RAVETZ J, 1989, ENV THREATS PERCEPTI, P72 SCHWARZ M, 1990, DIVIDED WE STAND RED SORENSEN E, 1992, JUN BIO EUR C HAG TAIT J, 1990, BIOREVOLUTION, P224 TAIT J, 1992, FUTURES, V24, P219 TIEDJE JM, 1989, ECOLOGY, V70, P298 WHEALE P, 1993, SCI PUBL POLICY, V20, P261 WRIGHT S, 1986, SOC STUD SCI, V16, P593 WRUBEL R, 1992, BIOSCIENCE APR, P280 WYNNE B, 1982, RATIONALITY RITUAL W, P170 NR 68 TC 9 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1994 VL 6 IS 3 BP 273 EP 288 PG 16 SC Management; Multidisciplinary Sciences GA PY157 UT ISI:A1994PY15700002 ER PT J AU PISJAK, P TI INTERDEPENDENCE BETWEEN REGULATION AND TECHNOLOGICAL INNOVATION IN THE TELECOMMUNICATIONS SECTOR SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Telecommunications has attracted increasing public attention because of technological and regulatory dynamics which have transformed this sector into the backbone of the future information society. This article focuses on the interrelationship between technological development and regulation in three sections. First, attention is paid to technological development and the question as to what degree regulation is determined by technology. Next is discussed the role of European Union regulation, which affects technological innovation and diffusion in many direct and indirect ways. The final section addresses the remaining role of national regulation. RP PISJAK, P, AUSTRIAN ACAD SCI,INST TECHNOL ASSESSMENT,POSTGASSE 7-IV-3,A-1010 VIENNA,AUSTRIA. CR CORNFORD J, 1993, TELECOMMUNICATIONS P, V17, F589 GARFINKEL L, 1993, TELECOMMUNICATIONS P, V17, P323 GARNHAM N, 1991, TELECOMMUNICATIONS P, V15, P193 GRANDE E, 1991, POLIT VIERTELJAHR, V32, P452 HARING J, 1986, EC TELECOMMUNICATION, P216 KOEBEL P, 1990, DEREGULATION REREGUL, P110 STOETZER MW, 1993, INFORMATION EC POLIC, V5, P274 UNGERER H, 1992, TELECOMMUNICATIONS P, V16, F712 WENDERS JT, 1990, TELECOMMUNICATIONS P, V14, P125 WIGGLESWORTH W, 1992, TELECOMMUNICATIONS P, V16, F721 NR 10 TC 0 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1994 VL 6 IS 3 BP 289 EP 303 PG 15 SC Management; Multidisciplinary Sciences GA PY157 UT ISI:A1994PY15700003 ER PT J AU ELLIOTT, DA TI REGULATION, TECHNOLOGY STRATEGY AND ENERGY-POLICY - THE MISSING LINK SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Two new regulatory agencies were established as part of the process of privatization of the gas and electricity industries in the UK and, subsequently, an independent Energy Saving Trust was set up. This paper explores some of the problems these bodies face in attempting to operate effectively, with regard to the development and deployment of new renewable energy and energy-saving technologies, in the absence of a fully developed national energy policy. It also asks whether they can be seen as in any way prototypes for more radical, interventionist types of regulatory agency, and whether, as some interventionists would prefer, these agencies could play a more positive role in shaping the development of technology and technology policy. C1 OPEN UNIV,FAC TECHNOL,MILTON KEYNES MK7 6AA,BUCKS,ENGLAND. RP ELLIOTT, DA, OPEN UNIV,TECHNOL POLICY GRP,MILTON KEYNES MK7 6AA,BUCKS,ENGLAND. CR 1988, 55 DEP EN EN PAP 1989, OFFER REPORT DIRECTO 1991, OFFER ENERGY EFFICIE 1992, 59 DEP TRAD IND EN P 1992, CLIMATE CHANGE OUR N 1992, DTI60 REN EN ADV GRO 1992, OFFER ENERGY EFFICIE 1992, RENEWABLE ENERGY, V2, P156 1992, RENEWABLE ENERGY, V2, P29 1994, RENEWABLE ENERGY RES ELLIOTT D, 1990, TECHNOL ANAL STRATEG, V2, P253 ELLIOTT D, 1992, ENERG POLICY, V20, P257 ELLIOTT D, 1992, TOWN COUNTRY PLANN, V61, P195 HOWARD M, 1992, 5TH FUEL, V27 LEES E, PROMOTING ENERGY EFF LEES E, 1993, MAY EN SAV TRUST PAR MADDOX B, 1992, FINANCIAL TIMES 0923 MADDOX B, 1992, FINANCIAL TIMES 1021 MADDOX B, 1994, FINANCIAL TIMES 0216 MCGREGOR G, 1992, GAS ENERGY EFFICIENC ROBERTS J, 1991, PRIVATISING ELECTRIC SURREY J, 1991, FINANCIAL TIMES 1218 NR 22 TC 1 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1994 VL 6 IS 3 BP 305 EP 315 PG 11 SC Management; Multidisciplinary Sciences GA PY157 UT ISI:A1994PY15700004 ER PT J AU POTTER, S HINNELLS, M TI ANALYSIS OF THE DEVELOPMENT OF ECO-LABELING AND ENERGY LABELING IN THE EUROPEAN-UNION SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB In November 1993, the first European Union eco-labelled product went on sale in the UK. The development of the eco-label has been much delayed by a variety of factors. Some of these reflect the normal difficulties in developing a new regulatory mechanism, but others point to a lack of strategy as to the purpose and operation of the eco-label. Other consumer labelling measures are also being introduced, notably the energy and energy star labels. Little thought appears to have been given to the effectiveness of labelling or to how they integrate into environmental policy and policy-making structures. Eco-labels are voluntary, with some important products (notably cars) omitted, while eco-labels are being developed for products with little by way of environmental impacts (such as cat litter). The