FN ISI Export Format VR 1.0 PT J AU Lee, TJ TI Technological learning by national R&D: the case of Korea in CANDU-type nuclear fuel SO TECHNOVATION LA English DT Article DE technological learning; national R&D policy; indigenous technological capabilities; CANDU-type nuclear fuel ID INNOVATION AB This article is to examine the role of national R&D in technological learning in developing countries while investigating the cases of CANDU-type nuclear fuel development in Korea. Empirical evidence claims that the technical path in technological learning by national R&D is differently from that of firm-focused learning. It moves from laboratory-scale product fabrication technology to commercial process technology, even though it generally follows the conventional stage model. This article further concludes that national R&D is likely to provide a powerful and effective impetus to technological learning in developing indigenous technological capabilities for commercial purposes from absorption to innovation, especially for science-based and technology-intensive industries. (C) 2002 Elsevier Ltd. All rights reserved. C1 Korea Atom Energy Res Inst, Nucl Policy Res Team, Taejon 305353, South Korea. RP Lee, TJ, Korea Atom Energy Res Inst, Nucl Policy Res Team, 150,Deokjindong, Taejon 305353, South Korea. EM tjlee@kaeri.re.kr CR *KAERI, 1987, DEV WOLS TYP NUCL FU *KAERI, 2000, 40 YEAR HIST KOR AT *KAERI, 2000, KAERIRR201199 *OECD, 1992, TECHN EC KEY REL *OECD, 1996, TECHN IND PERF TECHN *OECD, 1997, MEAS SCI TECHN ACT P ABERNATHY WJ, 1979, SLOAN MANAGE REV, V28, P3 AMSDEN AH, 1989, ASIAS NEXT GIANT S K ARUNDEL A, 1988, IDEA PAPER SERIES, V3 BAE Z, 1987, THESIS KAIST KOREA BARNETT A, 1993, ELECT 3 WORLD, P34 BELL M, 1984, 666 WORLD BANK BELL M, 1984, TECHNOLOGICAL CAPABI, P187 BELL M, 1993, IND CORP CHANGE, V2, P157 BELL M, 1994, P WORKSH INT SCI TEC CALLODS F, 1984, TECHNOLOGICAL CAPABI, P211 CIMOLI M, 1995, J EVOLUTIONARY EC, V5, P243 COHEN WM, 1989, ECON J, V99, P569 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DAHLMAN CJ, 1987, TECHNOLOGY GENERATIO, P154 DOSI G, 1982, RES POLICY, V11, P147 EDQUIST C, 1997, SYSTEMS INNOVATION T, P1 ENOS JL, 1988, ADOPTION DIFFUSION I FRANSMAN M, 1984, TECHNOLOGICAL CAPABI, P3 GIRIFALCO LA, 1991, DYNAMICS TECHNOLOGIC GONSEN R, 1998, TECHNOLOGICAL CAPABI HOBDAY M, 1997, INNOVATION E ASIA CH KIM G, 1994, THESIS GRADUATE SCH KIM JH, 1999, SMART MATER STRUCT, V8, P1 KIM L, 1997, IMITATION INNOVATION KIM L, 1997, IND INNOVATION, V4, P167 LAIA JR, 1996, TECHNOL SOC, V18, P467 LALL S, 1987, LEARNING IND ACQUISI LALL S, 1992, WORLD DEV, V20, P165 LALL S, 1998, OXFORD DEV STUDIES, V26, P213 MITCHELL GR, 1999, TECHNOL FORECAST SOC, V60, P205 NAJMABADI F, 1995, DEV IND TECHNOLOGY L NELSON RR, 1982, EVOLUTIONARY THEORY NELSON RR, 1987, TECHNOLOGY GENERATIO, P78 PATEL SJ, 1995, TECHNOLOGICAL TRANSF, V5 RANIS G, 1984, TECHNOLOGICAL CAPABI, P95 REDDY NM, 1990, RES POLICY, V19, P285 ROSENBERG N, 1982, INSIDE BLACK BOX TEC SUK HC, 1992, P 3 INT C CANDU FUEL TEECE D, 1994, IND CORP CHANGE, V3, P537 TOLENTINO PEE, 1993, TECHNOLOGICAL INNOVA UTTERBACK JM, 1975, OMEGA-INT J MANAGE S, V3, P639 UTTERBACK JM, 1993, RES POLICY, V22, P1 UTTERBACK JM, 1994, MASTERING DYNAMICS I VERNON R, 1966, Q J ECON, V80, P190 WALKER W, 1988, RELATIONS DEFENCE CI, P17 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 APR PY 2004 VL 24 IS 4 BP 287 EP 297 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 810WO UT ISI:000220734600002 ER PT J AU Canongia, C Antunes, A Pereira, MDF TI Technological foresight - the use of biotechnology in the development of new drugs against breast cancer SO TECHNOVATION LA English DT Article DE knowledge and information management; health sector; technological foresight; competitive intelligence; breast cancer AB The aim of the study is to demonstrate knowledge and information management as a mechanism for developing technological foresight regarding the use of biotechnology in drugs for breast cancer. The methodology applies competitive intelligence (CI) tools to identify international trends concerning drugs for treatment and/or diagnosis, and to identify leading institutions. The study was performed by collecting, treating and analyzing information extracted from specialized databases and patent databases. Subsequently, knowledge maps were generated, which could serve to guide the development of the health sector that works in the area of breast cancer, supplying a basis for decision-making and for the construction of a vision of the future. The article shows the results of data mining in specialized medical and patent databases with regard to the use of biotechnology in the treatment of breast cancer, identifying the most frequently cited new drugs and drug combinations, as well as the authors of research (articles) and the creators of new technology (patents) at the beginning of the 21st century. (C) 2003 Elsevier Ltd. All rights reserved. C1 UFRJ, EQ, SIQUIM, Ctr Tecnol,IBICT, Rio De Janeiro, RJ, Brazil. RP Canongia, C, UFRJ, EQ, SIQUIM, Ctr Tecnol,IBICT, Bloco E,1222, Rio De Janeiro, RJ, Brazil. EM claudia@ibict.br CR *ASS BRAS IND FARM, 2003, IND ABI QUIF 2003 ME *BIOT IND ORG, 2001, EC CONS QUANT AN EC *UFRJ SIST INF IND, 2002, OP BIOT VIS MACR AR *UFRJ SIST INF IND, 2003, SUBS POL PUBL AR SAU, V1 *UFRJ SIST INF IND, 2003, SUBS POL PUBL AR SAU, V2 ARSENOVA I, 1997, INT FORUM INFORM DOC, V22, P20 BATALHA MO, 2000, POS GRADUACAO BIOTEC CANONGIA C, 1999, FID REV, V1, P8 CANONGIA C, 2002, REV PARCERIAS ESTRAT, V15, P93 COWAN R, 2003, KNOWLEDGE DYNAMICS N FRANK A, 2003, RES IDENTIFY NEW GEN FULD LM, 1995, NEW COMPETITOR INTEL GEORGHIU L, 2001, INT C TECHN FOR MARC HOLMER AF, 2001, PHRMA SURVEY NEW MED KAHANER L, 1996, COMPETITIVE INTELLIG LATOUR B, 2000, CIENCIA ACAO COMO SE LESCA H, 1994, EC SOC SG, V5, P31 LEYDESDORFF L, 2001, CYBERMETRICS INT J S, V5 PARKIN M, 2002, CANC FACT SHEET 1202, P4 PAVITT K, 1984, RES POLICY, V13, P343 PEREIRA N, 2002, PANORAMA BIOTECNOLOG PORTER AL, 1995, TECHNOL FORECAST SOC, V49, P237 PORTER ME, 1991, ESTRAGEIA COMPETITIV WILSON RM, 1987, WORLD PATENT INFORMA, V9, P18 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 APR PY 2004 VL 24 IS 4 BP 299 EP 309 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 810WO UT ISI:000220734600003 ER PT J AU Andersen, PD Jorgensen, BH Lading, L Rasmussen, B TI Sensor foresight - technology and market SO TECHNOVATION LA English DT Article DE technology foresight; sensor technology; Delphi method AB A technology foresight study on sensor technology has been carried out in order to enhance a strategic outlook on sensor technology. The conclusions of the sensor technology report are based on: 1) technology mapping and scanning existing forward-looking literature on sensor technology, 2) a number of structured expert workshops with international participants, and 3) an international. internet-based Delphi survey with respondents from 24 countries. The study has analysed six categories of sensors (electromagnetic, mechanical, electrical, magnetic, chemical, nuclear) covering 13 sub-categories and a number of systemic issues. All sources of information (i.e. the literature survey, expert judgements, the questionnaire survey) indicate the same pattern regarding future attractiveness of sensor categories. MEMS (Micro-Electro-Mechanical Systems) and optical sensors, biochemical/biological sensors. and systemic issues are all expected to be the most interesting sensor categories over the next 10 years regarding market volume. Expectations for the future development of biosensors have conflicted. General technological key features are expected to be quite genetic: low price, small size, robustness, dispensability, and the ability to be self-calibrating. Future sensors are expected to be integrated systems in multiple objects. (C) 2002 Elsevier Ltd. All rights reserved. C1 Riso Natl Lab, Syst Dept Anal, DK-4000 Roskilde, Denmark. Sensor Technol Ctr, DK-2605 Brondby, Denmark. RP Andersen, PD, Riso Natl Lab, Syst Dept Anal, DK-4000 Roskilde, Denmark. EM per.dannemand@risoe.dk CR *I FUT, 1997, SENS NEXT WAV INF IN, P115 *NISTEP, 1997, 52 NISTEP SCI TECHN, P543 *RAND EUR, 1998, TECHN RAD GLOB VIEWS, P50 *RAND EUR, 1998, TECHN RAD MAIN REP E, P115 *TEKN I, 2000, IND BEH NYE SENS FYS ANDERSEN PD, 2001, RISOR1292 EN RIS NAT DAY GS, 2000, WHARTON MANAGING EME GODET M, 1987, SCENARIOS STRATEGIC GRUPP H, 2000, TECHNOLOGY FORECASTI, V60 HOLLINGUM J, 1999, SENSOR REV, V19, P116 JANTSCH E, 1967, TECHNOLOGICAL FORECA KRETSCHMER T, 1997, SENSORIK UBERBLICK T LOVERIDGE D, 1995, UK TECHNOLOGY FORESI, P543 LOVERIDGE D, 2000, FORESIGHT COURSE SPO MAGNUSSON L, 2000, SWEDISH TECHNOLOGY F, P57 MARTIN BR, 1995, TECHNOLOGY ANAL STRA, V7 MCGHEE J, 1999, MEASUREMENT, V25, P89 MOORE GF, 1997, SENSING FUTURE SENSO, P22 PENDRILL L, 2000, 200012 SP SVER PROVN SLAUGHTER RA, 1998, AM BEHAV SCI, V42, P372 VANWYK RJ, 1997, TECHNOL FORECAST SOC, V55, P21 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 2004 VL 24 IS 4 BP 311 EP 320 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 810WO UT ISI:000220734600004 ER PT J AU Nobelius, D TI Linking product development to applied research: transfer experiences from an automotive company SO TECHNOVATION LA English DT Article DE applied research; product development; automotive industry AB Manufacturing companies are to an increasing extent depending on the ability to develop, transfer, and integrate new technologies into the product portfolio in a strategic and operationally effective manner. This has become even more apparent in recent years, for example following the rapid progress of electronics and informatics and their introduction into products that previously were mainly mechanical. When viewing the ability to sustain a successful flow of new technology into commercially successful products, several studies have pointed to the potential barriers between different stages as a key issue and a managerially troublesome one. In this study, the link between applied research and product development is analyzed using three main dimensions. First, the ability to strategically align the technology and the product strategy, and to operationally accelerate or otherwise redirect applied research tasks towards product development, leads to the dimension termed strategic and operational synchronization. The second dimension deals with the issue of a proper technology scope, answering the question of "what to transfer" (i.e. blueprints, alternative concepts, prototypes). The third dimension consists of the methods and procedures for managing transfer of new technology from applied research to product development, i.e. transfer management. These dimensions are used to examine opposing statements in prior research. where technology transfer is seen either as an event in time or merely as a continuous process. The predicted differences between applied researchers and product developers are also explored in order to identify potential gaps indicating issues of importance when managing internal technology transfer. The results strengthen the conception of technology transfer as a continuous process in order to be successful, indicate areas of importance for managing this process, and highlight the importance of starting a successful commercialization of new technologies already at the strategic planning level. For example, it was clear from the study that applied research tasks are often de-staffed and prolonged, and the primary reason for not being able to utilize their outcome is that the delivery is not timely. These findings imply an area for improvement-the resource management of applied research tasks aligned with the overall portfolio strategy. Further, a detailed context for applied research and product development is described and analyzed, potentially functioning as a benchmarking case for analyzing other companies' ways of managing the link between applied research and product development. (C) 2002 Elsevier Ltd. All rights reserved. C1 Chalmers Univ Technol, Dept Operat Management & Work Org, SE-41296 Gothenburg, Sweden. RP Nobelius, D, Chalmers Univ Technol, Dept Operat Management & Work Org, SE-41296 Gothenburg, Sweden. EM dennis@mot.chalmers.se CR AOSHIMA Y, 1993, INTERPROJECT TECHNOL AOSHIMA Y, 1994, SYSTEM BASED IMPROVE ARBNO RI, 1991, FORETAGSEKONOMISK ME ELDRED E, 1997, RES TECHNOLOGY MANAG, V40 GOMORY RE, 1989, RES TECHNOLOGY M NOV HARRSON S, 1998, JAPANESE TECHNOLOGY HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HILL T, 1999, INT J OPER PROD MAN, V19, P139 IANSITI M, 1997, HARVARD BUSINESS REV, V75 JERVIS P, 1975, IEEE T ENG MANAGEMEN, V22 KATZ R, 1997, HUMAN SIDE MANAGING, P384 LAWRENCE PR, 1967, ADM SCI Q, V12, P1 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG QUINN JB, 1963, HARVARD BUSINESS JAN REBENTISCH E, 1997, 15897 MIT ROBERTS EB, 1978, TECHNOLOGY REV MAR ROUSSEL P, 1991, 3 GENERATION R D MAN SCHOLTZ J, 1996, COMMUNICATIONS ACM, V39 TRYGG L, 1991, THESIS CHALMERS U TE WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD WHITE W, 1977, RES MANAGE, V20, P30 YIN RK, 1994, APPL SOCIAL RES METH 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 APR PY 2004 VL 24 IS 4 BP 321 EP 334 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 810WO UT ISI:000220734600005 ER PT J AU Kim, JW Lee, HK TI Embodied and disembodied international spillovers of R&D in OECD manufacturing industries SO TECHNOVATION LA English DT Article DE international R&D spillovers; the Malmquist index; panel data analysis ID PRODUCTIVITY GROWTH; TECHNOLOGY SPILLOVERS; KNOWLEDGE SPILLOVERS; EFFICIENCY CHANGE; COUNTRIES; FIRMS; TELECOMMUNICATIONS; PROGRESS AB This paper investigates the relationship between productivity changes and R&D in the presence of embodied and disembodied international spillovers of technology for total manufacturing industries in 14 OECD countries. The paper assumes that embodied spillovers of R&D are measured by trade and disembodied spillovers by technological distance. The Malmquist total factor productivity (TFP) change may be separated into two components: technical and efficiency changes. Our empirical results indicate that for 14 countries as a whole, both domestic R&D and disembodied spillovers of R&D have statistically significant and positive effects on TFP growth and especially on technical change. For high-R&D-intensive countries, the growth of TFP is mainly attributable to the increase in domestic R&D. For low-R&D-intensive countries, however, the international spillovers are the main factors for the TFP growth: technical innovation is attributable to disembodied international spillovers, and efficiency improvement to embodied spillovers. (C) 2003 Elsevier Ltd. All rights reserved. C1 Korea Adv Inst Sci & Technol, Grad Sch Management, Seoul 130012, South Korea. RP Kim, JW, Korea Adv Inst Sci & Technol, Grad Sch Management, 207-43 Cheongryangridong, Seoul 130012, South Korea. EM jwkim@kgsm.kaist.ac.kr CR ARCELUS FJ, 1999, EUR J OPER RES, V119, P254 BERNSTEIN JI, 1997, CAN J ECON, V30, P276 BRANSTETTER LG, 2001, J INT ECON, V53, P53 CAVES DW, 1982, ECONOMETRICA, V50, P1393 COE DT, 1995, EUR ECON REV, V39, P859 COE DT, 1997, ECON J, V107, P134 COELLI T, 1996, 9608 U NEW ENGL DEP ENGELBRECHT HJ, 1997, EUR ECON REV, V41, P1479 FARE R, 1994, AM ECON REV, V84, P66 FARRELL MJ, 1957, J ROYAL STATISTICA A, V120, P253 FRANTZEN D, 1998, APPL ECON, V30, P1459 FUNK M, 2001, SOUTHERN ECON J, V67, P725 GOTO A, 1989, REV ECON STAT, V71, P555 GRILICHES Z, 1979, BELL J ECON, V10, P92 GRILICHES Z, 1992, SCANDINAVIAN J EC, V94, P29 GRLICHES Z, 1998, R D PRODUCTIVITY ECO HANEL P, 2000, EC SYSTEM RES, V12, P346 JAFFE AB, 1986, AM ECON REV, V76, P984 KATHURIA V, 2001, APPL ECON, V33, P625 LICHTENBERG FR, 1998, EUR ECON REV, V42, P1483 LINNA M, 2000, J HLTH CARE FINANCE, V26, P83 MADDEN G, 2000, INF ECON POLICY, V12, P367 MADDEN G, 2001, APPL ECON LETT, V8, P431 MAUDOS J, 2000, APPL ECON, V32, P757 MILLAN JA, 1998, APPL ECON, V30, P875 NADIRI IM, 1993, NBER WORKING PAPER, V4423 PARK WG, 1995, ECON INQ, V33, P571 PASTOR JM, 1997, EUR J OPER RES, V98, P395 PERELMAN S, 1995, REV INCOME WEALTH, V41, P349 SCHERER FM, 1982, REV ECON STAT, V64, P627 SHEPHARD RW, 1970, THEORY COST PRODUCTI TASKIN F, 1997, ECON LETT, V54, P93 TERLECKYJ NW, 1980, NEW DEV PRODUCTIVITY URI ND, 2000, TELECOMMUN POLICY, V24, P439 VERSPAGEN B, 1997, WELTWIRTSCH ARCH, V133, P226 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 APR PY 2004 VL 24 IS 4 BP 359 EP 368 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 810WO UT ISI:000220734600007 ER PT J AU Karlsson, M Trygg, L Elfstrom, BO TI Measuring R&D productivity: complementing the picture by focusing on research activities SO TECHNOVATION LA English DT Article DE measuring research; research output; research vs. development differences AB To stay competitive in an ever-changing environment, companies have to continuously increase the productivity of their R&D resources. To make this increase in productivity possible, the productivity must be measured. Most research so far has focused on measuring R&D as a whole, but with relatively little success. The conclusions drawn from this paper are that previous research has failed due to two main problems. Firstly, esearch activities differ from development activities regarding a number of factors, factors that play important roles in measuring productivity. Thus, research activities must be measured separately, to ensure that the factors are correctly considered. Secondly, the view of what the expected output from a company's research activities is varies from company to company, as well as with external factors like changing customer demands and developments in the market. Thus, to measure the research activity, managers first have to define what the expected output from the research activities is and then adopt a measurement system that fits the current situation. (C) 2003 Elsevier Ltd. All rights reserved. C1 Chalmers Univ Technol, Dept Operat Management & Work Org, SE-41296 Gothenburg, Sweden. Volvo Aero Corp, Adv Programs, SE-46181 Trollhattan, Sweden. RP Karlsson, M, Chalmers Univ Technol, Dept Operat Management & Work Org, SE-41296 Gothenburg, Sweden. EM markar@mot.chalmers.se CR ASIMOV M, 1962, INTRO DESIGN BROWN MG, 1998, RES TECHNOLOGY MANAG, V41 DRIVA H, 2000, INT J PROD ECON, V3, P147 ELLIS L, 1997, EVALUATING R D PROCE GERRITSMA F, 1999, CONTENT METHODOLOGY IANSITI M, 1997, HARVARD BUSINES 0503 LAWRENCE JW, 1965, HARVARD BUSINESS JAN LINT O, 1999, LONG RANGE PLANN, V32, P483 MANSFIELD E, 1971, RES INNOVATION MODER MANSFIELD E, 1977, PRODUCTION APPL NEW MANSFIELD E, 1981, HARVARD BUS REV, V59, P98 MARTINO JP, 1995, R D PROJECT SELECTIO MECHLIN GF, 1988, HARVARD BUSINESS SEP MOSER MR, 1985, RES MANAGEMENT NOBELIUS D, 1999, DEDICATED VERSUS DIS OXMAN JA, 1992, NATL PRODUCTIVIT SUM PAPPAS RA, 1985, RES TECHNOLOGY MANAG ROUSSEL PA, 1991, GENERATION R D MANAG SCHAINBLATT AH, 1982, RES MANAGEMENT MAY SEILER R, 1965, IMPROVING EFFECTIVEN SJOLANDER S, 1995, INT J TECHNOLOGY MAN, V10 SMITH GP, 1995, DEV PRODUCTS HALF TI STAHL MJ, 1977, MEASURING INNOVATION TRYGG L, 1991, THESIS CHALMERS U TE WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD 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 MAR PY 2004 VL 24 IS 3 BP 179 EP 186 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 801NQ UT ISI:000220103000001 ER PT J AU Rycroft, RW Kash, DE TI Self-organizing innovation networks: implications for globalization SO TECHNOVATION LA English DT Article DE network; globalization; innovation; automotive industry ID TECHNOLOGICAL COMPETENCES; ORGANIZATION; PERSPECTIVE; ALLIANCES; DIVERSITY; EVOLUTION; DYNAMICS; COMPLEX; FIRMS AB The most valuable and complex technologies are increasingly innovated by networks that self-organize. Networks are those linked organizations (e.g., firms, universities, government agencies) that create, acquire, and integrate the diverse knowledge and skills required to create and bring to the market complex technologies (e.g., aircraft, telecommunications equipment). In other words, innovation networks are organized around constant learning. Self-organization refers to the capacity these networks have for combining and recombining these learning capabilities without centralized, detailed managerial guidance. The proliferation of self-organizing innovation networks may be linked to many factors, but a key one seems to be increasing globalization. Indeed, globalization and self-organizing innovation networks may he coevolving. Changes in the organization of the innovation process appear to have facilitated the broadening geographical linkages of products, processes, and markets. At the same time, globalization seems to induce cooperation among innovative organizations. Research on innovation networks is used to illustrate these ideas. The evolution of the automotive industry provides a test case. (C) 2003 Elsevier Ltd. All rights reserved. C1 George Washington Univ, Elliott Sch Int Affairs, Ctr Int Sci & Technol Policy, Washington, DC 20052 USA. George Mason Univ, Sch Publ Policy, Ctr Sci & Technol Policy, Fairfax, VA 22030 USA. RP Rycroft, RW, George Washington Univ, Elliott Sch Int Affairs, Ctr Int Sci & Technol Policy, 1957 E St,NM Suite 403, Washington, DC 20052 USA. EM rycroft@gwu.edu dkash@gmu.edu CR *ORG EC COOP DEV, 1999, SCI TECHN IND SCOR B *US C, 1995, OFF TECHN ASS INN CO, P17 ALIC JA, 1993, TECHNOLOGICAL FORECA, P359 ALLEN PM, 1982, SELF ORG DISSIPATIVE, P132 ARTHUR WB, 1988, EC EVOLVING COMPLEX, P9 AUGER PM, 1990, SYST RES, V4, P221 BELUSSI F, 1998, RES POLICY, V27, P415 BIGGIERO L, 2001, HUMAN SYSTEMS MANAGE, V3, P209 BLAUWHOF G, 1993, SCI PUBLIC POLIC DEC, P417 BOLTON MK, 1994, J MANAGE STUD, V31, P653 BOWONDER B, 1992, WORLD COMPETITION, V62 BUDERI R, 2000, TECHNOLOGY REV JUL, P82 BURETH A, 1999, ORG EC INNOVATION EU CANTWELL J, 2000, J EVOLUTIONARY EC, V141 COOMBS R, 1996, TECHNOLOGICAL COLLAB, P1 CORNING PA, 1995, SYST RES, V12, P89 CUSUMANO MA, 1992, RES POLICY OCT, P276 DEBRESSON C, 1991, RES POLICY OCT, P367 DEVANY A, 1996, EC INQUIRY JUL, P427 DICKSON K, 1996, INT J TECHNOL MANAGE, V1, P129 DICKSON K, 1996, INT J TECHNOL MANAGE, V2, P129 DOSI G, 1993, COUNTRY COMPETITIVEN, P249 DOSI G, 1994, J EVOLUTIONARY EC, V4, P153 DYER JH, 2000, STRATEGIC MANAGE MAR, P346 FAULKNER W, 1995, KNOWLEDGE FRONTIERS, P211 FOSTER J, 1993, ECON J, V103, P975 FOSTER J, 1997, STRUCTURAL CHANGE EC, V8, P427 FREEMAN C, 1991, RES POLICY, V20, P499 GARCIAPONT C, 2001, STRATEGIC MANAGE SEP, P311 GARRETT G, 2000, COMP POLIT STUD, V33, P941 GOLDMAN SL, 1993, INT J TECHNOL MANAGE, V8, P18 GRABHER G, 1997, REG STUD, V31, P533 GRANDSTRAND O, 1997, CALIFORNIA MANAG SUM, P8 GRANT EB, 1997, TECHNOL ANAL STRATEG, V9, P149 HAGEDOORN J, 1980, RES POLICY MAR, P224 HAGEDOORN J, 2001, STRATEGIC RES PARTNE, P87 HAMALAINEN T, 2001, INNOVATIVE NETWORKS HANSEN N, 1992, PAPERS REGIONAL SCI, V2, P103 INKPEN AC, 1996, CALIFORNIA MANAG FAL JONES GK, 2000, MANAGE INT REV, P14 KANG NH, 2000, INT STRATEGIC ALLIAN KRUGMAN PR, 1996, SELF ORG EC LEE ME, 1994, EC CHAOS THEORY NEW, P167 LESOURNE J, 1993, NONLINEAR DYNAMICS E, P150 LOASBY BJ, 1998, J EC BEHAV ORG APR, P147 LORENZONI G, 1995, CALIFORNIA MANAG SPR, P157 LUNDGREN A, 1995, TECHNOLOGICAL INNOVA, P77 LUNDVALL BA, 1999, GLOBALISING LEARNING MANGEMATIN V, 1996, TECHNOLOGICAL COLLAB, P119 MCMASTER MD, 1996, INTELLIGENCE ADVANTA, P113 MODY A, 1993, J ECON BEHAV ORGAN, V20, P151 MONTGOMERY JC, 1996, TRANSITION AGILE MAN, P1 MOORE JF, 1997, WASHINGTON Q WIN, P167 MOWERY DC, 1998, RES POLICY, V27, P507 NARULA R, 1999, TECHNOVATION MAY, P285 NELSON RR, 1994, EVOLUTIONARY EC CHAO, P21 NELSON RR, 1995, J ECON LIT, V33, P48 NIOSI J, 1999, RES POLICY, V28, P107 NONAKA I, 1994, ORGAN SCI, V5, P15 OSBORN RN, 1997, ACAD MANAGE J, V40, P261 PAPACONSTANTINO.G, 1995, STI REV, V15, P177 PATEL P, 1997, RES POLICY, V26, P141 PAVITT K, 1999, ORG EC INNOVATION EU, P29 PENNINGS JM, 1994, ACAD MANAGE J, V3, P633 PETIT P, 1999, INT SOCIAL SCI J JUN, P165 RICHTER FJ, 1994, HUMAN SYSTEMS MANAGE, V1, P19 ROMME G, 1990, NEW EXPLORATIONS EC, P38 RYCROFT RW, 1999, COMPLEXITY CHALLENGE, P1 RYCROFT RW, 2002, TECHNOLOGY ANAL MAR, P21 SCHEINKMAN JA, 1994, AEA PAPERS P MAY, P417 SCOTT AJ, 1996, FUTURES, V28, P391 SILVERBERG G, 1988, ECON J, V98, P1032 SORENSEN KH, 1992, SCI TECHNOLOGY H WIN, P26 STACEY RD, 1995, STRATEGIC MANAGE J, V16, P477 STEENSMA HK, 1996, J ENG TECHNOL MANAGE, V12, P267 STIGLITZ JE, 1999, AM BEHAV SCI SEP, P69 VERSPAGEN B, 2001, KNOW C ATH GREEC MAY, P1 VOETS HJL, 2000, INT REV SOCIOLOG MAR, P73 VONORTAS NS, 1997, RES POLICY, V26, P577 WADE J, 1995, STRATEGIC MANAGE J, V16, P111 WHEATLEY MJ, 1995, STRATEGY LEADERS JUL, P19 WITT U, 1997, STRUCTURAL CHANGE EC, V8, P489 WOMACK JP, 1988, INT COLLABORATIVE VE, P310 WOMACK JP, 1994, HARVARD BUSINESS MAR, P93 NR 84 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 2004 VL 24 IS 3 BP 187 EP 197 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 801NQ UT ISI:000220103000002 ER PT J AU Kojima, S Kaplinsky, R TI The use of a lean production index in explaining the transition to global competitiveness: the auto components sector in South Africa SO TECHNOVATION LA English DT Article DE lean production; automobile components; South Africa AB Globalisation means enhanced competition. This is a problem both for firms in rich countries, and for those in developing countries. In particular producers in high-income countries are increasingly being threatened by imports from low wage economies. Lean production techniques are therefore an urgent prerequisite for producers everywhere. But how can the degree of progress in the adoption of lean production be measured? And what factors determine the rate of adoption of lean production? This paper addresses both methodological issues (the construction of a lean production index) and the analysis of factors determining its adoption through an investigation of the South African auto components sector. (C) 2003 Elsevier Ltd. All rights reserved. C1 Tsuda Coll, Dept Int & Cultural Studies, Tokyo, Japan. Univ Sussex, Inst Dev Studies, Brighton BN1 9RH, E Sussex, England. Univ Brighton, Ctr Res Innovat Management, Brighton BN2 4AT, E Sussex, England. RP Kojima, S, Tsuda Coll, Dept Int & Cultural Studies, Tokyo, Japan. EM sakura_kojima23@yahoo.co.jp CR *NAAMSA, 2001, ANN REP 2000 2001 *UNIDO, 2002, WORLD IND DEV REP 20 BARNES J, 2000, COMPETITION CHANGE, V4, P211 BARNES J, 2000, REG STUD, V34, P797 BESSANT J, 1994, TECHNOVATION, V14, P17 BESSANT J, 2001, DESIGN BUSINESS FINA BLACK A, 1995, IND STRATEGY MOTOR V BLACK A, 1998, TIPS ANN FOR TRAD IN CUSUMANO MA, 1985, JAPANESE AUTOMOBILE DAHLMAN CJ, 1987, WORLD DEV, V15 GARVIN DA, 1988, MANAGING QUALITY STR HUMPHREY J, 1998, CORPORATE RESTRUCTUR HUMPHREY J, 2000, GLOBAL STRATEGIES LO KAPLINSKY R, 2001, HDB VALUE CHAIN RES KOJIMA S, 2001, THESIS U SUSSEX BRIG MONDEN Y, 1983, TOYOTA PRODUCTION SY PORTER ME, 1990, COMPETITIVE ADVANTAG SCHONBERGER RJ, 1986, WORLD CLASS MANUFACT STALK G, 1990, COMPETING TIME TIME WHEELWRIGHT S, 1992, REVOLUTIONISING PROD WOMACK J, 1990, MACHINE CHANGED WORL WOMACK JP, 1996, LEAN THINKING BANISH 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 2004 VL 24 IS 3 BP 199 EP 206 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 801NQ UT ISI:000220103000003 ER PT J AU Ottosson, S TI Dynamic product development - DPD SO TECHNOVATION LA English DT Article DE creativity; invention; innovation; product development; product variant; project AB To be competitive on an increasingly competitive global market, companies must be better at quickly developing innovations and new product platforms. Particularly for companies with short product life cycles, it is important to quickly and safely develop new products and new product platforms that fulfill reasonable demands on quality, performance, and cost. Unfortunately, classical methods such as Integrated Product Development (IPD), Concurrent Engineering (CE), and Simultaneous Engineering (SE) were developed for re-engineering of existing products, and have written reports and project reviews at discrete points (at the gates) as feedback principles, which for all types of development means fragmented information, delayed information, and reactive management. Dynamic Product Development (DPD) has a different mindset and is the product concept developed as long as a project runs and not just before engineering starts. Feedback is in DPD based on management participation for immediate and qualitative information, which facilitates control and guidance in real time, reducing unwanted surprises to low levels. Frequent solution iteration (making almost right and quickly testing the solutions) is in DPD important, which is opposite to classical methods. High demands on creativity, development time, usability, cost, and quality have in practical tests shown to be satisfied using DPD. (C) 2002 Elsevier Ltd. All rights reserved. C1 Linkoping Univ, S-60174 Norrkoping, Sweden. RP Ottosson, S, Linkoping Univ, S-60174 Norrkoping, Sweden. EM stiot@telia.com CR *APQP, 1994, ADV PROD QUAL PLANN ALTSCHULLER GS, 1988, CREATIVITY EXACT SCI ANDREASEN MM, 1987, INTEGRATED PRODUCT D COLLINS J, 2001, GREAT GOOD EVATT MAC, 1996, ENG DESIGN CREATIVIT, P24 FREISLEBEN D, 2001, THESIS O VONGUERICKE HERTZBERGER H, 1991, LESSONS STUDENTS ARC HUNDHUNDAL MS, 1998, INTEGRATED PRODUCT D, P59 KNELLNER GF, 1965, ART SCI CREATIVITY KOCH R, 1998, 80 20 PRINCIPLE NEVINS JL, 1989, CONCURRENT DESIGN PR OLSSON F, 1985, INTEGRERAD PRODUKTUT OTTOSSON S, 1995, ENG DESIGN CREATIVIT, P35 OTTOSSON S, 1998, J ENG DESIGN, V9, P107 OTTOSSON S, 1999, INT J TECHNOLOGICAL, V19, P81 OTTOSSON S, 2000, WORKSH MAGD GERM SEP OTTOSSON S, 2002, IN PRESS INT J TECHN OTTOSSON S, 2002, IN PRESS J ENG DESIG PACHE M, 2001, INT C ENG DES ICED01, P461 READ C, 2001, ECFO SUSTAINING VAUE SCHABACKER M, 2001, THESIS O VONGUERICKE SCHRAGE M, 2000, SERIOUS PLAY ULRICH KT, 1995, PRODUCT DESIGN DEV VAJNA S, 1998, J ENG DESIGN, V9, P3 VAJNA S, 2000, 2000 ASME DES ENG TE VAJNA S, 2001, 1614 VDI, P3 NR 26 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 MAR PY 2004 VL 24 IS 3 BP 207 EP 217 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 801NQ UT ISI:000220103000004 ER PT J AU Corsten, H Gossinger, R TI Opportunistic coordination of operations in job shop production SO TECHNOVATION LA English DT Article DE production planning and control; scheduling; multi-agent system ID MODEL AB The starting point of this article is production planning and control (PPC) in job shop production, i.e., processing units in a job shop are investigated executing different operations on part types. In this context, the problem is to allocate the single operations of production orders to processing units with respect to the underlying objectives. PPC systems, however, fail to incorporate the knowledge of production-related theory and tend to be based on relatively simple heuristics (see Steven, 1999, p. 319). This means that the inherent flexibility of a production system will largely be ignored. Existing PPC systems, thus, show a clear theoretical deficit. Given this background, the article aims at integrating production-related theory more strongly into the world of PPC, and exploiting developments in the area of distributed problem solving. (C) 2003 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. EM corsten@sozwi.uni-ki.de CR ALBAYRAK S, 1993, VERTEILTE KUNSTLICHE, P55 BELL CE, 1988, ANN OPER RES, V12, P135 BRANDOLESE A, 2000, INT J PROD ECON, V66, P269 CORSTEN H, 1997, KAISERSLAUTERN CORSTEN H, 1998, Z PLANUNG, V9, P433 CORSTEN H, 1999, KAISERSLAUTERN DAVIS R, 1983, ARTIF INTELL, V20, P63 FOX BR, 1985, P IEEE 2 C ART INT A, P487 FOX BR, 1987, P 1987 IEEE INT C RO, P1876 GOSSINGER R, 2000, OPPORTUNISTISCHE KOO GUTENBERG E, 1951, GRUNDLAGEN BETRIEBSW, V1 HAHNDEL S, 1996, THESIS TU MUNCHEN JACOB H, 1989, INTEGRATION FLEXIBIL, P15 KNOLMAYER G, 1976, Z BETRIEBSWIRT, V28, P431 MANNMEUSEL T, 1997, DEZENTRALE PRODUKTIO MATTHES W, 1970, PROBLEME SIMULTANEN MATTHES W, 1979, DYNAMISCHE EINZELPRO NASH JF, 1950, ECONOMETRICA, V18, P155 NEUMANN K, 1975, OPERATIONS RES VERFA, V3 OTTAWAY TA, 2000, INT J PROD RES, V38, P721 RAO AG, 1974, MANAGE SCI, V20, P1364 RUBINSTEIN A, 1982, ECONOMETRICA, V50, P97 SACERDOTI ED, 1975, 4 INT JOINT C ART IN, V1, P206 SCHLUCHTERMANN J, 1996, PLANUNG ZEITLICH OFF SCHMIDT G, 1997, PROZESSMANAGEMENT MO SMITH RG, 1980, IEEE T COMPUT, V29, P1104 STEVEN M, 1999, THEORIE UNTERNEHMUNG, P313 VONCOLBE WB, 1989, HANDWORTERBUCH PLANU, P176 WILD J, 1974, MARKETING ENZYKLOPAD, V1, P325 YU E, 2001, WIRTSCHAFTSINF, V43, P123 ZELEWSKI S, 1991, EXPERTENSYSTEME ENTS, P251 ZELEWSKI S, 1993, 46 SEM ALLG BETR IND ZELEWSKI S, 1995, 6 I PROD IND INF U L, V2 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 MAR PY 2004 VL 24 IS 3 BP 219 EP 234 PG 16 SC Engineering, Industrial; Operations Research & Management Science GA 801NQ UT ISI:000220103000005 ER PT J AU Barbiroli, G Focacci, A TI The changing economic significance of consumer durables resulting from the evolution of productive systems SO TECHNOVATION LA English DT Article DE consumer durables; per-capita income; per-capita wage; evolution; technical change AB In the present paper we are aiming to establish how the price of the most important durable goods, in Italy as well as in other industrialised countries, has changed, over time, in relation to the per-capita average income, in order to identify trends and causes. The observed trends have been reconfirmed through the elaboration of the ratio between price of the durable and per-capita average wage. Furthermore, the work aims to see how the incidence of the main economic activities has varied over time with reference to value-added and the number of people involved. (C) 2003 Elsevier Ltd. All rights reserved. C1 Univ Bologna, Fac Econ, I-40126 Bologna, Italy. RP Barbiroli, G, Univ Bologna, Fac Econ, Piazza Scaravilli 2, I-40126 Bologna, Italy. EM gbarbiroli@economia.unibo.it focacci@economia.unibo.it CR AUTO MOTOR SPORT MAG AUTOPLUS MAGAZINE CAR MAGAZINE CONSUMER REPORTS QUATTRORUOTE MAGAZIN QUE CHOISIR MAGAZINE *EUR, 2000, FIL COMPET COMP 2 1 *OECD, 1996, OECD STAN DAT IND AN *OECD, 1999, EC OUTL *OECD, 1999, EC SURV US *OECD, 2000, ANN LAB FORC STAT MA BARBIROLI G, 1998, 18 C MERC VER 1 3 OC, P103 BARBIROLI G, 2000, J COMMODITY SCI, V39, P3 BULLINGER HJ, 1999, INT J PROD ECON, V60, P9 CAMAGNI R, 1979, RICERCA DISTRIBUZION CARROL J, 1997, MOTORCYCLE DEFINITIV DIEMOZ R, 1984, DECOLLO IND CRISI SV KOSTECKI M, 1998, DURABLE USE CONSUMER, P1 KOSTECKI MM, 1998, DURABLE USE CONSUMER, P41 MALECKI RA, 1991, FLEXIBLE MANUFACTURI NAGALINGAM SV, 1999, ROBOT CIM-INT MANUF, V15, P423 NIEUWENHUIS P, 1997, DEATH MOTORING CAR M ONEILL P, 1999, TECHNOVATION, V19, P571 SINGH V, 1997, CIM DEBACLE METHODOL VANDERHEUVEL C, 1997, PICTORIAL HIST JAPAN WAIDE P, 1997, ENERG BUILDINGS, V26, P45 WU B, 2000, INT J PROD ECON, V65, P55 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 MAR PY 2004 VL 24 IS 3 BP 235 EP 263 PG 29 SC Engineering, Industrial; Operations Research & Management Science GA 801NQ UT ISI:000220103000006 ER PT J AU O'Regan, N Sims, M Ghobadian, A TI The impact of management techniques on performances in technology-based firms SO TECHNOVATION LA English DT Article DE management techniques; operational efficiency; performance; small firms AB The study begins by examining the degree of profitability of technology-based firms. The results indicate that annual gross profit varies from breakeven to as much as pound90,000 per full time employee. Two distinct clusters were identified; high performers (23 firms) achieved profit levels per FTE ranging from pound40,000 to pound90,000 compared with profits per FTE for low performers (194 firms) ranging from break even to pound35,000. In order to ascertain why some firms achieved higher profitability compared with others, we compared and contrasted the following aspects in both groups; costs, employment patterns and the use of efficiency/quality techniques. The results indicate that low performing firms spend significantly more proportionately on direct labour, whilst high performing groups spend more on indirect labour. High performing firms in the study maintained lower staffing numbers. Arguably, they have a core full time staff, and buy in expertise when required. Next, we examined the use of management techniques in technology-based firms. The literature to date indicates that the success rate of these initiatives is a mixed picture. Indeed, some analysts go so far as to say that such initiatives are a waste of time and should be discontinued. This study found no significant correlation between the use of techniques and profitability and in fact, found that high achieving companies tended to be less interested in these techniques than those with a lower gross profit per employee. However, we found distinct patterns in the drivers of the introduction of such techniques in manufacturing firms as well as the main obstacles to their introduction. (C) 2003 Elsevier Ltd. All rights reserved. C1 Middlesex Univ, Ctr Interdisciplinary Strateg Management Res, London NW4 4BT, England. RP O'Regan, N, Middlesex Univ, Ctr Interdisciplinary Strateg Management Res, London NW4 4BT, England. EM n.o'regan@mdx.ac.uk CR ABRAHAMSON E, 1993, ACAD MANAGE REV, V18, P487 BELL ERJ, 1994, OXFORDSHIRE FIRMS TE BENNETT RJ, 1998, ENTREP REGION DEV, V10, P243 BOWMAN EH, 2001, STRATEGIC MANAGE J, V22, P1 CLARK DN, 1997, STRATEGIC CHANGE, V6, P417 COULTER M, 2002, STRATEGIC MANAGEMENT DEAN JW, 1996, STRATEGIC MANAGE J, V17, P459 FLETCHER D, 2000, ENTERPRISE SMALL BUS GIBB A, 1985, J MANAGE STUD, V22, P597 GRANT RM, 2003, STRATEGIC MANAGE J, V24, P491 HAWAWINI G, 2003, STRATEGIC MANAGE J, V24, P1 JONES O, 2001, INT SMALL BUS J, V19, P39 JONES O, 2003, COMPETITIVE ADVANTAG MARSHALL J, 1995, INT SMALL BUSINESS J, V13, P73 PRESCOTT JE, 1986, STRATEGIC MANAGE J, V7, P377 RAY D, 1993, ENTREP REGION DEV, V5, P345 REDMAN T, 1995, J GEN MANAGE, V20, P44 SPITZER Q, 1997, HEADS YOU WIN BEST C 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 MAR PY 2004 VL 24 IS 3 BP 265 EP 273 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 801NQ UT ISI:000220103000007 ER PT J AU Mustaffa, S Beaumont, N TI The effect of electronic commerce on small Australian enterprises SO TECHNOVATION LA English DT Article DE electronic commerce; small business; Australia ID COMPETITIVE ADVANTAGE; INFORMATION; INTERNET; EDI AB In Australia, although electronic commerce (e-commerce) has generated a plethora of media articles there has been comparatively little research into its effects on organisations. E-commerce comprises several different technologies (especially those associated with the internet); this paper investigates the frequency of use by and usefulness of these technologies in small Australian businesses. The technologies are differently associated with intermediate variables such as the attraction of new customers and the ability to participate in overseas markets. The statistical evidence that e-commerce is positively correlated with some intermediate variables is overwhelming. We consider the statistical relationships between intermediate variables and final variables (revenues, costs and competitive advantage). There are significant correlations between some sets of intermediate and some final variables; most of these correlations had plausible explanations. There are clear implications for small businesses, for example, the internet allows them to maintain a low-cost foreign presence but it allows foreign firms to compete (at marginal cost) in Australia. (C) 2002 Elsevier Ltd. All rights reserved. C1 Monash Univ, Dept Management, Caulfield, Vic 3145, Australia. RP Beaumont, N, Monash Univ, Dept Management, POB 197, Caulfield, Vic 3145, Australia. EM nicholas.Beaumont@buseco.monash.edu.au CR 1997, ELECT COMMERCE SMALL 1998, 1998 ELECT COMMERCE *KPMG UK, 1997, EL COMM RES REP 1997 *KPMG UK, 1998, EL COMM RES REP 1998 *TELSTR CORP, 1999, YELL PAG ABELL W, 1996, EXPLORATORY STUDY BU AYERS J, 1999, INFORM SYST MANAGE, V16, P72 BAKOS JY, 1986, MIS QUART, V10, P107 BEHRENDORFF G, 1996, ELECT COMMERCE SMALL BENJAMIN R, 1995, SLOAN MANAGE REV, V36, P62 BRAUE D, 1999, SYDNEY MORNING 1214, P4 BURGESS L, 1998, COLL 98 EL COMM PROG CARNEY S, 2000, AGE 0107, P11 CARTER PL, 1995, PRODUCTION INVENTORY, V36, P65 CHEN JC, 1998, J SMALL BUS MANAGE, V36, P68 CLAYTON K, 1998, AUSTR ACCOUNTANT, V68, P42 COAKES SJ, 1997, SPSS ANAL ANGUISH CORTINA JM, 1993, J APPL PSYCHOL, V78, P98 CROWE D, 2000, AUSTR FINANCIAL 0106, P28 FLAHERTY MT, 1995, GLOBAL OPERATIONS MA GAMBLE RH, 1999, BUSINESS CREDIT OCT, P24 GHOSH S, 1998, HARVARD BUS REV, V26, P126 GUTHRIE RA, 1996, INFORM SYST MANAGE, V13, P90 HINKIN TR, 1995, J MANAGE, V21, P967 HORMOZI AM, 1998, SAM ADV MANAGE J, V63, P20 JOHNSTON HR, 1988, MIS Q, V12, P153 KARAKAYA F, 1998, SAM ADV MANAGE J, V63, P10 KWOK M, 1997, PAWEC 97 1 PAC AS WO MAK H, 1997, SURVEY INTERNET STRA MALONE TW, 1989, HARVARD BUS REV, V89, P166 MARGHERIO L, 1998, EMERGING DIGITAL EC MARZBANI R, 1998, ELECT COMMERCE AUSTR MCCOLLUM T, 1998, NATL BUSINESS, V86, P34 PARFETT M, 1996, ELECT COMMERCE HDB POON S, 1996, 29 HAW INT C SYST SO POON S, 1997, BLED 97 10 INT BLED POON S, 1997, PAWEC 97 1 PAC AS WO POON S, 1998, BLED 98 11 INT BLED PORTER ME, 1985, HARVARD BUS REV, V63, P149 ROBINS G, 1998, TECHNOLOGY CHANGING SCHULTZ JE, 1997, MANAGE REV, V86, P22 SENN JA, 1998, INFORM SYST MANAGE, V15, P7 STERRETT C, 1998, SAM ADV MANAGE J, V63, P43 SWATMAN P, 1996, 1 AUSTR DAMA C MELB SYMONDS M, 1999, ECONOMIST 0626, V8125, P64 VANWYNGEN G, 1999, AUSTR FINANCIAL 1215, P17 WATERMAN RH, 1980, BUS HORIZONS, V23, P14 WENNINGER J, 1999, EC FINANCE, V5, P1 YOUNG AW, 1999, COGNITIVE NEUROPSYCH, V16, P1 NR 49 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 2004 VL 24 IS 2 BP 85 EP 95 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 776MX UT ISI:000189120700001 ER PT J AU Liao, SH Chem, YW Liu, FH Liao, WB TI Information technology and relationship management: a case study of Taiwan's small manufacturing firm SO TECHNOVATION LA English DT Article DE relationship management; information technology; small business; electronic business; case study ID SMALL BUSINESSES; SUPPLIER RELATIONSHIPS; ADOPTION; COMMERCE AB The contribution of small businesses to the main source of employment and income in many countries and areas is a well-known fact. Therefore, the effect of the implementation of electronic functions on small businesses becomes a critical issue not only on the practices but also on academic research. In Taiwan, 90% of business is small business and the number of employees is less than 150. This paper is a case study which investigates several issues. First, the case firm, Li-ja, a Taiwanese small Polyurethane-manufacturing firm, is intending to implement electronic business. What can they do? Second, a specific business model of relationship management has been explored in the case firm and considered as a basis of business solutions for implementing information technology. Third, a web-based system architecture and a relational database management system are designed and constructed in terms of implementing electronic business in the case firm. Fourth, relationship management is the main objective of electronic business and it shows that data functions and on-line prototype systems can support business solutions in the case firm. Finally, system functions are presented as an example of the case study in support of electronic business implementation on the small manufacturing firm. Managerial issues and future work of this paper are discussed. (C) 2002 Elsevier Ltd. All rights reserved. C1 Natl Def Univ, Grad Sch Resource Management, Coll Management, Taipei, Taiwan. Natl Def Univ, Grad Sch Informat Management, Coll Management, Taipei, Taiwan. RP Liao, SH, Natl Def Univ, Grad Sch Resource Management, Coll Management, 235 POB 90046-17 Jon Ho, Taipei, Taiwan. EM michael@rs590.ndmc.edu.tw CR ALEXANDER GO, 1993, ARKANSAS BUSINESS EC, V26, P20 ANGELES R, 2000, INFORM MANAGE, V37, P241 BURNES B, 1996, EUROPEAN J PURCHASIN, V2, P21 DOUKIDIS GI, 1996, J SYST SOFTWARE, V33, P189 DUTTA S, 1999, EUROPEAN MANAGEMENT, V17, P239 FORKER LB, 2000, J PURCHASING SUPPLY, V6, P31 GADDE LE, 2000, IND MARKET MANAG, V29, P305 HECKMAN R, 1999, INT J INFORM MANAGE, V19, P141 KUAN KKY, 2001, INFORM MANAGE, V38, P507 LACOVOU CL, 1995, MIS Q, V19, P465 LEIDNER DE, 1999, J STRATEGIC INF SYST, V8, P105 LIAO SH, 2002, EXPERT SYST APPL, V22, P21 LINCOLN DJ, 1987, J SMALL BUSINESS MAN, V25, P8 MASSEY TK, 1986, AM J SMALL BUSINESS, V11, P51 MEAD DC, 1998, WORLD DEV, V26, P61 MECBETH DK, 1994, EUROPEAN J PURCHASIN, V1, P19 MEREDITH J, 1987, STRATEGIC MANAGE J, V8, P249 ORTIZ CM, 2000, P 1 INT C WEB INF SY, V2, P150 PALMER JJ, 2000, TECHNOVATION, V20, P451 PALVIA P, 1994, INFORM MANAGE, V27, P161 PALVIA PC, 1999, INFORM MANAGE, V35, P127 PAPAZOGLOU MP, 2000, DECIS SUPPORT SYST, V29, P323 PEPPERS D, 1999, HARVARD BUS REV, V77, P151 POON S, 1999, INFORM MANAGE, V35, P9 PREMKUMAR G, 1994, J MANAGEMENT INFORMA, V11, P157 PREMKUMAR G, 1999, OMEGA-INT J MANAGE S, V27, P467 ROBERTS RB, 1998, MICROB DRUG RESIST, V4, P175 SOHAL AS, 1999, TECHNOVATION, V19, P187 THONG JYL, 2001, OMEGA-INT J MANAGE S, V29, P143 TURBAN E, 2000, ELECT COMMERCE MANAG 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 FEB PY 2004 VL 24 IS 2 BP 97 EP 108 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 776MX UT ISI:000189120700002 ER PT J AU Watanabe, C Hobo, M TI Co-evolution between internal motivation and external expectation as a source of firm self-propagating function creation SO TECHNOVATION LA English DT Article DE advanced innovation-oriented project; interaction with institutions; self-propagating function; ERP ID TECHNOLOGY AB A rapid surge in information technology (IT) around the world is forcing firms to transform their traditional practices to a co-evolutional structure with external expectations. IT differs from other technologies in that it is characterized by dynamically increasing multiplier effects through network externalities, and its unique nature is formed during the course of interaction with institutional systems. Under the new paradigm of an information society, while the advanced innovation-oriented projects of firms are undergoing a structural change, Japan's institutions do not function as efficiently as they did in the 1980s. As a result, 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. A novel concept for overcoming this impediment was triggered by the introduction of Enterprise Resource Planning (ERP) software that induces active interaction with institutional systems, thereby maximizing the benefit of network externalities leading to the creation of a firm's self-propagating function. The advanced innovation-oriented projects of firms can be expected to develop in the process of embodying this function. Prompted by the dramatic advancement of ERP software, this paper, on the basis of an empirical analysis of the interaction between the introduction of ERP software and the creation of new functional business practices thereon attempts to demonstrate the foregoing hypothetical view with respect to advanced innovation-oriented projects of firms in the light of a new paradigm. (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 *JSUG, 2001, JSUG ANN REP *MPT, 2000, WHIT PAP 2000 COMM J *OECD, 1997, SPEC ISS INF INFR ST *OECD, 2001, NEW EC HYPE FIN REP *SAP, 2001, SAP ANN REP *TEL COUNC JAP, 2000, INF COMM VIS 21 CENT *US DOC, 2000, DIG EC 2000 *US DOC, 2000, FALL NET DIG INCL BINSWANGER H, 1978, INDUCED INNOVATION T CAIRNCROSS F, 1997, DEATH DISTANCE DEWAN S, 2000, MANAGE SCI, V46, P548 KODAMA F, 2000, POM FACING NEW MILLE MAYER PS, 1999, TECHNOLOGICAL FORECA, V61, P209 OSTER SM, 1994, MODERN COMPETITIVE A ROGERS EM, 1962, DIFFUSION INNOVATION RUTTAN VW, 2001, TECHNOLOGY GROWTH DE SAKAKIBARA K, 1999, 11 NISTEP WATANABE C, 1995, TECHNOL FORECAST SOC, V49, P127 WATANABE C, 1999, RES POLICY, V28, P719 WATANABE C, 2001, TECHNOVATION, V21, P281 NR 20 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 2004 VL 24 IS 2 BP 109 EP 120 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 776MX UT ISI:000189120700003 ER PT J AU Pun, KF Chin, KS White, AS Gill, R TI Determinants of manufacturing strategy formulation: a longitudinal study in Hong Kong SO TECHNOVATION LA English DT Article DE manufacturing strategy formulation ID INFORMATION TECHNOLOGY AB Recent developments of the World Trade Organisation and other international trade agreements have forced industries worldwide to face a new era of intense global competition. Manufacturers will have to compete effectively not only in the local context, but in wider regional and global marketplaces. Global competition has offered numerous opportunities and problems for the manufacturing industry. This paper investigates the determinants of strategy formulation (SF) in manufacturing enterprises and consolidates the empirical findings of a longitudinal study from 1994-2001 in Hong Kong. It also discusses the experiences from some leading Hong Kong manufacturers in managing the competitive pressures and gaining sustainable competitive advantages. The paper attempts to complement the literature base of SF practices with empirical evidence. The findings presented address the identification of success factors and problematic areas that provide manufacturers with guidance and references for formulating viable strategies to meet their business and operations needs. (C) 2002 Elsevier Ltd. All rights reserved. C1 Univ W Indies, Dept Mech Engn, St Augustine, Trinid & Tobago. City Univ Hong Kong, Dept Mfg Engn & Engn Management, Hong Kong, Hong Kong, Peoples R China. Middlesex Univ, Sch Engn Syst, London N17 8HR, England. Middlesex Univ, S Asia & Africa Int Educ, London N17 8HR, England. RP Pun, KF, Univ W Indies, Dept Mech Engn, St Augustine, Trinid & Tobago. EM kfpun@eng.uwi.tt mekschin@cityu.edu.hk a.white@mdx.ac.uk r.gill@mdx.ac.uk CR *AUSTR NAT U, 1995, AS PAC PROF *CSD, 2000, MONTHL STAT *HKID, 1996, HONG KONGS MAN IND 1 *HKID, 1996, REP SURV OV INV HONG *HKPC, 1993, DIR HONG KONG IND 19 *HKPC, 1996, DIR HONG KONG IND 19 *HKPC, 2000, DIR HONG KONG IND 20 *HKTDC, 1998, HONG KONGS MAN IND C *HKTDC, 1999, PROF HONG KONGS MAJ *HKTDC, 2000, PROF MAJ HONG KONG M *OECD, 1997, NEW GLOB AG CHALL OP *SPI, 1989, BUILD PROSP 5 PART E *SPSS, 1997, SPSS ADV STAT BENJAMIN RI, 1984, SLOAN MANAGE REV, V25, P3 BERGER S, 1997, MADE HONG KONG BURN JM, 1997, INFORMATION TECHNOLO, P3 DANGAYACH GS, 2001, INT J OPER PROD MAN, V21, P884 EARL MJ, 1989, MANAGEMENT STRATEGIE ENRIGHT MJ, 1997, HONG KONG ADV HAX AC, 1996, STRATEGY CONCEPT PRO HENDERSON JC, 1992, TRANSFORMING ORG JOHNSON G, 1997, EXPLORING CORPORATE MAK SK, 1992, WORLD DEV REV, V17, P234 MARTINSONS MG, 1998, IEEE T ENG MANAGE, V45, P366 MCFARLAN FW, 1983, CORPORATE INFORMATIO MILLER HI, 1995, GENET ENG NEWS, V15, P4 MINTZBERG H, 1994, RISE FALL STRATEGIC PEARCE JA, 1998, FORMULATION IMPLEMEN PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1985, HARVARD BUS REV, V63, P149 PORTER ME, 1998, COMPETITIVE ADV CREA PUN KF, 2000, INT BUSINESS PRACTIC, P316 PUN KF, 2000, P 16 INT C CAD CAD R, P735 RICHARDS A, 1993, OECD OBSERVER, V185, P29 ROSENBLATT A, 1991, IEEE SPECTRUM, V28, P29 SEGALHORN S, 1998, STRATEGY READER SETHI V, 1998, ORGANISATIONAL TRANS SIT FS, 1989, SMALL MEDIUM IND EXP, P231 STRICKLAND AJ, 1998, CRAFTING IMPLEMENTIN VENKATRAMAN N, 1991, CORPORATION 1990S IN WISEMAN C, 1988, STRATEGIC INFORMATIO NR 41 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 FEB PY 2004 VL 24 IS 2 BP 121 EP 137 PG 17 SC Engineering, Industrial; Operations Research & Management Science GA 776MX UT ISI:000189120700004 ER PT J AU Watanabe, C Kishioka, M Nagarnatsu, A TI Resilience as a source of survival stategy for high-technology firms experiencing megacompetition SO TECHNOVATION LA English DT Article DE Resilient structure; co-evolution; megacompetition; operating income to sales; Japan's pharmaceutical and electrical machinery firms ID RESEARCH-AND-DEVELOPMENT; PRODUCTIVITY GROWTH; SPILLOVERS; RETURN; RATES AB A dramatic surge in information technology (IT) around the world and an evolving global economy are subjecting firms to megacompetition, thereby compelling them to develop a resilient structure for survival. The construction of a co-evolutional structure between enhancement of core competences and agile correspondence to dynamically changing external circumstances, including dynamic change in customer preferences and competitive conditions, is thus essential. While technological innovation for developing new functionality is a strategic option, given the huge risks and uncertainty indigenous to technological innovation, a high level of dependence on this process can lead to a vulnerable structure. The fluctuating nature of external circumstances can also have the same result. Thus, sustainable firm development can only be expected using systems resilience incorporating a stable innovation orbit. Prompted by this postulate, this paper attempts to identify a resilience structure for high-technology firms that are experiencing megacompetition through a comparative empirical analysis of factors governing operating income to sales for R&D intensive Japanese pharmaceutical and electrical machinery firms over the last two decades. (C) 2003 Elsevier Ltd. All rights reserved. C1 Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, Tokyo 1528522, Japan. Kishioka Res Associates, Namekawa, Saitama 3550814, Japan. Techno Res Inst, Minato Ku, Tokyo 1070061, 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 BERNSTEIN JI, 1988, AM ECON REV, V78, P429 BERNSTEIN JI, 1989, REV ECON STUD, V56, P249 BERNSTEIN JI, 1991, 3625 NBER GRILICHES Z, 1984, REV ECON STAT, V66, P324 JAFFE AB, 1986, AM ECON REV, V76, P984 MANSFIELD E, 1977, Q J ECON, V91, P221 MOHNEN P, 1988, 8818 U MONTR DEP EC MOHNEN P, 1996, OECD STI REV, V17, P39 SVEIKAUSKAS L, 1981, REV ECON STAT, V63, P275 TERLECKYJ N, 1974, EFFECTS RPLUSD PRODU WATANABE C, 1996, RES EVALUAT, V6, P69 WATANABE C, 2000, TECHNOVATION, V20, P299 WATANABE C, 2001, IN PRESS FORMATION I WATANABE C, 2001, TECHNOVATION, V21, P281 WATANABE C, 2002, IN PRESS SOURCES STR NR 15 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 2004 VL 24 IS 2 BP 139 EP 152 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 776MX UT ISI:000189120700005 ER PT J AU Narula, R TI R&D collaboration by SMEs: new opportunities and limitations in the face of globalisation SO TECHNOVATION LA English DT Article DE SMEs; collaboration; outsourcing; technological paradigms; alliances ID STRATEGIC ALLIANCES; TECHNOLOGY; FIRMS; PARTNERSHIPS; INNOVATION; PATTERNS; INTERNATIONALIZATION; TRENDS AB Globalisation has systemically affected the way all firms undertake innovation. First, there has been a growing use of non-internal technology development, both by outsourcing and strategic alliances. Second, products are increasingly multi-technological. This has led to the growing use of networks by all firms, previously a primary competitive advantage of SMEs. These developments have created both opportunities and threats for the SME. On the one hand, large firms have increasingly sought out SMEs as they have developed their use of external networks. On the other hand, by doing so, larger firms are able to avail themselves of the flexibility long enjoyed by SMEs. This is particularly so in the electronics hardware-based sector, where we have evaluated the R&D activities of both large and small firms. Although SMEs continue to have the advantages of flexibility and rapid response, the traditional disadvantages due to size limitations may have worsened due to the demand for multiple technological competences and by increased competition. (C) 2002 Elsevier Ltd. All rights reserved. C1 Copenhagen Sch Econ & Business Adm, Dept Int Econ & Management, DK-2000 Frederiksberg, Denmark. Univ Oslo, Oslo, Norway. RP Narula, R, Copenhagen Sch Econ & Business Adm, Dept Int Econ & Management, Howitzvej 60, DK-2000 Frederiksberg, Denmark. EM rn.int@cbs.dk CR ACS ZJ, 1991, TECHNOVATION, V7, P197 AHERN R, 1993, ENVIRON PLANN, V25, P1511 ARCHIBUGI D, 2000, EUROPEAN INTEGRATION AUDRETSCH DB, 1996, SMALL BUS ECON, V8, P249 BLANC H, 1999, CAMBRIDGE J ECON, V23, P187 DAVID PA, 1985, AM ECON REV, V75, P332 DUYSTERS G, 1999, R&D MANAGE, V29, P343 GAMBARDELLA A, 1998, RES POLICY, V27, P447 GRANT M, 2000, GRANA, V39, P8 HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371 HAGEDOORN J, 1994, STRATEGIC MANAGE J, V15, P291 HAGEDOORN J, 1996, REV IND ORGAN, V11, P601 HAGEDOORN J, 2002, RES POLICY, V31, P477 HARTUNG V, 2000, R&D MANAGE, V30, P225 KUEMMERLE W, 1999, J INT BUS STUD, V30, P1 MYTELLKA LK, 1991, STRATEGIC PARTNERSHI, P7 NARULA R, 1999, TECHNOVATION, V19, P283 NARULA R, 2001, TECHNOL ANAL STRATEG, V13, P152 NARULA R, 2002, COOPERATIVE STRATEGI NOOTEBOOM B, 1994, SMALL BUS ECON, V6, P327 PAOLI M, 1999, J MANAGEMENT GOVERNA, V3, P137 PATEL P, 1999, RES POLICY, V28, P145 PAVITT K, 1998, IND CORP CHANGE, V7, P433 ROTHWELL R, 1994, HDB IND INNOVATION, P310 TIDD J, 1997, R&D MANAGE, V27, P359 VANDIJK B, 1997, SMALL BUS ECON, V9, P335 VEUGELERS R, 1997, RES POLICY, V26, P303 ZANFEI A, 2000, CAMBRIDGE J ECON, V24, P515 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 FEB PY 2004 VL 24 IS 2 BP 153 EP 161 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 776MX UT ISI:000189120700006 ER PT J AU Wang, CK Wong, PK TI Entrepreneurial interest of university students in Singapore SO TECHNOVATION LA English DT Article DE entrepreneurship; university education; Singapore ID GENDER AB This paper examines the level and determinants of interest in entrepreneurship among university undergraduate students in Singapore based on a large sample survey conducted in 1998. Although there have been past studies looking at entrepreneurial interest of students, this study is one of the first comprehensive studies of the attitudes of undergraduates toward entrepreneurship in Asia. While the study finds a high level of interest, inadequate business knowledge and perceived risk are found to be significant deterrents. Moreover, three background factors-gender, family experience with business and educational level-are found to affect entrepreneurial interests, but not family income status, ethnicity and citizenship. Of the significant factors identified, that pertaining to inadequate business knowledge has direct policy implications for university administrators, as it strongly suggests the need to provide students in engineering and science with educational programs that impart business knowledge. Furthermore, the government can also contribute by promoting more awareness of successful entrepreneurial role models, removing bureaucratic impediments to start-ups, and attenuating the social stigma of failure. (C) 2002 Elsevier Ltd. All rights reserved. C1 Natl Univ Singapore, Ctr Entrepreneurship, Singapore 118412, Singapore. RP Wang, CK, Natl Univ Singapore, Ctr Entrepreneurship, Singapore 118412, Singapore. EM cwang@mus.edu.sg CR *ARC, 1993, NUS NTU GRAD EMPL SU *STAT DIR, 1997, LAB FORC STAT 1976 1 BRENNER OC, 1991, J SMALL BUS MANAGE, V29, P62 BROWNE DG, 1998, P GEOS INF, V28, P71 CRANT JM, 1996, J SMALL BUS MANAGE, V34, P42 CUNNINGHAM B, 1995, J ASIAN BUSINESS, V11, P35 DEVINE TJ, 1994, MON LABOR REV, V117, P20 DEWIT G, 1989, SMALL BUSINESS EC, V1, P263 DOH JC, 1996, P 7 WORLD C ENTR GLO, P95 DOLTON PJ, 1990, B ECON RES, V42, P35 EVANS DS, 1989, AM ECON REV, V79, P519 GHAZALI A, 1995, INT J MANAGEMENT, V12, P26 GORMAN G, 1997, INT SMALL BUS J, V15, P56 HAKIM C, 1988, WORK EMPLOY SOC, V2, P421 KOLVEREID L, 1996, ENTREP THEORY PRACT, V20, P23 KOURILSKY ML, 1998, J BUS VENTURING, V13, P77 LERNER M, 1996, J BUS RES, V36, P59 MATTHEWS CH, 1996, J SMALL BUS MANAGE, V34, P29 MESCH G, 1997, J SOCIOECONOMICS, V26, P597 MILL JS, 1984, PRINCIPLES POLITICAL ROSA P, 1991, 3 INT EIASM WORKSH A, P73 SCHILLER BR, 1997, ECON INQ, V35, P523 SCOTT MG, 1988, J SMALL BUS MANAGE, V26, P5 SEXTON DL, 1985, J BUSINESS VENTURING, V1, P129 STEWART WH, 1999, J BUS VENTURING, V14, P189 TAYLOR MP, 1996, OXFORD B ECON STAT, V58, P253 TIMMONS JA, 1994, NEW VENTURE CREATION VANDEVEN AH, 1984, J MANAGE, V10, P87 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 FEB PY 2004 VL 24 IS 2 BP 163 EP 172 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 776MX UT ISI:000189120700007 ER PT J AU Cucit, L Nosella, A Petroni, G Verbano, C TI Management and organizational models of the European Space Agencies: the results of an empirical study SO TECHNOVATION LA English DT Article DE national space agencies; strategy in space; space agencies organization AB The European Space Agencies (ESA) are going through a period of major organizational development and are making significant changes to their management tools. This development is strictly linked to changes due to a reformulation of the strategies of the Agencies in question. The aim of this paper is to show the extent and depth of such changes as concerns: strategy (the new strategies that the Space Agencies are adopting); organization (the new organizational models adopted); and, finally, management. An important area for investigation concerns the development of the model adopted by the individual Agencies within the field of Space activities, which is becoming an ever more important market where one can see exchange relationships operating alongside the traditional cooperation relationships. The results of the study underline well-defined types of change in progress and, therefore, the new managerial patterns that these changes could involve. (C) 2002 Published by Elsevier Ltd. C1 Univ Padua, Dipartimento Innovaz Meccan & Gestionale, I-35131 Padua, Italy. Univ Parma, Dipartimento Ingn Ind, I-43100 Parma, Italy. RP Petroni, G, Univ Padua, Dipartimento Innovaz Meccan & Gestionale, Via Venezia 1, I-35131 Padua, Italy. EM chiara.verbano@unipd.it CR *EUR COMM, 2000, EUR SPAC TURN NEW CH *IEEE, 1998, INF TECHN C INF ENV *IEEE, 1999, INF TECHN C P *NAT RES COUNC, 1994, SOL TERR NAT RES COU ALLAHDADI FA, 1994, SPACE INSTRUMENTATIO ALLEN TJ, 1986, DOCUMENT R D PRODUCT ALLEN TJ, 1997, HUMAN SIDE R D ARGYRIS C, 1982, REASONNING LEARNING BUTERA F, 1999, STUDI ORG, V2 CHANDLER AD, 1962, STRATEGY STRUCTURE C CHEVALIER JJ, 1981, HIST I REGIMES PUBLI DAVIS SM, 1984, MANAGING CORPORATE C DEBACKERE K, 1997, TECHOVATION, V17 FORESTER J, 1982, J AM PLANNING AS WIN HAX AC, 1991, STRATEGY CONCEPT PRO HAYDEN C, 1986, HDB STRATEGIC MANAGE IGBARIA M, 1999, J ENG TECHNOLOGY MAN, V16 KATZ R, 1997, HUMAN SIDE MANAGING PETRONI G, 1988, NUOVI PROFILI ORG EV PETRONI G, 2000, TECHNOVATION, V20, P345 SCHEIN EH, 1985, ORG CULTURE LEADERSH STEINBERG GM, 1998, DUAL USE ASPECTS COM VANALSTYNE M, 1997, J ORG COMPUTING, V7, P3 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 JAN PY 2004 VL 24 IS 1 BP 1 EP 15 PG 15 SC Engineering, Industrial; Operations Research & Management Science GA 763UC UT ISI:000188118000001 ER PT J AU Carbonara, N TI Innovation processes within geographical clusters: a cognitive approach SO TECHNOVATION LA English DT Article DE geographical clusters; innovative processes; learning knowledge ID INDUSTRIAL DISTRICTS; KNOWLEDGE AB The competitiveness of geographical clusters can be considered to be the outcome of their innovative capabilities. The development of these capabilities has been a function of different traits of clusters that from time to time have characterised the evolution of clusters. In this paper, a cognitive approach is proposed to investigate the characteristics of the innovative processes within three main types of cluster which correspond to three main evolutionary stages of clusters. With this aim, a cognitive characterisation of the innovative processes, in terms of both learning and knowledge management functions, is followed by an analysis of the learning processes carried out within clusters. The paper concludes with the role played by specific actors, namely leader firms and 'meta-management' structures, to enhance the innovative capabilities of clusters, and some early policy considerations for cluster development in the UK. (C) 2002 Elsevier Ltd. All rights reserved. C1 Politec Bari, DIMEG, I-70126 Bari, Italy. RP Carbonara, N, Politec Bari, DIMEG, Viale Japigia 182, I-70126 Bari, Italy. EM ncarbonara@dppiprod.poliba.it CR *UN CAM, 1995, IMPR I DISTR IND CAM ALBINO V, 1999, TECHNOVATION, V19, P53 ALBINO V, 2000, IND HIGHER ED DEC, P404 ALDRICH HE, 1999, ORG EVOLVING AYDALOT P, 1988, HIGH TECHNOLOGY IND BECATTINI G, 1992, IND DISTRICTS INTERF BELLANDI M, 1989, MODELLI LOCALI SVILU BELUSSI F, 1998, RES POLICY, V27, P415 CAMAGNI R, 1989, EC POLITICA IND, V64, P209 CARBONARA N, 2002, IN PRESS ENTREPRENEU CARBONARA N, 2002, INT J PROD ECON, V76, P159 CHESBROUGH HW, 1996, HARVARD BUS REV, V74, P65 COHEN MD, 1996, ORG LEARNING COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOMBS R, 1998, RES POLICY, V27, P237 CORO G, 1999, HUMAN SYSTEMS MANAGE, V18, P117 ENRIGHT M, 1998, DYNAMIC FIRM ROLE TE FELDMAN M, 1989, ORDER DESIGN INFORMA GAROFOLI G, 1981, INDUSTRIA, V3, P391 GOTTARDI G, 1997, QUADERNI AIIG, V3, P51 GRANT RM, 1991, CALIF MANAGE REV, V33, P114 GRANT RM, 1996, ORGAN SCI, V7, P375 HUBER GP, 1991, ORGAN SCI, V2, P88 JOHNSTON R, 1991, MARKETS HIERARCHIES KIM DH, 1993, SLOAN MANAGEMENT FAL, P37 KOGUT B, 1997, KNOWLEDGE ORG KROGH G, 1906, MANAGING KNOWLEDGE KROGH G, 1998, CALIFORNIA MANAGEMEN, V40, P112 LEONARD D, 1998, CALIF MANAGE REV, V40, P112 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LEVITT B, 1996, ORG LEARNING LIPPARINI A, 1996, INDUSTRIA, V4, P817 LORENZONI G, 1990, ARCHITETTURA SVILUPP MARIOTTI S, 1989, EC POLITICA IND, V64, P91 MASKELL P, 1999, CAMBRIDGE J ECON, V23, P167 MITRA J, 2000, ED TRAINING, V42, P228 NELSON RR, 1982, EVOLUTIONARY THEORY NONAKA I, 1991, HARVARD BUS REV, V69, P96 NONAKA I, 1994, ORGAN SCI, V5, P1 NONAKA I, 1995, KNOWLEDGE CREATING C PILOTTI L, 1999, HUMAN SYSTEMS MANAGE, V18, P87 PIORE M, 1984, 2 IND DIVIDE POSSIBI PORTER ME, 1998, HARVARD BUS REV, V76, P77 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 ROSEMBERG N, 1982, BLACK BOX TECHNOLOGY SAXENIAN A, 1996, REGIONAL ADVANTAGE C TUSHMAN ML, 1988, READINGS MANAGEMENT VIESTI G, 1992, DISTRETTI IND CRISIS WARGLIEN M, 1990, INNOVAZIONE IMPRESA WARNER M, 1984, ORG EXPT NR 50 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 JAN PY 2004 VL 24 IS 1 BP 17 EP 28 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 763UC UT ISI:000188118000002 ER PT J AU Caloghirou, Y Kastelli, I Tsakanikas, A TI Internal capabilities and external knowledge sources: complements or substitutes for innovative performance? SO TECHNOVATION LA English DT Article DE innovation; knowledge flows; absorptive capacity ID INDUSTRY; DETERMINANTS; ORGANIZATION; PARTNERSHIPS; GOVERNMENT; CREATION; FIRM AB This paper attempts to investigate the extent to which the existing internal capabilities of firms and their interaction with external sources of knowledge affect their level of innovativeness. Part of these capabilities result from a prolonged process of investment and knowledge accumulation within firms and form what has been addressed as the "absorptive capacity" of firms (Cohen & Levinthal, Admin, Sci Q., 35 (1990) 128). There are however other efforts that enhance the "original" definition of absorptive capacity and these relate to the way firms interact with their environment. Empirical data from an extensive survey that was carried out in seven European countries, namely Greece, Italy, Denmark, UK, France, Germany and the Netherlands, provides evidence for studying the relative effectiveness of specific mechanisms of knowledge creation and knowledge transfer. The results show that both internal capabilities and openness towards knowledge sharing are important for upgrading innovative performance. (C) 2002 Elsevier Ltd. All rights reserved. C1 Natl Tech Univ Athens, Lab Ind & Energy Econ, Dept Chem Engn, Athens 15780, Greece. RP Kastelli, I, Natl Tech Univ Athens, Lab Ind & Energy Econ, Dept Chem Engn, Polytech 9, Athens 15780, Greece. EM iokast@chemeng.ntua.gr CR 1997, R D MAGAZINE ABRAMOVITZ M, 1986, J ECON HIST, V46, P385 ARUNDEL A, 2001, RES POLICY, V30, P611 CALOGHIROU Y, 2001, J TECHNOLOGY TRANSFE, V26, P153 CARAYANNIS EG, 2000, TECHNOVATION, V20, P477 CIBORRA C, 1991, STRATEGIC PARTNERSHI COHEN WM, 1990, ADMIN SCI QUART, V35, P128 FORAY D, 1997, SYSTEMS INNOVATION T, P64 FRANSMAN M, 1995, RES POLICY, V24, P13 FREEMAN C, 1997, EC IND INNOVATION GAMBARDELLA A, 1992, RES POLICY, V21, P391 GEUNA A, 1998, RES POLICY, V26, P677 HAGEDOORN J, 1997, MERIT HAKANSSON H, 1987, IND TECHNOLOGICAL DE INKPEN A, 1998, EUROPEAN MANAGEMENT, V16, P223 KASTELLI L, 2001, MESIAS WORKSH BUD KIM JH, 1999, SMART MATER STRUCT, V8, P1 KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P312 KOGUT B, 1992, ORGAN SCI, V3, P383 LLERENA D, 1997, EC CONNAISSANCE ORG, P356 LUNDVALL BA, 1994, EAEPE COP LUNDVALL BA, 1999, REV EC IND, V88, P67 MOWERY DC, 1996, STRATEGIC MANAGE J, V17, P77 NONAKA I, 1994, ORGAN SCI, V5, P14 NONAKA I, 1995, KNOWLEDGE CREATING C NONAKA I, 1998, CALIF MANAGE REV, V40, P40 NOOTEBOOM B, 1999, CAMBRIDGE J ECON, V23, P127 NOOTEBOOM B, 1999, RES POLICY, V28, P793 SIMON H, 1999, REV EC IND, V88, P23 SOUITARIS V, 2001, TECHNOVATION, V21, P25 TEECE D, 1990, 908 CCC U CAL TEECE DJ, 1996, J ECON BEHAV ORGAN, V31, P193 VAVAKOVA B, 1995, INT J TECHNOL MANAGE, V10, P567 WALCZUCH R, 2000, EUROPEAN MANAGEMENT, V18, P561 WHITE H, 1980, ECONOMETRICA, V48, P817 NR 35 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 JAN PY 2004 VL 24 IS 1 BP 29 EP 39 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 763UC UT ISI:000188118000003 ER PT J AU Paff, LA TI Does the alternate incremental credit affect firm R&D? SO TECHNOVATION LA English DT Article DE R&D; tax credit; research policy ID DEVELOPMENT TAX CREDIT AB This paper investigates the alternate incremental credit's (AIC) effects on the tax price of research and the R&D investment of firms. Testing a sample of 83 firms for the period 1997-1999, the results suggest the AIC's incentive effects are industry-specific. The findings support the hypothesis that firms with high research intensity utilize the standard form of research tax credit computation. However, the evidence also suggests firms in the software industry may have received research tax credits for R&D that would have been performed without the tax credit incentive. (C) 2003 Elsevier Ltd. All rights reserved. C1 Penn State Univ, Berks Lehigh Valley Coll, Reading, PA 19610 USA. RP Paff, LA, Penn State Univ, Berks Lehigh Valley Coll, Tulpenhocken Rd,POB 7009, Reading, PA 19610 USA. EM lap21@psu.edu CR 2000, MILLER GAAP GUIDE *CAL FRANCH TAX BO, 1999, SCHED R APP ALL INC *FED RES BANK DALL, 1999, WOULD RES TAX CRED B *KPMG, 1997, CORP TAX RAT SURV *STAND POORS, 2000, COMP RES INS 7 6 ALTSHULER R, 1988, NATL TAX J, V41, P453 BERGER PG, 1993, J ACCOUNTING RES, V31, P131 HALL B, 1999, EFFECTIVENESS CALIFO HALL B, 2000, RES POLICY, V29, P449 HALL BH, 1993, TAX POLICY EC, V7, P1 HINES JR, 1991, 3930 NBER KAY N, 1979, RES POLICY, V8, P46 MAMUNEAS TP, 1996, J PUBLIC ECON, V63, P57 MANSFIELD E, 1986, AM ECON REV, V76, P190 MICHELI C, 2000, TAX EXECUTIVE, V52, P234 MUNTER P, 1999, CPA J, V69, P42 PAFF LA, 2002, THESIS LEHIGH U BETH 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 2004 VL 24 IS 1 BP 41 EP 52 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 763UC UT ISI:000188118000004 ER PT J AU Swierczek, FW Dhakal, GP TI Learning and its impact on the performance of manufacturing joint ventures in developing countries SO TECHNOVATION LA English DT Article DE learning; manufacturing joint ventures; developing countries ID KNOWLEDGE AB Learning is an increasingly important source for enhancing the performance of manufacturing Joint Ventures in developing countries. Learning can improve the use of man-hours and machines and materials can facilitate Joint Ventures to realize improvements in manufacturing performance. Joint Ventures were assessed on nine Learning Strategies. The number of expatriates, the number of partners in the Joint Venture and the age of the Joint Venture were found to exert positive impact on performance Learning Strategies. Marginal improvements in performance were found from these applications. Minimum financial investments in training, communication and support programs were deterrents to Learning. (C) 2002 Published by Elsevier Ltd. C1 Asian Inst Technol, Sch Management, Klongluang 12120, Pathum Thani, Thailand. RP Swierczek, FW, Asian Inst Technol, Sch Management, Klongluang 12120, Pathum Thani, Thailand. EM fredric@ait.ac.th CR WORLD INVESTMENT REP *UN, 1999, FOR DIR INV CHALL DE, P1 APPELBAUM SH, 1997, LEARNING ORG, V4, P115 BOLISANI E, 1999, TECHNOVATION, V19, P209 BUCKLER B, 1998, LEARNING ORG, V5, P15 CAHILL DJ, 1997, LEARNING ORG, V4, P106 CARAYANNIS EG, 2000, TECHNOVATION, V20, P477 DREW SAW, 1995, LEARNING ORG, V2, P4 FRANCIS S, 1997, LEARNING ORG, V4, P168 INKPEN AC, 1997, ACAD MANAGE REV, V22, P177 INKPEN AC, 1998, ACAD MANAGEMENT EXEC, V12, P69 JONES A, 1998, TECHNOVATION, V18, P263 KAY R, 1996, LEARNING ORG, V3, P18 KUMAR R, 1997, LEARNING ORG J, V4, P211 MORRISON M, 1997, MANAGE DECIS, V35, P351 PROBST GJB, 1997, ORG LEARNING REYNOLDS R, 1998, LEARNING ORG, V5, P24 RIFKIN W, 1997, LEARNING ORG, V4, P135 SENGE P, 1994, 5 DISCIPLINE FIELDBO 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 JAN PY 2004 VL 24 IS 1 BP 53 EP 62 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 763UC UT ISI:000188118000005 ER PT J AU Leem, CS Lee, HJ TI Development of certification and audit processes of application service provider for IT outsourcing SO TECHNOVATION LA English DT Article DE IT outsourcing; application service provider; certification and audit processes AB ASP (Application Service Provider) refers to an exclusive outsourcing service in which the service provider is given access to the data located in an external data center. Therefore, the security of data and the reliability of the service provider are matters of great importance even when comparing with other information systems. Essential to securing the reliability and efficiency of the ASP service are certification and audit processes. In this paper, we discuss certification and audit processes of ASP services. Our research included: first, a survey of 35 Korean companies' awareness, advantages and concerns on ASP services. This formed the base of our research. Second, the ASP certification framework and processes required to verify the reliability of ASP services were summarized and case applications were also outlined. Finally, we proposed an audit process aimed at improving efficiency of ASP services. By reference to traditional definitions of information systems and the audit process, new definitions and frameworks for the ASP audit are suggested. The new information system audit processes were compared with traditional ones, and the detailed control items were verified through calculation of their relative importance with respect to ASP life-cycle activities. (C) 2003 Elsevier Ltd. All rights reserved. C1 Yonsei Univ, Sch Comp & Ind Engn, Seoul 120749, South Korea. RP Leem, CS, Yonsei Univ, Sch Comp & Ind Engn, 134 Shinchon Dong, Seoul 120749, South Korea. EM leem@yonsei.ac.kr CR 2000, ELECT TIMES 1013 2001, ELECT TIMES 0212 *AICPA, 2001, 70 AICPA *AICPA, 2001, SYSTR PRINC CRIT *AICPA, 2001, WEBTR PROGR AV PRINC *ASPIC, 2001, APPL SERV PROV BUYER *CHERR TREE CO, 1999, APPL SERV PROV SPOTL *COBIT COMM, 1998, COBIT AUD GUID BOOK *ITAA, 2000, ITAA ASP CUST DEM SU *NCA, 2000, COMP AUD BORIZ E, 1999, INTRO SYSTRUST NEW A COLBERT JL, 2001, COMP INTERNAL CONTRO HUR D, 2000, P 9 KOR TEL INT S KIM GH, 1998, INFORMATION SYSTEM A LACITY MC, 1993, INFORMATION SYSTEMS MEREDITH MW, 2000, ASPS DELIVERING APPL OH BK, 2000, ASP MARKET VIEW KORE PEABODY G, 2000, INTERPATH CONNECTS C SENGUPTA K, 1997, IEEE T ENG MANAGE, V44, P414 TERDIMAN R, 2000, APPL SOURCING APPL S VIOLINO B, 2000, PRICING SHAKEOUT NR 21 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 2004 VL 24 IS 1 BP 63 EP 71 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 763UC UT ISI:000188118000006 ER PT J AU Jimenez-Martinez, J Polo-Redondo, Y TI The influence of EDI adoption over its perceived benefits SO TECHNOVATION LA English DT Article DE EDI; retailing; adoption of innovations; benefits perceived ID ELECTRONIC DATA INTERCHANGE AB The aim of this paper is to analyse the benefits to be gained from the use and adoption of Electronic Data Interchange (EDI), from the point of view of administration as well as of improvement in information and relationships with business partners. This study concentrates not on the evaluation of benefits to be had from EDI but on the changes in perception of these benefits arising from this tool's use. Besides, we try to explain why EDI is not very widespread. Our hypothesis is that this must be due to the fact that these benefits are hard to perceive and that maybe, once the technology has been adopted, its users become aware of the benefits and change their opinion. We shall concentrate on the retail sector in Spain. (C) 2002 Elsevier Ltd. All rights reserved. C1 Univ Zaragoza, Dept Econ & Direcc Empresas, Zaragoza 50005, Spain. RP Jimenez-Martinez, J, Univ Zaragoza, Dept Econ & Direcc Empresas, Gran Via 2, Zaragoza 50005, Spain. EM jjimenez@posta.unizar.es CR *AD LITTL INC, 1987, DIR STOR DEL STOR LE BAKER RH, 1991, EDI WHAT MANAGERS NE BANERJEE S, 1994, INFORM MANAGE, V26, P65 BENJAMIN RI, 1990, LONG RANGE PLANN, V23, P29 BJORNANDERSEN N, 1995, EDI EUROPE CANRIGHT C, 1988, BUSINESS MARKETI JAN, P81 DEARING B, 1990, J BUSINESS STRAT JAN, P4 EMMELHAINZ MA, 1993, EDI TOTAL MANAGEMENT HOWELLS J, 1995, TECHNOL ANAL STRATEG, V7, P371 JIMENEZ J, 1996, THESIS U ZARAGOZA JIMENEZ J, 1998, MANAGEMENT NEW TECHN LALONDE BJ, 1985, J PURCHASING MAT MAN, V21, P2 MANSFIELD E, 1961, ECONOMETRICA, V29, P741 MONCZKA RM, 1988, J PURCHASING MAT MAN, V24, P2 NABSETH L, 1974, DIFFUSION NEW IND PR OCALLAGHAN R, 1992, J MARKETING, V56, P45 ORTEGA E, 1990, MANUAL INVESTIGATCIO PFEIFFER HKC, 1992, DIFFUSION ELECT DATA PICOT A, 1990, COMPUTER ZEITUNG, V18, P28 ROGERS EM, 1993, DIFFUSION INNOVATION SOKOL PK, 1989, EDI COMPETITIVE EDGE SRIRAM V, 1994, NATL ASS PURCHASING, V12, P12 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 JAN PY 2004 VL 24 IS 1 BP 73 EP 79 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 763UC UT ISI:000188118000007 ER PT J AU Kessler, EH TI Leveraging e-R&D processes: a knowledge-based view SO TECHNOVATION LA English DT Article DE R&D; innovation; Internet ID PRODUCT DEVELOPMENT; INNOVATION; INTERNET; INFORMATION; WEB; PERFORMANCE; TECHNOLOGY; STRATEGY; CREATION; INDUSTRY AB There is a growing application of Internet-driven networking tools to improve organizations and teams' value-creating activities. This is particularly true with regard to applying the technology to the conduct of industrial research and new product development processes, or e-R&D. Notwithstanding, there is scant scientific research to assess how R&D teams are leveraging the Internet in their innovation activities, if their efforts are efficient and effective, and how they