energy star has perhaps the clearest rationale, to identify selectively energy-saving technologies. Energy labelling is compulsory for all products (although cars are again excluded). It is argued that, on its own, labelling is a weak form of regulation. To be effective, product labelling needs to be integrated with other environmental policy instruments, and to be part of a coherent policy-making structure. C1 UNIV OXFORD,ENVIRONM CHANGE UNIT,OXFORD,ENGLAND. OPEN UNIV,CTR TECHNOL STRATEGY,MILTON KEYNES MK7 6AA,BUCKS,ENGLAND. RP POTTER, S, MANCHESTER METROPOLITAN UNIV,INST ADV STUDIES,MANCHESTER,ENGLAND. CR UK SIGEST ENERGY STA 1988, GREEN CONSUMER 1989, DESIGN PRODUCTION 1989, GREEN CONSUMER 1989, GREEN GREENER GREENE 1990, COMMON INHERITANCE 1990, DOECE0299P LAWR BERK 1991, ECOLABELLING 1991, EEC EXPERT GROUP ENV 1991, ENV LABELLING WASHIN 1991, WASHING MACHINES 1992, CLIMATE CHANGE NATIO, P27 1992, CLIMATE CHANGE 1992, ENV LABELLING, V3, P4 1992, ENV LABELLING, V3, P6 1993, ECOLABELLING CRITERI 1993, ENDS REPORT, P25 1993, ENDS REPORT, P26 1993, ENERGY EFFICIENCY BU 1994, CLIMATE CHANGE BETHGE PO, 1991, ECOLABELLING PAPER P DANDRIDGE C, COMMUNICATION HOWARD D, 1990, ENERGY TRANSPORT ENV, P18 HUGHES P, 1993, PERSONAL TRANSPORT G KARBO P, 1994, COMMUNICATION 0114 KNIGHT P, 1993, FINANCIAL TIMES 0616 LAUGHREN F, 1991, STATEMENT LEGISLATUR MACMAHON J, 1991, CONSUMER POLICY REV, V1, P87 MARBEK, 1990, SURVEY APPLIANCE LAB POTTER S, 1993, ENERGY EFFICIENCY CH, P399 SMITH MT, 1993, THESIS LANCASTER U WILKENFELD G, 1993, CADDET NEWSLETTERS NR 32 TC 2 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1994 VL 6 IS 3 BP 317 EP 328 PG 12 SC Management; Multidisciplinary Sciences GA PY157 UT ISI:A1994PY15700005 ER PT J AU MILLSTONE, E TI REGULATION, INNOVATION AND PUBLIC-WELFARE - THE EXAMPLE OF THE FOOD-INDUSTRY SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB The complex relationship between innovation and regulation in the food industry is analyzed with a view to identifying the ways in which regulation both promotes and inhibits particular kinds of innovation, and also the relevance of both innovation and regulation to the protection and improvement of public health. The effects of regulation on innovation are complex, since regulation simultaneously inhibits some kinds of development while encouraging others, but those which are inhibited are typically unsafe or undesirable. There is, however, no evidence that public welfare is being undermined by excessive regulations or by too few innovations in the food sector. RP MILLSTONE, E, SUSSEX UNIV,SCI POLICY RES UNIT,MANTELL BLDG,BRIGHTON BN1 9RF,ENGLAND. CR 1979, AGR POLLUTION 7TH RE 1985, UK FOOD PROCESSING I, P17 1985, UK PROCESSING IND OP, P14 1985, UK PROCESSING IND OP, P14 1988, FOOD ADULTERATION BE 1988, FOOD ADULTERATION FI 1989, PHLS SVS UPDATE SALM 1990, CONTROL BSE CATTLE 1991, DIETARY REFERENCE VA 1991, HLTH NATION 1993, FOOD LAW DEREGULATIO 1993, FOOD LAW DEREGULATIO, P1 1993, MAFF NEWS RELEASE 29 ASHBY AW, 1978, J AGR ECON, V14, P215 BLENFORD D, 1993, INT FOOD INGREDIENTS, P3 BOLGER PM, 1991, CHEM SPEC BIOAVAILAB, V3, P31 COOKSON C, 1992, FINANCIAL TIME 1015 ERLICHMAN J, 1994, GUARDIAN 0101, P28 FELLER I, 1984, TECHNOVATION, V2, P69 JACOBSON MF, 1976, EATERS DIGEST JAMES WPT, 1988, HLTH NUTRITION JANUSZ JM, 1989, PROGR SWEETENERS, CH1 JONES E, 1990, THESIS SUSSEX U SCI LAWRENCE F, 1986, ADDITIVES YOUR COMPL MELA DJ, 1992, J AM DIET ASSOC, V92, P472 MILLSTONE E, 1986, FOOD ADDITIVES MILLSTONE E, 1986, FOOD ADDITIVES MILLSTONE E, 1987, REPORT ESRC MILLSTONE E, 1988, ADDITIVES GUIDE EVER MILLSTONE E, 1989, FOOD POLICY, V14, P43 MILLSTONE E, 1989, STRATEGIES NEW TECHN, CH7 MILLSTONE E, 1992, SCI PUBLIC AFFAI AUT, P32 MONRO IC, 1990, FOOD CHEM TOXICOL, V28, P751 PAINTER AA, 1992, BUTTERWORTHS FOOD LA SENKER JM, 1987, CHEM IND, V20, P483 SENKER JM, 1988, THESIS SUSSEX U SMITH J, 1993, TECHNOLOGY REDUCED A SOUTHWOOD R, 1989, REPORT WORKING PARTY TEEUWNE WA, 1991, INT FOOD INGREDIENTS, V2, P4 TURNER JS, 1970, CHEM FEAST VERRETT J, 1974, EATING MAY HAZARDOUS WALKER C, 1984, FOOD SCANDAL WILLARD T, 1994, FOOD PROGRAMME 0114, V4 WOLLEN A, 1993, FOOD PROCESS, V62, P10 NR 44 TC 4 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1994 VL 6 IS 3 BP 329 EP 340 PG 12 SC Management; Multidisciplinary Sciences GA PY157 UT ISI:A1994PY15700006 ER PT J AU JORDAN, J TI PRODUCT STANDARDS, INNOVATION AND REGULATION SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID COMPATIBILITY; PREDATION; INDUSTRY AB This paper examines the public policy issues associated with product standardization. It addresses three main questions: (1) Do laissez faire markets provide an appropriate level of compatibility and standardization? (2) Does standardization result in anti-competitive behaviour? (3) Does standardization promote or retard innovation? The theoretical debate surrounding each of these issues is briefly reviewed. The process of setting standards with respect to high definition television technology is examined and used to illustrate the problems facing regulators. The paper concludes that, in the case of high definition television, the US market-based approach to standard setting has been more successful than has the more directly interventionist approaches adopted in Europe and Japan. RP JORDAN, J, UNIV W ENGLAND,BRISTOL BUSINESS SCH,COLDHARBOUR LANE,BRISTOL BS16 1QY,ENGLAND. CR 1967, 90TH P C 1983, STANDARD CERTIFICATI 1992, ECONOMIST 1003 1993, ECONOMIST 0227 1993, ECONOMIST 0529 ADAMS W, 1982, Q REV ECON BUS, V22, P29 ARAM JD, 1992, RES POLICY, V21, P409 BRAUNSTEIN YM, 1985, ANTITRUST B SUM, P337 BRUCE A, 1994, TECHNOL ANAL STRATEG, V6, P161 COFFINET JP, 1992, INTERFACES, V22, P49 COFFINET, 1994, TECHNOL ANAL STRATEG, V6, P161 DAVID PA, 1985, AM ECON REV, V75, P332 FARRELL J, 1985, RAND J ECON, V16, P70 FARRELL J, 1986, AM ECON REV, V76, P940 FARRELL J, 1987, PRODUCT STANDARDIZAT GABEL HL, 1991, COMPETITIVE STRATEGI HEGERT M, 1987, PRODUCT STANDARDIZAT HEMENWAY D, 1975, INDUSTRYWIDE VOLUNTA KATZ M, 1985, AM ECON REV, V85, P424 KATZ ML, 1986, J POLIT ECON, V94, P822 LECRAW DJ, 1984, APPL ECON, V16, P507 MATUTES C, 1987, PRODUCT STANDARDIZAT MATUTES C, 1989, J IND ECON, V37, P359 ORDOVER JA, 1981, YALE LAW J, V91, P8 PELKMANS J, 1987, PRODUCT STANDARDIZAT PHILLIPS A, 1987, PRODUCT STANDARDIZAT ROSENBLOOM RS, 1987, CALIF MANAGE REV, V29, P51 SASSEEN J, 1992, INT MANAGEMENT OCT, P40 SWANN G, 1987, PRODUCT STANDARIZATI VEGANOVSKI C, 1991, REGULATIONS MARKET A VERMAN HC, 1973, STANDARDIZATION NR 31 TC 0 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXON, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1994 VL 6 IS 3 BP 341 EP 354 PG 14 SC Management; Multidisciplinary Sciences GA PY157 UT ISI:A1994PY15700007 ER PT J AU OSKARSSON, C SJOBERG, N TI TECHNOLOGY ANALYSIS AND COMPETITIVE STRATEGY - THE CASE OF MOBILE TELEPHONES SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID CONSTRUCTION AB This paper examines the validity of the strategic implications drawn from the typology of generic strategies presented by Michael Porter. It is argued that the existence of technologies which simultaneously drive cost and performance make it possible to combine cost leadership and differentiation strategies, and yet be extremely competitive. The mobile telephone industry provides us with an illustrative empirical example. In this case, rather than a 'stuck in the middle' strategy, we found a 'luck in the middle' strategy. RP OSKARSSON, C, CHALMERS UNIV TECHNOL,DEPT IND MANAGEMENT & ECON,S-41296 GOTHENBURG,SWEDEN. CR 1985, INTERNAL BUSINESS MA 1988, EMC PUBLICATIONS 1989, INTERNAL BUSINESS MA 1991, INTERNAL BUSINESS MA FOSTER R, 1986, INNOVATION ATTACKERS FROHMAN AL, 1984, RES MANAGE, V27, P36 FROHMAN AL, 1985, J BUS STRAT, V5, P54 GRANSTAND, 1985, COMPETITIVE ADVANTAG, P177 GRANSTRAND O, 1990, RES POLICY, V19, P35 GRANSTRAND, 1992, TECHNOLOGY MANAGEMEN, CH9 KODAMA F, 1986, SCI PUBL POLICY, V13, P44 LANGHAM AG, 1991, COMMUNICATION 0325 LANGHAM AG, 1991, COMMUNICATION MCCRORY RJ, 1963, DEV METHODOLOGY EVAL MEIMA U, 1991, COMMUNICATION PAPPAS C, 1984, J PROD INNOVAT MANAG, V1, P30 PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1985, COMPETITIVE ADVANTAG PORTER ME, 1985, COMPETITIVE ADVANTAG, P177 PRAHALAD CK, 1989, HARVARD BUSINESS MAY, P63 PRAHALAD CK, 1990, HARVARD BUSINESS MAY, P79 ROUSSEL PA, 1984, RES MANAGE, V27, P30 RYDBECK N, 1988, COMMUNICATION RYDBECK N, 1990, COMMUNICATION RYDBECK N, 1991, COMMUNICATION SAVIOTTI PP, 1982, TECHNOLOGICAL FORECA, V21, P133 SAVIOTTI PP, 1984, RES POLICY, V13, P141 NR 27 TC 1 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1994 VL 6 IS 1 BP 3 EP 19 PG 17 SC Management; Multidisciplinary Sciences GA PK134 UT ISI:A1994PK13400001 ER PT J AU DEBACKERE, K CLARYSSE, B WIJNBERG, NM RAPPA, MA TI SCIENCE AND INDUSTRY - A THEORY OF NETWORKS AND PARADIGMS SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INNOVATION; KNOWLEDGE AB The recent interest in 'network' forms of organization serves as a starting point to understand better the dynamic characteristics of technology development. Network theory allows one to describe the relationship between 'actors' involved in the development of new technologies, both cross-sectionally and longitudinally, and, as a consequence, to model the structural and behavioural development of a community of actors (regardless of whether this 'community' is defined as a set of individuals, eg. the 'scientific' community, or is defined as a collection of organizations, e.g. an industry). In this paper, this network approach is used to develop a theoretical framework to understand the knowledge transition from 'scientific' paradigm status to a 'technological' paradigm status. It is believed that the propositions made in this paper will enable truly empirical studies on the nature of the development of 'scientific' and 'technological' paradigms. C1 ERASMUS UNIV ROTTERDAM,3000 DR ROTTERDAM,NETHERLANDS. MIT,ALFRED P SLOAN SCH MANAGEMENT,CAMBRIDGE,MA 02139. RP DEBACKERE, K, STATE UNIV GHENT,VLERICK SCH MANAGEMENT,BELLEVUE 6,B-9050 GHENT,BELGIUM. CR 1988, NEURAL NETWORK STUDY ABERNATHY WJ, 1978, TECHNOL REV, V80, P40 ALLEN TJ, 1984, MANAGING FLOW TECHNO ANDERSEN ES, 1991, J EVOLUTIONARY EC, V1, P119 BARBER B, 1990, SOCIAL STUDIES SCI BOYER KD, 1984, SO EC J, V50 BURT RS, 1987, AM J SOCIOL, V92, P1287 BURT RS, 1992, STRUCTURAL HOLES SOC CALLON M, 1986, MAPPING DYNAMICS SCI, P3 CAVES RE, 1977, Q J ECON, V91, P241 CLARK KB, 1985, RES POLICY, V14, P235 COLE S, 1992, MAKING SCI COLLINS HM, 1982, SCI CONTEXT READINGS, P44 CONSTANT EW, 1980, ORIGINS TURBOJET REV CRANE D, 1969, SOC PROBL, V16, P433 CRANE D, 1972, INVISIBLE COLLEGES DASGUPTA P, 1987, ARROW ASCENT MODERN DEBACKERE K, 1990, MAY ITMS ORSA M LAS DEBACKERE K, 1994, RES POLICY, V23, P4 DEJONG HW, 1988, STRUCTURE EUROPEAN I, P1 DICKSON D, 1987, SCIENCE 0710, P125 DOSI G, 1982, RES POLICY, V11, P147 DOSI G, 1988, J ECON LIT, V26, P1120 FREEMAN C, 1988, TECHNICAL CHANGE EC, P38 FREEMAN J, 1990, STRATEGIC MANAGEMENT, P127 GIERE RN, 1988, EXPLAINING SCI COGNI HAGEDOORN J, 1992, RES POLICY, V21, P163 HAGSTROM WO, 1965, SCIENTIFIC COMMUNITY HOUNSHELL DA, SCI CORPORATE STRATE HUGHES TP, 1987, SOCIAL CONSTRUCTION HUGHES TP, 1989, AM GENESIS CENTURY I HULL DL, 1988, SCI PROCESS JARILLO JC, 1988, STRATEGIC MANAGEMENT, V9, P31 KROES P, 1989, I LAKATOS THEORIES S, P375 KUHN TS, 1970, STRUCTURE SCI REVOLU LAKATOS I, 1970, CRITICISM GROWTH KNO LATOUR B, 1982, SCI CONTEXT READINGS, P35 LATOUR B, 1987, SCI ACTION LAW J, 1976, PERSPECTIVES EMERGEN LAYTON ET, 1974, TECHNOL CULT, V15, P31 MASCARENHAS B, 1989, STRATEGIC MANAGE J, V10, P475 MERTON RK, 1973, SOCIOLOGY SCI MITROFF II, 1974, AM SOCIOL REV, V39, P579 MULLINS NC, 1972, MINERVA, V10, P51 NELSON RR, 1982, EVOLUTIONARY THEORY NELSON RR, 1990, RES POLICY, V19, P193 PERROW C, 1974, BUREAUCRACY STRUCTUR, P50 PRICE DJ, 1967, JOURNEYS SCI SMALL S PRICE DJD, 1963, LITTLE SCI BIG SCI QUINE WV, 1980, LOGICAL POINT VIEW RADNITZKY G, 1989, I LAKATOS THEORIES S, P383 RAPPA MA, 1992, R&D MANAGE, V22, P209 RAPPA MA, 1992, REPRESENTATIONS SCI, P253 RAPPA MA, 1993, 1993 BEST PAP P, P347 RICHARDS S, 1987, PHILOS SOCIOLOGY SCI ROSENBERG N, 1976, PERSPECTIVES TECHNOL SAHAL D, 1985, RES POLICY, V14, P61 SAVIOTTI PP, 1984, RES POLICY, V13, P141 SCHMOOKLER J, 1966, INVENTION EC GROWTH TRAWEEK S, 1988, BEAMTIMES LIFETIMES VONHIPPEL E, 1988, SOURCE INNOVATION WATSON JD, 1980, DOUBLE HELIX WEINGART P, 1978, SOCIOL SCI, V2, P251 WIJNBERG NM, 1989, ECONOMIST, V138, P499 ZIMAN J, 1984, INTRO SCI STUDIES NR 65 TC 14 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1994 VL 6 IS 1 BP 21 EP 37 PG 17 SC Management; Multidisciplinary Sciences GA PK134 UT ISI:A1994PK13400002 ER PT J AU ZAHRA, SA COVIN, JG TI DOMESTIC AND INTERNATIONAL COMPETITIVE FOCUS, TECHNOLOGY STRATEGY AND COMPANY PERFORMANCE - AN EMPIRICAL-ANALYSIS SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID RESEARCH-AND-DEVELOPMENT; PROFIT PERFORMANCE; MANAGEMENT; PRODUCT; FIRMS AB This study empirically explores the association of a firm's approach to domestic and international operations with its technological choices and financial performance. The technological choices examined include the following: commitment to leading the creation of new technologies; emphasis on internal and external sources of technology; capital spending for technological pursuits; R&D investments. Cluster analysis of data from 180 US electronics firms produced four clusters of international and domestic operations. These clusters exhibited variations in companies' technological choices and in the associations between technology variables and company financial performance. The results help to identify viable technological choices under different combinations of domestic and international competition. C1 GEORGIA INST TECHNOL,SCH MANAGEMENT,ATLANTA,GA 30332. RP ZAHRA, SA, GEORGIA STATE UNIV,COLL BUSINESS ADM,DEPT MANAGEMENT,ATLANTA,GA 30303. CR 1988, DECLINE US CONSUMER ADLER PS, 1989, RES TECHNOLOGICAL IN, V4, P25 AKOI R, 1991, AM ECON REV, V82, P252 ALIC JA, 1991, TECHNOL ANAL STRATEG, V3, P177 BADAWAY MK, 1991, INT J TECHNOL MANAGE, V6, P205 BARTLETT CA, 1982, J BUS STRAT, V3, P20 BURRILL GS, 1990, ELECTRONICS 90 NEW C CHENG JLC, 1993, J INT BUS STUD, V24, P1 COOMBS R, 1991, TECHNOL ANAL STRATEG, V3, P77 CUPLAN R, 1989, J BUS RES, V18, P207 DANIELS JD, 1989, MANAGE INT REV, V29, P46 DODGSON M, 1991, TECHNOL ANAL STRATEG, V3, P115 DOUGLAS SP, 1987, COLUMBIA J WORLD BUS, V22, P19 ERICKSON TJ, 1990, COLUMBIA J WORLD BUS, V25, P8 ERICKSON TJ, 1991, J BUS STRAT, V12, P11 FAGAN ML, 1991, J BUS STRAT, V12, P21 FLAHERTY MT, 1986, COMPETITION GLOBAL I, P83 FRANKO LG, 1989, STRATEGIC MANAGE J, V10, P449 GHOSHAL S, 1987, STRATEGIC MANAGE J, V8, P425 GROENEWEGEN P, 1991, INT J TECHNOLOGY MAN, V6, P75 HAMBRICK DC, 1983, ACAD MANAGE J, V26, P213 HAMILTON WF, 1985, TECHNOL SOC, V7, P197 HOUT T, 1982, HARVARD BUS REV, V61, P98 ITAMI I, 1993, STRATEGIC MANAGEMENT, V13, P119 KAZANJIAN R, 1992, J BUSINESS VENTURING, V5, P137 KIM WC, 1989, STRATEGIC MANAGE J, V10, P45 KIMURA Y, 1989, J INT BUS STUD, V19, P296 KODAMA F, 1992, ANAL JAPANESE HIGH T KOGUT B, 1989, STRATEGIC MANAGE J, V10, P383 KOTABE M, 1990, J INT BUS STUD, V21, P383 LEHMANN DR, 1979, MARKET RES ANAL LEVITT T, 1983, HARVARD BUS REV, V62, P92 MARSHALL CT, 1990, STRATEGIC MANAGE J, V11, P269 OHMAE K, 1989, HARVARD BUS REV, V67, P143 PATEL P, 1991, J INT BUS STUD, V22, P1 PERRINO AC, 1991, TECHNOL ANAL STRATEG, V3, P87 PORTER ME, 1985, COMPETITIVE ADVANTAG PORTER ME, 1986, COMPETITION GLOBAL I, P15 PORTER ME, 1990, COMPETITIVE ADVANTAG STEVENS C, 1990, COLUMBIA J WORLD BUS, V25, P42 TICHY N, 1990, HARVARD BUSINESS NOV, P135 ZAHRA S, 1993, STRATEGIC MANAGEMENT, V16, P451 NR 42 TC 7 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1994 VL 6 IS 1 BP 39 EP 53 PG 15 SC Management; Multidisciplinary Sciences GA PK134 UT ISI:A1994PK13400003 ER PT J AU MIYAZAKI, K TI INTERLINKAGES BETWEEN SYSTEMS, KEY COMPONENTS AND COMPONENT GENERIC TECHNOLOGIES IN BUILDING COMPETENCES SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID TECHNOLOGY AB In this paper, an analysis is made of the interlinkages between systems, key components and components, generic technologies in building technological competencies. The sample consists of a set of seven Japanese and four European firms in the industrial, consumer electronics and materials sectors, engaged in the field of optoelectronics. Three types of information-scientific publications, US patenting and interview data-are used. The findings demonstrate the existence of such interlinkages. It was possible to confirm empirically the concept of generic technologies which are the basic underlying technologies forming the foundation of a range of key components. These generic technologies are important for all firms, irrespective of their final product markets. Building capabilities at the upstream end over a long period allows firms to develop more high value-added systems and products. It also provides firms with the opportunity to branch into new areas. RP MIYAZAKI, K, UNIV SUSSEX,SCI POLICY RES UNIT,MANTELL BLDG,BRIGHTON BN1 9RF,ENGLAND. CR 1993, PHYSICS WORLD, P17 BLOOM M, 1992, TECHNOLOGICAL CHANGE DOZ Y, 1989, INNOVATION TECHNOLOG GIGET M, 1984, CPE ETUDE, V40 GRANSTRAND O, 1989, INT C CHANGING TECHN GRUPP H, 1990, MEASURING DYNAMICS T, P106 KODAMA F, 1986, SCIENCE, V233, P291 LANGRISH SJ, 1972, WEALTH KNOWLEDGE MITCHELL GR, 1985, TECHNOL SOC, V7, P227 MIYAZAKI K, 1993, THESIS U SUSSEX NELSON R, 1993, SEM SPRU SEM OSKARSSON C, 1991, TECHNOLOGY DIVERSIFI PAVITT K, 1989, FRONTIERS MANAGEMENT, P79 PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1985, COMPETITIVE ADVANTAG PRAHALAD CK, 1990, HARVARD BUSINESS MAY, P79 SOETE LG, 1983, SCIENTOMETRICS, V5, P31 TEECE DJ, 1990, CCC908 U CAL WORK PA NR 18 TC 3 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1994 VL 6 IS 1 BP 107 EP 120 PG 14 SC Management; Multidisciplinary Sciences GA PK134 UT ISI:A1994PK13400006 ER PT J AU FROMM, J GRUNWALD, A SAX, H TI VISIONARY PROJECTS - A VIABLE RATIONALE FOR HUMAN SPACE-FLIGHT SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Today's prevailing geo-political and socio-economic climate is proving unfavourable toward justifying on-going and future human space-flight programmes. Traditionally cited benefits, such as scientific and economic progress or political advantages, are widely deemed insufficient reasons for spending considerable amounts of public funds. A rational for human space-flight, evoking visions such as exploitation of extraterrestrial resources or human exploration of space, has to cope with an unavoidable dilemma: attractive as they may appear, these projects are fraught with many grave uncertainties and risks. This paper attempts to answer the question over what, if any, significance such visionary projects may assume in justifying the continuation of human space-flight activities. We argue that, despite as yet unanswerable technological and economical questions, and despite the extremely long time-frames involved, it seems reasonable and, hence, justified to keep the option alive of being able to solve by means of humans in space the impending energy crisis in the coming century. RP FROMM, J, GERMAN AEROSP RES ESTAB,DIV SPACE SYST ANAL,D-51140 COLOGNE,GERMANY. CR OTAISC502 1980, SYSTEM DEFINITION TE DAVIS HP, 1991, SPS 91 POWER SPACE S FROMM J, IN PRESS HOFFERT MI, 1991, SPS 91 POWER SPACE S KULCINSKI GL, 1988, COMMERCIAL ATTRACTIV MCKAY GP, 1987, PLANETARY REPORT NR 7 TC 0 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1994 VL 6 IS 1 BP 121 EP 132 PG 12 SC Management; Multidisciplinary Sciences GA PK134 UT ISI:A1994PK13400007 ER PT J AU BODEN, M TI SHIFTING THE STRATEGIC PARADIGM - THE CASE OF THE CATALYTIC-CONVERTER SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INNOVATION AB The formulation and implementation of technology strategies by firms are closely and critically interrelated with the rate and direction of technological advance. Policy has an increasingly important role in this technology strategy process, such as in the provision of increasingly stringent guidelines for paths of development, as in the case of environmental legislation on the reduction of undesirable automotive exhaust emissions. Drawing on evidence from the automotive industry, with a particular focus on catalytic converter technology, this paper considers the paradigmatic qualities of firms' technology strategies. It examines aspects of shifts in strategic paradigms and their technological and organizational effects. It is particularly concerned with the interrelation between firm strategy and government policy, and the integration of environmental pressures into the firm processes that ultimately determine paths of technological development and competitive performance in the automotive industry. RP BODEN, M, UNIV MANCHESTER,PROGRAMME POLICY RES ENGN SCI & TECHNOL,OXFORD RD,MANCHESTER M13 9PL,LANCS,ENGLAND. CR DOSI G, 1982, RES POLICY, V11, P147 EASTON SM, 1984, MULTIPLE DISCOVERY FREEMAN C, 1982, EC IND INNOVATION GEORGHIOU L, 1986, POST INNOVATION PERF HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 KUHN TS, 1970, STRUCTURE SCI REVOLU LAKATOS I, 1978, METHODOLOGY SCI SCI METCALFE JS, 1991, J SCI IND RES INDIA, V50, P707 METCALFE JS, 1992, TECHNOLOGICAL CHANGE METCALFE JS, 1993, NEW TECHNOLOGIES FIR MITCALFE JS, NEW TECHNOLOGIES FIR NELSON RR, 1977, RES POLICY, V6, P36 ROSKELL J, THESIS U MANCHESTER SAHAL D, 1981, RES POLICY, V10, P2 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 NR 15 TC 1 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1994 VL 6 IS 2 BP 147 EP 160 PG 14 SC Management; Multidisciplinary Sciences GA PK138 UT ISI:A1994PK13800001 ER PT J AU BRUCE, A BUCK, T TI STATE PROMOTION OF HIGH-DEFINITION TELEVISION SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Governments have used a number of mechanisms to support research and production in domestic industries that are considered strategic. In recent years the Japanese system of administrative guidance and support for pre-competitive research joint ventures has arguably proved the most successful. High-definition television (HDTV) provides an interesting new case study in government support for high-tech industries. While the failure of the EC's venture in this field is perhaps unsurprising, the MUSE project in Japan has suffered a similar fate. Success in HDTV has been achieved by the US government's novel use of pre-competitive contests in which domestic and overseas companies are free to form consortia and to arrange side-payments which share out the winning 'prize'. This innovation in the state's promotion of innovation may have wider applications, though its repeated use could inhibit research by individual companies able to free-ride on the contest winners. RP BRUCE, A, UNIV NOTTINGHAM,SCH MANAGEMENT & FINANCE,NOTTINGHAM NG7 2RD,ENGLAND. CR CAWSON A, 1989, STRATEGIES NEW TECHN COFFINET JP, 1992, INTERFACES, V22, P49 CRAYNE RJ, 1979, POLITICS INT STANDAR CULLIS J, 1992, PUBLIC FINANCE PUBLI DASGUPTA P, OXFORD REV EC PLICY, V4, P1 ERGAS H, 1987, EC POLICY TECHNOLOGI GRAHAM MB, 1986, RCA VIDEODISC GRINDLEY P, 1992, 114 WORK PAP HART JA, 1989, CALIFORNIA MANAGEMEN, V31, P137 OUCHI WG, 1988, CALIFORNIA MANAGEMEN, V30, P129 PAVITT K, 1988, OXFORD REV ECON POL, V4, P35 SHARP M, 1993, J COMMON MARK STUD, V31, P129 TOWNSEND B, 1970, COLOUR TELEVISION, P13 WEIMER DL, 1989, POLICY ANAL CONCEPTS WILLIAMSON OE, 1990, FIRM NEXUS TREATIES NR 15 TC 1 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1994 VL 6 IS 2 BP 161 EP 176 PG 16 SC Management; Multidisciplinary Sciences GA PK138 UT ISI:A1994PK13800002 ER PT J AU CAIRD, S ROY, R WIELD, D TI PROBLEMS EXPERIENCED BY ENGINEERS WITH ENVIRONMENTAL PRODUCT DEVELOPMENT-PROJECTS SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB The environment industry has grown rapidly over the last decade. An increasing number of business organizations are developing innovative products and processes which have been generated by environmental concerns, increasing legislation for environmental protection and the regulation of industry's environmental impacts. There has been some research on barriers to innovation and the problems affecting innovative product development in companies, but little of this has been applied to innovations developed for environmental protection, especially in the small firm. This paper provides empirical information on the problems experienced by engineers developing innovative products and processes for environmental protection. A sample of 33 engineers, who were interested in the competition The Environment Award for Engineers', replied to a postal questionnaire about the problems which they had experienced in their environmental projects. This is a competition organized by the Engineering Council and sponsored by British Gas. The main aim of the research was to explore the problems experienced by engineers during the development of environmental projects and in particular the different problems experienced by the engineers who were business owner-managers and those who were employee engineers. The results show that the most frequently experienced and most important problems are those concerned with securing financial backing and establishing the technical viability of the new product. Statistically significant differences were found between the most important problems experienced by employee engineers and business owner-managers. RP CAIRD, S, OPEN UNIV,CTR TECHNOL STRATEGY,WALTON HALL,MILTON KEYNES MK7 6AA,BUCKS,ENGLAND. CR 1992, ENDS212 REP 1992, FINANCIAL SURVEY ENV 1992, OECD ENV IND SITUATI 1993, 2250 COMM PAP BAUM R, 1993, ENGINEER 0225, P12 BAUM R, 1993, ENGINEER 0225, P12 CAIRD S, 1992, J GEN MANAGE, V18, P68 CLARK KB, 1991, PRODUCT DEV PERFORMA COOPER RG, 1983, R D MANAGEMENT 0113 EYRE B, 1993, MANAGEMENT TODAY JUN, P5 FREEMAN C, 1986, PRODUCT DESIGN TECHN HULL F, 1990, STUDIES MANAGEMENT S, V18 LANGRISH J, 1972, WEALTH KNOWLEDGE STU RIEDEL J, 1991, INT J TECHNOLOGY MAN, V6, P321 ROTHWELL R, 1992, TECHNOL ANAL STRATEG, V1, P73 ROY R, 1992, R D MANAGEMENT 0722, V22, P221 TAKEUCHI H, 1986, HARVARD BUSINESS JAN, P137 TWISS B, 1992, MANAGING TECHNOLOGIC NR 18 TC 0 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1994 VL 6 IS 2 BP 177 EP 188 PG 12 SC Management; Multidisciplinary Sciences GA PK138 UT ISI:A1994PK13800003 ER PT J AU WEBSTER, A TI UK GOVERNMENT WHITE PAPER (1993) - A CRITICAL COMMENTARY ON MEASURES OF EXPLOITATION OF SCIENTIFIC-RESEARCH SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INDUSTRIAL-INNOVATION; ACADEMIC RESEARCH; UNIVERSITY AB Pressure to improve the exploitation of the science base is a common feature of OECD countries, a pressure which has created an 'innovation anxiety'. The UK government's recent White Paper on Science and Technology seeks to establish mechanisms to improve British performance here. The paper contextualizes this development and explores and criticizes likely measures that will be used as indicators of effective exploitation. A number of alternative approaches are suggested. RP WEBSTER, A, ANGLIA UNIV,SATSU,EAST RD,CAMBRIDGE CB1 1PT,ENGLAND. CR 1991, COMPETING EC AM JAPA 1991, INNOVATION SURVEY 1992, ANN REV GOVT FUNDED 1992, INNOVATION SURVEY 1992, NATURE, V356, P278 1992, REALISING OUR POTENT 1992, RES ASSESSMENT EXERC 1992, UFC592 U FUND COUNC 1993, BIOTECHNOLOGY B 0716, P7 1993, SCI TECHNOLOGY AGENC ARCHIBUGI D, 1992, SCI PUBL POLICY, V19, P357 BERMAN EM, 1990, RES POLICY, V19, P349 BROCKHOFF K, 1991, TECHNOVATION, V11, P219 BUTLER D, 1992, NATURE, V358, P531 CALLON M, 1992, RES POLICY, V21, P215 COOKSON C, 1992, FINANCIAL TIMES 0925 DOSI G, 1990, EC INNOVATION INT TR FAULKNER W, 1994, UNPUB RES POLICY FINKBEINER F, 1992, REV CNRS HARVEY K, 1993, THESIS U STIRLING ST LEFEVER D, 1990, TECHNOLOGY TRANSFER LEHRMAN S, 1992, NATURE, V360, P701 LINK AN, 1990, SMALL BUSINESS EC, V2, P25 MANSFIELD E, 1991, RES POLICY, V20, P1 MANSFIELD E, 1992, RES POLICY, V21, P295 NELSON RR, 1977, RES POLICY, V6, P36 PACKER K, 1993, SATSU6 WORK PAP PAKES A, 1985, J POLITICAL EC, V95, P390 ROTHSCHILD L, 1971, ORG MANAGEMENT GOVT ROTHWELL R, 1993, JUN C NEW TECHN BAS THOMAS D, 1992, IMPERIAL COLLEGES RE THURSTON J, 1993, EUROPEAN INTELECTUAL, V6, P187 VONHIPPEL E, 1987, RES POLICY, V16, P291 WALSH V, 1993, SCI PUBL POLICY, V20, P138 WEBSTER A, 1994, SOCIOLOGY, V28, P123 WEBSTER AJ, 1989, SCI PUBL POLICY, V16, P224 NR 36 TC 3 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1994 VL 6 IS 2 BP 189 EP 201 PG 13 SC Management; Multidisciplinary Sciences GA PK138 UT ISI:A1994PK13800004 ER PT J AU BAARK, E TI TECHNOLOGICAL ENTREPRENEURSHIP AND COMMERCIALIZATION OF RESEARCH RESULTS IN THE WEST AND IN CHINA - COMPARATIVE PERSPECTIVES SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID INNOVATION AB The concern with commercialization of research results has been one of the most prominent issues in the reforms of the science and technology management system in the People's Republic of China. These reforms, which unfolded during the 1980s, led to the promotion of technological entrepreneurship and the establishment of a large number of 'science parks' in China. In this paper, these attempts to generate technological entrepreneurship in China are discussed in the light of four different conceptual models which emerge from the Western experience. It is concluded that a 'social agent model' might provide a useful approach for Chinese policy-making in this area, emphasizing the interaction of the scientists as entrepreneurs with the socially facilitated development of complementary assets to form actual agents of technological change and commercialization of new high-tech products in China. RP BAARK, E, TECH UNIV DENMARK,INST SOCIAL SCI,BLDG 301,DK-2800 LYNGBY,DENMARK. CR THESIS ROSKILDE U CT 1986, ACAD ENTREPRENEURS D 1987, COOPERATION HIGHER E 1988, ISSUES STUDIES SEP, V24, P96 1991, CHINAS EC DILEMMAS 1, V2, P531 1991, CHINAS EC DILEMMAS 1, V2, P546 BAARK E, 1988, SCI PUBL POLICY, V15, P81 DOSI G, 1984, TECHNICAL CHANGE IND DRUCKER PF, 1986, INNOVATION ENTREPREN EDQUIST C, 1979, SOCIAL CARRIERS TECH MANSFIELD E, 1991, RES POLICY, V20, P1 MOLE V, 1987, ENTERPRISING INNOVAT, P72 RICKETTS M, 1987, EC BUSINESS ENTERPRI ROGERS EM, 1983, DIFFUSION INNOVATION ROGERS EM, 1984, SILICON VALLEY FEVER ROTHWLL R, 1982, INNOVATION SMALL MED, P79 RUPP K, 1983, ENTREPRENEURS RED ST SCHUMPETER J, VISUALIZED ENTREPREN SCHUMPETER JA, 1961, THEORY EC DEV SWEENEY G, 1985, INNOVATION POLICIES TEECE DJ, 1986, RES POLICY, V15, P285 WILKEN PM, 1979, ENTREPRENEURSHIP COM WILLIAMS F, 1990, TECHNOLOGY TRANSFER NR 23 TC 0 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1994 VL 6 IS 2 BP 203 EP 214 PG 12 SC Management; Multidisciplinary Sciences GA PK138 UT ISI:A1994PK13800005 ER PT J AU BUISSERET, TJ CAMERON, H TI MANAGEMENT OF COLLABORATIVE RESEARCH - COLLABORATION AND EXPLOITATION UNDER THE UK INFORMATION-ENGINEERING-ADVANCED-TECHNOLOGY-PROGRAM SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB An evaluation of a large government-supported programme of research in information technology has enabled a detailed analysis to be made of motives, participant characteristics, management styles and exploitation routes in a large number of collaborative research projects. One particularly successful collaborative structure is discussed in detail. The analysis also highlights a series of issues, which must be addressed by programme administrators, including the need to strike a balance between rigidity and flexibility in the definition and management of collaborative research programmes. RP BUISSERET, TJ, UNIV MANCHESTER,PROGRAMME POLICY RES ENGN SCI & TECHNOL,MANCHESTER M13 9PL,LANCS,ENGLAND. CR 1992, IEATP TERMS CONDITIO 1993, 2250 COMM BARKER K, 1993, MANAGEMENT COLLABORA BARKER K, 1993, NEW TECHNOLOGIES FIR BUISSERET TJ, 1993, SCI PUBL POLICY, V20, P323 FREEMAN C, 1991, RES POLICY, V20, P499 GEORGHIOU L, 1991, C MANAGEMENT TECHNOL GEORGHIOU L, 1993, IMPACT EUROPEAN COMM GUY K, 1991, EVALUATION ALVEY PRO HAGEDOORN J, 1992, RES POLICY, V21, P183 LAREDO P, 1992, RES NETWORKS BUILT M LUNDVALL BA, 1988, TECHNICAL CHANGE EC, P349 LUNDVALL BA, 1992, NATIONAL SYSTEMS INN ORMALA E, 1993, EVALUATION EUREKA IN ROTHWELL R, 1992, R&D MANAGE, V22, P221 ROTHWELL R, 1993, 1990 C NEW TECHN BAS VONHIPPEL E, 1988, SOURCES INNOVATION NR 17 TC 2 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1994 VL 6 IS 2 BP 215 EP 230 PG 16 SC Management; Multidisciplinary Sciences GA PK138 UT ISI:A1994PK13800006 ER PT J AU HOBDAY, M TI THE LIMITS OF SILICON VALLEY - A CRITIQUE OF NETWORK THEORY SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article ID TECHNOLOGY AB During the 1980s, the idea of the dynamic network was put forward as a new model of flexible production and applied to Silicon Valley, the home of the US semiconductor industry. This paper argues that the Silicon Valley network (a collaborating group of high technology films is incapable of realizing the main rewards from its innovations. Although the dynamic network may be appropriate for the early stage of the product life cycle, it lacks the necessary complementary assets to secure the profits generated during the growth and maturity stages. The network lacks the scale-intensive process capabilities, the global marketing outlets and the large financial resources needed to capture the rewards from mass market innovations. These assets, by necessity, tend to be embodied in large integrated corporations. A simple model is offered to show the limits of the network form compared with the integrated 'Chandlerian' corporation. During the 1990s, large firms will continue to capture the profits from innovation, not only in semiconductors but also in other important global industries. RP HOBDAY, M, UNIV SUSSEX,SCI POLICY RES UNIT,MANTELL BLDG,BRIGHTON BN1 9RF,ENGLAND. 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Anal. Strateg. Manage. PY 1994 VL 6 IS 2 BP 231 EP 244 PG 14 SC Management; Multidisciplinary Sciences GA PK138 UT ISI:A1994PK13800007 ER PT J AU MICHAELIS, M COATES, JF TI CREATING INTEGRATED PERFORMANCE SYSTEMS - THE BUSINESS OF THE FUTURE SO TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT LA English DT Article AB Organized around the concept of integrated performance systems, suppliers will not sell physical technologies. They will sell the output of physical systems. Whether that service is meals or heating and cooling, the supplier will have strong incentives to provide the most efficient and effective technological base in order to optimize performance. Integrated performance systems are evolving under a variety of sponsorships. They offer great business opportunities, stimulate technical innovation, increase efficiency in use of energy and resources, and provide customers and consumers with much sought-after, high quality, reliable choices. RP MICHAELIS, M, COATES & JARRATT INC,3738 KANAWHA ST NW,WASHINGTON,DC 20015. NR 0 TC 1 PU CARFAX PUBL CO PI ABINGDON PA PO BOX 25, ABINGDON, OXFORDSHIRE, ENGLAND OX14 3UE SN 0953-7325 J9 TECHNOL ANAL STRATEG MANAGE JI Technol. Anal. Strateg. Manage. PY 1994 VL 6 IS 2 BP 245 EP 250 PG 6 SC Management; Multidisciplinary Sciences GA PK138 UT ISI:A1994PK13800008 ER EF