could do better. This paper considers the following interrelated research questions: (1) How can Internet-leveraged networks contribute to R&D project management, (2) Where are these networks applied in the R&D process, and (3) What are the likely manifestations of such networks? It develops a framework for understanding and testing these issues, based on a knowledge-based view of the firm, to examine internal, external, and memory-related knowledge flows. Then, a three-dimensional template of e-R&D networks is developed that overlays each of these three flows, based on Internet attributes, R&D process stages, and major R&D outcomes. Research hypotheses are offered, and directions for future inquiries are discussed. (C) 2003 Elsevier Ltd. All rights reserved. C1 Pace Univ, Lubin Sch Business, New York, NY 10038 USA. RP Kessler, EH, Pace Univ, Lubin Sch Business, 1 Pl Plaza, New York, NY 10038 USA. CR ALSENE E, 1999, IEEE T ENG MANAGE, V46, P26 ANDREWS F, 1999, NY TIMES 1215 ANTONELLI C, 2000, INT J TECHNOL MANAGE, V20, P72 BARUA A, 1997, J MANAGEMENT INFORMA, V13, P117 BIERLY PE, 1996, IEEE T ENG MANAGE, V43, P368 BOWER JL, 1970, MANAGING RESOURCE AL BROWN LA, 1991, CYTOPATHOLOGY, V2, P1 BURGELMAN RA, 1989, RES TECHNOLOGICAL IN, V4, P1 BURN J, 1999, IEEE T PROF COMMUN, V42, P215 BURNS T, 1961, MANAGEMENT INNOVATIO CLARK K, 1991, PRODUCT DEV PERFORMA COHEN WM, 1990, ADMIN SCI QUART, V35, P128 CORBILTT T, 1999, CREDIT MANAGEMEN JUN, P28 DAFT RL, 1982, RES SOCIOLOGY ORG, V1, P129 DAFT RL, 1984, RES ORGAN BEHAV, V6, P191 DAHAN E, 2000, J PROD INNOVAT MANAG, V17, P99 DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 DARKO KL, 1999, AM DEMOGR, V21, P42 DEISE M, 2000, EXECUTIVES GUIDE EBU DEITZ D, 1997, MECH ENG, V119, P16 EISENHARDT KM, 1995, ADMIN SCI QUART, V40, P84 FINCH BJ, 1999, J OPER MANAG, V17, P535 FIOL CM, 1985, ACAD MANAGE REV, V10, P803 GARDINER PD, 1999, INT J INFORM MANAGE, V19, P485 GHOSH S, 1998, HARVARD BUS REV, V76, P126 GHOSHAL S, 1991, STRATEGIC MANAGE J, V12, P17 GILAD B, 1988, BUSINESS INTERLLIGEN GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109 GUPTA UG, 1997, PRODUCTION INVENTORY, V38, P16 HAFNER, 2001, MACHINE MADE LINKS C HAMERI AP, 1997, J PROD INNOVAT MANAG, V14, P77 HAUSER JR, 1988, HARVARD BUSINESS MAY, P63 HEDBERG B, 1981, HDB ORG DESIGN, V1 HENDERSON R, 1997, STRATEGIC MANAGE J, V18, P5 HIBBARD J, 1998, INFORMATION WEEK, V663, P49 HUBER GP, 1991, ORGAN SCI, V2, P88 IANSITI M, 1997, HARVARD BUS REV, V75, P108 IMAI K, 1988, READINGS MANAGEMENT KATZ R, 1982, R&D MANAGE, V12, P7 KESSLER EH, 1996, ACAD MANAGE REV, V21, P1143 KESSLER EH, 2000, R&D MANAGE, V30, P213 KESSLER EH, 2001, ACAD MANAGE EXEC, V15, P80 KIRSNER S, 2001, MAKING BETTER TOYS J KOGUT B, 1992, ORGAN SCI, V3, P383 LANDRY JT, 1999, HARVARD BUS REV, V77, P20 LESHIN CB, 1997, MANAGEMENT WORLD WID MACCOBY M, 2001, RES TECHNOL MANAGE, V44, P59 MATHIEU RG, 2001, INTERNETS VITAL ROLE MCDONOUGH EF, 1993, J PROD INNOVAT MANAG, V10, P241 MCGRATH M, 2001, PRODUCT STRATEGY HIG MCIVOR R, 2000, BUSINESS PROCESS MAN, V6, P122 MILLER WL, 2001, RESEARCH TECHNOLOGY MITCHELL GR, 2000, RES TECHNOL MANAGE, V43, P31 MOWERY DC, 1996, STRATEGIC MANAGE J, V17, P77 MULLER NJ, 1999, DESKTOP ENCY INTERNE NONAKA I, 1994, ORGAN SCI, V5, P14 PASCALE RT, 1984, CALIF MANAGE REV, V26, P47 PLYMALE J, 1999, PRINTED CIRCUIT DESI, V16, P24 PORTER ME, 1990, COMPETITIVE ADVANTAG PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 QUINN JB, 1985, HARVARD BUS REV, V63, P78 RICHIR S, 2001, INT J TECHNOL MANAGE, V21, P420 ROBERTS EB, 1988, RES TECHNOL MANAGE, V31, P11 SAWHNEY M, 2000, CALIF MANAGE REV, V42, P24 SCHOONHOVEN CB, 1990, ADMIN SCI QUART, V35, P177 SCOTT WR, 1992, ORGANIZATIONS RATION SIMON H, 1991, ORGAN SCI, V2, P125 SPENDER JC, 1995, HUM RELAT, V48, P35 STARBUCK WH, 1992, J MANAGE STUD, V29, P713 STUDT T, 1999, R&D MAG, V41, P28 SWEENEY T, 1999, INTERNETWEEK, V78, P69 VANDENENDE J, 2001, INT STUD MANAGE ORG, V31, P30 VONHIPPEL E, 1988, SOURCES INNOVATION WALSH JP, 1991, ACAD MANAGE REV, V16, P57 WARNER M, 1999, J GEN MANAGE, V24, P71 WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD 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 DEC PY 2003 VL 23 IS 12 BP 905 EP 915 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 742QX UT ISI:000186530500001 ER PT J AU Crute, V Ward, Y Brown, S Graves, A TI Implementing Lean in aerospace - challenging the assumptions and understanding the challenges SO TECHNOVATION LA English DT Article DE Lean; aerospace; manufacturing strategy AB Lean manufacturing appears to hold considerable promise for addressing a range of simultaneous, competitive demands including high levels of process and product quality, low cost and reductions in lead times. These requirements have been recognised within the aerospace sector and efforts are now well established to implement Lean practices. Lean manufacturing was initiated within the automotive sector. However, since the publication of the influential book, The Machine That Changed the World (Womack et al., 1990) there has been a range of documented cases of Lean implementation in a variety of sectors. Despite this evidence, the perception remains that Lean manufacturing is to some degree, an automotive idea' and difficult to transfer to other sectors especially when there are major differences between them. In this paper we discuss the key drivers for Lean in aerospace and examine the assumption that cross-sector transfer may be difficult. A Lean implementation case comparison examines how difficulties that arise may have more to do with individual plant context and management than with sector specific factors. (C) 2003 Elsevier Ltd. All rights reserved. C1 Univ Bath, Ctr Technol & Innovat, Sch Management Grp CENTAIM, Bath BA2 7AY, Avon, England. RP Brown, S, Univ Bath, Ctr Technol & Innovat, Sch Management Grp CENTAIM, Claverton Down, Bath BA2 7AY, Avon, England. CR 1992, AVIATION WEEK SPACE, P15 1997, FINANCIAL TIMES 0919, P22 1999, AVIATION WEEK SPACE, S1 1999, BUSINESS WEEK 0125 1999, INTERAVIA 1999 RACE, P15 2000, AVIATION WEEK SPACE, P54 2000, MANUFACTURING N 0410, P3 *FLIGHT INT, 1998, LEAN FORW, P27 BROWN S, 1996, STRATEGIC MANUFACTUR BROWN S, 2000, MANUFACTURING FUTURE CLARK KB, 1991, PRODUCT DEV PERFORMA COOK M, 1999, INTERAVIA BUSINESS T, V54, P15 COSENTINO C, 1999, STRATEGIC ISSUES EUR CRUTE V, 2001, INT J AEROSPACE MANA, V1, P167 DANKBAAR B, 1997, HUM RELAT, V50, P567 DEAL T, 1982, CORPORATE CULTURES DELBRIDGE R, 1998, LIFE LINE CONT MANUF HART H, 1993, EUROPEAN I ADV STUDI HAYES R, 1984, RESTORING OUR COMPET HENDERSON BA, 1999, LEAN TRANSFORMATION HILL T, 1995, MANUFACTURING STRATE HOLWEG M, 2001, SLOAN MANAGEMENT FAL, P74 JAMESMOORE SM, 1997, INT J OPER PROD MAN, V17, P899 JENSON R, 1996, MANAGEMENT ACCOUNTIN JINA J, 1997, LOGISTICS INFORMATIO, V10, P5 KARLSSON C, 1996, INT J OPER PROD MAN, V16, P24 KENNY M, 1993, MASS PRODUCTION KERIN J, 1992, METHODS BUSINESS RES KIDD P, 1994, AGILE MANUFACTURING KOCHAN TA, 1997, LEAN PRODUCTION EVOL KOENIGSAECKER G, 1998, BECOMING LEAN INSIDE, P457 KOTTER J, 1995, HARVARD BUS REV, V57, P59 KRAFCIK JF, 1988, SLOAN MANAGE REV, V30, P41 LEVY DL, 1997, SLOAN MANAGE REV, V38, P94 OLIVER N, 1996, INT J OPER PROD MAN, V16, P85 PINE BJ, 1993, HARVARD BUSINESS SEP, P108 PINE BJ, 1993, MASS CUSTOMISTATION PIORE M, 1984, 2 IN D DIVIDE POSSIB ROTHER M, 1998, BECOMING LEAN INSIDE SASAKI T, 1991, LONG RANGE PLANN, V24, P15 SAUNDERS M, 1997, RES METHODS BUSINESS SENGE P, 1999, DANCE CHANGE CHALLEN WARD Y, 2001, INT J AEROSPACE MANA, V1, P85 WOMACK J, 1990, MACHINE THAT CHANGED WOMACK J, 1996, LEAN THINKING 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 DEC PY 2003 VL 23 IS 12 BP 917 EP 928 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 742QX UT ISI:000186530500002 ER PT J AU Sharma, B TI R&D strategy and Australian manufacturing industry: an empirical investigation of emphasis and effectivness SO TECHNOVATION LA English DT Article DE R&D strategy; Australian manufacturing industry; contextual factors ID DISTINCTIVE COMPETENCE; FUNCTIONAL IMPORTANCE; GRAND STRATEGY; PERFORMANCE; TECHNOLOGY; FIRMS AB This research investigates the degree of emphasis placed by the Australian manufacturing industry on Research and Development (R&D) strategy as well as on other organisational strategies such as marketing, HRs (HR), technology, and operations at the functional level. The research extends further to investigate whether the emphasis on R&D strategy differs with contextual factors such as firm size, firm's generic strategy, type of market, firm's life cycle stage, etc. A mail survey was carried out to collect information from manufacturing firms across Australia. This was followed by an on-site interview of some of the senior managers of manufacturing firms from three Australian states: South Australia, Victoria and New South Wales. The study found that although the emphasis on R&D strategy has received a high priority in the past few years, it has not been as effective as the operations strategy and the technology strategy. The operations strategy has been accorded the highest importance in the past few years and this will continue in the future. The study also indicated that firms, which adopt a differentiation generic strategy, put more emphasis on R&D than the firms, which adopt cost leadership and focus generic strategies. The results did not indicate any evidence of a relationship between firm size and the R&D strategy although large firms are found to put more emphasis on operations and marketing strategies. Relatively higher emphasis was placed on the R&D strategy by businesses: at the growth stage; involved in the manufacture of consumer goods as opposed to industrial goods; involved in exports with a higher sales growth in export markets; and having a higher growth rate relative to their industry. (C) 2002 Elsevier Ltd. All rights reserved. C1 Univ Sunshine Coast, Fac Business, Maroochydore, Qld 4558, Australia. RP Sharma, B, Univ Sunshine Coast, Fac Business, Maroochydore, Qld 4558, Australia. CR *AMC, 1994, WEALTH IDEAS HOW LIN *BIE, 1990, 8 BIE AGPS *OECD, 1986, REV NATL SCI TECHNOL AGUILAR FJ, 1967, SCANNING ENV ANDERSON CR, 1984, ACAD MANAGE J, V2, P5 CHATURVEDI KJ, 2000, INT J TECHNOL MANAGE, V19, P788 DWYER L, 1993, AUSTR J MANAGEMENT, V18, P159 FOX HW, 1973, ATLANTA EC REV NOV, P8 GALBRAITH C, 1983, STRATEGIC MANAGE J, V4, P153 GILBERT X, 1988, STRATEGY PROCESS, P70 GOPINATH C, 1995, J MANAGE STUD, V32, P575 HAMBRICK DC, 1983, ACAD MANAGE J, V26, P5 HAMBRICK DC, 1984, ACAD MANAGE REV, V9, P193 HITT MA, 1982, ACAD MANAGE J, V25, P265 HITT MA, 1982, STRATEGIC MANAGE J, V3, P315 HITT MA, 1985, HUM RELAT, V38, P793 HITT MA, 1985, STRATEGIC MANAGE J, V6, P273 HREBINIAK LG, 1990, CHIEF EXECUTIVE, V57, P74 HUME C, 2000, CHEM WEEK, V162, P16 ITO K, 1993, STRATEGIC MANAGEMENT, V14, P61 KOCH MJ, 1996, STRATEGIC MANAGE J, V17, P335 KOTHA S, 1995, STRATEGIC MANAGE J, V16, P497 LEWIS G, 1993, AUSTR STRATEGIC MANA MCDOUGALL PP, 1994, STRATEGIC MANAGE J, V15, P537 MIA L, 1996, RES SEM HELD SCH ACC MILES RE, 1978, ORGANISATIONAL STRAT MITCHELL GR, 2000, RES TECHNOL MANAGE, V43, P31 POHL HH, 1973, BUS HORIZONS, V16, P15 PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1990, COMPETITIVE ADV NATI ROCKART JF, 1979, HARVARD BUS REV, V57, P81 SHARMA B, 2000, ISSUES MARKETING MAN SNOW CC, 1980, ADM SCI Q, V25, P317 STEINER G, 1969, STRATEGIC FACTORS BU TARDIF C, 1997, INTERAVIA, V52, P28 WOLFF MF, 2000, RES TECHNOL MANAGE, V43, P4 WOODWARD J, 1965, IND ORG THEORY PRACT 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 DEC PY 2003 VL 23 IS 12 BP 929 EP 937 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 742QX UT ISI:000186530500003 ER PT J AU Nambisan, S Wilemon, D TI A global study of graduate management of technology programs SO TECHNOVATION LA English DT Article DE management of technology; technology management education; global technology management education trends AB In the last decade, the field of technology management has attracted considerable attention from practitioners and scholars. The rapid emergence of powerful and innovative technologies in manufacturing, computing, telecommunications and the life sciences, such as biotechnology are making the strategic management of technology, a critical task in virtually all organizations. Reflecting this trend, several universities offer graduate programs in the management of technology (MOT). These programs have originated from various academic schools and disciplines (business, engineering, public policy) creating considerable diversity of focus, themes emphasized, courses, and student backgrounds. The rise of these programs, in part, reflects the growing need for managers and technologists who are able to understand, contribute to, and manage a wide variety of technology-based programs and organizations. This paper presents the results of a global study of graduate MOT programs. Over fifty (50) universities participated in the research reported in this paper. Findings related to research trends, curriculum developments, staffing, program implementation, and program emphases are examined. Several recommendations are advanced for universities considering initiating or further developing their MOT program. In addition, observations about the future direction of the field are made. (C) 2003 Elsevier Ltd. All rights reserved. C1 Syracuse Univ, Sch Management, Innovat Management Program, Syracuse, NY 13244 USA. Rensselaer Polytech Inst, Lally Sch Management, Troy, NY 12180 USA. RP Wilemon, D, Syracuse Univ, Sch Management, Innovat Management Program, Syracuse, NY 13244 USA. CR 2000, WAHT ITS GOING TAKE BADAWY MK, 1998, CALIFORNIA MANAG SUM, V40 FELDBAUM C, 2001, BIOT KELL C APR 2001 HAUCK AJ, 1999, INT J TECHNOL MANAGE, V17, P830 JENSEN DG, 2001, BIOT MAN SEARCH MAN KOCAOGLU DF, 1994, IEEE T ENG MANAGEMEN MALLICK DN, 2000, J ENG TECHNOLOGY MAN, V17 MIGNOGNA RP, 2002, HIST PERSPECTIVE MAN NAMBISAN S, 2002, INT J TECHNOLOGY MAN REISMAN A, 1994, IEEE T ENG MANAG NOV SANTO B, 2001, ENG ED BROADENS SCOP WEIMER WA, 1991, ED TECHNOLOGY MANAGE ZEHNER WB, 2000, TECHNOL ANAL STRATEG, V12, P283 NR 13 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 DEC PY 2003 VL 23 IS 12 BP 949 EP 962 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 742QX UT ISI:000186530500005 ER PT J AU Yousafzai, SY Pallister, JG Foxall, GR TI A proposed model of e-trust for electronic banking SO TECHNOVATION LA English DT Article DE electronic banking; trust; perceived risk ID INTERPERSONAL-TRUST; INFORMATION PRIVACY; CONSUMER TRUST; E-COMMERCE; INTERNET; ONLINE; TECHNOLOGY; TRUSTWORTHINESS; COMMITMENT; SECURITY AB With the phenomenal growth of B2C e-commerce, most industries including banking and financial services,sector have been influenced, in. one way or another. Several studies, suggest that customers have not adopted B2C e-commerce in the same degree primarily because of risk concerns and trust-related issues. This paper extends an area of information systems research into a marketing of financial services context by looking into the element of trust and risk in e-banking. A conceptual model of trust in e-banking is proposed with two main antecedents that influence customer's trust: perceived security and perceived privacy. The antecedent variables are moderated by the perceived trustworthiness attributes of the bank, which includes benevolence, integrity and competence. Trust is being defined as a function of the degree of risk involved in the e-banking transaction, and the outcome of trust is proposed to be reduced perceived risk, leading to positive intentions towards adoption of e-banking. (C) 2003 Elsevier Ltd. All rights reserved. C1 Cardiff Univ, Cardiff Business Sch, Cardiff CF10 3EU, S Glam, Wales. RP Foxall, GR, Cardiff Univ, Cardiff Business Sch, Aberconway Bldg,Colum Dr, Cardiff CF10 3EU, S Glam, Wales. CR 1999, IRISH TIMES *CHESK RES STUD AR, 1999, ECOMM TRUST STUD *EMARK, 2000, CHECK CYB *HARR INT, 2001, CONS PRIV ATT BEH SU *US PUBL INT RES G, 2000, PUBL COMM BARR EL CO ADAM N, 1999, ELECT COMMERCE TECHN ALADWANI AM, 2001, INT J INFORM MANAGE, V21, P213 ANDERSON E, 1989, MARKET SCI, V8, P310 BA SL, 2001, DECIS SUPPORT SYST, V31, P323 BA SL, 2002, MIS QUART, V26, P243 BAUER R, 1967, RISK TAKING INFORMAT BELANGER F, 2002, J STRATEGIC INF SYST, V11, P245 BENASSI P, 1999, COMMUN ACM, V42, P56 BESTAVROS A, 2000, BANK SYSTEMS TECHNOL, V37, P54 BHIMANI A, 1996, COMMUN ACM, V39, P29 BOSS RW, 1978, GROUP ORGAN STUD, V3, P331 BOYLE R, 1970, SOCIOMETRY, V33, P123 BUTLER JK, 1991, J MANAGE, V17, P643 CLAY K, 2000, P 93 ANN C TAX NAT T COOK J, 1980, J OCCUP PSYCHOL, V53, P39 CRANOR LF, 1999, CONCERN UNDERSTANDIN CULNAN MJ, 1999, ORGAN SCI, V10, P104 DAS TK, 1998, ACAD MANAGE REV, V23, P491 DASGUPTA P, 1988, TRUST DAYAL S, 1999, MARK MANAG, V8, P64 DEUTSCH M, 1960, HUM RELAT, V13, P123 DONEY PM, 1997, J MARKETING, V61, P35 DWYER RF, 1997, J MARKETING RES, V24, P347 FODDY WH, 1981, J THEOR SOC BEHAV, V10, P1 FURNELL SM, 1999, INTERNET RES, V9, P372 GEFEN D, 2000, J ASS INFORMATION SY, V1, P1 GEFEN D, 2000, OMEGA-INT J MANAGE S, V28, P725 GEFEN D, 2002, J ASS INFORMATION SY, P27 GIFFIN K, 1967, PSYCHOL BULL, V68, P104 GOOD D, 1988, TRUST GOODALL TA, 1991, HEALTH PSYCHOL, V10, P1 GRANOVETTER M, 1985, AM J SOCIOL, V91, P3 GRAZIOLI S, 2000, IEEE T SYST MAN CY A, V30, P395 GUNASEKARAN A, 1999, INT J INFORM MANAGE, V19, P105 HAWES JM, 1989, J PERSONAL SELLING S, V9, P1 HIRSHLEIFER J, 1979, J ECON LIT, V17, P1374 HOFFMAN DL, 1999, COMMUN ACM, V42, P80 HOFFMAN MS, 1997, J GYNECOL SURG, V13, P1 HOSMER LT, 1995, ACAD MANAGE REV, V20, P379 JARVENPAA SL, 2000, INFORMATION TECHNOLO, V1, P45 JOHNSONGEORGE C, 1982, J PERS SOC PSYCHOL, V43, P1306 JONES S, 2000, COMMUN ACM, V43, P81 KALAKOTA R, 1997, ELECT COMMERCE MANAG KEE HW, 1970, J CONFLICT RESOLUT, V14, P336 KINI A, 1998, P ANN HICSS, P51 KOLLER M, 1988, BASIC APPL SOC PSYCH, V9, P265 LARZELERE R, 1980, J MARRIAGE FAMILIY, V40, P595 LEE J, 1992, ERGONOMICS, V35, P1243 LEE K, 2001, MRS INTERNET J N S R, V6 LEWICKI RJ, 1995, CONFLICT COOPERATION LIEBERMAN JK, 1981, LITIGIOUS SOC LUCAS HC, 1999, DECISION SCI, V30, P291 LUHMANN N, 1988, TRUST MARCELLA AJ, 1999, ESTABLISHING TRUST V MARCH JG, 1987, MANAGE SCI, V33, P1404 MARGULIS ST, 1977, J SOC ISSUES, V33, P5 MAYER RC, 1995, ACAD MANAGE REV, V20, P709 MCKNIGHT DH, 1998, ACAD MANAGE REV, V23, P472 MCKNIGHT DH, 2001, INT J ELECTRON COMM, V6, P35 MCKNIGHT DH, 2002, J STRATEGIC INF SYST, V11, P297 MEUTER ML, 2000, J MARKETING, V64, P50 MOORMAN C, 1993, J MARKETING, V57, P81 MORGAN RM, 1994, J MARKETING, V58, P20 MUKHERJEE A, 2003, INT J BANK MARKETING, V21, P5 PALMER JW, 2000, J COMPUTER MED COMMU, V5 RIDINGS CM, 2002, J STRATEGIC INF SYST, V11, P271 RIKER WH, 1974, PERSPECTIVES SOCIAL RING SM, 1992, STRATEGIC MANAGEMENT, V13, P463 ROGERS E, 1995, DIFFUSION INNOVATION ROTTER JB, 1967, J PERS, V35, P651 ROUSSEAU DM, 1998, ACAD MANAGE REV, V23, P393 SANDERS M, 2000, GLOBAL ECOMMERCE APP SCHURR PH, 1985, J CONSUM RES, V11, P939 SCHWARTZ PM, 2000, WISC LAW REV, P743 SIMITIS S, 1987, U PENN LAW REV, V135, P707 SMITH HJ, 1996, MIS QUART, V20, P167 SMITH M, 2000, UNDERSTANDING DIGITA STONE EF, 1990, RES PERSONNEL HUMAN, V8, P349 STRICKLAND LH, 1958, J PERS, V26, P200 TAPSCOTT D, 2000, DIGITAL CAPITAL HARN URBAN GL, 2000, SLOAN MANAGE REV, V42, P39 VANDENPOEL D, 1999, J BUS RES, V45, P249 WANG HQ, 1998, COMMUN ACM, V41, P63 WARRINGTON TB, 2000, COMPETITIVENESS REV, V10, P160 WEIBER R, 1995, ZFBF, V47, P43 WILLIAMSON OE, 1985, EC I CAPITALISM ZUCKER LG, 1986, RES ORGAN BEHAV, V8, P53 NR 92 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 2003 VL 23 IS 11 BP 847 EP 860 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 731BK UT ISI:000185864500001 ER PT J AU Chen, J Qu, WG TI A new technological learning in China SO TECHNOVATION LA English DT Article DE technological learning; new technological learning; developing countries ID STRATEGIC MANAGEMENT; PERFORMANCE; FIRM AB Technological learning plays a crucial role in the industrialization of developing countries, especially with the advent of globalization. The traditional 'staged' model (acquisition, assimilation, and improvement), which led to success in several developing countries during 60s and 70s, may no longer be feasible for countries whose technological learning is emerging. China, for instance, is experiencing a new form of technological learning. It integrates operational, tactical, and strategic learning, which corresponds to acquisition, assimilation, and improvement, respectively, and makes certain Chinese firms more likely to survive and grow in this turbulent time. Using information technology as a facilitator, the new technological learning has multiple objects, multiple sources, multiple subjects, and multiple methods. We develop a framework for the new technological learning and illustrate it by using a case. (C) 2002 Published by Elsevier Ltd. C1 Zhejiang Univ, Coll Management, Hangzhou 310027, Peoples R China. McGill Univ, Fac Management, Montreal, PQ H3A 1G5, Canada. RP Chen, J, Zhejiang Univ, Coll Management, Hangzhou 310027, Peoples R China. CR CAMP R, 1989, BENCHMARKING SEARCH CARAYANNIS EG, 1998, TECHNOVATION, V18, P697 CARAYANNIS EG, 1999, TECHNOVATION, V19, P141 CHEN J, 1994, SCI RES MANAGEMENT, V15, P32 CHIESA V, 1996, J PROD INNOVAT MANAG, V13, P105 DAVENI R, 1994, HYPERCOMPETITION MAN EDVINSSON L, 1997, INTELLECTUAL CAPITAL GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109 HANSEN MT, 1999, HARVARD BUSINESS MAR, P106 HITT MA, 2000, J ENG TECHNOL MANAGE, V17, P231 HUBER GP, 1991, ORGAN SCI, V2, P88 KIM L, 1997, IMITATION INNOVATION KIM L, 2000, C TECHN DEV E AS BAL KUWADA K, 1998, ORGAN SCI, V9, P719 LEE JJ, 1988, R&D MANAGE, V18, P235 LEI D, 1996, J MANAGE, V22, P549 NONAKA I, 1994, ORGAN SCI, V5, P1 SIMON H, 1991, ORGAN SCI, V2, P125 TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 VOGEL E, 1991, 4 LITTLE DRAGONS SPR VONHIPPEL E, 1988, SOURCES INNOVATION VONHIPPEL E, 1995, RES POLICY, V24, P1 ZAHRA SA, 2000, ACAD MANAGE J, V43, P925 ZHANG G, 1998, SCI RES MANAGEMENT, V19, P27 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 NOV PY 2003 VL 23 IS 11 BP 861 EP 867 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 731BK UT ISI:000185864500002 ER PT J AU Lethbridge, D TI Innovation in technology versus innovation in financing: two case studies SO TECHNOVATION LA English DT Article DE innovation; technology; financing; steel; magnesium ID MAGNESIUM AB This paper examines two major metal projects in 2001. Both projects aimed to mine ore, treat it, and then smelt the metal. Both estimated the costs of their metal production to be at, or near, the bottom of the international cost curve. Both projects had contracts for the sale of a significant proportion of their future production. Both were located in Australia. One project received funding, while the other was initially unable to raise the required finance. One project was based on known technology. It used some innovative financing approaches, with the result that it had no need to raise equity finance from the public. The other project employed innovative new technology and advanced engineering. It attempted to fund the project in a conventional way, with 70% bank finance, and 30% equity to be raised from the public and the institutions. The first case study describes a new steel mill complex with extensive associated infrastructure, representing a total capital investment of about A$5 billion (with two Australian dollars equal to one US dollar in mid 2001). The second case study examines a large new magnesium metal production facility, requiring A$1.7 billion in finance. The steel industry was depressed worldwide in late 2001. The prospects for magnesium, on the other hand, appeared to be bright. Yet it was the steel project that achieved early funding, while the "new economy" magnesium project had to deal with an initial equity-raising set back. Later an innovative financing approach was used, and the magnesium project finally received the required finance. The article concludes by examining why these outcomes occurred. (C) 2002 Published by Elsevier Ltd. C1 Deakin Univ, Bowman Sch Management & Mkt, Fac Business & Law, Waurn Ponds, Vic 3217, Australia. RP Lethbridge, D, Deakin Univ, Bowman Sch Management & Mkt, Fac Business & Law, Geelong Campus, Waurn Ponds, Vic 3217, Australia. CR 2001, ECONOMIST, V361, P64 *AMC PROSP, 2001, PROSP MAGN 21 CENT M *AMC, 2001, MAGN 21 CENT MET PRO *AMG, 2001, AM PROC MAGN MAGN *AUST, 2001, AUST TOG WE ACH EXTR *COUNS, 2001, MOTHB LIK HBI PLANT *COUNS, 2001, STEEL REC PUSH BACK *HG, 1996, B HG, P44 BEATTIE P, 2001, QUEENSLAND GOVT COMM BINNS V, 2001, AUSTR MAGNESIUM CORP BROWN S, 2001, AM POETRY REV, V30, P8 BURSTOW C, 2001, MAGNESIUM CHALLENGES EDNIE H, 2000, CIM BULL, V93, P12 FROES FH, 1998, JOM-J MIN MET MAT S, V50, P30 GARRAN J, 2001, MAGNESIUM 0618 HOWARTH, 2001, AUSTR FINANCIAL REV, P16 JEMISON S, 2001, AMC SHARE OFFER WITH KING, 2001, ANAL IRON STEEL PROJ LAUCHLAN P, 2001, METAL B 0809 MAIN A, 2001, AUSTR FIN REV WEEKEN, P28 MCCRANN T, 2001, HERALD SUN 1018, P27 MINCHIN N, 2001, MINCHIN ANNOUNCES GO NOLAN C, 2000, QUEENSLAND METALS CO WILLIAMS K, 1998, QUEENSLAND METALS CO WILLIAMS R, 2001, COMMUNICATION 0910 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 2003 VL 23 IS 11 BP 869 EP 878 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 731BK UT ISI:000185864500003 ER PT J AU Watanabe, C Asgari, B Nagamatsu, A TI Virtuous cycle between R&D, functionality development and assimilation capacity for competitive strategy in Japan's high-technology industry SO TECHNOVATION LA English DT Article DE functionality development; versatality; competitive strategy; self-propagating structure; Japan's high-technology industry ID SPILLOVERS AB Under an unexpected long-lasting economic stagnation, R&D activities in Japan's leading industries have been stagnating leading to destruction of Japan's ambitious virtuous cycle between technology and economic growth. Considering that Japan is undergoing a paradigm shift from an industrial society to an information society that emerged in the 1990s, structural sources of such economic stagnation can be attributed to qualitative heterogeneous nature of such paradigm shift. Provided that new functionality development, the globalization of the economy and consequent global technology spillovers increase as an information society emerges, R&D activities, functionality development and assimilation capacity for effective utilization of spillover technology construct a subtle dynamic structure essential for the firms' competitive strategy and decision-making policy. This article, in order to reconstruct competitive strategy for Japan's high-technology industry by shifting a vicious cycle to a virtuous cycle between R&D, functionality development and assimilation capacity, analyzes the dynamism regarding the impacts of functionality development on assimilated spillover technology leading to gross technology stock with significant contribution of sales and R&D intensity. (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. CR BERNSTEIN JI, 1998, J IND ECON, V37, P3125 COHEN WM, 1989, ECON J, V99, P569 GEROSKI PA, 2000, RES POLICY, V29, P603 GRIFFYBROWN C, 1998, UN INT WORKSH TECHN GRILICHES Z, 1979, BELL J ECON, V10, P92 GRILICHES Z, 1984, R D PATENT PRODUCTIV JAFFE AB, 1986, AM ECON REV, V76, P984 JAQUEMIN P, 1979, J IND EC, V27 KODAMA F, 2000, POM FACING NEW MILLE MEYER PS, 1999, TECHNOL FORECAST SOC, V61, P209 SUZUKI K, 1993, INT J IND ORGAN, V11, P573 TAKAYAMA M, IN PRESS TECHNOVATIO TAKAYAMA M, 2002, IN PRESS TECHNOVATIO WATANABE C, 1995, TECHNOL FORECAST SOC, V49, P127 WATANABE C, 1999, RES POLICY, V28, P719 WATANABE C, 2001, TECHNOVATION, V21, P281 WATANABE C, 2002, IN PRESS TECHNOVATIO NR 17 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 2003 VL 23 IS 11 BP 879 EP 900 PG 22 SC Engineering, Industrial; Operations Research & Management Science GA 731BK UT ISI:000185864500004 ER PT J AU Tomes, A TI UK government science policy: the 'enterprise deficit' fallacy SO TECHNOVATION LA English DT Article DE UK government science policy; technological entrepreneurship; enterprise ID INNOVATION; ENTREPRENEURSHIP AB The UK government has recognised that getting science converted into products is a problem. They have identified the problem as an enterprise deficit. Whilst this paper does not argue with this diagnosis, it questions the impact of existing and proposed government policies to address the problem. The fundamental reasons for this low conversion rate are explored through an analysis of the characteristics of scientists, what motivates them, how they are trained, the environment in which they work, the way in which scientific research is funded and the university reward system. The paper concludes that we will never turn the majority of our public scientists into entrepreneurs and disputes the premise that we should want to. (C) 2003 Elsevier Science Ltd. All rights reserved. C1 Sheffield Hallam Univ, Design & Innovat Res Unit, Sheffield S11 8UZ, S Yorkshire, England. RP Tomes, A, Sheffield Hallam Univ, Design & Innovat Res Unit, Psalter Lane Campus, Sheffield S11 8UZ, S Yorkshire, England. CR *CVCP, 1999, TECHN TRANSF US EXP *DEP TRAD IND, 2000, EXC OPP SCI INN POL *DEP TRAD IND, 2001, IMPL PLAN SCI INN WH *HOUS LORDS SEL CO, 1997, INN EXPL BARR ARMSTRONG P, 2000, PROMETHEUS, V18, P133 BROWN W, 1985, TECHNOVATION, V3, P19 COTGROVE S, 1970, SCI IND SOC STUDIES, P52 ETZCOVITZ H, 1989, SOC PROBL, V36, P14 ETZCOVITZ H, 1998, CAPITALIZING KNOWLED, P21 FARRAR S, 2002, TIMED HIGHER ED S, V2, P31 GIBBONS M, 1994, NEW PRODUCTION KNOWL HARTSHORN C, 1999, EUR PME C INT ENTR D JONESEVANS D, 1998, 1042 EC KARLE J, 1994, INTERDISCIPL SCI REV, V19, P35 KARLE J, 1994, INTERDISCIPLINARY SC, V19, P78 LIPPARINI A, 1994, J BUS VENTURING, V9, P125 MCMILLAN GS, 2000, RES POLICY, V29, P1 NDONZUAU FN, 2002, TECHNOVATION, V22, P281 SELDON R, 1991, ENTERPRISE CULTURE, P58 STOREY D, 1994, UNDERSTANDING SMALL TANNENBAUM JA, 1994, WALL STREET J E EDIT, V223, B1 TOMES A, 2000, INT J NEW PRODUCT DE, V2, P249 TOMES A, 2000, TECHNOVATION, V20, P115 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 OCT PY 2003 VL 23 IS 10 BP 785 EP 792 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 722CD UT ISI:000185357000001 ER PT J AU Kumar, V Maheshwari, B Kumar, U TI An investigation of critical management issues in ERP implementation: emperical evidence from Canadian organizations SO TECHNOVATION LA English DT Article DE ERP implementation; process theory approach; technology innovation ID ADVANCED MANUFACTURING TECHNOLOGIES; INFORMATION TECHNOLOGY; ADVANTAGE; ADOPTION AB The study investigates critical management issues in Enterprise Resource Planning (ERP) implementation projects such as selection of ERP vendor, project manager, and implementation partners; constitution of project team; project planning, training, infrastructure development, on-going project management; quality assurance and stabilization of ERP. The innovation process study approach is taken and data is collected from 20 organizations using a questionnaire and structured interviews. Although each adopting organization has a distinct set of objectives for its systems project, we found many similarities in motivations, concerns, and strategies across organizations. This study identifies many critical concerns in ERP project management. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Carleton Univ, Eric Sprott Sch Business, Ottawa, ON K1S 5B6, Canada. RP Kumar, V, Carleton Univ, Eric Sprott Sch Business, Ottawa, ON K1S 5B6, Canada. CR *AMR RES, 1999, ENT RES PLANN SOFTW ALSENE E, 1999, IEEE T ENG MANAGE, V46, P26 BENJAMIN RI, 1993, SLOAN MANAGE REV, V34, P23 BINGI P, 1999, INFORM SYST MANAGE, V16, P7 CLEMONS EK, 1991, MIS QUART, V15, P275 COOPER RB, 1990, MANAGE SCI, V36, P123 DAFT RL, 1978, ACAD MANAGE J, V21, P123 DAHLEN C, 1999, ANAL CURRENT FUTURE DAVENPORT TH, 1998, HARVARD BUSINESS JUL, P121 DAVENPORT TH, 2000, MISSION CRITICAL REA DEAN JW, 1986, DECISION PROCESSES A GLASS RL, 1998, DATA BASE ADV INF SY, V29, P14 HAMMER M, 1999, HARVARD BUSINESS NOV, P108 HENDERSON JC, 1992, TRANSFORMING ORG JOSHI K, 1999, IEEE T ENG MANAGE, V46, P407 KELLER EL, 1999, LESSONS LEARNED MANU KOCH C, 1999, ABCS ERP KUMAR K, 2000, COMMUN ACM, V43, P23 KUMAR V, 1996, INT J PROD RES, V34, P947 LASSILA KS, 1999, J MANAGE INFORM SYST, V16, P63 MARKUS ML, 2000, FRAMING DOMAINS IT M MARKUS ML, 2000, J INFORM TECHNOL, V15, P245 MOHR LB, 1982, EXPLAINING ORG BEHAV NOORI H, 1992, P 3 INT C MAN TECHN POWELL TC, 1997, STRATEGIC MANAGE J, V18, P375 RADDING A, 1999, INFORMATION WEEK, V728, P1 ROGERS EM, 1983, DIFFUSION INNOVATION RUSSELL RS, 1995, PRODUCTION OPERATION SIEGEL DS, 1997, IEEE T ENG MANAGE, V44, P288 SOH C, 1995, P 16 INT C INF SYST TREPPER C, 1999, ERP PROJECT MANAGEME TUSHMAN ML, 1986, CALIFORNIA MANAGEMEN, V29, P1 WATSON EE, 1999, COMMUNICATIONS 0201 WHEATLEY M, 2000, ERP TRAINING STINKS WILDER C, 1998, INFORMATIONWEEK, V711, P41 NR 35 TC 6 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 2003 VL 23 IS 10 BP 793 EP 807 PG 15 SC Engineering, Industrial; Operations Research & Management Science GA 722CD UT ISI:000185357000002 ER PT J AU Jiao, JX Ma, QH Tseng, MM TI Towards high value-added products and services: mass customization and beyond SO TECHNOVATION LA English DT Article DE mass customization; product family; service delivery systems ID STRATEGY; FAMILY AB Mass customization enhances profitability through a synergy of increasing customer-perceived value and reducing the costs of production and logistics. It inherently makes high value-added products and services possible through premium profits derived from customized products. This strength is particularly attractive to OEM-based industries. This paper discusses the opportunities and challenges of mass customization for manufacturing industries and service providers. Also outlined is a technological road map for implementing mass customization based on building block identification, product platform development, and product life-cycle integration. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Nanyang Technol Univ, Sch Mech & Prod Engn, Singapore 639798, Singapore. Northeastern Univ, Dept Management & Ind Engn, Shenyang, Peoples R China. Hong Kong Univ Sci & Technol, Dept Ind Engn & Engn Management, Kowloon, Hong Kong, Peoples R China. RP Jiao, JX, Nanyang Technol Univ, Sch Mech & Prod Engn, Nanyang Ave, Singapore 639798, Singapore. 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Another important contribution of entrepreneurship 'hi-tech' firms is their catalyzing role to knowledge creation and transfer in innovation networks. This paper addresses two exploratory research questions: how active in network development and technology transfer are university spin-offs during their early years to overcome initial disadvantages? Is there any relationship between early networks development and knowledge creation and technology transfer in university spin-offs? Using data from companies spun off from a Spanish university in the period 1990-2000, the empirical results suggest that technology transfer and networking at university spin-offs decreased after their early years but at the same time the relationships with customers increased. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Ctr Politecn Super, Dept Econ & Direcc Empresas, Zaragoza 50018, Spain. RP Sanchez, AM, Ctr Politecn Super, Dept Econ & Direcc Empresas, Maria Luna 3, Zaragoza 50018, Spain. 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Stimulated by such efforts, fine ceramics have exhibited rapid development and diffusion through substitution in a broad range of functional and structural materials fields, including the electronics, optical, mechanical, chemical and biomedical fields. However, although gross production of fine ceramics steadily increased from 1 trillion yen (7.8 US$) in 1988 to 1.5 trillion yen (15.6 billion US$) in 1995, the orbits of innovation for functional and structural materials demonstrate a clear contrast. Applications for fine ceramics as functional materials have shown remarkable development while applications for fine ceramics as structural materials have shown little or no sign of advancement. This contrast can be attributed to differences in the functionality of the two types of materials. Thus, functionality development for fine ceramics used as structural materials has become crucial in terms of survival strategy. This paper, by means of an empirical analysis of the development and diffusion orbit of innovation for fine ceramics in major use in Japan over the last two decades, attempts to identify factors contributing to the above contrast in functional and structural materials development. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, Tokyo 1528552, Japan. NGK Insulators Ltd, Corp R&D Ctr, Nagoya, Aichi 4678530, Japan. RP Watanabe, C, Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, 2-12-1 Ookayama, Tokyo 1528552, Japan. CR *ESRI, 2001, CONS CONF SURV *JFCA, 1998, REP RES SURV REG PRE *JFCA, 2000, REP RES SURV REG STR *MITI, 1984, REP COMM FUND PROBL *MITI, 1990, FIN CER VIS *MITI, 1998, REP COMM R D VIS FIN LIANG YH, 2001, TECHNOVATION, V21, P61 MEYER PS, 1999, TECHNOL FORECAST SOC, V61, P209 WARREN MP, 2000, INT J PROD ECON, V65, P85 WATANABE C, 1991, INDUCING POWER JAPAN WATANABE C, 1999, RES POLICY, V28, P719 WATANABE C, 2001, IN PRESS TECHNOVATIO WATANABE C, 2001, NUMERICAL ANAL TECHN WATTS RJ, 1997, TECHNOL FORECAST SOC, V56, P25 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 OCT PY 2003 VL 23 IS 10 BP 833 EP 842 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 722CD UT ISI:000185357000005 ER PT J AU Hipkin, I Bennett, D TI Managerial perceptions of factors influencing technology management in South Africa SO TECHNOVATION LA English DT Article DE technology; technology transfer; developing countries; South Africa; management ID TOTAL QUALITY MANAGEMENT; KNOWLEDGE-BASED SYSTEMS; IMPLEMENTATION; PARTICIPATION; EXPERIENCES; INFORMATION; INNOVATION; STRATEGIES; AUSTRALIA; INDUSTRY AB A challenge for developing countries is to become part of the global economy. Their economic well being is dependent on their ability to attain the levels of technological development which could make them globally competitive. Infrastructural and educational problems pose immediate barriers which should be addressed as these countries embark on projects to enhance their technological base. The technology selected should be appropriate for the country's level of development and expertise. The implementation of that technology will place a new set of demands on managers and workers. This paper describes an investigation of perceptions of technology management in South Africa, a country which is developed in certain areas, but which remains desperately poor in other respects. South Africa's politics and history have always confronted managers with unique demands. The paper examines the perceptions of 132 South African managers regarding technology management by studying the relationship between the importance of different factors in managing new technology, and the extent to which a manager can control them. An importance-control grid framework is used to isolate individual parameters and to assess these in relation to the complexity of a manager's environment. The research highlights imbalances between importance and control, and suggests reasons therefor. Some broader implications for managers are also discussed. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Aston Univ, Aston Business Sch, Birmingham B4 7ET, W Midlands, England. Univ Exeter, Sch Business & Econ, Exeter EX4 4PU, Devon, England. RP Bennett, D, Aston Univ, Aston Business Sch, Birmingham B4 7ET, W Midlands, England. 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The empirical analysis of this research reveals the findings listed below: 1. Export growth is closely related to the total improvement of innovation capability dimensions, except for the manufacturing capability. 2. While domestic market share has no significant impact on export performances, productivity growth rate significantly increases or promotes export performances rates. Furthermore, while the larger firms demonstrate stronger export competitiveness, there has been no finding of an inverted U-shaped relationship between export and firm size. 3. The core innovation assets (a set of R&D, manufacturing and marketing) alone cannot lead to sustainable export growth. On the contrary, the supplementary innovation assets (a set of four other dimensions) not only enable a firm's technology assets to permeate into the entire competency integration, but also make it possible for a firm to acquire sustainable international competitiveness. This paper shows that the interaction and harmonizing of various innovation assets are the primary factors in the improvement of international competitiveness of Chinese firms. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Beijing Univ Aeronaut & Astronaut, Sch Management, Beijing 100083, Peoples R China. RP Guan, J, Beijing Univ Aeronaut & Astronaut, Sch Management, Beijing 100083, Peoples R China. CR ADLER PS, 1990, SLOAN MANAGE REV, V25, P25 AHYES RH, 1984, RESTORING OUR COMPET BARNEY J, 1991, J MANAGE, V17, P99 BECCHETTI L, 1998, 54 LUISS BESSANT J, 1993, BRIT J MANAGE, V4, P219 BONACCORSI A, 1992, J INT BUS STUD, V23, P605 BUXTON T, 1991, EC INNOVATION NEW TE, V1, P243 CHIESA V, 1998, IEEE ENG MANAGEM SUM, P64 CHRISTENSEN JF, 1995, RES POLICY, V24, P727 CRONBACH LJ, 1951, PSYCHOMETRIKA, V16, P297 DEMING WE, 1982, NATL PRODUCTIVITY RE, V1, P12 DIERICKX I, 1989, MANAGE SCI, V35, P1504 DUNNING JH, 1988, J INT BUS STUD, V19, P1 FAGERBERG J, 1988, ECON J, V98, P355 GREENHALGH C, 1990, ECON J, V100, P105 GUAN JC, 1998, P 3 INT C MAN BERL GUAN JC, 2000, INT HIGH LEV SEM TEC GUAN JC, 2001, IND ENG J, V4, P41 HENNART JF, 1994, STRATEGIC MANAGE J, V15, P419 HIRCH S, 1985, WELTWIRTSCHAFTLICHES, V121, P138 HYMER S, 1976, INT OPERATIONS NATL ITO K, 1993, STRATEGIC MANAGEMENT, V14, P61 ITO K, 1997, MANAGE SCI, V43, P610 KEEN PGW, 1993, IBM SYST J, V32, P17 KLEIN LR, 1988, SCIENCE, V241, P308 KUMAR N, 1994, J DEV STUD, V32, P288 LEFEBVRE E, 1998, SMALL BUS ECON, V10, P365 LEONIDOU LC, 2000, J INT MANAGEMENT, V6, P121 LIEBERMAN MB, 1988, STRATEGIC MANAGEMENT, V9, P41 MASCARENHAS B, 1986, J INT BUS STUD, V17, P1 NASSIMBENI G, 2001, RES POLICY, V30, P245 OULTON N, 1996, ACQUIRING SKILLS MAR PETERAF MA, 1993, STRATEGIC MANAGE J, V14, P179 PORTER ME, 1990, COMPETITIVE ADVANTAG POWELL TC, 1997, STRATEGIC MANAGE J, V18, P375 PRAHALAD C, 1990, HARVARD BUS REV, V66, P79 SALEH SD, 1993, IEEE T ENG MANAGE, V40, P12 SEN FK, 2000, IEEE T ENG MANAGE, V47, P174 STERLACCHINI A, 1999, RES POLICY, V28, P819 SWEDENBORG B, 1979, MULTINATIONAL OPERAT TEECE DJ, 1986, RES POLICY, V15, P285 VANDENVEN A, 1979, MEASURING ASSESSING WAKELIN K, 1998, RES POLICY, V26, P829 WALTON R, 1989, UP RUNNING INTEGRATI WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD WILLMORE L, 1992, J DEV STUD, V28, P314 NR 47 TC 6 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 2003 VL 23 IS 9 BP 737 EP 747 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 713WG UT ISI:000184880500002 ER PT J AU Kumar, S McCaffrey, TR TI Engineering economics at a hard disk drive manufacturer SO TECHNOVATION LA English DT Article DE product development economics; disk drive life cycle; disk drive supply chain; time to market; product innovation management AB The engineering economics of the hard disk drive industry is unique in the realm of engineering and manufacturing. The result of hundreds of millions of dollars and years of effort is a product life cycle that is only six quarters, not years, long. Hundreds, if not thousands of disk drives are consumed during the rigorous qualification process with server and other storage customers as they strive for ultimate reliability in the performance of their systems. Hard disk drive manufacturers have strong project management and transition processes. The product portfolio is modeled financially over a three year forecast period. The greatest opportunity in the financial modeling can be-the generation of reports that minimize indecision that causes delays at the start of projects. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ St Thomas, Engn & Technol Management Dept, St Paul, MN 55105 USA. RP Kumar, S, Univ St Thomas, Engn & Technol Management Dept, Mail OSS101,2115 Summit Ave, St Paul, MN 55105 USA. CR *IDC, 1999, STOR MECH DISK CHRISTENSEN C, 1997, INNOVATORS DILEMMA COOPER RG, 2001, WINNING NEW PRODUCTS ENGLUND RL, 1999, J PROD INNOVAT MANAG, V16, P52 FLOYD FL, 1998, J COATING TECHNOL, V70, P70 KUMAR S, 2001, ENG ECON, V46, P205 PARK CS, 2002, CONT ENG EC SMITH PG, 1998, DEV PRODUCTS HALF TI SUNDGREN N, 1999, J PROD INNOVAT MANAG, V16, P40 VERYZER RW, 1998, J PROD INNOVAT MANAG, V15, P304 NR 10 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 2003 VL 23 IS 9 BP 749 EP 755 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 713WG UT ISI:000184880500003 ER PT J AU Carayannis, EG Evans, D Hanson, M TI A cross-cultural learning strategy for entrepreneurship education: outline of key concepts and lessons learned from a comparative study of entrepreneurship students in France and the US SO TECHNOVATION LA English DT Article DE technological learning; entrepreneurship; cross-cultural education; new ventures AB This paper attempts to analyze the first findings of a survey-driven study of entrepreneurship students at the undergraduate, graduate, and continuing (professional) education levels in France and in the US. Our findings, albeit derived from an early stage of our ongoing field research and more exploratory than normative at this point, indicate that at least on the French side, there are attitudes and perceptions that are less positive towards entrepreneurship and its impact, as well as more cynical towards situational and institutional factors that could provide a supportive environment for entrepreneurial ventures or act as impediments to its growth. Our results could provide insights for both entrepreneurship educators as well as economic development policy makers in identifying the maximum leverage and critical success and failure factors influencing educational programs as well as economic incentives targeted on the development of sustainable entrepreneurial culture and ventures in France and possibly other countries as well. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 George Washington Univ, Sch Business & Publ Management, Dept Management Sci, Washington, DC 20037 USA. RP Carayannis, EG, George Washington Univ, Sch Business & Publ Management, Dept Management Sci, 401G Monroe Hall,2115 G St NW, Washington, DC 20037 USA. CR *IPSOS CNPF, 1996, SOND FRANC ESPR ENTR ALBERT P, 1997, ECHOS SEP, P19 ANDERSEN A, 1998, CREATEUR ENTREPREISE BERANGER J, 1998, RAPPORT FORMATION IN CARAYANNIS E, 1998, TECHNOVATION, P7 CARAYANNIS E, 2001, INT J TECHNOVATI MAY, P15 CARAYANNIS E, 2001, MEASURING INTANGIBLE CARYANNIS E, 2000, STRATEGIC MANAGEMENT EVANS D, 1999, EVN CONTINGENCIES TE FAYOLLE A, 1997, ENSEIGNEMENT ENTREPR GIGET M, 1998, TRIBUNE 1027 KATZ JA, 1994, AC MAN NAT M SCHINDLER, 1993, PSYCHOL REPORTS OCT, P50 TAYLOR SA, 1990, CULTURE SHOCK TIMMONS J, 1994, NEW VENTURE CREATION NR 15 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 2003 VL 23 IS 9 BP 757 EP 771 PG 15 SC Engineering, Industrial; Operations Research & Management Science GA 713WG UT ISI:000184880500004 ER PT J AU Maynard, S Foster, S Hall, DJ TI ISO 17025 application within racing chemistry: a case study SO TECHNOVATION LA English DT Article DE ISO17025; racing; chemistry AB The upgrading of the traditional laboratory standard for analytical chemistry from a combination of ISO/IEC Guide 25 and EN45001 to ISO17025 has generated much discussion across the doping control sector for animal sports. This paper will outline an approach which originates within the spirit of the new standard, but which is then extended to a pragmatic implementation-which has led to full accreditation through the United Kingdom Accreditation Service (UKAS). A number of problem areas are highlighted and solutions proposed. Affected laboratories are distributed relatively sparsely around the world, and developments that occur internationally will undoubtedly have an impact upon the evolution of accreditation standards. It is, therefore, imperative that effective communication takes place to disseminate developments, and this paper is intended to prompt such discussion. (C) 2003 Elsevier Science Ltd. All rights reserved. C1 HFL Ltd, Fordham CB7 5WW, Cambs, England. RP Hall, DJ, HFL Ltd, Newmarket Rd, Fordham CB7 5WW, Cambs, England. CR *ILAC, 1996, G7 ILAC CROSBY PB, 1979, QUALITY FREE 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 2003 VL 23 IS 9 BP 773 EP 780 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 713WG UT ISI:000184880500005 ER PT J AU Moncada-Paterno-Castello, P Rojo, J Bellido, F Fiore, F Tubke, A TI Early identification and marketing of innovative technologies: a case study of RTD result valorisation at the European Commission's Joint Research Centre SO TECHNOVATION LA English DT Article DE technology transfer; methodological approach; evaluation and exploitation of research results; technology offer; public research institution; case study; catalytic converters AB The valorisation of Research and Technology Department results is key to the competitiveness of European industry. The increasing complexity of technological change, together with the societal request to streamline public expenditures, requires the development of methodologies and tools that facilitate the process of identification, selection and transfer of technologies. The methodology presented here facilitates planning at all stages of the innovation process, from invention to commercialisation. A case study shows how the methodology has been applied in the European Commission's Joint Research Centre, including technology identification and the contacting of potential licensing companies. This type of "technology push" action proved very promising for commercialisation of the Joint Research Centre's technologies. The combination and balancing of the different views and interests expressed by all participating actors, ranging from scientists to commercial managers, is the key of this methodology. The market and its internal structure heavily condition the technology supplier and challenge its management and marketing capabilities. The recommendations focus on the appropriate use of strategy, skills and structures, aimed at improving the opportunities for assessing the technology portfolio of a public research organisation. (C) 2003 Published by Elsevier Science Ltd. C1 Commiss European Communities, Joint Res Ctr, IPTS, Edificio Expo WTC, E-41092 Seville, Spain. Joanneum Res, A-1040 Vienna, Austria. Comunidad Madrid, Direcc Gen Invest, E-28013 Madrid, Spain. Ernst & Young Entrepreneurs Consulting, F-69626 Villeurbanne, France. RP Tubke, A, Commiss European Communities, Joint Res Ctr, IPTS, Edificio Expo WTC, C Inca Garcilaso S-N, E-41092 Seville, Spain. CR *EUR COMM JRC, 1999, WORKPR 1999 2002 *EUR COMM, 2000, EUR17027 *EUR COMM, 2001, P IRC GOOD PRACT SEM *JRC IPTS CETEMA, 1998, ID CLUST TECHN OWN C *JRC IPTS ERNST YO, 1999, UNPUB DEM TRANSF AB BRENNER MS, 1994, RES TECHNOL MANAGE, V37, P38 COOPER RG, 1997, RES TECHNOLOGY M SEP, P40 COOPER RG, 1998, RES TECHNOL MANAGE, V41, P20 KASSICIEH SK, 1997, LAB MARKET COMMERCIA MARTINO J, 1993, TECHNOLOGICAL FORECA MONCADAPATERNOC.P, 2000, IPTS TIM V1 1 TECHNO MONCADAPATERNOC.P, 2001, LECT U SEV TECHN MAN MUIR A, 1997, TECHNOLOGY TRANSFER RUBENSTEIN H, 1991, INT J TECHNOL MANAGE, P181 TUBKE A, 2002, IN PRESS INT J ENTRE, V2 URBAN LG, 1993, DESIGN MARKETING NEW VEYRET JB, 1997, J PHYSIQUE FRANCE, V7, P107 VONDEWALL FA, 1994, SPRINT INN POL EXCH 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 2003 VL 23 IS 8 BP 655 EP 667 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 699LM UT ISI:000184058400001 ER PT J AU Ottosson, S TI Dynamic product development of a new Intranet platform SO TECHNOVATION LA English DT Article DE e-learning; IT; product development AB A new method of using dynamic product development (DPD) described for hardware product development has now also been tested for software development. This project was the development of a new Intranet platform called e-Professor. The e-Professor has a new mindset compared to the common pyramidal architecture used in most portals. The new mindset is spherical in nature which means that transfer of information and links from/to different parts of the portal are much more quickly achieved when compared to traditional portals. This new function saves a lot of time and effort especially, say, for teachers and lecturers who could have large numbers of students attending classes and courses. In order to test it as an application, the new portal e-Professor, has been tested as an e-learning portal in the course "Product Development" at three different universities in Sweden in 2002. Another application in 2002 has been to test it as a net portal for 30-50 unemployed persons in the city of Karlstad, Sweden. The investigations show that the technical objective, which was to make a simple, clear and user-friendly flexible portal, has been accomplished most satisfactorily. Thus, DPD has also been shown to work well for software development. (C) 2003 Elsevier Science Ltd. All rights reserved. C1 Linkoping Univ, S-60174 Norrkoping, Sweden. RP Ottosson, S, Linkoping Univ, S-60174 Norrkoping, Sweden. CR BJORK E, 1999, THESIS CHALMERS U TE COGHLAN D, 2001, MANAGE LEARN, V32, P49 GRAY, 2002, COMMUNICATION LUNDHSNIS U, 2002, THESIS GOTEBORG U NERGARD M, 2002, THESIS KARLSTAD U NORDIN L, 1997, 6 INT C MAN TECHN GO OTTOSSON S, 1996, J ENG DESIGN, V7, P151 OTTOSSON S, 1999, DYNAMIC PRODUCT DEV OTTOSSON S, 1999, J TECHNOLOGICAL INNO, V19, P81 OTTOSSON S, 2000, IN PRESS INT J TECHN OTTOSSON S, 2002, TECHNOVATION INT J T OTTOSSON S, 2002, UNPUB TECHNOVATION I READ C, 2001, ECFO SUSTAINING VALU SYMONDS, 2002, COMMUNICATION 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 AUG PY 2003 VL 23 IS 8 BP 669 EP 678 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 699LM UT ISI:000184058400002 ER PT J AU Oakey, RP TI Technical entreprenenurship in high technology small firms: some observations on the implications for management SO TECHNOVATION LA English DT Article DE entrepreneurship; innovation; motivation; introspection; strategies ID ENTREPRENEURSHIP AB There is much current interest, both in the encouragement of entrepreneurship, and in the formation and growth difficulties encountered by high technology small firms. This paper seeks to inform these concerns by offering a number of conceptual insights on the role of the technical entrepreneur in the high technology firm formation and growth process. Since many new high technology firms are founded by technical entrepreneurs (often from university backgrounds), an understanding of the factors that influence the behaviour of such individuals is highly pertinent to future policies aimed at encouraging this key type of high technology enterprise. By exploring aspects of the strategic approaches adopted by these individuals, this paper seeks to provide guiding principles for such policies. (C) 2003 Elsevier Science Ltd. All rights reserved. C1 Manchester Business Sch, Manchester M15 6PB, Lancs, England. RP Oakey, RP, Manchester Business Sch, Booth St W, Manchester M15 6PB, Lancs, England. CR *BANK ENGL, 2001, FIN TECHN BAS SMALL *CONF BRIT IND, 1997, TECH STARS *HMSO, 2250 HMSO *HMSO, 4176 HMSO *TRIN COLL CAMBR, 1983, CAMBR SCI PARK DIR BULLOCK M, 1983, ACAD ENTERPRISE IND CARDULLO MW, 1999, TECHNOLOGICAL ENTREP CHELL E, 2002, NEW TECHNOLOGY BASED, V2, P71 COOPER AC, 1970, IND RES MAY, P58 COSH A, 1998, IMPACT TRAINING BUSI CYERT RM, 1963, BEHAV THEORY FIRM DEAKINS D, 1990, NEW TECHNOLOGY BASED FREEMAN C, 1982, EC INNOVATION GRANSTRAND O, 1990, J ECON BEHAV ORGAN, V13, P367 GREENHUT ML, 1962, FACTORS LOCATION FLO HARVEY D, 1973, EXPLANATION GEOGRAPH HARVEY KA, 1990, NEW TECHNOLOGY BASED MACDONALD S, 1990, NEW TECHNOLOGY BASED, V5, P185 MAGEE B, 1973, POPPER MARRIS R, 1964, MANAGERIAL CAPITALIS MASON D, 1979, THESIS SUSSEX U MCMULLAN WE, 1998, TECHNOVATION, V18, P275 MOENAERT RK, 1990, J PROD INNOVAT MANAG, V7, P229 MUKHTAR SM, 1999, ED TRAINING, V41, P425 OAKEY R, 1985, INT SMALL BUSINESS J, V4, P58 OAKEY R, 1991, J MARKETING MANAGEME, V7, P343 OAKEY RO, 1984, OMEGA-INT J MANAGE S, V12, P113 OAKEY RP, 1984, HIGH TECHNOLOGY SMAL OAKEY RP, 1988, MANAGEMENT INNOVATIO OAKEY RP, 1989, REG STUD, V23, P347 OAKEY RP, 1990, NEW FIRMS BIOTECHNOL OAKEY RP, 1993, INT SMALL BUS J, V11, P9 OAKEY RP, 1995, HIGH TECHNOLOGY NEW OAKEY RP, 1999, INT SMALL BUS J, V17, P48 OAKEY RP, 2002, INT J INNOVATION MAN, V2, P308 POPPER K, 1966, OPEN SOC ITS ENEMIES PRED AR, 1965, ECON GEOGR, V41, P108 REITAN B, 1997, TECHNOVATION, V17, P287 ROTHWELL R, 1981, IND INNOVATION PUBLI ROTHWELL R, 1982, INNOVATION SMALL MED SAXENIAN A, 1985, HIGH TECHNOLOGY SPAC, P81 SCHMOOKLER J, 1966, INVENTION EC GROWTH SCHUMPETER JA, 1934, THEORY EC DEV SIMON HA, 1955, EXPT UNCERTAINTY BUS SNOW CP, 1959, REDE LECT, P3 WESTHEAD P, 1995, SMALL BUS ECON, V7, P111 NR 46 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 AUG PY 2003 VL 23 IS 8 BP 679 EP 688 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 699LM UT ISI:000184058400003 ER PT J AU Dooley, L O'Sullivan, D TI Developing a software infrastructure to support systemic innovation through effective management SO TECHNOVATION LA English DT Article DE systems innovation management; software design goals; innovation management infrastructure AB Organisations are constantly adapting and innovating their systems in order to compete. Given current turbulence of the global market, together with constant technological developments, pressure for modern organisations to innovate their systems is constantly increasing. Despite the obvious importance of systems innovation to continued organisational existence, research suggests that these innovative efforts are ineffectively managed, cumulating in over half failing to achieve their goals. Given this reality, there exists a need for an infrastructure that integrates the core elements of systems innovation to allow its effective management. The objective of this paper is to introduce a software system that supports the operation of the systems innovation process through the provision of such an infrastructure for its effective management. This paper is the cumulation of substantial research and the framework presented in Section 2 has been the focus of a number of publications. Consequently the material in Section 2 is presented as background to the development of the Systems Innovation Management software. The paper concentrates on the process pursued during the design of the software to ensure a strong correlation with the requirements of systems innovation management. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ Dundee, Ctr Enterprise Management, Dundee DD1 4HN, Scotland. Natl Univ Ireland Univ Coll Galway, CIMRU, Galway, Ireland. RP Dooley, L, Univ Dundee, Ctr Enterprise Management, Dundee DD1 4HN, Scotland. CR *U COLL GALW, 1995, BE7094 CIMRU U COLL AMABILE TM, 1996, CREATIVITY CONTEXT BRADLEY P, 1996, THESIS U COLL GALWAY BRILL PL, 1997, 4 LEVERS CORPORATE C BURNES B, 1996, MANAGING CHANGE STRA CLARKE L, 1994, ESSENCE CHANGE COOPER B, 1988, WINNING NEW PRODUCTS CORMICAN K, 2000, INT J INNOVATION MAN, V4, P277 COULSONTHOMAS C, 1991, FLAT ORG PHILOS PRAC DOOLEY L, 1999, TECHNOVATION, V19, P483 DOOLEY L, 2000, PROD PLAN CONTROL, V11, P369 DOOLEY L, 2002, IN PRESS J ENTERPRIS DUNCAN WR, 1996, GUIDE PROJECT MANAGE GRUNDY T, 1993, IMPLEMENTING STRATEG HAYES RH, 1988, DYNAMIC MANUFACTURIN JOHNSTON RE, 1996, J CREATIVITY INNOVAT, V5, P93 KANTER RM, 1983, CHANGE MASTERS KAPLAN RS, 1996, HARVARD BUSINESS JAN, P75 KATZENBACK JR, 1993, WISDOM TEAMS KOTTER JP, 1995, HARVARD BUSINESS MAR, P59 LEINTZ BP, 1995, PROJECT MANAGEMENT 2 MARTIN J, 1995, GREAT TRANSITION MCCALMAN J, 1992, CHANGE MANAGEMENT GU MEREDITH JR, 1995, PROJECT MANAGEMENT M MONTEGOMERY JC, 1996, TRANSITION AGILE MAN OSULLIVAN D, 1994, MANUFACTURING SYSTEM PASCALE R, 1997, HARVARD BUS REV, V75, P127 PAVA C, 1983, MANAGING NEW OFFICE PENDLEBURY J, 1995, 10 KEYS SUCCESSFUL C ROSENAU MD, 1998, SUCCESSFUL PROJECT M ROSENFELD R, 1991, MANAGING INNOVATION ROTHSTEIN J, 1992, HASTINGS CENT REP, V22, P3 ROTHWELL WJ, 1995, PRACTICING ORG DEV G SADLER P, 1995, MANAGING CHANGE SUND SHAPIRO EC, 1998, FAD SURFING BOARDROO SMYTH C, 1997, THESIS U IRELAND GAL TIDD J, 1997, MANAGING INNOVATION TYSON KWM, 1997, COMPETITION 21ST CEN ZAIRI M, 1999, BEST PRACTICE PROCES 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 AUG PY 2003 VL 23 IS 8 BP 689 EP 704 PG 16 SC Engineering, Industrial; Operations Research & Management Science GA 699LM UT ISI:000184058400004 ER PT J AU Lagace, D Bourgault, M TI Linking manufacturing improvement programs to the competitive priorities of Canadian SMEs SO TECHNOVATION LA English DT Article DE improvement programs; SMEs; manufacturing strategy; value-added production ID FIRM SIZE; TECHNOLOGIES; ADOPTION AB The capacity of small manufacturing firms to maintain reliable and continuously improving manufacturing processes appears to be a key condition for ensuring long-term sustainability. Governments have been very active in helping them tackle this challenge, in particular by supporting the adoption of world-class manufacturing practices. Despite the many benefits of this support, its application is not always based on exhaustive knowledge of the target firms. Programs aimed at the wholesale promotion of technology. without reference to the competitiveness orientations of the firms concerned, can produce unsatisfactory results. The study described here examines this issue based on a survey of 229 small and medium-sized manufacturing enterprises (SMEs) having received assistance under such a program. Four separate positioning profiles emerge from the study, namely potential practices, emergent practices. priority practices and realized practices. The study also provides a way to associate manufacturing improvement programs and practices with the competitive positioning sought by SMEs. The results of the research should be extremely useful to business assistance programs and to corporate decision-makers. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ Quebec, Dept Ind Engn, Trois Rivieres, PQ G9A 5H7, Canada. Ecole Polytech, Dept Math & Ind Engn, Montreal, PQ H3C 3A7, Canada. RP Lagace, D, Univ Quebec, Dept Ind Engn, POB 500, Trois Rivieres, PQ G9A 5H7, Canada. CR *MIC, 1995, DEF MAN PROD VAL AJ *OECD, 1997, GLOB SMALL MED ENT S ABERNATHY WJ, 1988, READINGS MANAGEMENT ALLEN JH, 2000, MANUF ENG, V124, P54 BARTEZZAGHI E, 1998, INT MANUFACTURING ST BESSANT J, 1994, HDB IND INNOVATION BONACCORSI A, 1992, J INT BUS STUD, V23, P605 BOYER KK, 1997, J OPERATIONS MANAGEM, V15, P331 BOYER KK, 1998, INT J OPER PROD MAN, V18, P356 BROWN SL, 1995, ACAD MANAGE REV, V20, P343 CAGLIANO R, 2000, J OPER MANAG, V18, P169 CHAPMAN R, 2000, INTEGRATED MANUFACTU, V11, P171 DEMEYER A, 1990, INT J OPER PROD MAN, V10, P120 FLYNN BB, 1995, DECISION SCI, V26, P659 GAGNON YC, 1996, TECHNOL FORECAST SOC, V52, P59 GILGEOUS V, 1999, INTEGRATED MANUFACTU, V10, P33 HARMON RL, 1990, REINVENTING FACTORY HAYES RH, 1948, RESORTING OUR COMPET HILL TJ, 1994, MANUFACTURING STRATE KIM JS, 1996, INT J OPERATIONS PRO, V16 LAGACE D, 2000, THESIS ECOLE POLYTEC LAU RSM, 1999, INT J OPER PROD MAN, V19, P328 LEFEBVRE E, 1995, TECHNOVATION, V15, P511 LEFEBVRE LA, 1996, IEEE T ENG MANAGE, V43, P307 LEFEBVRE LA, 2001, DOING BUSINESS KNOWL MEREDITH JR, 1987, INT J PROD RES, V25, P1493 SCHONBERGER RJ, 1982, JAPANESE MANUFACTURI SCHREYER P, 1996, 19964 OECD DIR SCI T SCHRODER R, 1999, INT J OPER PROD MAN, V19, P1270 SHINGO S, 1985, REVOLUTION MANUFACTU SMALL MH, 1997, J OPERATIONS MANAGEM, V15, P349 SWAMIDASS PM, 1995, TECHNOLOGY FACTORY F SWAMIDASS PM, 1996, HDB TECHNOLOGY MANAG TRYGG L, 1993, J PROD INNOVAT MANAG, V10, P403 WAGNER J, 1995, SMALL BUS ECON, V7, P29 NR 35 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 2003 VL 23 IS 8 BP 705 EP 715 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 699LM UT ISI:000184058400005 ER PT J AU Moodley, S TI The challenge of e-business for the South African apparel sector SO TECHNOVATION LA English DT Article DE e-business; South Africa; apparel sector; information and communication technologies; knowledge economy; innovation AB Innovation-intensive growth is exemplified by new information and communication technologies (ICTs) such as the internet and internet applications like e-business. E-business plays an important role in facilitating innovation by fostering greater networking in the economy, and making possible faster diffusion of codified knowledge and ideas. This paper explores the potential of e-business to provide a necessary lever to enhance competitiveness of the South African (SA) apparel sector. In particular, the paper critically discusses the opportunities, challenges and risks of e-business for the apparel sector. Despite strong theoretical arguments suggesting that e-business has much to offer the garments industry, the empirical evidence would seem to suggest that e-business in the SA apparel sector is still in its infancy. The paper proposes a number of policies designed to create an enabling and nurturing environment aimed at promoting and accelerating the diffusion of e-business technologies and strategies in the SA apparel sector. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ Natal, Sch Dev Studies, ZA-4041 Durban, South Africa. RP Moodley, S, Univ Natal, Sch Dev Studies, ZA-4041 Durban, South Africa. CR 2000, F TNET, V4, P30 2001, STANDARD POORS IND S, P1 *CLOFED, 2000, CLOFED PROD DIR HDB *DEP COMM, 2000, GREEN PAP EL COMM S *DEP TEL, 1996, WHIT PAP TEL POL *DEP TRAD IND, 2001, DRIV COMP INT IND ST *IBM, 2000, MAK EB DEL BUS GUID *INT LAB ORG, 2001, WORLD EMPL REP 2001 *MCCONN INT, 2001, READ NET GO PARTN LE *ORG EC COOP DEV, 2000, 1 OECD *ORG EC COOP DEV, 2000, NEW EC CHANG ROL INN *S AFR INF TECHN I, 1989, S AFR ICT SECT DEV F ABERNATHY FH, 1995, MICROECONOMICS, P175 ABERNATHY FH, 1999, STITCH TIME LEAN RET AGRAWAL MK, 2001, MCKINSEY Q, V2, P22 ALTMAN M, 1994, IND STRATEGY CLOTHIN BAILY MN, 2001, 8243 NBER BERRYMAN K, 2001, MCKINSEY Q, V2, P18 BEST M, 1990, NEW COMPETITION CASTELLS M, 1996, INFORMATION AGE EC S, V1 COHEN SJ, 2000, 138 BRIE U CAL DAVENPORT T, 1998, WORKING KNOWLEDGE HO DICKEN P, 1998, GLOBAL SHIFT TRANSFO EVANS P, 2000, BLOWN BITS HOW NEW E FEDDERKE JW, 2000, GROWTH INNOVATION RE FINE CH, 1998, CLOCKSPEED WINNING I FREEMAN C, 1986, EC IND INNOVATION GEREFFI G, 1999, J INT ECON, V48, P37 GEREFFI G, 2001, AM BEHAV SCI, V44, P1616 GIOVANNETTI E, 2001, IT REVOLUTION DEV CO HABIB A, 2000, WORLD DEV, V28, P245 HARRISON K, 1998, 14 U NAT KAPLAN D, 2000, ROLE KNOWLEDGE CONTE MAGRETTA J, 1998, HARVARD BUSINESS MAR, P73 MANSELL R, 2001, OECD EM MARK EC FOR MCGUFFOG T, 1999, PRINCIPLES VALUE CHA MOODLEY S, 2002, IN PRESS DEV S AFRIC PANAGARIYA A, 2000, WORLD ECON, V23, P959 PORTER ME, 1990, HARVARD BUS REV, V68, P73 QUAH DT, 1997, BANK ENGLAND Q B, V37, P49 RAMASWAMY KV, 2000, DEV ECON, V38, P186 SAKO M, 1992, PRICES QUALITY TRUST SALINGER BL, 1998, PROMOTING COMPETITIV SINGH ZB, 2000, INTELLIGENCE BUS MAY, P48 SOKOL PK, 1989, EDI COMPETITIVE EDGE STIGLITZ JE, 1999, C JOINTL ORG DEP TRA WOMACK JP, 1990, MACHINE CHANGED WORL 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 2003 VL 23 IS 7 BP 557 EP 570 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 691MB UT ISI:000183609100001 ER PT J AU Watanabe, C Nagamatsu, A TI Sources of structural stagnation in R&D intensity in Japan's electrical machinery industry - an analysis of mismatching with IT functionality development SO TECHNOVATION LA English DT Article DE R&D intensity; stagnation of R&D; electrical machinery industry; information society; IT functionality ID TECHNOLOGY AB In light of a paradigm shift from an industrial society to an information society that emerged in the 1990s, electrical machinery is expected to play a leading role in the advancement of information technology (IT). Notwithstanding this expectation, the R&D intensity of Japan's electrical machinery industry, which accounts for one-third of total industry R&D investment, stagnated throughout the 1990s. Contrary to manufacturing technology, the specific functionality of IT is formed through dynamic interaction with institutional systems that leads to a subsequent self-propagating behavior. While electrical machinery played a significant role in Japan's high-technology 'miracle' in an industrial society of the 1980s, due to structural differences in features between manufacturing technology and IT, it is considered that it did not match well with institutional systems in an information society, resulting in a growing mismatch with IT functionality development. This has in turn stagnated the inducement of R&D activities in Japan's electrical machinery industry, resulting in a structural stagnation of R&D intensity. This paper, on the basis of a comparative empirical analysis of fifty-four R&D intensive Japanese electrical machinery and pharmaceutical firms, attempts to demonstrate the foregoing hypothetical view with respect to the sources of structural stagnation of R&D in Japan's electrical machinery industry. (C) 2002 Elsevier Science 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. CR *MPHPT, 2001, COMM US TREND SURV *MPT, 2000, WHIT PAP 2000 COMM J *OECD, 1997, SPEC ISS INF INFR ST *OECD, 2000, OECD INF TECHN OUTL *OECD, 2001, NEW EC HYP FIN REP O *U DOC, 2000, DIG EC COHEN WM, 1989, ECON J, V99, P569 GEROSKI PA, 2000, RES POLICY, V29, P603 GRILICHES Z, 1984, R D PATENT PRODUCTIV MENSCH GO, 1975, STALEMATE TECHNOLOGY NELSON RR, 2001, J ECON BEHAV ORGAN, V44, P31 RUTTAN VW, 2001, TECHNOLOGY GROWTH DE WATANABE C, 1995, TECHNOL FORECAST SOC, V49, P127 WATANABE C, 1999, RES POLICY, V28, P719 WATANABE C, 2000, TECHNOVATION, V20, P299 WATANABE C, 2001, TECHNOL FORECAST SOC, V68, P81 WATANABE C, 2002, IN PRESS TECHNOVATIO NR 17 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 2003 VL 23 IS 7 BP 571 EP 591 PG 21 SC Engineering, Industrial; Operations Research & Management Science GA 691MB UT ISI:000183609100002 ER PT J AU Banerjee, P TI Some indicators of dynamic technological competencies: understanding of Indian software managers SO TECHNOVATION LA English DT Article DE competency; software start-up; indicators ID INNOVATION; COMPETITION; ALLIANCES; INDUSTRY; FIRM AB Indicators of dynamic competencies are important. Managerial attitudes, intuitive understanding and managerial opinion on what indicates competencies determines these competencies. This research constructs a few indicators of competencies, of small/start-up software firms from India, based on managerial understanding and opinion. Received literature on competencies appear more as theory-driven and suggested measures depend upon financial values of variables, both internal and public. A meta-theory driven, opinion based empirical and theory-building route to comprehending competencies, we observe, do provide a richer understanding and a set of indicators, which can be employed as well by managers to redeployed resources. Managers or entrepreneurs of several start-up or new firms in Indian software provided information on the preferred decision criteria and based on these inputs, four simple indicators of competencies in the dimensions of product, project/services, technology and strategy, have been constructed. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Natl Inst Sci Technol & Dev Studies, New Delhi 110012, India. RP Banerjee, P, Natl Inst Sci Technol & Dev Studies, Dr KS Krishnan Rd, New Delhi 110012, India. CR *NASSCOM, 1997, DIR IND SOFTW SERV C *OECD, 2001, OECD INF TECHN OUTL AREND RJ, 2000, STRATEGIC MANAGEMENT, V20, P31 BANERJEE P, 1998, SCIENTOMETRICS, V43, P331 BANERJEE P, 2000, J SCI IND RES INDIA, V59, P650 BURCHILL G, 1997, MANAGE SCI, V43, P465 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOL K, 1999, STRATEGIC MANAGE J, V20, P1 DUYSTERS G, 2000, J SCI IND RES INDIA, V59, P640 FOSS K, 2000, PROCESS COMPETITION, P27 GILBERT RJ, 1989, J ECON PERSPECT, V3, P107 GLASER BG, 1967, DISCOVERY GROUNDED T GRUPP H, 2000, IND CORP CHANGE, V9, P143 KALE P, 2000, STRATEGIC MANAGE J, V21, P217 KRAFFT J, 2000, PROCESS COMPETITION LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 MADANMOHAN TR, 2000, TECHNOL ANAL STRATEG, V12, P179 NELSON RR, 1991, SCI PUBL POLICY, V18, P347 NONAKA I, 2000, IND CORP CHANGE, V9, P1 PENROSE E, 1959, THEORY GROWTH FIRM ROSENBLOOM S, 1982, RES POLICY, V11, P209 STUART TE, 2000, STRATEGIC MANAGE J, V21, P791 TEECE D, 1994, IND CORP CHANGE, V3, P537 UTTERBACK JM, 1975, OMEGA-INT J MANAGE S, V3, P639 ZAJAC EJ, 2000, STRATEGIC MANAGE J, V21, P429 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 JUL PY 2003 VL 23 IS 7 BP 593 EP 602 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 691MB UT ISI:000183609100003 ER PT J AU Dyker, D Nagy, A Stanovnik, P Turk, J Usenik, H Vince, P TI 'East'-'West' networks and their alignment: industrial networks in Hungary and Slovenia SO TECHNOVATION LA English DT Article DE Hungary; Slovenia; European Union; supply networking; innovation AB Empirical research into patterns of industrial networking involving companies from Slovenia and Hungary indicates that these companies are heavily dependent on networks as sources of information, learning and innovation. Firms from EU countries are particularly important partners in these respects, but there is a significant difference between the two countries here, with Hungarian firms showing up as substantially more dependent on EU partners than their Slovenian counterparts. The configuration of patterns of networking is complex. Close cooperation does not always mean deep cooperation, and high levels of integration into international networks do not necessarily mean high levels of dependence. Accession to the European Union will tend to strengthen East-West networks, and to accelerate the rate at which Hungarian and Slovenian firms move up the networking hierarchy, but will not introduce any sharp, qualitative change into the overall pattern of industrial networking in the two target countries. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ Sussex, Sch European Studies, Brighton BN1 8XB, E Sussex, England. Univ Sussex, Sussex European Inst, Brighton BN1 8XB, E Sussex, England. Kopint Datorg, Budapest, Hungary. Inst Econ Res, Ljubljana, Slovenia. Hungarian Acad Sci, Inst Econ, Budapest, Hungary. RP Dyker, D, Univ Sussex, Sch European Studies, 31 Brangwyn Dr, Brighton BN1 8XB, E Sussex, England. CR *ECE, 2000, EC SURVEY EUROPE AVADIKYAN A, 1993, COHERENCE DIVERSITY BALAZS K, 1996, 37 STEEP U SUSS BALDWIN RE, 1997, ECON POLICY, V24, P125 BELL M, 1997, TECHNOLOGY TRANSITIO BIANCHI P, 1994, INNOVATION COLLECTIV BORRUS M, 1997, ENLARGING EUROPE IND DEIOTTATI G, 1994, CAMBRIDGE J ECON, V18, P529 DOSI G, 1988, MANCHESTER SCH, V56, P119 DUNNING JH, 1988, MULTINATIONALS TECHN DYKER DA, 1990, YUGOSLAVIA SOCIALISM DYKER DA, 1992, RESTRUCTURING SOVIET DYKER DA, 2000, EC SYSTEMS, V24 FREEMAN C, 1997, EC IND INNOVATION GOKHBERG L, 1999, INNOVATION STRUCTURA HARTER S, 1998, THESIS U BIRMINGHAM HAVAS A, 1999, CHANGING PATTERNS IN HOBDAY M, 1995, INNOVATION E ASIA CH HUNYA G, 1998, INTEGRATION CEEC MAN INZELT AM, 1999, INOVATION STRUCTURAL JASINSKI A, 1997, 41 STEEP SPRU U SUSS KOZLOWSKI J, 1999, INNOVATION STRUCTURA LUNDVALL BA, 1992, NATL SYSTEM INNOVATI MESKE W, 1999, INNOVATION STRUCTURA PAVITT K, 1996, P NATL ACAD SCI USA, V93, P12693 PELLEGRIN J, 1999, 99304 FS I RING P, 1997, FORMATION INTER ORG ROSENBERG N, 1985, INT TECHNOLOGY TRANS SABEL C, 1994, HDB EC SOCIOLOGY SENKER J, 1995, KNOWLEDGE FRONTIERS STORPER M, 1995, REV INT POLIT ECON, V2, P394 TANAKA H, 1998, KOCHI U REV SOC SCI, V62, P119 VELTZ P, 1991, IND CHANGE REGIONAL VERSPAGEN B, 1999, INNOVATION STRUCTURA ZYSMAN J, 1997, ENLARGING EUROPE IND NR 35 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 2003 VL 23 IS 7 BP 603 EP 616 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 691MB UT ISI:000183609100004 ER PT J AU Ong, CH Wan, D Chng, SH TI Factors affecting indivual innovation: an examination within a Japanese subsidiary in Singapore SO TECHNOVATION LA English DT Article DE individual innovation; organizational characteristics, and knowledge structure ID ORGANIZATIONAL INNOVATION; CONTEXTUAL FACTORS; CREATIVITY; ADOPTION; DETERMINANTS; BEHAVIOR; MODEL; PERSPECTIVE; SUGGESTION; WORKPLACE AB This exploratory study aims to identify those internal and external organizational characteristics that significantly affect individual innovation in an organization. The sample was drawn from a subsidiary of a Japanese company manufacturing consumer electronics products in Singapore. A total sample of 190 was obtained, which is made up of 34 top-level employees, 54 middle level employees and 102 operational level employees. Results from the study showed that individual innovation does not significantly differ across the three levels of employees. Nine internal characteristics were hypothesized to affect the innovation propensity of individuals: (1) communication structure, (2) knowledge structure, (3) individual interaction, (4) integration, (5) project identification, (6) project facilitation, (7) leadership, (8) organizational support and (9) task. Only knowledge structure was found to be significantly related to individual innovation. The external organizational characteristic, which is represented by environmental dynamism in this study, is also found not to have any significant relationship with individual innovation. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Natl Univ Singapore, Fac Business Adm, Singapore 0511, Singapore. RP Ong, CH, Natl Univ Singapore, Fac Business Adm, Singapore 0511, Singapore. 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Chinese manufacturing efficiency is compared to that of the USA, the UK, Germany, Japan and Korea. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Ctr Mfg Syst Engn, Kyoto, Japan. RP Hitomi, K, 34-32 Yoshida Nakaoji Cho,Sakyo Ku, Kyoto 068313, Japan. CR 2000, CHINESE STAT YB 2000, SURVEY CURRENT BUSIN 2000, WORLD DEV REPORT 2001, GLOBAL 0723, P500 *JAP EC PLANN AG, 2001, ANN REP NATL ACC HITOMI K, 1996, MANUFACTURING SYSTEM MADDISON A, 1995, MONITORING WORLD EC, P1820 NR 7 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 2003 VL 23 IS 7 BP 633 EP 641 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 691MB UT ISI:000183609100006 ER PT J AU Koga, T TI Firm size and R&D tax incentives SO TECHNOVATION LA English DT Article DE R&D tax credit; firm size; Japan AB This paper examines the effectiveness of R&D tax credits using data on 904 Japanese manufacturing firms over 10 years (19891998). I find evidence that tax price elasticity is about -0.68 when estimating it for all firms. This is smaller than those of previous studies, such as Hall (1993. R&D tax policy during the 1980s: Success or failure? In: Potarba, J. (Eds.), Tax Policy and The Economy, vol.7. The MIT Press, Boston, MA) and Bloom et al. (1999. Do R&D tax credits work?: Evidence from an international panel of countries 1979-94. IFS Working Paper No. W99/8). However, considering the firm's size, the tax price elasticity is -1.03 in large firms. This means that R&D tax credit is effective in increasing R&D investment, especially in such firms. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Natl Inst Sci & Technol Policy, Chiyoda Ku, Tokyo 1000013, Japan. RP Koga, T, Natl Inst Sci & Technol Policy, Chiyoda Ku, 1-3-2 Kasumi Gaseki, Tokyo 1000013, Japan. CR *JAP GOV SCI TECHN, 1999, REP SURV RES DEV *NAT I SCI TECHN P, 1999, 64 NISTEP BLOOM N, 1997, W973 IFS BLOOM N, 1999, W998 IFS DAVID PA, 2000, RES POLICY, V29, P497 GOTO A, 1998, 988 HIT U I INN RES HALL BH, 1980, TAX POLICY EC, V7 HINES JR, 1980, TAX POLICY EC, V8 HINES JR, 1993, STUDIES INT TAXATION MAMUNEAS TP, 1996, J PUBLIC ECON, V63, P57 MANSFIELD E, 1985, RES POLICY, V14, P97 TAJIKA E, 1988, ECON REV, V39, P118 NR 12 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 2003 VL 23 IS 7 BP 643 EP 648 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA 691MB UT ISI:000183609100007 ER PT J AU Abu-Hamatteh, ZSH Al-Azab, TA El-Amyan, M TI Total quality management achievement: King Abdullah II Award for Excellence of Jordan as a model SO TECHNOVATION LA English DT Article DE management; excellence; Jordan; quality; competitiveness AB The King Abdullah II Award for Excellence is the highest level of recognition of quality in Jordan. It aims at enhancing the competitiveness of Jordanian businesses by promoting quality awareness and performance excellence, recognizing quality and business achievements of Jordanian companies, and publicizing these companies' successful performance strategies and promoting sharing them. The award activities are held biennially. One award is given in each of the following categories: (1) Manufacturing companies or sub-units; (2) Service companies or sub-units; (3) Small or medium-size manufacturing companies (employees less than or equal to 30), and (4) Small or medium-size service companies (employees less than or equal to 100). Implementing the award's criteria will lead to achievement of total quality management. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Al Balqa Appl Univ, Tafila Appl Univ Coll, Nat Resources & Chem Engn Dept, Tafila 66141, Jordan. Al Balqa Appl Univ, Al Salt Community Coll, Salt, Jordan. Al Balqa Appl Univ, Aqaba Appl Univ Coll, Aqaba, Jordan. RP Abu-Hamatteh, ZSH, Al Balqa Appl Univ, Tafila Appl Univ Coll, Nat Resources & Chem Engn Dept, POB 26, Tafila 66141, Jordan. CR 2000, KING ABDULLAH 2 AWAR, P12 2000, KING ABDULLAH 2 AWAR, P15 2002, KING ABDULLAH 2 AWAR, P19 2002, KING ABDULLAH 2 AWAR, P20 2002, KING ABDULLAH 2 AWAR, P22 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 2003 VL 23 IS 7 BP 649 EP 652 PG 4 SC Engineering, Industrial; Operations Research & Management Science GA 691MB UT ISI:000183609100008 ER PT J AU Barbiroli, G Focacci, A TI Product diversification in the vehicles industry: a techno-economic analysis SO TECHNOVATION LA English DT Article DE product diversification; vehicle industry; global performance; quality; price ID EUROPEAN CAR MARKET; PRICE-DISCRIMINATION; DIFFERENTIATION; COMPETITION; DEFINITION; INDEXES; GOODS AB The current tendency towards product differentiation in many areas of manufacturing is generally considered to be a positive phenomenon. What we have attempted to do here is to analyse the real degree of diversification that exists within the vehicles industry (in the case of all those models of cars, scooters and motorcycles for which we managed to find figures) by measuring global performance together with the use of statistical correlation. We have elaborated our figures using the technical specifications and prices available in the (Italian) market. This method enables us to evaluate the actual degree of diversification within the vehicles industry, and to calculate the price/global performance ratio, a real measure of the relationship between the global quality of a product and its price, in order to get a critical understanding of the technical and economic results. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ Bologna, Fac Econ, Technol & Resources Volarisat Area, Business & Management Dept, I-40126 Bologna, Italy. RP Barbiroli, G, Univ Bologna, Fac Econ, Technol & Resources Volarisat Area, Business & Management Dept, Piazza Scaravilli 2, I-40126 Bologna, Italy. CR 1999, PRONTUARIO TEMPI RIP *EUR NCAP, 1997, EUR NCAP CRASH TESTS *EUR NCAP, 1997, FAM CAR CRASH TEST R *EUR NCAP, 1998, SMALL FAM CARS CRASH *KRAFTF BUND, 1998, KRAFTST EM TYPPR *KRAFTF BUND, 1999, KRAFTST EM TYPPR ABERNATHY WJ, 1975, OMEGA, V3, P639 ABERNATHY WJ, 1978, TECHNOL REV, V80, P40 BARBIROLI G, 1989, TECHNOVATION, V9, P83 BARBIROLI G, 1992, J ENVIRON MANAGE, V36, P237 BARBIROLI G, 1992, POLYM TEST, V11, P345 BARBIROLI G, 1992, TECHNOVATION, V12, P285 BARBIROLI G, 1999, RESOUR POLICY, V25, P161 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, RECYCLING LONGER LIF DIXIT A, 1977, AM ECON REV, V67, P297 DOSI G, 1990, EC TECHNICAL CHANGE EATON BC, 1975, REV ECON STUD, V42, P27 HARNETT DL, 1998, DATA STAT DECISION M HOTELLING H, 1929, ECON J, V39, P41 KIKUCHI T, 1996, JAPANESE EC REV, V47, P384 KIRMAN A, 1990, J IND ECON, V39, P69 KOSTECKI M, 1998, DURABLE USE CONSUMER, P1 LEI D, 1996, ORGAN STUD, V17, P501 MALAGOLI M, 2001, FARE CONTI AMBIENTE MERTENS Y, 1985, J IND ECON, V34, P151 METCALFE JS, 1989, RES TECHNOLOGICAL IN, V4, P153 NIEUWENHUIS P, 1997, DEATH MOTORING CAR M PERERA HSC, 1999, INT J PROD ECON, V60, P109 PFAFFMANN E, 2001, LONG RANGE PLANN, V34, P335 PINDYCK RS, 1996, MICROECONOMIA RAGSDALE CT, 2001, SPREADSHEET MODELING SAHAL D, 1981, PATTERNS TECHNOLOGIC SALOP SC, 1979, BELL J ECON, V10, P141 SMITH FA, 1973, PRODUCT DESIGN MODIF STARR MK, 1982, HARVARD ESPANSIONE, V15, P81 THOMKE S, 1999, SCI AM, V280, P72 VERBOVEN F, 1996, RAND J ECON, V27, P240 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 JUN PY 2003 VL 23 IS 6 BP 461 EP 513 PG 53 SC Engineering, Industrial; Operations Research & Management Science GA 676ZJ UT ISI:000182782200001 ER PT J AU Kumar, S Zahn, C TI Mobile communications: evolution and impact on business operations SO TECHNOVATION LA English DT Article DE mobile communications; mobile commerce; mobile business; M-communication; M-commerce AB In recent times, a number of handheld mobile communications devices have taken prominence with a significant impact on global business operations. It is fascinating to learn the history of mobile communications, including the types of devices available and the growth of these technologies. The deliverables for determining if the customers are satisfied are provided in examples of successful implementation of mobile communications in businesses. In addition, it is observed in certain industries, handheld mobile communications have led to closer partnerships between a company and its customers and suppliers all over the world. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ St Thomas, Minneapolis, MN 55403 USA. RP Kumar, S, Univ St Thomas, Minneapolis, MN 55403 USA. CR 2001, MANAGEMENT SERVICES, V45, P4 2002, PURCHASING, V131, P5 *ER, 2001, KG KNUTSS SMS CAR RE *NOK, 2001, MOB APPL EN TIM TRAC *STAND POORS IND S, 2002, COMM EQ CURR ENV DALGLISH B, TELECOM TECHNOLOGY N JETLY N, 2001, WIRELESS MOBILE BUSI LEUNG K, 2001, J BUS STRAT, V22, P12 NARUSE K, 2002, MOBILE E COMMERCE TR, P39 PASTORE M, 2000, MOBILE COMMERCE FRUS ROSE R, 2002, AFRICAN BUSINESS MAR, P10 STONES L, 2001, BUSIENSS DAY 1018 STRIPPOLI C, 2002, EE TIMES 0410 TAM PW, 2000, WALL STREET J 1211 NR 14 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 JUN PY 2003 VL 23 IS 6 BP 515 EP 520 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA 676ZJ UT ISI:000182782200002 ER PT J AU Liao, SH Cheng, CH Liao, WB Chen, IL TI A web-based architecture for implementing electronic procurement in military organisations SO TECHNOVATION LA English DT Article DE electronic commerce; electronic procurement; military organization procurement; web-based architecture; digital government ID COMMERCE; MARKETS AB In recent years, the vital development of the Internet offers increasing opportunity for electronic commerce. E-commerce attracts much attention from enterprises, not only to get connection with others and make a profit from their product/service, but also to reduce the costs of internal and external operational procedures. Procurement is a very critical task because it is a matter not only of making a profit. but also of staying in business in a highly competitive environment. In the government sector, procurement is sometimes the source of corruption, scandal and abuse of public resources. Besides inadequately qualified personnel, "transparency" of the procurement environment becomes another source of problems in procurement procedure. This paper investigates a case study of e-commerce in the Taiwanese military organization by diagnosing and preventing procurement faults, constructing a transparent procurement environment. and enhancing military procurement efficiency, and is an attempt to establish an e-market environment via web-based architecture on e-procurement procedure. The design of a relational database is introduced and system implementation is presented. Also. efficiency and benefits of the proposed system are discussed. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Natl Def Univ, Coll Management, Grad Sch Resource Management, Taipei, Taiwan. Natl Yunlin Univ Sci & Technol, Dept Informat Management, Yunlin, Taiwan. RP Liao, SH, Natl Def Univ, Coll Management, Grad Sch Resource Management, POB 90046-17 Jon Ho, Taipei, Taiwan. CR *DEP DEF, 2000, NAT DEF REP *GOV PROC INF CTR, 2000, PUBL CONSTR COMM EX *NIST, 1999, E COMM FUT IS NOW *PUBL CONSTR COMM, 1998, GOV PROC LAW BAKOS JY, 1990, BUSINESS STRATEGY IN, P163 GOH M, 1998, EUROPEAN J PURCHASIN, V4, P119 HEEZEN J, 1996, J STRATEGIC INF SYST, V5, P317 KALAKOTA R, 1997, ELECT COMMERCE MANAG KOLODNER JL, 1993, CASE BASED REASON LEIDNER DE, 1999, J STRATEGIC INF SYST, V8, P105 MAATTA T, 2000, COMPUT ELECTRON AGR, V28, P15 MALONE TW, 1989, HARVARD BUS REV, V27, P166 POON S, 1997, INT MARKET REV, V14, P385 SHAW MJ, 1997, DECIS SUPPORT SYST, V21, P149 STRADER TJ, 1997, DECIS SUPPORT SYST, V21, P185 WATSON I, 1994, KNOWL ENG REV, V9, P355 ZHANG PY, 2000, EXECUTIVE INFORMATIO, V20 ZIMMERMANN HD, 1997, TELEMATICS INFORMATI, V14, P117 ZWASS V, 1996, INT J ELECT COMM FAL, P3 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 JUN PY 2003 VL 23 IS 6 BP 521 EP 532 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 676ZJ UT ISI:000182782200003 ER PT J AU McQueen, DH Olsson, H TI Growth of embedded software related patents SO TECHNOVATION LA English DT Article DE patent; embedded software; bibliometric ID R-AND-D; INNOVATIVE ACTIVITIES; STATISTICS; INDICATORS; TECHNOLOGY AB The distribution of embedded software related patent applications across 118 IPC patent classes has been determined for 1988, 1993 and 1998. using a bibliometric technique. The patent applications were identified using search words based on patent claims concerning various aspects of embedded software. The number of these patent application assignments each year increased at an annual rate of about 17% while the distribution over IPC patent classes narrowed only slightly. In terms of patent classification sections, in 1998 over 41% of all embedded software related patent application assignments were in section G (Physics) while section H (Electricity) contained another 36% of them. In terms of patent classes, the most important patent classes are H04 (Electric communication technique) and G06 (Computing, calculating, counting) accounting for a little more than 40% of all embedded software patent application assignments. In only two patent classes, H04 and G06, is there a majority of embedded software related patent applications. Since patent application assignments are mainly according to the character of the problem to be solved and its solution, rather than the field of the application of the solution found, these statistics relate to the technical problems solved by the inventions. This is in contrast to economic statistics on the distribution of embedded software over branches of industry that characterizes the application of the problem solutions. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Firma DMQ Business, S-41262 Gothenburg, Sweden. Awapatent AB, S-40428 Gothenburg, Sweden. RP McQueen, DH, Firma DMQ Business, Master Bengtsgatan 10, S-41262 Gothenburg, Sweden. CR 1985, MACMILLAN DICT INFOR ARCHIBUGI D, 1996, TECHNOVATION, V16, P451 CHAKRABARTI AK, 1991, IEEE T ENG MANAGE, V38, P78 ERNST H, 1997, SMALL BUS ECON, V9, P361 ERNST H, 1998, RES POLICY, V27, P1 GREIF S, 1990, PATENTE WIRTSCHAFTSZ GRILICHES Z, 1981, ECON LETT, V7, P183 GRILICHES Z, 1990, J ECON LIT, V28, P1661 GRUPP H, 1999, RES POLICY, V28, P377 JACOBSSON S, 1996, RES POLICY, V25, P573 JOHANSSON S, 1991, UNDERSTANDING ENGLIS JOLY PB, 1996, RES POLICY, V25, P1027 KONDO M, 1999, RES POLICY, V28, P587 LIU SJ, 1997, INT J TECHNOL MANAGE, V13, P661 MALERBA F, 1999, RES POLICY, V28, P643 MCQUEEN DH, 1998, EUROPEAN J ENG ED, V23, P365 NARIN F, 1988, HDB QUANTITATIVE STU, CH15 OLSSON H, 1996, PATENTABILITY COMPUT OLSSON H, 2000, TECHNOVATION, V20, P563 PATEL P, 1987, RES POLICY, V16, P59 PATEL P, 1997, RES POLICY, V26, P141 PAVITT K, 1982, RES POLICY, V11, P33 PAVITT K, 1985, SCIENTOMETRICS, V7, P77 PAVITT K, 1988, HDB QUANTITATIVFE ST, CH16 PAVITT K, 1988, OXFORD REV ECON POL, V4, P35 SCHERER FM, 1965, AM ECON REV, V55, P1097 SCHERER FM, 1965, J POLITICAL EC, V73, P290 SCHMOOKLER J, 1957, REV ECON STAT, V39, P321 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 JUN PY 2003 VL 23 IS 6 BP 533 EP 544 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 676ZJ UT ISI:000182782200004 ER PT J AU Faborode, MO Owolarafe, OK Lasisi, AA Kasali, SA Oguntuase, KS TI Assessment of seed-oil extraction technology in some selected states in Nigeria SO TECHNOVATION LA English DT Article DE oilseed processing; appropriate technology; technology assessment ID EXPRESSION AB The growing demand for oil in several industries calls for the need to improve on the current situation of oilseed processing (with emphasis on the processing technologies). A Survey was conducted in five states in Nigeria (Osun, Oyo, Ondo, Lagos and Kwara) through the use of a questionnaire and oral discussions. A total of 95 processing centres were surveyed and information was gathered on oilseed processing technologies adopted. The study revealed that, presumably due to techno-economic reasons, the most industrialised states have more oil mills. About 28% of the total number of firms have folded due to breakdown of machines, inadequate raw materials for production and lack of market for some products. The majority of the oil processors are in the small-scale category. Most of the processors do not perform pre-processing operations Such as cleaning and heat treatment because of a lack of knowledge of the operations and, where other operations are performed. appropriate techniques are not used. The vegetable oil processors are able to source their machines locally though some still import. Interestingly, spares for all of the machines are available locally. Formal training of the operators in carrying out the processing operations, handling and maintenance of machines is suggested so as to enhance productivity and improve the quality of oil produced. (C) 2002 Published by Elsevier Science Ltd. C1 Obafemi Awolowo Univ, Dept Agr Engn, Ife, Nigeria. RP Owolarafe, OK, Obafemi Awolowo Univ, Dept Agr Engn, Ife, Nigeria. CR *SPSS, 1993, STAT PACK SOC SCI AJIBOLA OO, 1993, CAN AGR ENG, V35, P83 DEDIO W, 1977, J AM OIL CHEM SOC IL, V54, P313 FARSAIE A, 1985, T ASAE, V28, P275 KHAN LM, 1983, J AGR ENG RES, V28, P495 KHAN LM, 1984, T ASAE, V27, P190 MURPHY DJ, 1994, DESIGNER OIL CROPS ODIGBOH EU, 1997, AGR MECH BIOTECHNOLO OHLSON ISR, 1976, J AM OIL CHEM SOC, V53, P299 SINGH MS, 1984, T ASAE, V27, P1190 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 JUN PY 2003 VL 23 IS 6 BP 545 EP 553 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 676ZJ UT ISI:000182782200005 ER PT J AU Kim, B TI Managing the transition of technology life cycle SO TECHNOVATION LA English DT Article DE technology life cycle; technology transition ID INNOVATION; DYNAMICS; INDUSTRY; SYSTEMS; INFRASTRUCTURE; SIMULATION; MANAGEMENT; PARADIGMS; EVOLUTION; PATTERNS AB For a technology platform or paradigm, there are multiple generations of technology. In turn, multitude of products and/or services could be derived from each technology generation, which follows a life cycle and will be eventually replaced by the next generation. Here both old and new technologies are based on the same technology platform. In this research, we explore how to manage the transition of technology generations, from a macro level perspective. We develop analytical models and test them using a simulation technique. The results show how the key determining factors interact with each other, in particular, how the optimal switching time between technology generations is determined by such factors as technological uncertainty embedded in the technology, the cost to switch from one generation to another, and the utility which the economy enjoys by utilizing the technology platform. (C) 2003 Elsevier Science Ltd. All rights reserved. C1 Korea Adv Inst Sci & Technol, Grad Sch Management, Seoul 130012, South Korea. RP Kim, B, Korea Adv Inst Sci & Technol, Grad Sch Management, 207-43 Cheongryangri Dongdaemoon Ku, Seoul 130012, South Korea. CR ACHILLADELIS B, 2001, RES POLICY, V30, P535 BASS FM, 1995, MARKET SCI, V14, G6 BROCKHOFF K, 1967, ECONOMETRICA, V35, P472 BUER HH, 2000, INT BUSINESS REV, V9, P703 CARTER FJ, 2001, INFORM MANAGE, V38, P277 CHASE RB, 2001, OPERATIONS MANAGEMEN CHI T, 2001, IIE TRANS, V33, P695 CHRISTENSEN CM, 1995, RES POLICY, V24, P233 DAY GS, 1981, J MARKETING, V45, P60 DOSI G, 1982, RES POLICY, V11, P147 DOSI G, 1988, J ECON LIT, V26, P1120 EASINGWOOD CJ, 1988, R&D MANAGE, V18, P23 FRENKEN K, 2000, RES POLICY, V29, P257 GILBERT M, 1996, TECHNOVATION, V16, P301 GODOE H, 2000, RES POLICY, V29, P1033 GRUBER H, 2000, RES POLICY, V29, P725 HARRELL SG, 1981, J MARKETING, V45, P68 JANSZEN FHA, 1998, RES POLICY, V27, P37 JUSTMAN M, 1995, RES POLICY, V24, P259 LEONCINI R, 1996, RES POLICY, V25, P415 LEONCINI R, 1998, RES POLICY, V27, P75 MAIER FH, 1998, SYST DYNAM REV, V14, P285 MIDGLEY D, 1981, J MARKETING, V45, P109 MILLING PM, 1996, SYST DYNAM REV, V12, P211 MOLERO J, 1996, RES POLICY, V25, P647 RHYNE LC, 1996, J PROD BRAND MANAGEM, V5, P55 TASSEY G, 2000, RES POLICY, V29, P587 VANDEVEN AH, 1993, J COMP ECON, V17, P338 WERKER C, 2001, TECHNOVATION, V23, P281 WHALING CL, 1996, TECHNOL SOC, V18, P477 WINDRUM P, 1998, STRUCTURAL CHANGE EC, V9, P109 WINTER SG, 2000, STRUCTURAL CHANGE EC, V11, P255 NR 32 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 MAY PY 2003 VL 23 IS 5 BP 371 EP 381 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 663GN UT ISI:000181998000001 ER PT J AU Jolly, D TI The issue of weightings in technology portfolio management SO TECHNOVATION LA English DT Article DE technology; portfolio management; technological competetiveness ID RESEARCH-AND-DEVELOPMENT; STRATEGIC MANAGEMENT; CORE COMPETENCES; INNOVATION; PROJECTS AB This research explores the underlying components of technological competitiveness and technological attractiveness. It starts with a list of 32 criteria identified in the literature; 16 are used for depicting technological competitiveness and 16 are used for describing technological attractiveness. These criteria were submitted to a panel of technical experts for evaluation. Results of the investigation show that the attractiveness of a given technology depends mainly on the potential impact of this technology on the competitive issues, the market volume and the span of applications it opens, its performance relative to other technologies, the competitive intensity of the technical area and, finally, the barriers to imitation. Results also show that technological competitiveness depends above all on the value of the 'applied research' and the 'development' teams' competencies, the relatedness of the technology to the company's core business, the time advantage vis-a-vis the competition and the potential for financing. (C) 2003 Elsevier Science Ltd. All rights reserved. C1 Ceram Sophia Antipolis, F-06902 Sophia Antipolis, France. RP Jolly, D, Ceram Sophia Antipolis, BP 085-60,Rue Dostoievski, F-06902 Sophia Antipolis, France. CR ABERNATHY WJ, 1978, TECHNOLOGY REV JUN, P40 BALACHANDRA R, 2001, PORTL INT C MAN ENG COOMBS R, 1996, R&D MANAGE, V26, P345 ERNST H, 1998, J ENG TECHNOL MANAGE, V15, P279 FOSTER RN, 1981, MCKINSEY Q WIN, P35 FOSTER RN, 1986, INNOVATION ATTACKERS HAMEL G, 1990, HARVARD BUSINESS MAY, P79 HARRIS JM, 1981, OUTLOOK FAL, V5, P20 HUMBERT M, 1997, EUROPEAN MANAGEMENT, V15, P658 JOLLY D, 1998, 7 INT C MAN TECHN IA JOLLY D, 2000, INT J TECHNOL MANAGE, V19, P773 KHALIL T, 2000, MANAGEMENT TEHCNOLOG LITTLE AD, 1981, STRATEGIC MANAGEMENT MIKKOLA JH, 2001, TECHNOVATION, V21, P423 OUELLET F, 1995, CAN J ADMIN SCI, V12, P195 PAVITT K, 1990, CALIF MANAGE REV, V32, P17 PORTER ME, 1980, COMPETITIVE STRATEGY PRAHALAD CK, 1993, RES TECHNOL MANAGE, V36, P40 RINGUEST JL, 1999, RES TECHNOL MANAGE, V42, P40 ROUSSEL PA, 1991, 3 GENERATION R D TEECE DJ, 1986, RES POLICY, V15, P285 UTTERBACK JM, 1994, MASTEIRNG DYNAMICS I VANWYK RJ, 1991, R D MANAGE, V21, P301 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 MAY PY 2003 VL 23 IS 5 BP 383 EP 391 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 663GN UT ISI:000181998000002 ER PT J AU Miles, MP Paul, CW Wilhite, A TI Modeling corporate entrepreneurship as rent-seeking competition SO TECHNOVATION LA English DT Article DE corporate entrepreneurship; rent-seeking competition; sustained regeneration; organizational rejuvenation; strategic renewal; domain redefinition ID LOGIC AB This study seeks to explore corporate entrepreneurship (CE) initiatives as purposeful rent-seeking activities. We address the nature of economic rent and how rent is created by the various forms of CE, both from a conceptual perspective and through a discussion of findings derived during a long-term study of the corporate venturing activities of 19 firms in Britain, Sweden, and the US. In addition, we provide specific examples of firms that have exploited the economic rent generating potential of the various forms of CE. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Georgia So Univ, Dept Mkt, Statesboro, GA 30460 USA. Georgia So Univ, Dept Finance & Econ, Statesboro, GA 30460 USA. Univ Alabama, Dept Econ & Finance, Huntsville, AL 35899 USA. RP Miles, MP, Georgia So Univ, Dept Mkt, POB 8154, Statesboro, GA 30460 USA. CR BAUMOL WJ, 1990, J POLIT ECON, V98, P893 COVIN JG, 1999, ENTREP THEORY PRACT, V23, P47 GARTNER WB, 1990, J BUS VENTURING, V5, P15 GARTNER WB, 1993, J BUS VENTURING, V8, P231 HUNT SD, 1991, MODERN MARKETING THE IRELAND RD, 2001, ACAD MANAGE EXEC, V15, P49 KANE L, 2001, MED ECON, V78, P126 KIM WC, 1999, HARVARD BUS REV, V77, P83 KIRCHOFF BA, 1991, ENTREPRENEURSHIP THE, V16, P93 LEFTWICH RH, 1976, PRICE SYSTEM RESOURC LORANGE P, 1998, 783 GM MAGRETTA J, 1997, HARVARD BUS REV, V75, P78 MAKADOK R, 2001, STRATEGIC MANAGE J, V22, P387 MCGRATH RG, 1997, ACAD MANAGE REV, V22, P974 MILES MP, 2000, J BUS ETHICS, V23, P299 MILES MP, 2001, P ATLANTIC MARKETING, P87 MILES MP, 2002, ENTREP THEORY PRACT, V26, P21 MONK R, 2000, CMA MANAGEMENT, V74, P12 RIVETTE KG, 2000, REMBRANDTS ATTIC UNL SHANE S, 2000, ACAD MANAGE REV, V25, P217 SPANOS YE, 2001, STRATEGIC MANAGE J, V22, P907 TULLOCK G, 1980, THEORY RENT SEEKING WIKLUND J, 1999, ENTREP THEORY PRACT, V24, P37 ZAHRA SA, 1995, J BUS VENTURING, V10, P43 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 MAY PY 2003 VL 23 IS 5 BP 393 EP 400 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 663GN UT ISI:000181998000003 ER PT J AU Sohail, MS Sohal, AS TI The use of third party logistics services: a Malaysian perspective SO TECHNOVATION LA English DT Article DE contract logistics; outsourcing; Malaysia AB This paper examines the usage of third party logistics services in Malaysia. An empirical research study was carried out to determine the extent to which Malaysian firms use the services of logistics companies; the time period these have been used; the decision-making process for choosing contract logistics and its impact on the organisation. Results based on the analysis of data relating to 124 firms in Malaysia indicate that most of these users are satisfied with the services providers and have largely seen positive developments within the organisation. With a high current level of satisfaction, most firms surveyed indicated a moderate to substantial increase in usage of their services. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Monash Univ, Fac Business & Econ, Dept Management, Caulfield, Vic 3145, Australia. Monash Univ malaysia, Sch Business & Informat Technol, Petaling Jaya 46150, Selangor, Malaysia. RP Sohal, AS, Monash Univ, Fac Business & Econ, Dept Management, POB 197, Caulfield, Vic 3145, Australia. CR 1998, NEW STRAIT TIME 1231 BARDI EJ, 1991, INT J PHYS DISTRIB, V21, P15 BERGLUND M, 1999, INT J LOGISTICS MANA, V10, P59 BHATNAGAR R, 1999, INT J PHYS DISTRIB, V29, P569 BOWERSOX DJ, 1990, HARVARD BUS REV, V68, P36 CHRISTOPHER M, 1993, EUROPEAN MANAGEMENT, V11, P258 COOPER J, 1994, I LOG C P I LOG BIRM DAPIRAN P, 1996, INT J PHYS DISTRIB, V26, P36 FULLER JB, 1993, HARVARD BUS REV, V71, P87 HUM SH, 2000, INTEGRATED MANUFACTU, V11, P132 KEANREY AT, 1995, 44 AT KEARN MAN LAARHOVEN PV, 1994, MCKINSY Q, V1, P39 LIEB R, 1993, LOGISTICS EUROPE, V1, P22 LIEB RC, 1993, INT J PHYS DISTRIB, V23, P35 LIEB RC, 1996, J BUSINESS LOGISTICS, V17, P305 MILLEN R, 1996, INT J PHYSICAL DISTR, V26 ROBERTS K, 1994, LOGISTICS S, P4 SHEFFI Y, 1990, J BUSINESS LOGISTICS, V11, P27 VIRUM H, 1993, LOGIST TRANSPORT REV, V29, P355 WILSON PRS, 1989, INT J PHYS DISTRIB, V19, P26 NR 20 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 MAY PY 2003 VL 23 IS 5 BP 401 EP 408 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 663GN UT ISI:000181998000004 ER PT J AU Reece, JD Sumberg, J TI More clients, less resources: toward a new conceptual framework for agricultural research in marginal areas SO TECHNOVATION LA English DT Article DE innovation; research policy; adoption; diffusion of innovation; priority-setting ID SUB-SAHARAN AFRICA; EXTENSION; IMPACTS AB This article considers the processes involved in the development of new agricultural technology. It builds upon the understanding that both resource-poor farmers and the formal research system have important but different parts to play and argues that the contribution of each may be optimised if the task of developing new technology is passed on to farmers at the earliest stage at which doing so is feasible. It suggests ways in which this stage may be identified, and then develops a conceptual framework for identifying the people who are likely to be able to make use of the knowledge about a new technology that will be generated by a 'formal' research project. This framework may be applied at an early stage of each project in order to direct research resources away from those projects that are unlikely to help an acceptably large number of people. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ E Anglia, Sch Dev Studies, Overseal Dev Grp, Norwich NR4 7TJ, Norfolk, England. RP Reece, JD, Univ E Anglia, Sch Dev Studies, Overseal Dev Grp, Norwich NR4 7TJ, Norfolk, England. CR ALSTON JM, 1995, SCI SCARCITY PRINCIP ASHBY JA, 1989, FARMER 1 FARMER INNO BIGGS SD, 1981, WORLD DEV, V9, P321 BYERLEE D, 1987, AGR ADMIN EXT, V27, P231 BYERLEE D, 1996, FOOD POLICY, V21, P255 CHAMBERS R, 1989, FARMER 1 FARMER INNO CLARK N, 1987, J RURAL STUD, V3, P159 DESOUSA ISF, 1998, RURAL SOCIOL, V63, P349 FLIEGEL FC, 1993, DIFFUSION RES RURAL GREELEY M, 1987, UNPUB NEW PLANT BIOT GREELEY M, 1992, UNPUB AGR BIOTECHNOL HAUGERUD A, 1991, IIED GATEKEEPER SER, V30 HOBBELINK H, 1991, BIOTECHNOLOGY FUTURE ILORI MO, 2000, TECHNOVATION, V20, P333 KERSTEN SMM, 1995, THESIS U SYDNEY SYDN KRIPPENDORFF K, 1993, CYBERNETICS HUMAN KN, V2, P3 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LIPTON M, 1989, NEW SEEDS POOR PEOPL LONG N, 1992, BATTLEFIELDS KNOWLED MAREDIA MK, 2000, FOOD POLICY, V25, P531 MAXWELL S, 1986, WORLD DEV, V14, P65 OKALI C, 1994, FARMER PARTICIPATORY REECE JD, 2000, RES TEHCNOLOGY CHANG RHOADES RE, 1989, IIED GATEKEEPER SERI RICE RE, 1980, KNOWLEDGE CREATION D, V1, P499 RICHARDS P, 1986, LONDON RES SERIES GE, P11 RICHARDS P, 1989, FARMER 1 FARMER INNO, P185 ROGERS EM, 1983, DIFFUSION INNOVATION RUTHENBERG H, 1976, FARMING SYSTEM TROPI SCOONES I, 1994, FARMER 1 RURAL PEOPL SINCLAIR FL, 1999, ADV AGROECOL, P245 SPERLING L, 1993, EXP AGR, V29, P509 STEWART F, 1982, EC NEW TECHNOLOGY DE SUMBERG JE, 1997, FARMERS EXPT CREATIN SUTHERLAND A, 1999, LINKAGES FARMER ORIE TIDD J, 1997, MANAGING INNOVATION NR 36 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 MAY PY 2003 VL 23 IS 5 BP 409 EP 421 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 663GN UT ISI:000181998000005 ER PT J AU Watanabe, C Nagamatsu, A Griffy-Brown, C TI Behavior of technology in reducing prices of innovative goods - an analysis of the governing factors of variance of PV module prices SO TECHNOVATION LA English DT Article DE technology incorporation; technology spillover; prices formation; PV module ID RESEARCH-AND-DEVELOPMENT; PRODUCTIVITY GROWTH AB Classical growth accounting theory suggests that technological innovation leads to a price decrease. Technology diffusion theory states that technology diffuses into a market place in an epidemic manner and is incorporated into production factors and innovative goods. In addition, learning theory suggests that the learning exercise results in a price decrease. Even though these theories work with overlapping processes no significant work has yet to be undertaken to bridge these three theoretical frameworks. Consequently, the behavior of technology in reducing the prices of innovative goods remains a 'black box.' This paper attempts to elucidate this black box by unraveling this mechanism. An empirical analysis across a distribution of 639 PV module prices in Japan's leading PV firms is introduced and the mechanism of technology contribution to decreasing these prices is identified. (C) 2003 Elsevier Science Ltd. All rights reserved. C1 Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, Tokyo 1528552, Japan. Pepperdine Univ, Graziadio Sch Business, Dept Decis & Informat Syst, Culver City, CA 90292 USA. RP Watanabe, C, Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, 2-12-1 Ookayama, Tokyo 1528552, Japan. CR ARROW KJ, 1962, REV ECON STUD, V29, P155 COHEN WM, 1989, ECON J, V99, P569 DENISON EF, 1962, LIB C GRILICHES Z, 1979, BELL J ECON, V10, P92 JAFFE AB, 1986, AM ECON REV, V76, P984 JORGENSON DW, 1967, REV ECON STUD, V34, P249 ROGERS EM, 1962, DIFFUSION INNOVATION SCHERER FM, 1982, REV ECON STAT, V64, P627 THOMSON R, 1993, LEARNING TECHNOLOGY WATANABE C, 1999, INT WORKSH IND TECHN WATANABE C, 2000, TECHNOVATION, V20, P299 WATANABE C, 2001, TECHNOVATION, V21, P281 NR 12 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 2003 VL 23 IS 5 BP 423 EP 436 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 663GN UT ISI:000181998000006 ER PT J AU Watanabe, C Kondo, R Nagamatsu, A TI Policy options for the diffusion orbit of competitive innovationsan - an application of Lotka-Volterra equations to Japan's transition from analog to digital TV broadcasting SO TECHNOVATION LA English DT Article DE analog to digital TV broadcasting; diffusion orbit; predator-prey systems; Lotka-Volterra equations AB Timely introduction of emerging new technologies that substitute for existing technologies is essential for enhancing a nation's international competitiveness in a globalizing economy. However, such substitution is generally slow because of a lack of information about new technologies, fear of substitution and a reluctance to pay the cost of switching to new technologies. While hasty substitution sometimes accomplishes nothing, delayed substitution can result in a loss of national competitiveness. Thus, policy options for the diffusion orbits of competitive innovations are crucial. This is particularly the case with respect to Japan's transition from analog to digital TV broadcasting, as the Japanese government, in order to minimize the impact of a transition delay, is urging a rapid shift from analog to digital TV broadcasting. In an ecosystem, in order to maintain sustainable development, predator-prey systems demonstrate a sophisticated balance. Given that an ecosystem can be used as a masterpiece system, this sophisticated balance provides suggestive ideas in deciding an optimal orbit of competitive innovations. This paper analyzes the optimal orbit for Japan's transition from analog to digital TV broadcasting, and on the basis of an application of Lotka-Volterra equations that analyze the sophisticated balance of predator-prey systems, it demonstrates the optimality of the Japanese government's scenario for shifting from analog to digital TV broadcasting. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, Tokyo 1528552, Japan. Minist Publ Managment Home Affairs Posts & Teleco, Broadcasting Technol Div, Chiyoda Ku, Tokyo 1008926, Japan. RP Watanabe, C, Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, 2-12-1 Ookayama, Tokyo 1528552, Japan. CR *ADV COMM DIG TERR, 1988, CONSTR NEW TERR BROA *MIN PUBL MAN, 2001, HOM AFF POSTS TEL *NHK INT TECHN, 2001, BROADC STN JAP ANTONELLI C, 1999, INFORMATION ORG, P263 APRKER R, 1999, EC TECHNOLOGY CONTEN, P197 CHRISTENSEN CM, 1997, INNOVATORS DILEMMA GRUEBLER A, 1998, TECHNOLOGY GLOBAL CH HART JA, 1999, EC TECHNOLOGY CONTEN, P287 HIRSCH M, 1974, DIFFERENTIAL EQUATIO HOFBANDER J, 1988, THEORY EVOLUTION DYN LUNDGREN A, 1993, ADV INT MARKETING, V5, P145 NOLL AM, 1999, EC TECHNOLOGY CONTEN, P3 SCUDO F, 1978, LECT NOTES BIOMATHEM, V22 SEEL PB, 1999, EC TECHNOLOGY CONTEN, P275 WATANABE C, 2001, I ELASTICITY IT WAVE NR 15 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 2003 VL 23 IS 5 BP 437 EP 445 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 663GN UT ISI:000181998000007 ER PT J AU Kakati, M TI Success criteria in high-tech new ventures SO TECHNOVATION LA English DT Article DE high-tech new venture; success criteria; new venture risk factor ID INDUSTRY STRUCTURE; PERFORMANCE; FIRMS; ENTREPRENEURSHIP; STRATEGY AB This paper seeks to identify the criteria that influence the performance of high-tech new ventures. Twenty-seven venture capitalists who experienced both failure and success in high-tech ventures were asked to rate one of their most successful ventures and one of the least successful or failed ventures on 38 criteria identified under six groups: entrepreneur quality, resource-based capability, competitive strategy, product characteristics, market characteristics and financial criteria. The venture capitalists were subsequently interviewed to overcome biased or forced results and to know more about success criteria. The study reveals that entrepreneur quality, resource-based capability, and competitive strategy are the critical determinants of the firm's viability and achievement. It is seen from cluster analysis that successful entrepreneurs develop multiple resource-based capabilities to backup multiple-strategies to push their products through market. Furthermore, it is concluded that it is not the unique products relative to competitors that brings success rather it is the firm's ability to meet the unique requirements of customers that bring success. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Gauhati Univ, Dept Business Adm, Gauhati 781014, India. RP Kakati, M, Gauhati Univ, Dept Business Adm, Gauhati 781014, India. CR BERRY MMJ, 1996, TECHNOVATION, V16, P487 BIGGADIKE R, 1979, HARVARD BUS REV, V57, P103 BIRLEY S, 1992, ENTREPRENEURIAL IMPE BRUSH CG, 1992, J BUS VENTURING, V7, P157 CHANDLER GN, 1994, J BUS VENTURING, V9, P331 DOUTRIAUX J, 1992, J BUS VENTURING, V7, P303 KAKATI RP, 1999, THEIS SGAUHATI U GUW KNIGHT RM, 1986, J PROD INNOVAT MANAG, V3, P195 MACMILLAN IC, 1985, J BUSINESS VENTURING, V1, P119 MACMILLAN IC, 1987, J BUS VENTURING, V2, P123 MAHONEY JT, 1992, STRATEGIC MANAGE J, V13, P363 MAIDIQUE MA, 1985, ART SCI ENTREPRENOUR, P169 MAIDIQUE MA, 1985, RES POLICY, V14, P299 MCDOUGALL PP, 1989, J BUS VENTURING, V4, P387 MILLER A, 1988, J BUSINESS VENTURING, V3, P287 NUNNALLY J, 1978, PSYCHOMETRIC THEORY PANDEY IM, 1996, VENTURE CAPITAL INDI ROBERTS EB, 1991, INT J TECHNOL MANAGE, P59 SANDBERG WR, 1986, NEW VENTURE PERFORMA SANDBERG WR, 1987, J BUS VENTURING, V2, P5 STUART R, 1987, J BUS VENTURING, V2, P215 TSAI WMH, 1991, J BUS VENTURING, V6, P9 TYEBJEE TT, 1984, MANAGE SCI, V30, P1051 NR 23 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 MAY PY 2003 VL 23 IS 5 BP 447 EP 457 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 663GN UT ISI:000181998000008 ER PT J AU Werker, C TI Innovation, market performance, and competition: lessons from a product life cycle model SO TECHNOVATION LA English DT Article DE innovation; market performance; competition ID EVOLUTION; DETERMINANTS AB Detailed knowledge on how innovation, market performance, and competition are intertwined serves as a basis for decisions of firms and policy makers. In the course of market evolution various changes take place of which the emergence of consumers' preferences and of the knowledge that is needed to meet these preferences with appropriate products are the most important ones. In order to model the market evolution and the resulting changes, Dosi's concept of technological paradigms and Winter's concept of technological regimes are integrated into a product life cycle model. The simulations performed with this model help to understand how the dynamics of market evolution shapes market performance and competition. The results of the simulation runs show a much more differentiated picture than economic intuition suggests and therefore give useful hints for firms' strategies and innovation policy. The most striking result of the simulation runs for entrepreneurial strategies is that there are markets that are only interesting for firms which want to enter a market to realize some profits and then exit again whereas other markets are only interesting for firms which want to survive in the long-run. For policy makers the simulation results show clearly that policy measures must be carefully designed in order to have the intended effects. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Eindhoven Univ Technol, ECIS, NL-5600 MB Eindhoven, Netherlands. Eindhoven Univ Technol, Fac Technol Management, NL-5600 MB Eindhoven, Netherlands. RP Werker, C, Eindhoven Univ Technol, ECIS, POB 513,DG 1-23, NL-5600 MB Eindhoven, Netherlands. EM c.werker@tm.tue.nl CR AGRARWAL R, 1997, SO EC J, V63, P571 AUDRETSCH DB, 1995, INNOVATION IND EVOLU AUDRETSCH DB, 2001, INT J IND ORGAN, V19, P613 BALMANN A, 2002, IN PRESS HDB EVOLUTO CARROLL GR, 1989, ADMIN SCI QUART, V34, P411 DOSI G, 1982, RES POLICY, V11, P147 DOSI G, 1988, J ECON LIT, V26, P1120 DOSI G, 1995, SMALL BUS ECON, V7, P411 DOSI G, 1997, IND CORP CHANGE, V6, P3 GEROSKI P, 1995, HDB EC INNOVATION TE, P90 KLEPPER S, 1990, RAND J ECON, V21, P27 KLEPPER S, 1997, IND CORP CHANGE, V6, P145 KLEPPER S, 1997, IND CORP CHANGE, V6, P379 MALERBA F, 1996, RES POLICY, V25, P451 UTTERBACK JM, 1993, RES POLICY, V22, P1 UTTERBACK JM, 1994, MASTERING DYNAMICS I WERKER C, 2000, MARKTCHANCEN INNOVAT WERKER C, 2001, INT J INNOVATION MAN, V5, P105 WINTER SG, 1984, J ECON BEHAV ORGAN, V5, P287 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 APR PY 2003 VL 23 IS 4 BP 281 EP 290 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 659PR UT ISI:000181786400001 ER PT J AU Jacob, WF Kwak, YH TI In search of innovative techniques to evaluate pharmaceutical R&D projects SO TECHNOVATION LA English DT Article DE R & D; project management; real option models; risk management AB This paper is a conceptual paper that examines a new integrative evaluation approach for pharmaceutical R&D projects. It describes recent changes in the health care economy and the underlying scientific and technological revolution that has markedly altered the business environment in which the pharmaceutical industry operates. Changes in cost and technology resulting from managed care organizations, marketing, generic drugs, new drug development risk, and scientific and technological evolution forced us to think of a new way to evaluate R&D projects in the early phase of the project. These changes have placed increased emphasis on the need for improvements in technology management methodologies. A real options approach, especially when combined with other project risk management processes, offers a significant improvement in project selection and review, and resource allocation decisions. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 George Washington Univ, Sch Business & Publ Management, Dept Management Sci, Washington, DC 20052 USA. Human Genome Sci, Rockville, MD 20850 USA. RP Kwak, YH, George Washington Univ, Sch Business & Publ Management, Dept Management Sci, Monroe Hall 403,2115 G St, Washington, DC 20052 USA. EM will_jacob@hgsi.com kwak@gwu.edu CR AGNEW B, 2000, SCIENCE, V287, P1952 ANGELIS DI, 2000, RES TECHNOL MANAGE, V4, P31 BADIRU AB, 1995, COMPREHENSIVE PROJEC, P1 BETTIS RA, 1995, STRATEGIC MANAGE J, V16, P7 BLACK F, 1988, J POLITICAL EC MAY, P15 BOER FP, 1999, VALUATION TECHNOLOGY BONE S, 2000, RES TECHNOL MANAGE, V4, P50 BYERS L, 1989, PROJECT MANAGEMENT J, V3, P11 CARR G, 1998, ECONOMIST, V8056, S16 COOPER RG, 2000, RES TECHNOL MANAGE, V2, P18 DAY GS, 2000, CALIFORNIA MANAGEMEN, V2, P8 DUNCAN WR, 1996, GUIDE PROJECT MANAGE EDLESON ME, 1994, 9294109 HBS FAGAN PL, 1998, PHARMA GIANTS READY, P1 FOULKES J, 2000, P PMI RES C 2000 FRAME JD, 1994, NEW PROJECT MANAGEME, P1 GERSHON D, 2000, NATURE, V405, P257 GRAVES SB, 2000, RES TECHNOL MANAGE, V3, P47 HENRIKSEN AD, 2000, IEEE T ENG MANAGE, V2, P158 HERATH HSB, 2000, ENG ECON, V1, P1 IBBS CW, 2000, PROJECT MANAGEMENT J, V1, P32 JAGLE AJ, 1999, R&D MANAGE, V29, P271 JARRETT EL, 2000, RES TECHNOL MANAGE, V6, P44 KAUFMAN M, 2000, WASHINGTON POST 1129, A1 KEARNEY AT, 1997, ECONOMIST 0920, P67 KRUSKO D, 1987, J SOC RES ADM, V1, P17 LINT O, 1998, R&D MANAGE, V28, P279 LUEHRMAN TA, 1998, HARVARD BUS REV, V76, P89 MCGAHAN AM, 1994, HARVARD BUSINESS NOV, P115 MCGAHAN AM, 1995, PHARM IND 1990S MCGRATH RG, 1997, ACAD MANAGE REV, V22, P974 MCGRATH RG, 2000, RES TECHNOL MANAGE, V4, P35 MIRASOL F, 2000, CHEM MARKET REPORTER, V14, P6 MIRASOL F, 2000, CHEM MARKET REPORTER, V22, P5 MURPHY PL, 1989, PROJECT MANAGEMENT J, V3, P35 NICHOLS NA, 1994, HARVARD BUSINESS JAN, P91 PERDUE RK, 1999, INTERFACES, V6, P57 PERLITZ M, 1999, R&D MANAGE, V3, P225 REISS A, 1998, Q REV EC FINANCE, V38, P635 ROYER PS, 2000, PROJECT MANAGEMENT J, V1, P6 SHARPE P, 1998, HARVARD BUS REV, V2, P52 SHEASLEY WD, 2000, RES TECHNOL MANAGE, V6, P37 TITLE GL, 2000, RES TECHNOL MANAGE, V6, P47 WARD S, 1999, PROJECT MANAGEMENT J, V3, P37 NR 44 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 2003 VL 23 IS 4 BP 291 EP 296 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA 659PR UT ISI:000181786400002 ER PT J AU Lint, O Pennings, E TI The recently chosen digital video standard: playing the game within the game SO TECHNOVATION LA English DT Article DE product standardization; game theory; prisoners' dilemma; decision making; digital versatile disc (DVD) ID STRATEGY; BUSINESS AB In the recent process leading to the agreement on the digital versatile disc two product standards have been developed: one by Philips and Sony, and the other by Toshiba and Time Warner. Three actions in the process of standardization have startled business analysts. First, Matsushita's choice to support the Toshiba-Time Warner standard. Second, Sony's statement to unconditionally market the standard developed with Philips. Third, the unexpected agreement between parties on a uniform standard. We show that these moves in the game concerning the digital video standard should be viewed as a game within a larger game. The larger game encompasses the players' interest beyond the digital technology. We develop and apply a straightforward managerial framework for product standardization games that supports managers looking beyond the small game. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Vlerick Leuven Gent Management Sch, B-9050 Ghent, Belgium. Bocconi Univ, IGIER, I-20135 Milan, Italy. RP Lint, O, Vlerick Leuven Gent Management Sch, Bellevue 6, B-9050 Ghent, Belgium. EM onno.lint@vlerick.be CR BRANDENBURGER AM, 1995, HARVARD BUS REV, V73, P57 DUTTA PK, 1999, STRATEGIES GAMES THE GARDNER R, 1995, GAMES BUSINESS EC GHEMAWAT P, 1997, GAMES BUSINESSES PLA KAY JA, 1991, ECON J, V101, P57 NASH J, 1951, ANN MATH, V54, P286 ROSENBLOOM RS, 1987, CALIF MANAGE REV, V29, P51 SHAPIRO C, 1989, RAND J ECON, V20, P125 NR 8 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 APR PY 2003 VL 23 IS 4 BP 297 EP 306 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 659PR UT ISI:000181786400003 ER PT J AU Watanabe, C Kondo, R TI Institutional elasticity towards IT waves for Japan's survival - the significant role of an IT testbed SO TECHNOVATION LA English DT Article DE IT; institutions; institutional elasticity; IT testbed ID TECHNOLOGY AB While the dramatic advances in information technology (IT) in recent years has provided all nations with a large number of potential benefits, effective utilization of these benefits greatly depends on institutional elasticity. Notwithstanding a high institutional elasticity towards "catching-up," Japan's institutional system lost its elasticity under a new paradigm that emerged in the 1990s, and remediation of this problem has become crucial as advances in IT and subsequent economic globalization has highlighted global, invisible, interactive, disseminative and coevolutional features, leading to an increased significance of institutional elasticity. A testbed can play a significant role in inducing and diffusing new technology, and given the unique features of IT, an IT testbed is particularly important. With such systems functions as predictability, observability and triability, an IT testbed can provide services to demonstrate hidden benefits, instill confidence by providing visuality, and stimulate learning exercises leading to construction of a virtuous cycle between IT inducement and diffusion. These services correspond to requirements for complementing the constraints of Japan's institutions. Thus, an IT testbed can unexpectedly play a significant role in the remediation of Japan's lost institutional elasticity. This paper analyzes the significant role of institutional elasticity, and on the basis of a case evaluation of the Japan Gigabit Network, demonstrates the hypothesis that an IT testbed can contribute to the remediation of Japan's institutional elasticity. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, Tokyo 1528552, Japan. Minist Publ Management Home Affairs Posts & Telec, Broadcasting Technol Div, Chiyoda Ku, Tokyo 1008926, 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 *EPA, 2000, WHIT PAP JAP EC *MPHPT, 2000, COMM US TREND SURV *MPT, 2000, WHIT PAP 2000 COMM J *OECD, 2000, OECD INF TECHN OUTL *TC, 2000, INF VIS 21 CENT *US DOC, 2000, DIG EC 2000 *US DOC, 2000, FALL NET DIG INCL BARANSON J, 1967, TECHNOLOGY W CIVILIZ, V2, P251 BINSWANGER H, 1978, INDUCED INNOVATION T BRYNJOLFSSON E, 1993, COMMUN ACM, V36, P67 CAIRNCROSS F, 1997, DEATH DISTANCE CALLON S, 1995, DIVIDED SUN MITI BRE GRIFFYBROWN C, 2001, IN PRESS INT J TECHN GROSSMAN GM, 1991, INNOVATION GROWTH GL HODGSON GM, 1993, EC I KNIGHT J, 1992, I SOCIAL CONFLICT MCRAE H, 1995, WORLD 2020 POWER CUL MILNER HV, 1997, INTERESTS I INFORMAT MORRISON C, 1988, REV ECON STAT, V70, P275 NORTH DC, 1990, I I CHANGE EC PERFOR NORTH DC, 1994, AM ECON REV, V84, P359 ORIHATA M, 2000, TECHNOVATION, V20, P11 ROGERS EM, 1962, DIFFUSION INNOVATION ROMER PM, 1986, J POLIT ECON, V94, P1002 TENCKOFF E, 1996, P 3 EUR S TEST AN IN, P47 TOU Y, 2001, THESIS TOKYO I TECHN WATANABE C, 1995, TECHNOL FORECAST SOC, V49, P127 WATANABE C, 1996, P 3 EUR S TEST AN IN, P14 WATANABE C, 1997, P 12 CONV COUNC AC E, P23 WATANABE C, 1999, RES POLICY, V28, P719 WATANABE C, 2000, INT WORKSH SCI GOV B WATANABE C, 2000, JOINT M EN MOD FOR I 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 APR PY 2003 VL 23 IS 4 BP 307 EP 320 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 659PR UT ISI:000181786400004 ER PT J AU Laosirihongthong, T Paul, H Speece, MW TI Evaluation of new manufacturing technology implementation: an empirical study in the Thai automotive industry SO TECHNOVATION LA English DT Article DE new manufacturing technology (NMT); implementation; evaluation; automotive industry ID AMT; FRAMEWORK; ADOPTION; LESSONS; SYSTEMS AB This paper presents a study of implementation of new manufacturing technology (NMT) in the Thai automotive industry. Three research questions are explored: (1) what is the relationship between NMT used and organizational characteristics; (2) what are the benefits of NMT; and (3) what are the difficulties in implementing NMT. Descriptive statistical analysis and MANOVA with post hoc tests indicate that, among 15 NMTs, CNC, CAD, and Pneumatic and hydraulic equipment are the most frequently used, while ASIRS, pick and place robots, and flexible manufacturing center are the least used. The organizational characteristics, principal ownership, size of company and labor union memberships show a significant effect on implemented NMTs. It is also found that NIVIT improves performance significantly. The greatest improvements are reflected in accuracy of product, work standardization, and company image. Finally, the difficulties/problems in implementing NNIT are revealed. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Thammasat Univ, Dept Ind Engn, Klongluang 12121, Pathumthani, Thailand. Asian Inst Technol, Sch Management, Klongluang 12120, Pathumthani, Thailand. RP Laosirihongthong, T, Thammasat Univ, Dept Ind Engn, Klongluang 12121, Pathumthani, Thailand. EM tritos36@yahoo.com CR *BANK THAIL, 2000, EC REP JAN MARCH 200, P65 *BOARD INV, 1995, REP INV AUT IND THAI *FTI, 2000, REP THAI AUT IND *TDRI, 1999, DEV THAIL TECHN CAP BESSANT J, 1988, RES POLICY, V17, P349 BOER H, 1990, INT J OPER PROD MAN, V10, P5 BURCHER P, 1999, INT J OPER PROD MAN, V19, P515 CHEN CY, 1994, J CHINESE LINGUIST, V22, P1 CHEN IJ, 1993, INT J MANAGEMENT DEV, V10, P32 CHEN IJ, 1996, INT J OPERAT PRODUCT, V16, P4 DIMNIK T, 1989, BUSINESS Q, V54, P46 EFSTATHIADES A, 2000, TECHNOVATION, V23, P93 GAGNON YC, 1996, TECHNOL FORECAST SOC, V52, P59 GERMAIN R, 1996, J BUS RES, V35, P117 HAIR JF, 1995, MULTIVARIATE DATA AN JAYARAM J, 1999, INT J OPER PROD MAN, V19, P1010 KOTHA S, 1998, INT J PROD RES, V36, P3135 KRAJEWSKI LJ, 1993, OPERATION MANAGEMENT LAOSIRIHONGTHON.T, 2000, P IEEE INT C MAN INN LAOSIRIHONGTHON.T, 2001, P 10 INT C MAN TECHN LEFLEY F, 1997, INT J PROD RES, V35, P341 MANSFIELD E, 1993, MANAGE SCI, V39, P149 MEREDITH JR, 1987, INTERFACES, V17, P51 MILLEN R, 1998, TECHNOVATION, V18, P741 PARK YT, 2000, TECHNOVATION, V20, P151 PAUL H, 1991, INT J TECHNOL MANAGE, V6, P233 PAUL H, 1999, P 14 INT C CAD CAM R, P527 PETER B, 1999, INT J OPER PROD MAN, V19, P515 SCHRODER R, 1999, INT J OPER PROD MAN, V19, P1270 SMALL MH, 1997, INT J OPER PROD MAN, V17, P468 SMALL MH, 1997, INT J PROD RES, V35, P3005 SOHAL A, 1991, COMPUT INTEGR MANUF, V4, P71 SOHAL AS, 1994, BENCHMARKING QUALITY, V1, P24 SOHAL AS, 1996, TECHNOVATION, V16, P377 SUN HY, 2000, TECHNOVATION, V20, P631 SWAMIDASS PM, 1998, J OPER MANAG, V17, P23 TCHIJOV I, 1989, TECHNOL FORECAST SOC, V35, P261 NR 37 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 APR PY 2003 VL 23 IS 4 BP 321 EP 331 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 659PR UT ISI:000181786400005 ER PT J AU Gil, Y Bong, S Lee, J TI Integration model of technology internalization modes and learning strategy: globally late starter Samsung's successful practices in South Korea SO TECHNOVATION LA English DT Article DE technology internalization; characteristics of technology; mode of technology internalization; technological learning; South Korea ID RESEARCH-AND-DEVELOPMENT; PRODUCT DEVELOPMENT; INDUSTRIAL-TECHNOLOGY; DEVELOPING-COUNTRY; KNOWLEDGE; INNOVATION; MANAGEMENT; FIRMS; ORGANIZATION; EXPERIENCE AB This paper examines the mechanism of technology internalization of a technologically late starter or a globally late starter as unit of analysis for the purpose of the paper, by investigating the process in which such a company successfully internalizes advanced technologies globally despite of its inherent drawbacks as a late starter. It exemplifies how such a company could eventually catch up with technology leaders globally at least in a certain number of technologies. At first, we suggest two propositions with literature review of this research area and thoughtful insight induced by experience of authors as practitioners in the field. Then, a comparative analysis is used along its constituents - technological characteristics, technological strategies and learning activities of Samsung's 16 technology development projects in Korea for testing two propositions. Samsung was chosen on its merit of its relatively wide renown as the most technologically advanced company in Korea. We also differentiate the performance of technology internalization into two levels - the level of peripheral technology internalization and the level of core technology internalization - taking into consideration the learning level at which the technology is being internalized. As a result, the analysis categorizes the internalization mechanism as used by a globally late starter into four general types, starting from analyzing the complexity and the external availability of the target technology. For each of four types, this paper describes different internalization modes, learning strategy, and ways of how success is achieved at various levels. Also, this paper tries to suggest the managerial guidelines on successful internalization for a globally late starter. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Korea Adv Inst Sci & Technol, Grad Sch Management, Dongdaemoon Gu, Seoul 130012, South Korea. RP Lee, J, Korea Adv Inst Sci & Technol, Grad Sch Management, Dongdaemoon Gu, 207-43 Cheongryangri Dong, Seoul 130012, South Korea. EM yjgil@sait.samsung.co.kr stajahn@kgsm.kaist.ac.kr pearllee@kgsm.kaist.ae.kr CR 1998, SAMSUNG 60 ANNIVERSA 2000, SAMSUNG ANN REPORT *IFI CLAIMS PAT SE, 1999, PAT INT TECHN REP ATUAHENEGIMA K, 1993, R&D MANAGE, V23, P327 BAE Z, 1987, THESIS KAIST KOREA BROWN SL, 1995, ACAD MANAGE REV, V20, P343 CHUNG KM, 1999, R&D MANAGE, V29, P353 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DAHLMAN CJ, 1981, ACQUISITION TECHNICA EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109 HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HAMEL G, 1994, COMPETING FUTURE HEDLUND G, 1993, IMPLEMENTING STRATEG, P117 HOBDAY M, 1994, J DEV STUD, V30, P831 HOBDAY M, 1995, INNOVATION E ASIA CH KATZ J, 1984, J DEV ECON, V16, P3 KIM L, 1980, RES POLICY, V9, P254 KIM L, 1998, ORGAN SCI, V9, P506 KIM LS, 1997, CALIF MANAGE REV, V39, P86 KUROKAWA S, 1997, IEEE T ENG MANAGE, V44, P124 LALL S, 1980, RES POLICY, V9, P24 LEE J, 1979, APPROACH MEASUREMENT LEE J, 1994, J ENG TECHNOL MANAGE, V11, P149 LEE JJ, 1988, R&D MANAGE, V18, P235 LIEBERMAN MB, 1988, STRATEGIC MANAGEMENT, V9, P41 LIEBESKIND JP, 1996, ORGAN SCI, V7, P428 LOWE J, 1984, INNOVATION TECHNOLOG LOWE J, 1998, R&D MANAGE, V28, P263 MADHAVAN R, 1998, J MARKETING, V62, P1 MARCY W, 1979, RES MANAGE, V22, P18 MEYERS PW, 1989, J PROD INNOVAT MANAG, V6, P79 MORAVCSIK MJ, 1983, RES POLICY, V12, P287 MORGAN G, 1986, IMAGES ORG MOWERY D, 1989, TECHNOLOGY PURSUIT E MURPHY WJ, 1991, R D COPERATION MARKE NONAKA I, 1990, CHISHIKI SOZ NO KEIE NONAKA I, 1994, ORGAN SCI, V5, P14 OGAWA E, 1982, PROPOSED FRAMEWORK S PIRELA A, 1993, RES POLICY, V22, P431 PISANO G, 1988, RES POLICY, V20, P237 PORTER ME, 1985, COMPETITIVE ADVANTAG POWELL WW, 1990, RES ORGAN BEHAV, V12, P295 RANDOR M, 1991, INT J TECHNOL MANAGE, P113 ROBERTS EB, 1985, SLOAN MANAGE REV, V26, P3 ROBERTS SM, 1999, J CHEM SOC P1, V1, P1 SOUDER WE, 1998, J PROD INNOVAT MANAG, V15, P208 STEWART F, 1979, 344 WORLD BANK STAFF SUNG CS, 1999, TECHNOVATION, V19, P305 TAKEUCHI H, 1986, HARVARD BUSINESS JAN, P137 TEECE DJ, 1996, J ECON BEHAV ORGAN, V31, P193 TEITEL S, 1981, RES POLICY, V10, P127 UTTERBACK JM, 1994, MASTERING DYNAMICS I VEUGELERS R, 1999, RES POLICY, V28, P63 YIN RK, 1993, CASE STUDY RES DESIG ZUCKER L, 1991, RES SOCIOLOGY ORG, V8, P157 NR 56 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 APR PY 2003 VL 23 IS 4 BP 333 EP 347 PG 15 SC Engineering, Industrial; Operations Research & Management Science GA 659PR UT ISI:000181786400006 ER PT J AU Sohal, AS Terziovski, M Zutshi, A TI Team-based strategy at Varian Australia: a case study SO TECHNOVATION LA English DT Article DE continuous improvement process; continuous improvement process teams; corrective action teams; Australia ID MANAGEMENT AB This article discusses the use of work teams at Varian Australia, a manufacturing organisation based in Melbourne, Australia. The company manufactures high-technology instruments that are largely exported to the USA and Europe. The paper describes the experiences of the company with continuous improvement process teams (CIP) and corrective action team (CATs) over a decade, from 1990 to 2000. The article discusses the reasons for the slow down of the process improvement program and the appropriate changes that were made to relaunch the continuous improvement strategy at Varian Australia. Based on the qualitative analysis in this article, a number of interesting lessons can be learned. The main lesson is that voluntary, cross-functional teams are more effective than compulsory membership, as team members are motivated to work towards their goals and better understand the processes. Team members found that by working together the result of their combined effort was much greater than the combined results of their individual efforts. This approach reduced the product development cycle on Varian projects by up to 50%. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Monash Univ, Dept Management, Caulfield, Vic 3145, Australia. Univ Melbourne, Dept Management, Parkville, Vic 3052, Australia. RP Sohal, AS, Monash Univ, Dept Management, POB 197, Caulfield, Vic 3145, Australia. EM amrik.sohal@buseco.monash.edu.au CR ATTARAN M, 1999, IND MANAGEMENT, V41, P24 BECKHAM R, 1998, HOSP MAT MANAGEMENT, V20, P48 BENEFIELD J, 1998, OCCUPATIONAL HLTH SA, V67, P34 BLEJWAS L, 1999, HLTH CARE SUPERVISOR, V17, P14 BURNS RB, 1998, INTRO RES METHODS CARTMELL KH, 2000, HOME HLTH CARE MANAG, V12, P38 CHANESKI WS, 1999, MODERN MACHINE SHOP, V71, P52 COLLINS J, 1994, BUILT LAST SUCCESSFU CORBETT LM, 2000, INT J OPER PROD MAN, V20, P204 DAVIDSON P, 2000, MANAGEMENT AUSTR GLO EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 GREENWALT MB, 1994, MANAGERIAL AUDITING, V9, P3 HOSON D, 1998, TEACHING LEARNING SC HOWARD K, 1990, MANAGE DECIS, V28, P8 IMAI M, 1986, KAIZEN KEY JAPANS CO KIRKMAN BL, 2000, INT J CONFL MANAGE, V11, P74 KUVIN BF, 1998, WELD DESIGN FABR, V71, P18 MCCUTCHEON DM, 1993, J OPERATIONS MANAGEM, V11, P239 MCGUIRE L, 1995, CASE STUDY RES STORY MORRIS CE, 1999, FOOD ENG, V71, P56 ROBBINS S, 2000, MANAGEMENT SIMON A, 1994, INT J QUALITY RELIAB, V13, P32 SOHAL AS, 1997, TECHNOVATION, V17, P329 SOHAL AS, 1998, INT J TECHNOL MANAGE, V16, P336 TAGGAR S, 1999, PERS PSYCHOL, V52, P899 TERZIOVSKI M, 1998, DEMYSTIFYING QUALITY UMA S, 1992, RES METHODS BUSINESS WALLACE KM, 1984, IND MARKET MANAG, V181, P181 YIN RK, 1994, CASE STUDY RES DESIG ZIKMUND G, 1997, BUSINESS RES METHODS 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 APR PY 2003 VL 23 IS 4 BP 349 EP 357 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 659PR UT ISI:000181786400007 ER PT J AU Therrien, P Mohnen, P TI How innovative are Canadian firms compared to some European firms? A comparative look at innovation surveys SO TECHNOVATION LA English DT Article DE innovation; indicators; international comparisons AB This paper investigates the comparability of the 1999 Canadian Survey of Innovation with the European Community Innovation Surveys for 1997/1998 (CIS2). Four European countries are compared to Canada: France, Germany, Ireland, and Spain. Differences in terms of design and implementation of the survey and formulation of the questionnaire are pointed out. Proposals are made to harmonize the two datatsets and make them comparable as much as possible. Different innovation indicators - percentage of innovators, sale of innovative products - show different results between countries. Canada leads the pack by far if we consider the percentage of innovating firms in the respective country samples, however it ranks last if we consider the share in sales of innovative products. Canada, Germany and Ireland seem to be relatively similar regarding the percentage of first-innovators (a narrower definition of innovation). France and Spain lag behind in this regard but seem to have a high intensity of first-innovators among the innovators. Results also show some common trends for all countries studied. Firms in high-tech sectors are more frequently innovative and reach a greater share of revenue from innovation than firms in other sectors. Large firms are more often innovative but size is not always a good predictor for the percentage of revenue from innovation. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Ind Canada, Innovat Policy Branch, Montreal, PQ, Canada. Univ Quebec, Dept Econ, Montreal, PQ H3C 3P8, Canada. CIRANO, Montreal, PQ H3A 2A5, Canada. RP Therrien, P, 235 Queen St, Ottawa, ON K1A 0H5, Canada. EM therrien.pierre@ic.gc.ca CR *EUR, 1999, METH OV CIS2 DAT *EUR, 2000, 9 EEA WORK PART M LU *OECD, 1996, OSL MAN *OECD, 2000, NEW EC CHANG ROL INN *OECD, 2000, PUCH POW PAR REAL EX *STAT CAN, 1997, 12501XPE NAICS STAT FOYN F, 1999, COMMUNITY INNOVATION GUELLEC D, 2001, SEM MEAS INN ACT OEC HATZICHRONOGLOU T, 1997, 19972 STI OECD HU X, 1998, UNPUB EMPIRICAL EVAL MAIRESSE J, 2001, UNPUB BE NOT BE INNO 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 APR PY 2003 VL 23 IS 4 BP 359 EP 369 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 659PR UT ISI:000181786400008 ER PT J AU Gomes, JFS de Weerd-Nederhof, PC Pearson, AW Cunha, MP TI Is more always better? An exploration of the differential effects of functional integration on performance in new product development SO TECHNOVATION LA English DT Article DE new product development; integration; contingent approach; project performance; innovation ID R-AND-D; DEVELOPMENT MARKETING INTERFACE; HIGH-TECHNOLOGY FIRMS; INNOVATION; COMMUNICATION; COOPERATION; PROJECTS; MODEL; COLLABORATION; CONSEQUENCES AB The objective of this paper is to explore the relationship between performance in new product development (hereinafter NPD) and functional integration under different conditions of project uncertainty. Functional integration is conceived as a two-dimensional concept, encompassing a behavioural - collaboration - and a structural - interaction - dimension. This study is based on 92 questionnaires looking at NPD activities in more than 40 British and Dutch companies from various industrial sectors. The results suggest that the nature of the relationship between integration and performance is contingent upon the project stage and the degree of novelty in the new product. Integration in the initial stages of the project assumes a prominent role in the quality of the end product, whereas in later stages it is more associated with time to market than with costs and end product quality. Results further show that the dimension collaboration of integration may be more relevant under circumstances of high new product innovativeness than when minor variations are introduced in a new product. The paper ends with a discussion of the use of universal approaches to NPD management. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ Twente, Fac Technol & Management, NL-7500 AE Enschede, Netherlands. Univ Manchester, Manchester Business Sch, Manchester M15 6PB, Lancs, England. Univ Nova Lisboa, Fac Econ, P-1099038 Lisbon, Portugal. RP Gomes, JFS, ISPA, R Jardim Tabaco 44, P-1100 Lisbon, Portugal. CR ALLEN TJ, 1970, R&D MANAGE, V1, P14 BERNASCO W, 1999, R&D MANAGE, V29, P121 BROCKOFF KK, 2000, READINGS TECHNOLOGY, P9 BROWN SL, 1995, ACAD MANAGE REV, V20, P343 BROWN SL, 1997, ADMIN SCI QUART, V42, P1 CALANTONE RJ, 1995, J PROD INNOVAT MANAG, V12, P235 COOMBS R, 1998, R&D MANAGE, V28, P175 COOPER RG, 1990, BUS HORIZONS, V33, P3 DENISON DR, 1996, ACAD MANAGE J, V39, P1005 DEWEERDNEDERHOF.PC, 1998, THESIS U TWENTE ENSC DOUGHERTY D, 1992, ORGAN SCI, V3, P179 GRIFFIN A, 1996, J PROD INNOVAT MANAG, V13, P191 GUPTA AK, 1985, J PROD INNOVAT MANAG, V2, P12 GUPTA AK, 1986, J MARKETING, V50, P7 HAUPTMAN O, 1999, R&D MANAGE, V29, P179 JASSAWALLA AR, 1998, J PROD INNOVAT MANAG, V15, P237 KAHN KB, 1996, J PROD INNOVAT MANAG, V13, P137 KAMOCHE K, 2000, ORGAN STUD, V22, P733 LAWRENCE PR, 1967, ORG ENV MINTZBERG H, 1996, ORGAN DYN, V25, P60 MOENAERT RK, 1994, J PROD INNOVAT MANAG, V11, P31 NUNNALLY JC, 1996, PSYCHOMETRIC THEORY PEARSON AW, 1993, TECHNOVATION, V13, P439 PINTO JK, 1989, TECHNOVATION, V9, P49 PINTO MB, 1990, J PROD INNOVAT MANAG, V7, P200 PINTO MB, 1993, MANAGE SCI, V39, P1281 SCOTT GM, 1998, R&D MANAGE, V28, P225 SONG XM, 1992, J PROD INNOVAT MANAG, V9, P91 SONG XM, 1997, J PROD INNOVAT MANAG, V14, P35 SONG XM, 1998, J PROD INNOVAT MANAG, V15, P289 SOUDER WE, 1988, J PROD INNOVAT MANAG, V5, P6 SOUDER WE, 1992, J MANAGE STUD, V29, P485 VERGANTI R, 1997, R&D MANAGE, V27, P377 NR 33 TC 5 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 2003 VL 23 IS 3 BP 185 EP 191 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 654XG UT ISI:000181521800001 ER PT J AU Vilkamo, T Keil, T TI Strategic technology partnering in high-velocity environments - lessons from a case study SO TECHNOVATION LA English DT Article DE strategic technology alliance; high velocity environment ID RESEARCH-AND-DEVELOPMENT; TRANSACTION COST THEORY; JOINT VENTURES; BIOTECHNOLOGY INDUSTRY; DECISION-MAKING; ALLIANCES; GOVERNANCE; COOPERATION; COMPETITION; INTEGRATION AB Strategic technology alliances have received increased attention in the management literature. However, considerably less weight has been given to the study of this phenomenon in different environments and particularly in high velocity environments. This paper analyzes six cases of strategic technology partnerships in the mobile telephone industry. We investigate how, in high velocity environments, firms manage technology partnerships as an integrated element of their technology strategy. Based on the case studies, pointers are identified for the management of relationships in rapidly changing environments. Important pointers include the management of multiple time scales, balancing exploration and exploitation, integrating technology partnering into technology strategy, and managing the balance of continuity and change. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Helsinki Univ Technol, Inst Strategy & Int Business, Espoo 02015, Finland. Eficor Consulting, FIN-00130 Helsinki, Finland. RP Vilkamo, T, Helsinki Univ Technol, Inst Strategy & Int Business, POB 9500, Espoo 02015, Finland. 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This can be attributed to the specific features of IT. Since IT performs its function in connection with institutional systems unlike technology in general, its specific features can be formed through dynamic interaction with an institutional system. Considering the unique features of IT formed through such dynamic interaction, this paper focuses on an analysis of the epidemic behavior of IT and attempts to identify specific features of IT in light of interaction with institutions. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, Tokyo 1528552, Japan. Minist Publ Management Home Affairs Posts & Telec, Broadcasting Technol Div, Chiyoda Ku, Tokyo 1008926, Japan. RP Watanabe, C, Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, 2-12-1 Ookayama, Tokyo 1528552, Japan. CR *EC PLANN AG, 2000, WHIT PAP JAP EC TOK *MPT, 2000, WHIT PAP 2000 COMM J *OECD, 1997, STI REV PAR *OECD, 2001, NEW EC HYP *TEL COUNC JAP, 2000, INF COMM VIS 21 CENT *US DOC, 2000, DIG EC AGGARWAL R, 1996, INT EXECUTIVE, V38, P9 CAIRNCROSS F, 1997, DEATH DISTANCE CHRISTENSEN LR, 1976, J POLITICAL EC, V84, P655 COOMBS R, 1987, EC TECHNOLOGICAL CHA GRILICHES Z, 1957, ECONOMETRICA, V25, P501 MACRAE H, 1995, WORLD 2020 POWER CUL MANSFIELD E, 1963, REV ECON STAT, V45, P348 MANSFIELD E, 1969, IND RES TECHNOLOGICA MARCHETTI C, 1976, 2 STAT REP IIASA PRO, P203 MCMILLAN C, 1996, JAPANESE IND SYSTEM METCALFE JS, 1970, MANCHESTER SCH EC SO, V2, P145 MEYER P, 1994, TECHNOL FORECAST SOC, V47, P89 MEYER PS, 1999, TECHNOL FORECAST SOC, V61, P209 MOSCHELLA DC, 1997, WAVES POWER NORRIS K, 1973, EC RES TECHNOLOGY OSTER SM, 1994, MODERN COMPETITIVE A ROGERS EM, 1962, DIFFUSION INNOVATION ROMER PM, 1994, POLICY OPTIONS JUL, P15 RUTTAN VW, 2001, TECHNOLOGY GROWTH DE SCHELLING TC, 1998, SOCIAL MECH ANAL APP, P32 WATANABE C, 2001, TECHNOVATION, V21, P281 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 MAR PY 2003 VL 23 IS 3 BP 205 EP 219 PG 15 SC Engineering, Industrial; Operations Research & Management Science GA 654XG UT ISI:000181521800003 ER PT J AU Nakamura, Y Watanabe, C TI Management and the effect of MITI's R&D project: case study from a supercomputer project SO TECHNOVATION LA English DT Article DE technology policy; research consortium; supercomputer project ID JAPAN AB This report analyzes the results of the Supercomputer Project, which was executed as a government-sponsored R&D project starting in 1981. The conclusions of this paper are as follows: (1) There was not much need for the government to carry out the Supercomputer Project on a national-scale because three companies had already decided to introduce supercomputers and were ready to implement R&D for practical use when the national project was inaugurated. Therefore, there was little room for the government to intervene in this matter. (2) One possibly appropriate way to evaluate the quality of this project would be on the number of paper citations resulting from it. There were fewer for this project than for similar computer projects. We can therefore judge that this project had relatively little effect. (3) A high-speed computer with 10GFLOPS, one of the objectives of the project, was successfully made, but the devices that were developed to replace silicon have never been applied to computers. As stated above, we cannot say that the project has proven to be successful. However, we discovered that devices to replace silicon, such as JJ devices and HEMT devices, were not suitable for computer use. They were, however, used with mobile phones and highspeed devices for satellite broadcasting instead, resulting in a large profit. When evaluating an R&D project, it is important to evaluate the accomplishment of the objective set before the project is launched, but the indirect effects, which could not have been anticipated, also have to be evaluated. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Res Inst Econ Trade & Ind, Chiyoda Ku, Tokyo 1008901, Japan. Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, Tokyo 1528552, Japan. RP Nakamura, Y, Res Inst Econ Trade & Ind, Chiyoda Ku, 1-3-1 Kasumigaseki, Tokyo 1008901, Japan. CR *JAP MACH FED JAP, 1995, RES PAP IND SCI TECH *MITS RES I, 1999, RES PAP IMP TECHN IN ARROW KJ, 1962, RATE DIRECTION INVEN, P609 BACH L, 1992, RES EVALUAT, V2, P17 CALLON S, 1995, DIVIDED SUN MITI BRE FRANSMAN M, 1990, MARKET COOPERATION C KASHIWAGI H, 1984, HIGH SPEED COMPUTATI, P117 MEINDL JD, 1987, SCI AM, V257, P54 NAKAMURA Y, 1996, INT J TECHNOL MANAGE, V12, P509 NAKAMURA Y, 2001, IN PRESS J ENTREPREN, V1 NELSON R, 1959, J POLITICAL EC, V67, P297 ODAGIRI H, 1997, RES POLICY, V26, P191 OKIMOTO DZ, 1989, MITI MARKET WATANABE C, 1991, INDUCING POWER JAPAN WATANABE C, 1991, JPN WORLD ECON, V3, P361 WATANABE C, 1992, JPN WORLD ECON, V4, P47 YUBA T, 1986, NEW GENERATION COMPU YUBA T, 1987, PARALLEL COMPUT, V4, P1 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 MAR PY 2003 VL 23 IS 3 BP 221 EP 238 PG 18 SC Engineering, Industrial; Operations Research & Management Science GA 654XG UT ISI:000181521800004 ER PT J AU Kodama, M TI Transforming an old-economy company into a new economy - the case study of a mobile multimedia business in Japan SO TECHNOVATION LA English DT Article DE innovation; strategy; mobile; Internet AB This paper presents a case study of how over the last 2 years a large, traditional corporation simultaneously created new service markets and established a dominant position in the competitive mobile internet business field in Japan. The corporation accepted a new organizational body that has an entrepreneurial spirit and consists of different types of personnel, then the company continuously promoted entrepreneurial strategies based on time pacing. At the same time, to in an attempt to implement strategic innovation the company integrated the above strategies with deliberate strategies based on event-based pacing practiced by the existing line organizational body. Through a case study, this paper discusses the factors for success in the course of achieving strategic innovation in the mobile internet business field, i.e. the creation of a new market through intentionally and strategically having and furthermore integrating paradoxical organizations and strategies under a single corporate umbrella. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Community Lab, Tokyo 2020023, Japan. RP Kodama, M, Community Lab, 6-2-21 Schin Machi Hoya Shi, Tokyo 2020023, Japan. CR 2000, BUSINESS WEEK 0117 2000, NIKKEI BUSINESS, P26 2001, GLOBAL SURVEY SHOWS *AS SHIMB, 2001, I MOD RIS 20 MI 0305 *NTT DOCOMO, 1999, DOCOMO TECHNICAL J, V7 BROWN SL, 1997, ADMIN SCI QUART, V42, P1 BROWN SL, 1998, COMPETING EDGE STRAT EISENHARDT K, 1998, HARVARD BUSINESS MAR, P59 GERSICK CJG, 1994, ACAD MANAGE J, V37, P9 KODAMA M, 1999, EUROPEAN J INNOVATIO, V2, P95 KODAMA M, 2000, CREATIVITY INNOVATIO, V9, P321 KODAMA M, 2000, J MANAGE DEV, V19, P49 KODAMA M, 2001, INT J HUM RESOUR MAN, V12, P1065 MATSUNAGA M, 2000, IMODE AFFAIR MINTZBERG H, 1985, STRATEGIC MANAGEMENT, V6, P272 MINTZBERG H, 1987, ORG APPROACHES STRAT NADLER DA, 1989, ACADEMY MANAGEMENT E, V3, P194 NADLER DA, 1995, DISCONTINUOS CHANGE NATSUNO T, 2000, I MODE STRATEGY NUTT PC, 1997, J MANAGE INQUIRY, V6, P235 OBOSHI K, 2000, ADM RAPID GROWTH DOC PASCALE R, 1985, CALIF MANAGE REV, V27, P26 PASCALE RT, 1990, MANAGING EDGE SMARTE QUINN RE, 1988, PARADOX TRANSFORMATI ROBBINS SP, 1974, MANAGING ORG CONFLIC ROMANELLI E, 1994, ACAD MANAGE J, V37, P1141 THOMPSON JD, 1967, ORG ACTION TICHY NM, 1997, LEADERSHIP ENGINE WI TUSHMAN ML, 1997, WINNING TROUGH INNOV NR 29 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 2003 VL 23 IS 3 BP 239 EP 250 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 654XG UT ISI:000181521800005 ER PT J AU Banerjee, P TI Resource dependence and core competence: insights from Indian software firms SO TECHNOVATION LA English DT Article DE core competence; resource dependence; software firm; switching; strategy ID PRODUCT INNOVATION; KNOWLEDGE; CAPABILITIES; MANAGEMENT AB Core competency and competencies in general have been defined on the resources generated or recombined inside a firm. The strategic differences that a firm can maintain with others too have been defined upon the extent and levels of resources usage. These ideas have been examined here through a study of seven software firms from India. The resources dependence of core competence has been refuted analytically. Competencies have been defined through a hierarchy of resource usage. Additionally, resource-dependent competencies have been measured through a novel method. The measured competencies suggest that a core competency cannot be defined in terms of resource use although it can be defined in terms of the capability of a firm to effect switching across competencies. Moreover, a strategic difference can indeed be maintained by a firm through its decision capability reflected in core competency and the same cannot be asserted through levels and extents of resource use. Future research may explore whether results from this study can be extended to larger firms from other sectors. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 NISTADS, New Delhi 110012, India. RP Banerjee, P, NISTADS, Dr KS Krishnan Rd,Pusa, New Delhi 110012, India. 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This paper describes a general model of industrial water metabolism, using a leather factory as a case study. Here, integral chain management is the most important tool. Methods showing how mass balances can be constructed when insufficient data are available, are the main focus. The model is useful for mapping industrial activities and comparing them with corresponding systems in industrialised countries. The figures presented in this paper serve as a frame of reference. The main reason for realising clean and sustainable production systems in industrialised Countries is the very strict environmental legislation and control systems. Nevertheless, the desired results are not always obtained. Moving activities to countries with weaker environmental legislation can aggravate problems. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Eindhoven Univ Technol, Dept Technol Management, NL-5600 MB Eindhoven, Netherlands. RP Stoop, MLM, Eindhoven Univ Technol, Dept Technol Management, POB 513, NL-5600 MB Eindhoven, Netherlands. CR 1988, INFORMATIEBUNDEL LED 1988, RECYCLING OKT 1992, HEFFINGSVERORDENING 1997, VARIANTEN VOORBEZINK *IPPC, 2000, DRAFT BEST AV TECHN *PBNA, 1984, POL ZAKB 41 BAAS L, 1998, J CLEAN PROD, V6, P189 BLES GAB, 1992, 736301127 RIVM COTANCE, 2000, CONFEDERATION NATL A CRAMER JM, 1994, CONGRESBUNDEL DUURZA DORSTEWITZ R, 1983, THESIS TH DARMSTADT FAIR, 1999, NEWSLETTERS GROENE J, 1996, MILIEU, V11, P112 GUSTAVSON KH, 1956, CHEM TANNING PROCESS HAGE H, 1994, TNO MAGAZINE JUN, P16 HORTENSIUS HCJ, 1992, MILIEUMARK FEB, P18 JALDIN J, 1998, THESIS BOLIVIA KATZ PB, 1980, P 34 IND WAST C PURD, P360 KEDDIE J, 1985, TANNING HIDES SKINS KNOPPER R, 1994, INTERMEDIAIR, V30, P39 LOCKHARDTSMITH CJ, 1974, TANNING HIDES SKINS MARSMAN D, 2000, PERSONAL INFORMATION MCDONNELL J, 1998, BIOCYCLE, V39, P32 MISRA KB, 1996, CLEAN PRODUCTION ENV MOREL S, 1986, MILIEUVRIENDELIJK LE PERDIJK EW, 1997, 97851 CEA RAMJEAWON T, 2000, J CLEAN PROD, V8, P503 REINTJES RC, 1969, THESIS LANDBOUWUNIVE STATHER F, 1967, GERBEREICHEMIE GERBE STOOP MLM, 1995, BEDRIJFSKUNDIG VAKBL, V7, P16 STOOP MLM, 1999, MILIEU, V14, P127 STOOP MLM, 1999, TECHNOVATION, V19, P323 STOOP MLM, 2000, RIOOLWATERZUIVERING SUPPERS MAA, 1994, 776202002 RIJKS VOLK TANNET, 2000, NEWSLETTERS THORSTENSEN TC, 1969, PRACTICAL LEATHER TE VANGROENESTIJN JW, 1994, TNOMWP94078 I ENV SC VANHAM ATJ, 1991, BIJDRAGE LEDERINDUST VANOORSCHOT A, 1998, FORUM 1028, P50 NR 39 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 MAR PY 2003 VL 23 IS 3 BP 265 EP 278 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 654XG UT ISI:000181521800007 ER PT J AU Ottosson, S TI Participation action research - A key to improved knowledge of management SO TECHNOVATION LA English DT Article DE action research; change management; innovation management; product development; project management; research methods; technology management AB Only by actively taking part inside ongoing processes in organisations for most of the time and occasionally moving out of the system to view it from a distance, and also to compare it with other systems and processes, can the optimal situation arise for a deeper understanding of the complexity of management and teamwork. This view of study and research is the basic principle of Participation (PAR), demanding that researchers act simultaneously as researchers and entrepreneurs, project leaders or team members. PAR is an extension of Action Research, which has mainly been used in social studies during the second part of the 20th century. In this article it is shown (for the first time?) that action research has a strong scientific support in modem science from quantum physics and chaos/complexity theory while in many ways it contradicts the classical (Newtonian) view of how 'good' science should be performed. In this paper a model is shown of how PAR can be used to combine industrial work with university resources in a fruitful way so that scientific findings can also be useful findings for practitioners. Our tests have shown that PAR has revealed important information on change management, project management, innovation management, and the development of (new) user-friendly products. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Linkoping Univ, SE-60174 Norrkoping, Sweden. RP Ottosson, S, Linkoping Univ, Campus Norrkoping, SE-60174 Norrkoping, Sweden. CR BARBOUR J, 1999, END TIME NEXT REVOLU BJORK E, 1999, THESIS CHALMERS U TE CHEIN I, 1948, AM PSYCHOL, V3, P43 COLLIER J, 1945, SOC RES, V12, P275 CURLE A, 1949, HUM RELAT, V2, P269 FOSTER M, 1973, HUM RELAT, V25, P173 GLASER BG, 1967, GROUNDED THEORY STRA GORNITZ T, 1999, QUANTEN SIND ANDERS GREENWOOD DJ, 1993, HUM RELAT, V46, P175 GUMMESSON E, 1985, RES ADVISER ACTION R GUSTAVSEN B, 1992, DIALOGUE DEV KAKU M, 1998, VISIONS SCI WILL REV LEWIN K, 1946, J SOC ISSUES, V2, P34 LEWIN K, 1948, RESOLVING SOCIAL CON NEWCOMB TM, 1953, PSYCHOL REV, V60, P393 OTTOSSON S, IN PRESS J ENG DESIG OTTOSSON S, 1996, J ENG DESIGN, V7, P151 OTTOSSON S, 1997, TECHNOVATION, V17, P513 RORTY R, 1991, PHILOS PAPERS, V1 STACEY RD, 1992, MANAGING CHAOS DYNAM TOULMIN S, 1996, THEORY CHANGING ORG VANBEINUM H, 1996, THEORY CHANGING ORG VANBEINUM H, 1998, CONCEPTS TRANSFORMAT, V3, P1 WHEATLEY MJ, 1999, LEADERSHIP NEW SCI D YIN RK, 1994, CASE STUDY RES DESIG ZOHAR D, 1997, REWIRING CORPORATE B NR 26 TC 5 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 2003 VL 23 IS 2 BP 87 EP 94 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 646DP UT ISI:000181019800001 ER PT J AU Kerr, CI Ivey, PC TI The Engineering Doctorate model of consultant/researcher/innovator/entrepreneur for new product development - a gas turbine instrumentation case study SO TECHNOVATION LA English DT Article DE product development; design education; optical pyrometry AB This paper presents the utilisation of the British Engineering Doctorate programme for new product development through an Industry-University partnership between a sponsoring company and an academic establishment, the aim being to stimulate greater levels of technological innovation and equip research engineers with the necessary design tools and business skills for entrepreneurial ventures. Described within the paper is the consultant/researcher/innovator/entrepreneur (CRIE) model, developed by the Gas Turbine Instrumentation Group at Cranfield University, that the research engineer undertakes in order to not only satisfy the requirements of the doctoral study but to exploit their research output in terms of a new product and fully appreciate the market implications of their designs. This CRIE model is illustrated through the use of a case study based on the work between Cranfield and Rolls-Royce plc within the research field of optical pyrometry for in-flight service use on a gas turbine aeroengine. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Cranfield Univ, Sch Engn, Dept Power Prop & Aerosp Engn, Gas Turbine Instrumentat Grp, Cranfield MK43 0AL, Beds, England. RP Kerr, CI, Cranfield Univ, Sch Engn, Dept Power Prop & Aerosp Engn, Gas Turbine Instrumentat Grp, Cranfield MK43 0AL, Beds, England. CR ATKINSON WH, 1978, IEEE ERA ELECTR 78 IVEY PC, 2000, P ASME TURB MUN GERM KERR CIV, 2001, AERONAUT J, V105, P287 ROHY DA, 1972, 720159 SAE 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 2003 VL 23 IS 2 BP 95 EP 102 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 646DP UT ISI:000181019800002 ER PT J AU Marsh, D TI Does New Zealand have an innovation system for biotechnology? SO TECHNOVATION LA English DT Article DE biotechnology; innovation system; New Zealand ID NATIONAL-SYSTEMS; STRATEGIES AB While there is a large and growing international literature on economic aspects of biotechnology innovation (e.g. work by Carlsson, McKelvey, Orsenigo, Zucker and Darby) these studies concentrate on US and Europe. The New Zealand biotechnology industry may be expected to develop along a different trajectory as a consequence of a markedly different set of initial and framework conditions. This paper presents the results of an ongoing study that aims to fill some of the gaps in our knowledge of innovation processes in New Zealand while using the international literature as a benchmark. The size and structure of modern biotech activity in New Zealand is described and compared to other OECD countries using biotech patent data and results from the New Zealand and Canadian biotechnology surveys. The paper then focusses on factors affecting innovation in biotechnology; framework. conditions, government policy R&D funding and the role of networks and other linkages. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ Waikato, Dept Econ, Hamilton, New Zealand. RP Marsh, D, Univ Waikato, Dept Econ, Private Bag 3105, Hamilton, New Zealand. CR 2000, AUSTR VENTURE CAPITA, V9, P6 *BIOT AUSTR, 2000, BIOT INN AUSTR *BIOTENZ, 1998, BIOTENZ PROM BROCH P *ENV RISK MAN AUTH, 1999, ERBR011 ENV RISK MAN *ERNST YOUNG, 1999, BRIDG GAP ERNST YOUN *FDN RES SCI TECHN, 2000, STRAT PORTF OUTL ADV *I SCI INF, 2000, NAT SCI IND DISK 198 *NZ TRAD DEV BOARD, 2000, BACK FUT NZ BIOT IND *OECD, 1994, MEAS SCI TECHN ACT U *OECD, 1997, OSL MAN PROP GUID CO *OECD, 1999, OECD SCI TECHN IND S *ROYAL COMM GEN MO, 2001, REP ROYAL COMM GEN M *ROYAL SOC NZ, 2000, ROYAL SOC ALERT, V122, P1 *US C, 1991, OTABA494 US C ARUNDEL A, 1999, TECHNOVATION, V19, P551 BARTHOLOMEW S, 1997, J INT BUS STUD, V28, P241 BUD R, 1989, NATURED, V337, P10 CARAGATA P, 2000, INDEPENDENT BUS 0308, P12 CARLSSON B, 1999, DRUIDS SUMM C NAT IN CASSIE F, 2000, NZ ED REV, V4, P1 COLE S, 1999, MINERVA, V37, P1 ELIASSON G, 1997, TECHNOLOGICAL SYSTEM, V10 ENGELBRECHT HJ, 1999, PROMETHEUS, V17, P283 FOLTZ J, 2000, AGRIBUSINESS, V16, P82 FONTES M, 1998, TECHNOLOGY ANAL STRA, V10 FRANSMAN M, 1995, BIOTECHNOLOGY REVOLU, P431 FREEMAN C, 1987, TECHNOLOGY EC PERFOR HALL B, 2000, RES POLICY, V29, P449 HAZELDINE T, 1998, TAKING NZ SERIOUSLY JANSZEN FHA, 1998, RES POLICY, V27, P37 JOLY PB, 1996, RES POLICY, V25, P1027 KENNEDY MJ, 1991, TRENDS BIOTECHNOL, V9, P218 LUNDVALL B, 1992, NATL SYSTEMS INNOVAT MALO S, 1999, 37 SPRU MASSEY P, 1995, NZ MARKET LIBERALIZQ MAZOYER P, 1999, 1072 MIN RES SCI TEC MCKELVEY M, 2001, JEBM HDB EC MCMILLAN GS, 2000, RES POLICY, V29, P1 MCNIVEN C, 2001, BIOTECHNOLOGY USE DE MOMMA S, 1999, TECHNOVATION, V19, P267 NELSON RR, 1993, NATL INNOVATION SYST ORSENIGO L, 1989, EMERGENCE BIOTECHNOL PETERSEN G, 1998, NZ SCI REV, V55, P4 RICKNE A, 1999, NEW TECHNOLOGICAL SY ROLLESTON W, 1999, C OPP COLL BUS CRIS SAVIOTTI PP, 1998, BIOTECHNOLOGY COMPET, P19 SOMMER J, 2001, R D MAN C 2001 LEV R SPRINGALL L, 2000, INDEPENDNET BUS 0705 STERN S, 2000, NATL BUREAU EC RES W, V7876 VANGEENHUIZEN M, 1999, NEW TECHNOLOGY BASED, V6 WINSLEY P, 1998, PROMETHEUS, V16, P57 WRIGHT JC, 2000, EC GENETIC MODIFICAT NR 52 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 2003 VL 23 IS 2 BP 103 EP 112 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 646DP UT ISI:000181019800003 ER PT J AU Kumar, V Jain, PK TI Commercialization of new technologies in India: an empirical study of perceptions of technology institutions SO TECHNOVATION LA English DT Article DE technology; technology transfer; technology commercialization; new technologies; innovation; development through innovation; research and development; technology institutions; technology stake holders; technology research AB In recent years technology has become not only an important dimension of national development and growth but also essential for survival in this competitive world. Consequently, development and commercialization of new technologies has become an activity of focal attention and a force to reckon with. India had started development of its scientific infrastructure in a planned way immediately after independence, however, technology development/commercialization attracted due attention of policy makers only since 1980s. The papers presents findings of field research undertaken by the authors to study the status of new technology commercialization practices in the country. The focus is on the parameters that influence the decision regarding commercialization of new technologies and the success of new technology ventures, the efficacy of existing financing/support mechanisms and the further actions required by stakeholder agencies, viz., industry, technology institutions, financial institutions and the government for further development of commercialization of new technologies in India. For better exposition the presentation is divided into sections dealing with introduction, technology commercialization-policy initiatives in India, need for the study, design and methodology, study findings and is summed up with concluding remarks. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Govt India, Minist Sci & Technol, Dept Sci & Technol, New Delhi 110016, India. RP Kumar, V, Govt India, Minist Sci & Technol, Dept Sci & Technol, New Delhi 110016, India. CR *GOV IND DEP SCI T, 1998, RES DEV STAT DENISON E, 1962, SOURCES EC GROWTH US DERRY TK, 1965, SHORT HIST TECHNOLOG EDWARDS AL, 1957, TECHNIQUE ATTITUDE S JOSPIN L, 1998, INNOVATION TECHNOLOG, P16 KUZNETS S, 1961, CAPITAL AM EC SCHMOOKLER J, 1966, INVENTION EC GROWTH SEONGYOUN K, 1997, P INT C MAN TECHN GL, P177 SIKKA P, 1997, TECHNOVATION, V17, P707 SIMON JL, 1968, BASIC METHODS SOCIAL NR 10 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 FEB PY 2003 VL 23 IS 2 BP 113 EP 120 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 646DP UT ISI:000181019800004 ER PT J AU Mehra, K Dhawan, SK TI Study of the process of organisational learning in software firms in India SO TECHNOVATION LA English DT Article DE organisational learning; competence building; knowledge creation; information technology ID INNOVATION; KNOWLEDGE; FRAMEWORK AB This paper is based on the understanding that information technology is a knowledge intensive sector. In the globally competitive environment, firms are required to build firm specific competence. That could be achieved through 'organisational learning'. This paper is an attempt to analyse the factors which are responsible for creating an environment for organisational learning in a firm. It is assumed that individuals are the basic units of learning and the knowledge gained by them gets institutionalised through a route of group processes. The individual/group learning is influenced by the policies and strategies of the firm as they get routinised and thus create a particular environment. Factor analysis with varimax rotation of the responses of employees from seven software firms on policies and strategies and on the group processes (teaming up) have been undertaken. The analysis identifies five factors to be responsible for making an environment for organisational. learning. These are-organisational health, opportunities to learning, flexibility/risk taking, innovativeness and interaction. These factors and variables explained 63% of the variation in organisational learning. For the group processes, means the process of integration of individual knowledge, variables like challenge, variety at work, team activity and empowerment are found to play a significant role and they cover 66.8% variation. The empirical study revealed that the age of software firms is very small and the same is true of the work experience of young employees in those firms. Some level of satisfaction amongst employees is there towards the learning environment. However 'variety in the work' and 'empowerment' issues in the group processes have been rated low by them. It can be interpreted that Indian software firms need to take more challenging tasks with better learning environments to build further competence in the sector. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Natl Inst Sci Technol & Dev Studies, New Delhi 110012, India. RP Mehra, K, Natl Inst Sci Technol & Dev Studies, KS Kirshnan Marg,Pusa Gate, New Delhi 110012, India. CR BARNEY JB, 1986, ACAD MANAGE REV, V11, P791 BEIJE P, 1998, TECHNOLOGICAL CHANGE BOEKEMA F, 2000, KNOWLEDGE INNOVATION, P3 BOLISANI E, 2000, INT J TECHNOL MANAGE, V20, P116 CARAYANNIS EG, 1994, THESIS SCH MANAGEMEN CARAYANNIS EG, 2000, TECHNOVATION, V20, P389 CHEN S, 1997, TECHNOL ANAL STRATEG, V9, P437 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 CREMER J, 1989, FIRM NEXUS TREATIES CROSSAN M, 1992, BELIEVING SEEING EXP DEFT RL, 1984, ACAD MANAGE REV, V9, P284 FIOL CM, 1985, ACAD MANAGE REV, V10, P803 FIOL CM, 1994, ORGAN SCI, V5, P403 FRIEDLANDER F, 1983, STRUCTURE DECISION GARVIN DA, 1993, HARVARD BUS REV, V71, P78 GIBBONS M, 1974, RES POLICY, V3, P220 HEDBERG B, 1981, HDB ORG DESIGN, P1 HONECKER N, 1999, HUM FACTOR ERGON MAN, V9, P303 HUBER GP, 1991, ORGAN SCI, V2, P88 LYLES M, 1996, MANAGING KNOWLEDGE, P82 MARCH JG, 1991, ORGAN SCI, V2, P71 MASKELL P, 1998, COMPETITIVENESS LOCA MILLAR J, 1997, TECHNOL ANAL STRATEG, V9, P399 NANDA A, 1996, ORG LEARNING COMPETI, P92 NELSON RR, 1982, EVOLUTIONARY THEORY NONAKA I, 1995, KNOWLEDGE CREATING C POLANYI M, 1962, PERSONAL KNOWLEDGE PORTER M, 1990, COMPETITIVE ADV NATI ROTHWELL R, 1977, R&D MANAGE, V7, P191 SADLERSMITH E, 1998, TECHNOL ANAL STRATEG, V10, P247 SENKER J, 1996, TECHNOVATION, V16, P219 SPENDER JC, 1996, STRATEGIC MANAGE J, V17, P45 TEECE DJ, 1998, CALIF MANAGE REV, V40, P55 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 FEB PY 2003 VL 23 IS 2 BP 121 EP 129 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 646DP UT ISI:000181019800005 ER PT J AU Gupta, M Galloway, K TI Activity-based costing/management and its implications for operations management SO TECHNOVATION LA English DT Article DE activity-based costing; activity-based management; operations management; operations decision-making framework AB Activity-Based Costing/Management (ABC/M) is an Information System developed in the 1980s to overcome some of the limitations of traditional cost accounting and to enhance its usefulness to strategic decision-making. In this paper, we show how an ABC/M system can serve as a useful information system to support effective operations decision-making processes. We propose a conceptual framework, Operations Hexagon, to discuss the managerial implications of an ABC/M system for various operations management decisions related to product planning and design, quality management and control, inventory management, capacity management and work force management. By viewing an ABC/M system as an enabler to improve the operations decision-making, we demonstrate that these systems enable an operations manager to enhance the quality of the decision-making process. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Univ Louisville, Coll Business & Publ Adm, Louisville, KY 40292 USA. RP Gupta, M, Univ Louisville, Coll Business & Publ Adm, Louisville, KY 40292 USA. CR ANDERSON BM, 1993, GOVT FINANCE REV JUN, P7 ARMITAGE H, 1993, CMA MAGAZINE CANADA, V67, P7 BABAD YM, 1993, ACCOUNT REV, V68, P563 BANKER RD, 1990, MEASURES MANUFACTURI BAXENDALE S, 1998, MANAGE ACCOUNTING, V79, P39 BRIMSON J, 1989, ACTIVITY BASED INVES CLARK PJ, 1995, MANAGE ACCOUNTING, V73, P46 COKINS G, 1993, IMA PUBLICATION CONNOLLY T, 1994, MANAGE ACCOUNTING, V72, P33 COOPER R, 1990, MEASURES MANUFACTURI COOPER R, 1991, DESIGN COST MANAGEME DAMITO J, 2000, MANAGEMENT ACCOU WIN, P22 DATAR S, 1991, J OPERATIONS MANAGEM, V10, P119 DHAVAEL D, 1992, IND ENG, V24, P44 JOHNSON G, 1993, BIOORG MED CHEM LETT, V3, P9 KAPLAN RS, 1992, MANAGE ACCOUNTING, V74, P60 KAPLAN RS, 1998, COST EFFECT USING IN KEEGAN DP, 1994, MANAGE ACCOUNTING, V76, P26 MCCONVILLE D, 1993, IND WEEK, V6, P33 MECIMORE C, 1995, MANAGE ACCOUNTING, V76, P37 OWEN J, 1993, MANUFACTURING ENG, V111, P27 PLAYER S, 1995, ACTIVITY BASED MANAG RUPP AW, 1995, MANAGE ACCOUNTING, V76, P50 SCHNEIDER AJ, 1992, J BUS STRAT, V13, P23 SCHOREDER R, 2000, OPERATIONS MANAGEMEN SHANK JK, 1993, STRATEGIC COST MANAG SPROW E, 1992, MANUFACTURING ENG, V106, P30 TURNEY PBB, 1992, COMMON CENTS ABC PER TURNEY PBB, 1992, MANAGE ACCOUNTING, V74, P20 TURNEY PBB, 1993, MANAGE ACCOUNTING, V75, P31 VASILASH G, 1994, BRIEF LOOK ACTIVITY NR 31 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 FEB PY 2003 VL 23 IS 2 BP 131 EP 138 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 646DP UT ISI:000181019800006 ER PT J AU Sanchez, AM Perez, MP TI Flexibility in new product development: a survey of practices and its relationship with the product's technological complexity SO TECHNOVATION LA English DT Article DE flexibility; product development; cooperation; engineering management techniques; automotive supplier industry ID CYCLE TIME; INDUSTRY; NETWORKS; SUCCESS AB This paper shows the results of a survey of Spanish automotive suppliers on the use of individual practices and cooperation activities in new product development. Factor analysis and regression analysis indicate that some firm practices and cooperation activities explained the companies' differences in new product time and cost development minimization abilities over competitors. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Ctr Politecn Super, Area Orga Empresas, Zaragoza 50015, Spain. RP Sanchez, AM, Ctr Politecn Super, Area Orga Empresas, Maria Luna 3, Zaragoza 50015, Spain. CR ALI A, 1995, J PROD INNOVAT MANAG, V12, P54 ATAHUENE K, 2000, MANAGE SCI, V46, P1269 BAPTISTA R, 1998, RES POLICY, V27, P525 CHOPERENA AM, 1996, RES TECHNOL MANAGE, V39, P36 CLARK K, 1991, PRODUCT DEV PERFORMA COOPER RG, 1994, J PROD INNOVAT MANAG, V11, P381 COOPER RG, 1995, J PROD INNOVAT MANAG, V12, P374 CORDERO R, 1991, J PROD INNOVAT MANAG, V8, P283 CUSUMANO M, 1985, JAPANESE AUTOMOBILE DROGE C, 2000, J PROD INNOVAT MANAG, V17, P24 DYER JH, 1996, STRATEGIC MANAGE J, V17, P271 DYER JH, 2000, STRATEGIC MANAGE J, V21, P345 GULATI R, 2000, STRATEGIC MANAGE J, V21, P203 GUPTA A, 1990, CALIFORNIA MANAGEMEN, V33, P24 GUPTA AK, 2000, RES TECHNOL MANAGE, V43, P52 KARLSSON C, 1999, J PROD INNOVAT MANAG, V16, P352 LIKER JK, 1999, J PROD INNOVAT MANAG, V16, P248 MACDUFFIE J, 1997, CALIFORNIA MANAGEMEN, V3, P118 MILLSON MR, 1992, J PROD INNOVAT MANAG, V9, P53 STUART FI, 1997, INT J OPER PROD MAN, V17, P539 WARD A, 1995, SLOAN MANAGE REV, V36, P43 WOMACK J, 1990, MACHINE CHANGED WORL NR 22 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 FEB PY 2003 VL 23 IS 2 BP 139 EP 145 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 646DP UT ISI:000181019800007 ER PT J AU Haque, B Pawar, KS Barson, RJ TI The application of business process modelling to organisational analysis of concurrent engineering environments SO TECHNOVATION LA English DT Article DE organisational analysis; concurrent engineering; business process re-engineering ID PRODUCT DEVELOPMENT; PERFORMANCE; INNOVATION; INDUSTRY; FIRMS AB Barriers to Concurrent Engineering (CE) or Integrated Product Development (IPD) are organisational in context. Consequently to facilitate CE, significant changes to the design and development of the organisation need to be considered. Both research and practice have demonstrated that companies which invest in improving organisational development issues fair better than those that rely purely on tools and technology alone. The key issues are improving cross-functional integration and developing social mechanisms that facilitate a collaborative environment. The first step in improving an organisation design is of course organisational analysis. Organisational Analysis techniques have been a field of study for many years, resulting in the development of a number of different methodologies ranging from purely mathematical models of analysis to heuristic models using simulation. This paper presents a methodology, which draws upon traditional organisational theory and combines it with the more recent business process re-engineering approaches, for the analysis of organisational issues in a CE environment. The methodology is based on the hierarchical modelling and analysis of the business process. A detailed case study of its application in industry is presented. The paper concludes by summarising the key features of the methodology and issues emerging from its implementation. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Univ Warwick, Warwick Mfg Grp, Int Mfg Ctr, Coventry CV5 7GR, W Midlands, England. RP Haque, B, Univ Warwick, Warwick Mfg Grp, Int Mfg Ctr, Coventry CV5 7GR, W Midlands, England. CR 1989, MOTOROLA GUIDE STAT *DRM ASS, 1996, PROD DEV BEST PRACT *USAF, 1981, INT COMP AID MAN I 2, V4 ACKOFF R, 1971, MANAGEMENT SCI JUL, P661 AINSCOUGH M, 2000, CONCURRENT ENG-RES A, V8, P2 BALBONTIN A, 2000, TECHNOVATION, V20, P257 BERGRING J, 1994, P CE94 CONC ENG RES BRACHE AP, 1988, QUAL PROG, V21, P46 BROOKES NJ, 1998, INT J PROD RES, V36, P3035 BURTON MR, 1993, UNPUB ORG CONSULTANT CARTER DE, 1991, CONCURRENT ENG PRODU COUGHLAN P, 1995, P 2 EUROMA C TWENT H, P71 CUMMINGS TG, 1993, ORG DEV CHANGE DAFT RL, 1998, ORG THEORY DESIGN DEGRAAF R, 1994, P CONC ENG RES APPL DOUGHERTY D, 1992, ORGAN SCI, V3, P179 DUBRIN A, 1978, FUNDAMENTALS ORG BEH EISENHARDT KM, 1995, ADMIN SCI QUART, V40, P84 FIERO JD, 1989, DESIGNING COST EFFEC GALBRAITH JR, 1977, ORG DESIGN GANAPATHY BP, 1997, CONCURRENT ENG-RES A, V5, P2 GILGEOUS V, 1995, INTEGRATED MANUFACTU, V6, P23 HAMMER M, 1993, REENGINEERING CORPOR HANDY C, 1993, UNDERSTANDING ORG HANSSEN RW, 1997, P 4 INT C CONC ENT I, P495 HAQUE B, 1999, THESIS NOTTINGHAM HARRISON MI, 1994, APPL SOCIAL RES METH, V8 HERZBERG F, 1968, HARVARD BUS REV, V46, P53 HOLT AW, 1983, ELECTR COMMUN, V57, P307 HUCZYNSKI H, 1991, ORG BEHAV INTRO TEXT JIN Y, 1995, AI EDAM, V9, P145 JONES GR, 1995, ORG THEORY TEXT CASE KARANDIKAR HM, 1992, CERCTRTM92004 W VIRG KERSSENSVANDRON.IC, 1996, PDMA C P R D PERF ME KERSSENSVANDRONGELEN IC, 1999, R&D MANAGE, V29, P35 KETTINGER WJ, 1997, MIS Q, V21 KNOWLES MC, 1997, AUST PSYCHOL, V32, P197 LINDBERG P, 1994, 1 INT C EUR OP MAN A MALONE TW, 1988, OPER RES, V36, P421 MARCH JG, 1958, ORGANISATIONS MARCOULIDES GA, 1993, ORGAN SCI, V4, P209 MAYER RJ, 1992, ALTR19920057 MAYLOR H, 1997, INT J OPER PROD MAN, V17, P1196 MINTZBERG H, 1979, STRUCTURING ORG MINTZBERG H, 1989, MANAGEMENT NADLER D, 1988, STRATEGIC ORG DESIGN NICHOLS K, 1994, UK PRODUCT DEV BENCH ORMAN L, 1996, MODEL MANAGEMENT APP OULD M, 1995, BUSINESS PROCESSES M PAASHUIS V, 1997, THESIS U TWENTE TWEN SIMON HA, 1976, ADM BEHAV STUDY DECI SINK DS, 1989, PLANNING MEASUREMENT SOBEK DK, 1998, ANOTHER LOOK TOYOTA TANG NKH, 1997, INTEGRATED MANUFACTU, V8, P29 THOMAS CC, 1994, BUSINESS PROCESS REE THOMPSON JD, 1967, ORG ACTION SOCIAL SC TOSI HL, 1994, MANAGING ORG BEHAV TYSON S, 1992, ESSENCE ORG BEHAV VONBERTALANFFY L, 1968, MODERN SYSTEMS RES B WALKER R, 1997, EUR WORKSH P PORT 15 WHITE JA, 1992, J MANAGEMENT DEV, V11, P55 NR 61 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 2003 VL 23 IS 2 BP 147 EP 162 PG 16 SC Engineering, Industrial; Operations Research & Management Science GA 646DP UT ISI:000181019800008 ER PT J AU Chung, JW Bae, ZT Kim, JS TI Changing patterns of technological cooperation activities of innovative small firms along technological development stages in the Korean telecommunication sector SO TECHNOVATION LA English DT Article DE technological cooperation; technological development stage; Korea ID ORGANIZATIONAL INNOVATION; ENTREPRENEURIAL FIRMS; ALLIANCES; STRATEGIES; MODES AB This study examines how patterns of technological cooperation activities vary along technological development stages. Based on the longitudinal sample of 63 small firms in the telecommunication equipment and device sector, proposed hypotheses were tested by using ANOVA, and multiple regression analysis. Major findings of this study are as follows. Along technological development stages, (1) patterns of technological cooperation activities differ in terms of motivation, the extent and diversity of use, and partners, and (2) the impact of each technological cooperation activity on the firm's technological performance vary. In addition, some implications are presented and future research directions are suggested. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 InZen Inc, Seoul, South Korea. RP Bae, ZT, Korea Adv Inst Sci & Technol, Grad Sch Management, Dongdaemun Gu, 207-43 Cheongryangri Dong, Seoul 130012, South Korea. CR *ACOST, 1990, ENT CHALL OV BARR GR *FKSMC, 1993, FED KOR SMALL MED SI *NAT SCI FDN, 1983, PROC TECHN INN REV L, P17 BROCKHOFF K, 1991, INT J TECHNOL MANAGE, V6, P361 CAINARCA GC, 1992, RES POLICY, V21, P45 DODGSON M, 1993, TECHNOLOGICAL COLLBO EGELHOFF WG, 1994, J ENG TECHNOL MANAGE, V11, P117 EISENHARDT KM, 1996, ORGAN SCI, V7, P136 FROHMAN AL, 1982, HARVARD BUS REV, V60, P97 GEMUNDEN HG, 1995, RES POLICY, V24, P831 HAGEDOORN J, 1990, TECHNOVATION, V10, P17 HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371 HAGEDOORN J, 1994, STRATEGIC MANAGE J, V15, P291 HAKANSSON H, 1989, CORPORATE TECHNOLOGI KAZANJIAN RK, 1988, ACAD MANAGE J, V31, P257 KIM L, 1980, J BUS RES, V8, P225 KOBERG CS, 1996, J BUS VENTURING, V11, P133 LEE JJ, 1988, R&D MANAGE, V18, P235 LEE JW, 1995, RES POLICY, V24, P391 MILLER D, 1982, STRATEGIC MANAGEMENT, V3, P1 ROTHWELL R, 1991, R&D MANAGE, V21, P125 STAFFORD ER, 1994, LONG RANGE PLANN, V27, P64 VONHIPPEL E, 1988, SOURCE INNOVATION 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 2003 VL 23 IS 2 BP 163 EP 173 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 646DP UT ISI:000181019800009 ER PT J AU Ilori, MO Nassar, ML Okolofo, JO Akarakiri, JB Oyebisi, TO TI An evaluation of business performance and technology development in the pre- and post-privatisation period of a public company in Nigeria SO TECHNOVATION LA English DT Article DE privatisation; technology development; business performance; enterprises AB All over the world, enterprises and properties owned and managed by governments at little or no profit are now being turned over to private ownerships through the process of privatisation. Nigerian government is not an exception. This study was therefore designed to assess the performance and technology development of a company in the country, before and after privatisation, using questionnaire, interview schedule as well as data from secondary source. The company was very active in new product development activities and local raw material substitutions before privatisation. It also performed very well during the first five years (1989-1993) of privatisation. The returns on investment (ROI) were very high and the company was able to pay very high dividends to its shareholders. However, the business became unprofitable since 1994. The period (1989-1994) also witnessed no new product development activities, inefficient functioning of plants and machineries, poor maintenance activities due to economic recession, epileptic power supply and high cost of fuel for running generating sets. Strategies for reaping the benefits of privatisation were therefore recommended. (C) 2001 Published by Elsevier Science Ltd. C1 Obafemi Awolowo Univ, Tech Planning & Dev Unit, Ife, Nigeria. RP Ilori, MO, Obafemi Awolowo Univ, Tech Planning & Dev Unit, Ife, Nigeria. CR ANN REPORTS BREWERY 2000, BUSINESS TIMES 0723 *UBA, 1993, MONTHLY BUSINESS FEB AKINLO AE, 1999, INT J STUDIES HUMANI, V1, P26 BAJOMO FK, 1988, PUBLICATION CBN, V12 BEESLEY, 1983, LLOYDS BANK REV, V149 BERG E, 1987, 11 WORLD BANK CIROMA A, 1999, NIGERIAN TRIBUN 1206 EJIOFOR P, 1999, MANAGEMENT NIGER MAR HAYFORD A, 1999, NIGERIAN TRIBUN 1206 HELLER SP, 1989, PRIVATISATION STRUCT KAYODE MO, 1987, BUSINESS TIMES 1116 LAWAL B, 1988, 1 BANK MONTHLY B JUN SHIRLAY M, 1988, EXPERIENCE PRIVATIZA 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 FEB PY 2003 VL 23 IS 2 BP 175 EP 182 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 646DP UT ISI:000181019800010 ER PT J AU Bores, C Saurina, C Torres, R TI Technological convergence: a strategic perspective SO TECHNOVATION LA English DT Article DE technological convergence; technological uncertainty; strategy ID PAY AB The Information and Communication Technologies (ICT) sectors are in a process of technological convergence. Determinant factors in this process are the liberalization of the telecommunications markets and technological change. Many firms are engaged in a process of mergers and alliances to position themselves in this new framework. Technological and demand uncertainties are very important. Our objective in this paper is to study the economic determinants of the strategies of the firms. With this aim, we review some key technological and demand aspects. We shed some light on the strategic motivations of the firms by establishing a parallel with the evolution of the retailing sector. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ Girona, Dept Econ, Girona 17071, Spain. RP Bores, C, Univ Girona, Dept Econ, Girona 17071, Spain. CR *EUR COMM, 1997, MED COM TECN INF CON *INRA, 1999, ERU 50 1 *INRA, 2000, EUR 53 0 *INT TEL UN, 1995, WORLD TEL DEV REP BESEN SM, 1994, J ECON PERSPECT, V8, P117 BLACKMAN CR, 1998, TELECOMMUNICATIONS P, V22, P167 CUSMANO M, 1992, BUS HIST REV, V67, P51 DAVID PA, 1990, EC INNOVATION NEW TE, V1, P3 EWING J, 2000, BUSINESS WEEK 1113 FOSTER RN, 1988, READINGS MANAGEMENT GRANT RM, 1995, DIRECCION ESTRATEGIC, CH9 JUDGE PC, 1998, BUSINESS WEEK 0126 KATZ ML, 1985, AM ECON REV, V75, P424 LANGLOIS RN, 1992, BUS HIST REV, V67, P51 MOORE JF, 1999, EC TECHNOLOGY CONTEN MOORE WM, 1988, READINGS MANAGEMENT NOLAN D, 1997, TELECOMMUN POLICY, V21, P597 NOLL AM, 1999, EC TECHNOLOGY CONTEN OWEN B, 1999, INTERNET CHALLENGE T PARKER R, 1999, EC TECHNOLOGY CONTEN SHANKLIN W, 1988, READINGS MANAGEMENT SHURMER M, 1997, TELECOMMUN POLICY, V21, P611 STANLEY R, 2000, BUSINESS WEEK 0424 TEECE DJ, 1987, COMPETITIVE CHALLENG TOWNSEND DN, 1997, CONSECUENCIAS REGLAM WILDSTROM S, 2000, BUSINESS WEEK 0214 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 JAN PY 2003 VL 23 IS 1 BP 1 EP 13 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 636NV UT ISI:000180463400002 ER PT J AU Watanabe, C Asgari, B TI Dynamic interactions between assimilation capacity, technology spillovers, sales and R&D intensity - the case of electrical machinery industry in Japan SO TECHNOVATION LA English DT Article DE inter-firm technology spillovers; assimilation capacity; R&D intensity; electrical machinery ID INNOVATION AB In light of the significant technology inducement of a dynamic game among leading high-tech firms, and also of the leading role of assimilation capacity (the ability to utilize technology) for this game, numerical analyses and empirical demonstrations are attempted, taking Japan's 24 leading electrical machinery firms over the last two decades. On the basis of the intensive analyses, specific techno-sales structure of the industry are identified including (i) explicit division of two groups according to firms size by sales in which smaller firms cannot manage to jump up to the bigger firms group, and (ii) continuous decrease in R&D intensity starting particularly from the middle of the 1980s. In addition, sources compelling leading electrical machinery firms to such a techno-sales structure are identified in a context of dynamic interactions between assimilation capacity, technology spillovers, sales and R&D intensity. These findings provide significant policy implications suggesting that the identification of optimal dependency between indigenous technology and spillover technology in a global technology spillover context is urgent. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Tokyo Inst Technol, Grad Sch Decis Sci & Technol, Dept Ind Engn & Management, Meguro Ku, Tokyo 1528552, Japan. RP Watanabe, C, Tokyo Inst Technol, Grad Sch Decis Sci & Technol, Dept Ind Engn & Management, Meguro Ku, 2-12-1 Ookayama, Tokyo 1528552, Japan. CR ALBU M, 1997, ELECT WORKING PAPERS, V7 ANASTASSIOS G, 1994, J APPL BUSINESS RES, V4, P1 BAYOUMI T, 1996, 5628 NBER BERNER JS, 1989, RES TECHNOL MANAGE, V32, P8 COHEN WM, 1989, ECON J, V99, P569 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 GRILICHES Z, 1979, BELL J ECON, V10, P92 GRILICHES Z, 1984, R D PATENT PRODUCTIV HENDERSON R, 1993, 4466 NBER JAFFE AB, 1986, AM ECON REV, V76, P984 MAURSETH BB, 1999, 4 CRENOS C TECHN EXT METCALFE JS, 1981, FUTURES, V13, P347 NADIRI MI, 1993, 4423 NBER NOTEBOOM B, 1999, CAMBRIDGE J ECON, V23, P127 VERSPAGEN B, 1999, TECHNOL FORECAST SOC, V60, P215 VEUGELERS R, 1997, RES POLICY, V26, P303 WATANABE C, 2000, JOIN M EN MOD FOR IN WATANABE C, 2001, IN PRESS TECHNOVATIO WATANABE C, 2001, TECHNOVATION, V21, P281 WIELAND V, 2001, JEL 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 JAN PY 2003 VL 23 IS 1 BP 15 EP 34 PG 20 SC Engineering, Industrial; Operations Research & Management Science GA 636NV UT ISI:000180463400003 ER PT J AU Salmeron, JL TI EIS success: keys and difficulties in major companies SO TECHNOVATION LA English DT Article DE Executive Information Systems; statistical evidence; case study ID EXECUTIVE INFORMATION-SYSTEM; USER PARTICIPATION; INVOLVEMENT; PERCEPTIONS; FAILURE; IMPACT AB For scholars and practitioners concerned with computer-based Information Systems, one central issue is whether Information Systems contribute to organization. This paper intends to portray the current keys of Executive Information Systems success in Spain. For this purpose, the author surveyed the leading Spanish companies in every sector. Findings show how crucial the human factor is in Executive Information Systems. Comparisons of EISs developed in several countries provide insights that can be used to develop systems by companies in global markets. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Pablo Olavide Univ, Fac Business, E-41013 Seville, Spain. RP Salmeron, JL, Pablo Olavide Univ, Fac Business, Ctra Utrera,Km 1, E-41013 Seville, Spain. CR BAJWA DS, 1998, DECIS SUPPORT SYST, V22, P31 BARKI H, 1994, MIS QUART, V18, P59 BARROW C, 1990, J INFORMATION SYSTEM, V7 BELCHER LW, 1993, MIS QUART, V17, P239 BIRD J, 1991, EXECUTIVE INFORMATIO BYUN D, 1996, J END USER COMPUTING, V8 EDSTROM A, 1977, HUM RELAT, V30, P595 ELAM JJ, 1995, DECIS SUPPORT SYST, V14, P89 FRANZ CR, 1986, DECISION SCI, V17, P329 GIBSON HL, 1977, J SYST MANAGE, V28, P20 GUIMARAES T, 1991, INFORM MANAGE, V21, P257 HOUDESHEL G, 1987, MIS QUART, V11, P127 HUNTON JE, 1997, MIS QUART, V21, P359 IVES B, 1983, COMMUN ACM, V26, P586 IVES B, 1984, MANAGE SCI, V30, P586 JIANG JJ, 1999, INFORM SOFTWARE TECH, V41, P101 LIN WT, 2000, INFORM MANAGE, V37, P283 MARKUS ML, 1983, COMMUN ACM, V26, P430 MARTINSONS MG, 2001, INFORM MANAGE, V38, P167 MILLET I, 1991, T 11 INT C DEC SUPP MOYNIHAN GP, 1993, J SYST MANAGE, V44, P8 MYERS MD, 1997, MIS QUART, V21, P241 NORD JH, 1995, INFORMATION MANAGEME, V29 POON P, 2001, DECIS SUPPORT SYST, V30, P393 RAI A, 1997, DECISION SCI, V28 RAINER RK, 1995, J MANAGEMENT INFORMA, V84 ROCKART JF, 1982, HARVARD BUS REV, V60, P82 SALMERON JL, 2000, THESIS U HUELVA SNYDER C, 1990, SLASHING YOUR INFORM SZAJNA B, 1993, MIS QUART, V17, P493 VANDENBOSCH B, 1995, J MANAGEMENT INFORMA, V12 VANDENBOSCH B, 1997, MIS QUART, V21, P81 VOLONINO L, 1995, DECIS SUPPORT SYST, V14, P105 WALSTROM KA, 1997, INFORMATION MANAGEME, V32 WATSON HJ, 1996, INFORM SYST MANAGE, V13, P66 WATSON HJ, 1996, J INFORMATION TECHNO WATSON HJ, 1997, BUILDING EXECUTIVE I WATSON HJ, 2000, PUBLIC PRODUCTIVITY, V23, P371 YOUNG D, 1995, INFORM MANAGE, V29, P153 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 JAN PY 2003 VL 23 IS 1 BP 35 EP 38 PG 4 SC Engineering, Industrial; Operations Research & Management Science GA 636NV UT ISI:000180463400004 ER PT J AU Hossain, L TI Is a formalised structure a necessary prerequisite for implementing national telecommunications plan in developing and developed economies? SO TECHNOVATION LA English DT Article DE strategy; telecommunications; case study; Thailand; Canada; US; Brazil AB This study provides a comparative analysis on the implementation of a national telecommunication plan (NTP) for developing and developed economies. It develops a theoretical construct for the implementation of an NTP and applies that for the case of Thailand to understand the level of consensus in the implementation of an NTP. It analyses the status of the implementation of an NTP in Thailand and compares the outcome with what happens in countries like the US, Canada and Brazil. The study suggests that there is no consensus or formal planning process among the telecommunications regulators in Thailand for the implementation of an NTP. This contrasts with the situation in the US, Canada and Brazil where findings suggest that government regulators as well as private sectors have developed a consensus and formalised structure of strategic planning towards the implementation of an NTP. In conclusion, the study highlights the need for a developing economy like Thailand to adopt a formalised NTP implementation plan for their telecommunications industry. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Syracuse Univ, IST, Sch Informat Studies, Syracuse, NY 13244 USA. RP Hossain, L, Syracuse Univ, IST, Sch Informat Studies, 4-108 Sci Tech, Syracuse, NY 13244 USA. CR *CAT, 1993, ANN REP ANIES AA, 1975, ANN REV INFORMATION, V10, P3 CASH JI, 1985, HARVARD BUS REV, V63, P134 CHARAVEJASARN T, 1996, COMMUNICATION CHARMONMAN S, 1994, TELECOMMUNICATION PA, P201 CHAROENPHOL D, 1996, COMMUNICATION CHITRASWANG C, 1996, COMMUNICATION CLEMONS EK, 1986, HARVARD BUS REV, V64, P91 CUSRIPITUCK S, 1996, COMMUNICATION FIOL RA, 1985, TELECOMMUNICATIO SEP, P229 GORANSSON B, 1991, THESIS U LUND SWEDEN HOBDAY M, 1990, TELECOMMUNICATIONS D HOSSAIN L, 1997, GLOBAL NETWORKING 97, P88 HOSSAIN L, 1997, INT J COMPUTER ENG M, V5, P29 HOSSAIN L, 2001, NATL STRATEGIC PLANN JORPHOCHAUDOM P, 1996, COMMUNICATION JOSEPH RJ, 1991, 13 ANN PAC TEL C HON, P183 LINDLEY R, 1996, P 18 ANN PAC TEL C J, P206 LORANGE P, 1977, STRATEGIC PLANNING S LUMPKIN GT, 1995, ACAD MANAGE J, V38, P1386 NAPASAB C, 1996, COMMUNICATION NAYLOR T, 1980, STRATEGIC PLANNING M PARKER EB, 1992, ELECT BYWAYS STATE P PIENTAM O, 1996, COMMUNICATION SINGHASENI K, 1996, COMMUNICATION VICHTICHOLCHAI K, 1996, COMMUNICATION ZIMMERMAN EK, 1981, ANNU REV INFORM SCI, V16, P3 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 JAN PY 2003 VL 23 IS 1 BP 39 EP 49 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 636NV UT ISI:000180463400005 ER PT J AU Lofsten, H Lindelof, P TI Determinants for an entrepreneurial milieu: Science Parks and business policy in growing firms SO TECHNOVATION LA English DT Article DE new technology-based firms; science parks; added value ID TECHNOLOGY-BASED FIRMS; D PROJECT SELECTION; INNOVATION; INCUBATORS AB In order to understand the "added value" of a Science Park location there is need for detailed research exploring the characteristics and performance of firms located on and off Science Parks. The analysis distinguishes between new technology-based firms on and off Science Parks (273 firms) in Sweden during 1996-1998 in an effort to identify any element of added value which the park provides for the new technology-based firms (NTBFs). The problem of obtaining finance is one of the major difficulties faced by NTBFs (Latent construction: Resources 1). Self-financing is the dominant characteristic of funding in the small-firms sector. The attitudes and motivation of the firm founders and managers is another key factor in the ability to raise funds and achieve high growth and profitability. Information on the location of customers shows whether firms are linked to local, national or international markets, and thus their potential for growth (Latent construction: market innovation). One significant variable is geographical markets (global market). NTBFs (on-Park) have much wider market distribution throughout Sweden and abroad than is typical for small firms. (C) 2002 Elsevier Science 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. CR ACS ZJ, 1988, SMALL BUSINESS EC, V1, P193 ALDRICH HE, 1979, ORG ENV ALLEN D, 1990, VALUE ADDED CONTRIBU AMIRAHMADI H, 1993, J PLAN LIT, V8, P107 ANDERSON JC, 1988, PSYCHOL BULL, V103, P411 BAKER NR, 1974, IEEE T ENG MANAGE, V21, P165 BENTLER PM, 1989, EQS STRUCTURAL EQUAT BEZDEK R, 1975, J REGIONAL SCI, V15, P183 BOLLINGER L, 1983, RES POLICY, V12, P1 BOURGEOIS LJ, 1980, ACAD MANAGE REV, V5, P25 CHANDLER AD, 1991, STRATEGIC MANAGE J, V12, P31 CHILD J, 1972, ADM SCI Q, V17, P163 CURRIE J, 1985, SCI PARKS BRITAIN TH DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555 DAVIDSSON P, 1989, THESIS STOCKHOLM SCH DAVIDSSON P, 1996, NARINGSLIVSDYNAMIK 9 DOZ YL, 1988, COOPERATIVE STRATEGI EISENHARDT KM, 1990, ADMIN SCI QUART, V35, P504 EUL FM, 1985, SCI PARKS INNOVATION FELSENSTEIN D, 1994, TECHNOVATION, V14, P93 GALBRAITH CS, 1985, CALIF MANAGE REV, V28, P98 GALBRAITH J, 1973, DESIGNING COMPLEX OR GILMORE F, 1971, HARVARD BUS REV, V49, P71 GOOLD M, 1987, STRATEGIES STYLES RO GRANT RM, 1991, CALIF MANAGE REV, V33, P114 GRAVES SB, 1987, IEE T ENG MANAGEMENT, V34, P42 HALL P, 1987, W SUNRISE GENESIS GR HITT MA, 1990, STRATEGIC MANAGE J, V11, P29 JENSEN MC, 1993, J FINANC, V48, P831 JORESKOG KG, 1984, LISREL 6 ANAL LINEAR JOSEPH RA, 1989, ENVIRON PLANN C, V7, P173 KHANDWALLA PN, 1977, DESIGN ORG LIBERATORE MJ, 1987, IEEE T ENG MANAGE, V34, P12 LITTLE AD, 1979, NEW TECHNOLOGY BASED LOFSTEN H, 2001, GROWTH MANAGEMENT FI LOFSTEN H, 2001, R&D MANAGE, V31, P309 LOFSTEN H, 2001, SCI PARKS GROWTH NEW MACDONALD S, 1987, R&D MANAGE, V17, P25 MARKUSEN A, 1986, HIGH TECH AM WHAT WH MASSEY D, 1992, HIGH TECH FANTASIES MIAN S, 1991, THESIS G WASHINGTON MIAN SA, 1994, TECHNOVATION, V14, P515 MIAN SA, 1996, RES POLICY, V25, P325 MIAN SA, 1997, J BUS VENTURING, V12, P251 MILLER RA, 1987, SURF COAT TECH, V30, P1 MONCK CSP, 1988, SCI PARKS GROWTH HIG OFARRELL PN, 1988, REG STUD, V22, P339 PECK FW, 1985, ENVIRON PLANN A, V17, P981 PUGH DS, 1969, ADM SCI Q, V13, P65 REIMANN BC, 1973, ADM SCI Q, V18, P462 RICKNE A, 1999, EC INNOVATION NEW TE, V8, P197 ROTHWELL R, 1983, J GEN MANAGE, V8, P5 SEGERS JP, 1993, SMALL BUS ECON, V5, P271 SOUDER WE, 1972, AIIE T, V4, P57 SOUDER WE, 1974, R&D MANAGE, V4, P75 SOUDER WE, 1986, RES MANAGE, V29, P36 STEED GPF, 1983, CAN GEOGR, V27, P263 STOREY DJ, 1982, ENTREPRENEURSHIP NEW TAYLOR C, 1973, EC IMPACT PATENT SYS VANDERAUWERA F, 1989, HIGH TECH FIRMS FLAN WEISS CH, 1972, EVALUATION RES WESTHEAD P, 1994, ASSESSMENT FIRMS LOC WESTHEAD P, 1995, REG STUD, V29, P367 WESTHUYZEN J, 1997, ANN CLIN LAB SCI, V27, P1 YAP CM, 1993, TECHNOVATION, V13, P449 NR 65 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 JAN PY 2003 VL 23 IS 1 BP 51 EP 64 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 636NV UT ISI:000180463400006 ER PT J AU Kihlgren, A TI Promotion of innovation activity in Russia through the creation of science parks: the case of St. Petersburg (1992-1998) SO TECHNOVATION LA English DT Article DE science parks; innovation centres; Russia; science; entrepreneurship ID INCUBATORS AB Following the switch to the market economy, government policy envisaged putting R&D onto a commercial footing, so that state funding could be replaced with private funding. The commercialisation of research has, however, not fulfilled expectations due to the dire straits of the Russian economy and to the ingrained tendency to emphasise the high technological level of products without properly investigating the demand for them. The creation of science parks has been one of the few measures adopted in order to favour this transformation, but in the absence of comparative statistics it is hard to judge their contribution to the development of tenant firms. Science parks in St. Petersburg have been rather successful in securing financing for their tenants, but deficient in providing management assistance. The transfer of technology to industry has been weak due to the limited demand for high-tech products. Many firms survive in a embryonic state and this explains why despite the difficulties the number of jobs created has been substantial, although presumably many are low paid. This picture is, however, less applicable to innovation centres because of their policy of accepting mainly firms at a more advanced stage of development. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Glasgow Caledonian Univ, Caledonian Business Sch, Div Econ & Enterprise, Glasgow G4 0BA, Lanark, Scotland. RP Kihlgren, A, Via Rossini 3, I-20122 Milan, Italy. CR 1996, INNOVATSII, V1, P24 1997, GOSKOMSTAT ROSSII, P501 1998, GOSKOMSTAT ROSSII, P635 1998, GOSKOMSTAT ROSSII, P9 1998, INNOVATIONS, P24 1998, INNOVATSII, V4, P94 1999, GOSKOMSTAT ROSSII, P476 *MIN SCI TECHN POL, 1998, NAUK TEKHN ROSS MIR ALEKSEEVA NL, 1997, INNOVATSII, V1, P16 AUTIO E, 1998, ENTREP REGION DEV, V10, P71 AUTIO E, 1998, J SMALL BUS MANAGE, V36, P30 AVILOVA AV, 1996, SMALL FIRMS FOREIGN, P133 BATSTONE S, 1996, EC IMPACT NEW FIRMS, P72 BROADHURST T, 1993, DEV OPERATION SCI PA BRUTON GD, 1998, J SMALL BUS MANAGE, V36, P91 BULLOCK M, 1983, ACAD ENTERPRISE IND BURMAN M, 1997, INNOVATSII, V4, P24 DAVIDIUK EP, 1996, INNOVATSII, V1, P18 DEZHINA I, 1996, VOPROSY EK, V10, P78 DIERDONCK R, 1991, RES DEV MANAGEMENT, V21, P109 ESKIN KF, 1998, PROMYSHLENNOST S JUN, P6 FREEMAN C, 1982, EC IND INNOVATION FURSENKO A, 1998, NAUKA TEKHNOLOGIIA R, P82 FURSENKO A, 1998, PROMYSHLENNOST S MAR, P4 GOKHBERG L, 1997, INNOVATSII, V1, P19 GOKHBERG L, 1997, MOCT MOST, V7, P91 KISELEV K, 1998, DELO 0512, P4 KUDINOV AH, 1996, UTVERZHDENIE TEKHNOP, P11 LESAGE K, 1993, COURRIER PAYS EST, V384, P29 LURE EA, 1998, INNOVATSII, V1, P36 MASSEY D, 1992, HIGH TECH FANTASIES MONCK CSP, 1988, SCI PARKS GROWTH HIG RYBAKOV F, 1998, EK PETERBURGA PROSHL, V10, P6 RYCHEV MV, 1998, NAUKA TEKHNOLOGIIA R, P72 SHUKSHUNOV V, 1997, INNOVATSII, V4, P32 SPIRIDINOV A, 1998, FINANSOVYE IZVESTIIA, V2, P2 SPIRIDINOV A, 1998, FINANSOVYE IZVESTIIA, V23, P2 STOREY DJ, 1994, ASSESSMENT FIRMS LOC TIKHONOVA AN, 1996, UTVERZHDENIE TEKHNOP VEDOVELLO C, 1997, TECHNOVATION, V17, P491 VIKTOROV AD, 1998, PROMYSHLENNOST S JUN, P7 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 JAN PY 2003 VL 23 IS 1 BP 65 EP 76 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 636NV UT ISI:000180463400007 ER PT J AU Adekalu, KO Ogunjimi, LAO TI Cost recovery strategy for large-scale irrigation projects in Nigeria SO TECHNOVATION LA English DT Article DE irrigation; problems; constraints; cost recovery AB A technical assessment of the services provided by the Ogun-Osun River Basin Development Authority to their host communities was carried out to test and validate some of the problems perceived by the participating farmers and the officials as militating against the development of irrigation projects and other non-water and water services. In-depth interviews were conducted with 100 participating farmers and 50 management and project staff concerning the perceived problems facing the authority. After the survey, follow-up by site investigation of the project areas, review of annual reports, official publications and previous studies was carried out in order to probe some of the results of the surveys. This paper reports on what was learned from both the survey and the follow-up investigation and examines the implication of these findings for cost recovery strategies in large-scale irrigation projects in Nigeria. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Obafemi Awolowo Univ, Fac Technol, Dept Agr Engn, Ife, Nigeria. RP Adekalu, KO, Obafemi Awolowo Univ, Fac Technol, Dept Agr Engn, Ife, Nigeria. CR *OORBDA, 1995, 6 OORBDA ADEDOYIN SF, 1997, AMA, V28, P30 ADEKALU KO, 1992, THESIS OBAFEMI AWOLO FATOKUN J, 1991, P NAT WORKSH FUT IRR, P6 IBRAMHIM MH, 1991, P 1 ANN NAT WAT RES, P11 MAKANJUOLA GA, 1977, INAUGURAL LECT SERIE, V25 MICHEAL AM, 1982, IRRIGATION THEORY PR SANDA OA, 1991, MANAGEMENT PROBLEMS YAHAYA AM, 1992, P 1 ANN NAT WAT RES 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 JAN PY 2003 VL 23 IS 1 BP 77 EP 83 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 636NV UT ISI:000180463400008 ER PT J AU Easingwood, C Harrington, S TI Launching and re-launching high technology products SO TECHNOVATION LA English DT Article DE marketing of technology; launch; re-launch AB This article attempts to describe the main strategies that are available to the manager of a high-tech product at three defining points: the launch; the development of the whole product; the re-launch. Normally introductory efforts are focused on the launch stage only. It is argued that the re-launch should be an integral part of the introductory strategy, signalling a new phase in the development of a product. Before being re-launched, the 'whole' product must be developed so as to appeal to the pragmatists in a sector in the mainstream market. It is argued that the launch stage and the re-launch stage are best thought of as comprising four steps: market preparation, targeting, followed by positioning and finally the execution or attack step. These four steps are common to launch and re-launch but the tactics adopted within each are quite different. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ Manchester, Dept Mkt, Manchester Business Sch, Manchester M15 6PB, Lancs, England. RP Easingwood, C, Univ Manchester, Dept Mkt, Manchester Business Sch, Booth St W, Manchester M15 6PB, Lancs, England. CR 1993, PC WEEK 1227, P1 ARTHUR B, 1996, HARVARD BUSINESS JUL, P100 BEARD C, 1996, IND MARKET MANAG, V25, P87 EASINGWOOD CJ, 1992, R&D MANAGE, V22, P69 MOORE GA, 1992, CROSSING CHASM MOORE GA, 1995, INSIDE TORNADO NR 6 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 2002 VL 22 IS 11 BP 657 EP 666 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 627AU UT ISI:000179906600001 ER PT J AU Kassicieh, SK Kirchhoff, BA Walsh, ST McWhorter, PJ TI The role of small firms in the transfer of disruptive technologies SO TECHNOVATION LA English DT Article DE technology transfer; disruptive technology; small entrepreneurial firms ID DISCONTINUOUS INNOVATION AB The transfer of technologies from government-operated research laboratories to commercial firms can be a challenging process especially for small and emerging entrepreneurial firms. Since the National Laboratories have become major creators of disruptive technologies and small firms are more apt to commercialize disruptive technologies, it is important to get small firms involved in these processes. This paper covers an innovative program used by Sandia National Laboratories to transfer micro-electro-mechanical systems' technology to small firms through training, prototyping and access provided to all small and large firms alike providing the impetus to small and entrepreneurial firms to create successful innovations that can generate new industries. The effect of the model on small and large firms is also shown over the last few years. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ New Mexico, Anderson Sch Management, Albuquerque, NM 87131 USA. RP Kassicieh, SK, Univ New Mexico, Anderson Sch Management, Albuquerque, NM 87131 USA. CR ABERNATHY WJ, 1985, RES POLICY, V14, P3 ANDERSON P, 1990, ADMIN SCI QUART, V35, P604 BOWER JL, 1995, HARVARD BUS REV, V73, P43 CARROAD PA, 1982, RES MANAGE, V25, P28 CHRISTENSEN C, 1997, INNOVATORS DILEMMA N COOPER AC, 1992, ACAD MANAGEMENT EXEC, V6, P55 DETLEFF W, 1999, MICROELECTROCHEMICAL FOSTER RN, 1986, READINGS MANAGEMENT, P215 GRACE R, 1991, MICROMECHANICS KAPLAN SM, 1999, STRATEGY LEADERSHIP, V27, P16 KASSICIEH SK, 1994, LAB MARKET COMMERCIA, P197 KASSICIEH SK, 1996, ENTREP THEORY PRACT, V20, P33 KOZMETSKY G, 1994, LAB MARKET COMMERCIA, P279 LAMBE CJ, 1997, J PROD INNOVAT MANAG, V14, P102 LYNN GS, 1996, CALIF MANAGE REV, V38, P8 LYNSKEY MJ, 1999, TECHNOL ANAL STRATEG, V11, P317 MANSFIELD E, 1968, EC TECHNOLOGICAL CHA MCKEE D, 1992, J PROD INNOVAT MANAG, V9, P232 MOLASGALLART J, 1999, TECHNOVATION, V19, P661 MOORE G, 1991, CROSSING CHASM MORONE J, 1993, WINNING HIGH TECH MA MYERS DR, 2000, P 2000 IEEE ENG MAN, P325 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 SOPP A, 1994, LAB MARKET COMMERICA, P115 STEFAN RI, 2000, BIOSENS BIOELECTRON, V15, P1 TORNATZKY L, 1994, LAB MARKET COMMERCIA, P137 VERYZER RW, 1998, J PROD INNOVAT MANAG, V15, P304 WALSH S, 1996, ADV SENSORS CONTROL, P12 WALSH S, 2000, ENG MANAGEMENT J, V12, P23 WALSH S, 2000, MEMS MOEMS TECHNOLOG, P479 WESCHUNG R, 1998, NEXUS TASK FORCE MAR 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 NOV PY 2002 VL 22 IS 11 BP 667 EP 674 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 627AU UT ISI:000179906600002 ER PT J AU Nijhof, A Krabbendam, K Looise, JC TI Innovation through exemptions: building upon the existing creativity of employees SO TECHNOVATION LA English DT Article DE inter-firm learning; product innovation; process innovation; technology transfer; creativity ID ORGANIZATIONS AB In the literature on continuous improvement and innovation management, the role of employees in the innovation process is thoroughly discussed. A widely accepted starting-point in this literature is that the generation of ideas has to be organised and initiated by the senior management of an organisation. In this paper we develop another method that builds upon the already existing creativity within organisations. Recognising potential, trust, result responsibility and exempting employees from their regular tasks are important features of this method. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ Twente, Fac Technol & Management, NL-7500 AE Enschede, Netherlands. RP Nijhof, A, Univ Twente, Fac Technol & Management, POB 217, NL-7500 AE Enschede, Netherlands. CR BEER M, 1988, CORPORATE TRANSFORMA, P17 BESSANT J, 1999, TECHNOVATION, V19, P373 DOWLING PJ, 1994, INT DIMENSIONS HUMAN EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 FRANCIS D, 1988, TOP TEAM BUILDING GUMMESON E, 1991, QUALITATIVE METHODS IMAI K, 1987, KAIZEN JAMES W, 1943, ESSAYS FAITH MORALS JOHNE A, 1999, TECHNOVATION, V19, P203 KANTER R, 1984, CHANGE MASTERS OLIVER N, 1992, JAPANIZATION BRIT IN PFEFFER J, 1994, COMPETITIVE ADVANTAG PFEFFER J, 1996, ORGAN DYN, V25, P33 ROTHWELL R, 1992, R&D MANAGE, V22, P221 SEMLER R, 1993, SEMCO STIJL TRANSLAT STOREY J, 1995, HUMAN RESOURCE MANAG SUTTON RI, 1995, ADMIN SCI QUART, V40, P371 TANG HK, 1998, TECHNOVATION, V18, P297 TICHY N, 1986, TRANSFORMATIONAL LEA TIDD J, 1997, MANAGING INNOVATION VANDERVEN AH, 1989, RES MANAGEMENT INNOV WEICK KE, 1995, ADMIN SCI QUART, V40, P385 WOMACK JP, 1990, MACHINE CHANGED WORL NR 23 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 2002 VL 22 IS 11 BP 675 EP 683 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 627AU UT ISI:000179906600003 ER PT J AU Figueiredo, PN TI Learning processes features and technological capability-accumulation: explaining inter-firm differences SO TECHNOVATION LA English DT Article DE technological capability-accumulation paths; learning processes; latecomer companies ID INNOVATION; KNOWLEDGE AB The focus of this paper is how the key features of the underlying learning processes influence inter-firm differences in paths of technological capability-accumulation in the late-industrialising context. This relationship is examined in two of the largest steel firms in Brazil over their lifetime of 40 and 60 years. The issues of 'technological capability' and 'learning processes' have been addressed in two bodies of literature over the past two decades: the Latecomer Company Literature (LCL) and the Technological Frontier Company Literature (TFCL). However, the problem of how learning processes influence inter-firm differences in technological capability accumulation paths, particularly within the late-industrialising companies, has been quite scarce in both bodies of literature. The framework for learning identifies four processes: external and internal knowledge-acquisition, knowledge-socialisation and knowledge-codification. These processes are examined on the basis of four features: variety, intensity, functioning, and interaction. The study has found that the paths of technological capability accumulation followed by the two case-study companies were diverse and have proceeded at differing rates over time across different technological functions. These differences were strongly associated with the four features of the learning processes. The study suggests that the rates of technological capability accumulation can be accelerated if deliberate and effective efforts on knowledge-acquisition and knowledge-conversion processes are made within the company. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Getulio Vargas Fdn, EBAP, FGV, Brazilian Sch Publ Adm, BR-22253900 Rio De Janeiro, Brazil. RP Figueiredo, PN, Getulio Vargas Fdn, EBAP, FGV, Brazilian Sch Publ Adm, Praia de Botafogo,190,4th Floor,Room 426, BR-22253900 Rio De Janeiro, Brazil. CR ARGYRIS C, 1978, ORG LEARNING THEORY ARIFFIN N, 1999, IND TECHNOLOGICAL DE BELL M, 1984, TECHNOLOGICAL CAPABI BELL M, 1995, TRADE TECHNOLOGY INT BESSANT J, 1997, INT J TECHNOL MANAGE, V14, P1 BESSANT J, 1998, INT J INNOVATION MAN, V2, P409 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOMBS R, 1998, RES POLICY, V27, P237 DUTRENIT G, 2000, LEARNING KNOWLEDGE M FIGUEIREDO PN, 1999, THESIS U SUSSES FIGUEIREDO PN, 2001, TECHNOLOGICAL LEARNI GARVIN DA, 1993, HARVARD BUS REV, V71, P78 HUBER GP, 1996, INT J TECHNOL MANAGE, V11, P821 IANSITI M, 1998, TECHNOLOGY INTEGRATI KIM L, 1995, HIT ORG SCI C TOK OC KIM L, 1997, IMITATION INNOVATION KIM LS, 1997, CALIF MANAGE REV, V39, P86 LALL S, 1987, LEARNING IND ACQUISI LALL S, 1992, WORLD DEV, V20, P165 LEONARD D, 1998, CALIF MANAGE REV, V40, P112 LEONARDBARTON D, 1992, SLOAN MANAGE REV, V34, P23 LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 LEONARDBARTON D, 1994, HARVARD BUS REV, V72, P121 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG NEVIS EC, 1995, SLOAN MANAGEMENT WIN, P73 NONAKA I, 1995, KNOWLEDGE CREATING C PAVITT K, 1998, IND CORP CHANGE, V7, P433 SENGE P, 1990, 5 DISCIPLINE ART PRA TEECE D, 1994, IND CORP CHANGE, V3, P537 NR 29 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 2002 VL 22 IS 11 BP 685 EP 698 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 627AU UT ISI:000179906600004 ER PT J AU Sun, HY Hong, C TI The alignment between manufacturing and business strategies: its influence on business performance SO TECHNOVATION LA English DT Article DE manufacturing strategy; business strategy; alignment; performance AB dThis paper reports the influence of alignment between manufacturing strategy and business strategy on business performance and the contribution of manufacturing performance to business performance. The research is based on the empirical data from the International Manufacturing Strategy Survey (IMSS) conducted in more than 20 countries. The results include: (1) the alignment of manufacturing strategy and business strategy positively influences the improvement of business performances; (2) the manufacturing-business alignment also positively influences the manufacturing contribution to the improvement of business performance. The conclusion is that only when the manufacturing strategy and business strategy are in alignment, can manufacturing contribute to the improvement of business performance and business objectives can be achieved. The main implication is that the production/manufacturing function should be involved in the strategic decision-making. (C) 2002 Elsevier Science 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 Ave, Kowloon, Hong Kong, Peoples R China. CR AVELLA L, 1999, INT J MANAGEMENT SCI, P497 BOZARTH C, 1998, J OPER MANAG, V16, P427 FERDOWS K, 1990, J OPERATIONS MANAGEM, V9, P168 HAYES RH, 1984, RESTORING OUR COMPET HAYES RH, 1985, INTERFACES, V15, P3 HAYES RH, 1994, HARVARD BUSINESS JAN, P77 HILL T, 1995, MANUFACTURING STRATE HOTTERSTEIN M, 1992, CALIFORNIA MANAGEMEN, P112 HUNGER JD, 2001, ESSENTIALS STRATEGIC LEONG GK, 1990, OMEGA-INT J MANAGE S, V18, P109 LINDBERG P, 1998, INT MANUFACTURING ST MARUCHECK A, 1990, J OPERATIONS MANAGEM, V9, P101 MENDA R, 1997, J OPERATIONS MANAGEM, V15, P223 MILLER HI, 1995, GENET ENG NEWS, V15, P4 MILLER JG, 1989, PLANNING REV JUL, P22 MINTZBERG H, 1991, STRATEGY PROCESS CON PAPKESHIELDS KE, 2001, J OPER MANAG, V19, P5 PORTER ME, 1990, COMPETITIVE ADVANTAG RIIS JO, 1992, COMPUT IND, V19, P37 RIIS OJ, 1994, P 4 INT C MAN TECHN, P259 SCHROEDER RG, 1986, J OPERATIONS MANAGEM, V6, P405 SKINNER W, 1969, HARVARD BUS REV, V47, P136 SKINNER W, 1974, HARVARD BUS REV, V52, P113 SKINNER W, 1985, MANUFACTURING FORMID SUN HY, 2000, TECHNOVATION, V20, P631 SWAMIDASS PM, 1987, MANAGE SCI, V33, P509 VOSS CA, 1995, INT J OPER PROD MAN, V15, P5 WHEELWRIGHT SC, 1984, STRATEGIC MANAGE J, V5, P77 WILLIAMS FP, 1995, J OPERATIONS MANAGEM, V13, P19 ZAHRA SA, 1993, LONG RANGE PLANN, V26, P90 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 NOV PY 2002 VL 22 IS 11 BP 699 EP 705 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 627AU UT ISI:000179906600005 ER PT J AU Chin, KS Pun, KF Xu, Y Chan, JSF TI An AHP based study of critical factors for TQM implementation in Shanghai manufacturing industries SO TECHNOVATION LA English DT Article DE total quality management; analytic hierarchy process ID QUALITY MANAGEMENT-PRACTICES; ENTERPRISES AB In recent years, many organizations have looked upon continuous improvement and total quality management (TQM) as the means by which they could maintain a competitive edge. This paper investigates the critical factors and sub-factors that determine the adoption and implementation of TQM in the state-owned enterprises (SOEs) and foreign joint ventures (FJVs) in China with particular reference to the Shanghai manufacturing industries. It incorporates the main findings of a recent study, in which an analytic hierarchy process (AHP) approach was employed to prioritize the relative importance of four critical factors and sixteen sub-factors among SOEs and FJVs in China. The findings advocate that these enterprises would stress the soft TQM factors of organizing, and culture and people rather than the hard TQM factors of the systems, techniques and measurement, and feedback. Top management commitment, leadership, education and training are among the most important sub-factors. The results suggest a generic hierarchy model for organizations to prioritize the critical factors and formulate strategies for implementing TQM in Shanghai, as well as other cities and regions in China. (C) 2002 Published by Elsevier Science Ltd. C1 City Univ Hong Kong, Dept Mfg Engn & Engn Management, Kowloon, Hong Kong, Peoples R China. RP Chin, KS, City Univ Hong Kong, Dept Mfg Engn & Engn Management, Tat Chee Ave, Kowloon, Hong Kong, Peoples R China. CR *DSS, 1995, EXP CHOIC US MAN VER *NIST, 2000, MALC BALDR NAT QUAL ADAMSON C, 1995, MANAGING SERVICE QUA, V4, P9 BANK J, 1992, ESSENCE TOTAL QUALIT BOWEN DE, 1992, ORGAN DYN, V20, P29 BUNNEY HS, 1997, TQM MAGAZINE, V9, P183 CAMISON C, 1998, INT J TECHNOL MANAGE, V16, P479 CHIN KS, 2000, IMPLEMENTING UMIST T CROSBY PB, 1979, QUALITY IS FREE ART CROSBY PB, 1989, LETS TALK QUALITY 96 DALE BG, 1990, QUALITY FORUM J, V16 DALE BG, 1993, TQM MAGAZINE, V5, P23 DALE BG, 1999, MANAGING QUALITY DEAN JW, 1994, ACAD MANAGE REV, V19, P393 DEMING WE, 1986, OUT CRISIS GIUNIPERO LC, 1993, INT J PURCHASING MAT, V29, P35 HARRINGTON HJ, 1998, TOM MAGAZINE, V10, P230 HO KM, 1995, INT J PHYS DISTRIB, V25, P51 HUA HM, 2000, TOTAL QUAL MANAGE, V11, P1111 ISHIKAWA K, 1985, WHAT IS TOTAL QUALIT JAMES PTJ, 1996, TOTAL QUALITY MANAGE JURAN JM, 1986, QUALITY PROGR AUG, P14 KARAPETROVIC S, 1998, INT J QUALITY RELIAB, V15, P99 LOGOTHETIS N, 1992, MANAGING TOTAL QUALI LONGENECKER CO, 1993, SUPERVISION, V54, P14 MCMANUS JJ, 1994, MANAGING SERVICE QUA, V4, P10 PALERMO RC, 1993, WORLD QUALITY BUSINE PUN KF, 2001, TOTAL QUAL MANAGE, V12, P323 PUN KF, 2001, TOTAL QUAL MANAGE, V12, P95 RAO SS, 1997, TOTAL QUAL MANAGE, V8, P335 SAATY TL, 1994, ANAL HIERARCHY PROCE SAATY TL, 1996, MULTICRITERIA DECISI SINCLAIR D, 1995, TQM MAGAZINE, V7, P42 STEEPLES MM, 1992, CORPORATE GUIDE MALC TAN PKL, 1997, TRAINING QUALITY, V5, P150 VANSCHALKWYK JC, 1998, TQM MAGAZINE, V10, P124 WILLIAMS RL, 1994, ESSENTIALS TOTAL QUA NR 37 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 2002 VL 22 IS 11 BP 707 EP 715 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 627AU UT ISI:000179906600006 ER PT J AU Helander, MG Jiao, JX TI Research on E-product development (ePD) for mass customization SO TECHNOVATION LA English DT Article DE global manufacturing; e-commerce; mass customization; product development; supply chain management ID IMPLEMENTATION; MANAGEMENT; DEFINITION; CUSTOMER; ISSUES AB Electronic product development directly connects multiple customers and suppliers throughout the entire value chain. This alleviates much of the inefficiency in current product development and supply chain practices. It integrates different facets of product design, process design, order processing, and order fulfillment in a cohesive manner. This capability becomes a critical factor in global competition. This paper presents an on-going research program of e-product development (ePD) for mass customization. The program aims at investigating fundamental issues and enabling techniques for applying the Internet to re-engineering manufacturing companies towards mass customization. The ultimate goal is to assist industries to upgrade to become high value-added businesses. (C) 2002 Elsevier Science 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. CR 2000, ECONOMIST, V355, P57 *NAT AC ENG, 2000, ADV ENG ENV ANTON AI, 1996, P WET ICE 96, P238 BETTS M, 1995, COMPUTERWORLD, V30, P75 DU X, 2000, 5 INT C COMP INT MAN, P273 GREEN PE, 1990, J MARKETING, V54, P3 GREYSER SA, 1997, REFLECTIONS FUTURES HAMOND KR, 1995, HUMAN JUDGEMENT DECI HARVEY CM, 2000, HUM FACTOR ERGON MAN, V10, P369 HELANDER MG, 2000, APPL ERGON, V31, P609 HUANG GQ, 1998, P 3 ANN INT C IND EN HUANG GQ, 2000, COMPUT AIDED DESIGN, V32, P133 HUANG GQ, 2001, INT J COMP INTEG M, V14, P125 HUANG GQ, 2001, INT J COMP INTEG M, V14, P3 HUFFMAN C, 1998, 98111 MARK SCI I KAHNEMAN D, 1979, ECONOMETRICA, V47, P263 KEENEY RL, 1976, DECISIONS MULTIPLE O KHALID HM, 2001, WORLD C MASS CUST PE KRAUSE FL, 1993, ANN CIRP, V42, P695 MCKAY A, 1996, RES ENG DES, V8, P63 MINIS I, 1995, OSPAM OPT SEL PARTN MOUKAS A, 1999, AGENT MEDIATED ELECT MULLER PC, 1996, P WET ICE 96, P220 PAHL G, 1996, ENG DESIGN SYSTEMATI PINE BJ, 1993, MASS CUSTOMIZATION N REVELLE JB, 1998, QFD HDB SAATY TL, 1980, ANAL HIERARCHY PROCE STABELL CB, 1998, STRATEGIC MANAGE J, V19, P413 SUH NP, 1990, PRINCIPLES DESIGN SWAN JE, 1999, J BUS RES, V44, P93 TSENG MM, 1996, CIRP ANN-MANUF TECHN, V45, P153 TSENG MM, 1998, CONCURRENT ENG-RES A, V6, P145 VANPOEL D, 1999, J BUS RES, V45, P249 NR 33 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 NOV PY 2002 VL 22 IS 11 BP 717 EP 724 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 627AU UT ISI:000179906600007 ER PT J AU Salami, AO Osonubi, O TI Improving the traditional landuse system through agro-biotechnology: a case study of adoption of vesicular arbuscular mycorrhiza (VAM) by resource-poor farmers in Nigeria SO TECHNOVATION LA English DT Article DE VAM inoculation; agro-technology; pruning management; landuse system; biocontrol AB Soils undergo rapid degradation because the humid and sub-humid tropical areas are dominated by low activity clay soils, which are low in available nutrients. Statistics that are available have shown that infertility is a common problem in the tropics when the forests are opened to cultivation. Continuous cultivation of these soils without adequate nutrient replenishment would result in steady decline of crop productivity. Also, the land area per capita is continually on the decline because of rapid population increase and other economic changes. Thus, the farmers in Nigeria, particularly, the resource-poor farmers, are faced with the problem of restricted access to good agricultural land. For this set of farmers, the practice of high input of fertilizer is not feasible, owing to the high cost and scarcity of supply in Nigeria. This paper therefore suggests intensification of landuse through a strategy involving proper residue use or tree pruning management with vesicular arbuscular mycorrhiza (VAM). (C) 2002 Published by Elsevier Science Ltd. C1 Univ Ibadan, Dept Bot & Microbiol, Ibadan, Nigeria. RP Salami, AO, Univ Ibadan, Dept Bot & Microbiol, Ibadan, Nigeria. CR ADEJUWON JO, 1979, INTRO GEOGRAPHY TROP AWOTOYE OO, 1992, BIOL NITROGEN FIXATI, P67 EKANADE O, 1993, SOIL USE MANAGE, V9, P66 EKANADE O, 1997, AGR ECOSYST ENVIRON, V6, P97 FRANK AB, 1885, ANN REV PHYTOL, V11, P429 GERDEMANN JW, 1964, MYCOLOGIA, V56, P342 MOSSE B, 1981, RES B, P194 ODEBODE AC, 1995, J SCI RES, V2, P49 ODEBODE AC, 1997, INT J TROPICAL PLANT, V15, P85 OSONUBI O, 1991, PLANT SOIL, V136, P31 OSONUBI O, 1999, BOT CONVENTIONAL AGR POWELL CL, 1984, VA MYCORRHIZAE SALAMI AO, 1999, THESIS U IBADAN IBAD SCHENCK NC, 1981, PLANT DIS, V65, P230 WILSON GF, 1981, BIOL HUSBANDRY SCI A, P193 XU ZH, 1993, PLANT SOIL, V148, P73 NR 16 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 2002 VL 22 IS 11 BP 725 EP 730 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA 627AU UT ISI:000179906600008 ER PT J AU Drejer, A Gudmundsson, A TI Towards multiple product development SO TECHNOVATION LA English DT Article DE product development; new paradigm; case study AB Due to external challenges necessitating high degrees of innovation and customization without sacrificing cost and quality, many industrial firms need to transform their entire approach to product development. Traditionally, industrial firms have adopted a singular approach to product development based on theories that deal with the development of individual products, individual projects and their management, individual designers and developers, and so on. However, in order to mass-customize products and services-while at the same time standardizing and streamlining a product platform internally-it is necessary to transform product, development theory and praxis to a perception called Multiple Product Development. The main contributions of the paper will be a discussion of this concept and a case study on how an industrial company has begun the transformation towards multiple product development. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ Aalborg, Ctr Ind Prod, DK-9220 Aalborg E, Denmark. RP Drejer, A, Univ Aalborg, Ctr Ind Prod, Fibigerstraede 16, DK-9220 Aalborg E, Denmark. CR ANDREASEN MM, 1999, PRODUCTION LEARNING ANDREASEN MM, 2000, INTEGRATED PRODUCT D ANSOFF HI, 1990, IMPLANTING STRATEGIC BETTIS RA, 1995, STRATEGIC MANAGEMENT BETZ F, 1989, MANAGING TECHNOLOGY BHALLA SK, 1987, EFFECTIVE MANAGEMENT BURKE WW, 1992, ORG DEV COOPER RG, 1993, WINNING NEW PRODUCTS COUPLAND D, 1995, GENERATION X DAVENI RA, 1994, HYPERCOMPETITION MAN DREJER A, 1996, STRATEGIC MANAGEMENT DREJER A, 2001, STRATEGIC PLATFORMS DUSSAGE P, 1991, STRATEGIC TECHNOLOGY EDVINSSON L, 1997, INTELLECTUAL CAPITAL FOSTER RN, 1986, INNOVATION ATTACKERS GUDMUNDSSON A, 2001, CONCEPT MULTIPLE PRO HAMMER M, 1993, REENGINEERING CORPOR HANDY C, 1995, AGE UNREASON HUBKA V, 1998, THEORY TECHNICAL SYS KAMRANI AK, 2000, PRODUCT DESIGN MODUL KAPLAN RS, 1996, BALANCED SCORECARD T KIERNAN F, 1995, GET INNOVATIVE GET D KIM YS, 2000, 3 WORLD C INT MAN PR, P25 KOTLER P, 2000, MARKETING MANAGEMENT LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG MAALOE E, 1995, CASE STUDY METHODS MARTIN J, 1996, CYPERCORP MEYER MH, 1997, POWER PRODUCT PLATFO PAHL G, 1986, KONSTRUKTIONSLEHRE H PINE JB, 1993, MASS CUSTOMIZATION N RIIS JO, 1997, EXPANDED PRODUCTION SANCHEZ R, 1995, STRATEGIC MANAGE J, V16, P135 SANCHEZ R, 1996, EUROPEAN MANAGEMENT, V14, P121 SANDERSON SW, 1997, MANAGING PRODUCTS FA SAVAGE CM, 1990, 5 GENERATION MANAGEM SNOW CC, 1994, J MANAGE STUD, V31, P457 STEWART TA, 1997, INTELLECTUAL CAPITAL SURI R, 1998, QUICK RESPONSE MANUF ULRICH KT, 1991, FUNDAMENTAL PRODUCT ULRICH KT, 2000, PRODUCT DESIGN DEV VANDEVEN AH, 1989, RES MANAGEMENT INNOV 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 DEC PY 2002 VL 22 IS 12 BP 733 EP 745 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 617NJ UT ISI:000179367500001 ER PT J AU Takayama, M Watanabe, C Griffy-Brown, C TI Remaining innovative without sacrificing stability: an analysis of strategies in the Japanese pharmaceutical industry that enable firms to overcome inertia resulting from successful market penetration of new product development SO TECHNOVATION LA English DT Article DE co-evolution; trade-off; flexibility; institutional elasticity; innovation; new product development ID RESEARCH-AND-DEVELOPMENT; RETURNS AB Firms competing in increasingly technologically sophisticated markets have encountered a new set of challenges. Often as a firm becomes successful in technology development, inertia enters into the process. Successful co-evolution of technology often stimulates this inertia as a preference to just refine and market the same product, which ensures stability for the firm. Unfortunately, this tendency stifles innovation. We can observe this phenomenon by analyzing product changes in the pharmaceutical industry, which is a typical high intensive R&D industry. As an inevitable result of too much strengthening of a specific core field, one failure often observed is the inability to quickly move into complementary or different product areas. One survival solution is co-evolution of technology products developed in such a way that external and internal firm circumstances that affect the customer are constantly considered. The question this analysis addresses is, "How do we construct an interface between core and new products in order to simultaneously maximize core competence and yet at the same time remain flexible?" Institutional elasticity is one mechanism for creating such a trade-off between stability and ongoing new product development. Flexibility at the edge of product development could keep a firm from falling into a dangerous equilibrium position, thereby enabling it to remain innovative without sacrificing stability (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Yamanouchi Pharmaceut Co Ltd, Corp Licensing Dept, Chuo Ku, Tokyo 1038411, Japan. RP Takayama, M, Yamanouchi Pharmaceut Co Ltd, Corp Licensing Dept, Chuo Ku, Nihonbashi Honcho 2-3-11, Tokyo 1038411, Japan. CR 1999, MONTHLY MIX APR, P36 1999, MONTHLY MIX SEP, P66 2000, SCRIP MAGAZINE FEB 2001, PHARMA PROJECTS *IMS HLTH, 1999, IMS WORLD REV PHARM *JPMA, 1999, Q A ABOUT R D MAR, P40 *JPMA, 2001, DAT BOOK ALLEN TJ, 1966, IEEE T ENG MANAGE, V13, P72 BOWER JL, 1995, DISRUPTIVE TECHNOLOG CHRISTENSEN MC, 1997, INNOVATORS DILEMMA CLERK KB, 1991, PRODUCT DEV PERFORMA COCKBURN I, 1994, J ECON MANAGE STRAT, V3, P481 DIMASI JA, 1991, J HLTH EC, V10, P107 DOSI G, 1982, RES POLICY, V11, P147 DOSI G, 1984, TECHNICAL CHANGE IND DOSI G, 1988, TECHNICAL CHANGE EC FREEMAN C, 1982, EC INNOVATION FUJIMOTO T, 1993, COMPARING PERFORMANC GALBRAITH JR, 1978, STRATEGIC IMPLEMENTA GRABOWSKI H, 1990, MANAGE SCI, V36, P804 GRABOWSKI HG, 1994, J HEALTH ECON, V13, P383 HAMEL G, 1994, COMPETING FUTURE HAMEL G, 2000, LEADING REVOLUTION HAMMER M, 1993, REENGINEERING CORPOR HENDERSON R, 1994, STRATEGIC MANAGE J, V15, P63 NONAKA I, 1991, KNOWLEDGE CREATING C, P96 NONAKA I, 1995, KNOWLEDGE CREATING C NONAKA I, 1997, INNOVATION COMPANY OHNO T, 1988, TOYOTA PRODUCTION SY PASCALE RT, SURFING EDGE CHAOS L PFEFFER J, 2000, KNOWING DOING GAP SM PISANO GP, 1997, DEV FACTORY PORTER ME, 1998, COMPETITION PORTER ME, 2000, JAPAN COMPETE ROGERS EM, 1995, DIFFUSION INNOVATION TAKAYAMA M, 2001, IN PRESS TECHNOVATIO TAKAYAMA M, 2001, IN PRESS TECHONOVATI UTTERBACK JM, 1994, MASTERING DYNAMICS I VANHIPPEL E, 1979, CUSTOMER ACTIVE PARA VONHIPPEL E, 1982, RES POLICY, V11, P95 VONHIPPEL E, 1988, SOURCE INNOVATION VONHIPPEL E, 1999, CREATING BREAKTHROUG VONHIPPEL, 1980, MANAGEMENT RES INNOV VONKROGH G, 2000, ENABLING KNOWLEDGE C WATANABE C, 2001, IN PRESS TECHNOVATIO NR 45 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 2002 VL 22 IS 12 BP 747 EP 759 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 617NJ UT ISI:000179367500002 ER PT J AU Lan, P Du, HH TI Challenges ahead e-innovation SO TECHNOVATION LA English DT Article DE E-innovation; academic and industrial usage; promotion barriers AB This article systematically examines the recent efforts made by industry and academia in promoting E-innovation. It finds that industrial initiatives have been hindered by two limitations. One is a lack of an agreeable framework to accommodate the diversity of different usages. The other is a trend toward standardization in E-business applications. The academic efforts have been hindered by the lack of a mechanism to marry the distributed nature of E-innovation with the legacy of a traditional innovation. To overcome the barriers from both supply and demand sides, industrial efforts need to be more focused on figuring out how E-innovation emerges out of interconnectivity, while academic efforts should be more inclusive, so as to incorporate distributed innovation into enterprises' shifting business operations. It is expected that this exploratory research will attract more systematic studies in establishing theories and developing techniques related to E-innovation. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ New Brunswick, Fac Business, St John, NB E2L 4L5, Canada. RP Lan, P, Univ New Brunswick, Fac Business, POB 5050, St John, NB E2L 4L5, Canada. CR *ADL, 2000, E EN SUPPL CHAIN MAN AITKEN C, 2000, BRICKS CLICKS FINANC CHRISTENSEN C, 1997, INNOVATORS DILEMMA CHRISTENSEN CM, 2000, HARVARD BUS REV, V78, P66 FINGAR P, 2000, ENTREPRISE E COMMERC FINGAR P, 2001, DEATH E BIRTH REAL N KEEN PGW, 2001, FREEDOM EC GAINING M KOGUT B, 1999, GLOBAL SOFTWARE DEV KOGUT B, 2000, EMERGENCE E INNOVATI LAN P, 2001, P ATL SCH BUS 2001 C LEONARDBARTON D, 1998, WELLSPRINGS KNOWLEDG RAYPORT JF, 2001, E COMMERCE SAWHNEY M, 2000, CALIF MANAGE REV, V42, P24 VONHIPPEL E, 2001, MIT SLOAN MANAGE SUM, P82 WILLIAM D, 2000, BIRTH E NATION INFO 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 DEC PY 2002 VL 22 IS 12 BP 761 EP 767 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 617NJ UT ISI:000179367500003 ER PT J AU Prasad, RM Prasad, SB TI Is the enterprise software sector still in transition? A research note SO TECHNOVATION LA English DT Article DE enterprise software; intrinsic value; performance; sector consolidation ID RECOMMENDATIONS; LESSONS; SYSTEMS AB Advances in information technology have not only promoted competition since the 1980s, but they also advanced globalization in the 1990s. The information technology group has lost its momentum since 2000. One of its vital segments was the enterprise software software sector. The sector's products-such as ERP, CRM-have spurred the speed and efficiency of scores of U.S. companies and service firms in the past fifty months. In 2000, the majority of enterprise software firms incurred losses. Were one to assume that these innovative firms have a real contribution to augment client firms' efficiency, the question of how to analyze their performance in the absence of positive net income becomes a Gordian knot. To unravel, we have employed selected non-income based measures as proxy criteria. We classify twenty-two firms into three subsets: Pre-1990 and post-1990 firms, full-line and partial-line firms, and large-capitalized and small-capitalized firms, and perform a comparative analysis on the basis of the proxy measures. While pointing to significant differences in productivity and perceived risks among these subsets, our findings allow us to speculate that, one, cottage-industry status of the sector has ended, and, two, new beginnings, in the post-September era of anxiety, will crystallize in the form of a consolidated industry comprising a few firms that possess the intrinsic value of leveraging their innovative capabilities. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Cent Michigan Univ, Dept Finance & Law, Mt Pleasant, MI 48859 USA. RP Prasad, RM, Cent Michigan Univ, Dept Finance & Law, Sloan Hall 303, Mt Pleasant, MI 48859 USA. CR 2001, ECONOMIST 0106, P72 2001, ROWE PRICE BROKE SEP, P1 2001, WALL STREET J 0606 BARBER B, 2001, J FINANC, V56, P531 BUCKLEY PJ, 1976, FUTURE MULTINATIONAL CLARK JW, 1997, MANAGEMENT ACCOU DEC, P57 CLAUSEN C, 1999, TECHNOL ANAL STRATEG, V11, P463 COOKE JA, 2001, LOGISTICS JUL, P83 DESAI H, 1995, J FINANC, V50, P1257 FELTON J, 1995, J FINANCIAL ED FALL, P44 FRYER B, 1999, CFO MAG SR FINANC EX, V15, P85 GOLD J, 2001, INST INVESTOR, V35, P22 GRYGO E, 2000, INFOWORLD, V22, P8 GURLEY JW, 1999, FORTUNE, V139, P142 HAMEL G, 1989, HAVARD BUSINESS MAY, P61 HAMEL G, 2001, FORTUNE 0402, P139 HISLOP D, 2000, TECHNOL ANAL STRATEG, V12, P399 KONICKI S, 2001, INFORMATION WEEK, V22, P22 MCNURLIN B, 2001, SLOAN MANAGE REV, V42, P10 OHLSON K, 2000, COMPUTERWORLD 0605, V34, P20 OLEARY DE, 2000, ENTERPRISE RESOURCE OMTA SWF, 1998, RES TECHNOL MANAGE, V41, P31 SUROWIECKI J, 2001, NEW YORKER 0309, P50 WILLIAM MB, 2001, WALL STREET J 1806 WOMACK KL, 1996, J FINANC, V51, P137 YOFFIE DB, 1993, STRATEGIC MANAGEMENT YOFFIE DB, 1996, CALIF MANAGE REV, V38, P31 YOFFIE DB, 1999, CALIF MANAGE REV, V41, P8 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 DEC PY 2002 VL 22 IS 12 BP 769 EP 774 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA 617NJ UT ISI:000179367500004 ER PT J AU Perez, MP Sanchez, AM Carnicer, MPD TI Benefits and barriers of telework: perception differences of human resources managers according to company's operations strategy SO TECHNOVATION LA English DT Article DE telework; operations and human resource strategy; flexibility AB Telework as an integration of Information and Telecommunication Technologies with Human Resources management, means a new job organisation paradigm for companies working in the New Economy. However there are very few empirical studies that have analysed the perception differences of telework benefits and barriers in industrial and service companies. This paper contributes with empirical data to the relationship between the use of telework techniques and the implementation of this new work organisation with the company's operations strategy. The paper uses data from Spanish companies to test the relationship between innovation, employee training, and other production strategy performance parameters with the feasibility of telework adoption. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Ctr Politecn Super, Area Organizacio Empresas, Zaragoza 50015, Spain. RP Perez, MP, Ctr Politecn Super, Area Organizacio Empresas, Maria Luna 3, Zaragoza 50015, Spain. CR CHAPMAN AJ, 1995, INT REV IND ORG PSYC, V10, P229 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 GORDON G, 1990, RURAL TELECOMMUNICAT, V9, P26 HEILMANN W, 1988, TELEWORK PRESENT SIT KONRAD AM, 2000, STRATEGIC MANAGE J, V21, P1225 KONRADT U, 2000, INT REV IND ORG PSYC, V15, P63 KURLAND NB, 1999, ORGAN DYN, V28, P53 MARTINEZ A, 1993, PROMETHEUS, V11, P188 NILLES J, 1994, MAKING TELECOMMUTING SHIN B, 2000, J ORG COMP ELECT COM, V10, P85 VANSELL M, 1994, TELEMATICS INFORMATI, V11, P81 NR 11 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 DEC PY 2002 VL 22 IS 12 BP 775 EP 783 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 617NJ UT ISI:000179367500005 ER PT J AU Obra, ARD Camara, SB Melendez, AP TI The economic and organizational aspects of telecentres: the Spanish case SO TECHNOVATION LA English DT Article DE telecentres; teleworking; telework; telecommuting; telecommunications; business to business services ID INFORMATION TECHNOLOGY AB In this paper we present the following concept: the economic and organizational characteristics and the main aspects of the development of telecentres or telework centres, in a wide-ranging context of the use of telecommunications as an instrument to aid social-economic development of deprived rural and urban areas. To be more specific, we analyse how these Telework Centres are set up in diverse information related service enterprises aimed at other businesses or individuals. These initiatives are being subsidized by different public organisms as pilot development aid projects on an international scale. We have made an empirical study on a national scale, using 27 sample centres, from which we have obtained, amongst other things, the characteristics, economic objectives and results achieved from the initiatives that are underway in Spain or that are expected to be achieved from the setting up of these centres. Finally, we present our conclusions on the subject and list the literature used. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ Malaga, Fac Econ & Business Adm, Dept Management, E-29071 Malaga, Spain. RP Melendez, AP, Univ Malaga, Fac Econ & Business Adm, Dept Management, Plaza El Ejido S-N, E-29071 Malaga, Spain. CR *DEP TRANSP, 1993, TRANSP IMPL TEL APR *EUR COMM, 1996, LIBR VERD VIV TRAB S *EUR COMM, 1999, NEW METH WORK 1999 E *EUR FDN IMPR LIV, 1997, LEG CONTR SIT TEL EU *EUR I, 1994, BUR FUT CTR AFF SERV *ITU, 1998, WORLD TEL DEV REP 19 *ITU, 1999, P SEM AR STAT COMM T *OCDE, 1997, LAB FORC STAT *OCDE, 1998, EC SOC IMP EL COMM P *TELDET, 1994, TEL DEV TRENDS ANDEREGG E, 1982, TECNICAS INVESTIGATI BAGLEY M, 1994, TELECOMMUTING CTR RE BENITEZ JJ, 1999, B EC, V2609 BENJAMIN P, 1999, INT M TEL EV INT DEV, P51 BRAVO RS, 1995, TECNICAS INVESTIGACI CAMPBELL CJ, 1995, COMMUNITY TECHNOLOGY CARRASCO R, 1994, SERIE MONOGRAFIAS MA CORREIRA J, 1989, B FUND DES FUNC SOC, P95 DELALAMO M, 1993, TRANSPORTE MEDIO AMB, V414, P70 DEVINE J, 1994, C TEL LIF RUR AR FAL DORIN MP, 1994, COMMUNICATION AGO, V353, P30 ERNBERG J, 1997, GLOB KNOWL C GK 97 T ERNBERG J, 1998, PARTNERSHIPS PARTICI ERVIN E, 1998, SEM MULT COMM TEL IT FUCHS R, 1997, YOU HAVE LEMON MAKE GAREIS K, 2000, COMISION EUROPEA E W, P24 GOMEZ R, 1999, TELECENTRE EVALUATIO GRAHAM S, 1998, PROG HUM GEOG, V22, P165 HANDY SL, 1996, FUTURES, V28, P227 HOLLOWAY L, 1994, TELECOTTAGES TELEWOR HUDSON HE, 1999, TELECENTRE EVALUATIO, P149 HUDSON HE, 1999, UNDERSTANDING DIGITA LORENTE S, 1989, B FUND DES FUNC SOC, P7 MAHOUKOU ML, 1997, TELECENTRE COMMUNAUT MALAGON FJ, 1989, B FUND DES FUNC SOC, P10 MARCUS J, 1995, ENV SOCIAL IMPACTS T MIQUEL S, 1997, INVESTIGACION MERCAD MOLINI F, 1993, GOVERN BALEAR BALEAR MURRAY B, 1998, TELECOTTAGE TELECENT NIETO M, 1990, SERVICOS AVANZADOS T NILLES JM, 1974, TELECOMMUNICATIONS T NILLES JM, 1988, TRAFFIC REDUCTION TE, V1 NILLES JM, 1994, MAKING TELECOMMUTING PADILLA A, 1998, TELETRABAJO DIRECCIO PADILLA A, 1998, TELETRABAJO VISION M, P11 POWELL TC, 1997, STRATEGIC MANAGE J, V18, P375 QVORTRUP L, 1905, COMMUNITY TELESERVIC QVORTRUP L, 1988, GLOBAL TELECOMMUNICA, P159 QVORTRUP L, 1989, B FUNDACION DESARROL, P18 QVORTRUP L, 1994, TELEWORKING LIFELINE RIO MJG, 1997, METADOLOGIA INVESTIG SALOMON Y, 1988, TELEMATICS TRANSPORT, P67 SPINKS WA, 1993, RESORT OFFICES JAPAN VILLEGAS JLS, 1989, B FUNACION DESARROLL, P95 WHYTE A, 1999, TELECENTRE EVALUATIO, P271 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 2002 VL 22 IS 12 BP 785 EP 798 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 617NJ UT ISI:000179367500006 ER PT J AU Adekalu, KO Osunbitan, JA Ojo, OE TI Water sources and demand in South Western Nigeria: implications for water development planners and scientists SO TECHNOVATION LA English DT Article DE water sources and demand; water development planners; scientists AB In-depth interviews and personal observations were conducted with 5000 households each in four cities (Lagos, lbadan, Ife and Ilesa) in South Western Nigeria concerning their household water supply system, water use practices and water demand. Owing to deficiencies in piped water availability, households invest in coping strategies in the form of alternative supplies and storage facilities to supplement piped water. This study revealed that about 30% of respondents have a private piped water connection. Even then, the tap water is available only three times a week on average. This has forced people in the area to invest heavily in the provision of storage tanks of various (up to 5000 litres) capacities for storing tap or rainwater wherever it is available and in the construction of both shallow and deep wells. The computed per capital per day water demand for the study area is about 46 litres. The "coping" strategies have important economic implications for the consumers and thus modelling of water demand should go beyond connection decision. The choice of any particular system for a given usage depends on the perceived attributes of the system. The implications of the results for water planners and water demand modellers are presented in this paper. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Obafemi Awolowo Univ, Fac Technol, Dept Agr Engn, Ife, Nigeria. RP Osunbitan, JA, Obafemi Awolowo Univ, Fac Technol, Dept Agr Engn, Ife, Nigeria. CR *WORLD BANK, 1993, SUB SAH AFR CRIS SUS AGATHE D, 1980, WATER RESOUR RES, V16, P476 ALQNAIBET MH, 1985, WATER RESOUR RES, V24, P433 ALTAF M, 1989, REPORT POLICY PLANNI DANIELSON LE, 1979, WATER RESOUR RES, V15, P763 HOWE CW, 1982, WATER RESOUR RES, V18, P713 MADANAT S, 1993, WATER RESOUR RES, V29, P1353 OGEDENGBE MO, 1997, INAUGURAL LECT SERIE, V117 OJO OE, 1999, THESIS OBAFEMI AWOLO SANGODOYIN AY, 1993, NIGERIAN J WATER RES, V1, P1 SINGH B, 1991, RURAL WATER SUPPLY K WHITTINGTON D, 1990, WATER RESOUR RES, V26, P1899 WILSON EM, 1978, ENG HYDROLOGY 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 2002 VL 22 IS 12 BP 799 EP 805 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 617NJ UT ISI:000179367500007 ER PT J AU Suzuki, K Kim, SH Bae, ZT TI Entrepreneurship in Japan and silicon valley: a comparative study SO TECHNOVATION LA English DT Article DE entrepreneurship; comparative study; entrepreneurial motivation; entrepreneurial habitat; silicon valley; venture development ID PERFORMANCE; VENTURES AB Entrepreneurial activities of a region reflect its business climate and habitat for innovation. This is particularly evident in a comparison of firms in Japan and Silicon Valley as entrepreneurial activity in these areas especially faces a different culture and business environment. The objective of this study is to identify the differences along four dimensions affecting the entrepreneurial process and management of start-up companies: entrepreneurial motivation, risks and obstacles, perceived growth factors, and supporting infrastructure. A survey was conducted of 396 Japanese firms and 188 Silicon Valley firms. The survey results indicated major differences between the two regions. In the area of entrepreneurial motivation, Japanese entrepreneurs were more society-oriented (i.e., in search of social recognition) while Silicon Valley entrepreneurs were motivated by more individualistic factors such as personal achievement and accumulation of personal wealth. In the area of risks and obstacles, Japanese entrepreneurs were concerned more about personal and globalization risks and less about market and financial risks. In the area of perceived growth factors, Japanese entrepreneurs rated higher on strategic focus and R&D priority, whereas the Silicon Valley entrepreneurs put greater emphasis on growth-orientation, customer focus, opportunity recognition, and timely inflow of venture capital as critical factors of growth. Finally, with respect to infrastructure, Silicon Valley entrepreneurs appeared to be benefiting from superior professional services, university resources, and venture capital, while Japanese firms seemed to have better access to diverse financing resources including bank loans and government financing. The findings are expected to provide valuable insights for policy makers. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Korea Adv Inst Sci & Technol, Grad Sch Management, Dongdaemun Gu, Seoul 130012, South Korea. RP Bae, ZT, Korea Adv Inst Sci & Technol, Grad Sch Management, Dongdaemun Gu, 207-43 Cheongryangri Dong, Seoul 130012, South Korea. CR ABETTI P, 1992, INT J TECHNOL MANAGE, V7, P129 BAE ZT, 2000, A PARC SEM STAND U BLOODGOOD JM, 1995, ADV ENTREPRENEURSHIP, P123 BROWN T, 1996, RESOURCE ORIENTATION BROWN T, 1997, FRONTIERS ENTREPRENE COVIN J, 1986, FRONTIERS ENTREPRENE COVIN JG, 1991, ENTREPRENEURSHIP FAL, P7 HALL ET, 1976, CULTURE HERRON L, 1993, J BUS VENTURING, V8, P281 IRELAND RD, 1997, FRONTIERS ENTREPRENE KAZANJIAN RK, 1988, ACAD MANAGE J, V31, P257 LOHMANN D, 1998, FRONTIERS ENTREPRENE LUMPKIN GT, 1996, ACAD MANAGE REV, V21, P135 MILLER R, 1987, GROWING NEXT SILICON MILLER WM, 1999, LESSONS SILICON VALL NESHEIM JL, 1997, HIGH TECH STARTUP CO OHE T, 1991, J BUS VENTURING, V6, P135 RAY DM, 1990, J BUS VENTURING, V5, P91 SAXEMAN A, 1994, REGIONAL ADV CULTURE SAXENIAN A, 1999, A PARC SEM STAND U O SEXTON DL, 1997, ENTREPRENEURSHIP 200 STEVENSON HW, 1994, NEW BUSINESS VENTURE TIMMONS JA, 1994, NEW VENTURE CREATION VANDEVEN AH, 1984, J MANAGE, V10, P87 VESPER KH, 1990, NEW VENTURE STRATEGI WEBSTER FA, 1976, ACAD MANAGEMENT JAN, P26 WIKLUND J, 1998, FRONTIERS ENTREPRENE 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 OCT PY 2002 VL 22 IS 10 BP 595 EP 606 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 596JA UT ISI:000178160300001 ER PT J AU Takayama, M Watanabe, C Griffy-Brown, C TI Alliance strategy as a competitive strategy for successively creative new product development: the proof of the co-evolution of creativity and efficiency in the Japanese pharmaceutical industry SO TECHNOVATION LA English DT Article DE alliance; co-evolution of creativity and efficiency; pharmaceutical competitive strategy; core field ID RESEARCH-AND-DEVELOPMENT; RETURNS AB Aimed at analyzing the continuity of core competence in a core field, the behavior of 11 Japanese pharmaceutical firms over the last two decades was analyzed. This study demonstrates that firms could maintain originality as a core competence in ongoing new product development (NPD) by utilizing a licensed alliance product as a tool for maintaining or injecting this originality. This finding was demonstrated by a comparative study of the core fields of each firm in the Japanese pharmaceutical industry. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, Tokyo 1528552, Japan. RP Takayama, M, Tokyo Inst Technol, Dept Ind Engn & Management, Meguro Ku, 2-12-1 Ookayama, Tokyo 1528552, Japan. CR *JPMA, 2000, DAT BOOK ALLEN TJ, 1966, IEEE T ENG MANAGE, V13, P72 ANSOFF HI, 1966, CORPORATE STRATEGY ANSOFF HI, 1988, NEW CORPORATE STRATE ANSOFF HI, 1993, IMPLANTING STRATEGIC BARNARD CI, 1935, FUNCTIONS EXECUTIVES BOWER JL, 1995, HARVARD BUSINESS JAN CHRISTENSEN MC, 1997, INNOVATORS DILEMMA CLERK KB, 1991, PRODUCR DEV PERFORMA COCKBURN I, 1994, J ECON MANAGE STRAT, V3, P481 DIMASI JA, 1991, J HLTH EC, V10, P107 FUJIMOTO T, 1993, R D STRATEGIES JAPAN GRABOWSKI H, 1990, MANAGE SCI, V36, P804 GRABOWSKI HG, 1994, J HEALTH ECON, V13, P383 HAMEL G, 1994, HARVARD BUSINESS OCT HAMEL G, 2000, HARVARD BUSINESS REV HENDERSON R, 1994, SCALE SCOPE SPILLOVE HENDERSON R, 1994, STRATEGIC MANAGE J, V15, P63 LESTER CT, 1998, AGE EC EXPLORATION W NONAKA I, 1991, HARVARD BUSINESS NOV, P96 NONAKA I, 1995, KNOWLEDGE CREATING C OHNO T, 1988, TOYOTA PRODUCTION SY PFEFFER J, 2000, KNOWING DOING GAP SM PISANO GP, 1997, DEV FACTORY HARVARD PORTER ME, 1998, COMPETITION PORTER ME, 2000, CAN JAPAN COMPETE SCHUMPETER JA, 1935, THEORY EC GROWTH TAKAYAMA M, 2001, IN PRESS TECHONOVATI UTTERBACK JM, 1994, MASTERING DYNAMICS I VONKROGH G, 2000, ENABLING KNOWLEDGE C WATANABE C, 2001, IN PRESS TECHNOVATIO NR 31 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 2002 VL 22 IS 10 BP 607 EP 614 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 596JA UT ISI:000178160300002 ER PT J AU Harris, A Sohal, AS TI Managing change in an aluminium can manufacturing plant: a case study SO TECHNOVATION LA English DT Article DE change management; case study; Australia AB This paper discusses the management of change, both culturally and technically at the Containers Packaging Beverage Division Westcan Manufacturing Facility in Perth, Western Australia. It provides a background on the organisation and outlines the strategic approach taken by senior management in taking the business unit from an average domestic two-piece aluminium can manufacturer, to a competitively best positioned World's Best Manufacturing organisation. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Monash Univ, Fac Business & Econ, Dept Management, Melbourne, Vic 3145, Australia. RP Sohal, AS, Monash Univ, Fac Business & Econ, Dept Management, POB 197,Caulfield E, Melbourne, Vic 3145, Australia. CR BEER M, 2000, HARVARD BUS REV, V78, P133 CLARK J, 1988, PROCESS TECHNOLOGICA DAWSON P, 1995, ORG CHANGE PROCESSUA DUNPHY D, 1990, NEW MANAGEMENT AUSTR HENDERSON R, 1992, TECHNOLOGICAL CHANGE KANTER RM, 1990, WHEN GRANTS LEARN DE LEWIN K, 1947, HUM RELAT, V1, P5 PETTIGREW A, 1987, MANAGEMENT STRATEGIC PORTER ME, 1985, COMPETITIVE ADV RIMMER M, 1996, REINVENTING COMPETIT THUROW L, 1992, HEAD HEAD UPCOMING ULRICH D, 1991, ORG CAPABILITY CREAT 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 OCT PY 2002 VL 22 IS 10 BP 615 EP 623 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 596JA UT ISI:000178160300003 ER PT J AU Carayannis, EG Alexander, J TI Is technological learning a firm core competence, when, how and why? A longitudinal, multi-industry study of firm technological learning and market performance SO TECHNOVATION LA English DT Article DE technological learning; optimal bandwidth of technological learning; higher order technological learning; qualitative methods; quantitative methods; market performance ID STRATEGIC MANAGEMENT; DYNAMIC THEORY; CAPABILITIES; KNOWLEDGE; ALLIANCES; AG AB This paper proposes the conceptual outline for a general theory of higher order technological learning within and across firms and attempts to empirically test the power of correlation between technological learning and market performance in select multi-industry firm clusters over multi-year periods. After reviewing relevant extant literature, this paper constructs an integrated, multidimensional framework for the analysis of technological learning activities and their associated impact on firm market performance. Using a subset of the concepts in this framework, a pilot study was conducted to test the relationship between technological learning effort and firm market performance. The analysis combines traditional quantitative indicators of learning with a qualitative index constructed through inductive examination of corporate annual reports. The empirical analysis shows some strength in the relationship between technological learning and market performance, but this relationship is dependent upon temporal, non-linear, firm-specific factors. The results of the study are discussed in the context of expanding research to integrate all aspects and levels of technological learning, especially differentiating between higher order (strategic and tactical) and basic (operational) learning. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 George Washington Univ, Sch Business & Publ Management, Dept Management Sci, Washington, DC 20052 USA. RP Carayannis, EG, George Washington Univ, Sch Business & Publ Management, Dept Management Sci, 403 Monroe Hall,2115 G St NW, Washington, DC 20052 USA. CR *NAT AC ENG, 1987, MAN TECHN HIDD ADV *OECD, 1996, OCDEGD96102 AAKER DA, 1989, MANAGING ASSETS SKIL AMIT R, 1993, STRATEGIC MANAGE J, V14, P33 ANDREWS K, 1965, CONCEPTS CORPORATE S ARGYRIS C, 1978, ORG LEARNING THEORY ARTHUR WB, 1996, HARVARD BUSINESS JUL, P100 BAHRAMI H, 1989, CALIFORNIA MANAG WIN BARNEY JB, 1986, MANAGE SCI, V32, P1231 BARNEY JB, 1991, J MANAGE, V1, P99 BARTUNEK J, 1987, J APPL BEHAV SCI, V23 BATESON G, 1972, STEPS ECOLOGY REVOLU BATESON G, 1991, SACRED UNIT FURTHER BIERLY P, 1996, VIRT P 1996 M E AC M BRANDENBURGER AM, 1996, COOPETITION CARAYANNIS E, 1991, 128 RENSSELAER POLYT CARAYANNIS E, 1993, INCREMENTALISME STRA CARAYANNIS E, 1994, 39 INT COUNC SMALL B CARAYANNIS E, 1994, THESIS SCH MANAGEMEN CARAYANNIS E, 1995, CHIC AM MAN ASS RES CARAYANNIS E, 1996, 5 INT C MAN TECHN MI CARAYANNIS EG, 1997, J ENG TECHNOL MANAGE, V14, P175 CARAYANNIS EG, 1998, TECHNOVATION, V18, P639 CARAYANNIS EG, 1999, TECHNOVATION, V19, P141 CHRISTENSEN C, 1995, RES POLICY, V23, P233 CHRISTENSEN C, 1998, INNOVATORS DILEMMA N CIBORRA CU, 1992, TECHNOLOGY FUTURE WO COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COLE R, 1989, STRATEGIES LEARNING CYERT RM, 1963, BEHAV THEORY FIRM DAVENI R, 1994, HYPERCOMPETITION MAN DIBELLA AJ, 1996, ORG LEARNING COMPETI EDMONDSON A, 1996, ORG LEARNING COMPETI GRANSTRAND O, 1998, RES POLICY, V27, P465 GRANT R, 1991, RESOURCE BASED THEOR GRILICHES Z, 1990, J ECON LIT, V28, P1661 HAGEDOORN J, 1994, STRATEGIC MANAGE J, V15, P291 HEDBERG B, 1981, HDB ORG DESIGN HUBER GP, 1991, ORGAN SCI, V2, P88 ITAMI H, 1987, MOBILIZING INVISIBLE JELINEK M, 1979, I INNOVATION STUDY O KHANNA T, 1998, STRATEGIC MANAGE J, V19, P193 KUHN TS, 1970, STRUCTURE SCI REVOLU LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 LEVITT B, 1988, ANNU REV SOCIOL, V14, P319 LINTON JD, 1999, 1999 PORTL INT C MAN MARCH JG, 1958, ORGANIZATIONS MINTZBERG H, 1978, MANAGE SCI, V24, P9 MINTZBERG H, 1985, ADMIN SCI QUART, V30, P160 MINTZBERG H, 1990, STRATEGIC MANAGE J, V11, P171 MINTZBERG H, 1991, LONG RANGE PLANN, V2, P108 MINTZBERG H, 1991, STRATEGIC MANAGE J, V12, P463 MOORE JF, 1996, DEATH COMPETITION MORONE J, 1989, STRATEGIC USE TECHNO NANDA A, 1996, ORG LEARNING COMPETI NELSON R, 1982, EVOLUTIONARY THEORY NELSON RR, 1991, STRATEGIC MANAGE J, V12, P61 NICKERSON J, 1996, TECHNOLOGY LICENSING NIELSEN R, 1993, J APPL BEHAV SCI MAR NONAKA I, 1988, CREATING ORG ORDER C NONAKA I, 1994, DYNAMIC THEORY ORG NONAKA I, 1995, KNOWLEDGE CREATING C PETERAF MA, 1993, STRATEGIC MANAGE J, V14, P179 PORTER ME, 1991, STRATEGIC MANAGE J, V12, P95 PRAHALAD CK, 1990, HARVARD BUSINESS MAY PRAHALAD CK, 1993, RES TECHNOLOGY M NOV, P40 QUINN JB, 1980, STRATEGIES CHANGE LO QUINN JB, 1992, INTELLIGENT ENTERPRI ROGERS E, 1983, DIFFUSION INNOVATION SANCHEZ R, 1993, ADV STRATEGIC MANAGE, V9 SCHON D, 1983, REFLECTIVE PRACTITIO SCHON D, 1991, REFLECTIVE TURN SENGE P, 1990, 4 DISCIPLINE ART PRA SPENDER JC, 1996, STRATEGIC MANAGE J, V17, P45 TEECE D, 1992, DYNAMIC CAPABILITE TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 VONKROGH G, 1993, IMPLANTING STRATEGIC YIN R, 1984, CASE STUDY RES DESIG NR 78 TC 5 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 2002 VL 22 IS 10 BP 625 EP 643 PG 19 SC Engineering, Industrial; Operations Research & Management Science GA 596JA UT ISI:000178160300004 ER PT J AU Osunbitan, JA Fapohunda, HO TI Computer-aided sprinkler pipe size selection in Nigeria based on pressure and economic criteria SO TECHNOVATION LA English DT Article DE computer-aided; pipe size; selection AB The aim of this work is to develop a computer algorithm for the selection of the most economical pipe size for the sprinkler irrigation system laterals. The developed algorithm also takes into consideration, apart from the cost, the allowable pressure variation along the lateral pipe. The program selects a specific pipe diameter that is the most economical from input parameters such as cost per unit length of pipe, useful life of pipe, salvage value of pipes, taxes and insurance rate, escalation rate, initial cost of pump, initial cost of motor, useful lives of pump and motor, salvage values of pump and motor. The program computes the annual capital cost, annual energy cost, annual operating cost and total annual cost. The pipe diameter corresponding to the least total annual cost is selected after all the pipe sizes considered have been tested for minimum pressure variation along the pipe. Sensitivity analysis was undertaken to determine the relative importance of parameters. The results show that increase or decrease in the annual interest rate and energy cost escalation rate do not alter the selected pipe diameter. (C) 2002 Published by Elsevier Science Ltd. C1 Obafemi Awolowo Univ, Fac Technol, Dept Agr Engn, Ife, Nigeria. RP Osunbitan, JA, Obafemi Awolowo Univ, Fac Technol, Dept Agr Engn, Ife, Nigeria. CR 1983, NATL ENG HDB, P121 *AM SOC AGR ENG, 1985, MIN REQ DES INST PE ADDINK JW, 1976, DESIGN OPERATION SPR, P621 CLAUDE HP, 1970, 476 USDA CLAUDE NP, 1975, CURRENT INFORMATION, V272 FAPOHUNDA HO, 1992, UNPUB CROP EVAPOTRAN HUMPHERYS A, 1977, IRRIGATION AGE, V11, P73 JAMES LG, 1988, PRINCIPLES FARM IRRI THOMPSON GT, 1980, ASAE MONOGRAPH, V3, P45 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 OCT PY 2002 VL 22 IS 10 BP 645 EP 653 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 596JA UT ISI:000178160300005 ER PT J AU Stock, GN Greis, NP Fischer, WA TI Firm size and dynamic technological innovation SO TECHNOVATION LA English DT Article DE dynamic innovation; technology; firm size ID MARKET-STRUCTURE; PRODUCTIVITY; DETERMINANTS; INDUSTRIAL; IMPACT; DISCONTINUITIES; INDICATORS; DISCOVERY; EVOLUTION; FAILURE AB Competitive strategy can be influenced by technological change and technological innovation over time, a process we refer to as dynamic innovation. Using data from the computer modem industry, we examine the relationship between firm size and dynamic innovation. Innovation performance is represented by the technological performance of the outputs of the firm's innovation process, namely new products developed by the firm. In contrast, the extant literature typically considers the relationship between size and innovation at a single point in time, and innovation performance is generally characterized by the productivity of the innovation process. Our findings indicate that smaller firms in the computer modem industry exhibit higher levels of dynamic innovation performance. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 No Illinois Univ, Dept Operat Management & Informat Syst, Coll Business, De Kalb, IL 60115 USA. RP Stock, GN, No Illinois Univ, Dept Operat Management & Informat Syst, Coll Business, De Kalb, IL 60115 USA. CR 1971, STANDARD POORS REGIS 1976, DATAPRO REPORTS DATA 1986, CORPORATE TECHNOLOGY 1987, WARDS BUSINESS DIREC 1994, EC REPORT PRESIDENT 1995, WALL STREET J 0705, P1 1998, BUSINESS WEEK 0427, V3575, P134 1998, FORTUNE, V137, P150 ABERNATHY WJ, 1978, TECHNOL REV, V80, P40 ABERNATHY WJ, 1985, RES POLICY, V14, P3 ACS ZJ, 1987, REV ECON STAT, V69, P567 ACS ZJ, 1988, AM ECON REV, V78, P678 ACS ZJ, 1991, INNOVATION TECHNOLOG ANDERSON P, 1990, ADMIN SCI QUART, V35, P604 AUDRETSCH DB, 1991, SOUTH ECON J, V57, P739 BARNETT BD, 1996, J ENG TECHNOL MANAGE, V13, P263 BERNSTEIN A, 1998, BUSINESS WEEK 0608, V3581, P38 BOUND J, 1984, R D PATENTS PRODUCTI CHAKRABARTI AK, 1991, INNOVATION TECHNOLOG CHRISTENSEN LD, 1992, NAT IMMUN, V11, P1 CHRISTIE WW, 1992, ADV LIPID METHODOLOG, V1, P1 COHEN WM, 1996, ECON J, V106, P925 COLVIN G, 1999, FORTUNE, V139, P62 COOPER RG, 1979, J MARKETING, V43, P93 COOPER RG, 1986, J PROD INNOVAT MANAG, V3, P71 COOPER RG, 1990, RES TECHNOL MANAGE, V33, P27 DAMANPOUR F, 1987, J MANAGE, V13, P675 DAMANPOUR F, 1992, ORGAN STUD, V13, P375 DODSON EN, 1985, TECHNOL FORECAST SOC, V27, P129 DOSI G, 1982, RES POLICY, V11, P147 ESPOSITO E, 1993, TECHNOL FORECAST SOC, V43, P1 FERGUSON CH, 1988, HARVARD BUS REV, V66, P55 FOSTER R, 1986, INNOVATION ATTACKERS GALBRAITH JK, 1956, AM CAPITALISM CONCEP GARTEN JE, 1998, BUSINESS WEEK 0720, V3587, P20 GILDER G, 1988, HARVARD BUS REV, V66, P49 GRAVES SB, 1993, STRATEGIC MANAGE J, V14, P593 GREISING D, 1998, BUSINESS WEEK 0112, V3560, P36 GREISING D, 1998, BUSINESS WEEK 0427, V3575, P32 GRILICHES Z, 1990, J ECON LIT, V28, P1661 HALPERIN MR, 1987, R&D MANAGE, V17, P167 HARRINGTON A, 1998, FORTUNE, V137, P148 HARRISON B, 1994, LEAN MEAN CHANGING L HENDERSON R, 1995, RES POLICY, V24, P631 HENDERSON R, 1996, RAND J ECON, V27, P32 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 JENSEN EJ, 1987, J IND ECON, V36, P83 JOHNSTON J, 1997, ECONOMETRIC METHODS KAMIEN MI, 1975, J ECON LIT, V13, P1 KAMIEN MI, 1982, MARKET STRUCTURE INN KHANNA T, 1995, RES POLICY, V24, P933 KLEINBAUM DG, 1988, APPL REGRESSION OTHE KORETZ G, 1998, BUSINESS WEEK 0413, V3573, P23 KUPFER A, 1998, FORTUNE, V137, P118 LICHTENBERG FR, 1991, ECON INQ, V29, P203 LOOMIS CJ, 1999, FORTUNE, V139, P76 MANSFIELD E, 1980, AM ECON REV, V70, P863 METHE DT, 1992, RES POLICY, V21, P13 NARIN F, 1987, RES POLICY, V16, P143 NELSON RR, 1982, EVOLUTIONARY THEORY PAVITT K, 1987, J IND ECON, V35, P297 PETERSON DK, 1987, TECHNOLOGICAL FORECA, V42, P251 PORTER M, 1985, COMPETITIVE ADVANTAG PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 SCHERER FM, 1965, AM ECON REV, V55, P1097 SCHUMPETER JA, 1934, THEORY EC DEV SCHUMPETER JA, 1942, CAPITALISM SOCIALISM SCHWALBACH J, 1991, INNOVATION TECHNOLOG SOLOW RM, 1957, REV ECON STAT, V39, P312 TAYLOR A, 1999, FORTUNE, V139, P26 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 TUSHMAN ML, 1992, RES ORGAN BEHAV, V14, P311 UTTERBACK JM, 1975, OMEGA-INT J MANAGE S, V3, P639 NR 73 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 2002 VL 22 IS 9 BP 537 EP 549 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 592NF UT ISI:000177943200001 ER PT J AU Dayasindhu, N TI Embeddedness, knowledge transfer, industry clusters and global competitiveness: a case study of the Indian software industry SO TECHNOVATION LA English DT Article DE embeddedness; knowledge management; industry clusters; global competitiveness; Indian software industry AB This paper develops a dynamic theoretical framework for global competitiveness. The framework is used to assess competitiveness of organizations in the Indian software industry. Behavioural drivers of transaction cost economics like trust and experience influence embeddedness that describes the relationships among organizations in an industry cluster. The spiral for knowledge transfer, culture variables and embeddedness influence knowledge transfer. Embeddedness and knowledge transfer are key determinants of industry clusters that lead to global competitiveness. Industry clusters are characterized by external economies, generalized reciprocity and flexible specialization. Generalized reciprocity describes the relations between constituents of an industry cluster that are based on trust. Flexible specialization facilitates the production of a variety of products for specific markets using general-purpose resources. Global competitiveness is achieved by increased productivity, focussed direction and increased pace of innovation and growth. The implications of the framework for organizations in the Indian software industry are creating trust and encouraging inter-organization relationships. These organizations also need to design processes for tacit knowledge transfer, implement mentoring programs and build general management capabilities. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 IIMB, FPM Off, Bangalore 560076, Karnataka, India. RP Dayasindhu, N, IIMB, FPM Off, Bannerghatta Rd, Bangalore 560076, Karnataka, India. CR *NASSCOM, 1999, P NASSCOM MCKINS STU BAUMARD P, 1999, TACIT KNOWLEDGE ORG COHEN WM, 1990, ADMIN SCI QUART, V35, P128 CRESWELL JW, 1997, QUALITATIVE INQUIRY ENRIGHT MJ, 1996, DEGRUTYER STUDIES OR, V73 GARVIN DA, 1997, HARVARD MANAGEMENT U GRANOVETTER M, 1985, AM J SOCIOL, V91, P3 GRANT RM, 2000, KNOWLEDGE CREATION S, P113 HOFSTEDE G, 1991, CULTURES ORG SOFTWAR JONES C, 1997, ACAD MANAGE REV, V22, P911 KRUGMAN P, 1997, POP INT MASKELL P, 1995, REG STUD ASS EUR C R NONAKA I, 1991, HARVARD BUS REV, V69, P96 NONAKA I, 1995, KNOWLEDGE CREATING C PIORE MJ, 1990, 2 IND DIVIDE POSSIBI POLANYI M, 1966, TACIT DIMENSION PORTER ME, 1988, COMPETITIVE STRATEGY PORTER ME, 1990, COMPETITIVE ADVANTAG PORTER ME, 1998, HARVARD BUS REV, V76, P77 POWELL WW, 1987, CALIF MANAGE REV, V30, P67 SCOTT RW, 1987, ORG RATIONAL NATURAL SZULANSKI G, 1996, STRATEGIC MANAGE J, V17, P27 UZZI B, 1997, ADMIN SCI QUART, V42, P35 VENKATASUBRAMAN.K, 2000, HINDU 0905 WILLIAMSON OE, 1991, ADM SCI Q, V36, P269 NR 25 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 SEP PY 2002 VL 22 IS 9 BP 551 EP 560 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 592NF UT ISI:000177943200002 ER PT J AU Terziovski, M Sohal, A Howell, A TI Best practice in product innovation at varian Australia SO TECHNOVATION LA English DT Article DE innovation; best practice; Varian; performance improvement AB The purpose of the case study is to investigate a product development project at Varian Australia Ply Ltd, the "Bushranger" Project. Varian Australia is the centre for research, design, manufacturing and strategic marketing for its range of benchtop, scientific instruments. The company has $140 M turnover, and exports 95% of what it manufactures. The case study captures the perceptions of various players on the "Bushranger" project with respect to the innovation process from product conceptualisation to launch. A number of senior managers were interviewed using a methodology that was being developed by CIMA (CIMA Methodol. (1998)). The purpose of the methodology was to understand the relevant behaviours and factors that drive the organisation to apply certain levers in order to influence behaviours which may lead to performance improvement. The qualitative analysis revealed that Varian Australia focuses on optimising two critical success factors of product innovation: meeting and exceeding customer needs and expectations by innovating new products and accelerating the cycle time from conceptualisation to market launch. The most significant success factor was found to be the establishment of cross-functional, multi-disciplinary teams. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ Melbourne, European Australian Cooperat Ctr Continuous Impro, Dept Management, Parkville, Vic 3052, Australia. RP Terziovski, M, Univ Melbourne, European Australian Cooperat Ctr Continuous Impro, Dept Management, Parkville, Vic 3052, Australia. CR *CIMA, 1998, METH NR 1 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 2002 VL 22 IS 9 BP 561 EP 569 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 592NF UT ISI:000177943200003 ER PT J AU Harris, R Khare, A TI Sustainable development issues and strategies for Alberta's oil industry SO TECHNOVATION LA English DT Article DE sustainable development; oil industry; Alberta AB This paper discusses the sustainable development issues for the Alberta oil industry and suggests strategies for its long-term survival. While oil and gas are finite resources, Alberta's massive non-conventional reserves are a virtual assurance that it can meet all the fossil fuel demands for Canada and its export market in the foreseeable future. This makes it a sustainable resource in practical terms. Despite its large economic contribution, this industry will face many challenges to remain viable over the next 50 years. Large investments will be required and it must improve its public consultation process and environmental record if it is to become sustainable. In recent years, stakeholder pressure, tougher regulations and better enforcement has made the industry more environmentally friendly, but its track record suggests that continued regulation will still be required. There is a growing realisation that sustainable development can no longer remain a low priority for those organisations with aspirations for long-term survival, and this makes it a bone fide strategic issue. Concern over environmental protection has become a critical issue for the industry, and must be addressed in terms of the natural regenerative capacity of the environment, and the legitimate need for an economically viable sector. As such, sustainable development inextricably links environmental protection with economics and stakeholder interests. In the longer term, competition from less polluting alternate fuels is likely to intensify and this will force contraction of the industry and a loss of market share. This smaller, more competitive environment of the future will likely favour those companies that can best integrate growth with a low cost strategy and environmental protection. As such, size is likely to be important insofar that it usually correlates with financial resources and the ability to achieve economies of scale. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Canadian Nat Resources Ltd, Calgary, AB, Canada. RP Khare, A, Athabasca Univ, Ctr Innovat Management, 301 Grandin Pk Plaza,22 Sir Winston Churchill Ave, St Albert, AB T8N 1B4, Canada. CR *ALB CHAMB RES, 2000, PROD *ALB EN UT BOARD, 1998, ALBERTA REV *CAN NAT RES LTD, 2000, E COAST CAN EN C FITZGERALD L, 1998, SUSTAIN FRANCHI JR, 2000, J PETROLEUM TECHNOLO JACOBS M, 1993, GREEN EC LUNAN D, 2000, OILWEEK MARRLAING T, 1999, ECOTERRORISM DEEPER PORTER M, 1995, HARVARD BUSINESS REV WEAVER A, 2001, EDMONTON J A, V9, P1 WEBER B, 2000, LUDWIGBOONSTRA TRIAL 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 SEP PY 2002 VL 22 IS 9 BP 571 EP 583 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 592NF UT ISI:000177943200004 ER PT J AU Carayannis, EG Gover, J TI The SEMATECH-Sandia National Laboratories Partnership: a case study SO TECHNOVATION LA English DT Article DE strategic partnerships; technology road-mapping AB SEMATECH was established in 1987 for defense and economic reasons to help the US regain a competitive posture in semiconductor manufacturing. For 10 years SEMATECH was jointly funded by the federal government and semiconductor manufacturing companies representing 85 percent of the US semiconductor industry. SEMATECH has spent about 80 percent of these funds on activities intended to produce useful results between I and 3 years. Very early in the establishment of SEMATECH, its members determined that their first priority would be to strengthen their US based suppliers of semiconductor manufacturing equipment. This has been the primary thrust of SEMATECH. SEMATECH first held some 30 workshops on a broad set of technical topics to assess the needs and opportunities to help the industry recover. These workshops scoped manufacturing process development, lithography, front end processes (doping and thermal processes), back end processes (etch and film deposition), packaging, etc., to determine those manufacturing areas where SEMATECH should focus. These early meetings were an early form of what later came to be termed road-mapping. The scope of R&D needs identified in these workshops well exceeded what SEMATECH could hope to accomplish with its $200 million annual budget. Sandia participated in five of these workshops and used the knowledge gained as the basis for proposals he later submitted to SEMATECH on behalf of Sandia. In the fall of 1989 the SETEC program was established at Sandia to support SEMATECH. This was initially a funds-in, work-for-others project that was fully funded by SEMATECH. Thus, the early work was entirely focused on SEMATECH's needs. Later in the program when SEMATECH funds were supplemented by Department of Energy (DOE) Cooperative Research and Development (CRADA) funds, attention was given to how this project would benefit Sandia's defense microelectronics program. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 George Washington Univ, Sch Business & Publ Management, Washington, DC 20052 USA. RP Carayannis, EG, George Washington Univ, Sch Business & Publ Management, 710 21st St,Room 401G,Monroe Hall, Washington, DC 20052 USA. CR GOVER J, 1995, RES TECHNOL MANAGE, V12, P7 KASH DE, 2000, IN PRESS TECHNOLOGIC KLINE SJ, 1991, JAPANESE AM TECHNOLO MOORE GE, 1996, ENGINES INNOVATION U, P168 STACEY RD, 1996, RES TECHNOLOGY M MAY, P8 TAKAHASHI D, 1996, WALLSTREET J 0826 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 SEP PY 2002 VL 22 IS 9 BP 585 EP 591 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 592NF UT ISI:000177943200005 ER PT J AU Lambert, AJD Boons, FA TI Eco-industrial parks: stimulating sustainable development in mixed industrial parks SO TECHNOVATION LA English DT Article DE eco-industrial park; industrial ecology; environmental and country planning; small- and medium-sized enterprises; mixed industrial park ID NETWORKS; DESIGN AB In several industrialised countries, there have occurred initiatives to establish eco-industrial parks. Originally, these were mainly based upon the exchange of resources between heavy industries in industrial complexes. These initiatives are generally referred to with the concepts of industrial symbiosis and eco-industrial parks. Since then, the concept of eco-industrial parks has been extended to another relevant type of industrial park, the so-called mixed industrial park, which consists of various small- and medium-sized enterprises (SMEs), sometimes complemented by a small number of larger industries. Because of the resulting growing ambiguity in the significance of eco-industrial park initiatives, a typology is desirable for entangling the confusion that is introduced. It is argued that mixed industrial parks are poorly investigated although they have a major environmental and spatial impact, Starting from a general consideration of eco-industrial park initiatives, this paper describes the societal and environmental problems that are related to the mixed industrial parks, proposes solutions and discusses the counteracting factors. While our argument relates strongly to the traditionally industrialised countries, it is also relevant to newly industrialised countries, as they are faced with similar problems, or will encounter them in the near future. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Tech Univ Eindhoven, Fac Technol Management, TM AW Pav H03, NL-5600 MB Eindhoven, Netherlands. RP Lambert, AJD, Tech Univ Eindhoven, Fac Technol Management, TM AW Pav H03, POB 513, NL-5600 MB Eindhoven, Netherlands. CR *INES MAINP, 2000, YEARL REP 1999 STICH *INN GROEN RUIMT A, 2000, AGR PERSP DIL REP PR *PCSD, 1997, P EC PARK WORKSH 17 *STICHT HIST TECHN, 2000, TECHNIEK NEDERLAND 2, P396 ADVIES H, 1996, NIEUWE KANSEN BESTAA BASS L, 1998, J CLEAN PROD, V6, P189 BIEGLER LT, 1997, SYSTEMATIC METHODS C BOONS F, 2001, IN PRESS BUSINESS ST BUEHNER FW, 1996, CHEMTECH, V26, P64 CARLEY M, 1993, MANAGING SUSTAINABLE CERDA J, 1983, CHEM ENG SCI, V38, P373 COTE RP, 1997, J CLEAN PROD, V5, P67 COTE RP, 1998, J CLEAN PROD, V6, P181 DIELEMAN H, 2000, THESIS ERASMUS U ROT EHRENFELD J, 1997, J IND ECOLOGY, V1, P67 ELHALWAGI MM, 1999, P INT C PROC INT COP, V1 ERKMAN S, 1997, J CLEAN PROD, V5, P1 FROSCH RA, 1989, SCI AM, V261, P144 GERTLER N, 1996, TECHNOL REV, V99, P48 HALL P, 1995, BERNOULLI, V1, P41 KECKLER SE, 1999, J IND ECOL, V2, P79 KEERS GP, 1998, STEDEBOUW RUIMTELIJK, V3, P32 LINNHOFF B, 1983, CHEM ENG SCI, V38, P745 LOWE EA, 1995, J CLEAN PROD, V3, P47 LOWE EA, 1997, J CLEAN PROD, V5, P57 PAPOULIAS SA, 1983, COMPUT CHEM ENG, V7, P707 ROOME N, 1997, GREEN IND NET C SANT SCHWARZ E, 1997, J CLEAN PROD, V5, P47 TERSTEGE C, 2001, MILIEUMAGAZINE DEC, P35 NR 29 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 2002 VL 22 IS 8 BP 471 EP 484 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 585UM UT ISI:000177543000001 ER PT J AU Chung, S TI Building a national innovation system through regional innovation systems SO TECHNOVATION LA English DT Article DE national innovation systems; regional innovation systems; sectoral innovation system AB This paper deals with the effective formulation and implementation of a national innovation system. It emphasizes that a concept of regional innovation system is a good toot to generate an effective national innovation system, as it can effectively create different sectoral innovation systems in different regions. Based on this theoretical review, this paper analyzes Korean regional innovation systems in terms of mapping of innovation actors. It concludes that the Korean national innovation system is relatively weak, as it has only three advanced regional innovation systems. However, it tells that there are six fast developing regional innovation systems and seven less developed regional innovation systems. They should be refined and further developed based on the active support by the central government, some policy measures for activating interactive learning between innovation actors, and also the close cooperation between the central and regional governments. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Sejong Univ, Sch Business Adm, Kwangjin Gu, Seoul 143747, South Korea. RP Chung, S, Sejong Univ, Sch Business Adm, Kwangjin Gu, Kunja Dong 98, Seoul 143747, South Korea. CR *NSO, 1998, REG STAT YB *OECD, 1996, NAT INN SYST *OECD, 1996, REV NAT SCI TECHN PO BRACZYK HJ, 1998, REGIONAL INNOVATION BRESCHI S, 1997, SYSTEMS INNOVATION T, P130 CHUNG S, 1995, INTEGRATED REGIONAL, P38 CHUNG S, 1996, S T POLICY TRENDS, V10, P46 CHUNG S, 1997, REGIONAL S T ANN REP CHUNG S, 1998, NATL INNOVATION SYST, P169 CHUNG S, 1999, 3 INT C TECHN POL IN CHUNG S, 1999, REGIONAL S T ANN REP CHUNG SY, 1997, TECHNOVATION, V17, P675 DELAMOTHE, 1999, LOCAL REGIONAL SYSTE FLORIDA R, 1995, FUTURES, V27, P527 FLORIDA R, 1998, LOCAL REGIONAL SYSTE, P19 FREEMAN C, 1987, TECHNOLOGY POLICY EC JOHNSON B, 1992, NATL SYSTEMS INNOVAT, P23 LUNDVALL BA, 1988, TECHNICAL CHANGE EC, P349 LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT MEYERKRAHMER F, 1985, REG STUD, V19, P523 MEYERKRAHMER F, 1990, WISSENSCHAFT TECHNIK, P343 NELSON RR, 1993, NATL INNOVATION SYST OHMAE K, 1990, BORDERLESS WORLD POW OHMAE K, 1995, END NATION STATE RIS PATEL P, 1994, STI REV, P9 SENKER J, 1996, TECHNOVATION, V16, P219 SUSS W, 1992, POLITISCHE TECHNIKST, P154 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 AUG PY 2002 VL 22 IS 8 BP 485 EP 491 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 585UM UT ISI:000177543000002 ER PT J AU Milosevic, DZ TI Selecting a culturally responsive project management strategy SO TECHNOVATION LA English DT Article ID TEAMS C1 Portland State Univ, Dept Engn & Technol Management, Portland, OR 97207 USA. RP Milosevic, DZ, Portland State Univ, Dept Engn & Technol Management, 1900 SW 4th Ave,1155-10, Portland, OR 97207 USA. CR ADLER NJ, 1991, INT DIMENSIONS ORG B ALARJANI AH, 1995, INT J PROJECT MANAGE, V13, P373 BADAWY MK, 1980, CALIFORNIA MANAGEMEN, V22, P51 BALACHANDRA R, 1996, IEEE T ENG MANAGE, V43, P88 BERGER M, 1996, CROSS CULTUTAL TEAM BERLEW DE, 1993, QUALITY DIGEST FEB, P34 BLACK JS, 1990, ACAD MANAGE REV, V15, P113 BLAIR JT, 1992, OIL GAS J, V90, P82 BLAKE R, 1970, MANAGING ACCOMPLISHM, P208 BREEN T, 1996, CULTURAL PROJECT MAN, P21 CHANG SJ, 1995, ACAD MANAGE J, V38, P383 CHILD J, 1982, THEORETICAL PERCEPTI CRONEN VE, 1983, INTERCULTURAL COMMUN DADFAR H, 1992, INT STUDIES MANAGEME, V22, P81 ENGARDIO P, 1997, BUS WEEK 0825, P123 ENSHASSI A, 1990, INT J PROJECT MANAGE, V8, P95 ENSHASSI A, 1994, GLOBAL PROJECT MANAG EVANS J, 1993, MANAGEMENT CONTROL Q GRAHAM RJ, 1981, J CONSUM RES, V7, P335 GRANROSE CS, 1997, CROSS CULTURAL WORK GRINBERGS A, 1993, IEEE T ENG MANAGE, V40, P22 GUDYKUNST W, 1988, CULTURE INTERPERSONA HAIRE M, 1966, MANAGERIAL THINKING HALL ET, 1960, HARVARD BUSINESS MAY, P38 HALL ET, 1983, DANCE LIFE OTHER DIM HALL ET, 1990, UNDERSTANDING CULTUR HAMEL G, 1989, HARVARD BUSINESS MAY, P63 HARRISON FL, 1995, ADV PROJECT MANAGEME HOFSTEDE G, 1984, CULTURES CONSEQUENCE HORNBLOWER M, 1997, TIME, V9, P58 JOHNSTON W, 1997, HARVARD BUSINESS MAR, P115 KAO J, 1996, JAMMING ART DISCIPLI KELLER RT, 1996, IEEE T ENG MANAGE, V43, P48 KERR C, 1962, IND IND MA KLUCKHOHN FR, 1961, VARIATIONS VALUE ORI KONIECZNY SJ, 1994, J GEN MANAGE, V19, P60 KUMAR K, 1990, COMMUN ACM, V33, P528 LANE H, 1997, INT MANAGEMENT BEHAV LAURENT A, 1981, CULTURAL DIVERSITY W, P75 LIKERT R, 1963, P CIOS 13 INT MAN C, V2, P110 MARSH PDV, 1984, CONTRACT NEGOTIATION MENDENHALL ME, 1987, HUM RESOURCE MANAGE, V26, P331 MICHALAK CF, 1992, P 36 ANN M AACE MILOSEVIC D, 1990, PROJECT MANAGEMENT J, V21, P23 MILOSEVIC DZ, 1999, PROJECT MANAGEMENT J, V30, P27 MINTZBERG H, 1987, HARVARD BUSINESS JUL, P66 MORGANTHAU T, 1997, SUNDAY OREGONIAN, V26, G1 NEFF PJ, 1995, RES TECHNOL MANAGE, V38, P15 NEGHANDI R, 1969, ACAD MANAGE J, V13, P81 OCONNOR EA, 1994, P PROJ MAN I 25 ANN, P377 PANT DP, 1996, INT J PROJECT MANAGE, V14, P53 ROBBINS SP, 1993, ORG BEHAV SCHAUPP L, 1978, CROSS CULTURAL STUDY SCHNEIDER A, 1995, INT J PROJECT MANAGE, V13, P247 SHAW JB, 1990, ACAD MANAGE REV, V15, P626 SIMKOKO EE, 1992, INT J PROJECT MANAGE, V10, P12 SIMS HP, 1986, THINKING ORG DYNAMIC SMITH NJ, 1994, GLOBAL PROJECT MANAG SNOW CC, 1996, ORGAN DYN, V24, P50 SOLOMON CM, 1995, PERS J, V74, P49 TOKUNAGA T, 1982, P 7 INT WORLD C TRIANDIS H, 1992, HDB IND ORG PSYCHOL, P103 TROMPENAARS F, 1994, RIDING WAVES CULTURE TSE DK, 1994, J INT BUS STUD, V25, P537 WATSON WE, 1993, ACAD MANAGE J, V36, P590 WEISS SE, 1994, SLOAN MANAGE REV, V35, P51 WITHERELL WH, 1996, OECD OBSERVER 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 AUG PY 2002 VL 22 IS 8 BP 493 EP 508 PG 16 SC Engineering, Industrial; Operations Research & Management Science GA 585UM UT ISI:000177543000003 ER PT J AU Escanciano, C Fernandez, E Vazquez, C TI Linking the firm's technological status and ISO 9000 certification: results of an empirical research SO TECHNOVATION LA English DT Article DE quality; ISO 9000 certification; technological level; satisfaction; TQM AB This work presents part of the results of a multi-sector environment study undertaken in Spain on the Spanish firms' experience with the ISO 9000 certification and its consequences. Specifically, the article is focused on the analysis of the firm's technological status and its influence on the perception of the certification's results, as well as its possible relationship with the firm's decision to proceed towards Total Quality. The results show that the technologically superior firms are the ones that seem to be the most satisfied with the certification's results. In like manner, the analyses performed have enabled us to confirm the presence of a positive relationship between a high technological level and the firm's advance towards TQM. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ Oviedo, Dept Adm Empresas & Contabilidad, Fac CC Econ & Empresariales, Oviedo 33071, Spain. RP Escanciano, C, Univ Oviedo, Dept Adm Empresas & Contabilidad, Fac CC Econ & Empresariales, Avda Cristo S-N, Oviedo 33071, Spain. CR *EUR COMM, 1997, QUAL SER, V5 BROWN A, 1998, INT J QUALITY RELIAB, V15, P273 BRYDE DJ, 1998, INT J QUALITY RELIAB, V15, P467 BUESA M, 1992, PATRONES CAMBIO TECN BUTTLE F, 1997, INT J QUALITY RELIAB, V14, P936 CARLSSON M, 1996, INT J QUALITY RELIAB, V13, P36 CASADESUS M, 1998, P 8 C NAC ACEDE LAS HO SKM, 1994, INT J QUALITY RELIAB, V11, P74 IDRIS MA, 1996, TQM MAGAZINE, V8, P65 LEE TY, 1998, INT J QUALITY RELIAB, V15, P162 LEE TY, 1999, TQM MAGAZINE, V11, P88 MANN R, 1995, INT J QUALITY RELIAB, V12, P11 MEEGAN ST, 1997, INT J QUALITY RELIAB, V14, P100 NEERGARD P, 1999, INT J QUALITY RELIAB, V16, P1 OSMAN A, 1996, PURSUIT QUALITY, P18 SMALL J, 1998, ISO 9000 DIRECTIVOS SUN H, 2000, INT J QUALITY RELIAB, V17, P168 TAYLOR WA, 1997, INT J QUALITY RELIAB, V14, P669 VANDERWIELE A, 1997, INT J QUALITY SCI, V2, P236 VLOEBERGHS D, 1996, QUAL PROG, V29, P43 WENMOTH B, 1994, ASIA PACIFIC J QUALI, V3, P9 WESTON FC, 1995, QUAL PROG, V10, P67 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 2002 VL 22 IS 8 BP 509 EP 515 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 585UM UT ISI:000177543000004 ER PT J AU Carayannis, EG Sagi, J TI Exploiting opportunities of the new economy: developing nations in support of the ICT industry SO TECHNOVATION LA English DT Article DE international; Ireland; Poland; Philippines; information technology; innovation; productivity; competitiveness; government; industry; firm; new economy; national culture AB Nations competing ill this ruthless and changing "new economy" rely on industries that are often headquartered, performing research and development and executing their supply chains and distribution channels in other nations. "Supporting" nations provide the infrastructure and the ancillary resources that allow firms and industries to settle, prosper and gain market share. At the same time, these supporting nations reap economic rewards of those industries that they attract and develop core competencies themselves to expand the industry Sectors. Ireland is presented as a model for the supporting nation within the information and communication technology (ICT) industry, and is studied to identify why firms in that industry have chosen Ireland as a hotbed for regional competitiveness. Very little academic research has been done on Ireland and its burgeoning technology industries. Poland and the Philippines are introduced as potential supporting nations in contrast with Ireland. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 George Washington Univ, Sch Business Publ Management, Washington, DC 20052 USA. RP Carayannis, EG, George Washington Univ, Sch Business Publ Management, Washington, DC 20052 USA. CR 1997, ACTION AGENDA 21 CEN 1999, BUSINESS OPPORTUNITI *WORLD BANK, 2000, WORLD DEV IND BELL M, 1996, TRADE TECHNOLOGY INT BROWN E, 1999, FORBES 0419, P150 CARAYANNIS E, 2000, IN PRESS TECHNOVATIO CLIFFORD M, 2000, BUSINESS WEEK 0828 FINE C, 1998, CLOCKSPEED WINNING I HOFSTEDE G, 1997, CULTURES ORG SOFTWAR KUEMMERLE W, 2000, WORLD VIEW GLOBAL ST ORIAIN S, 1997, COMMUNICATIONS ACM, V40 PORTER M, 1990, COMPETITIVE ADV NATI TAPSCOTT D, 2000, DIGITAL CAPITAL HARN TROMPENAARS F, 1998, RIDING WAVES CULTURE 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 AUG PY 2002 VL 22 IS 8 BP 517 EP 524 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 585UM UT ISI:000177543000005 ER PT J AU Nwoye, MI TI A focus group discussion approach to the comparative analysis of private and public sector enterprises in Nigeria SO TECHNOVATION LA English DT Article DE enterprises; performance; focus group; factors responsible AB State owned enterprises have in recent years presented an acute set of institutional problems compared with their counterparts in the private sector problems. Most often they have large operating deficits and impose a heavy burden on the public budget. Although experience with public enterprises varies from country to country, in many developing countries, the responsibility for devising and implementing the policy reforms of public services rests with a small group of political officers who are hardly in a position to supervise the programmes despite the historical objective of these enterprises which includes national security and public interest. This paper seeks to determine the factors responsible for the differences in performance of the public and private enterprises, as perceived and identified by the ownership, management and employees of both private and public sector enterprises in selected states in Nigeria. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ Benin, Bursary Dept, Benin 1154, Nigeria. RP Nwoye, MI, Univ Benin, Bursary Dept, Benin 1154, Nigeria. CR *NAT PROD CTR, 1991, P 1 NAT PROD DAY CEL BALOGUN MJ, 1978, PRODUCTIVITY NIGERIA CHUKWUMAH SO, 1978, PRODUCTIVITY NIGERIA, P207 NWOYE MI, 1997, TECHNOVATION, V17, P521 OKOJIE CEE, 1995, NIGERIAN EC FINANCIA, V1 ONOKERHORAYE AG, 1995, SOCIAL SCI SERIES AF YESUFU TM, 1996, NIGERIAN EC GROWTH D ZAYYAD HR, 1989, PRIVATISATION COMMER 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 AUG PY 2002 VL 22 IS 8 BP 525 EP 534 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 585UM UT ISI:000177543000006 ER PT J AU Gunasekaran, A Tirtiroglu, E Wolstencroft, V TI An investigation into the application of agile manufacturing in an aerospace company SO TECHNOVATION LA English DT Article DE agile manufacturing; aerospace; global market-place; flexibility AB To compete effectively in the global marketplace of the twenty-first century, manufacturing companies are trying to maintain a high level of flexibility and responsiveness to achieve agility and to remain competitive. A limited number of research papers have discussed agility in manufacturing organizations. This paper presents a case study conducted on agile manufacturing in the GEC-Marconi Aerospace (GECMAe) company. GECMAe manufactures pumping systems, pneumatic systems, electro-mechanical actuators and sub-systems, and fuel handling and metering equipment for around applications and for bulk fuel distribution. The study provides the reader with an insight into the company and its agility level. An agility audit questionnaire is used for assessing the agility level of the company. GECMAe's agile manufacturing experience is reported, including a list of recommendations for improving its competitiveness. In addition, a framework has been formulated to highlight some important areas and to offer solution alternatives not only to the current problems but also to the ones that may be encountered in the future. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ Massachusetts, Dept Management, N Dartmouth, MA 02747 USA. RP Gunasekaran, A, Univ Massachusetts, Dept Management, 285 Old Westport Rd, N Dartmouth, MA 02747 USA. CR BOOTH R, 1996, ENG MANAGEMENT J, V6, P105 BUNCE P, 1996, IEE C, V278 CHO H, 1996, COMPUT IND ENG, V30, P323 DEVOR R, 1997, IIE TRANS, V29, P813 ESMAIL K, 1996, MANUFACTURING EN DEC, P285 FORSYTHE C, 1996, ERGONOMICS DESIGN, V4, P15 GOLDMAN S, 1995, AGILE COMPETITORS VI JAMESMOORE SMR, 1996, IEE C DIGEST, V179, P4 KIDD PT, 1996, IEE C, P74 MASKELL BH, 1994, SOFTWARE AGILE MANUF PREISS K, 1996, COOPERATE COMPETE SCHONBERGER RJ, 1982, JAPANESE MANUFACTURI SLACK N, 1995, OPERATIONS MANAGEMEN WOMACK JP, 1990, MACHINE CHANGED WORL WOMACK JP, 1996, LEAN THINKING BANISH 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 2002 VL 22 IS 7 BP 405 EP 415 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 562WP UT ISI:000176222200001 ER PT J AU Tsuji, YS TI Organizational behavior in the R&D process based on patent analysis: Strategic R&D management in a Japanese electronics firm SO TECHNOVATION LA English DT Article DE patent acquisition strategy; researchers' behavior; team aggregates AB In the previous study [Tsuji, Org. Sci. 33 (2000) 62] the author showed that Canon's patent acquisition strategy effectively promotes their research and development (R&D). In the present study. the author investigated Canon's R&D process from the viewpoint of organizational behavior, paying particular attention to researchers' behavioral patterns, the significance of their patent acquisition strategy, and the role of the Patent Section. Patent application data reflecting performance of researchers in R&D activity relating to inkjet printers were analyzed. The results show that: first, Canon's R&D practice is mainly carried out by teams of researchers; second, each team usually focuses its research effort on a single specified element of technology or device; finally, at times, several teams combine to form larger groups, corresponding to certain stages of product development. Such flexible team behavior exemplifies a new type of unification-regulation system that effectively promotes the R&D process, The author also discusses the useful method of selecting key patents from medley patent gathering for organizational studies. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Tokyo Inst Technol, Grad Sch Decis Sci & Technol, Dept Ind Engn & Management, Meguro Ku, Tokyo 1528552, Japan. RP Tsuji, YS, 16-1636 Sakuradai Danchi,Sakuradai 28,Aoba Ku, Yokohama, Kanagawa 2270061, Japan. CR 1992, NIKKEI BUSINESS 0427, P10 1995, NIKKEI BUSINESS 0807, P54 1997, CANON 1001, P362 ALLEN TJ, 1979, ACAD MANAGE J, V22, P694 CLARK KB, 1991, PRODUCT DEV PERFORMA GRILICHES Z, 1990, J ECON LIT, V28, P1661 GRILICHES Z, 1994, AM ECON REV, V84, P1 IMAI K, 1985, UNEASY ALLIANCE MANA LARSON EW, 1988, J PROD INNOVAT MANAG, V5, P180 MARUSHIMA Y, 1980, CASE STUDIES PATENT TEECE DJ, 1987, COMPETITIVE CHALLENG TSUJI YS, 2000, SOSIKI KAGAKU, V33, P62 VONHIPPEL EA, 1988, SOURCE INNOVATION WATANABE C, 2001, TECHNOVATION, V21, P783 NR 14 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 2002 VL 22 IS 7 BP 417 EP 425 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 562WP UT ISI:000176222200002 ER PT J AU Malik, K TI Aiding the technology manager: a conceptual model for intra-firm technology transfer SO TECHNOVATION LA English DT Article DE technology transfer; interactive process; toolkit; broadcasting model; common understanding ID KNOWLEDGE; INNOVATION AB As many industrial companies are faced with competition characterised by product and market uncertainties, globalisation and rising R&D costs, the management of their intra-firm technology transfer activities is increasing in strategic importance, These activities are amongst the most problematic arrangements that exist in firms. Hence technology managers need to absorb, create, adapt, and transfer technological knowledge to various parts of the MNC under these conditions. A conceptual model for intra-firm technology transfer is presented, based on empirical research under-taken with a leading UK cable producing MNC (BICC Cables Ltd) and based on a review of some key literature in this area. Major factors that can either 'help' or 'inhibit' this type of transfer process are presented. The model acts as a 'toolkit' aiding management by drawing out implications such as the development of trust and shared understanding, and the setting up of integrated project teams who are sensitive to transmitter and receiver organisation capabilities within the MNC. The findings present two case studies highlighting the transfer of IT-based bespoke technologies that involve the R&D. manufacturing and marketing functions. This paper confirms that intra-firm technology transfer is an interactive process involving actors who possess different levels of competencies accumulated over time and that this process should command higher strategic significance in firms. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Victoria Univ Manchester, Manchester M13 9PL, Lancs, England. RP Malik, K, Victoria Univ Manchester, Oxford Rd, Manchester M13 9PL, Lancs, England. CR BODEN M, 1991, DTI EVALUATION TECHN BOMMER MRW, 1991, TECHNOLOGICAL FORECA, V39, P377 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOMBS R, 1996, R D DECISIONS STRATE, P25 DEMEYER A, 1991, SLOAN MANAGEMENT SPR, P49 GALBRAITH CS, 1990, CALIF MANAGE REV, V32, P56 GILBERT M, 1996, TECHNOVATION, V16, P301 HOWELLS J, 1996, TECHNOL ANAL STRATEG, V8, P91 JAIN RK, 1997, MANAGEMENT RES DEV O JAMES AD, 1998, R D MAN C 1998 TECHN JONES P, 1998, INT J TECHNOL MANAGE, V16, P152 JUNG W, 1980, J TECHNOLOGY TRANSFE, V4, P15 KERSSENSVANDRONGELEN IC, 1996, R&D MANAGE, V26, P213 LEVIN M, 1997, INT J TECHNOL MANAGE, V14, P297 MASCARENHAS B, 1998, CALIF MANAGE REV, V40, P117 NONAKA I, 1995, KNOWLEDGE CREATING C OUNJIAN ML, 1987, IEEE T ENG MANAGE, V34, P194 RYCROFT RW, 1999, COMPLEXITY CHALLENGE SHANNON CE, 1949, MATH THEORY COMMUNIC SZULANSKI G, 1996, STRATEGIC MANAGE J, V17, P27 TROTT P, 1995, TECHNOVATION, V15, P25 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 JUL PY 2002 VL 22 IS 7 BP 427 EP 436 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 562WP UT ISI:000176222200003 ER PT J AU Hur, KI Watanabe, C TI Dynamic process of technology spillover; a transfer function approach SO TECHNOVATION LA English DT Article DE technology spillover; specific capacity; transfer function; technology stock; appropriability ID R-AND-D AB This paper analyzes and demonstrates the spillover phenomenon related to technology stock in terms of mathematical model. It uses a transfer function approach focusing on dynamic relationship demonstrating how technology stock responds with respect to the change of various input variables such as their own R&D efforts, spillover from other sectors and the characteristics of this process. In terms of this analysis, it is possible to find useful relationships for calculating the appropriability and specific capacity relating technology flows among parameters. By utilizing the fact that time constant is equivalent to lead time, mathematical formulae with respect to appropriability could be obtained. In addition, by means of sensitivity concept of technology stock, it is possible to compute specific capacity in a broad manner. Based on this model, governing parameters such as appropriability and specific capacity including assimilation capacity are estimated and simulated in terms of the techno-economic data set of the Japanese manufacturing industry. Furthermore, the characteristic of technology stock that slows itself down is clarified using a mathematical formula. (C) 2002 Elsevier Science 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. CR *OECD, 1998, AN REP TECHN PROD JO COHEN WM, 1989, ECON J, V99, P569 GRILICHES Z, 1992, SCANDINAVIAN J EC, V94, P251 HUR KI, 2001, TECHNOVATION, V21, P227 JAFFE AB, 1986, AM ECON REV, V76, P984 PAKES A, 1984, R D PATENTS PRODUCTI, P73 SHAH A, 1995, FISCAL INCENTIVES IN, P240 SPENCE AM, 1984, ECONOMETRICA, V52, P101 WATANABE C, 1996, P ANN C JAP SOC SCI, P240 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 JUL PY 2002 VL 22 IS 7 BP 437 EP 444 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 562WP UT ISI:000176222200004 ER PT J AU del Brio, JA Junquera, B TI Managerial environmental awareness and cooperation with public governments in Spanish industrial companies SO TECHNOVATION LA English DT Article DE public environmental policy; environmental management; competitiveness; competitive priority ID MANUFACTURING FLEXIBILITY; OPERATIONS; MANAGEMENT AB Public Administrations promote collaboration programs and aids that allow companies to play an important role in the development and adoption of such systems. In this paper the parallelism between the level of perception of the managers with respect to the importance of the different factors that press the companies to cooperate environmentally. and the collaboration of the company with the Public Administrations in the environmental field are analysed. We have validated our hypothesis, as we have found that the perception of the pressure factors as a source of opportunities will foster the collaboration with the Administrations in this field. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ Oviedo, Escuela Univ Ingn Tecnica Ind, Gijon 33208, Spain. RP Junquera, B, Univ Oviedo, Fac Ciencias Econ & Empresariales, Avda Cristo S-N, Oviedo 33071, Spain. CR *FUND ENT, 1998, LIBR BLANC GEST MED ANGELL LC, 1999, J OPER MANAG, V17, P575 AZZONE G, 1997, LONG RANGE PLANN, V30, P562 CASCIO J, 1996, 14000 ISO CHIESA V, 1999, LONG RANGE PLANN, V32, P519 CLEMENTS R, 1996, 14001 ISO DECHANT K, 1994, ACAD MANAGEMENT EXEC, V8, P7 DUNLAP R, 1991, PUBLIC OPIN QUART, V585, P651 FISCHER K, 1993, TOTAL QUALITY ENV MA, V5, P41 GARCIA M, 1994, ECOLOGIA RELACIONES HANNA MD, 1995, INT J QUALITY RELIAB, V12, P38 HENRIQUES I, 1999, ACAD MANAGE J, V42, P87 HUTCHINSON C, 1996, LONG RANGE PLANN, V29, P1 IYER GR, 1999, J BUS ETHICS, V20, P273 JENNINGS PD, 1995, ACAD MANAGE REV, V20, P1015 KLASSEN RD, 1998, J OPER MANAG, V16, P177 NIJKAMP P, 1999, INT J TECHNOL MANAGE, V17, P421 PAGELL M, 1999, J OPER MANAG, V17, P307 PEATTIE K, 1994, EUROPEAN MANAGEMENT, V12, P216 PORTER ME, 1995, HARVARD BUS REV, V73, P120 RODRIGUEZBADAL MA, 2000, DIRECCION MEDIOAMBIE RUSSO MV, 1997, ACAD MANAGE J, V40, P534 STOCK GG, 1997, ENV QUALITY MANA SUM, P33 VANDERVELDT D, 1997, ENV QUALITY MANA AUT, P1 VEROUTIS A, 1996, TOTAL QUALITY EN SUM, P55 WALLEY N, 1994, HARVARD BUS REV, V72, P46 WATSON SA, 1996, ENV QUALITY MANA AUT, P51 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 2002 VL 22 IS 7 BP 445 EP 452 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 562WP UT ISI:000176222200005 ER PT J AU Hitomi, K TI Historical trends and the present state of Korean industry and manufacturing SO TECHNOVATION LA English DT Article DE Korean industry; Korean manufacturing efficiency; yield rate; efficiency index; relative productivity; labour productivity AB Historical developments of Korean industry. especially manufacturing industry up to 1999, are reviewed. and Korean manufacturing efficiency is analysed and evaluated from three kinds of measure: that is, yield rate. efficiency index. and relative productivity. Korean manufacturing efficiency is compared to that of Japan, USA. and Germany. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Ctr Mfg Syst Engn, Kyoto, Japan. RP Hitomi, K, 34-32 Yoshida Nakaoji Cho,Sakyo Ku, Kyoto 6068313, Japan. CR HITOMI K, 1994, INTRO TODAYS ADV MAN HITOMI K, 1996, MANUFACTURING SYSTEM, P473 NR 2 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 2002 VL 22 IS 7 BP 453 EP 462 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 562WP UT ISI:000176222200006 ER PT J AU Olajide, JO Oyelade, OJ TI Performance evaluation of the Strategic Grain Reserve Storage Programme (SGRSP) in Nigeria SO TECHNOVATION LA English DT Article DE grain reserve; grain storage; Strategic Grain Reserve Storage Programme AB In this paper, the Strategic Grain Reserve Storage Programme in Nigeria is discussed. The programme was designed to provide relief in time of national disasters, drought and war both locally and internationally, to provide a ready and accessible market for locally produced items through Buyers of Last Resort (BLR), to maintain price stability and ensure food security. Ten years after its commencement the objectives of the SGRSP are yet to be achieved due to the problems highlighted in this paper. Great improvement in the levels of grain production, adequate and regular funding of the programme. commercialisation of research findings on grain production and reorganisation of the management of the programme are some of the policy measures prescribed for full realisation of the objectives of the SGRSP in Nigeria. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Ladoke Akintola Univ Technol, Dept Food Sci & Engn, Ogbomosho, Nigeria. RP Olajide, JO, Ladoke Akintola Univ Technol, Dept Food Sci & Engn, PMB 4000, Ogbomosho, Nigeria. CR 1999, NIGERIAN AGR, V13, P10 BABANGIDA IB, 1986, MOBILIZING POPULAR P FALAE O, 1987, RESTRUCTURING DEBT R OHIWEREI F, 1997, EXPLORING GIFTS NATU ONI SA, 1985, SELF SUFFICIENCY FOO OYEDEPO EO, 1990, THESIS U IBADAN IBAD NR 6 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 JUL PY 2002 VL 22 IS 7 BP 463 EP 468 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA 562WP UT ISI:000176222200007 ER PT J AU Wognum, PM Fisscher, OAM Weenink, SAJ TI Balanced relationships: management of client-supplier relationships in product development SO TECHNOVATION LA English DT Article DE client-supplier relationships; collaborative design; organisational change AB In strongly competing markets, such as the automotive industry, collaboration between clients (e.g., OEM) and suppliers is changing. Ford and Chrysler are examples of companies that no longer consider suppliers as mere component producers, but as partners in the creation of innovative products. Clients outsource not only production of parts to suppliers. but also the development of parts and increasingly the development of complete (sub)systems. Collaboration in product development between client and supplier is becoming more and more important. Management of collaboration is, however, extremely complex given the number of unsuccessful collaborative efforts. Apparently, problems in managing collaboration are different from the problems managers are used to encountering. However, little is known yet about the problems in collaborative projects between clients and suppliers. In this paper, a number of problems in collaborative projects will be identified. The paper is based on case studies in three Dutch companies involved in changing client-supplier relationships. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ Twente, Fac Technol & Management, Dept Technol & Org, NL-7500 AE Enschede, Netherlands. RP Wognum, PM, Univ Twente, Fac Technol & Management, Dept Technol & Org, POB 217, NL-7500 AE Enschede, Netherlands. CR DOUMA MU, 1997, THESIS U TWENTE NETH HARRIGAN KR, 1985, STRATEGIES JOINT VEN HELPER S, 1991, SLOAN MANAGE REV, V32, P15 LAMMING R, 1996, INT J OPER PROD MAN, V16, P183 LITTLE RA, 1995, J ACCID EMERG MED, V12, P1 QUINN JB, 1994, SLOAN MANAGE REV, V35, P43 WEENINK SAJ, 1999, THESIS U TWENTE ENSC WOGNUM PM, 1999, 5 INT C CONC ENT ICE, P37 WOGNUM PM, 1999, INFRASTRUCTURES VIRT, P365 WOMACK JP, 1990, MACHINE CHANGED WORL NR 10 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 JUN PY 2002 VL 22 IS 6 BP 341 EP 351 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 558MN UT ISI:000175971300001 ER PT J AU Takayama, M Watanabe, C TI Myth of market needs and technology seeds as a source of product innovation - an analysis of pharmaceutical new product development in an anti-hypertensive product innovation SO TECHNOVATION LA English DT Article DE pharmaceuticals; new product development; anti-hypertensive product; market needs AB We generally believe that product innovation frequently occurs by a strong actor who knows the market and technology. For this reason. the market leader has a stronger position to make an innovative product because of its marketing and technological competence to know market needs and technology seeds. This paper studies what kind of product inhibits product innovation. For this purpose. very recent pharmaceutical product changes are studied. In pharmaceutical products. we have selected an anti-hypertensive product to focus on the mature stage of market needs and technology seeds for product innovation. In this mature stage. all the companies recognize the research target for the existing innovative product since market needs and technology seeds are commonly shared among all firms. By analyzing the characteristics of the behavior of the pharmaceutical companies for product change in an anti-hypertensive market. it is demonstrated how strongly an existing product inhibits product change when a new product has a differentiated point and will create a new market. In conclusion. product innovation to create a new market by differentiation is inhibited by strongly existing products and the market knowledge that is acquired to gain or accumulate the expertise through marketing the existing product. We have shown the existence of a paradox between product strength in a market and product innovation by new technology. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Yamanouchi Pharmaceut Co Ltd, Ohta Ku, Tokyo 1430026, Japan. RP Takayama, M, Yamanouchi Pharmaceut Co Ltd, Ohta Ku, Nishi Magome 1-16-12, Tokyo 1430026, Japan. CR 1997, KOKUSAI IYAKUHIN JOU, V8, P16 1999, MONTHLY MIX APR, P36 1999, MONTHLY MIX SEP, P66 1999, YOMIURI NEWSPAP 1010 2000, SCRIP MAGAZINE FEB *IMS WORLD REV, 1999, PHARM MARK *JPMA, 1999, Q A MAY, P50 *JPMA, 1999, Q A ABOUT R D MAR, P40 *OECD, 1984, OECD STP *V O PUBL, 1999, PHARM PROJ ANSOFF HI, 1966, CORPORATE STRATEGY ANSOFF HI, 1988, NEW CORPORATE STRATE ANSOFF HI, 1993, IMPLANTING STRATEGIC CHRISTENSEN MC, 1997, INNOVATORS DILEMMA CLERK KB, 1991, PRODUCT DEV PERFORMA DOSI G, 1982, RES POLICY, V11, P147 DOSI G, 1984, TECHNICAL CHANGE IND DOSI G, 1988, TECHNICAL CHANGE EC FREEMAN C, 1982, EC INNOVATION HAMMER M, 1993, REENGINEERING CORPOR OHNO T, 1988, TOYOTA PRODUCTION SY PISANO GP, 1997, DEV FACTORY ROTHWELL R, 1974, RES POLICY, V3, P258 VONHIPPEL E, 1979, CUSTOMER ACTIVE PARA VONHIPPEL E, 1980, MANAGEMENT RES INNOV VONHIPPEL E, 1982, RES POLICY, V11, P95 VONHIPPEL E, 1988, SOURCE INNOVATION VONHIPPEL E, 1999, HARVARD BUSINESS SEP NR 28 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 2002 VL 22 IS 6 BP 353 EP 362 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 558MN UT ISI:000175971300002 ER PT J AU Drejer, A TI Towards a model for contingency of Management of Technology SO TECHNOVATION LA English DT Article DE technology management; contingency; managerial praxis AB The foundation of this paper is a discussion of how different traditions and approaches to Management of Technology (MoT) at the company level can be divided into schools of thought based on a rich view of the environmental challenges facing companies today. Obviously, contingency factors should be related to empirical challenges of firms, thereby enabling technology managers to apply MoT theory pragmatically. It is argued that the existing mappings of MoT theory are. indeed, not sufficiently related to empirical contingency factors. Thus, the main purpose of the paper is to discuss such empirical contingency factors that could be applied to MoT theory and make it more useful for technology managers in practice. The well-known distinction between technology exploitation and disruptive technological change is discussed and dismissed as too simplistic. Instead. three situations for technology management are formulated and briefly related to the MoT theory to round up the paper. The latter forms the main contribution of the paper. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ Aalborg, Ctr Ind Prod, DK-9220 Aalborg E, Denmark. RP Drejer, A, Univ Aalborg, Ctr Ind Prod, Fibigerstr 16, DK-9220 Aalborg E, Denmark. CR ABERNATHY WJ, 1978, PRODUCTIVITY DILEMMA ADLER PS, 1989, MANAGEMENT POLICY, V4 ANSOFF HI, 1976, STRATEGIC PLANNING S ANSOFF HI, 1990, IMPLANTING STRATEGIC BHALLA SK, 1987, EFFECTIVE MANAGEMENT CHRISTENSEN CM, 1998, INNOVATORS DILLEMMA DREJER A, 1996, TECHNOLOGY ANAL MAR, V1, P9 DREJER A, 1997, INT J TECHNOVATI MAR, P253 DREJER A, 2001, INNOVATIVE FIRM FREEMAN C, 1982, EC IND INNOVATION HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HURST D, 1995, CRISIS RENEWAL MINTZBERG H, 1994, RISE FALL STRATEGIC NABSETH L, 1900, DIFFUSION NEW IND PR ROGERS EM, 1962, DIFFUSION INNOVATION TUSHMAN ML, 1992, RES ORGAN BEHAV, V14, P311 VOSS CA, 1988, INT J TECHNOL MANAGE, V3, P285 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 2002 VL 22 IS 6 BP 363 EP 370 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 558MN UT ISI:000175971300003 ER PT J AU Fang, SC Lin, JL Hsiao, LYC Huang, CM Fang, SR TI The relationship of foreign R&D units in Taiwan and the Taiwanese knowledge-flow system SO TECHNOVATION LA English DT Article DE multinational enterprises (MNEs); overseas R&D organizations; knowledge flow ID MULTINATIONAL-CORPORATIONS; INNOVATIVE CAPACITY; INDUSTRIAL-RESEARCH; GLOBALIZATION; ORGANIZATION; MANAGEMENT; DETERMINANTS; ENTERPRISES; FIRMS AB In the development of knowledge-based economies there are two important issues of concern: one is the extent to which knowledge is shared or diffused and the second is the direction of the diffusion or flow. As globalization of technology increases, multinational enterprises (MNEs) require rapid growth of overseas research and development (R&D) capacity. This leads to two trends: the establishment of overseas R&D facilities and sharing knowledge within host countries. This paper investigated the R&D programs and facilities of foreign firms based in Taiwan and their impact on the flow of knowledge in Taiwan. The major findings reported suggest that the strategic importance of the Taiwanese market is the dominant reason for MNEs to establish overseas R&D units in Taiwan. In addition, foreign R&D investment had a significant impact on Taiwan's knowledge-flow., system. From these results some policy suggestions are offered, and implications for future research described. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 I Shou Univ, Dept Business Management, Ta Hsu Hsiang 84008, Kaohsiung Count, Taiwan. RP Hsiao, LYC, I Shou Univ, Dept Publ Policy & Management, 1 Sect,1 Hsueh Cheng Rd, Ta Hsu Hsiang 84008, Kaohsiung Cty, Taiwan. CR BARTLETT CA, 1989, MANAGING BOARDERS TR BOGHANI A, 1999, INT J TECHNOL MANAGE, V17, P710 BRESMAN H, 1999, J INT BUS STUD, V30, P439 CANTWELL J, 2000, TECHNOL ANAL STRATEG, V12, P243 CHENG JLC, 1993, J INT BUS STUD, V22, P1 CHIESA V, 1997, IEEE ENG MANAGEM FAL, P15 DUNNING JH, 1994, RES POLICY, V23, P67 FLORIDA R, 1997, RES POLICY, V26, P85 GASSMANN O, 1998, R&D MANAGE, V28, P147 GASSMANN O, 1999, RES POLICY, V28, P231 GERYBADZE A, 1999, RES POLICY, V28, P251 HOOD, 1982, MULTINATIONALS TECHN, CH7 HOWELLS J, 1990, RES POLICY, V19, P133 KIBA T, 1998, SCI PUBL POLICY, V25, P227 KUEMMERLE W, 1997, HARVARD BUSINESS MAR, P61 KUEMMERLE W, 1999, RES POLICY, V28, P179 MEDCOF JW, 1997, R&D MANAGE, V27, P301 MEYER ADE, 1989, R&D MANAGE, V19, P135 MEYER ADE, 1993, R&D MANAGE, V23, P109 NOBEL R, 1998, STRATEGIC MANAGE J, V19, P479 ODAGIRI H, 1996, RES POLICY, V25, P1059 PEARCE R, 1996, R&D MANAGE, V26, P315 PEARSON A, 1993, R&D MANAGE, V23, P315 PENNERHAHN JD, 1998, STRATEGIC MANAGE J, V19, P149 PITT L, 1997, J WORLD BUS, V32, P369 REDDY P, 1997, INT J TECHNOL MANAGE, P344 REGER G, 1997, R&D MANAGE, V29, P71 SHAN W, 1997, J INT BUS STUD, V26, P267 TAGGART JH, 1998, R&D MANAGE, V28, P101 ZANDER I, 1997, RES POLICY, V26, P17 ZANDER I, 1998, RES POLICY, V27, P17 NR 31 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 JUN PY 2002 VL 22 IS 6 BP 371 EP 383 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 558MN UT ISI:000175971300004 ER PT J AU Kinder, T TI Are schools learning organisations? SO TECHNOVATION LA English DT Article DE secondary education; attainment; computers; innovation ID COMPUTER-ASSISTED-INSTRUCTION; SECONDARY-SCHOOL; METAANALYSIS; INSIGHTS AB The introduction of information and communications technologies (ICTs) in general and computers in classrooms in particular is an essential strategy in building a European knowledge-based economy. Wealth creation. employment and Europe's position in the global economy align closely with the success of education. This paper analyses the introduction of computers into secondary classrooms from a technology innovation perspective. It examines the extent to which the constituencies behind this innovation place improved attainment as a central goal, and how they attempt to overcome the 'productivity paradox' blighting the early innovation of ICT in the private sector. The paper uses Molina's sociotechnical constituency approach to analysing innovation of computers in secondary school classrooms as processes of alignment using new case studies. The paper concludes that to improve attainment levels using ICTs. schools need to become learning organisations. employing new ways of working in which informed choices are exercised by capable professionals. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ Edinburgh, Dept Business Studies, Technol Management & Policy Programme, Edinburgh EH8 9JY, Midlothian, Scotland. RP Kinder, T, Univ Edinburgh, Dept Business Studies, Technol Management & Policy Programme, 50 George Sq, Edinburgh EH8 9JY, Midlothian, Scotland. 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After an outline of the scientific background and of the main current research tracks on knowledge management, the paper focuses on knowledge transfer, which is analyzed by two main cognitive processes: codification and interpretation. The paper argues that, to define the properties of a KT, it is necessary to analyze the cognitive context in which knowledge transfer takes place. A cognitive approach for knowledge transfer analysis is then proposed to guide the definition of the KT properties, and some examples are discussed focusing on some basic technologies of the Internet. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ Lecce, DII, I-73100 Lecce, Italy. RP Garavelli, AC, Univ Lecce, DII, Via Monteroni, I-73100 Lecce, Italy. CR ABECKER A, 1998, IEEE INTELL SYST APP, V13, P40 ALBINO V, 1999, TECHNOVATION, V19, P53 ARGYRIS C, 1978, ORG LEARNING THEORY BOHN RE, 1994, SLOAN MANAGE REV, V36, P61 BORGHOFF UM, 1999, INFORMATION TECHNOLO BRADSHAW JM, 1997, SOFTWARE AGENTS CARAYANNIS EG, 1999, TECHNOVATION, V19, P141 CHALMERS DJ, 1995, FLUID CONCEPTS CREAT CLARK A, 1998, ANALYSIS, V58, P10 COOMBS R, 1998, RES POLICY, V27, P237 DAVENPORT TH, 1998, SLOAN MANAGE REV, V39, P43 DAVENPORT TH, 1998, WORKING KNOWLEDGE OR DOSI G, 1982, RES POLICY, V11, P147 FAULKNER W, 1994, SCI TECHNOL HUM VAL, V19, P425 GARVIN DA, 1993, HARVARD BUS REV, V71, P78 HANSEN MT, 1999, HARVARD BUS REV, V77, P106 HUBER GP, 1991, ORGAN SCI, V2, P88 KIM DH, 1993, SLOAN MANAGE REV, V35, P37 KUHN O, 1997, J UNIVERSAL COMPUTER, V3, P923 KUHN TS, 1962, STRUCTURE SCI REVOLU LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LUFTMAN J, 1999, CALIF MANAGE REV, V42, P109 MCDERMOTT R, 1999, CALIF MANAGE REV, V41, P103 NELSON R, 1982, EVOLUTIONARY THEORY NIGHTINGALE P, 1998, RES POLICY, V27, P689 NONAKA I, 1991, HARVARD BUS REV, V69, P96 NONAKA L, 1995, KNOWLEDGE CREATING C OLEARY DE, 1998, IEEE INTELL SYST APP, V13, P30 OLEARY DE, 1998, IEEE INTELL SYST APP, V13, P34 POLANYI M, 1967, TACIT DIMENSION PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 RUGGLES RL, 1997, KNOWLEDGE MANAGEMENT SARVARY M, 1999, CALIF MANAGE REV, V41, P95 SENGE PM, 1990, 5 DISCIPLINE SINGH DT, 1998, DECIS SUPPORT SYST, V24, P145 SVEIBY KE, 1997, NEW ORG WEALTH MANAG WEICK KE, 1979, SOCIAL PSYCHOL ORG ZACK MH, 1999, CALIF MANAGE REV, V41, P125 ZACK MH, 1999, SLOAN MANAGE REV, V40, P45 NR 39 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 2002 VL 22 IS 5 BP 269 EP 279 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 550YT UT ISI:000175533200001 ER PT J AU Ndonzuau, FN Pirnay, F Surlemont, B TI A stage model of academic spin-off creation SO TECHNOVATION LA English DT Article DE university spin-off; technology transfer; university-industry relationships ID ENTREPRENEURIAL SCIENCE; TECHNOLOGY-TRANSFER; UNIVERSITY; INNOVATION; INDUSTRY; NORMS AB The commercialisation of scientific and technological knowledge produced within publicly funded research institutions such as universities, laboratories. research centres, and so forth. is increasingly considered by policymakers as raw material for developing and sustaining regional economic growth. This paper focuses on one of the most promising ways to transfer research results to the market place, namely, the creation of academic spin-offs. Its main aim is to identify. understand. and distinguish the major issues raised by the creation of such companies from the point of view of both public and academic authorities. To achieve this, some well-known international spin-off support programmes have been benchmarked. We used these observations to build up a general model that puts forward the major issues involved in the transformation of research results into the creation of economic value within the perimeter of universities. Based on inductive research, the model is composed of four successive stages interacting in a sequential manner. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ Liege, SME & Enterpreneurship Res Ctr, B-4000 Liege, Belgium. RP Ndonzuau, FN, Univ Liege, SME & Enterpreneurship Res Ctr, Blvd Rectorat 7 B33, B-4000 Liege, Belgium. CR *OECD, 1998, FOST ENTR ALISTAIR B, 1991, U SPIN OFF CO EC DEV BOK D, 1982, IVORY TOWER SOCIAL R BOK D, 1990, U FUTURE AM BRAY M, 1998, P FRONT ENTR RES BAB BROWN W, 1985, TECHNOVATION, V3, P19 CALLON M, 1994, SCI TECHNOL HUM VAL, V19, P395 CARRAYANNIS E, 1998, TECHNOVATION, V18, P1 DASGUPTA P, 1994, RES POLICY, V23, P487 DOUTRIAUX J, 1991, P FRONT ENTR RES BAB, P406 DOUTRIAUX J, 1992, REV INT PME, V5, P7 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 ETZKOWITZ H, 1989, SOC PROBL, V36, P14 ETZKOWITZ H, 1998, CAPITALIZING KNOWLED ETZKOWITZ H, 1998, RES POLICY, V27, P823 GEISLER RL, 1993, RES RELEVANT KNOWLED HANNAN MT, 1987, ORG ECOLOGY LEE Y, 1994, POLICY STUD J, V22, P384 LOWE J, 1993, TECHNOL ANAL STRATEG, V5, P27 MANSFIELD E, 1995, REV ECON STAT, V77, P55 MANSFIELD E, 1998, RES POLICY, V26, P773 MCMILLAN GS, 2000, RES POLICY, V29, P1 MCMULLAN EW, 1988, R&D MANAGE, V18, P5 MCQUEEN DH, 1985, FRONTIERS ENTREPRENE MIAN SA, 1997, J BUS VENTURING, V12, P251 MINTZBERG H, 1989, MINTZBERG MANAGEMENT MONSTED M, 1998, P HIGH TECH SMALL FI, P263 MUSTAR P, 1997, SCI PUBL POLICY, V24, P37 OAKEY R, 1995, HIGH TECHNOLOGY NEW RADOSEVICH R, 1995, INT J TECHNOL MANAGE, V10, P879 RAPPERT B, 1999, RES POLICY, V28, P873 REITAN B, 1997, TECHNOVATION, V17, P287 ROBERTS EB, 1991, ENTREPRENEURS HIGH T ROBERTS EB, 1996, R&D MANAGE, V26, P17 SAMSOM KJ, 1993, TECHNOVATION, V13, P63 SLJIVIC N, 1993, INT J ED MANAGEMENT, V7, P32 STANKIEWICZ R, 1994, SCI PUBL POLICY, V21, P99 STEFAN RI, 2000, BIOSENS BIOELECTRON, V15, P1 STEINMUELLER WE, 1994, HDB IND INNOVATION, P54 TIMMONS JA, 1994, NEW VENTURE CREATION UDELL G, 1990, BUS HORIZONS, V33, P29 NR 41 TC 6 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 2002 VL 22 IS 5 BP 281 EP 289 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 550YT UT ISI:000175533200002 ER PT J AU Coccia, M Rolfo, S TI Technology transfer analysis in the Italian National Research Council SO TECHNOVATION LA English DT Article DE technology transfer; research evaluation; research management ID INNOVATION AB This paper analyses the technology transfer (t.t.) in the nine Cnr research Institutes located in Piedmont, a highly industrialised region of the north-west of Italy. Some taxonomic criterions are used for classifying the t.t. In particularly we have two main types of actions from research structures: (A) Market-oriented technology transfer split into: strict sense and wide sense of the term. (B) Education-oriented technology transfer (training and teaching activities i.e. not generated 'financial revenues'). It is measured using physical quantities (for example, number of subjects. number of contacts, etc.). The correlation of outcomes shows that, if we consider as value of t.t. activity the 'financial revenues' (market-oriented technological transfer), the best Institutes are those operating in the technological area; instead, if we use, as indicator of t.t. activity, the number of external courses and the number of personnel trained (education-oriented technological transfer), the ranking changes to favour non-technological research institutes. Moreover, spatial dynamics of technology transfer are investigated; in particular, we verified whether the propagation of technology follows the Heigerstrand proximity-effect and finally the causes when these effects do not function. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Italian Natl Res Council, Inst Econ Res Firms & Growth Ceris Cnr, I-10121 Turin, Italy. RP Coccia, M, Italian Natl Res Council, Inst Econ Res Firms & Growth Ceris Cnr, Via Avogadro 8, I-10121 Turin, Italy. CR AMIN A, 1993, REV EC REGIONALE URB, V3, P405 ANTONELLI C, 1986, REV EC REGIONALE URB, V5, P695 ANTONELLI C, 1995, EC LOCALIZED TECHNOL ANTONELLI C, 1999, MICRODYNAMICS TECHNO ARCHIBUGI C, 2000, INT J TECHNOL MANAGE, V20, P72 ARCHIBUGI D, 1995, TECHNOVATION, V15, P153 ARCHIBUGI D, 1999, INNOVATION SYSTEM GL ATKINSON AB, 1969, ECON J, V79, P573 AZZONE G, 1997, TECHNOVATION, V17, P391 CHARLES D, 1996, TECHNOLOGY TRANSFER COCCIA M, 1999, 3 INT C TECHN POL IN COCCIA M, 2000, WORKING PAPER CERIS, V2, P1 COHEN L, 1999, R&D MANAGE, V29, P233 DAVID P, 1975, TECHNICAL CHOICE INN DOSI G, 1982, RES POLICY, V11, P147 FELDMAN MP, 1998, ANN EC STAT, V49, P199 HAGERSTRAND T, 1967, PAPERS REGIONAL SCI, V16, P27 JONES M, 1999, TROP DOCT, V29, P1 JORDE TM, 1990, J ECON PERSPECT, V4, P75 LAWSON C, 1999, REG STUD, V33, P305 NELSON RR, 1982, EVOLUTIONARY THEORY NONAKA I, 1994, ORGAN SCI, V5, P1 OLSAYAN H, 1999, RES TECHNOL MANAGE, V43, P43 POLANYI M, 1962, TACIT DIMENSION PORTER ME, 1986, COMPETITION GLOBAL I ROGERS JD, 1997, J TECHNOLOGY TRANSFE, V3, P37 ROLFO S, 1998, RIV EC POLITICA IND, V19, P657 ROSENBERG N, 1990, RES POLICY, V19, P165 RULLANI E, 1994, EC POLITICA IND, V82, P47 SMITH ML, 1997, HASTINGS CENT REP, V27, P4 NR 30 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 MAY PY 2002 VL 22 IS 5 BP 291 EP 299 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 550YT UT ISI:000175533200003 ER PT J AU March-Chorda, I Gunasekaran, A Lloria-Aramburo, B TI Product development process in Spanish SMEs: an empirical research SO TECHNOVATION LA English DT Article DE product development process; theoretical framework; empirical research; Spanish SMEs AB Rapid product development has been treated as a competitive strategy in a global market environment. It is essential to improve the product development process with the objective of reducing product development cycle time and hence to reach the market as quickly as possible. Large-scale companies have adopted new strategies and technologies to reduce the product development cycle time, taking into account various market and innovation barriers. However. small and medium enterprises (SMES) have not received adequate attention from researchers for their product development process. In this paper. an attempt has been made to analyze the critical success factors for the product development process with the help of an empirical research in SMEs. The research is based on a sample of 65 SMEs located in a medium developed region (Valencia) of Spain. The main objective of this research is to identify the major determinants that confront the product development. The cost of product development projects that discourages commitment to new product development and the uncertainty of the market acceptance were found to be the major factors. Contrary to what the theoretical studies recommend. the most frequent sequence for the process of development and promotion of new products is rather simple and short. with an average time for new product development of around 6 months. although largely depending on the sector. According to the study reported in this paper, the fulfilment of the key success factors as suggested by the literature is, in general, low. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ Massachusetts, Dept Management, N Dartmouth, MA 02747 USA. Univ Valencia, Dept Business Adm, Valencia 46022, Spain. RP Gunasekaran, A, Univ Massachusetts, Dept Management, N Dartmouth, MA 02747 USA. CR BARNETT CHA, 1991, HARVARD DEUSTO B APR, P107 BOBROW EE, 1997, COMPLETE IDIOTS GUID BOWEN HK, 1994, PERPETUAL ENTERPRISE BROWN SL, 1995, ACAD MANAGE REV, V20, P343 BRUCE H, 1995, PRODUCT DEV M CHALLE COOPER RG, 1986, J PROD INNOVAT MANAG, V3, P71 DOUGHERTY D, 1992, ORGAN SCI, V3, P179 GUPTA AK, 1990, CALIF MANAGE REV, V32, P24 HIMMELFARB PA, 1992, SURVIVAL FITTEST NEW KUCZMARSKI TD, 1992, MANAGING NEW PRODUCT MARKIDES C, 1997, SLOAN MANAGEMENT REV, V38 MARTINEZ A, 1991, J PROD INNOVAT MANAG, V8, P49 MCGRATH ME, 1994, PRODUCT STRATEGY HIG MCGRATH ME, 1996, SETTING PACE PRODUCT NONAKA I, 1995, KNOWLEDGE CREATING C PATRICK J, 1997, DEV SUCCESSFUL NEW P ROSENAU MD, 1993, MANAGING DEV NEW PRO SMITH PG, 1995, DEV PRODUCTS HALF TI VAZQUEZ R, 1998, MANAGEMENT TECHNOL A, V3, P340 WILSON CC, 1995, SUPERIOR PRODUCT DEV ZIRGER BJ, 1990, MANAGE SCI, V36, P867 NR 21 TC 6 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 2002 VL 22 IS 5 BP 301 EP 312 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 550YT UT ISI:000175533200004 ER PT J AU Lefebvre, LA Lefebvre, E TI E-commerce and virtual enterprises: issues and challenges for transition economies SO TECHNOVATION LA English DT Article DE virtual; enterprises; e-Commerce AB Electronic commerce (e-commerce) is a phenomenon that is arousing avid interest in industrialized countries and, more recently, in the developing world. Is this a passing fancy or just another distribution channel which companies are free to get involved in or not? Or, on the contrary, is it a must if one is to stay in business and prosper? This paper looks at some of the technological issues and challenges related to e-commerce and the emergence of virtual enterprises. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Ecole Polytech, ePoly Ctr Expertise Elect Commerce, Montreal, PQ H3C 3A7, Canada. RP Lefebvre, LA, Ecole Polytech, ePoly Ctr Expertise Elect Commerce, POB 6079,Succ Ctr Ville, Montreal, PQ H3C 3A7, Canada. CR *IDC, 1998, INT COMM CAN 1997 20 *IDC, 1999, TELECOMMUNICATIO FEB *IL AGR EXP STAT, 1997, VIRT AGR DEV TRANSF *NGM, 1997, FRAM ACT *OECD, 1999, EC SOC IMP EL COMM P *UNCTAD, 2000, BUILD CONF EL COMM D *UNDP, 1997, HUM DEV REP BROWN E, 1999, FORTUNE 0524, P112 HANDWICK M, 1997, IEEE INTERNET CO JAN, P20 HUBER P, 1997, FORBES DEC LEFEBVRE LA, 2000, DOING BUSINESS KNOWL MARGHERIO L, 1998, EMERGING DIGITAL EC QUINN JB, 1992, INTELLIGENT ENTERPRI NR 13 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 2002 VL 22 IS 5 BP 313 EP 323 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 550YT UT ISI:000175533200005 ER PT J AU McGrath, RN Young, SB TI NASA's small aircraft costs versus automobile costs and the economic value of traveler time SO TECHNOVATION LA English DT Article DE SATS; NASA; general aviation AB This paper presents the results of a study which examined the premise that NASA's Small Aircraft Transportation System (SATS) concept will be seen as an economical alternative to automobiles, when considering the economic value of a traveler's time. Grounded in previous research into SATS Life Cycle Costs, Travel$ense software was used to examine three levels of cost of a hypothetical SATS aircraft versus that of an automobile, traveling among city pairs in Florida. On the whole, NASA's premise about the contribution of the value of time, to the validity of the SATS concept, received qualified support. Without considering the value of time, the SATS aircraft was not found to be economically competitive with autos. When considering the value of time, SATS emerged as an economically viable mode of business transportation. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Embry Riddle Aeronaut Univ, Dept Business Adm, Daytona Beach, FL 32114 USA. RP McGrath, RN, Embry Riddle Aeronaut Univ, Dept Business Adm, 600 S Clyde Morris Blvd, Daytona Beach, FL 32114 USA. CR 1998, RAND MCNALLY ROAD AT 1999, TRAVELSENSE BUSINESS *SATS, 2000, FLOR PLANN M FOR NAS AFUAH A, 1998, INNOVATION MANAGEMEN CASTRO R, 1986, CORPORATE AVAITION M CHRISTENSEN CM, 1997, INNOVATORS DILEMMA HAIGHT FA, 1994, J TRANSPORT EC P JAN, P28 HOLMES BJ, SMALL AIRCRAFT TRANS HUSAIN A, 1999, QUALITATIVE QUANTITA MCGRATH RN, 2000, SATS PRECURSOR STUDY MILLER TR, 1989, VALUE TIME BENEFIT T STUBBS PC, 1980, TRANSPORT EC 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 MAY PY 2002 VL 22 IS 5 BP 325 EP 336 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 550YT UT ISI:000175533200006 ER PT J AU Efstathiades, A Tassou, S Antoniou, A TI Strategic planning, transfer and implementation of Advanced Manufacturing Technologies (AMT). Development of an integrated process plan SO TECHNOVATION LA English DT Article DE Advanced Manufacturing Technology (AMT); technology implementation; business success AB This paper concentrates on the planning requirements for the adoption of Advanced Manufacturing Technologies (AMT) in order to safeguard their successful implementation. Using the Cypriot manufacturing industry as a case study information is extracted regarding the implementation of Advanced Manufacturing Technologies. The research results are analyzed and are used in the development of a planning model for the acquisition of AMT. This model provides the framework for the correct justification and implementation of AMT to ensure Technical, Manufacturing and Business Success. It incorporates all the planning procedures and implementation parameters to be followed in order to ensure successful AMT adoption and implementation. It establishes the main reasons behind the successes or failures of the technologies and provides the methodology that can be adopted by the manufacturers to assist them in the justification and implementation of Advanced Manufacturing Technologies in their manufacturing environment. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Cyprus Coll, Dept Business Adm, CY-1516 Nicosia, Cyprus. RP Efstathiades, A, Cyprus Coll, Dept Business Adm, POB 22006, CY-1516 Nicosia, Cyprus. CR BEATTY CA, 1993, INT J TECHNOLOGY MAN, V8, P189 BEAUMONT NB, 1997, TECHNOVATION, V17, P297 BESSANT J, 1993, INT J TECHNOL MANAGE, V8, P197 CHEN CY, 1994, J CHINESE LINGUIST, V22, P1 EFSTATHIADES A, 1997, THESIS BRUNEL U UK GOLDHAR JD, 1994, INT J TECHNOL MANAGE, V9, P709 KIRTON J, 1985, P 3 EUR C AUT MAN MA, P43 LOWE J, 1993, INT J TECHNOLOGY MAN, V8, P244 MUNRO H, 1988, TECHNOLOGY MANAGEMEN, V1, P234 RUSH H, 1992, TECHNOL ANAL STRATEG, V4, P3 SOHAL AS, 1996, TECHNOVATION, V16, P377 TIPPETT DD, 1989, P 2 INT C ENG MAN MA, P135 VOSS CA, 1988, INT J TECHNOL MANAGE, V3, P285 VRACKING WJ, 1989, J MANAGEMENT CONSULT, V5, P17 WEILL P, 1991, INT J TECHNOL MANAGE, V6, P335 YIN RK, 1994, CASE STUDY RES DESIG NR 16 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 2002 VL 22 IS 4 BP 201 EP 212 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 535JX UT ISI:000174642400001 ER PT J AU Chin, KS Tummala, VMR Chan, KM TI Quality management practices based on seven core elements in Hong Kong manufacturing industries SO TECHNOVATION LA English DT Article DE TQM; core elements; Hong kong manufacturing industry practices AB In Hong Kong, as in many countries, the ISO 9000 standards have been used extensively in setting up quality assurance management systems. The ISO 9000 assures that a company is running well as to its status quo but it lacks a focus on further improvement. Therefore, more manufacturers are continuing the pursuit of total or strategic quality management after being certified to ISO 9000 for continuous improvement of their ISO 9000 based quality systems. Tummala et al. (Int. J. Effective Org. (1995) 48), identified seven core elements of TQM (or SQM) and the corresponding principal issues that need to be focused by organizations in formulating and implementing the TQM based strategies. In order to investigate the current quality management practices towards TQM implementation in Hong Kong manufacturing industries, a survey with questions associated with the seven core elements of SQM was conducted in 1999. The paper describes the key findings of the survey. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 City Univ Hong Kong, Dept Mfg Engn & Engn Management, Kowloon, Hong Kong, Peoples R China. RP Chin, KS, City Univ Hong Kong, Dept Mfg Engn & Engn Management, Tat Chee Ave, Kowloon, Hong Kong, Peoples R China. CR *BS, 1992, 7850 BS BRIT STAND 1 CHIN KS, 1995, TOTAL QUALITY REV, V5, P53 CHIN KS, 1996, ASQC 50 ANN QUAL C P, P338 CHIN KS, 1998, 3 SHANGH INT S QUAL, P435 CHIN KS, 2002, UNPUB INT J OPERATIO JURAN JM, 1989, JURAN LEADERSHIP QUA TUMMALA VMR, 1995, TOTAL QUALITY RE NOV, V5, P48 TUMMALA VMR, 1996, INT J QUALITY RELIAB, V13, P8 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 APR PY 2002 VL 22 IS 4 BP 213 EP 230 PG 18 SC Engineering, Industrial; Operations Research & Management Science GA 535JX UT ISI:000174642400002 ER PT J AU Hall, LA Bagchi-Sen, S TI A study of R&D, innovation, and business performance in the Canadian biotechnology industry SO TECHNOVATION LA English DT Article DE biotechnology; innovation; Canada ID FIRMS AB This study examines the relationships among R&D intensity, innovation measures, and business performance in the Canadian biotechnology industry, which experienced rapid growth in the number of firms and revenues between 1994 and 1997. A sample of 74 biotechnology companies in Canada is used for the analysis (the response rate of the postal questionnaire survey was 23.8%). In addition, geographic variations in barriers affecting innovation and factors influencing the business performance of biotechnology firms are analyzed. Results of the study show that R&D intensity correlates with patent measures, while innovation measured in terms of new product introductions is associated with business performance. Canadian firms attribute their business performance to internal advantages to a greater extent than external factors. The Canadian regulatory process is the greatest barrier to innovation. This study shows that while R&D and scientific breakthroughs drive innovation in the biotechnology industry, market demand plays a critical role in business performance of firms. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Dyouville Coll, Dept Business, Buffalo, NY 14201 USA. RP Bagchi-Sen, S, SUNY Buffalo, Dept Geog, 105 Wilkeson Quad, Buffalo, NY 14261 USA. CR *IEI, 1997, N AM BIOT DIR *INT PROP POL DIR, 1996, BACKGR EC STUD CAN B APPIAHADU K, 1998, TECHNOL ANAL STRATEG, V10, P197 ARGYRES NS, 1998, J ECON BEHAV ORGAN, V35, P427 DEEDS DL, 1996, J BUS VENTURING, V11, P41 GOING T, 1994, CANADIAN BIOTECH 94 GOUDEY J, 1997, CANADIAN BIOTECH 97 GREIS NP, 1995, RES POLICY, V24, P609 HAMILTON WF, 1990, CALIF MANAGE REV, V32, P73 KLINE SJ, 1986, POSITIVE SUM STRATEG, P275 LEE KB, 1996, BIOTECH 97 ALIGNMENT MALECKI EJ, 1997, TECHNOLOGY EC DEV DY ORSENIGO L, 1989, EMERGENCE BIOTECHNOL PISANO GP, 1988, INT COLLABORATIVE VE SHAN WJ, 1994, STRATEGIC MANAGE J, V15, P387 WOICESHYN J, 1996, TECHNOVATION, V16, P231 NR 16 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 APR PY 2002 VL 22 IS 4 BP 231 EP 244 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 535JX UT ISI:000174642400003 ER PT J AU Watanabe, C Takayama, M Nagamatsu, A Tagami, T Griffy-Brown, C TI Technology spillover as a complement for high-level R&D intensity in the pharmaceutical industry SO TECHNOVATION LA English DT Article DE technology spillover; assimilation capacity; R&D intensity of the pharmaceutical industry ID RETURNS; GROWTH AB The pharmaceutical industry is a typical high R&D intensive industry. This is because medical supplies are based purely on R&D. Therefore, their major tenants, the pharmaceutical industry, must be a technology-driven industry. Huge amounts of R&D resources are required for generating new products. However, these resources are generally too much of a burden for smaller pharmaceutical firms, compelling them to depend on the effective utilization of technologies and research developed by their competitors. How to best utilize these technologies depends on assimilation capacity. Firms with a well-developed assimilation capacity succeed in effectively utilizing technology spillover resulting in a very productive R&D structure. One critical issue confronting all advanced countries is how to construct a highly productive R&D structure. Pharmaceutical firms with their highly productive R&D structure based on well-developed assimilation capacities provide us with a constructive model for addressing this issue at the national level. This paper undertakes an empirical analysis of R&D activities, focusing on inter-firm technology spillover in Japan's 30 leading R&D intensive pharmaceutical firms. This analysis covers the past two decades, elucidating the sources of success in constructing a highly productive R&D structure. (C) 2001 Published by Elsevier Science Ltd. 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. CR BRENNER MS, 1989, RES TECHNOL MANAGE, V32, P8 COHEN WM, 1989, ECON J, V99, P569 DIMASI JA, 1991, J HLTH EC, V10, P107 GRABOWSKI H, 1990, MANAGE SCI, V36, P804 GRABOWSKI HG, 1994, J HEALTH ECON, V13, P383 GRILICHES Z, 1979, BELL J ECON, V10, P92 JAFFE AB, 1986, AM ECON REV, V76, P984 WATANABE C, 2001, TECHNOVATION, V21, P281 NR 8 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 2002 VL 22 IS 4 BP 245 EP 258 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 535JX UT ISI:000174642400004 ER PT J AU Adebimpe, RA Arogundade, BA Adeoti, O TI Engineering economy studies on the production of dimension stone from marble in Nigeria SO TECHNOVATION LA English DT Article DE dimension stone project; marble; micro-economic assessment AB In order to attract investors or entrepreneurs to invest in the solid minerals sector of Nigeria in line with the current federal government requirements, this paper used the discounted cash flow micro-economic assessment to evaluate the large-scale dimension stone production from marble in Nigeria. The project has an initial investment (or first) cost of US$2,304,564.74, annual expenditure and benefit of US$1,856,493.18 and US$4,900,000, respectively. The net present value (NPV), internal rate of return (IRR), benefit-cost ratio (B/C) and payback period of financial analysis at 100% capacity utilizations are US$9,489,714.73, 137.32, 2.68 and 2.0 years, respectively. The economic study also shows positive NPV at both 60 and 75% capacity utilizations. This indicates that the dimension stone project in Nigeria has good economic potential. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Fed Polytech, Mineral Resources Engn Dept, Ado Ekiti, Ekiti State, Nigeria. RP Adebimpe, RA, Fed Polytech, Mineral Resources Engn Dept, Ado Ekiti, Ekiti State, Nigeria. CR 2000, COMET 0609 *MIN SOL MIN DEV, 1999, ANN REP ADEOTI O, 2000, TECHNOVATION, V20, P103 DEGARMO EP, 1979, ENG EC ILORI MO, 1997, TECHNOVATION, V17, P715 KAZEEM O, 2000, COMET 0616 RZHEVSKY VV, 1985, OPEN PIT MINING 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 APR PY 2002 VL 22 IS 4 BP 259 EP 265 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 535JX UT ISI:000174642400005 ER PT J AU Tidd, J Izumimoto, Y TI Knowledge exchange and learning through international joint ventures: an Anglo-Japanese experience SO TECHNOVATION LA English DT Article DE knowledge exchange; learning; joint ventures; Anglo-Japanese ID EXTERNAL TECHNOLOGY ACQUISITION; RESEARCH-AND-DEVELOPMENT; STRATEGIC ALLIANCES; PRODUCT DEVELOPMENT AB In this paper we review strategies for knowledge exchange through joint ventures. Firms collaborate for a number of reasons, including the reduction of cost and risk of technological or market development, to reduce time to market and the exploitation of scale economies. We examined 12 manufacturing joint ventures in the UK co-owned by British and Japanese parents. Interviews with and a detailed survey of the British and Japanese management reveal that parent's contribute different know-how to the joint venture. Of 40 functions assessed in detail, the British parent has greater influence in Accounting and Finance and Human Resource Management functions, with the exception of investment policies which are dominated by the Japanese parent. Overall, the only functions in which the Japanese parent is significantly more influential are research and product development. We observed three types of strategic conflict between parent firms: product strategy; market strategy; and pricing policy. These are primarily the result of coupling complementary resources with divergent strategies, what we refer to as the 'trap of complementarity'. In essence, parents with complementary resources almost inevitably have different long term strategic objectives. Too many joint ventures are established to bridge gaps in short term resources, rather than for long term strategic fit. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Univ Sussex, SPRU, Brighton BN1 9RF, E Sussex, England. RP Tidd, J, Univ Sussex, SPRU, Brighton BN1 9RF, E Sussex, England. CR ATUAHENEGIMA K, 1993, R&D MANAGE, V23, P327 BIDAULT F, 1994, R&D MANAGE, V24, P33 BLEEKE J, 1993, COLLABORATING COMPET BRUCE M, 1995, TECHNOVATION, V15, P535 CARR C, 1999, R&D MANAGE, V29, P405 COOMBS R, 1998, RES POLICY, V27, P237 DACIN MT, 1997, J WORLD BUS, V32, P321 DALE BG, 1991, P I MECH ENG B-J ENG, V205, P221 DOZ YL, 1998, ALLIANCE ADVANTAGE DUYSTERS G, 1999, R&D MANAGE, V29, P343 GRANSTRAND O, 1992, R&D MANAGE, V22, P111 HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HARRIGAN KR, 1986, MANAGING JOINT VENTU HAUSCHILDT J, 1992, R&D MANAGE, V22, P105 LAMBE CJ, 1997, J PROD INNOVAT MANAG, V14, P102 LEVINSON NS, 1995, ORGAN DYN, V24, P50 MAURI AJ, 1999, INT J INNOVATION MAN, V3, P367 MCGEE JE, 1994, J BUS VENTURING, V9, P33 NONAKA I, 1995, KNOWLEDGE CREATING C ROBINS J, 1995, STRATEGIC MANAGE J, V16, P277 SASAKI T, 1993, LONG RANGE PLANN, V26, P41 SPEKMAN RF, 1996, LONG RANGE PLANN, V29, P122 TIDD J, 1995, CURRENT POLITICS EC, V4, P241 TIDD J, 1997, R&D MANAGE, V27, P359 TIDD J, 2000, KNOWLEDGE MANAGEMENT TIDD J, 2001, MANAGING INNOVATION WELCH JA, 1992, ACAD MANAGEMENT EXEC, V6, P23 NR 27 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 MAR PY 2002 VL 22 IS 3 BP 137 EP 145 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 519FA UT ISI:000173713200001 ER PT J AU Kaufmann, A Todtling, F TI How effective is innovation support for SMEs? An analysis of the region of Upper Austria SO TECHNOVATION LA English DT Article DE SME; innovation support instrument; Upper Austria ID NETWORKS AB SMEs are confronted with particular problems constraining their innovation activities. How their needs are fulfilled by support instruments has been investigated in a recent European research project. The results for the region of Upper Austria lead to the conclusion that some of the support is mistargeted, disregarding certain indicated or latent deficiencies of SMEs: direct financial support concentrates on research and development, neglecting the commercialization of innovations. In general, high-technology innovation projects are preferred, less technologically advanced or innovative firms lack adequate support. The spillover effects of technology centres are limited. The problem that most SMEs hardly interact with knowledge providers from outside the business sector (e.g., universities) is not reduced by the support instruments. Furthermore, they perform insufficiently the function of interfaces to innovation-related resources and information from outside the region. There is a lack of proactive consultancy concerning strategic, organizational, and technological weaknesses which is necessary because often the firms are not aware of such deficiencies. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Austrian Res Ctr Seibersdorf, A-2444 Seibersdorf, Austria. RP Kaufmann, A, Austrian Res Ctr Seibersdorf, A-2444 Seibersdorf, Austria. CR *COMM INN SURV, 1997, EUR *FFF, 1990, FORS WIRTSCH BER 199 *OIR, 1998, REG INN 2000 ZWISCH *TMG, 1998, STRAT PROGR OB 2000P ACS ZJ, 1990, INNOVATION SMALL FIR ASHEIM BT, 1996, EUR URB REG STUD C 1 AYDALOT P, 1998, HIGH TECHNOLOGY IND BRACZYK H, 1998, REGIONAL INNOVATION CAMAGNI R, 1991, INNOVATION NETWORKS CASTELLS M, 1994, TECHNOPOLES WORLD MA COOKE P, 1993, ENVIRON PLANN D, V11, P543 COOKE P, 2000, GOVERNANCE INNOVATIO CRAGGS A, 1998, EC TRENDS DEBRESSON C, RES POLICY, V20 FRITSCH M, 1997, C IMP TECHN CHANG FI FRITSCH M, 1998, RAUMFORSCHUNG RAUMOR, V4, P253 FRITSCH M, 1998, RAUMFORSCHUNG RAUMOR, V56, P243 GAROFOLI G, 1991, REGIONS RECONSIDERED GRABHER G, 1993, EMBEDDED FIRM SOCIOE GRANOVETTER MS, 1973, AM J SOCIOL, V78, P1360 HASSINK R, 1996, EUROPEAN PLANNING ST, V4, P167 KAUFMANN A, 1999, 1 TSER SMEPOL KAUFMANN A, 2000, REG STUD, V34, P29 KAUFMANN A, 2000, RES POLICDY, V1241, P1 KEEBLE D, 1997, SMALL FIRMS ENTERPRI LACKINGER O, 1997, 50 JAHR IND OB 1945 LUNDVALL B, 1992, NATL SYSTEMS INNOVAT LUNDVALL B, 1998, 12 DG TSER MAILLAT D, 1991, REGIONS RECONSIDERED MALECKI EJ, 1995, TECHNOLOGICAL CHANGE MEYERKRAHMER F, 1998, RES POLICY, V27, P835 PAVITT K, 1987, J IND ECON, V35, P297 PYKE F, 1992, IND DISTRICTS LOCAL SAXENIAN A, 1995, REG ADV CULT COMP SI SMALLBONE D, 2000, SME POLICY REGIONAL STERNBERG R, 1998, RAUMFORSCHUNG RAUMOR, V4, P288 STERNBERG R, 2000, EUR PLAN STUD, V8, P389 STORPER M, 1995, EUROPEAN URBAN REGIO, V2, P191 STORPER M, 1997, REGIONAL WORLD TERRI TODTLING F, 1994, TECHNOVATION, V14, P323 VONHIPPEL E, 1988, SOURCES INNOVATION NR 41 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 MAR PY 2002 VL 22 IS 3 BP 147 EP 159 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 519FA UT ISI:000173713200002 ER PT J AU Chang, PC Tsou, NT Yuan, BJC Huang, CC TI Development trends in Taiwan's opto-electronics industry SO TECHNOVATION LA English DT Article DE opto-electronics industry; industrial forecasting; Delphi method ID FORESIGHT ACTIVITIES AB With a fast growing market in multimedia and internet industries, the demand for corresponding key optical electronic devices in optical communication systems, optical input/output, optical storage, and liquid crystal displays has been rising, thus spurring the development of related industries. Not only does the Taiwanese opto-electronics industry have a bright future, but huge investments in the area have also boosted the industries of LED (laser emitting diode), scanners, and CD-ROM in Taiwan, which are now ranked in the top three worldwide in terms of their revenues. However, the cost of CD-ROM production cannot be easily reduced due to the high cost of imported key components (e.g. pick-up head and IC components mainly from Japan), which seriously affect the competitiveness of the industry. It is estimated that the opto electronics industry in Taiwan is about 3-4 years behind that of Japan technology-wise with the revenue also far below that of Japan. In recent years, many huge investment projects in Taiwan have attracted attention from domestic and overseas Taiwanese professionals, who have been aggressively devoting themselves into development of new technology. It is therefore easy to be very optimistic about the enormous potential development in the Taiwanese opto-electronic industry which has a solid foundation and is under-developed. This article analyzes the current situation of the opto-electronics industry, using the Delphi method to forecast future developments of the Taiwanese opto-electronic industry up to the year 2010. The simulated results will be a reference to those who are interested in studying the future of the opto-electronics industry in Taiwan. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Natl Chiao Tung Univ, Inst Management Technol, Taipei, Taiwan. RP Chang, PC, Minist Econ Affairs, Ind Dev Bur, 41-3 Hsinyi Rd,Sec 3, Taipei, Taiwan. CR 1999, SCENARIO OPTICAL DIS *DISK TREND INC, 1998, DISK TREND REP OPT D *LYR RES, 1999, OBS IAS DPS REP *OES ITRI, 1999, INV OPT EL IND *OPT IND TECHN ASS, 1999, MARK FOR OPT IND, P8 CHENG CI, 1998, THEORY TECHNOLOGY MA, P79 CHENG CL, 1999, INVESTIGATION TAIWAN, P25 CHENG CL, 1999, THEORY TECHNOLOGY MA, P25 GRUPP H, 1999, TECHNOL FORECAST SOC, V60, P1 HERAUD JA, 1999, TECHNOL FORECAST SOC, V60, P55 HUANG CC, 1999, INVESTMENT OPPORTUNI, P87 KUWAHARA T, 1999, TECHNOL FORECAST SOC, V60, P5 LAI YW, 1999, INVESTIGATION INPUT, P25 PORTER AL, 1991, FORECASTING MANAGEME, P200 TSENG SH, 1999, INVESTIGATION DVD DR, P30 TSOU YIL, 1999, INVESTIGATION TAIWAN YEH CC, 1999, INVESTIGATION OPTICA, P53 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 MAR PY 2002 VL 22 IS 3 BP 161 EP 173 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 519FA UT ISI:000173713200003 ER PT J AU Matsumoto, K Ouchi, N Watanabe, C Griffy-Brown, C TI Optimal timing of the development of innovative goods with generation - an empirical analysis focusing on Canon's printer series SO TECHNOVATION LA English DT Article DE optimal timing; innovative goods with generation; LBP and BJ printers AB It is generally observed in innovation in manufacturing goods that new innovation is conducted successively by making dramatic improvements on prevailing innovation. This is also the case in Canon's core innovative goods, printers, which currently share 50% of its total sales. Triggered by the development of the large laser beam printer in the middle 1970s. Canon achieved successive development of the new generation of printers including the laser beam printer in the middle 1980s and the bubble jet printer in the 1990s. Canon's success in the development and introduction of the printer technology can be attributed to the optimal timing of the switching from existing technology to new generation technology. However, this process is part of a firm's confidential strategy and is generally unveiled. In tight of the significance of the identification of this switching process, this paper, by applying an epidemic function approach, attempts to elucidate the development trajectory of each respective printer over the three generations. On the basis of this trajectory elucidation, this investigation identifies the interactions among respective technology generations, timing and tempo of development as well as the introduction and diffusion of respective technologies. The purpose of this work is to provide insight into the development of new innovative goods with a development pattern similar to the optical card. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Canon Inc, Environm Engn Ctr, Ohta Ku, Tokyo 1468501, Japan. RP Matsumoto, K, Canon Inc, Environm Engn Ctr, Ohta Ku, 3-30-2 Shimomomaruko, Tokyo 1468501, Japan. CR *CAN, 1987, CAN HIST 50 YEARS TE *CAN, 1998, CAN TECHN HIGHL 98 *CAN, 2000, CAN STOR 1975 2000 *JEIDA, 1997, REP SURV PRINT BARZEL Y, 1968, REV ECON STAT, V50, P348 ITAMI H, 1987, MOBILIZING INVISIBLE IWAI M, 1998, CANON CREATIVITY DEV KNIGHT J, 1992, I SOCIAL CONFLICT MEYER PS, 1999, TECHNOL FORECAST SOC, V61, P247 MILNER HV, 1997, INTERESTS I INFORMAT MODIS T, 1992, PREDICTS NORTH DC, 1990, I I CHANGE EC PERFOR NORTH DC, 1994, AM ECON REV, V84, P359 ORIHATA M, 2000, TECHNOVATION, V20, P11 ROGERS EM, 1983, DIFFUSION INNOVATION SHIBATA T, 1998, ANAL DEV TRAJECTORY, P118 TOLLEY GS, 1985, EC R D POLICY TWISS BC, 1992, MANAGING TECHNOLOGIC VANDUIJIN JJ, 1983, LONG WAVE EC LIFE WATANABE C, 1998, TECHNOECONOMICS YAMANOUCHI A, 1991, CANON EVOLUTION ITS YAMANOUCHI A, 1996, TECHNOMARKETING STRA YONEYAMA S, 1996, POTENTIAL EVOLUTION NR 23 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 2002 VL 22 IS 3 BP 175 EP 185 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 519FA UT ISI:000173713200004 ER PT J AU van den Brink, J Szirmai, A TI The Tanzanian scrap recycling cycle SO TECHNOVATION LA English DT Article DE mathematical model; metal waste; recycling; developing countries; cycle AB By means of a 'Cycle of Matter' model a comprehensive scrap cycle can be estimated for a region, country or continent. The model covers scrap flows between the three main actors defining the cycle, i.e. scrap users, scrap generators and scrap dealers. The 'Cycle of Matter' incorporates the generation and use of three types of scrap, i.e. home scrap, prompt scrap and obsolete scrap. It allows for a better assessment of the impact of government policies regarding scrap recycling in various parts of the scrap cycle. This paper presents the main results of a detailed study of the national scrap recycling industry of a developing country, Tanzania. The scrap flows in the 'Cycle of Matter' model were estimated on the basis of specially tailored surveys amongst scrap users, producers and traders, and on the basis of secondary data and coefficients derived from the literature. The paper demonstrates that the model is a powerful tool for the analysis of the scrap cycle. The study reveals that Tanzania possesses large surpluses of scrap. These surpluses are increasing over time. The scrap users - foundries and steel mills - are not capable of utilising all available scrap. Large quantities of scrap are thus either dumped in the environment or transferred abroad. Foundries and steel mills will only be able to make better use of existing scrap surpluses if they succeed in upgrading their quality of their production processes. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Inst Continuing Engn Educ, NL-2500 GK The Hague, Netherlands. RP van den Brink, J, Fahrenheitstr 267, NL-2561 DV The Hague, Netherlands. CR *BOS, 1996, STAT ABSTR 1994 BUR *BOT, 1996, EC B QUART END, V25 *GEMCO, 1997, FDN FORG TANZ SURV P *GOPA, 1995, ASS ROAD TRANSP SECT *MWCT, 1995, BAS REQ BROAD ROAD F *TRC, 1996, RAILTR REP HOEVEN PCT, 1996, P 1 INT WORK SEM REU, P175 KREUTZER HW, 1992, STAHL EISEN, V112, P65 LARDINOIS I, 1993, URBAN SOLID WASTE SE, V1 LARDINOIS PMH, 1994, THESIS EINDH U TECHN NYICHOMBA BB, 1990, TANZ ENG J MAR, P43 PHILIPP JA, 1992, STAHL EISEN, V112, P75 PHILLIP JA, 1996, STAHL EISEN, V112 PRINS M, 1998, RECONSTRUCTION GDP E RUNYORO J, 1996, TECHNICAL REPORT STE SZIRMAI A, 2000, IND EXPERIENCE TANZA VANDENBRINK J, 1998, THESIS EINDHOVEN U T VANDERWESTERLAK F, 1996, THESIS EINDHOVEN U T WEBBER J, 1990, VERWERKINGSMETHODEN WIENERT H, 1996, STAHL EISEN, V116, P110 NR 20 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 MAR PY 2002 VL 22 IS 3 BP 187 EP 197 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 519FA UT ISI:000173713200005 ER PT J AU Keizer, JA Dijkstra, L Halman, JIM TI Explaining innovative efforts of SMEs. An exploratory survey among SMEs in the mechanical and electrical engineering sector in The Netherlands SO TECHNOVATION LA English DT Article DE Innovation; SME; mechanical engineering; electrical engineering; multiple and logistic regression analysis; predictors of innovative efforts ID SMALL FIRMS; TECHNOLOGY; PERFORMANCE; UK AB Innovations are among the most important means through which small and medium sized enterprises contribute to increased employment, economic growth and economic dynamics. A lot of research has been carried out to determine which factors enhance innovative efforts of SMEs. This study uses a regression-based methodology to examine the importance of each factor, controlling for the other factors. The study is based on data collected through telephone interviews with managers of Dutch SMEs in the metal-electro-sector. In the analyses innovative efforts are used as the dependent variable. Out of 14 potentially independent variables, three appear to contribute significantly to innovative efforts: using innovation subsidies, having links with knowledge centres, and the percentage of turnover invested in R&D. This article suggests that innovativeness is the result of a deliberately chosen and pursued policy. If governmental and or sectoral institutions want to stimulate SMEs to become and remain innovative, they should encourage these companies to implement an innovation directed policy. Without such a policy, SMEs seem unable to digest successfully stimulating measures and subsidy schemes. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Eindhoven Univ Technol, Fac Technol Management, NL-5600 MB Eindhoven, Netherlands. RP Keizer, JA, Eindhoven Univ Technol, Fac Technol Management, POB 513, NL-5600 MB Eindhoven, Netherlands. CR 1999, CHARTERED ACCOUNTANT, V77, P46 *DUTCH MIN EC AFF, 1993, IND JAR NEG *DUTCH MIN EC AFF, 1996, KENN BEW ABDULNOUR G, 1999, COMPUTERS IND ENG, V37, P492 AGRESTI A, 1997, STAT METHODS SOCIAL, CH9 AGRYRIS C, 1978, ORG LEARNING ARGYRIS C, 1996, ORG LEARNING, V2 ARONSON RB, 1998, MANUF ENG, V121, P72 BESSANT J, 1999, RES POLICY, V28, P601 BIRCHALL DW, 1996, INT J TECHNOL MANAGE, V12, P291 CARRIER C, 1994, INT SMALL BUSINESS J, V12, P54 COOKE P, 1999, SMALL BUS ECON, V13, P219 DAVENPORT S, 1999, TECHNOL ANAL STRATEG, V11, P431 DOCTER HJ, 1988, S TECHN EC 31 MARCH FORREST JE, 1990, J SMALL BUS MANAGE, V28, P37 HALLERBERG M, 2000, ZEI STUD EU ECON LAW, V2, P87 HOFFMAN K, 1998, TECHNOVATION, V18, P39 KEEBLE D, 1999, REG STUD, V33, P319 KLEINKNECHT AH, 1992, 21 DUTCH MIN EC AFF KLEINSCHMIDT EJ, 1991, J PROD INNOVAT MANAG, V8, P240 LARSON EW, 1991, J SMALL BUS MANAGE, V29, P31 LEBLANC LJ, 1997, INT J TECHNOL MANAGE, V13, P601 LIPPARINI A, 1994, J BUS VENTURING, V9, P125 LITTLE AD, 1997, FINDINGS AD LITTLE G MEER W, 1996, RES TECHNOL MANAGE, V39, P15 OERLEMANS LAG, 1998, TIJDSCHR ECON SOC GE, V89, P298 VOS JP, 2000, CASE STUDY BUSINESS NR 27 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 JAN PY 2002 VL 22 IS 1 BP 1 EP 13 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 508PD UT ISI:000173096900001 ER PT J AU Ma, QH Tseng, MM Yen, B TI A generic model and design representation technique of service products SO TECHNOVATION LA English DT Article DE service products; model; design representation ID QUALITY; ENCOUNTERS; IMPACT AB Service businesses have developed into an important economic force. Provision of various quality service products to more demanding customers is the key for organizations to retain a competitive advantage. Design is important for making such intangible products "visible" and manageable, and is considered as the key to service quality. A good understanding of the architectural aspects and a design representation technique of service products are needed to facilitate the product design practice and effective production and marketing. What constitutes a unit of service product and how is the product represented (depicted) formally? These questions remain unanswered. The fuzziness in identifying service product construction and the lack of an appropriate design representation method are recognized as the main reasons for the undeveloped design tradition for service products. In this paper, the architectural perspectives from which to view service products are provided by proposing a generic model based on the concept of customer service experience, which delineates the elements involved in specifying a service product design. Based on the model, an approach to the design representation of service products is proposed. The implications for service management are also presented. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Northeastern Univ, Dept Ind Engn & Management, Shenyang, Peoples R China. RP Ma, QH, Northeastern Univ, Dept Ind Engn & Management, Shenyang, Peoples R China. 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Our hypothesis is that this process is intimately linked to the nature of technological innovation in the personal computer sector. According to this hypothesis, this paper highlights the technological trend in the personal computer industry and shows how it has encouraged the spread of information technology, broadening its field of application from computer science professionals to mass users. To this end, around 840 models on the personal computer market between 1988 and 1997 were considered. The paper shows that the impact of technological innovation on the personal computer sector consists of a rotation effect and a lengthening effect of the price-performance curve. These two effects together have given information technology that all-pervading character which has allowed it to branch into all sectors of society. Moreover, the paper highlights the existence of a relational life cycle between the personal computer and information technology. This relational life cycle is characterised by four phases: introduction, up to the early 1990s; development, from the early 1990s to the mid-1990s. expansion, from the mid-1990s to the second half of the 1990s: and maturity, starting in the second half of the 1990s. (C) 2001 Published by Elsevier Science Ltd. C1 Univ Sannio, Fac Econ, I-82100 Benevento, Italy. RP Esposito, E, Univ Sannio, Fac Econ, Piazza Guerrazzi 1, I-82100 Benevento, Italy. CR *COMM EUR COMM, 2000, EEUROPE *OECD, 1991, SCI TECHN IND *OECD, 1997, INF TECHN OUTL 1997 ADAMS DA, 1992, MIS QUART, V16, P227 AGARWAL R, 1997, DECISION SCI, V28, P557 AGARWAL R, 1998, UNPUB EARLY LATE ADO ALEXANDER AJ, 1985, TECHNOLOGICAL FORECA, V27, P161 ARCHIBUGI D, 1988, TECHNOL FORECAST SOC, V34, P253 ARCHILLADELIS B, 1990, RES POLICY, V19, P1 AYRES RU, 1985, TECHNOLOGICAL FORECA, V27, P229 BASBERG BL, 1987, RES POLICY, V16, P131 BASKERVILLE R, 1998, EUR J INFORM SYST, V7, P17 BURKHARDT ME, 1990, ADMIN SCI QUART, V35, P104 COLLINS P, 1988, RES POLICY, V17, P165 DAVIS FD, 1993, INT J MAN MACH STUD, V38, P475 DODSON EN, 1985, TECHNOL FORECAST SOC, V27, P129 DURAND T, 1992, RES POLICY, V21, P361 ESPOSITO E, 1993, TECHNOL FORECAST SOC, V43, P1 ESPOSITO E, 1998, TECHNOL FORECAST SOC, V59, P235 FREEMAN C, 1984, DESIGN INNOVATIONLON GARDINER JP, 1984, DESIGN INNOVATION LO GAYNOR HG, 1996, HDB TECHNOLOGY MANAG HALAL WE, 1993, TECHNOL FORECAST SOC, V44, P69 HAUPTMAN O, 1998, TECHNOL FORECAST SOC, V57, P1 HUGHES K, 1988, RES POLICY, V17, P301 IGBARIA M, 1993, OMEGA-INT J MANAGE S, V21, P73 KAUTZ K, 1996, DIFFUSION ADOPTION I KEIL M, 1995, DECIS SUPPORT SYST, V13, P75 KNIGHT KE, 1985, TECHNOL FORECAST SOC, V27, P107 LENGRAND L, 1999, BUSINESS NETWORK KNO LENZ RC, 1985, TECHNOLOGICAL FORECA, V27, P245 MAJER H, 1985, TECHNOL FORECAST SOC, V27, P335 MANSFIELD E, 1969, IND RES TECHNOLOGICA MARTINO JP, 1987, TECHNOLOGICAL FORECA, V32, P341 MARTINO JP, 1993, TECHNOL FORECAST SOC, V44, P147 MODIS T, 1988, TECHNOLOGICAL FORECA, V33, P267 MODIS T, 1992, TECHNOLOGICAL FORECA, V41, P391 MODIS T, 1993, TECHNOL FORECAST SOC, V43, P157 MOWERY DC, 1992, TECHNOLOGY PURSUIT E NARIN F, 1987, RES POLICY, V16, P143 PETERSON DK, 1992, TECHNOLOGICAL FORECA, V42, P251 SAHAL D, 1981, PATTERNS TECHNOLOGIC SAHAL D, 1984, OMEGA, V12, P153 SAVIOTTI PP, 1985, TECHNOL FORECAST SOC, V27, P309 SOETE L, 1987, RES POLICY, V16, P101 STEFFENS J, 1994, NEWGAMES STRATEGIC C TAYLOR S, 1995, INFORM SYST RES, V6, P144 TEECE DJ, 1992, J ECON BEHAV ORGAN, V11, P1 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 JAN PY 2002 VL 22 IS 1 BP 41 EP 50 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 508PD UT ISI:000173096900003 ER PT J AU Ilori, MO Adeniyi, AA Oyewale, AA Sanni, SA Irefin, IA TI Developing a manufacturing-based economy in Nigeria through science and technology SO TECHNOVATION LA English DT Article DE science and technology innovation manufacturing; economy; globalisation; strategies; production development environment AB The bedrock of manufacturing, and in fact globalisation of production and marketing, is science and technology (S&T). Some industrialised countries that are poorly endowed with natural resources have become affluent societies through the execution of sound manufacturing productions developed through the application of S&T. Despite the various National Development Plans put in place in Nigeria to enhance industrialisation, the country still remains a mono-resource (crude oil) based economy. Growth in manufacturing is also in a downwards trend, and industrial capacity utilisation is below 37%. The poor performance of the manufacturing sector has been attributed to a number of factors which include, amongst others: high cost of production due to high exchange rate, weak demand for manufactures due to declining purchasing power of the populace: high expenditure on spare parts, repairs/maintenance: legal and illegal influx of cheap imported goods (globalisation of trade); and political instability, especially during the military regimes. For the country to improve its manufacturing sector, evolve a manufacturing-based economy and be relevant in the globalisation of production and trade, it should pursue a combination of these S&T approaches and moves: generation and application of S&T knowledge relevant to manufacturing through in-country R&D, S&T and innovation efforts; technological licensing and transfer; encouragement of foreign direct investments: adoption of continuous improvements and innovation programmes; and technological knowledge initiation. This is only possible in a national innovation system with the following enabling environments: a well-funded education system: good and well-maintained physical infrastructures; favourable environment for R&D and innovations, and stable and favourable economic, legal and political conditions. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Obafemi Awolowo Univ, Fac Technol, Technol Planning & Dev Unit, Ife, Osun State, Nigeria. RP Adeniyi, AA, Obafemi Awolowo Univ, Fac Technol, Technol Planning & Dev Unit, Ife, Osun State, Nigeria. CR 1994, ANN REPORT STATEMENT 1997, ANN REPORT STATEMENT *UN ED SCI CULT OR, INTR POL AN SCI TECH AHMED A, 1988, SCI TECHNOLOGY POLIC BASANT R, 1993, 8 UNUINTECH BONIN H, 1986, MANAGING MULTINATION DELAMARE RF, 1991, MANUFACTURING SYSTEM FEMANDEX E, 1999, INT J TECHNOL MANAGE, V19, P535 HILL WL, 1995, STRATEGIC MANAGEMENT ILORI MO, 1997, TECHNOVATION, V17, P153 IRANI Z, 1997, TECHNOVATION, V17, P199 LUNDVALL BA, 1992, NATL SYSTEM INNOVATI TOVSTIGA G, 1999, INT J TECHNOL MANAGE, V18, P731 NR 13 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 2002 VL 22 IS 1 BP 51 EP 60 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 508PD UT ISI:000173096900004 ER PT J AU Piachaud, BS TI Outsourcing in the pharmaceutical manufacturing process: an examination of the CRO experience SO TECHNOVATION LA English DT Article DE pharmaceutical industry; clinical research organisations; innovation; strategic alliances; research and development; collaboration ID DRUG DEVELOPMENT; CONTRACTORS; EVOLUTION; ALLIANCES AB The pharmaceutical industry is passing through a very challenging period in its evolution with the traditional approaches to drug development constantly expanding. Successful pharmaceutical organisations have recognised the need to leverage resources, and as a result, they have come to rely on the wealth of expertise provided by specialist external sources. One such source is the newly emergent sector comprising Clinical Research Organisations, otherwise known as CROs. This transition to a more integrated approach to conducting pharmaceutical Research and Development (R&D) has however led to a change in practice within the traditional working environment of the pharmaceutical sector. Although pharmaceutical manufacturers have identified a number of advantages and disadvantages as a result of working with these external agents. the potential for enhancing the partnership process still exists. Given the level of co-dependency amongst operators in the industry, it is therefore necessary that pharmaceutical firms reach a much deeper understanding of the intricacies of the buyer-supplier relationship in order to facilitate the drug development process. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Robert Gordon Univ, Aberdeen Business Sch, Aberdeen AB15 7AW, Scotland. RP Piachaud, BS, Robert Gordon Univ, Aberdeen Business Sch, Kepplestone Mans,Viewfield Rd, Aberdeen AB15 7AW, Scotland. CR *PHRMA, 1996, REP US DEP COMM BUR *PHRMA, 1998, R D KEY INN PHARM RE ACHROL RS, 1991, J MARKETING, V55, P77 BARTLETT C, 1987, SLOAN MANAGE REV, V29, P7 CAVALLA D, 1996, MODERN STRATEGY PREC COLBURN WA, 1997, APPL CLIN TRIALS, V6, P68 CROUCH TJ, 1997, CLIN RES REGUL AFF, V14, P205 EARL MJ, 1996, SLOAN MANAGE REV, V37, P26 FAIRTHLOUGH G, 1996, BUSINESS STRATEGY RE, V7, P14 GABRIEL R, 1997, CLIN RES REGUL AFF, V14, P243 GANTZ J, 1990, NETWORKING MANAGEMEN, V8, P25 GETZ KA, 1997, CLIN RES REGUL AFF, V14, P191 GRIGGS S, 1993, WHY USE CONTRACT SER HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HENDERSON R, 1996, RAND J ECON, V27, P32 HENDON ZA, 1988, DRUG INF J, V22, P187 LEE TY, 1998, DRUG INF J S, V32, S1259 MACARTHUR D, 1994, OPTIMISING USE CONTR MILLER J, 1999, PHARM TECHNOLOGY, V23, P74 MILMO S, 1998, PHARM VISIONS SEAS A, P25 MITCHELL E, 1997, PHARM TECHNOL, V21, P64 NAUDE A, 1999, CHEM MARKET REPORTER, V256, FR17 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 QUINN JB, 1994, SLOAN MANAGE REV, V35, P43 SPEH CT, 1997, CLIN RES REGUL AFF, V14, P295 TAAFE P, 1996, OUTSOURCING PHARM IN TAPON F, 1997, OUTSOURCING RES PHAR TAPON F, 1999, R&D MANAGE, V29, P219 VOGEL JR, 1997, CLIN RES REGUL AFF, V14, P177 WHITTAKER E, 1994, R&D MANAGE, V24, P249 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 FEB PY 2002 VL 22 IS 2 BP 81 EP 90 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 508PF UT ISI:000173097100002 ER PT J AU Savioz, P Blum, M TI Strategic forecast tool for SMEs: how the opportunity landscape interacts with business strategy to anticipate technological trends SO TECHNOVATION LA English DT Article DE strategic technology forecasting; SMEs; opportunity landscape AB Due to the increasing pace of technological change and in order to remain competitive, planning gains more importance in all companies, including small and medium-sized enterprises (SMEs). However, existing planning tools do not correspond to SME-pecific needs; restricted resources often render their implementation difficult. This paper proposes a novel concept: the Opportunity Landscape. Its main purpose is to make relevant technological information available to decision-makers in order to anticipate future developments and to act accordingly. The concept is developed and described in detail and then illustrated by means of a case study conducted in a Swiss mid-sized company. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 ETH, Ctr Enterprise Sci Technol & Innovat Management, CH-8028 Zurich, Switzerland. RP Savioz, P, ETH, Ctr Enterprise Sci Technol & Innovat Management, Zurichbergstr 18, CH-8028 Zurich, Switzerland. CR ALLEN TJ, 1977, MANAGING FLOW TECHNO ALLEN TJ, 1998, TECHNOLOGIE MANAGEME ANSOFF HI, 1980, STRATEGIC MANAGEMENT, V1, P131 ASHTON WB, 1997, KEEPING ABREAST SCI BARKER D, 1995, LONG RANGE PLANN, V28, P21 DOMSCH H, 1989, TECHNOLOGISCHE GATEK GROENVELD P, 1997, RES TECHNOL MANAGE, V40, P48 KAPLAN RS, 1993, HARVARD BUS REV, V71, P134 KOHLER O, 1998, TECHNOLOGIE MANAGEME LANG HC, 1998, TECHNOLOGIE MANAGEME LANG HC, 1998, TECHNOLOGY INTELLIGE LEAVITT W, 1998, FLEET OWNER, V93, P51 LICHTENTHALER E, 2000, THESIS ETH ZURICH LIEBL F, 1994, Z BETRIEBSWIRT, V64, P359 MARTINO JP, 1993, TECHNOLOGICAL FORECA MCCUNE J, 1999, MANAGEMENT REV, V88, P10 MEYER JA, 1996, VISUALISIERUNG MANAG MILLER K, 1999, PUBLIC RELATIONS Q, V44, P5 NONAKA I, 1997, KNOWLEDGE CREATING C PROBERT D, 1999, INT J TECHNOL MANAGE, V17, P646 PROBST G, 1999, WISSEN MANAGEN UNTER TSCHIRKY H, 1998, TECHNOLOGIE MANAGEME TSCHIRKY H, 2000, LECT SERIES GEN MANA VONKROGH G, 1998, TECHNOLOGIE MANAGEME 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 2002 VL 22 IS 2 BP 91 EP 100 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 508PF UT ISI:000173097100003 ER PT J AU Chang, PL Tsai, CT TI Finding the niche position - competition strategy of Taiwan's IC design industry SO TECHNOVATION LA English DT Article DE competition strategy; industrial cluster; vertical disintegration; IC design industry ID SEMICONDUCTOR INDUSTRY AB The total revenue of Taiwan's IC design industry is now the second in the world. only behind the United States. Despite the disadvantages of limited research resources and little influence over the global electronics market, it was able to build up a core competence of speed, quality, flexibility and cost through knowledge assimilation and utilization. Taiwan did not attempt to challenge the technology leadership in a confrontational manner. but focused on being a superior quick follower. The implementation of this niche strategy and the core competence of the IC design industry originates front five major factors: supportive policy, technology manpower, entrepreneurship, vertical disintegration and industrial cluster. This paper is dedicated to discussing this unique strategy and the supporting factors of Taiwan's IC design industry. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Natl ChiaoTung Univ, Inst Business & Management, Taipei, Taiwan. RP Chang, PL, Natl ChiaoTung Univ, Inst Business & Management, 4F,114 Chung Hsiao W Rd,Sec 1, Taipei, Taiwan. CR *CIC, 2000, HDB IND SERV NAT CHI *ITRI, 1991, YB SEM IND *NHA, 1999, WHIT BOOK 3C INT TEC ARENSMAN R, 1991, ELECT BUSINESS, V17, P14 ARGOTE L, 1999, ORG LEARNING CREATIN BETZ F, 1998, MANAGING TECHNOLOGIC CHANG PL, 1993, TECHNOL ANAL STRATEG, V5, P173 CHANG PL, 1999, TECHNOVATION, V19, P233 CHEN CF, 1996, RES POLICY, V25, P759 CHOI HS, 1988, TECHNOLOGICAL FORECA, V36, P209 HAMEL G, 1994, COMPETING FUTURE HOU CM, 1993, NATL INNOVATION SYST LEE CS, 1997, TAIWAN ELECT IND LIU CY, 1993, TECHNOVATION, V13, P299 MATHEWS JA, 1995, HIGH TECHNOLOGY IND MATHEWS JA, 1997, CALIF MANAGE REV, V39, P26 PORTER ME, 1985, COMPETITIVE ADVANTAG, CH5 ROESSNER JD, 1992, TECHNOL ANAL STRATEG, V4, P99 SAGHAFI MM, 1989, COLUMBIA J WORLD BUS, V24, P60 SCHNAARS S, 1994, MANAGING IMITATION S SHARIF MN, 1997, INT J TECHNOL MANAGE, V14, P309 WEISS L, 1994, J IND STUDIES, V1, P91 NR 22 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 FEB PY 2002 VL 22 IS 2 BP 101 EP 111 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 508PF UT ISI:000173097100004 ER PT J AU McAdam, R McClelland, J TI Sources of new product ideas and creativity practices in the UK textile industry SO TECHNOVATION LA English DT Article DE new ideas; creativity practices; textiles; creativity; innovation ID ORGANIZATIONS; INNOVATION AB The purpose of this paper is to examine how UK companies in the textile sector obtain ideas for innovations. The trend towards the production of commodity textiles in low wage cost countries is forcing the closure of many UK textile companies. A number of these UK companies have moved away from commodity textiles, and now specialise in niche markets with highly technical products which are based on high performance synthetic fibres. The ability to develop innovative new products can be a source of competitive advantage for these companies and the generation of ideas for new products or 'creativity' is the first step in this innovation process. An exploratory survey is used to examine the profitability of different sources of new product ideas that are currently used by companies that consume high performance synthetic fibres. Based on the key literature themes, and the survey findings, an exploratory multiple case study approach is adopted involving eight organisations. The case findings reveal many discrepancies between actual and recommended practice in the support of creativity. Crown Copyright (C) 2001 Published by Elsevier Science Ltd. All rights reserved. C1 Univ Ulster, Sch Management, Newtownabbey BT37 0QB, Co Antrim, North Ireland. RP McAdam, R, Univ Ulster, Sch Management, Jordanstown Campus,Shore Rd, Newtownabbey BT37 0QB, Co Antrim, North Ireland. CR ACLAND H, 1999, MARKETING J MARK JUL, P22 AMABILE T, 1983, J PERS SOC PSYCHOL, V5, P357 AMABILE TM, 1997, CALIF MANAGE REV, V40, P39 AMABILE TM, 1998, HARVARD BUS REV, V76, P76 AMAR A, 1998, J BUS, V34, P97 ANDREWS J, 1996, J PRODUCT BRAND MANA, V5, P6 COATES N, 1996, J MARKETING PRACTICE, V3, P107 COOK P, 1998, IND COMMER TRAIN, V30, P179 CROSBY A, 1968, CREATIVITY PERFORMAN DRAZIN R, 1999, ACAD MANAGE REV, V24, P286 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 ESKILDSEN J, 1999, TOTAL QUAL MANAGE, V10, S520 GORDON GL, 1997, J BUSNINESS IND MARK, V12, P33 GUIMARAES T, 1994, MANAGEMENT TECHNOLOG, V1, P3 GURTEEN D, 1998, J KNOWLEDGE MANAGEME, V2, P5 HAMEL G, 1999, INSIDE TRACK CAPTURE HEAP J, 1989, MANAGEMENT INNOVATIO KING N, 1995, INNOVATION CREATIVIT KIRTON M, 1976, ADAPTORS INNOVATORS KONO T, 1988, INNOVATION MANAGEMEN MAJARO S, 1988, MANAGING IDEAS PROFI MCFADZEAN ES, 1998, MANAGE DECIS, V36, P309 MIKDASHI T, 1999, J PARTICIPATION EMPO, V7, P47 NYSTROM H, 1979, CREATIVITY INNOVATIO RICKARDS T, 1985, STIMULATING INNOVATI SCHEPERS J, 1999, RES TECHNOL MANAGE, V42, P26 SCHUMPETER J, 1942, CAPITALISM SOCIALISM SHARMA A, 1999, CALIF MANAGE REV, V41, P146 TIERNEY P, 1999, PERS PSYCHOL, V52, P591 WEST MA, 1995, INNOVATION CREATIVIT WYCOFF J, 1994, J QUANTITY PARTICIPA, V22, P55 YIN R, 1994, CASE STUDY RES YOUNGBLOOD M, 1997, STRATEGY LEADERSHIP, V25, P8 ZHUANG L, 1999, MANAGE DECIS, V37, P57 NR 34 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 FEB PY 2002 VL 22 IS 2 BP 113 EP 121 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 508PF UT ISI:000173097100005 ER PT J AU Bakouros, YL Mardas, DC Varsakelis, NC TI Science park, a high tech fantasy?: an analysis of the science parks of Greece SO TECHNOVATION LA English DT Article DE science parks; links; governmental technological policy ID TECHNOLOGY-BASED FIRMS AB The literature on science parks evaluation mainly covers the developed countries of OECD. There is a lack of evidence about the role of science parks in the less developed countries. This paper aims to partially fill this gap in literature by examining the science parks in a peripheral European country, Greece. The findings indicate that the picture of the three science parks of Greece is not the same in terms of the links between university and industry. Informal links have been developed between the firms and the local university, however. only the firms located at one science park have developed formal links, while the formal links of the companies of the other two parks are at the infant level at this time. Synergies between the on-park companies are limited only in commercial transactions and social interactions. The research type synergies are completely absent in all three parks. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Univ Thessaly, Sch Ind Engn, Volos, Greece. RP Varsakelis, NC, Aristotelian Univ Thessaloniki, Dept Econ, POB 184, GR-54006 Thessaloniki, Greece. CR BERRY M, 1998, LONG RANGE PLANN, V31, P455 CASTELLS P, 1994, TECHNOPOLES WORLD MA GOWER S, 1994, J PROPERTY FINANCE, V5, P7 GOWER S, 1994, PROPERTY MANAGEMENT, V12, P24 GOWER S, 1996, J PROPERTY VALUATION, V14, P24 GOWER S, 1996, PROPERTY MANAGEMENT, V14, P30 GUY I, 1996, TECHNOVATION, V16, P217 LEE WH, 2000, TECHNOVATION, V20, P55 MASSEY D, 1992, HIGH TECH FANTASIES PHILLIMORE J, 1999, TECHNOVATION, V19, P673 STOREY DJ, 1998, RES POLICY, V26, P1037 VEDOVELLO C, 1997, TECHNOVATION, V17, P491 WESTHEAD P, 1995, OMEGA-INT J MANAGE S, V23, P345 WESTHEAD P, 1998, URBAN STUD, V35, P2197 NR 14 TC 7 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 2002 VL 22 IS 2 BP 123 EP 128 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA 508PF UT ISI:000173097100006 ER PT J AU Dionco-Adetayo, EA Olaniyan, OF Ogunba, BO TI Factors influencing soybean utilization in the household consumer market SO TECHNOVATION LA English DT Article DE soybean; utilization; awareness; training AB The study examined the factors influencing the level of awareness, training, and adoption of soybean utilization of household consumers. One hundred and ninety-five respondents were interviewed from the three randomly selected local government areas of Osun State. Descriptive analysis show that the level of utilization of soybean is very low despite efforts of the government agencies to educate the consumers. Chi-square results further reveal that there is a significant relationship between age, education, and occupation; and soybean utilization in terms of awareness. Lack of awareness and inadequate training were revealed to have been the factors responsible for low utilization. Consequently, cost, adequate training, and health issues were identified as factors encouraging the use of soybean for household consumption. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Obafemi Awolowo Univ, Dept Management & Accounting, Ife, Osun State, Nigeria. RP Dionco-Adetayo, EA, Obafemi Awolowo Univ, Dept Management & Accounting, POB 1084,OAU PO, Ife, Osun State, Nigeria. CR *IART, 1988, SOYAB REC HOWARD P, 1995, AFRICA HLTH, V16, P1 IHEKORONYE A, 1985, FOOD SCI TECHNOLOGY KRAUSE M, 1979, FOOD NUTR DIET THERA LOUDON D, 1993, CONSUMER BEHAV MIZPA, 1996, N PHILIPPINE UNION M, V69 SAVILE A, 1965, EXTENSION RURAL COMM THIELE V, 1976, CLIN NUTR WILLIAMS T, 1978, RURAL DEV NIGERIA 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 FEB PY 2002 VL 22 IS 2 BP 129 EP 133 PG 5 SC Engineering, Industrial; Operations Research & Management Science GA 508PF UT ISI:000173097100007 ER PT J AU Carayannis, EG Alexander, J TI Virtual, wireless mannah: a co-opetitive analysis of the broadband satellite industry SO TECHNOVATION LA English DT Article DE wireless multimedia; next generation internet technologies; co-opetition AB The emerging satellite communication constellations differ substantially from prior generations or systems. For years, satellite systems have offered broadcast and interactive services, but with major limitations. The new generation of services promise to overcome the traditional barriers, such as terminal weight and size, equipment and service cost, and degree of mobility. Instead, the new systems will provide completely new capabilities which expand the flexibility for the user and the range of potential applications. However, the introduction of such a "next-generation" communications system is often plagued by difficulties in forecasting market demand, as customer themselves may not accurately forecast their own needs for such services. Using the concept of "co-opetition" derived from game theory, we propose concrete steps which broadband satellite operators can use to foster market growth for these services. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 George Washington Univ, Sch Business & Publ Management, Washington, DC 20052 USA. RP Carayannis, EG, George Washington Univ, Sch Business & Publ Management, 2115 G St NW, Washington, DC 20052 USA. CR BRANDENBURGER AM, 1996, COOPETITION CABLE S, 1998, SATELLITE COMMUNICAT, V23, P48 CARAYANNIS EG, 1999, PORTL INT C MAN ENG CHRISTENSEN C, 1997, INNOVATORS DILEMNA W COATES JF, 1998, RES TECHNOL MANAGE, V41, P7 COATES JF, 1999, RES TECHNOL MANAGE, V42, P13 DORNAN A, 1999, DATA COMMUN, V28, P45 EVANS AL, 1998, MCKINSEY Q, V2, P6 HEWETT J, 1997, USING SCENARIO BASED HUDGINSBONAFIELD C, 1998, NETW COMPUT, V9, P30 HUDGINSBONAFIELD C, 1998, NETW COMPUT, V9, P70 LUCKY RW, 1999, RES TECHNOL MANAGE, V42, P12 MERTIENS M, 1997, DETERMINING HOW FORE MOHAMED A, 1999, ICFC 1999 INT C FOR OROURKE S, 1999, SATELLITE COMMUNICAT, V23, P22 PALTER PC, 1999, SATELLITE COMMUNICAT, V23, P36 PRICE D, 1999, SATELLITE COMMUNICAT, V23, P34 STORDAHL K, 1997, FORECASTING DEMAND B SWEITZER J, 1999, SATELLITE COMMUNICAT, V23, P30 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 DEC PY 2001 VL 21 IS 12 BP 759 EP 766 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 487VV UT ISI:000171900500001 ER PT J AU Da Silveira, G TI Innovation diffusion: research agenda for developing economies SO TECHNOVATION LA English DT Article DE innovation; R&D policy; developing countries; literature survey ID ADVANCED MANUFACTURING TECHNOLOGY; COMPETITIVE STRATEGY; DEVELOPING-COUNTRIES; FLEXIBLE AUTOMATION; BUSINESS STRATEGY; ADOPTION; TRAJECTORIES; DETERMINANTS; PERFORMANCE; ADVANTAGES AB This paper reviews the literature on innovation to build an agenda for research on innovation diffusion in developing countries. The main ideas on innovation diffusion are discussed, aiming at identifying the key aspects that determine the introduction and development of new technologies in an economy. Analysis of the literature suggests that innovation diffusion depends on three contextual aspects that are economy and government, technology strategies of firms, and management of innovation. Based on this analysis, four areas for research on the subject are identified, aiming at increasing the knowledge about mechanisms and approaches of innovation diffusion in developing countries. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Univ Austral, IAE, Buenos Aires, DF, Argentina. RP Da Silveira, G, Univ Austral, IAE, Mariano Acosta S-N & Ruta Nacl 8,Casilla Correo 4, Buenos Aires, DF, Argentina. CR ABRAHAMSON E, 1991, ACAD MANAGE REV, V16, P586 ABRAHAMSON E, 1993, ACAD MANAGE REV, V18, P487 ABREU MD, 1996, WORLD DEV, V24, P241 ADLER P, 1985, MANAGING FLEXIBILITY AGGARWAL S, 1995, OMEGA-INT J MANAGE S, V23, P323 ANDERSON P, 1991, RES TECHNOL MANAGE, V34, P26 BARNETT A, 1995, SMALL ENTERPRISE DEV, V6, P14 BATES KA, 1996, RESOURCE BASED VIEW BLOIS KJ, 1986, LONG RANGE PLANN, V19, P63 BOYER KK, 1997, J OPERATIONS MANAGEM, V15, P331 CAINARCA GC, 1989, RES POLICY, V18, P59 CAINARCA GC, 1990, SMALL BUSINESS EC, V2, P129 CHALLIS D, 1996, J OPERATIONS MANAGEM, V14, P119 CHEN IJ, 1996, INT J OPERAT PRODUCT, V16, P4 DOSI G, 1982, RES POLICY, V11, P147 DREJER A, 1996, TECHNOL ANAL STRATEG, V8, P9 FERNANDEZ E, 1999, INT J TECHNOL MANAGE, V18, P535 FILIPPINI R, 1996, INTEGRATED MANUFACTU, V7, P67 FILIPPINI R, 1998, INT J OPER PROD MAN, V18, P195 FISCHER WA, 1978, CALIFORNIA MANAGEMEN, V21, P11 FORD D, 1988, LONG RANGE PLANN, V21, P85 FOSTER RN, 1986, INNOVATION ATTACKERS FROHMAN AL, 1985, CALIF MANAGE REV, V27, P48 FUSFIELD AR, 1978, TECHNOL REV, V80, P51 GRANT RM, 1991, SLOAN MANAGE REV, V33, P43 GREEN SG, 1995, IEEE T ENG MANAGE, V42, P203 HART SL, 1995, ACAD MANAGE REV, V20, P986 HARVEY J, 1992, IEEE T ENG MANAGE, V39, P352 HUMPHREY J, 1995, WORLD DEV, V23, P149 JELINEK M, 1983, COLUMBIA J WORLD BUS, V18, P26 KATHURIA R, 1997, INT J OPER PROD MAN, V17, P611 LAWLESS MW, 1996, ACAD MANAGE J, V39, P1185 LEFEBVRE LA, 1996, IEEE T ENG MANAGE, V43, P307 LIEBERMAN MB, 1988, STRATEGIC MANAGEMENT, V9, P41 LYOTARD JF, 1984, POST MODERN CONDITIO MANSFIELD E, 1993, MANAGE SCI, V39, P149 MEREDITH J, 1987, STRATEGIC MANAGE J, V8, P249 MEYERSTAMER J, 1995, WORLD DEV, V23, P143 MITCHELL W, 1989, ADMIN SCI QUART, V34, P208 PARTHASARTHY R, 1992, ACAD MANAGE REV, V17, P86 PEREZ C, 1985, WORLD DEV, V13, P441 SCHEWE G, 1996, J ENG TECHNOL MANAGE, V13, P55 SCHROEDER DM, 1990, STRATEGIC MANAGE J, V11, P25 SCHROEDER DM, 1995, J MANAGE STUD, V32, P163 SCHUMPETER JA, 1934, THEORY EC DEV TEECE DJ, 1986, RES POLICY, V15, P285 WHEELWRIGHT SC, 1992, BUS HORIZONS, V35, P29 WINCH GW, 1997, TECHNOL ANAL STRATEG, V9, P317 ZAHRA SA, 1993, STRATEGIC MANAGE J, V14, P451 ZAHRA SA, 1995, ACAD MANAGEMENT EXEC, V9, P17 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 DEC PY 2001 VL 21 IS 12 BP 767 EP 773 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 487VV UT ISI:000171900500002 ER PT J AU Gupta, MC Czernik, A Sharma, RD TI Operations strategies of banks - using new technologies for competitive advantage SO TECHNOVATION LA English DT Article DE operations strategies; competitive advantage; banking operations; new technologies AB This paper discusses how new technologies are being employed by various banks to streamline their operations and creating sustainable competitive advantage. We use a conceptual operations strategy framework consisting of four elements: mission, distinctive competence, objective and policies to discuss the managerial implications of new technologies employed by various banks. It is concluded that operations must be recognized as a strategic function in banking institutions and investment in new technologies should be strategically directed to strengthen various operations decisions such as quality, process, capacity and facility. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Univ Louisville, Coll Business & Publ Adm, Dept Management, Louisville, KY 40292 USA. RP Gupta, MC, Univ Louisville, Coll Business & Publ Adm, Dept Management, Louisville, KY 40292 USA. CR 1994, ABA BANKING J, P65 *CIT NAT CORP, 1994, ANN REP *HUNT BANCSH, 1994, ANN REP CAMPBELL R, 1999, BANKERS MONTHLY MAR, P17 HARPER R, 1993, BANKERS MAGAZINE MAY, P16 HEANEY C, 1994, ABA BANKING J MAY, P14 MORGAN B, 1999, AM BANKER FEB, P22 OHENRY S, 1992, BANKERS MONTHLY NOV, P24 PENNINGS J, 1992, STRATEGIC MANAGEMENT, V1, P29 ROBINSON R, 1986, BANKERS MAGAZINE MAY, P21 ROTH A, 1991, J OPERATIONS MAN AUG, P303 SCHROEDER R, OPERATIONS MANAGEMEN SRAEEL H, 1995, BANK SYSTEMS THE JAN, P38 TEIXEIRA D, 1992, J SYST MANAGE, V5, P13 TRACEY B, 1995, AM BANKER FEB, P14 WOOD O, 1992, BANKERS MAGAZINE JUL, P12 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 DEC PY 2001 VL 21 IS 12 BP 775 EP 782 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 487VV UT ISI:000171900500003 ER PT J AU Watanabe, C Tsuji, YS Griffy-Brown, C TI Patent statistics: deciphering a 'real' versus a 'pseudo' proxy of innovation SO TECHNOVATION LA English DT Article DE patent statistics; US foreign priority patents; pseudo proxy of innovation; patentometrics ID INDICATORS AB Patent statistics have fascinated economists concerned about innovation for a long time. However, fundamental questions remain as to whether or not patent statistics represent the real state of innovation. As Griliches pointed out, substantial questions involve: What aspects of economic activities do patent statistics actually capture? And, what would we like them to measure? He pointed out that these statistics can be a mirage appearing to provide a great number of objective and reliable proxies for innovation. This paper aims to address some of these questions by making a comparative evaluation of the representability of patent statistics in four levels of the innovation process, using as examples research and development (R&D) in Japan's printer and photovoltaic solar cell (PV) industries over the last two decades. Furthermore, this research provides a new set of patent statistics which could be considered a more reliable proxy for innovation. (C) 2001 Elsevier Science 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. CR 1981, SCI INDICATORS 1980 ARCHIBUGI D, 1992, SCI PUBL POLICY, V19, P357 BASBERG BL, 1987, RES POLICY, V16, P131 EVENSON RE, 1984, R D PATENTS PRODUCTI FAUST K, 1990, SCIENTOMETRICS, V19, P473 GRILICHES Z, 1984, R D PATENTS PRODUCTI GRILICHES Z, 1990, J ECON LIT, V28, P1661 GRILICHES Z, 1998, R D PRODUCTIVITY EC GRUPP H, 1999, RES POLICY, V28, P377 MARMOR AC, 1979, WORLD PATENT INFORMA, V1, P15 PAVITT K, 1980, TECHNICAL INNOVATION PAVITT K, 1982, RES POLICY, V11, P33 PAVITT K, 1985, SCIENTOMETRICS, V7, P77 PINSON M, 1982, WORKSH PAT INN STAT SCHIFFEL D, 1978, RES POLICY, V7, P324 SLAMA J, 1981, WORLD PATENT INFORMA, V3, P2 SOETE L, 1978, THESIS U SUSSEX SOETE L, 1980, OECD SCI TECHN IND C SOETE LG, 1983, SCIENTOMETRICS, V5, P31 TSUJI YS, 2001, TECHNOVATION, V21, P325 WATANABE C, 2000, SAPIENT APPR M ATH WATANABE C, 2000, TECHNOVATION, V20, P299 WATANABE C, 2001, IN PRESS TECHNOVATIO, V21 NR 23 TC 7 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 2001 VL 21 IS 12 BP 783 EP 790 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 487VV UT ISI:000171900500004 ER PT J AU Kalafsky, RV MacPherson, AD TI Recent trends in the export performance of US machine tool companies SO TECHNOVATION LA English DT Article DE machine tools; export strategy; competitiveness ID ORIENTATION; INDUSTRY AB This paper examines the export characteristics of US companies in the machine tool (MT) industry. Aggregate data on the international competitiveness of this sector are compared with firm-specific data collected from a sample of 81 exporting firms. The results suggest that export performance correlates strongly with applied research and development (R&D) activity. The survey results also show that successful exporters are more likely to create new manufacturing jobs than their counterparts that treat foreign markets as secondary. Successful exporters are also found to exhibit faster rates of company growth. Despite the steady decline of the American MT industry since 1945, there is evidence that this sector is beginning to experience a technological and commercial recovery. The paper concludes with a brief discussion of the long-term resiliency of this rebound. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Univ Buffalo, Canada US Trade Ctr, Dept Geog, Buffalo, NY 14261 USA. RP Kalafsky, RV, Univ Buffalo, Canada US Trade Ctr, Dept Geog, Buffalo, NY 14261 USA. CR *AMT, 1998, EC HDB MACH TOOL IND *AMT, 2000, EC HDB MACH TOOL IND *US DEP COMM, 2000, US IND TRAD OUTL ARONSON RB, 1996, MANUF ENG, V116, P57 ASHBURN A, 1988, IS NEW TECHNOLOGY EN, P19 BABBIE ER, 1990, SURVEY RES METHODS BEHRINGERPLOSKO.C, 1988, MANUFACTURING ENG, V100, P60 DERTOUZOS M, 1989, MADE AM REGAINING PR DICHTL E, 1990, J INT BUS STUD, V21, P23 DIFILIPPO A, 1986, MILITARY SPENDING IN FINEGOLD D, 1994, DECLINE US MACHINE T GERTLER MS, 1996, SMALL BUS ECON, V8, P87 GRAHAM J, 1993, TRADING IND TRADING, P140 MACPHERSON A, 2000, R&D MANAGE, V30, P167 MACPHERSON AD, 1998, ENTREP REGION DEV, V10, P261 NIVIN SR, 2000, REGIONAL INNOVATION PAPKE B, 1996, COMPETITIVENESS REV, V6, P1 ROBINSON EA, 1996, FORTUNE, C72 SHAW V, 1995, IND MARKET MANAG, V24, P329 STONECIPHER HC, 1997, EXECUTIVE SPEECHES, V11, P1 NR 20 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 2001 VL 21 IS 11 BP 709 EP 717 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 476DC UT ISI:000171210100001 ER PT J AU Iskandar, BY Kurokawa, S LeBlanc, LJ TI Business-to-business electronic commerce from first- and second-tier automotive suppliers' perspectives: a preliminary analysis for hypotheses generation SO TECHNOVATION LA English DT Article DE Electronic Data Interchange (EDI); business-to-business electronic commerce; automotive industry; automobile suppliers; technology adoption ID DATA INTERCHANGE; TECHNOLOGY; EDI; MANAGEMENT; ADOPTION; INDUSTRY; IMPACT AB This paper empirically studies Electronic Data Interchange (EDI) adoption and implementation by US automobile suppliers by focusing on their incentive systems. Based on our survey data from 103 first-tier and second-tier suppliers and personal interviews, our study found that: (1) there was a gap of understanding about EDI benefits between firms that use EDI and those that don't; (2) the distinction between first-tier and second-tier suppliers was becoming ambiguous because of more competitive supplier selection practices; (3) EDI adoption among second-tier suppliers was low, primarily because of perceptions of low benefits and high costs and asymmetric benefits in favor of customers and also because of a lack of trading partners with EDI capability; (4) there were no essential differences between the US firms and Japanese transplants; and (5) proactive companies perceived EDI as having significant competitive advantages, while reactive companies considered EDI as only a necessity. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Vanderbilt Univ, Owen Grad Sch Management, Nashville, TN 37203 USA. Vanderbilt Univ, Management Technol Program, Nashville, TN 37235 USA. RP LeBlanc, LJ, Vanderbilt Univ, Owen Grad Sch Management, 401 21st Ave S, Nashville, TN 37203 USA. CR 1996, QUALITY, V35, P16 1998, MODERN MAT HANDLING, V53, A3 ARUNACHALAM V, 1997, INFORMATION RESOURCE, V10, P22 BARTHOLOMEW D, 1997, IND WEEK, V246, P44 BENSAOU M, 1998, HARVARD BUS REV, V76, P119 BENSAOU M, 1999, SLOAN MANAGE REV, V40, P35 BROUSSEAU E, 1994, INFORMATION EC POLIC, V6, P319 BRUNNELL T, 2000, ELECT BUYERS NE 0709 COOK TD, 1979, QUASIEXPERIMENTATION CROOK CW, 1998, INFORM MANAGE, V34, P75 GOTTARDI G, 1996, INT J TECHNOL MANAGE, V12, P369 HARLAND CM, 1996, BRIT J MANAGE, V7, S63 HOY T, 1995, MANUFACTURING ASSEMB IACOVOU CL, 1995, MIS QUART, V19, P465 ISKANDAR B, 2000, THESIS VANDERBILT U KALAKOTA R, 1996, FRONTIERS ELECT COMM KRZECZOWSKI R, 1998, AUTOMATIC ID NEWS, V14, P38 KUROKAWA S, 1997, IEEE T ENG MANAGE, V44, P124 LEBLANC LJ, 2000, INT J TECHNOL MANAGE, V20, P243 MARGOLIN D, 1995, MEASURING SUPPLY CHA MORELL J, 1995, EXECUTIVE SUMMARY SU PENDRAK J, 1997, ELECT COMMERCE ELECT PREMKUMAR G, 1994, J MANAGEMENT INFORMA, V11, P157 PREMKUMAR G, 1997, EUR J INFORM SYST, V6, P107 RADOSEVICH L, 1997, ELECT DATA INTERCHAN RASSAMEETHES B, 1999, THESIS VANDERBILT U RASSAMEETHES B, 2000, INT J TECHNOL MANAGE, V20, P287 REEKERS N, 1994, EUROPEAN J INFORMATI, V3, P169 REEKERS N, 1996, EUR J INFORM SYST, V5, P120 SACCOMANO A, 1996, TRAFFIC WORLD, V246 SENN JA, 1998, INFORM SYST MANAGE, V15, P7 SHAPIRO C, 1998, INFORMATION RULES ST SOKOL P, 1989, EDI COMPETITIVE EDGE VASILASH G, 1997, AUTOMOTIVE MANUFACTU, V109, P46 YOUNG AW, 1999, COGNITIVE NEUROPSYCH, V16, P1 ZIMMERMAN J, 1996, DOING BUSINESS GOVT NR 36 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 2001 VL 21 IS 11 BP 719 EP 731 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 476DC UT ISI:000171210100002 ER PT J AU Evangelista, R Iammarino, S Mastrostefano, V Silvani, A TI Measuring the regional dimension of innovation. Lessons from the Italian Innovation Survey SO TECHNOVATION LA English DT Article DE technological innovation; technological indicators; regional technological gap; regional innovation systems AB The aim of this paper is to assess whether and to what extent data gathered by the Community Innovation Survey (CIS) are able to grasp regional specificities in the innovation process, and to propose a specific set of technological indicators which can be used for such a purpose. The evidence presented, based on the Italian case, shows that CIS data, and the set of proposed indicators, are able to quantify the contribution of the different regions to the National System of Innovation, to identify the different technological profiles of regions and to measure the technological performances of regional systems in a broad sense, that is taking into account the basic structural characteristics of regional industries, the innovative performances of firms and the density and quality of systemic interactions between the main institutional actors. Some suggestions on how to improve the CIS framework for analysing the regional dimension of innovation activities are also provided. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Italian Natl Res Council, Inst Studies Sci Res & Documentat, I-00185 Rome, Italy. Italian Natl Inst Stat, Rome, Italy. RP Evangelista, R, Italian Natl Res Council, Inst Studies Sci Res & Documentat, Via Cesare De Lollis 12, I-00185 Rome, Italy. CR *EUROSTAT, 1994, COMM INN SURV STAT P *EUROSTAT, 1996, REG DIM R D INN STAT *ISTAT, 1995, INF SER ISTAT, V4 *OECD, 1992, OECD PROP GUID COLL *OECD, 1994, FRASC MAN *OECD, 1996, OSL MAN ARCHIBUGI D, 1996, INNOVATION PATENTS T ARCHIBUGI D, 1996, TECHNOVATION, V16, P115 EVANGELISTA R, 1996, INNOVATION PATENTS T EVANGELISTA R, 1998, INT J EC BUSINESS, V5, P311 EVANGELISTA R, 2000, EC INNOVATION NEW TE, V9, P183 FAGERBERG J, 1996, J COMMON MARK STUD, V34, P431 FAGERBERG J, 1997, REGIONAL STUDIES, V31 IAMMARINO S, 1995, RES EVALUAT, V5, P189 IAMMARINO S, 1996, EC POLITICA IND, V89, P187 KLINE GJ, 1986, POSITIVE SUM STRATEG LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT NEVEN DJ, 1994, 914 CEPR QUAH DT, 1996, 274 CEP LSE NR 19 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 2001 VL 21 IS 11 BP 733 EP 745 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 476DC UT ISI:000171210100003 ER PT J AU Taiwo, KA Ogwu, EN Ajibola, OO TI Technological considerations in the utilisation and maintenance of household kitchen equipment SO TECHNOVATION LA English DT Article DE technological factors; household kitchen equipment; maintenance personnel; utilisation and maintenance; functionality AB This study investigated the technological factors influencing the utilisation and maintenance of household kitchen equipment (KE) both from the user's perspective and those of the repair and maintenance personnel (RMP). Information was obtained from users and RMP of KE (i.e. technologists, technicians and artisans) in Ife Central and Ife East Local Government Areas in Osun State using structured questionnaires and interviews. More than 90% of the modern kitchen equipment (MKE) is imported. Functionality of KE after repairs is high with considerable length of useful life. The results indicated that the local RMP have a good understanding of the technologies. RMP required for KE in the medium class are readily available in both rural and urban centres. Users of KE do not practice any maintenance activities at home and only consult the RMP when the KE develops a fault. KE users have no manuals and no guarantee on KE purchased locally. Sometimes faulty KE are abandoned in repair workshops because of the high cost of repairs and lack of good and cheap spare parts. Some of the RMP have attempted to produce/assemble some of the KE locally. Lack of capital to invest and the non-standardisation of equipment parts of locally produced KE do not allow for the mass production of their spare parts. Constraints in setting up workshops by RMP were reported and some recommendations were made that will promote the local production of MKE. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Obafemi Awolowo Univ, Technol Planning & Dev Unit, Ife, Nigeria. Obafemi Awolowo Univ, Dept Agr Engn, Ife, Nigeria. RP Taiwo, KA, Obafemi Awolowo Univ, Technol Planning & Dev Unit, Ife, Nigeria. CR *FED MIN FIN EC DE, 1992, FED REP NIG COLL UN *FED MIN SCI TECHN, 1986, FED REP NIG NAT POL *OV DEV ADM, 1994, STRAT SUPP REN NAT R *UN IND DEV ORG, 1977, MAINT REP DEV COUNTR CHAMBUA SE, 1996, 10 ATPS EBOH CB, 1993, SCI HOME EDWARDS CC, 1984, NIGERIAN FOOD J LAGO, V2, P30 JEANS A, 1991, SMALL ENTERPRISE DEV, V2, P14 KOMBA A, 1990, EATPS REG WORKSH DAR KOTSCHEVAR LH, 1977, FOOD SERVICE PLANNIN MAKANJUOLA GA, 1979, J FOOD SCI LAGOS, V32, P9 MCSWEENEY B, 1982, J APPROPRIATE TECHNO, V9, P27 MEES J, 1984, FOOD TECHNOLOGY NOV, P104 MUSA HL, 1993, ANN CROPP SCHEM M IA, P22 OGWU NE, 1999, THESIS OBAFEMI AWOLO PATTON T, 1980, MAINTAINABILITY MAIN SUTTON DH, 1994, TECHNOLOGY RURAL LIV THEOCHARIDES S, 1991, INTEGRATED STRATEGIE TRINDATE SG, 1988, SCI TECHNOLOGY POLIC WILKINSON J, 1972, COMPLETE BOOK COOKIN WILLIAMS RO, 1976, MISS WILLIAMS COOKER 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 NOV PY 2001 VL 21 IS 11 BP 747 EP 755 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 476DC UT ISI:000171210100004 ER PT J AU Stock, GN McDermott, CM TI Organizational and strategic predictors of manufacturing technology implementation success: an exploratory study SO TECHNOVATION LA English DT Article DE manufacturing technology; implementation; organizational culture; operations strategy; empirical ID PRODUCT DEVELOPMENT; INNOVATION; PERSPECTIVE; PERFORMANCE; MANAGEMENT; CULTURE; FIRMS AB In this study, we empirically investigate how organizational and strategic variables are related to success in technology implementation. Organizational culture, operations strategy, and the outcomes associated with manufacturing technology implementation are assessed from data collected from a sample of manufacturing plants across a wide range of industries. We then analyze the relationships between these variables using multiple regression analysis. Our findings indicate that both culture and strategy variables are significantly related to technology implementation, but the relationships are dissimilar for different types of implementation outcomes. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 No Illinois Univ, Coll Business, Dept Operat Managment & Informat Syst, De Kalb, IL 60115 USA. RP Stock, GN, No Illinois Univ, Coll Business, Dept Operat Managment & Informat Syst, De Kalb, IL 60115 USA. CR ABERNATHY WJ, 1985, RES POLICY, V14, P3 ADAM EE, 1989, J MANAGE, V15, P181 ANDERSON JC, 1989, J OPERATIONS MANAGEM, V8, P133 ATUAHENEGIMA K, 1992, J PROD INNOVAT MANAG, V9, P156 BATES KA, 1995, MANAGE SCI, V41, P1565 BOYER KK, 1997, J OPERATIONS MANAGEM, V15, P331 BOYER KK, 1998, INT J OPER PROD MAN, V18, P356 BOYNTON AC, 1994, MIS QUART, V18, P299 CAGLIANO R, 2000, J OPER MANAG, V18, P169 CLIFT TB, 1999, J BUS RES, V45, P187 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DENISON DR, 1991, RES ORG CHANGE DEV, V5, P1 DENISON DR, 1995, ORGAN SCI, V6, P204 DEPIETRO RA, 1987, IEEE T ENG MANAGE, V34, P4 DUNTEMAN GH, 1989, SAGE U PAPER SERIES GALBRAITH CS, 1990, CALIF MANAGE REV, V32, P56 GOLDHAR JD, 1991, INT J TECHNOLOGY MAN GOODMAN PS, 1991, J ENG TECHNOL MANAGE, V8, P261 GREEN SG, 1995, IEEE T ENG MANAGE, V42, P203 HAYES RH, 1984, RESTORING OUR COMPET HILL TJ, 1994, MANUFACTURING STRATE HOFSTEDE G, 1980, CULTURES CONSEQUENCE JAIKUMAR R, 1986, HARVARD BUS REV, V64, P69 KAISER HF, 1960, EDUCATIONAL PSYCHOLO, V20, P141 KIM Y, 1993, J OPERATIONS MANAGEM, V11, P3 KLASSEN RD, 1999, ACAD MANAGE J, V42, P599 LEONARDBARTON D, 1993, ACAD MANAGE J, V36, P1125 LEONG GK, 1990, OMEGA-INT J MANAGE S, V18, P109 MACPHERSON A, 1997, R&D MANAGE, V27, P127 MCDONOUGH EF, 1992, J PROD INNOVAT MANAG, V9, P44 MILLER JG, 1984, 1984 N AM MANUFACTUR MOORMAN C, 1999, J MARKETING RES, V36, P239 NUNNALLY JC, 1967, PSYCHOMETRIC THEORY QUINN RE, 1981, PUBLIC PRODUCTIVITY, V5, P122 QUINN RE, 1983, MANAGE SCI, V29, P363 QUINN RE, 1988, RATIONAL MANAGEMENT QUINN RE, 1991, RES ORG CHANGE DEV, V5, P115 RAMAMURTHY K, 1995, IEEE T ENG MANAGE, V42, P50 RAMASESH RV, 1993, OMEGA-INT J MANAGE S, V21, P289 ROBERTS EB, 1985, SLOAN MANAGE REV, V26, P3 SAMBASIVARAO KV, 1995, INT J OPER PROD MAN, V15, P43 SCHEIN EH, 1985, ORG CULTURE LEADERSH SMALL MH, 1997, J OPERATIONS MANAGEM, V15, P349 STEVENS J, 1992, APPL MULTIVARIATE ST STOCK GN, 2001, IN PRESS J HIGH TECH TYRE MJ, 1991, TECHNOL REV, V94, P58 VICKERY SK, 1993, DECISION SCI, V24, P435 VOSS CA, 1986, INT J OPER PROD MAN, V6, P4 ZAIRI M, 1992, INT J OPER PROD MAN, V12, P34 ZAMMUTO RF, 1992, ACAD MANAGE REV, V17, P701 NR 50 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 2001 VL 21 IS 10 BP 625 EP 636 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 470HQ UT ISI:000170865600001 ER PT J AU Watanabe, C Matsumoto, K Griffy-Brown, C TI Development and diffusion trajectory of innovative products in the light of institutional maturity - a comparative empirical analysis of the laser beam printer and optical cards SO TECHNOVATION LA English DT Article DE trajectory of innovation; institutional maturity; LBP; optical cards AB This work examines the development of the laser beam printer (LBP) and optical cards in the context of institutional maturity. A comparative analysis of the development of their respective diffusion trajectories was undertaken. The LBP developed along a successful trajectory coincident with optimal institutional maturity. However, the optical cards were developed in a trajectory which did not coincide with institutional maturity. This work demonstrates that the reason one case was successful and the other failed was a misinterpretation of institutional maturity in the target market for optical cards-the medical and welfare market. This marketplace and its related institutions differ from the consumer goods market because it is conservative and reluctant to accept technological innovation. (C) 2001 Elsevier Science 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. CR 1992, NIKKEI SANGYO S 0824 1995, NIKKAN KOGYO SH 1023 1997, NIHON KEIZAI SH 1103 1999, NIHON KEIZAI SH 0822 2000, NIHON KEIZAI SH 0409 *CAN INC, 1987, CAN STOR 50 CAN STOR *CAN INC, 1987, CAN STOR 50 YEARS TE *CAN INC, 1999, CAN STOR 1999 2000 *JAP ASS HEALTHC I, 1995, OPT CARD SYST MAN *JAP OPT CARD MED, 1990, COLL PAP JAP OPT CAR *OPT IND PROM ASS, 1990, FDN RES STAND OPT HA BARZEL Y, 1968, REV ECON STAT, V50, P348 HAMMEL G, 1995, CORE COMPETENCE MANA HARAKAZU K, 1994, FIELDWORK BIRTH CYCL, P19 HINOHARA S, 1991, APPL OPTICAL CARDS F, P25 HIRAYAMA K, 1993, O PLUS E, V10, P5 HORIGUCHI M, 1998, ROLE PHARM ALLIANCE, P28 HORIGUCHI M, 1999, PRESENT SITUATION ST, P21 ITAMI H, 1987, MOBILIZING INVISIBLE KAKU R, 1986, BUS REV, V34, P75 KAKU R, 1997, JAPANS CRISIS KNIGHT J, 1992, I SOCIAL CONFLICT MATSUMOTO K, 1991, MEAS CONTROL, V30, P989 MILNER HV, 1997, INTERESTS I INFORMAT MINOURA K, 1996, KOGAKU, V25, P20 NORTH D, 1990, I I CHANGE EC PERFOR NORTH DC, 1994, AM ECON REV, V84, P359 ORIHATA M, 1997, NEW JAPANESE MANAGEM ORIHATA M, 1998, PRODUCT INNOVATION D ORIHATA M, 2000, TECHNOVATION, V20, P11 ROGERS EM, 1983, DIFFUSION INNOVATION SAWAI H, 1992, HLTH MANAGEMENT OPTI, P27 SHIMBUN D, 1989, CANON MAKES FULL FLE TAKEZAWA S, 1991, OPTICAL CARD SYSTEMS, P27 TOLLEY GS, 1985, EC R D POLICY UMIEDA H, 1991, OPTICAL CARDS PRESEN, P13 VANDUIJIN IJ, 1983, LONG WAVE EC LIFE WATANABE C, 1998, THEORY TECHNO EC YAMANOUCHI A, 1991, CANONS MANAGEMENT RE YAMANOUCHI A, 1996, TECHNOMARKETING STRA YONEYAMA S, 1996, INNOVATION ABILITY S 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 2001 VL 21 IS 10 BP 637 EP 647 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 470HQ UT ISI:000170865600002 ER PT J AU Chen, XD Fu, LS TI IT adoption in manufacturing industries: differences by company size and industrial sectors - the case of Chinese mechanical industries SO TECHNOVATION LA English DT Article DE IT adoption; manufacturing industries; China ID DEVELOPING-COUNTRIES; TECHNOLOGY; INDIA AB This paper deals with IT adoption in manufacturing industries. Based on the ACK model and Daghfous and White's model of the technical innovation process, this paper provides a revised model to specifically describe the IT adoption process in manufacturing fields in terms of market and production technology change. By applying the model to the Chinese mechanical industry covering 10 major sub-sectors of different sizes and with different market natures, the paper concludes that combined information of firm size and market nature can be an important indicator of the IT adoption pattern. Moreover, IT adoption in Chinese mechanical industries proves to be influenced primarily by sector characters, in which innovative capacity is more important for firms in downstream sectors, while investment capital power is more important for firms in upper-stream sectors. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Beijing Univ Aeronaut & Astronaut, Sch Management, Dept Int Trade & Finance, Beijing 100083, Peoples R China. RP Chen, XD, Beijing Univ Aeronaut & Astronaut, Sch Management, Dept Int Trade & Finance, Beijing 100083, Peoples R China. CR ABERNATHY WJ, 1975, MIT TECHNOLOGY REV, V80 ABERNATHY WJ, 1983, IND RENAISSANCE PROD AYRES, 1991, COMPUTER INTEGRATED, V1 CARLSSON B, 1996, SMALL BUSINESS MODER, P63 COHEN WM, 1995, HDB EC INNOVATION TE, P182 DAGHFOUS A, 1994, RES POLICY, V23 DUTTA S, 1999, EUROPEAN MANAGEMENT, V17 GRIFFYBROWN C, 1999, INT J TECHNOLOGY MAN, V17 GROOVE MP, 1980, AUTOMATION PRODUCTIO KATRAK H, 1997, J DEV ECON, V53, P67 KATRAK H, 1997, WORLD DEV, V25, P1541 KEEN, 1993, IBM SYSTEMS J, V32 LAL K, 1996, INFORMATION EC POLIC, V8 LAL K, 1999, RES POLICY, V28, P667 LOVEMAN GW, 1990, REEMERGENCE SMALL EN NELSON RR, 1982, EVOLUTIONARY THEORY NEVIS EC, 1995, SLOAN MANAGE REV, V36, P73 POWELL C, 1997, STRATEGIC MANAGEMENT, V18 SINKULA JM, 1994, J MARKETING, V58, P35 SLATER SF, 1995, J MARKETING, V59, P63 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 OCT PY 2001 VL 21 IS 10 BP 649 EP 660 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 470HQ UT ISI:000170865600003 ER PT J AU Carmeli, A TI High- and low-performance firms: do they have different profiles of perceived core intangible resources and business environment? SO TECHNOVATION LA English DT Article DE resource-based view; strategic analysis technique; intangible resources; sustainable competitive advantage ID SUSTAINABLE COMPETITIVE ADVANTAGE; STRATEGIC ANALYSIS; CAPABILITIES; TYPOLOGY; ASSETS; VIEW AB Drawing on the resource-based view of the firm, this study took as its major goal the detection of what makes the difference between high- and low-performance firms. To this end, the profiles of core intangible resources of high- and low-performance public firms were explored, Another goal was to discover the firms perceptions of their business environment, and how these differed between the two types of firm. The study used an improved ranking method as a good platform from which to examine empirically the profile of core resources. By doing that, it claims to move towards "attempts to quantify empirically the nature and effects of resource-based constructs offer a fruitful avenue for future research" J. Management 25 (1999) 456. The results support the insight of a resource differential between high- and low-performance firms. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Univ Haifa, Dept Human Serv, IL-31905 Haifa, Israel. RP Carmeli, A, Univ Haifa, Dept Human Serv, IL-31905 Haifa, Israel. CR AAKER DA, 1989, CALIF MANAGE REV, V31, P91 ALDRICH HE, 1979, ORG ENV AMIT R, 1993, STRATEGIC MANAGE J, V14, P33 ANDREWS KR, 1971, CONCEPT CORPORATE ST ANSOFF HI, 1965, CORPORATE STRATEGY A BAILEY KD, 1994, SOCIAL ENTROPY THEOR BARNEY J, 1991, J MANAGE, V17, P99 BARNEY J, 1995, ACAD MANAGEMENT EXEC, V9, P49 BARNEY JB, 1986, ACAD MANAGE REV, V11, P656 BARNEY JB, 1997, GAINING SUSTAINING C BARTMESS A, 1993, CALIF MANAGE REV, V35, P78 BOURGEOIS LJ, 1980, ACAD MANAGE REV, V5, P25 BOURGEOIS LJ, 1980, STRATEGIC MANAGEMENT, V1, P227 BURNS T, 1979, MANAGEMENT INNOVATIO CANALS J, 2000, MANAGING CORPORATE G CASTANIAS RP, 1991, J MANAGE, V17, P155 CHATTERJEE S, 1991, STRATEGIC MANAGE J, V12, P33 COLLIS DJ, 1995, HARVARD BUSINESS JUL, P118 COLLIS DJ, 1998, CORPORATE STRATEGY R CONNER KR, 1991, J MANAGE, V17, P121 COYNE KP, 1986, BUSINESS HORIZON JAN, P54 DESS GG, 1984, ADMIN SCI QUART, V29, P52 DIERICKX I, 1989, MANAGE SCI, V35, P1504 FERNANDEZ E, 2000, TECHNOVATION, V20, P81 GRANT RM, 1991, CALIF MANAGE REV, V33, P114 HALL R, 1992, STRATEGIC MANAGE J, V13, P135 HALL R, 1993, STRATEGIC MANAGE J, V14, P607 HANNAN MT, 1989, ORG ECOLOGY HITT MA, 1985, STRATEGIC MANAGE J, V6, P273 HOFER CW, 1978, STRATEGY FORMULATION HOSKISSON RE, 1999, J MANAGE, V25, P417 ITAMI H, 1987, MOBILIZING INVISIBLE KATZ D, 1978, SOCIAL PSYCHOL ORG LAWRENCE PR, 1967, ORG ENV MANAGING DIF LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 MILES RE, 1994, FIT FAILURE HALL FAM PENROSE ET, 1959, THEORY GROWTH FIRM PETERAF MA, 1993, STRATEGIC MANAGE J, V14, P179 PFEFFER J, 1978, EXTERNAL CONTROL ORG PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1991, STRATEGIC MANAGE J, V12, P95 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 REED R, 1990, ACAD MANAGE REV, V15, P88 ROUSSEAU F, 1999, CRYPTOGAMIE ALGOL, V20, P5 SCOTT WR, 1992, ORG RATIONAL NATURAL SELZNICK P, 1957, LEADERSHIP ADM SOCIO STALK G, 1992, HARVARD BUSINESS MAR, P57 WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 ZAHRA SA, 1990, J MANAGE, V16, P751 NR 49 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 2001 VL 21 IS 10 BP 661 EP 671 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 470HQ UT ISI:000170865600004 ER PT J AU Szanto, B TI The paradigm of globalism SO TECHNOVATION LA English DT Article DE development; innovation; system AB To bring globalisation, broadly experienced nowadays, to the light of a phenomenological examination, we ought to assume that what we are facing is neither a historical accomplishment nor a kind of global criminal assault. Globalisation as a phenomenon is objectified by the developing human being. This means that in this essay the characteristics and the laws of the process of globalisation are to be derived from the phenomenon of the socio-technical development. The realisation of functional results on a global level and the growing number of globe-size technologies indicate a new paradigm of cognitive activity, an endeavour of innovative intelligence to reach an even higher level of development. On the other hand, the recent trend of socio-technical development, as well as static and dynamic features of the paradigm of globalism, suggests the danger of the crises we may face soon due to the inherent antagonistic contradictions of human development. The phenomenon of globalisation is evidence of the fact that the global functional range of human action has reached a kind of natural barrier, and the error percentage we have been piling up is likely to reach its critical point too. It seems that without a thorough investigation of such Omega-Point phenomena and without the conclusions we ought to arrive at we can hardly understand what the new thing that is bound to start with it is and whether or not we can have any influence on this process. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Budapest Univ Technol & Econ, Acad R&D Res Unit, H-1111 Budapest, Hungary. RP Szanto, B, Budapest Univ Technol & Econ, Acad R&D Res Unit, Muegyetem Rkp 9,St Ep 15, H-1111 Budapest, Hungary. CR ANOHIN PK, 1978, IZBRANNYE TRUDY ANOHIN PK, 1979, IZBRANNYE TRUDY SIST ANOHIN PK, 1980, UZLOVYE VOPROSY TEOR ARISTOTELES, 1992, PHYSICA DECHARDIN PT, 1980, UT OMEGA FELE FREEMAN C, 1992, GLOBALSATION TECHNOL GARELLI S, 1995, COMPETITIVE ENTERPRI, P6 GONZALES F, 1998, INT C 17 18 JUN 1998 GROYS B, 1993, UTOPIIA OBMEN NIETZSCHE F, 1967, JENSEIT GUT BOSE OMFBMOSONINE FJ, 1997, INNOVACIO NEVTELEN H SZANTO B, 1985, INNOVACIO GAZDASAG F SZANTO B, 1990, TEREMTO TECHNOLOGIA SZANTO B, 1995, TUDOMANYOS MUNKASSAG SZANTO B, 1998, SYST RES BEHAV SCI, V15, P297 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 OCT PY 2001 VL 21 IS 10 BP 673 EP 687 PG 15 SC Engineering, Industrial; Operations Research & Management Science GA 470HQ UT ISI:000170865600005 ER PT J AU Smalheiser, NR TI Predicting emerging technologies with the aid of text-based data mining: the micro approach SO TECHNOVATION LA English DT Article DE informatics; information retrieval; arrowsmith; forecasting; prediction ID MEDIATED GENE-TRANSFER; IN-VITRO; CELLS; EXPRESSION; DELIVERY; RECEPTOR; LUNG AB Text data mining should be useful for anticipating new technologies and new uses for existing technologies, insofar as one can attempt to connect complementary pieces of information across two different domains, or subsets, of the scientific literature. The present study attempted to predict genetic engineering technologies that may impact on viral warfare in the future. The analysis was carried out using a combination of conventional Medline searches and the package of advanced informatics techniques known collectively as Arrowsmith. The findings strongly indicate that genetic packaging technologies such as DEAE-dextran, cationic liposomes and cyclodextrins are plausible candidates to enhance infections caused by viruses delivered via an aerosol route despite the fact that no studies have yet been reported that have examined this issue directly, and certainly not in the contexts of viral disease or viral warfare. The critical factor was the overall strategy of approaching the problem: first, to define two specific fields explicitly (in this case, genetic engineering and viral warfare) that are hypothesized to contain complementary information; second, to identify common factors that bridge the two disciplines (i.e. research on viruses); and third, to progressively shape the query once initial findings are obtained. Thus, in contrast to some current perceptions, the process of text data mining is neither automatic nor is it restricted to those who have access to macro analyses using customized computer systems. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Univ Illinois, Dept Psychiat, Chicago, IL 60612 USA. RP Smalheiser, NR, Univ Illinois, Dept Psychiat, MC912,1601 W Taylor St, Chicago, IL 60612 USA. CR ARCASOY SM, 1997, GENE THER, V4, P32 BARROWCLIFFE MP, 1990, J APPL PHYSIOL, V68, P341 BASS DM, 1992, J CLIN INVEST, V90, P2313 CHILLON M, 1998, GENE THER, V5, P995 COLOSIMO A, 2000, BIOTECHNIQUES, V29, P314 CROYLE MA, 1998, PHARMACEUT RES, V15, P1348 DEJONG JC, 1974, APPL MICROBIOL, V27, P59 FAYYAD U, 1999, COMMUN ACM, V39 GONZALEZ H, 1999, BIOCONJUGATE CHEM, V10, P1068 HEARST MA, 1999, P ACL 99 37 ANN M AS INNES CL, 1990, J VIROL, V64, P957 KAPLAN JM, 1998, HUM GENE THER, V9, P1469 KOSTOFF RN, 1999, TECHNOVATION, V19, P593 MILLQVISTFUREBY A, 1999, INT J PHARM, V188, P243 QIU CB, 1998, HUM GENE THER, V9, P507 SMALHEISER NR, 1998, ARCH GEN PSYCHIAT, V55, P752 SMALHEISER NR, 1998, COMPUT METH PROG BIO, V57, P149 SWANSON DR, 1997, ARTIF INTELL, V91, P183 YONEMITSU Y, 1997, GENE THER, V4, P631 ZSENGELLER ZK, 1997, HUM GENE THER, V8, P935 NR 20 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 2001 VL 21 IS 10 BP 689 EP 693 PG 5 SC Engineering, Industrial; Operations Research & Management Science GA 470HQ UT ISI:000170865600006 ER PT J AU Ojewale, BA Ilori, MO Oyebisi, TO Akinwumi, IO TI Industry-academic relation: utilization of idle capacities in polytechnics, universities and research organizations by entrepreneurs in Nigeria SO TECHNOVATION LA English DT Article DE industry; academics; utilization; idle capacities ID TECHNOLOGY AB In this study, an attempt has been made to evaluate the awareness and willingness of entrepreneurs to utilize the idle service and manufacturing capacities in selected educational institutions and research organizations in Nigeria by using questionnaire and interview techniques. The level of entrepreneurs' awareness of the idle capacities in higher institutions and research institutes was found to be high among the age range 30-49 years. Many entrepreneurs, especially owners of small and medium-sized firms, showed interest in utilizing the existing facilities. Entrepreneurs were found to have more consultancy linkages with higher institutions than research linkages, and the majority (47.62%) had no linkage with higher institutions/research institutes. Both entrepreneurs and research institutes generally agreed to the strategies of publicity, investment through co-operatives, joint ventures and profit-sharing proposed to enhance effective utilization of the idle capacities. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Obafemi Awolowo Univ, Technol Planning & Dev Unit, Ife, Nigeria. RP Oyebisi, TO, Obafemi Awolowo Univ, Technol Planning & Dev Unit, Ife, Nigeria. CR ADENIYI AA, 1997, THESIS OBAFEMI AWOLO ADUBIFA A, 1990, TECHNOLOGY POLICY NI ALALI S, 1992, TECHNOVATION, V12, P459 BARON J, 1992, TECHNOVATION, V12, P323 ETZKOWITZ H, 1997, SCI PUBL POLICY, V24, P2 JONES ADW, 1985, SCI PARKS INNOVATION, P32 LEYDESDORFF L, 1996, SCI PUBL POLICY, V23, P279 MIAN SA, 1994, TECHNOVATION, V14, P515 MONCK CSP, 1988, SCI PARKS GROWTH HIG OYEBISI TO, 1996, TECHNOVATION, V16, P203 REITAN B, 1997, TECHNOVATION, V17, P287 SWIERCZEK FW, 1992, TECHNOVATION, V12, P521 VEDOVELLO C, 1997, TECHNOVATION, V17, P491 VESPER K, 1997, TECHNOVATION, V17, P349 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 OCT PY 2001 VL 21 IS 10 BP 695 EP 704 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 470HQ UT ISI:000170865600007 ER PT J AU Amesse, F Dragoste, L Nollet, J Ponce, S TI Issues on partnering: evidences from subcontracting in aeronautics SO TECHNOVATION LA English DT Article DE subcontracting; technology transfer; partnering; aeronautics AB This article presents the findings of exploratory research on technology transfer and subcontracting in aeronautics. The purpose of this research is to explore the impact that the type of subcontracting agreement (otherwise partnering characteristics) could have on the level of technology transfer occurring between a main contractor and its subcontractors. The scope and the nature of technology flows taking place through equipment acquisition or know-how and the complexities arising from the way the subcontracting relationships are managed are considered. The aeronautical industry was selected because it is technology-intensive and presents technology transfers. In our sample we observe that: (1) the main contractor and its subcontractors do not necessarily develop the same perceptions of their subcontracting agreements; (2) the technology transfer flows are mainly unidirectional, going from the main contractor to its subcontractors; and (3) partnering seems to be an idealized condition rather than a reality. The managerial implications of our findings are discussed. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Ecole Hautes Etud Commerciales, Montreal, PQ H3T 2A7, Canada. RP Amesse, F, Ecole Hautes Etud Commerciales, 3000 Chemin Cote St Catherine, Montreal, PQ H3T 2A7, Canada. CR *BETA, 1980, EFF EC IND CONTR ASE *BETA, 1988, ET EFF EC DEP SPAT E, V1 *BETA, 1988, ET EFF EC DEP SPAT E, V2 *UNIDO, 1975, SOUS TRAITANCE MODER AMESSE F, 1989, EFFETS EC INDIRECTS ARGYRIS C, 1991, HARVARD BUS REV, V69, P99 AXELSSON B, 1987, IND TECHNOLOGICAL DE, P128 BARREYRE PY, 1968, IMPARTITOIN POLITIQU BERTHOMIEU C, 1980, REV INT TRAVAIL, V119, P341 BERTHOMIEU C, 1983, STRUCTURE IND SOUS T BYLEOTTENHEIM J, 1973, SOUS TRAITANCE, CH4 CHAILLOU B, 1977, REV ECON, V28, P265 DRAGOSTE L, 1997, THESIS ECOLE HAUTES DYER JH, 1998, CALIF MANAGE REV, V40, P57 FITZGERALD KR, 1997, PURCHASING 1009, P68 FORD D, 1986, IND MARKETING PURCHA, V1, P26 GARCIA A, 1996, TECHNOVATION, V10, P469 GRAMMOND S, 1997, AFFAIES, V500, P15 GUPTA AK, 1985, J PROD INNOVAT MANAG, V2, P12 JAVIDAN M, 1998, LONG RANGE PLANN, V31, P60 KAMATH RR, 1990, J ENG TECHNOL MANAGE, V7, P111 LAMBERT D, 1989, 8907 CETAI EC HAUT E LAMBERT G, 1993, REV FRANCAISE GE JUN, P49 LEFEBVRE E, 1993, SOUSTRAITANCE COMPET LEFEBVRE E, 1999, TECHNOVATION, V18, P223 LEONARDBARTON D, 1995, TECHNOLOGY MANAGEMEN, P239 MANZAGOL C, 1990, SOUS TRAITANCE IND N MARTIN Y, 1992, 9204 CETAI EC HAUT E MAXWELL JA, 1996, APPL SOCIAL RES METH, V41 PATRY M, 1994, FAIRE FAIRE FAIRE PE PRAHALAD CK, 1993, RES TECHNOLOGY M NOV, P40 SENIK DP, 1992, CONSEIL SCI TECH MAY, P75 SMALTZER LR, 1997, INT J PURCHASING WIN, P40 SOUDER WE, 1989, RES TECH MANAGE OCT, P38 TIDD J, 1997, MANAGING INNOVATION, P204 VALENTIN G, 1979, CONTRATS SOUS TRAITA, P8 WATANABE S, 1978, SOUS TRAITANCE INT U, P251 ZAMPETTI S, 1973, PROBLEMES EC, P18 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 2001 VL 21 IS 9 BP 559 EP 569 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 462KU UT ISI:000170419900002 ER PT J AU Marinova, D TI Eastern European patenting activities in the USA SO TECHNOVATION LA English DT Article DE patents; Eastern Europe ID INDUSTRY; INNOVATION; TECHNOLOGY; BIOTECHNOLOGY; PERFORMANCE; STRATEGIES; STATISTICS; INDICATORS; PROTECTION AB The patenting activities of the former centrally planned economies in the US between 1976 and 1999 are examined. The technological performance of Eastern Europe is assessed and compared with that of the OECD countries. A sharp decline is observed as a consequence of the economic changes undergone by these countries in recent years. The study reveals some common technological strengths, such as in the areas of petroleum, coal, chemicals and other related products, and country-specific advantages, such as in mining in the former USSR, Poland and Bulgaria, textiles, clothing, footwear and leather in the former Czechoslovakia, printing, publishing and recorded media in the former East Germany, health in the former Yugoslavia, energy in Romania and design in Slovenia. Recommendations are made for the future use of foreign patents. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Murdoch Univ, Inst Sustainabil & Technol Policy, Perth, WA 6150, Australia. RP Marinova, D, Murdoch Univ, Inst Sustainabil & Technol Policy, Perth, WA 6150, Australia. CR ACS ZJ, 1989, KYKLOS, V42, P171 ARCHIBUGI D, 1992, SCI PUBL POLICY, V19, P357 ARCHIBUGI D, 1996, TECHNOVATION, V16, P451 ARORA A, 1997, RES POLICY, V26, P391 ARUNDEL A, 1998, RES POLICY, V27, P127 CINCERA M, 1997, J APPL ECONOM, V12, P265 COURTIAL JP, 1995, INT J TECHNOL MANAGE, V10, P31 ERNST H, 1995, TECHNOVATION, V15, P225 ERNST H, 1997, SMALL BUS ECON, V9, P361 ERNST H, 1998, RES POLICY, V27, P1 FESHBACH M, 1992, ECOCIDE USSR GINARTE JC, 1997, RES POLICY, V26, P283 GRILICHES Z, 1990, J ECON LIT, V28, P1661 GRILICHES Z, 1991, EC INNOVATION NEW TE, V1, P183 JACOBSSON S, 1996, RES POLICY, V25, P573 JOLY PB, 1996, RES POLICY, V25, P1027 KORTUM S, 1999, RES POLICY, V28, P1 LIU SJ, 1997, INT J TECHNOL MANAGE, V13, P661 MANSFIELD E, 1986, MANAGE SCI, V32, P173 MARINOVA D, 1995, LOCAL MATTERS PERSPE, P148 MAZZOLENI R, 1998, RES POLICY, V27, P273 MENSHIKOV S, 1990, CATASTROPHE CATHARSI MURASHIGE KH, 1997, INT J TECHNOL MANAGE, V14, P471 PACI R, 1997, TECHNOVATION, V17, P25 PAVITT K, 1988, HDB QUANTITATIVE STU, P509 PAVITT K, 1997, TECHNOLOGY TRANSITIO, P43 RUBENSTEIN D, 1998, IND WEEK, V247, P52 SCLOVE RE, 1995, DEMOCRACY TECHNOLOGY SOETE L, 1987, OUTPUT MEASUREMENT S STEVENS GA, 1997, RES TECHNOL MANAGE, V40, P16 TONG XS, 1994, RES POLICY, V23, P133 VANDIJK T, 1998, RES POLICY, V27, P937 WALLMARK JT, 1997, TECHNOVATION, V17, P127 NR 33 TC 6 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 2001 VL 21 IS 9 BP 571 EP 584 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 462KU UT ISI:000170419900003 ER PT J AU Petroni, G Verbano, C TI The evolution of industrial research in Italy: characteristics and perspectives SO TECHNOVATION LA English DT Article DE R&D evolution; R&D management; Italian industrial research ID RESEARCH-AND-DEVELOPMENT; MANAGEMENT AB The main purpose of this study is to investigate and understand the evolutionary characteristics of industrial research in Italy in recent years. There is a vast amount of literature which discusses factors and areas of change in industrial research, based on empirical analysis conducted in the most industrialized countries. Nevertheless, to date, there are no empirical studies to evaluate the recent changes which have occurred in the specific Italian context. Using a sample of 80 Italian companies, this work aims to investigate the elements which have characterized the evolution of R&D in recent years; finally, the main changes in term of programmes, content, organization and management can be derived. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Univ Studi Repubbl San Marino, Dipartimento Econ & Tecnol, Montegiardino 47898, San Marino. RP Verbano, C, Univ Padua, Dipartimento Innovaz Meccan & Gestionale, Via Venezia 1, I-35131 Padua, Italy. CR *AIRI, 2000, ATT CONV AIRI 28 01 *EUR COMM, 1995, GREEN PAP INN *IDD, 1997, HUM SID MAN TECHN IN *OECD, 1997, SCI TECHN IND SCOR I COOMBS R, 1996, R&D MANAGE, V26, P345 COOPER RG, 1994, J PROD INNOVAT MANAG, V11, P3 DIFIORE A, 1998, RICERCA SVILUPPO IND FABBRIS L, 1997, STAT MULTIVARIATA GIGET M, 1997, INT J TECHNOL MANAGE, V14, P613 GUPTA AK, 1996, J PROD INNOVAT MANAG, V13, P497 LITTLE AD, 1997, PRIORITY ISSUES TECH PETRONI G, 1997, CULTURA TECNOLOGICA PETRONI G, 2000, SMALL BUSINESS PRAHALAD CK, 1998, RES TECHNOLOGY M MAY, P14 PRAHALAD K, 1990, HARVARD BUSINESS MAY, P79 ROGERS DMA, 1996, RES TECHNOLOGY M JUL, P33 ROTHSTEIN J, 1992, HASTINGS CENT REP, V22, P3 ROUSSEL P, 1991, 3 GENERATION R D MAN WOOD R, 1998, RES TECHNOLOGY M JAN, P16 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 SEP PY 2001 VL 21 IS 9 BP 585 EP 594 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 462KU UT ISI:000170419900004 ER PT J AU Henriksen, LB TI Knowledge management and engineering practices: the case of knowledge management, problem solving and engineering practices SO TECHNOVATION LA English DT Article DE knowledge management; engineering practices; problem solving AB Recent debates on knowledge management, competence strategy and the like have made knowledge a pivotal concept in studies of management of technology. It is rather trivial to argue that engineers need to know in order to function as engineers. But how does knowledge work in engineering practices? The Knowledge Project was an attempt to get closer to the everyday life of engineers and to find ways of making engineer's search for knowledge more efficient. The major results from The Knowledge Project are described in this article. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Univ Aalborg, Ctr Ind Prod, DK-9220 Aalborg, Denmark. RP Henriksen, LB, Univ Aalborg, Ctr Ind Prod, Fibigerstr 16, DK-9220 Aalborg, Denmark. CR ARBNOR I, 1997, METHODOLOGY CREATING NORREKLIT H, 1991, VIRKSOMHEDENS PROBLE NORREKLIT L, 1978, PROBLEMORIENTERET FO NORREKLIT L, 1987, AKTORSMETODEN INDFOR NR 4 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 2001 VL 21 IS 9 BP 595 EP 603 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 462KU UT ISI:000170419900005 ER PT J AU Vertova, G TI National technological specialisation and the highest technological opportunities historically SO TECHNOVATION LA English DT Article DE technological paradigms; national systems of innovation; advanced countries; patents ID R-AND-D; INNOVATIVE ACTIVITIES; PATENT STATISTICS; TECHNICAL CHANGE; PERSPECTIVE; INDICATORS; PATTERNS AB Following the New Institutional Economic approach, which states that shift in technological opportunities along particular trajectories is governed by paradigms or regimes, the paper investigates the prevailing technological opportunities in the last 100 years and the technological performance of some advanced countries. The statistical work of this paper identifies the countries specialised in the highest technological opportunities and attempts to give an explanation by referring to the institutional set-up of the economy. Only the country with a proper national system of innovation is likely to specialise in the highest technological opportunities. By contrast, countries with a miss-match between the institutional set-up of the economy and the prevailing technological paradigm are more likely to remain locked into inferior technological paths. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Univ Bergamo, Dept Econ, I-24129 Bergamo, Italy. RP Vertova, G, Univ Bergamo, Dept Econ, Piazza Rosate 2, I-24129 Bergamo, Italy. CR ACS ZJ, 1989, KYKLOS, V42, P171 AMENDOLA G, 1998, TRADE GROWTH TECHNIC ARCHIBUGI D, 1992, SCI PUBL POLICY, V19, P357 ARCHIBUGI D, 1992, TECHNOLOGICAL SPECIA BASBERG BL, 1987, RES POLICY, V16, P131 BLUMENTHAL T, 1976, J DEV ECON, V3, P245 CANTWELL JA, 1989, TECHNOLOGICAL INNOVA CANTWELL JA, 1991, FOREIGN INVESTMENT T CANTWELL JA, 1991, NEW PERSPECTIVE LATE CANTWELL JA, 1992, JAPANS GROWING TECHN CANTWELL JA, 1993, 271 U READ CHANDLER AD, 1990, SCALE SCOPE DYNAMICS DALUM B, 1992, NATL SYSTEMS INNOVAT DOSI G, 1982, RES POLICY, V11, P147 DOSI G, 1988, TECHNICAL CHANGE EC EDQUIST C, 1997, SYSTEMS INNOVATION T FRANSMAN M, 1995, JAPANS COMPUTER COMM FREEMAN C, 1982, EC IND INNOVATION FREEMAN C, 1987, TECHNOLOGY POLICY EC FREEMAN C, 1988, TECHNICAL CHANGE EC FREEMAN C, 1995, CAMBRIDGE J ECON, V19, P5 GRILICHES Z, 1990, J ECON LIT, V28, P1661 HENDERSON W, 1975, RISE GERMAN IND POWE JOHNSON B, 1992, NATL SYSTEMS INNOVAT KECK O, 1993, NATL INNOVATION SYST KUNIO Y, 1994, JAPANESE EC DEV LANDAU R, 1992, TECHNOLOGY WEALTH NA LIEBENAU J, 1984, BUS HIST, V26, P329 LUNDVALL BA, 1988, TECHNICAL CHANGE EC LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT MANSFIELD E, 1986, MANAGE SCI, V32, P173 MOWERY DC, 1989, TECHNOLOGY PURSUIT E NELSON R, 1982, EVOLUTIONARY THEORY NELSON R, 1992, TECHNOLOGY WEALTH NA NELSON R, 1993, NATL INNOVATION SYST NELSON RR, 1977, RES POLICY, V6, P36 ODAGIRI H, 1993, NATL INNOVATION SYST PATEL P, 1987, RES POLICY, V16, P59 PATEL P, 1989, NATL WESTM BANK Q R, P27 PATEL P, 1991, TECHNOLOGY FUTURE EU PAVITT K, 1982, RES POLICY, V11, P33 PAVITT K, 1984, RES POLICY, V13, P343 PAVITT K, 1985, SCIENTOMETRICS, V7, P77 PAVITT K, 1988, HDB QUANTITATIVE STU PAVITT K, 1991, RES POLICY, V20, P109 PORTER M, 1990, COMPETITIVE ADVANTAG ROSENBERG N, 1976, PERSPECTIVES TECHNOL SAHAL D, 1985, RES POLICY, V14, P61 SCHERER FM, 1983, INT J IND ORGAN, V1, P107 SCHMOOKLER J, 1966, INVENTION EC GROWTH SOETE L, 1987, RES POLICY, V16, P101 SOETE LG, 1983, SCIENTOMETRICS, V5, P31 VERTOVA G, 1997, ANN C EUR ASS EV POL VERTOVA G, 1998, TECHNOL ANAL STRATEG, V10, P437 VERTOVA G, 1998, THESIS U READING VERTOVA G, 1999, EC INNOVATION NEW TE, V8, P331 VONTUNZELMANN GN, 1995, TECHNOLOGY IND PROGR NR 57 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 2001 VL 21 IS 9 BP 605 EP 612 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 462KU UT ISI:000170419900006 ER PT J AU Ogwu, NE Taiwo, KA Ajibola, OO TI Assessment of household kitchen equipment: factors influencing its acquisition and its impact on food consumption in Osun State of Nigeria SO TECHNOVATION LA English DT Article DE household kitchen equipment; food preparation; food consumption pattern; socio-economic factors AB Women in Nigeria are faced with drudgery during food preparation. The acquisition of modern kitchen equipment (MKE) can help in reducing this problem. The study was carried out to investigate the factors influencing the acquisition of household kitchen equipment (KE). Data were collected from users in Ife Central and Ife East Local Government Areas of Osun State using questionnaires as well as interviews and observations. Quantitative analysis was undertaken using the SPSS computer package. The results showed that acquisition of MKE is influenced by socio-economic factors such as age, marital status, income, occupation, educational level and place of residence. The acquisition of MKE was higher among respondents in the age group 31-50 years. Monogamous families have more MIKE than polygamous homes. Acquisition of MKE is higher among respondents with tertiary and secondary education. More MKE is also acquired by respondents earning above N4,000.00. Respondents in urban areas possessed more MKE than those in rural areas. The study also revealed that the type of KE acquired affects the food consumption pattern of respondents. Respondents having high- and medium-class KE eat more protein foods and more regularly than others. The policy implications of the results both at domestic and national levels are discussed. (C) 2001 Published by Elsevier Science Ltd. C1 Obafemi Awolowo Univ, Technol Planning & Dev Unit, Ife, Nigeria. RP Taiwo, KA, Obafemi Awolowo Univ, Technol Planning & Dev Unit, Ife, Nigeria. CR *NIG ED RES DEV CO, 1990, HOM EC NIG SEC SCH *UN DEV PROGR, 1997, 300 BILL SUBS UNC EN, P31 ADEGBULUGBE AO, 1995, NATURAL RESOURCES FO, V19, P125 AKANBI F, 1988, HOME EC JUNIOR SECON AKUMADU T, 1995, PATTERNS ABUSE WOMEN, P1 EDWARDS CC, 1984, NIGERIAN FOOD J LAGO, V2, P30 INYANG I, 1987, AFRICA ENV, V5, P221 KOTSCHEVAR LH, 1977, FOOD SERVICE PLANNIN MAKANJUOLA GA, 1979, J FOOD SCI LAGOS, V32, P9 MEES J, 1984, FOOD TECHNOLOGY NOV, P104 NICOL M, 1953, HOME CRAFT HOME MAKI OLUSANYA JO, 1990, FOOD NUTR SENIOR SEC, P1 UKPORE G, 1988, COMPREHENSIVE ANAL Q WALCHER ND, 1976, FOOD MAN SOC WILKINSON J, 1974, COMPLETE BOOK COOKIN WILLIAMS RO, 1976, MISS WILLIAMS COOKER 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 SEP PY 2001 VL 21 IS 9 BP 613 EP 621 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 462KU UT ISI:000170419900007 ER PT J AU Brown, S TI Managing process technology - further empirical evidence from manufacturing plants SO TECHNOVATION LA English DT Article DE strategy; process technology; manufacturing ID ACCOUNTING RATES; FLEXIBILITY; PERFORMANCE; PERSPECTIVE; MANAGEMENT; SYSTEMS; RETURN AB Managing process and product technology is a profoundly difficult and uncertain task. The innovation process is firm-specific and, within large, multi-divisional firms, it is often divisional-specific, I,earning and know-how must be accumulated over time in order fur process technology to be applied successfully. Vast amounts of investment have taken place in firms and such investments have, often, provided little or no tangible benefits for the firm. This paper examines how various manufacturing plants manage process technology and the paper suggests that a number of key, organizational factors need to be in place prior to investment. The factors include the importance of the role and contribution of senior-level manufacturing personnel, as well as having plant-specific manufacturing strategies in place, which include process technology management as part of their scope and content. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Univ Bath, Sch Management, Ctr Technol & Innovat Management Grp, CENTAIM, Bath BA2 7AY, Avon, England. RP Brown, S, Univ Bath, Sch Management, Ctr Technol & Innovat Management Grp, CENTAIM, Claverton Down, Bath BA2 7AY, Avon, England. CR 1994, FORTUNE, V130, P92 BERLE AA, 1932, MODERN CORPORATION P BESSANT J, 1993, INT J TECHNOL MANAGE, V8, P197 BESSANT J, 2001, IN PRESS INT J TECHN BOER H, 1989, INT J OPER PROD MAN, V10, P5 BRILL PH, 1989, INT J PROD RES, V27, P747 BROWN S, 1909, STRATEGIC MANAFACTUR BROWN S, 1998, INT J OPER PROD MAN, V18, P24 BROWN S, 1998, TECHNOVATION, V18, P25 BROWN S, 2000, MANUFACTURING FUTURE BURGESS TF, 1994, INT J OPER PROD MAN, V14, P23 CHAKRAVARTHY BS, 1986, STRATEGIC MANAGE J, V7, P437 CHANDLER A, 1962, STRATEGY STRUCTURE C CHANG A, 1992, PATHOL ANNU, V27, P263 CO HC, 1998, INT J OPER PROD MAN, V18, P87 DAS TK, 1991, LONG RANGE PLANN, V24, P49 ELANGO B, 1994, LONG RANGE PLANN, V27, P118 ETTLIE JE, 1996, AUTOMATIVE PRODUCTIO, V108, P20 FEITZINGER E, 1997, HARVARD BUS REV, V75, P116 FISHER FM, 1983, AM ECON REV, V73, P82 GERWIN D, 1993, MANAGE SCI, V39, P395 GRINDLEY P, 1991, BUSINESS STRATEG SPR, P35 GUPTA D, 1989, J MANUF SYST, V8, P89 HAMEL G, 1989, HARVARD BUS REV, V5, P63 HAYES R, 1984, RESTORING OUR COMPET HAYES R, 1996, PRODUCTION OPERATION, V5 HAYES RH, 1988, HARVARD BUS REV, P68 HILL T, 1991, INT J OPER PROD MAN, V11, P5 HILL T, 1995, MANUFACTURING STRATE ITAMI H, 1992, STRATEGIC MANAGE J, V13, P119 KAIGHOBADI M, 1994, INT J OPER PROD MAN, V14, P26 KELLER M, 1993, COLLISION CURRENCY D KENNEY M, 1993, MASS PRODUCTION KIDD P, 1994, AGILE MANUFACTURING LAZONICK W, 1991, BUSINESS ORG MYTH MA LEE G, 2000, INT J OPER PROD MAN, V20, P549 LEI D, 1996, ORGAN STUD, V17, P501 MAFFEI MJ, 1994, INT J OPER PROD MAN, V14, P17 MEREDITH JR, 1992, LONG RANGE PLANN, V25, P63 MORONE J, 1987, CALIFORNIA MANAGEMEN, P91 NEW CC, 1992, INT J OPER PROD MAN, V12, P19 NICHOLS W, 1994, INT J OPER PROD MAN, V14, P4 PAVITT K, 1990, CALIFORNIA MANAGEMEN, V4, P17 PINE B, 1993, MAKING MASS CUSTOMIS PORTER M, 1980, COMPETITIVE STRATEGY PRAHALAD CK, 1990, HARVARD BUSINESS MAY, P79 SALAMON GL, 1985, AM ECON REV, V75, P495 SCHUMPETER J, 1950, CAPITALISM SOCIALISM SCHWARTZMAN D, 1975, DRUG DEV MARKETING SETHI AK, 1990, INT J FLEX MANUF SYS, V2, P289 SLACK N, 1983, INT J OPER PROD MAN, V3, P5 SLACK N, 1987, INT J OPER PROD MAN, V7, P35 STAUFFER T, 1975, DRUG DEV MARKETING TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 TURNBULL P, 1992, STRATEGIC MANAGE J, V13, P159 UPTON DM, 1994, CALIF MANAGE REV, V36, P72 VOSS C, 1992, MANUFACTURING STRATE WHEELWRIGHT S, 1993, REVOLUTIONISING PROD WOMACK J, 1990, MACHINE CHANGED WORL 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 AUG PY 2001 VL 21 IS 8 BP 467 EP 478 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 447WA UT ISI:000169594400001 ER PT J AU Sohal, AS Pratt, T Schroder, R TI An evaluation of the 1984-1996 Australian Passenger Motor Vehicle Plan SO TECHNOVATION LA English DT Article DE industry plans; automotive industry; implementation; Australia AB This paper presents an evaluation of the 1984-1996 Australian Passenger Motor Vehicle Plan. The basic approach adopted for data gathering was interviews with senior managers of companies immediately affected by the industry plan about the history of development, implementation and content of the plan. Additionally, a discussion forum was held comprising industry representation and managers from supplier companies to the automotive manufacturers. Based on these interviews, the paper isolates the critical success factors and impediments to their success. Finally, the paper presents a framework for the successful development and implementation of industry plans. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Monash Univ, Fac Business & Econ, Dept Management, Melbourne, Vic 3145, Australia. RP Sohal, AS, Monash Univ, Fac Business & Econ, Dept Management, POB 197,Caulfield E, Melbourne, Vic 3145, Australia. CR 1996, BUSINESS REV WE 0304 *AUT IND AUTH, 1990, REP STAT AUT IND *AUT IND AUTH, 1992, REP STAT AUT IND *IND COMM, 1990, ASS PASS MOT VEH PLA 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 AUG PY 2001 VL 21 IS 8 BP 479 EP 488 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 447WA UT ISI:000169594400002 ER PT J AU Carayannis, E Sagi, J TI "New" vs. "old" economy: insights on competitiveness in the global IT industry SO TECHNOVATION LA English DT Article DE international; technology; innovation; productivity; competitiveness; government; industry; firm; new economy AB To be competitive in today's "new economy" of the global e-marketplace, an Information Technology (IT) firm cannot go it alone. The successful company must compete within a proactive industry that has focused government support, several established consortia, a selective consumer base, and an innovation strategy that is open to change and has the organizational freedom to collaborate. This paper reviews a currently successful firm, and identifies the elements critical to its competitiveness within the IT industry at the national, industry and firm levels. It establishes a model for understanding these relationships and roles, and it addresses various measurements and theories about national competition, innovation phases, market influences, and the challenges associated with innovation in this Internet economy. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 George Washington Univ, Sch Business & Publ Management, Washington, DC 20052 USA. RP Carayannis, E, George Washington Univ, Sch Business & Publ Management, 2115 G St NW, Washington, DC 20052 USA. CR BRANDENBURGER A, 1996, COOPETITION BROWNING J, 2000, NEW EC END BEGINNING BROWNING J, 2000, WIRED INDEX CARAYANNIS E, 1999, IEEE INT ENG MAN C I CARAYANNIS E, 1999, PORTL INT C MAN ENG CARAYANNIS EG, 2000, TECHNOVATION, V20, P287 CHEW W, 1998, HARVARD BUSINESS JAN CHRISTENSEN C, 1998, INNOVATORS DILEMMA N DAVENI R, 1994, HYPERCOMPETITION MAN DAVENI R, 1994, HYPERCOMPETITIVE RIV DRUCKER P, 1985, INNOVATION ENTREPREN DRUCKER P, 1998, MANAGING TIME GREAT DUNNING J, 1995, INT EXECUTIVE, V37 FOSTER R, 1986, INNOVATION ATTACKERS GULLICKSON W, 1995, MONTHLY LABOR RE JUL HOPE J, 1997, COMPETING 3 WAVE 10 KANTER R, 1995, WORLD CLASS THRIVING KRIPALANI M, 2000, INDIA WIRED, P82 MEIER G, 1998, INT ENV BUSINESS COM MOORE J, 1996, DEATH COMPETITION LE NELSON R, 1993, NATL INNOVATION SYST PETZINGER T, 1999, WALL STREET J 1231, P31 PORTER M, 1985, COMPETITIVE ADV CREA PORTER M, 1990, COMPETITIVE ADV NATI SERWER A, 2000, FORTUNE MAY, P126 TAPSCOTT D, 1996, DIGITAL EC THURM S, 2000, CISCO DEFIES ODDS ME VANARK B, 1995, MONTHLY LABOR RE JUL, P56 VOLTI R, 1992, SOC TECHNOLOGICAL CH VONBRAUN C, 1997, INNOVATION WAR 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 AUG PY 2001 VL 21 IS 8 BP 501 EP 514 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 447WA UT ISI:000169594400004 ER PT J AU Borg, EA TI Knowledge, information and intellectual property: implications for marketing relationships SO TECHNOVATION LA English DT Article DE information technology; intellectual property; knowledge; relationship marketing ID ADVANTAGES; FIRM AB Knowledge and information have become an essential asset determining the profitability of technology-intensive enterprises. In knowledge-based industries, knowledge and information can be marketed to potential partners or clients separately from the products and services that art: based on the application of specific knowledge. In the new, global computer-intensive economy, the knowledge base of the economy can determine the approval of an enterprise as a producer of future solutions. This means that it is crucial that enterprises identify and develop their knowledge base, not least in their market relationships. Knowledge emerges in network relationships between an enterprise and its surrounding organisations, and can be legally protected as intellectual property (IP). A clearer notion of thr: way IP can be analysed may improve the economic outcome of investments in innovation. Relationship marketing clearly has a role in the marketing of technological innovation and product development. A high-tech enterprise faces several decisions influencing its position in the market when developing its knowledge base. Key decisions determining the relationships established in a knowledge-intensive market include (i) make or buy decisions; (ii) organisational association or isolation; (iii) the innovation or adaptation of new technology; (iv) the protection or exploitation of knowledge; (v) public or private research funding; (vi) safeguarding or sharing of IF; and (vii) pioneering advantages or disadvantages. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Univ S Stockholm, S-14104 Huddinge, Sweden. RP Borg, EA, Univ S Stockholm, Box 4101, S-14104 Huddinge, Sweden. 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SO TECHNOVATION LA English DT Article DE contracts; co-operation; defence; integrated project teams; transactions; smart procurement initiatives agency ID TRUST AB This paper examines relationships developed in the UK's defence branch of the aerospace supply chain. Comparisons are made between economic and formal contractual relationships. Major customers, in this paper we refer to the Ministry of Defence (MoD), have tended to developed complex and legalistic contacts with their suppliers and use the threat of enforcement when problems arise. The ensuing litigation has negative effects on all parties in the relationship. Reactions to the recent introduction of MoD Integrated Project Teams (IPTs) to co-ordinate and effectively manage the acquisition process will also be reviewed. The initial findings will be analysed in the context of relevant theories of the firm, contracting and supply chain management. Whilst the focus of this paper is on aerospace defence contracting many of the issues identified will be relevant to many other manufacturing sectors. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Univ Warwick, Warwick Mfg Grp, Int Mfg Ctr, Coventry CV4 7AL, W Midlands, England. RP Cullen, PA, Univ Warwick, Warwick Mfg Grp, Int Mfg Ctr, Coventry CV4 7AL, W Midlands, England. CR 1999, ECONOMIST 1016, P113 *HOUS COMM DEF COM, 1997, 6 HOUS COMM *HOUS COMM DEF COM, 1997, 7 HOUS COMM ATIYAH PS, 1989, INTRO LAW CONTRACT, P2 BEALE H, 1975, BRIT J LAW SOC, V2, P45 BESANKO D, 2000, EC STRATEGY, P509 BURCHELL B, 1997, CAMBRIDGE J ECON, V21, P217 COLLINS H, 1997, CONTRACTS COMPETITIO, P285 CULLEN PA, 1998, SELECTED PAPERS ANN CULLEN PA, 1999, COMMERICAL ASPECTS S CULLEN PA, 2000, BUSINESS EC LAW IATN CULLEN PA, 2000, TECHNOVATION, V20, P564 DEAKIN S, 1997, CONTRACTS COMPETIIOT HAYWOOD K, 1989, BRIT AIRCRAFT IND JOSKOW PL, 1991, J LAW ECON ORGAN, V7, P53 KENDRY A, 1995, EC IND IMPORTANANCE KLEIN B, 1978, J LAW ECON, V21, P297 KLEIN B, 1996, ECON INQ, V34, P444 LAMMING R, 1993, PARTNERSHIP STRATEGI LANE C, 1996, ORGAN STUD, V17, P365 LEVENE P, 1987, COMPETITION COLLABOR LYONS BR, 1995, J ECON BEHAV ORGAN, V26, P431 LYONS BR, 1996, OXFORD REV EC POLICY, V12 MACNEIL IR, 1978, NORTHWEST U LAW REV, V72, P854 PINDYCK RS, 1990, MICROECONOMICS, P618 SAKO M, 1992, PRICES QUALITY TRUST WATERSON M, 1992, OXFORD REV ECON POL, V2, P41 WILLIAMSON OE, 1975, MARKETS HIERARCHIES, P161 WILLIAMSON OE, 1985, EC I CAPITALISM, P298 WILLIAMSON OE, 1996, MECH GOVERNANCE, P118 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 AUG PY 2001 VL 21 IS 8 BP 525 EP 533 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 447WA UT ISI:000169594400006 ER PT J AU Montresor, S TI Techno-globalism, techno-nationalism and technological systems: organizing the evidence SO TECHNOVATION LA English DT Article DE national systems of innovation; techno-globalism; technological systems; techno-nationalism ID SOCIAL CONSTRUCTION; INNOVATION; GLOBALIZATION; ARTIFACTS; MODEL AB This paper deals with the globalization process, and with the tension between national, super-national and sub-national forces it entails in the field of technology. The concept of technological system (TS) is proposed as a useful starting point to analyze the consequences that globalization has for a variety of different technological aspects. A taxonomy is then put forward to distinguish its implications for those elements of a TS which are more related to the state from those which are closer to the idea of nation. Interesting results are obtained by allocating the contributions of a growing, but not yet conclusive, body of literature to more specific technological aspects, such as: 'techno-territoriality', pertaining to physical distances and spaces, 'techno-sovereignty', related to governance structures and policy making, 'techno-citizenship', about strategic behaviors and accountability, and 'techno-nationality', concerning socio-cultural sharing phenomena. The application of this taxonomy shows that globalization has reduced the relevance of national (and more local) technological aspects much less than is generally maintained. This is particularly true for techno-nationality. Indeed, a certain communality of language and culture within a country, along with its historically formed institutional setting, is an important enabler of the innovative process and induces different technological styles and performances. 'Techno-national systems of innovation' therefore still matter. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Univ Bologna, Dept Econ, I-40125 Bologna, Italy. RP Montresor, S, Univ Bologna, Dept Econ, Strada Maggiore 45, I-40125 Bologna, Italy. CR *OECD, 1992, TECHN EC KEY REL ALBERT M, 1991, CAPITALISME CONTRE C ANDERSEN ES, 1992, NATL SYSTEMS INNOVAT, P68 ARCHIBUGI D, 1995, CAMBRIDGE J ECON, V19, P121 ARTHUR WB, 1989, ECON J, V99, P116 BARKER B, 1994, QUALITY PROMOTION EU BARTLETT CA, 1989, MANAGING BORDERS TRA BARTLETT CA, 1990, MANAGING GLOBAL FIRM, P215 BECATTINI G, 1996, LOCAL REGIONAL RESPO, P159 BIJKER W, 1987, SOCIAL CONSTRUCTION BRUSCO S, 1982, CAMBRIDGE J ECON, V6, P167 CANTWELL J, 1995, CAMBRIDGE J ECON, V19, P155 CANTWELL JA, 1993, IND CONCENTRATION EC CARACOSTAS P, 1997, SYSTEMS INNOVATION T, P395 CARLSSON B, 1991, J EVOLUTIONARY EC, V1, P93 CHESNAIS F, 1992, NATL SYSTEMS INNOVAT, P265 COOKE P, 1997, RES POLICY, V26, P475 DAVID PA, 1985, AM ECON REV, V75, P332 DELAMOTHE J, 1994, OPTIMUM, V25, P42 DELAMOTHE J, 1996, EVOLUTIONARY EC NEW, P35 DELISO N, 1996, BEHAV NORMS TECHNOLO, P71 DORE R, 1992, 4 CTR EC PERF DOSI G, 1988, TECHNICAL CHANGE EC DOZ Y, 1986, STRATEGIC MANAGEMENT DUNNING JH, 1992, MULTINATIONAL ENTERP EDQUIST C, 1997, SYSTEMS INNOVATION T, P1 EDQUIST C, 1997, SYSTEMS INNOVATION T, P41 EDQUIST C, 1997, SYSTEMS INNOVATION FARMER MK, 1991, RETHINKING EC MARKET, P103 FREEMAN C, 1988, TECHNICAL CHANGE EC, P330 FREEMAN C, 1992, NATL SYSTEMS INNOVAT, P169 FREEMAN C, 1995, CAMBRIDGE J ECON, V19, P5 GOSHAL S, 1988, J INT BUS STUD, V19, P365 GOSHAL S, 1990, ACAD MANAGE REV, V15, P603 GRANDINETTI R, 1996, IMPRESA TRANSNAZIONE HAGEDOORN J, 1990, NEW EXPLORATIONS EC, P3 HAGEDOORN J, 1993, EUROPEAN COMPETITIVE, P60 HATZICHRONOGLOU T, 1996, 19965 STI HOWELLS J, 1993, GLOBALISATION PRODUC JOHNSON B, 1992, NATL SYSTEMS INNOVAT, P23 KOZULWRIGHT R, 1995, MANAGING GLOBAL EC, P135 LEONCINI R, 1998, RES POLICY, V27, P75 LEONCINI R, 2000, TECHNOLOGY KNOWLEDGE LUNDVALL BA, 1988, TECHNICAL CHANGE EC, P349 LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT, P45 MACKENZIE D, 1985, SOCIAL SHAPING TECHN MALERBA F, 1995, CAMBRIDGE J ECON, V19, P47 MCKELVEY M, 1991, RETHINKING EC MARKET, P117 METCALFE JS, 1995, CAMBRIDGE J ECON, V19, P25 MONTRESOR S, 1998, THESIS MOVERY DC, 1995, CAMBRIDGE J ECON, V19, P67 NELSON R, 1982, EVOLUTIONARY THEORY NELSON RR, 1988, TECHNICAL CHANGE EC, P312 NELSON RR, 1993, NATL INNOVATION SYST NELSON RR, 1993, NATL INNOVATION SYST, P3 NIOSI J, 1997, 1997 EAEPE C ATH 6 9 OHMAE K, 1990, BORDERLESS WORLD MAN PATEL P, 1991, J INT BUS STUD, V22, P1 PIANTA M, 1988, B PEACE PROPOSALS, V1, P53 PINCH TJ, 1984, SOC STUD SCI, V14, P399 PORTER M, 1990, COMPETITIVE ADV NATI RUSSEL S, 1988, 3 PICT ED U RUSSELL S, 1986, SOC STUD SCI, V16, P331 SOETE L, 1994, TRANS I INN COMP SUS STRANGE S, 1988, STATES MARKETS 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 JUL PY 2001 VL 21 IS 7 BP 399 EP 412 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 442HG UT ISI:000169278700001 ER PT J AU Albino, V Garavelli, AC Schiuma, G TI A metric for measuring knowledge codification in organisation learning SO TECHNOVATION LA English DT Article DE performance metrics; knowledge codification; organisation learning ID DYNAMIC THEORY; FIRM; ORGANIZATIONS AB In the management literature, even if knowledge has been recognised as a critical resource for the competitive success of firms, only a few studies have proposed operative approaches to analyse the effect of the transformation of the type of knowledge on system performance. In this paper, a definition of knowledge is provided to support an operative classification of the type of knowledge. A metric is proposed to measure different knowledge codification levels. This metric is useful for supporting the learning processes in the organisation. A case example dealing with the knowledge codification of a specific phase of a real production system, i.e. leather cutting in sofa production, is discussed. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Univ Basilicata, I-85100 Potenza, Italy. RP Albino, V, Univ Basilicata, Contrada Macchia Romana, I-85100 Potenza, Italy. CR ALBINO V, 1999, TECHNOVATION, V19, P53 BARNEY J, 1991, J MANAGE, V17, P99 BOHN RE, 1994, SLOAN MANAGE REV, V36, P61 CHOO CW, 1996, INT J INFORM MANAGE, V16, P329 CONNER KR, 1996, ORGAN SCI, V7, P477 DAFT RL, 1984, ACAD MANAGE REV, V9, P284 GRANT RM, 1991, CONT STRATEGY ANAL C GRANT RM, 1995, BEST PAP PROC, P17 HAYES HR, 1988, DYNAMIC MANUFACTURIN HUBER GP, 1991, ORGAN SCI, V2, P88 JOHNSONLAIRD PN, 1993, COMPUTER MIND INTRO KIM DH, 1993, SLOAN MANAGE REV, V35, P37 KOGUT B, 1992, ORGAN SCI, V3, P383 KOGUT B, 1996, ORGAN SCI, V7, P502 KOLB BA, 1984, EXPT LEARNING EXPERI LEONARDBARTON D, 1992, SLOAN MANAGEMENT FAL, P23 LEPLAT J, 1990, APPL PSYCHOL-INT REV, V39, P143 MALHOTRA Y, 1997, P 3 AM C INF SYST PH MALHOTRA Y, 1998, J QUALITY PARTIC JUL NELSON RR, 1982, EVOLUTIONARY THEORY NONAKA I, 1991, HARVARD BUS REV, V69, P96 NONAKA I, 1994, ORGAN SCI, V5, P14 NONAKA I, 1995, KNOWLEDGE CREATING C POLANYI M, 1962, PERSONAL KNOWLEDGE P POLANYI M, 1966, TACIT DIMENSION PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 ROMME G, 1997, EUROPEAN MANAGEMENT, V15, P68 SCHIUMA G, 1998, P WORKSH SMES DISTR, P23 SHANNON CE, 1949, MATH THEORY COMMUNIC SPENDER JC, 1996, STRATEGIC MANAGE J, V17, P45 WEICK KE, 1979, SOCIAL PSYCHOL ORG WEICK KE, 1991, ORGAN SCI, V2, P116 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 2001 VL 21 IS 7 BP 413 EP 422 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 442HG UT ISI:000169278700002 ER PT J AU Mikkola, JH TI Portfolio management of R&D projects: implications for innovation management SO TECHNOVATION LA English DT Article DE portfolio management; RED; innovation; competitive advantage; automotive industry ID TECHNOLOGICAL INNOVATION AB Globalization of markets and new business practices are prompting high-tech firms to reconsider their competitive strategy. The increasing complexity of technologies in addition to shorter product life cycles are also forcing firms to rely on R&D as a source of strategy. More importantly, firms are inclined to evaluate their technologies from a portfolio's perspective in which a set or a sub-set of R&D projects is evaluated together, in relation to each other. Portfolio techniques can help strategic managers in evaluating whether a portfolio of products is adequate from the perspective of long-term corporate growth and profitability. Obviously, when R&D projects are evaluated relative to one another, technical capability management of such projects must be carried out concur rently. In this paper, R&D Project Portfolio Matrix is used as a tool for analyzing a portfolio of R&D projects by linking competitive advantages of a firm to benefits these projects may provide to customers. Examples of batteries for electric vehicles (EV) and hybrid electric vehicles (HEV) are provided to illustrate how such a matrix is used, and some of the implications for innovation management of such projects. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Copenhagen Business Sch, Dept Ind Econ & Strategy, DK-2000 Frederiksberg, Denmark. RP Mikkola, JH, Copenhagen Business Sch, Dept Ind Econ & Strategy, Howitzvej 60, DK-2000 Frederiksberg, Denmark. 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The results are taken from 114 responses to a questionnaire that was used in a recent study of Australian production/operations managers (D'Netto and Sohal, International Journal of Operations and Production Management 19 (1999) 157). The results show that recent changes in the production/operations manager's job have not been isolated to large companies. Small to medium enterprises have also been able to attract highly qualified and motivated personnel. Whilst the changes in the profession have been beneficial, small to medium enterprises are faced with a number of challenges if they wish to gain competitive benefit from their production/operations function. Organisations need to be able to provide increased training and educational opportunities, as well as providing opportunities for advancement and being mindful of the long hours of work reported by respondents. Small to medium enterprises have been successful in attracting top talent, now they must develop their skills further and work towards retaining them. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Monash Univ, Dept Management, Caulfield E, Vic 3145, Australia. RP Sohal, AS, Monash Univ, Dept Management, POB 197, Caulfield E, Vic 3145, Australia. CR BANDYOPAHYAY JK, 1994, PRODUCTION INVENTORY, V35, P16 CARREE MA, 1998, ATLANTIC ECON J, V26, P137 CHERASKIN L, 1996, PERS J, V75, P31 DESAI K, 1994, INT J OPER PROD MAN, V14, P70 DNETTO B, 1993, THESIS STATE U NEW Y DNETTO B, 1999, INT J OPER PROD MAN, V19, P157 FOLEY J, 1998, ACCOUNTANCY, V122, P56 GILL RWT, 1978, CAREER DEV PRODUCTIO GUNN TG, 1987, MANUFACTURING COMPET HELMS MM, 1989, PRODUCTION INVENTORY, V30, P46 HERZBERG F, 1959, MOTIVATION WORK LAFORGE RL, 1983, PRODUCTION INVENTORY, V24, P99 LUTHANS F, 1997, NATL PRODUCTIVITY RE, V17, P73 MYERS J, 1998, CANADIAN BUSINESS, V71, P39 NEWMAN JN, 1990, UNPUB IMPORTANCE REW OAKLAND JS, 1990, INT J OPER PROD MAN, V9, P63 SCOTT P, 1996, INT SMALL BUSINESS J, V14, P85 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 JUL PY 2001 VL 21 IS 7 BP 437 EP 448 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 442HG UT ISI:000169278700004 ER PT J AU Hossain, L TI Management challenges for the telecom operators: a framework for understanding the telecommunications strategic planning process for the case of the Telephone Organisation of Thailand (1954-1996) SO TECHNOVATION LA English DT Article DE telecommunications; strategies; challenges; TOT; Thailand AB This research explores new ground by providing the first detailed study of strategic planning and practices of the Telephone Organisation of Thailand (TOT) during its first 42 years (1954-1996). A conceptual framework for a Telecommunications Strategic Planning Process (TSPP) is developed to study the underlying TSPP strategies at play in the TOT. It does this by investigating the relationships between the organisation, the TSPP, and the environment for the development processes of a Telecommunications Strategic Plan (TSP). The central thesis of this study is based on the assumption that unless an appropriate TSPP can be installed, the organisational TSP cannot succeed. The results of the study provide sufficient support to validate the central thesis. The study addresses the questions about how to develop the TSPP and how do the managers go about developing the TSPP. Furthermore, the study identifies that there are significant gaps between the theory of strategic planning and theory in strategic planning that can be classified as normative and descriptive aspects of the strategic planning theories. Research findings also suggest that it is now time for the Thai telecommunications, and in particular the TOT, to establish a formal TSPP for building a general consensus among the key executives involved in strategic planning. This is to ensure sustaining their organisational growth as well as to maintain the competitive status of the Thai telecommunications industry in the global marketplace. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Univ Sydney, Basser Dept Comp Sci, Sydney, NSW 2006, Australia. RP Hossain, L, Univ Sydney, Basser Dept Comp Sci, Madsen Bldg F09, Sydney, NSW 2006, Australia. CR ALEXANDER E, 1992, APPROACHES PLANNING CHAROENPHOL D, 1996, SENIOR EXECUTIVE VIC FAHEY L, 1989, STRATEGIC PLANNING M HOSSAIN L, 1997, GLOBAL NETWORKING 97, V17, P88 KUKALIS S, 1991, J MANAGE STUD, V28, P143 LINCOLN Y, 1985, NATURALISTIC INQUIRY LINDLEY R, 1996, 11 WORLD C TEL INT T LINDLEY R, 1996, 18 ANN PAC TEL C P J, V1, P206 LORANGE P, 1977, STRATEGIC PLANNING S MAKRIDAKIS S, 1990, FORECASTING PLANNING MIGLIORE R, 1995, STRATEGIC PLANNING N NAYLOR T, 1980, STRATEGIC PLANNING M PHIROMSWAD S, 1996, SENIOR EXECUTIVE VIC PIENTAM O, 1996, EXECUTIVE VICE PRESI PREMKUMAR G, 1990, OMEGA-INT J MANAGE S, V18, P447 SARANTAKOS S, 1995, SOCIAL RES SCHERDER E, 1995, BEHAV NEUROL, V8, P3 SMITH PL, 1994, 232 WORLD BANK SRESTASATHIERN S, 1991, SEM RUR TEL AS PAC T STEINER G, 1979, STRATEGIC PLANNING E VICHITCHOLCHAI K, 1996, TELECOMMUNICATIONS P WILLIAMSON S, 1995, STRATEGIC PLANNING N YIN R, 1994, APPL SOCIAL RES METH, V5 YONGCHAREON T, 1996, COMMUNICATION 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 JUL PY 2001 VL 21 IS 7 BP 449 EP 461 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 442HG UT ISI:000169278700005 ER PT J AU Knot, JMC van den Ende, JCM Vergragt, PJ TI Flexibility strategies for sustainable technology development SO TECHNOVATION LA English DT Article DE flexibility; lock-in; PVC; supply chains ID INNOVATION; OPTIONS AB This article discusses strategies and options for enhancing the flexibility of technological systems. Flexibility of technological systems is increasingly required because of uncertainties and fast developments, for example regarding environmental issues. The central questions of this paper are: how can actors create the possibility of change with regard to technological systems that are deeply embedded in society, and how should they take flexibility into account in the development and implementation of new technologies? PVC technology is taken as a case study. Because of its embeddedness in society and in industrial structures PVC technology is highly inflexible. The uncertainties that underlie the ongoing debate between protagonists of PVC and protagonists of alternative technological options underline the need for taking flexibility into account. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Erasmus Univ, Sch Management, Dept Technol & Innovat, NL-3000 DR Rotterdam, Netherlands. RP van den Ende, JCM, Erasmus Univ, Sch Management, Dept Technol & Innovat, POB 1738, NL-3000 DR Rotterdam, Netherlands. CR ADLER PS, 1999, ORGAN SCI, V10, P43 ANDERSON D, 1997, AGILE PRODUCT DEV MA ARTHUR WB, 1988, TECHNICAL CHANGE EC, P590 ARTHUR WB, 1989, ECON J, V99, P116 BARTON L, 1992, STRATEGIC MANAGEMENT, V13, P111 BIERLY PE, 1996, IEEE T ENG MANAGE, V43, P368 BRASKLAPWIJK R, 1999, THESIS DELFT U TECHN BROWN MS, 1992, CONTROVERSY POLITICS, P130 CAESAR HM, 1990, PVC CHAIN MANAGEMENT COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COLLINGRIDGE D, 1981, SOCIAL CONTROL TECHN CRAMER J, 1995, TECHNOLOGIE INTEGRAA DAVID PA, 1985, AM ECON REV, V75, P332 DAVID PA, 1988, INFORMATION EC POLIC, V3, P165 DIXIT AK, 1995, HARVARD BUS REV, V73, P105 DOSI G, 1988, TECNICAL CHANGE EC T GENUS A, 1995, TECHNOL ANAL STRATEG, V7, P287 GOODWIN P, 1991, DECISION ANAL MANAGE HUGHES T, 1983, NETWORKS POWER ELECT HUGHES TP, 1987, SOCIAL CONSTRUCTION, P51 KNOT JMC, 1998, MILIEU, V13, P113 LABATT S, 1997, GROWTH CHANGE, V28, P67 LEI D, 1996, ORGAN STUD, V17, P501 LUEHRMAN TA, 1998, HARVARD BUS REV, V76, P89 MULDER K, 1997, TECHNOLOGY STUDIES, V4, P251 NELSON RR, 1982, EVOLUTIONARY THEORY NOOTEBOOM B, 1999, RES POLICY, V28, P793 PORTER AL, 1991, FORECASTING MANAGEME ROSENHEAD J, 1989, RATIONAL ANAL PROBLE SANDERSON S, 1995, RES POLICY, V24, P761 SANDERSON S, 1997, MANAGING STRATEGIC I, P99 SHAPIRO C, 1999, INFORMATION RULES ST THOMKE SH, 1997, RES POLICY, V26, P105 TOTSCH W, 1992, POLYVINYLCHLORIDE EN TWISS B, 1992, MANAGING TECHNOLOGIC VANDENENDE J, 1993, AKTUEEL FILOSOFEREN, P6 VANDENENDE J, 1998, TECHNOL FORECAST SOC, V58, P5 VANDENENDE J, 1999, RES POLICY, V28, P833 VANDENENDE JCM, 2000, INFORMATION TECHNOLO VERGRAGT PJ, 1993, PROJECT APPRAISAL, V8, P134 VERGRAGT PJ, 1994, J CLEAN PROD, V2, P133 VOLBERDA HW, 1996, ORGAN SCI, V7, P359 VOLBERDA HW, 1997, LONG RANGE PLANN, V30, P169 WOUDENBERG F, 1991, TECHNOL FORECAST SOC, V40, P131 NR 44 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 JUN PY 2001 VL 21 IS 6 BP 335 EP 341 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 436VM UT ISI:000168956600001 ER PT J AU Vinas, BCB Bessant, J Perez, GH Gonzalez, AA TI A conceptual model for the development of technological management processes in manufacturing companies in developing countries SO TECHNOVATION LA English DT Article DE innovation; technology; technological innovation; technological management AB To face the challenges imposed by the current environment - characterised by the increase of new knowledge and technologies, the appearance of new products with greater value added and organisations of strong technological base, concentrated fundamentally in industrialised countries - developing countries must define a technological strategy, based on the progressive increase of the competitiveness of their entrepreneurial sector. Especially, the Latin-American countries are facing a difficult period in their development in a world where high technology products predominate. For Cuban enterprises entering new markets and restructing commercial relationships has become a fundamental purpose. But in order to achieve this it is necessary to develop the "domestic aptitudes" to select, assimilate, transform and generate technologies. In this article, a group of important enterprises in the central portion of Cuba have been diagnosed in order to measure their performance and innovating capacity as well as their levels of organisational and technological development. The diagnosis shows the necessity of creating a conceptual model for management of technological and organisational innovation in manufacturing companies in order to find a way to increase their competitiveness. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Univ Cent Las Villas, Dept Ind Engn, Las Villas, Cuba. RP Vinas, BCB, Univ Cent Las Villas, Dept Ind Engn, Las Villas, Cuba. CR ASHTON W, 1995, INT J TECHNOL MANAGE, V10, P81 AUTIO E, 1995, INT J TECHNOLOGY MAN, V10 BADAWY MK, 1993, J ENG TECHNOLOGY MAN, V10, P2 BESSANT J, 1980, LECCIONES FALLOW APR BUENO E, 1987, DIRECCION ESTRATEGIC, P141 CASTELLS PE, 1997, TECNOLOGIA INNOVACIO LITTLE AD, 1981, STRATEGIC MANAGEMENT MORIN JL, 1985, EXCELLENCE TECHNOLOG RUBINSTEIN A, 1989, WILEY SERIES ENG TEC SANCHEZ EF, 1988, MANUAL DIRECCION EST SOLLEIRO JL, 1999, PROPIEDAD INTELECTUA VASCONCELLOS E, 1987, REV ADM, V22 VILARINO A, 1986, SISTEMA DIRECCION PL VINAS BCB, 1998, GESTION TECNOLOGICA 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 JUN PY 2001 VL 21 IS 6 BP 343 EP 350 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 436VM UT ISI:000168956600002 ER PT J AU Sun, HY Venuvinod, PK TI The human side of holonic manufacturing systems SO TECHNOVATION LA English DT Article DE holonic manufacturing; human issues; work organization ID ARCHITECTURE AB Holonic manufacturing systems were proposed to cope with the dynamic environment in manufacturing. However, the majority of the research on this topic is quite technical. This paper will review the concept of holonic manufacturing systems and discuss the human side of the system. An example of a holonic work organization will be described. A management framework for designing and implementing holonic work organizations will be proposed. Implications for practices and future research will be explored. (C) 2001 Elsevier Science 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 Ave, Kowloon, Hong Kong, Peoples R China. CR DEEN SM, 1993, INFORMATION INFRASTR, B GOU L, 1998, COMPUT IND, V37, P213 KOESTLER A, 1989, GHOST MACHINE KRUTH JP, 1997, P CNMU 96 MACH TOOL, P1 LAWLER EE, 1995, CREATING HIGH PERFOR MATHEWS J, 1995, COMPUT INTEGR MANUF, V8, P237 MATHEWS J, 1996, HUMAN SYSTEMS MANAGE, V15, P27 MONTGOMERY JC, 1996, TRANSITION AGILE MAN PACE LA, 1989, SURVEY BUSINESS, V25, P41 PASCALE R, 1990, MANAGING EDGE RICHARDSON B, 1995, LEARNING ORG, V2, P4 SKINNER W, 1985, MANUFACTURING FORMID SKYTTNER L, 1996, GEN SYSTEMS THEORY I SOUSA P, 1999, COMPUT IND, V38, P103 SUDA H, 1989, TECHNO JAPAN, V22, P15 SUN H, 1996, P 5 INT C MAN TECHN, P837 SUN HY, 1995, INT J PROD ECON, V41, P369 THOMA SJ, 1998, J DENT RES, V77, P116 TONSHOFF HK, 1994, P 4 INT C CIM AUT TE, P121 TYSON S, 1992, ESSENCE ORG BEHAV VALCKENAERS P, 1997, INTEGR COMPUT-AID E, V4, P191 VANBRUSSEL H, 1998, COMPUT IND, V37, P255 WARNECKE HJ, 1993, FRACTAL CO WOMACK JP, 1990, MACHINE CHANGED WORL YOUSSEF MA, 1992, IND ENG, V24, P40 YUEN CF, 1999, THESIS CITY U HONG K 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 JUN PY 2001 VL 21 IS 6 BP 351 EP 358 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 436VM UT ISI:000168956600003 ER PT J AU Zhang, W Igel, B TI Managing the product development of China's SPC switch industry as an example of CoPS SO TECHNOVATION LA English DT Article DE product development; SPC switch industry; complex products and systems; China ID INNOVATION; MANAGEMENT; SYSTEMS AB China's stored program control (SPC) switch industry has developed very quickly in recent years. Innovation activities, both by adopting foreign-developed technologies and domestic R&D, are main contributing factors. Facing rapid technology change and growing customer expectations, China's SPC switch manufacturers have to improve management of the innovation process in an industry characterized by increasing complexity and functions. Recommendations for managing complex products and systems (CoPS) in China's SPC switch industry include: increase effectiveness and efficiency of innovation activities through accumulating, outsourcing and fusing technology; improve product and service quality; build marketing and service capability; emphasize horizontal management style and empower product champions and project leaders; and increase collaboration with external network partners to integrate their resources. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Asian Inst Technol, Sch Management, Pathumthani 12120, Thailand. RP Igel, B, Asian Inst Technol, Sch Management, POB 4 Klong Luang, Pathumthani 12120, Thailand. CR 1998, BEIJING REV MAY, P21 1998, ECONOMIST 0627 1998, TELECOM ASIA AUG *GLOB INF INC, 1998, TEL MARK STRAT CHIN *NSP, 1990, CHIN POST TEL *STAT STAT BUR PEO, 1998, STAT YB 1998 DAVIES A, 1997, 1 INT C TECHN INN MA DAVIES A, 1998, FUTURES, V4, P293 GANN D, 1997, 1 INT C TECHN INN MA HANSEN KL, 1998, TECHNOVATION, V18, P555 HOBDAY M, 1995, COMPLEX SYSTEM MASS HOBDAY M, 1998, RES POLICY, V26, P689 HOBDAY M, 1999, INT J TECHNOL MANAGE, V17, P618 JOHNSON L, 1999, ASIAN WALL STRE 0609, P1 LENS M, 1998, GLOBAL WIRELESS JUL, P29 LI JL, 1999, CHINA DAILY 0115 LIU S, 1999, EE TIMES 0211 MILLER R, 1995, IND CORP CHANGE, V4, P363 TIDD J, 1995, J PROD INNOVAT MANAG, V12, P307 WANG CD, 1999, CHINA DAILY 0205 WEI K, 1999, CHINA DAILY 0405 XIAO S, 1997, PEOPLES POST TE 0719, P3 ZHANG ZX, 1996, RADIO COMMUNICATION, V22, P51 ZHONG X, 1999, COMMUNICATIONS 0210, P2 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 JUN PY 2001 VL 21 IS 6 BP 359 EP 366 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 436VM UT ISI:000168956600004 ER PT J AU Oyebisi, TO TI The Internet and the commercial sector of the Nigerian economy: policy and technology management implications SO TECHNOVATION LA English DT Article DE Internet; technology management; commerce and policy implications AB The socio-economic benefits of the Internet, which is the global information super highway, cannot be over-emphasised. Its importance to the commercial life of any nation is compelling. This paper examines the contributions of the Internet to the Nigerian Commercial Sector, and its policy and technology management implications. The policy and technology management implications of the Internet on Nigerian commerce involve major key-players in the provision and usage of Internet services. The key-players are the government, internet service providers (ISPs), the organised private sector, the management of the national carrier NITEL and the mains utility board NEPA. The policy and technology management implications identified which form the basis for maintaining an operative balance between the key-players are the need for both ISPs and the corporate users to carry out SWOT analysis, and the effective monitoring of the ISPs by the National Communications Commission (NCC). Others include the need for enhancement of cooperation amongst the international bodies, and the provision of adequate and well functioning telecommunications and electricity services. In addition, there is the imperative need for adequate training on the acquisition of basic skills in information technology (IT), and awareness propaganda of Internet services to sensitise the general public on the services available on the global information super highway. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Obafemi Awolowo Univ, Technol Planning & Dev Unit, Ile Ife, Nigeria. RP Oyebisi, TO, Obafemi Awolowo Univ, Technol Planning & Dev Unit, Ile Ife, Nigeria. CR AJAYI GO, 1995, NACETEM INFOTECH SER, V1 AKINDE AD, 1995, NACETEM INFOTECH SER, V1 ARAGBAAKPORE S, 2000, GUARDIAN 0118 COMER DJ, 1994, INTERNET BOOK GATES B, 1996, ROAD AHEAD HAHN H, 1994, INTERNET COMPLETE RE HUBER GP, 1990, ACAD MANAGE REV, V15, P47 IGYOR GA, 1996, NACETEM INFOTECH SER, V2 IROMANTU OC, 1995, NACETEM INFOTECH SER, V1 OLADIMEJI MA, 2000, THESIS OBAFEMI AWOLO OSOFISAN AO, 1996, NACETEM INFOTECH SER, V2 OYEBISI TO, 2000, NIGERIAN J ENG MANAG, V1, P27 UWACHUCKWU AN, 1996, NACETEM INFOTECH SER, V2 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 JUN PY 2001 VL 21 IS 6 BP 367 EP 372 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA 436VM UT ISI:000168956600005 ER PT J AU Snaddon, DR TI Competition in transportation - a literature analysis SO TECHNOVATION LA English DT Article DE transport; compete; literature research; economic systems; manufacturing mix AB This seeks to answer, using published literature, the question: is there an association between "how" and "where" transport competes? A subsidiary question is also addressed, namely, are the literatures on transport biased? This finds differences in literatures (especially in giving evidence required for this analysis). Overall, the test shows that transport competes by, in descending order, the following variables: cost, quality, response, flexibility and dependability. it finds cost over-emphasized in private firms relative to public organizations. Quality, response and flexibility are neither over, nor under, emphasized here. Dependability is over emphasized where external customers are involved and in rail transport. Dependability is under-emphasized in maintenance/replacement. Literature analysis may give small return for large effort and an alternative technique of research is suggested fur further work. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Univ Witwatersrand, Dept Ind Engn, Johannesburg, South Africa. RP Snaddon, DR, Univ Witwatersrand, Dept Ind Engn, Johannesburg, South Africa. CR ALTINKEMER K, 1991, OPER RES, V39, P456 BOERE NJ, 1977, INTERFACES, V7, P1 COYLE JJ, 1980, MANAGEMENT BUSINESS GOPALAN R, 1990, OPER RES, V38, P961 LEEDY P, 1993, PRACTICAL RES PLANNI NDEBELE RC, 1997, UNPUB MANUFACTURING SLACK N, 1990, MANUFACTURING ADVANT SNADDON DR, 1998, TECHNOVATION, V18, P627 SNADDON DR, 2000, PERFORMANCE MEASUREM, P571 VANDENBERG B, 1998, COMPETITIVE VARIABLE 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 JUN PY 2001 VL 21 IS 6 BP 373 EP 381 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 436VM UT ISI:000168956600006 ER PT J AU Jimenez-Martinez, J Polo-Redondo, Y TI Key variables in the EDI adoption by retail firms SO TECHNOVATION LA English DT Article DE EDI; retailing; adoption of innovations; cluster analysis ID ELECTRONIC DATA INTERCHANGE AB This paper analyses the opinions and behaviour of a sample of Spanish firms of the retailing sector in the adoption of EDI. We try to show how variables related to the advantages of use of telecommunications and standards, the environment of the firm and the internal situation of the firm, influence the adopters in a different way. Finally, we draw some conclusions on those factors that clearly discriminate between the different groups. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Dept Econ & Direcc Empresas, Zaragoza 50005, Spain. RP Jimenez-Martinez, J, Dept Econ & Direcc Empresas, Gran Via 2, Zaragoza 50005, Spain. CR 1987, DIRECT STORE DELIVER BAKER RH, 1991, EDI WHAT MANAGERS KN BANERJEE S, 1994, INFORM MANAGE, V26, P65 BENJAMIN RI, 1990, LONG RANGE PLANN, V23, P29 BJORNANDERSEN N, 1995, EDI EUROPE CANRIGHT C, 1988, BUSINESS MARKETI JAN, P81 EMMELHAINZ MA, 1993, EDI TOTAL MANAGEMENT GRANDE I, 1996, FUNDAMENTOS TECNICAS HOWELLS J, 1995, TECHNOL ANAL STRATEG, V7, P371 JIMENEZ J, 1996, THESIS U ZARAGOZA JIMENEZ J, 1997, MANAGEMENT NEW TECHN KATZ ML, 1985, AM ECON REV, V75, P424 LALONDE BJ, 1985, J PURCHASING MAT MAN, V21, P2 MANSFIELD E, 1961, ECONOMETRICA, V29, P741 MONCZKA RM, 1988, J PURCHASING MAT MAN, V24, P2 NASBETH L, 1974, DIFFUSION NEW IND PR OCALLAGHAN R, 1992, J MARKETING, V56, P45 PFEIFFER HKC, 1992, DIFFUSION ELECT DATA SOKOL PK, 1994, NATL ASS PURCHASING, V12, P12 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 JUN PY 2001 VL 21 IS 6 BP 383 EP 392 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 436VM UT ISI:000168956600007 ER PT J AU Jones, O Craven, M TI Beyond the routine: innovation management and the Teaching Company Scheme SO TECHNOVATION LA English DT Article DE innovation routines; teaching company scheme; SMEs; institutionalisation; ethnography AB The concept of routines, repetitive patterns of action, have been adopted in a wide range of academic disciplines including economics, psychology and sociology. Nelson and Winter (Nelson, R.R., Winter, S.G. (1982) An Evolutionary Theory of Economic Change. Belknap Press of Harvard University, Cambridge, Massachusetts and London), used the concept of routines to build on evolutionary economics in their attempt to explain the way in which organisations innovate. However, there have been few attempts to identify the day-to-day social activity which contributes towards maintaining existing routines or, more importantly, the creation of new routines. In this paper we report on a Teaching Company Scheme (TCS) established between Aston Business School and Rotadex Systems Ltd. The programme was designed to improve the capacity for innovation within Rotadex. The data are based on the experience of the Teaching Company Associate, Martin Craven, in his role as the initiator of change within Rotadex. Hence, this research represents an attempt to "peel back the layers" of organisational activity by describing the processes by which new routines become institutionalised. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Aston Business Sch, Birmingham B4 7ET, W Midlands, England. RP Jones, O, Aston Business Sch, Birmingham B4 7ET, W Midlands, England. CR BARLEY SR, 1997, ORGAN STUD, V18, P93 BLAU PM, 1971, STRUCTURE ORG BURNS T, 1961, ADM SCI Q, V6, P257 BURNS T, 1961, MANAGEMENT INNOVATIO BURNS T, 1994, MANAGEMENT INNOVATIO CLARK P, 1993, INNOVATION TECHNOLOG CLARK P, 2000, ORG ACTION COMPETITI COHEN MD, 1994, ORGAN SCI, V5, P554 COHEN MD, 1996, IND CORP CHANGE, V5, P653 COOMBS R, 1987, EC TECHNOLOGICAL CHA CRAVEN M, 1999, THESIS ASTON BUSINES DALTON M, 1959, MEN MANAGE DALTON M, 1964, PRECONCEPTIONS METHO FELDMAN M, 1990, 184 WARW BUS SCH RES, P181 FINCHMAN R, 1995, EXPERTISE INNOVATION GIDDENS A, 1984, CONSTITUTION SOC GILL J, 1997, RES METHODS MANAGERS GOULDNER AW, 1954, PATTERNS IND BUREAUC GRAFTONSMALL R, 1985, THESIS SHEFFIELD CIT GRANT R, 1998, CONT STRATEGIC ANAL HAMMERSLEY M, 1992, WRONG ETHNOGRAPHY ME INNS T, 1997, NEW PRODUCTS WHY JONES B, 1997, DYSPHAGIA, V12, P1 JONES O, 1998, INT J INNOVATION MAN, V2, P3 JONES O, 1999, R&D MANAGE, V29, P167 KAY J, 1995, FDN CORPORATE SUCCES KNIGHTS D, 1994, MANAGERS DIVIDED ORG LINSTEAD S, 1997, BRIT J MANAGE, V8, P85 LUPTON T, 1963, SHOPFLOOR 2 STUDIES MARCH JG, 1958, ORGANIZATIONS MINTZBERG H, 1983, POWER ORG NARAYANAN VK, 1982, ACAD MANAGE REV, V7, P25 NELSON RR, 1982, EVOLUTIONARY THEORY PARKER RC, 1982, MANAGEMENT INNOVATIO PARKER RC, 1985, GOING GROWTH TECHNOL POWER MK, 1991, ACCOUNT ORG SOC, V16, P333 RAM M, 1996, BRIT J MANAGE, V7, P35 ROSENFELD RH, 1998, MANAGING ORG ROWLINSON M, 1997, ORG I PERSPECTIVES E SENKER P, 1994, NEW TECH WORK EMPLOY, V9, P2 SUCHMAN LA, 1983, ACM T OFFICE SYSTEMS TANNENBAUM AS, 1966, SOCIAL PSYCHOL WORK TAYLOR FW, 1911, SCI MANAGEMENT THOMAS RJ, 1994, MACHINES CANT DO POL TIDD J, 1997, MANAGING INNOVATION WATSON TJ, 1994, SEARCH MANAGEMENT CU WEBB J, 1992, SOCIOLOGY, V26, P471 WHEELWRIGHT S, 1992, REVOLUTIONISING PROD NR 48 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 MAY PY 2001 VL 21 IS 5 BP 267 EP 279 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 415XH UT ISI:000167748500001 ER PT J AU Watanabe, C Zhu, B Griffy-Brown, C Asgari, B TI Global technology spillover and its impact on industry's R&D strategies SO TECHNOVATION LA English DT Article DE global technology spillover; assimilation capacity; R&D strategy AB A dramatic increase in the transboundary flow of people, goods and information together with an increase in technology complementarity with capital stock and labor forces has accelerated the growth and spread of global technology spillovers. Facing the R&D stagnation, effective utilization of technology from the global marketplace gathered from multiple sources has become an important competitive strategy leading to greater concern for assimilation capacity of spillover technology (the ability to utilize this spillover technology). In fact, how to effectively utilize this substitution potential has become one of the most crucial R&D strategies for industry. Notwithstanding its strong assimilation capacity up until the 1980s, Japan's capacity has deteriorated in the 1990s and the remediation of this problem has become urgent. This paper, uses both theoretical and empirical analyses of the mechanisms of (i) technology spillover contribution to production increase, and (ii) the role of assimilation, in addition to numerical analyses of the trends in assimilation capacity and the governing factors of this capacity. Furthermore, this investigation attempts to identify the sources and mechanism governing assimilation capacity, in order to extract suggestions for restructuring industry's R&D strategy. (C) 2001 Elsevier Science 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. CR *BANK JAP, 1971, ANN REP PRIC COMM *INT I MAN DEV, 1998, WORLD COMP YB 1998 I *MAN COORD AG, 1971, REP SURV RES DEV *MIN LAB, 1971, MONTHL LAB SURV *MIN LAB, 1975, WAG CENS *MITI, 1971, CURR STAT JAP INF PR *NAT RES COUNC, 1991, R D CONS US JAP COL *NAT RES COUNC, 1998, SCI TECHN POL FUT US *OECD, 1996, STI REV, V17, P39 *OECD, 1997, TECHN IND PERF *OECD, 1998, TECHN PROD JOB CREAT *UN, 1996, WORLD POP PROSP 1996 ASGARI B, 1998, THESIS TOKYO I TECHN BERNSTEIN JI, 1988, AM ECON REV, V78, P429 BERNSTEIN JI, 1989, REV ECON STUD, V56, P249 BERNSTEIN JI, 1998, J IND ECON, V37, P3125 DERTOUZOS ML, 1989, MADE AM GRIFFYBROWN C, 1998, UN INT WORKSH TECHN GRIFFYBROWN C, 1999, INT J TECHNOL MANAGE, V17, P362 GRILICHES Z, 1979, BELL J ECON, V10, P92 GROSSMAN GM, 1991, INNOVATION GROWTH GL JAFFE AB, 1986, AM ECON REV, V76, P984 KALDOR N, 1962, REV ECON STUD, V29, P174 KRYAZHIMSKII A, 1995, WP9592 IIASA MOTOHASHI K, 1997, STI REV, V20, P13 RASCHE RH, 1977, ENERGY RESOURCES POT, P10 SUZUKI K, 1993, INT J IND ORGAN, V11, P573 WATANABE C, 1996, RES EVALUAT, V6, P69 WATANABE C, 1998, ANN C JAP SOC SCI PO, P150 WATANABE C, 1998, ANN C JAP SOC SCI PO, P369 WATANABE C, 1999, RES POLICY, V28, P719 NR 31 TC 11 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 2001 VL 21 IS 5 BP 281 EP 291 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 415XH UT ISI:000167748500002 ER PT J AU Barnes, J Bessant, J Dunne, N Morris, M TI Developing manufacturing competitiveness within South African industry: the role of middle management SO TECHNOVATION LA English DT Article DE innovation; South Africa; middle management; organisational change; training and development; learning ID TECHNOLOGY AB Survival in highly competitive and fragmented markets requires producers to focus on both price and non-price factors such as quality, innovation, adherence to standards and rapid response as the basis for competitive advantage. In an effort to meet these new demands firms are deploying a range of innovations including advanced equipment and reconfiguration of both their internal organisation and their external relationships The literature on the nature of such innovations and the competitive forces driving firms to adopt them is extensive, but less emphasis is given to questions of how particular firms can choose and effectively implement them. Yet research consistently highlights this area as problematic and points to many influential factors including manufacturing strategy (or its absence), financial, industrial relations, work organisation and project management. One area which receives regular attention of this kind is 'middle management' - an organisational grouping which is often seen as a problem and as the source of resistance. It is clear that in a transition from essentially hierarchical organisational forms characterised by high division of labour and extensive use of bounded autonomy, decision rules and standard procedures to more fluid and flexible forms this group is likely to be extensively involved. This paper explores the role of middle management in innovation within the specific context of South Africa, and develops some proposals for mechanisms which might help enhance their contribution to industrial restructuring. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Univ Brighton, CENTRIM, Brighton BN1 9PH, E Sussex, England. RP Bessant, J, Univ Brighton, CENTRIM, Brighton BN1 9PH, E Sussex, England. CR 1994, MANAGEMENT TODAY *DTI, 1997, COMP PARTN PEOPL *IDC, 1995, PROV IND DEV S AFR ANIRUTH J, 1998, PROVIDING I SUPPORT BARNES J, 1997, 11 U NAT DURB CTR SO BARNES J, 1998, 12 CSDS U NAT DURB BARNES J, 1998, 13 CSDS U NAT DURB BESSANT J, 1991, MANAGING ADV MANUFAC BESSANT J, 1992, INT EXPERIENCE ED TR BESSANT J, 1995, EUROPES NEXT STEP BESSANT J, 1995, RES POLICY, V24, P97 BESSANT J, 1997, FINAL REPORT EVALUAT BESSANT J, 1998, 2 IPSERA C STRAT PUR BESSANT J, 1998, INT J INNOVATION MAN, V2, P409 BEST M, 1990, NEW COMPETITION BLACK A, 1994, IND STRATEGY MOTOR V BLACK A, 1996, 7 DPRU U CAP TOWN BOER H, 1999, CI CHANGES SUGGESTIO BROWN S, 1996, STRATEGIC MANUFACTUR DAVENPORT T, 1992, PROCESS INNOVATION R DAVIS H, 1996, LOCAL GOV STUD, V22, P1 DESAI A, 1997, J MODERN AFRICAN STU, V35 DLAMINI K, 1997, INDICATOR SA, V14 DRUCKER PF, 1995, MANAGING TIME GREAT DUNCAN D, 1997, WE ARE MOTOR MEN MAK GELB S, 1991, S AFRICAS EC CRISIS HALES CP, 1986, J MANAGEMENT STDIE, V23 HANIVAL S, 1997, TRADE IND MONITOR, V3 HARRISON K, 1998, 14 CSDS U NAT DURB HILL T, 1993, MANUFACTURING STRATE HINES P, 1994, CREATING WORLD CLASS HOFFMAN K, 1988, DIVING FORCE GLOBAL HOLTI R, 1995, CHANGE EVERYTHING ON HOLTI R, 1997, DEV LEARNING NETWORK HORNE JH, 1965, J MANAGEMENT STUDIES, V2 HUMPHREY J, 1998, CORPORATE RESTRUCTUR HUNTER M, 1998, HUMAN RESOURCE DEV I JANELLI RL, 1993, MAKING CAPITALISM SO JOFFE A, 1995, IMPROVING MANUFACTUR JOFFE A, 1996, S AFRICAN LABOUR B, V20 JULIUS AB, 1986, THESIS PACIFIC W U C KANTER RM, 1982, HARVARD BUSINESS JUL KAPLINSKY R, 1991, 295 I DEV STUD KAPLINSKY R, 1994, EASTERNISATION SPREA KAPLINSKY R, 1997, 15 U NAT DURB CTR SO KAPLINSKY R, 1999, USING SUPPLY CHAINS KOTTER JP, 1982, WHAT EFFECTIVE GEN M LAMMING R, 1993, PARTNERSHIP STRATEGI LEONARDBARTON D, 1988, RES POLICY, V17, P251 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG MACUN I, 1998, S AFRICAN LABOUR B, V22 MALLORY GM, 1989, J GEN MANAGEMENT, V14 MANZ CC, 1990, ORG DYNAMICS MEYER T, 1996, S AFRICAN J BUSINESS, V27 MORRIS M, 1991, S AFRICAS EC CRISIS MORRIS M, 1998, 18 CSDS U NAT DURB NADVI K, 1997, 360 IDS NONAKA I, 1991, HARVARD BUSINESS NOV, P96 NORMANN R, 1993, VALUE CHAIN VALUE CO PEDLER M, 1991, LEARNING CO STRATEGY PFEFFER J, 1998, HUMAN EQUATION BUILD PFEFFER J, 1999, ACAD MANAGEMENT EXEC, V13, P37 REVANS R, 1983, ACTION LEARNING, V2 SCHMITZ H, 1997, COLLECTIVE EFFICIENC SENKER J, 1994, R D MAN C MANCH BUS TRANFIELD D, 1998, MANAGEMENT DECISION, V36 UYTERHOEVEN H, 1989, HBR MAR VONHOLDT K, 1996, S AFRICAN LABOUR B, V20 VOSS C, 1986, IMPLEMENTATION ADV M WICKENS P, 1987, ROAD NISSAN FLEXIBIL WOMACK JP, 1990, MACHINE CHANGED WORL WOMACK JP, 1996, LEAN THINKING BANISH NR 72 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 2001 VL 21 IS 5 BP 293 EP 309 PG 17 SC Engineering, Industrial; Operations Research & Management Science GA 415XH UT ISI:000167748500003 ER PT J AU Koschatzky, K Bross, U Stanovnik, P TI Development and innovation potential in the Slovene manufacturing industry: analysis of an industrial innovation survey SO TECHNOVATION LA English DT Article DE system transformation; industrial innovation; innovation networking; Slovenia AB In the transformation of economic structures and industrial sectors in Central and Eastern European Countries, innovation plays a critical role for adapting production processes and products to global market requirements, for improving economic competitiveness and for social welfare. Since innovation processes were organised according to a linear science-push innovation model during socialist times, interactive learning processes, which are an important feature in recent innovative activity, were underdeveloped or non-existent. Using empirical data from an industrial innovation survey carried out in the Republic of Slovenia, the paper analyses structural characteristics of the Slovenian manufacturing industry and its innovative behaviour. It will be shown that although a high share of firms innovated between 1994 and 1996, interactive learning processes through innovation networking are still not fully utilised. Go-operation takes place firstly on the level of informal information exchange and less on the formal level of joint research and development. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 ISI, Fraunhofer Inst Syst & Innovat Res, D-76139 Karlsruhe, Germany. IER, Ljubljana 1001, Slovenia. RP Koschatzky, K, ISI, Fraunhofer Inst Syst & Innovat Res, Breslauer Str 48, D-76139 Karlsruhe, Germany. CR 1998, SLOVENIAN EC MIRROR *EBRD, 1997, TRANS REP REF OST *EUR COMM, 1993, SCI TECHN SLOV FIN R *MIN SCI TECHN REP, 1995, SCI TECHN SLOV ACS Z, 1993, SPECIAL PUBLICATION, P23 ACS ZJ, 1990, INNOVATION SMALL FIR ANDERSEN ES, 1988, SMALL COUNTRIES FACI, P9 BROSS U, 1998, DEV PROSPECTS CZECH CAMAGNI R, 1991, INNOVATION NETWORKS COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOKE P, 1996, SMALL BUSINESS EC, V24, P272 DYKER DA, 1997, TECHNOLOGY TRANSITIO, P3 FRITSCH M, 1996, 9613 TU BERG FREIB FRITSCH M, 1998, RAUMFORSCHUNG RAUMOR, V56, P243 GRABHER G, 1993, EMBEDDED FIRM SOCIOE GRABHER G, 1997, RESTRUCTURING NETWOR HATTER S, 1997, 3 ROME 3 ITALY EC NE KLINE SJ, 1986, POSITIVE SUM STRATEG, P275 KOMAC M, 1996, 47 MOEL FRAUNH ISI KOSCHATZKY K, 1997, ENTWICKLUNGS INNOVAT KOSCHATZKY K, 1998, INT J INNOVATION MAN, V2, P383 KOSMAC DB, 1996, REV CHANGES NATL SCI KUHLMANN S, 1996, TECHNOLOGY MANAGEMEN, P73 LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT, P1 MESKE W, 1998, TRANSFORMING SCI TEC, P3 MULLER E, 1997, 8 FRAUNH ISI PAVITT K, 1984, RES POLICY, V13, P343 PYKE F, 1990, IND DISTRICTS INTER PYKE F, 1992, IND DISTRICTS LOCAL RAISER M, 1998, ECON TRANSIT, V6, P241 STANOVNIK P, 1994, INT C PATH EC DEV BU STANOVNIK P, 1998, TRANSFORMING SCI TEC, P98 TETHER BS, 1997, RES POLICY, V26, P19 WALTER GH, 1997, TECHNOLOGY BASED FIR, P263 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 MAY PY 2001 VL 21 IS 5 BP 311 EP 324 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 415XH UT ISI:000167748500004 ER PT J AU Tsuji, YS TI Product development in the Japanese and US printer industries SO TECHNOVATION LA English DT Article DE product development; printer industry; long-term development; Japanese management style; decision-making AB I have investigated the question of whether or not long-term or continuous research and development (R&D) is necessary to succeed in Japanese product development. For this purpose, a comparative survey of Japanese and US product development in the inkjet printer industry has been carried by means of patent analysis. The results thus obtained showed that Japanese firms tend to carry out long-term R&D, while US firms tend to adopt a more short-term approach. Most unsuccessful Japanese firms were found to have persisted in their R&D without introducing their commodities into the market, leading to non-productive long-term investment. The results of the comparison study suggest that Japanese firms maintain their R&D theme by adding minor modifications, whereas the US firms are more likely to withdraw. Differences are based on the variation in decision-making process in firms of the two countries. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Tokyo Inst Technol, Grad Sch Decis Sci & Technol, Dept Ind Engn & Management, Meguro Ku, Tokyo 1528552, Japan. RP Tsuji, YS, Sakuradai Danchi 16-1636,Sakuradai 28,Aoba Ku, Yokohama, Kanagawa 2270061, Japan. CR *DAT SUPPL INC, 1998, FOR EV MARK COL HARD AKAKIBARA K, 1995, R D MANAGEMENT JAPAN BOWER JL, 1995, HARVARD BUS REV, V73, P43 CHRISTENSEN CM, 1997, HARVARD BUS REV, V75, P141 FREEMAN C, 1987, TECHNOLOGY POLICY EC KODAMA F, 1991, ANAL JAPANESE HIGH T KUSUNOKI T, 1995, JAPANESE INNOVATION ODAGIRI H, 1993, NATL INNOVATION SYST ROSENBERG N, 1976, PERSPECTIVES TECHNOL ROSENBLOOM RS, 1987, CALIFORNIA MANAGEMEN, V29, P4 SAKAKIBARA K, 1994, BUSINESS STRATEGY RE, V5, P57 WATANABE C, 1998, TECHNOLOGICAL EC NR 12 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 2001 VL 21 IS 5 BP 325 EP 332 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 415XH UT ISI:000167748500005 ER PT J AU Carayannis, E Forbes, J TI A pragmatic representation of systems engineering based on technological learning SO TECHNOVATION LA English DT Article DE systems engineering; organizational learning; knowledge management ID PIAGET; DESIGN AB In this paper, we will argue that the apparent tendency for large engineering projects to produce other than intended results stems not from the particulars of the projects but, more basically, from representing them as overly simplified, highly linear, and often hyper-rational schemes to begin with. We suggest that a key factor in the tendency to go in unanticipated directions is the inherently difficult to predict effect of ongoing sense-making and multi-level technological learning (Carayannis, E., 1999. Knowledge transfer through technological hyperlearning in five industries. Technovation 19, 141)-feedback with a vengeance, so to speak. Further, since this learning is shaped by social context, various stakeholders may well learn differently. Hence, the practice of reliability engineering, logistics engineering, and systems engineering generally, rather than being bad engineering or bad application of good engineering, can instead be reformulated as an ongoing sense-making activity embedded in an adaptive social process. Three case studies serve as archetypes for three fairly common results. The three cases are 'Unexpected Opportunity', 'Failure then Success', and 'Technophobia'. Each case study has two parts. In the first part we present the specifics of the case in abbreviated form. In the second part of each case we place what happened within a common conceptual framework. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 George Washington Univ, Sch Business Publ Management, Washington, DC 20052 USA. Logist Management Inst, Mclean, VA 22102 USA. RP Carayannis, E, George Washington Univ, Sch Business Publ Management, 2115 G St NW, Washington, DC 20052 USA. 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The paper analyses the strategies, behaviours and functions of firms (local and foreign), suggesting that the effectiveness of direct government-firm interventions may be overstated in the policy literature. By focusing on electronics, the largest export sector, the paper makes inter-country comparisons between government policy approaches, corporate strategies, technological trends, product specialisations, and the effectiveness of government-funded technology institutes and government-firm partnerships for technology. Firm-level case findings are used to provide a detailed understanding of emerging East Asian corporate strategies and technological strengths and weaknesses. The paper confirms the remarkable degree of technological progress over the past three decades but warns against simple extrapolations into the future. By examining strengths, weaknesses, opportunities and threats, the paper touches on issues raised by the economic crisis in East Asia, supporting the view that the primary role of government is to secure macroeconomic stability, rather than to intervene in support of specific firms or sectors. The empirical evidence is used to assess and extend conceptualisations of the East Asian developmental state, arguing that the conventional market to state continuum fails to capture important features of the region's development. The paper also comments on the relevance of the findings for modern resource-based theories of the firm and neo-Schumpeterian models of innovation. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Univ Sussex, Sci Policy Res Unit, Brighton BN1 9RF, E Sussex, England. Univ Sussex, Sch Social Sci, Brighton BN1 9RF, E Sussex, England. RP Hobday, M, Univ Sussex, Sci Policy Res Unit, Mantell Bldg, Brighton BN1 9RF, E Sussex, England. CR 1997, ECONOMIST 1018, P18 *DTI MONTHL EC ASS, 1997, THAIL CURR CRIS E AS, P8 *WORLD BANK, 1993, E AS MIR EC GROWTH P *WORLD INV REP, 1997, TRANSN CORP MARK STR ABEGGLEN JC, 1985, KAISHA ABERNATHY WJ, 1983, IND RENAISSANCE PROD ABERNATHY WJ, 1985, RES POLICY, V14, P3 AMSDEN A, 1989, ASIAS NEXT GIANT ANSOFF HI, 1967, HARVARD BUS REV, V45, P71 BALASSA B, 1981, NEWLY IND COUNTRIES BELL M, 1996, AIMING 2020 DEMAND D CHAIRATANA P, 1997, TESIS U SUSSEX SPRU CHAPONNIERE JR, 1989, TECHNOLOGICAL CHANGE CHESBROUGH HW, 1996, HARVARD BUSINESS JAN, P67 CLARK KB, 1991, PRODUCT DEV PERFORMA DAHLMAN CJ, 1985, MANAGING TECHNOLOGIC DUNNING JH, 1975, OXFORD B ECON STAT, V41, P269 EVANS PB, 1985, BRINGING STATE BACK EVANS PB, 1995, EMBEDDED AUTONOMY ST GERSCHENKRON A, 1962, EC BACKWARDNESS HIST HAGGARD S, 1988, ACHIEVING IND E ASIA HAMEL G, 1994, COMPETING FUTURE HOBDAY M, 1994, DEV CHANGE, V25, P333 HOBDAY M, 1994, J DEV STUD, V30, P831 HOBDAY M, 1995, INNOVATION E ASIA CH HOBDAY M, 1995, WORLD DEV, V23, P1171 HOBDAY M, 1996, TECHNOLOGY I STRATEG HOBDAY M, 1997, ASIA PACIFIC BUSINES, V4, P48 HOBDAY M, 1999, IND TECHNOLOGY DEV M HOBDAY M, 2000, TECHNOLOGICAL LEARNI HONG SG, 1997, POLITICAL EC IND POL KIM L, 1987, TECHNOVATION, V6, P261 KIM LS, 1992, RES POLICY, V21, P437 KIM SR, 1997, 20 SUSS EUR I SEI KIM SR, 1997, INFOWIN B MAY KIM SR, 1997, KNOWLEDGE SOC INFORM, P122 KOTLER S, 1976, MARKETING MANAGEMENT KRUGMAN P, 1994, FOREIGN AFF, V73, P62 LALL S, 1982, DEV COUNRIES EXPORTE MASON A, 1997, WILL POPULATION CHAN MATHEWS JA, 1997, CALIF MANAGE REV, V39, P26 MATHEWS MAR, 1995, HIGH TECHNOLOGY IND NELSON RR, 1991, STRATEGIC MANAGE J, V12, P61 PENROSE ET, 1959, THEORY GROWTH FIRM RIEDEL J, 1988, ACHIEVING IND E ASIA SWANN P, 1993, CORPORATE VISION RAP TEECE DJ, 1986, RES POLICY, V15, P285 TEECE DJ, 1994, 949 CCC U CAL CTR RE TEECE DJ, 1996, J ECON BEHAV ORGAN, V31, P193 TUSHMAN ML, 1997, WINNING INNOVATION P UTTERBACK JM, 1975, OMEGA-INT J MANAGE S, V3, P639 UTTERBACK JM, 1993, RES POLICY, V15, P285 VERNON R, 1966, Q J ECON, V80, P190 WADE R, 1984, I DEV STUDIES B, V15 WADE R, 1990, GOVERNING MARKET EC XUE L, 1997, INT J TECHNOLOGY MAN, V13, P28 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 APR PY 2001 VL 21 IS 4 BP 209 EP 226 PG 18 SC Engineering, Industrial; Operations Research & Management Science GA 409HW UT ISI:000167379100002 ER PT J AU Hur, KI Watanabe, C TI Unintentional technology spillover between two sectors: kinetic approach SO TECHNOVATION LA English DT Article DE technology spillover; assimilation capacity; kinetic approach; technology stock; institutional effect; two sectors ID R-AND-D AB Here we focus on the attempt to measure spillovers using a kinetic concept. The first purpose of this paper is to review the important factors that increase the assimilation capacity. These factors allow us to suppose that each sector is separated by a different level of position in order to calculate spillover effects. The second purpose is, therefore, to estimate the spillover effects in terms of a kinetic approach. In this paper, we simulated the model using techno-economic data sets (Japanese manufacturing sectors) and were able to obtain some interesting findings and implications: (1) R&D spillover is a positive and significant externality and (2) the institutional effect is a crucial factor to accelerate the assimilation capacity. However, it should be emphasized that this approach does not consider multi-dimensional interactions among sectors. With such estimates, it would be possible to compute not only the absorption and assimilation capacities, but also the technology stock including technology spillover beyond its own industry's borders. We believe that the kinetic approach proposed in this paper could suggest a practical estimating method in terms of calculating absorption and assimilation capacities using the concept of speed, instead of using a regression-based approach. (C) 2001 Elsevier Science 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. CR 1998, ANAL REPORT TECHNOLO BERNSTEIN JI, 1988, AM ECON REV, V78, P429 BERNSTEIN JI, 1989, REV ECON STUD, V56, P249 BERNSTEIN JI, 1991, 3625 NBER WP GOTO A, 1989, REV ECON STAT, V71, P555 GRILICHES Z, 1984, REV ECON STAT, V66, P324 GRILICHES Z, 1998, SCANDINAVIAN J EC, V94, P251 JAFFE AB, 1986, AM ECON REV, V76, P984 MANSFIELD E, 1977, Q J ECON, V91, P221 MOHNEN P, 1988, 8818 U MONTR DEP EC MOHNEN P, 1996, 17 STI, P39 PAKES A, 1984, R D PATENTS PRODUCTI, P73 SHAH A, 1995, FISCAL INCENTIVES IN, P240 SVEIKAUSKAS L, 1981, REV ECON STAT, V63, P275 TERLECKYJ N, 1974, EFFECTS R D PRODUCTI WATANABE C, 1996, ANN C JAP SOC SCI PO, P240 WATANABE C, 1999, RES POLICY, V28, P719 NR 17 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 APR PY 2001 VL 21 IS 4 BP 227 EP 235 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 409HW UT ISI:000167379100003 ER PT J AU Sanni, SA Ilori, MO Opaleye, AO Oyewale, AA TI Nigeria's technology policy: is it adequate in the globalizing world? SO TECHNOVATION LA English DT Article DE science; technology; policy; objectives; strategies AB This paper discusses the emergence of science and technology (S&T) policy. It also highlights the National S&T Policy of Nigeria, as well as its adequacy or otherwise in the globalizing world. It concludes that the national S&T output is inadequate and ascribes the inadequacy to defects in the formulation and implementation of the policy. It is also pointed out that some important sectors such as Science, Information Technology, Communications, and Space Science and Technology, which could create potential opportunities to leap-frog technologically, were left out of the Policy. However, these and other sectors have been included in the revised Policy which will soon be approved by the National Assembly. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Obafemi Awolowo Univ, Natl Ctr Technol Management, Ile Ife, Osun State, Nigeria. Obafemi Awolowo Univ, Technol Planning & Dev Unit, Ile Ife, Osun State, Nigeria. RP Opaleye, AO, Obafemi Awolowo Univ, Natl Ctr Technol Management, Ile Ife, Osun State, Nigeria. CR 1906, NATL POLICY SCI TECH 1964, FIN REP LAG C AUG 1975, NATL POLICIES PRIORI 1982, ITRO POLICY ANAL SCI 1999, NATL POLICY SCI TECH AHMED A, 1988, SCI TECHNOLOGY POLIC ILORI MO, 1920, UNPUB TEHNOVATION 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 APR PY 2001 VL 21 IS 4 BP 237 EP 243 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 409HW UT ISI:000167379100004 ER PT J AU Abraham, BP Moitra, SD TI Innovation assessment through patent analysis SO TECHNOVATION LA English DT Article DE patents; Indian patents data; innovation trends; technological level; firm patenting strategy; patents policy ID TECHNOLOGICAL-CHANGE AB Indian industry in the 1990s has had to cope both with the liberalization of imports into the country and rapid technological developments and innovations occurring in both product and process technologies. To come up with competitive new products and processes, Indian industry needs to have access to detailed information on technological innovations that it has to compete with. One major method of obtaining such information could be an analysis of Indian patent data. Since such data might signal the kinds of product and processes foreign companies are planning to introduce in India, an analysis of Indian patent data could provide firms with information that could help them with their strategic planning efforts. An analysis of patents accepted by the Indian patent office in the fields Electric Communication Techniques over the last five years is carried with the intention of assessing whether data available in these patent applications would enable Indian firms to accurately assess technological advances and innovations occurring in this sector. It is also compared with data on patents granted by the US Patent Office. Public policy measures that could make Indian patent data more useful for Indian firms are also suggested. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Indian Inst Management, Calcutta 700027, W Bengal, India. RP Abraham, BP, Indian Inst Management, POB 16757,Alipore PO, Calcutta 700027, W Bengal, India. CR ARCHIBUGI D, 1996, TECHNOVATION, V16, P451 ASHTON WB, 1988, RES TECHNOL MANAGE, V31, P42 ASHTON WB, 1988, RES TECHNOL MANAGE, V32, P36 BASBERG BL, 1987, RES POLICY, V16, P131 BERGERON S, 1998, RES POLICY, V26, P733 BOSWORTH DL, 1984, RES POLICY, V13, P115 COOMBS R, 1996, RES POLICY, V25, P403 FIKKERT B, 1998, RUTG C INT PROP RIGH GASSLER H, 1996, INT J TECHNOL MANAGE, V11, P329 JOLY PB, 1996, RES POLICY, V25, P1027 LANJOUW JO, 1998, REV ECON STUD, V65, P671 LIU SJ, 1997, INT J TECHNOL MANAGE, V13, P661 MALERBA F, 1996, RES POLICY, V25, P451 MANSFIELD E, 1985, J IND ECON, V34, P217 MOGEE ME, 1991, RES TECHNOL MANAGE, V34, P43 NARIN F, 1987, RES POLICY, V16, P143 PACI R, 1997, TECHNOVATION, V17, P25 PENROSE E, 1951, EC INT PATENT SYSTEM SANGAL PS, 1987, INDIAN PATENT SYSTEM SCHIFFEL D, 1978, RES POLICY, V7, P324 SHIPMAN JR, 1967, HARVARD BUS REV, P116 TAYLOR CT, 1973, EC IMPACT PATENT SYS TONG XS, 1994, RES POLICY, V23, P133 NR 23 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 2001 VL 21 IS 4 BP 245 EP 252 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 409HW UT ISI:000167379100005 ER PT J AU Rogers, EM Takegami, S Yin, J TI Lessons learned about technology transfer SO TECHNOVATION LA English DT Article DE technology transfer; spin-offs; high technology; regional development AB The present paper derives lessons learned about effective technology transfer from research on the technology transfer process in New Mexico over the past several years. Technology transfer from national R&D laboratories and from research universities provides the main basis for economic growth by metropolitan regions in the United States. New Mexico is (1) technology-rich because of Sandia National Laboratories, Los Alamos National Laboratory and the University of New Mexico, and (2) entrepreneur-friendly. High-technology spin-offs are a particularly effective means of technology transfer. The process of technology transfer is a difficult type of communication, and demands trained and skilled personnel, adequate resources, and organizational and other reward/incentive structures. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Univ New Mexico, Dept Commun & Journalism, Albuquerque, NM 87131 USA. RP Rogers, EM, Univ New Mexico, Dept Commun & Journalism, Albuquerque, NM 87131 USA. CR 1995, BASICS LICENSING *TECHN VENT CORP T, 1998, NEW MEX EQ CAP S ALB BLUMENSTYK G, 1999, CHRONICLE HIGHE 0212 BOZEMAN B, 1994, POLICY STUD J, V22, P322 CARAYANNIS EG, 1998, TECHNOVATION, V18, P1 DEARING JW, 1990, TECHNOLOGY TRANSFER DEVOL RC, 1999, MILIKEN I ERBISCH F, 1999, COMMUNICATION 0208 EVELAND JD, 1986, KNOWLEDGE, V8, P303 GEIZER E, 1995, COMMERCIALIZATION TE GIBSON DV, 1994, COLLABORATION TRIAL MASSING DE, 1997, AUTM LICENSING SURVE MASSING DE, 1998, AUTM LICENSING SURVE MUIR AE, 1993, J ASS U TECHNOLOGY M, V5, P61 NIEVES E, 2000, NY TIMES 0220, P16 ODZA M, 1996, TECHNOLOGY ACCESS RE, V9, P1 OKEEFE TG, J TECHNOLOGY TRANSFE, V6 PRESSMAN L, 1995, J ASS U TECHNOLOGY M, V7, P49 ROGERS EM, 1995, DIFFUSION INNOVATION ROGERS EM, 1998, R&D MANAGE, V28, P1 ROGERS EM, 1999, 16 ANN INT COMM C ROGERS EM, 1999, HDB TECHNOLOGY MANAG, P145 ROGERS EM, 1999, INTERCULTURAL COMMUN ROGERS EM, 1999, J HIGH EDUC, V70, P687 ROGERS EM, 1999, TECHNOLOGY TRANSFER SANDELIN J, 1994, UNPUB KNOWLEDGE TRAN SINGHAL A, 2000, INDIAS COMMUNICATION SLAUGHTER S, 1997, ACAD CAPITALISM POLI SPANN MS, 1993, TECHNOLOGY TRANSFER, V18, P63 SPANN MS, 1995, IEEE T ENG MANAGE, V42, P19 STEFFENSEN M, 1999, J BUSINESS VENTURING, V15, P93 TORNATZKY LG, 1995, REPORT NATL SCI FDN TRUNE DR, 1996, J ASS U TECHNOLOGY M, V8, P63 NR 33 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 APR PY 2001 VL 21 IS 4 BP 253 EP 261 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 409HW UT ISI:000167379100006 ER PT J AU Drejer, A TI How can we define and understand competencies and their development? SO TECHNOVATION LA English DT Article DE competencies; focus competencies; competence development ID KNOWLEDGE; TECHNOLOGY; INNOVATION AB This paper is concerned with the formulation of a framework for competence development as a research area and an area of management attention in firms. it will be argued that there is, indeed, a need for research and management practice of competence development. Based on this need a model for competence development is proposed. The model is followed by some considerations as to how competence development can be practised in management - this being the main contribution of the paper. In conclusion. a number of questions yet to answered by research in competence-based strategy are raised. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Univ Aalborg, Ctr Ind Prod, DK-9220 Aalborg, Denmark. RP Drejer, A, Univ Aalborg, Ctr Ind Prod, Fibigerstr 16, DK-9220 Aalborg, Denmark. 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Testing the strategic management framework in a pilot sample in Malaysia showed that vulnerability, market uncertainty, rapid technological change and development, and lack of resources, especially human resources, were constraining the growth and development of these software firms. The study found that for their product development, the Malaysian ESFs lacked a clear strategic focus on developing technological superiority, and accessing multiple sources of technology. Strategies critical for software market develop ment that need to be improved were the speed to market entry, linkage with large customers, and development of appropriate distribution channels. Long term policy, top management commitment, responsiveness to change, and creation of an innovation accepting. entrepreneurship accommodating culture were found to be important facilitators for innovating new software. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Asian Inst Technol, Sch Management, Klongluang 12120, Patumthani, Thailand. RP Islam, N, Asian Inst Technol, Sch Management, POB 4,Mail Box 68, Klongluang 12120, Patumthani, Thailand. 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However, unrealised assumptions about the functionality of the new computer system created a serious misalignment between IT design, strategic performance targets and the intended strategy for managing labour. This required a process of learning by computer users, their line managers and senior management, one that pivoted on the performance goals that were seen as achievable within the opportunities and constraints afforded by the change programme. A labour strategy emerged out of the progressive alignment between these goals and an appropriate pattern of practices for the management of computer users, one at variance with strategic intentions founded on a smooth integration of technical and work systems, Moreover, this multilateral organisational learning not only transacted the constraints that were imposed by the business strategy, but also powerfully influenced its development in turn. As such, its key constituent elements of technology, structure and strategic performance objectives did not simply establish the conditions for the formation of labour strategy, but were significantly affected by the learning about their deficiencies and the necessary changes in them which were at its heart. Consequently, rather than simply Rowing from "higher order" decisions, labour management was integral to the shaping of the organisation's business strategy over time. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Cranfield Univ, Int Ecotechnol Res Ctr, Innovat & Technol Assessment Unit, Cranfield MK43 0AL, Beds, England. RP Cordey-Hayes, M, Cranfield Univ, Int Ecotechnol Res Ctr, Innovat & Technol Assessment Unit, Cranfield MK43 0AL, Beds, England. CR *BEN AG, 1992, EMP SEN MAN DISC PAP *BEN AG, 1992, MAN BEN AG DISC PAP *BEN AG, 1992, ON STOP DISC DOC *BEN AG, 1996, INC SUPP ACC IMPR PR *BEN AG, 1998, 19967 BEN AG *BEN AG, 1999, 19978 BEN AG BELLAMY C, 1996, PUBLIC ADMIN, V74, P159 BOXALL P, 1996, HUMAN RESOURCE MANAG, V6, P59 CHILD J, 1985, ORG GUIDE PROBLEMS P CLARK J, 1988, PROCESS TECHNOLOGICA DYERSON R, 1999, J MANAGE STUD, V36, P629 FOSTER D, 1999, WORK EMPLOY SOC, V13, P19 GILBERT M, 1996, TECHNOVATION, V16, P6 GRATTON L, 1999, STRATEGIC HUMAN RESO GREENBAUM J, 1998, WORKPLACES FUTURE LILLEY P, 1996, COMMUNICATION FEB MARGETTS H, 1991, PUBLIC ADMIN, V69, P325 PURCELL J, 1994, HUMAN RESOURCE MANAG PURCELL J, 1995, HUMAN RESOURCE MANAG, P63 SEATON RAF, 1993, TECHNOVATION, V13, P1 SPARROW PR, 1996, HUMAN RESOURCE MANAG, V6, P75 STACEY RD, 1992, MANAGING CHAOS DYNAM STOREY J, 1997, PERS REV, V26, P24 STURDY A, 1992, THESIS U MANCHESTER THOMAS R, 1997, GUARDIAN 0520 TYSON S, 1995, HUMAN RESOURCE MANAG 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 MAR PY 2001 VL 21 IS 3 BP 167 EP 174 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 398ZN UT ISI:000166786500004 ER PT J AU Liu, H Jiang, YZ TI Technology transfer from higher education institutions to industry in China: nature and implications SO TECHNOVATION LA English DT Article DE technology transfer; higher education institutions; science and technology policy; strategy; government; economic system; China ID UNIVERSITY TECHNOLOGY; LABORATORIES; MANAGEMENT AB Increasing the effectiveness of technology transfer has strategic implications for both nations and companies. Despite considerable research on technology transfer from higher education institutions (HEIs) to companies in Western countries. research cannot be found on such an important issue in the context of China. This paper introduces a conceptual framework that addresses major determinants of technology development and transfer in China. The determinants include the economic system, government policy and initiative, and constraints and impetus. An overview of technology transfer in China indicates that China's HEIs have already become a major source of new technology. A case study of technology transfer at Tsinghua University suggests that successful practices of technology transfer already exist. Research and practical implications are discussed. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Manchester Business Sch, China Business Ctr, Manchester M15 6PB, Lancs, England. Tsing Hua Univ, Off Int Cooperat & Exchange, Beijing 100084, Peoples R China. RP Liu, H, Manchester Business Sch, China Business Ctr, Booth St W, Manchester M15 6PB, Lancs, England. 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Our findings show that the innovation activities are more widespread in the firms having large sizes of employment. In some sectors of manufacturing industry 60-80% of the firms undertake innovation activities. Improving the product quality and opening up new markets rank at the top of the main objectives of innovation activities. In-house R&D turn out to be the main sources of information assisting innovation activities. 51.2% of the firms that are engaged in innovation carry out joint R&D with consultancy firms, and 52.3% Of the firms with which Turkish firms co-operate are in the EU countries. In the majority of the manufacturing sectors, more than 50% of the total sales are derived from technologically new and improved products. Only 19% of the firms have had patent applications with a return of very few patented inventions. A correlation analysis of basic indicators of innovation activities shows that, for instance, sales of new products, R&D expenditures, and firm sizes correlate only weakly. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Middle E Tech Univ, Dept Phys, TR-06531 Ankara, Turkey. RP Uzun, A, Middle E Tech Univ, Dept Phys, TR-06531 Ankara, Turkey. CR *OECD, 1997, NAT INN SYST *OECD, 1997, PROP GUID COLL INT T *OECD, 1999, PAT COUNTS IND TECHN *SIS, 1990, PUBL SIS, V1501 *SIS, 1991, PUBL SIS, V1502 *SIS, 1997, PUBL SIS, V2053 ALBACH H, 1996, EUR C INN MEAS POL DOGRUSOZ H, 1978, SEM S T DEV ANK GARFIELD E, 1991, P S PUBL MED SCI TUB, P8 MALERBA F, 1996, EUR C INN MEAS POL MANSFIELD E, 1991, RES POLICY, V20, P1 SMITH K, 1995, NORWEGIAN NATL INNOV UZUN A, 1996, SCIENTOMETRICS, V36, P259 UZUN A, 1998, INT INF LIBR REV, V30, P169 NR 14 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 MAR PY 2001 VL 21 IS 3 BP 189 EP 196 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 398ZN UT ISI:000166786500006 ER PT J AU Bessant, J Caffyn, S Gallagher, M TI An evolutionary model of continuous improvement behaviour SO TECHNOVATION LA English DT Article DE continuous improvement; kaizen; incremental innovation; employee involvement; innovation routines AB In today's complex and turbulent environments the need for continuous improvements in products and processes is widely recognised. But the mechanisms whereby such a continual stream of innovation can be achieved are often less clearly identified. One option is to mobilise a high proportion of the workforce in a process of sustained incremental problem-solving, but experience with this approach suggests that successfully doing so is far from simple. Although many programmes for 'kaizen' or 'continuous improvement' based on employee involvement are started, the failure rate is high. This paper reports on extensive case-study based research exploring how high involvement in continuous improvement can be built and sustained as an organisational capability. It argues that this phenomenon needs to be viewed as a cluster of behavioural changes which establish innovation routines in the enterprise, and presents a reference model for assessment of progress in the evolution of such capability. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Univ Brighton, Ctr Res Innovat Management, Brighton BN1 9PH, E Sussex, England. RP Bessant, J, Univ Brighton, Ctr Res Innovat Management, Brighton BN1 9PH, E Sussex, England. CR *EIU, 1992, MAK QUAL WORK LESS E ARGYRIS C, 1970, ORG LEARNING BESSANT J, 1992, IND HIGHER ED SEP, P185 BESSANT J, 1995, EUROPES NEXT STEP BESSANT J, 1997, LEARNING NETWORKS BESSANT J, 1997, REPORT KAIZEN MISSIO BESSANT J, 2000, INT J OPERATIONS PRO, V19 CAFFYN S, 1996, WORKS MANAGEMENT JUL CAFFYN S, 1998, THESIS U BRIGHTON BR CLARK P, 1970, ACTION RES ORG CHANG FRENCH W, 1995, ORG DEV BEHAV SCI IN GALLAGHER M, 1997, CONTINUOUS IMPROVEME GIDDENS A, 1984, CONSTITUTION SOC IMAI K, 1987, KAIZEN KAY J, 1993, FDN CORPORATE SUCCES KIRTON MJ, 1980, HUM RELAT, V3, P213 LEWIN K, 1947, HUM RELAT, V1, P1 MILLER E, 1967, SYSTEMS ORG NELSON R, 1982, EVOLUTIONARY THEORY PAVITT K, 1990, CALIF MANAGE REV, V32, P17 PRAHALAD C, 1994, COMPETING FUTURE SCHEIN EH, 1984, SLOAN MANAGEMENT WIN, P3 SCHROEDER DM, 1991, SLOAN MANAGE REV, V32, P67 SENGE P, 1990, 5 DISCIPLINE SHIBA S, 1993, NEW AM TQM 4 PRACTIC TEECE D, 1994, IND CORP CHANGE, V3, P537 TEECE DJ, 1998, CALIF MANAGE REV, V40, P55 WINTER S, 1986, HDB BEHAV EC, A WOMACK J, 1997, LEAN THINKING NR 29 TC 6 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 2001 VL 21 IS 2 BP 67 EP 77 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 377QM UT ISI:000165524600001 ER PT J AU Doctor, RN Newton, DP Pearson, A TI Managing uncertainty in research and development SO TECHNOVATION LA English DT Article DE research and development (R&D); option pricing; decision making; uncertainty ID RESEARCH-AND-DEVELOPMENT; MANAGEMENT SCIENCE; OPTION AB In this paper we consider the issues of decision making under uncertainty with particular reference to research and development (R and D). We briefly outline some of the techniques, which have been discussed in the literature, and we consider two, which have been reported as being useful in practice. The first of these, the decision tree approach, has been around for a long time whereas the second, Option Pricing Theory, has only become of interest in the last decade. We report the outcomes of an examination of alternative techniques for assessing projects in the portfolio of the UK chemicals division of a diversified multinational company. Under the conditions of limited data availability commonly found in companies, Option Pricing Theory was found to be a useful aid in assessment of projects in the division's portfolio when combined with a Monte Carlo method and decision trees. Not surprisingly, we conclude that more attention needs to be paid to documentation of projects and that data availability is a significant issue which needs to be addressed. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Manchester Business Sch, Manchester M15 6PB, Lancs, England. RP Newton, DP, Manchester Business Sch, Booth St W, Manchester M15 6PB, Lancs, England. CR BAKER NR, 1964, IEEE T ENG MANAGE, V14, P4 BRAUNSTEIN DM, 1994, RES TECHNOLOGY M SEP, P33 COOPER RG, 1993, WINNING NEW PRODUCTS DIXIT AK, 1994, INVESTMENT UNCERTAIN FAULKNER TW, 1996, RES TECHNOLOGY M MAY, P50 GEAR AE, 1971, IEEE T ENGINEERING M, V18, P66 HIGGINS JC, 1986, R&D MANAGE, V16, P291 HIGGINS JC, 1987, OMEGA, V15, P21 HODDER JE, 1985, HARVARD BUS REV JAN, P128 HULL J, 1997, INTRO FUTURES OPTION HULL J, 2000, OPTIONS FUTURES OTHE KAPLAN RS, 1992, HARVARD BUSINESS JAN, P71 KESTER WC, 1984, HARVARD BUS REV, V62, P153 LIBERATORE MJ, 1983, MANAGE SCI, V29, P962 LINT O, 1998, R&D MANAGE, V28, P279 LUEHRMAN T, 1998, HARVARD BUSINESS SEP, P89 MAGEE JF, 1964, HARVARD BUS REV, V42, P126 MENKE MM, 1994, RES TECHNOLOGY M SEP, P25 MITCHELL GR, 1988, MCKINSEY Q MAY, P15 MORRIS PA, 1991, RES TECHNOLOGY M JAN, P35 NEWTON D, 1996, R D DECISIONS, P273 NEWTON DP, 1994, R&D MANAGE, V24, P83 NICHOLS NA, 1994, HARVARD BUSINESS JAN, P89 PHILLIPS LD, 1980, INTRO DECISION ANAL RAIFFA H, 1968, DECISION ANAL SCHRODER H, 1975, R&D MANAGE, V6, P15 SOUDER WE, 1978, RES MANAGE, V21, P29 STEELE LW, 1987, RES MANAGEMENT JAN, P20 THOMAS H, 1972, DECISION THEORY MANA TRIGEORGIS L, 1996, REAL OPTIONS MANAGER NR 30 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 FEB PY 2001 VL 21 IS 2 BP 79 EP 90 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 377QM UT ISI:000165524600002 ER PT J AU Carayannis, EG Sagi, J TI Dissecting the professional culture: insights from inside the IT "black box" SO TECHNOVATION LA English DT Article DE systems development; cultural dimensions; professional culture; multicultural teams AB Global and multinational corporations are increasingly relying upon information systems that are developed and operated across a multicultural environment. Teams often consist of professionals who vary greatly in their cultural dimensions. These professionals follow the guidelines of the systems development life cycle (SDLC). The SDLC phases may differ in the traits necessary for their success. Thus, cultural differences may impact the success of a systems development project. This study develops a model for studying the dimensions most valuable to the SDLC. Empirical analysis then points to both the strong belief in a "professional culture" and yet to the identification of common cultural dimensions important to specific phases of the SDLC. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 George Washington Univ, Sch Business & Publ Management, Washington, DC 20052 USA. RP Carayannis, EG, George Washington Univ, Sch Business & Publ Management, Washington, DC 20052 USA. CR BARBER B, 1995, JIHAD VS MCWORLD GLO CAIRNCROSS F, 1997, DEATH DISTANCE COMMU CARMEL E, 1999, GLOBAL SOFTWARE TEAM DEANS P, 1997, GLOBAL INFORMATION S DRUCKER P, 1995, MANAGING TIME GREAT FOX R, 1999, COMMUNICATION AC JUN GILLOOLY C, 1998, INFORMATION WEE 0216 HANNA N, 1993, INFORMATION TECHNOLO HEENAN D, 1979, MULTINATIONAL ORG DE HOFSTEDE G, 1997, CULTURES ORG SOFTWAR HUNTINGTON S, 1996, CLASH CIVILIZATIONS IANSITI M, 1998, TECHNOLOGY INTEGRATI JONES S, 1995, DEV INT USER INFORMA LUON T, 1995, INT DEV SOFTWARE GLO MCCRUM R, 1986, STORY ENGLISH PORTER M, 1985, COMPETITIVE ADVANTAG PUCIK V, 1992, GLOBALIZING MANAGEME ROOT F, 1994, ENTRY STRATEGIES INT ZWASS V, 1998, FDN INFORMATION SYST 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 FEB PY 2001 VL 21 IS 2 BP 91 EP 98 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 377QM UT ISI:000165524600003 ER PT J AU Chung, SY TI Unification of South and North Korean innovation systems SO TECHNOVATION LA English DT Article DE innovation; knowledge producers; national competitiveness; national innovation system; regional innovation; S and T integration; technology-intensive SMEs; unification; S and T system ID TECHNOLOGY POLICY AB This paper aims at identifying some implications for the Korean ex-ante preparation of S and T integration. In particular, it focuses on the differences in the S and T systems between South and North Korea. There are some similarities between both systems. There is a strong tendency toward regional concentration of research capacities in a few regions. The public research sector is not functionally divided but some public research institutes carry out comprehensive R and D activities in respective areas. University research is poor in both countries. However, there are strong differences between the two systems. First, South Korean S and T policy has always been to enhance national competitiveness, while North Korean is to support the realization of the socialist revolution. Second, there are several ministries in South Korea that engage in R and D promotion, but there is no ministry-level organization for S and T policy in North Korea and the Labor Party's Office of Science and Technology is very influential in S and T policy. Third, there are about 25 government-sponsored research institutes under the Ministry of Science and Technology (MOST) in South Korea, while major R and D activities in North Korea are concentrated in four Academies and a research center. Fourth, South Korean universities have started to play an important role in the national innovation system, but North Korean universities have not shown any satisfactory R and D activities. Finally, South Korean industry is the most important actor in the national innovation system, while North Korean industry has had not much of any role in the national innovation system. This paper argues that these differences should be taken into account in the unification of the South and North Korean innovation systems. It expects that the South Korean system will be the frame of reference for the North Korean system in the unification process. In this sense, the current South Korean system needs to be significantly improved. Unification should be utilized as a valuable opportunity for formulating a competent, unified innovation system for Korea. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Sejong Univ, Dept Business Adm, Kwangjin Gu, Seoul 143747, South Korea. RP Chung, SY, Sejong Univ, Dept Business Adm, Kwangjin Gu, Kunja Dong 98, Seoul 143747, South Korea. CR *I RES N KOR, 1994, COMPR OUTL N KOR 198 *KIET, 1996, ENT N KOR *KIST, 1994, 25 YEARS HIST KIST *KITA, 1998, TECHN MAN *MIN UN BANK KOR, 1996, EST N KOR GNP *MIN UN, 1995, OUTL N KOR 1995 *NAT STAT OFF, 1996, MAJ STAT KOR EC *OECD, 1996, REV NAT SCI TECHN PO *WISS, 1990, PERSP WISS FORSCH WE *WISS, 1992, STELL AUSS FORSCH EI BRANSCOMB LM, 1992, HARVARD BUSINESS MAR, P24 BROCKE RH, 1991, FORSCHUNG ENTWICKLUN CHIANG JT, 1991, TECHNOVATION, V11, P339 CHUNG S, 1996, S T INTEGRATION STRA CHUNG S, 1996, TECHNOLOGIEPOLITIK N CHUNG S, 1997, C SCI MED APR 16 KOR CHUNG S, 1998, KOREAN SYSTEM INNOVA, P169 CHUNG S, 1999, 3 INT C TECHN POL IN CHUNG S, 1999, SCI PUBL POLICY, V26, P70 CHUNG S, 1999, UNIFICATION NATL INN CHUNG SY, 1997, TECHNOVATION, V17, P675 ERGAS H, 1987, EC POLICY TECHNOLOGI, P51 FREEMAN C, 1987, TECHNOLOGY POLICY EC GLASER J, 1995, GEPLANTER WANDEL UNG, P198 JOHNSON B, 1992, NATL SYSTEMS INNOVAT, P23 KIM L, 1993, NATL INNOVATION SYST, P357 KRULL W, 1996, SCI TECHNOLOGY GERMA, P3 LUNDVALL BA, 1988, TECHNICAL CHANGE EC, P349 LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT LUNDVALL BA, 1992, TECHNICAL CHANGE EC MARTIN BR, 1989, RES FORESIGHT PRIORI MAYNTZ R, 1994, DTSCH FORSCHUNG EINI MEYERKRAHMER F, 1992, RES POLICY, V21, P423 NELSON RR, 1988, TECHNICAL CHANGE EC, P312 NELSON RR, 1993, NATL INNOVATIONS SYS PATEL P, 1994, STI REV, P9 SCHIMANK U, 1994, COPING TROUBLE SCI R NR 37 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 FEB PY 2001 VL 21 IS 2 BP 99 EP 107 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 377QM UT ISI:000165524600004 ER PT J AU Baskaran, A TI Competence building in complex systems in the developing countries: the case of satellite building in India SO TECHNOVATION LA English DT Article DE technological learning; technological accumulation; competence building; Indian space programme; Indian satellites; satellite building; complex systems; technological imports; indigenous R&D AB Since 1975, India has built 25 satellites under the satellite programme. By judicially combining the foreign technological imports and local knowledge, India appears to have acquired a high level of capability to build very complex and world-class satellites for remote sensing and communications. This paper analyses the process of technological learning in satellite building in India. Particularly, it illustrates the role of foreign imports and the local efforts at different phases during this process. This paper demonstrates that achieving the goal of technological self-reliance in a developing country like India, particularly in a complex area like satellite systems, is unlikely to be possible without significant foreign imports in the formative period. It also demonstrates that without strong indigenous effort India would not have reached threshold capability in the accumulative phase. Foreign imports and local knowledge appears to have played a complementary role in competence building in satellite technology in India. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Middlesex Univ, Sch Business, London NW4 4BT, England. RP Baskaran, A, Middlesex Univ, Sch Business, London NW4 4BT, England. CR FINANCIAL EXPRESS HINDU HINDUSTAN TIMES PATRIOT TIMES INDIA TRIBUNE *DAE, 1961, ANN REP *DOSA, 1972, ANN REP *DOSB, 1975, PERF BUDG *IND SPAC RES ORG, 1991, SPAC IND BELL M, 1985, REPORT STUDY TECHNOL BELL M, 1993, IND CORP CHANGE, V2, P157 ENOS JL, 1988, ADOPTION DIFFUSION I ENOS JL, 1991, CREATION TECHNOLOGIC HOBDAY M, 1995, INNOVATION E ASIA CH JOSEPH G, 1992, NATURAL RESOURCES MA KATZ JM, 1987, TECHNOLOGY GENERATIO KIM L, 1980, RES POLICY, V9, P254 KIM L, 1987, TECHNOVATION, V6, P261 KIM L, 1993, NATL INNOVATION SYST KIM L, 1996, IMITATION INNOVATION LALL S, 1987, LEARNING IND ACQUISI LALL S, 1990, BUILDING IND COMPETE RAO UR, 1978, P IND AC SCI SEPT, P117 WESTPHAL LE, 1985, INT TECHNOLOGY TRANS 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 FEB PY 2001 VL 21 IS 2 BP 109 EP 121 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 377QM UT ISI:000165524600005 ER PT J AU Hsu, CW Chiang, HC TI The government strategy for the upgrading of industrial technology in Taiwan SO TECHNOVATION LA English DT Article DE technology development strategy; government-supported R&D; joint research; incubator center AB The Taiwanese government supports R&D activities for the advancement of domestic industrial technology. Every year, the government R&D budget subsidizes approximately a quarter of the R&D expenditure for industrial technology. In order to enhance technological competitiveness, the Ministry of Economic Affairs (MOEA), which is responsible for promoting the competitiveness of domestic industry, evaluates and provides strategies in its efforts to anticipate the current and future needs of the industry. In the past, the method of,government support has been to entrust non-profit research institutes to perform R&D projects, and then distribute the results to industry for commercialization. Since 1996, as domestic industrial technology has advanced, MOEA has induced the private sector to participate more in R&D projects, both in terms of performance and funding. Because of this, industrial technology development has since shifted to the private sector. The government now only takes a supporting role. This paper has three main areas of interest; (1) a description of major industrial technology development mechanisms over the past two decades, (2) an examination of primary industrial technology development strategy, (3) a discussion of the direction of industrial technology development in Taiwan and the role of the government in policy formation. (C) 2000 Published by Elsevier Science Ltd. C1 ITRI, Hsinchu 310, Taiwan. RP Hsu, CW, ITRI, Bldg 51,195 Sec,4 Chung Hsing Rd, Hsinchu 310, Taiwan. CR *MOEA, 1998, IND TECHN DEV STRAT *MOEA, 1999, MOEA TECHN DEV PROGR *MOEA, 1999, WHIT BOOK IND TECHN *NSC, 1996, ANN REP SCI TECHN RO *NSC, 1998, SCI TECHN IND CHANDRASEKHAR S, 1993, LIQ CRYST, V14, P3 CHANG PL, 1998, IEEE T ENG MANAGE, V45, P349 CHANG PL, 1999, TECHNOVATION, V19, P233 HUANG RJ, 1999, 3 ANN C E AS SCI PAR SHIH C, 1999, 3 ANN C E AS SCI PAR NR 10 TC 9 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 2001 VL 21 IS 2 BP 123 EP 132 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 377QM UT ISI:000165524600006 ER PT J AU Macri, DM Tagliaventi, MR Bertolotti, F TI Sociometric location and innovation: how the social network intervenes between the structural position of early adopters and changes in the power map SO TECHNOVATION LA English DT Article DE social network; innovation; ethnography; small businesses; information system ID CENTRALITY; ATTRIBUTIONS AB The introduction and development of innovation in small and medium-sized firms has most often been considered as being driven by the entrepreneur-owner who is supposed to conceive the innovation and then consistently sponsor and pursue its implementation within the organization. However, when the innovation turns from an abstract idea into a change embedded within a social network, fear of modifying the power map within the network can lead to inconsistent behaviors on the part of the owner, who may even try to make the innovation process fail. An ethnographic study was carried out in a small Italian firm that manufactures staircases, observing from start to finish the process by which a new Information System was implemented. From the field notes, clear pro- and anti-innovation coalitions emerged. The findings of the study noted that the entrepreneur-owner, although unanimously acknowledged to have argued in favor of the innovation, withdrew his support from its implementation when he realized that, contrary to his expectations, it increased the power of a few core actors defined, in this instance, as those actors with greater and more sought-after technical know-how and skills. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Univ Bologna, Dept Engn Management, CIEG, I-40123 Bologna, Italy. RP Tagliaventi, MR, Univ Bologna, Dept Engn Management, CIEG, Via Saragozza 8, I-40123 Bologna, Italy. CR ATTEWELL P, 1979, AM SOCIOL REV, V44, P311 BARLEY SR, 1986, ADMIN SCI QUART, V31, P78 BARLEY SR, 1996, ADMIN SCI QUART, V41, P404 BARNETT HG, 1953, INNOVATION BASIS CUL BECKER MH, 1970, AM J PUBLIC HEALTH, V60, P294 BOJE DM, 1981, ADM SCI Q, V26, P378 BORGATTI SP, 1992, UCINET 4 VERSION 1 0 BURKHARDT ME, 1990, ADMIN SCI QUART, V35, P104 BURT RS, 1987, AM J SOCIOL, V92, P1287 COLEMAN JS, 1966, MED INNOVATION DIFFU CROZIER M, 1994, ACTEUR SYSTEME CONTR DETERSSAC G, 1992, AUTONOMIE TRAVAIL FOMBRUN CJ, 1982, ACAD MANAGE REV, V7, P280 FOMBRUN CJ, 1983, HUM RELAT, V36, P493 FREEMAN LC, 1979, SOC NETWORKS, V1, P215 FRIEDBERG E, 1993, POUVOIR REGLE DYNAMI GOLDENBIDDLE K, 1997, WRITING ORG FIELD RE GRANOVETTER M, 1985, AM J SOCIOL, V91, P481 HICKSON DJ, 1971, ADM SCI Q, V16, P216 IBARRA H, 1993, ACAD MANAGE J, V36, P471 IBARRA H, 1993, ADMIN SCI QUART, V38, P277 KATZ E, 1957, PUBLIC OPIN QUART, V21, P61 KATZ R, 1980, RES ORG BEHAV LOFLAND J, 1995, ANAL SOCIAL SETTINGS MARCH JG, 1988, DECISIONS ORG MENZEL H, 1960, AM SOCIOL REV, V25, P704 MEYER JW, 1977, AM J SOCIOL, V83, P340 PAVE F, 1989, ILLUSION INFORMATICI PERROW C, 1972, COMPLEX ORG PFEFFER J, 1981, POWER ORG ROSENBERG N, 1972, TECHNOLOGY AM EC GRO SENGE PM, 1990, 5 DISCIPLINE ART PRA STRAUSS A, 1990, BASICS QUALITATIVE R THOMPSON JD, 1967, ORG ACTIONS TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 WASSERMAN S, 1994, SOCIAL NETWORK ANAL WEICK KE, 1995, SENSEMAKING ORG WHITE D, 1981, AM ANTHROPOL, V83, P824 WOODWARD J, 1965, IND ORG THEORY PRACT NR 39 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 JAN PY 2001 VL 21 IS 1 BP 1 EP 13 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 374XT UT ISI:000165370700001 ER PT J AU Mehra, K TI Indian system of innovation in biotechnology - a case study of cardamom SO TECHNOVATION LA English DT Article DE innovation; biotechnology; national system of innovation; learning; networking of institutions; diffusion of innovation; plant tissue culture; cardamom; national system of innovation AB The introduction of any new technology may need new institutional structures, but it definitely involves establishment of linkages among various actors, agencies and institutions. The concept of "National System of Innovation" captures the process of networking and has been found to be useful for analysing knowledge intensive technology sectors, such as biotechnology. This paper presents the results of an attempt made to analyse the Indian System of Innovation in Biotechnology by taking up a case study of commercialisation of plant tissue culture technology in the case of cardamom. The aspects examined include generation of knowledge, process of learning, the institutional arrangement, networking among various institutions and the role of the government. The paper reflects the importance of each type of actor and the government support at research and all the more at production and diffusion levels. It brings out the reasons which necessitated adoption of the new technology (plant tissue culture) in the case of cardamom and the success achieved in its commercialisation. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Natl Inst Sci Technol & Dev Studies, New Delhi 110012, India. RP Mehra, K, Natl Inst Sci Technol & Dev Studies, Dr KS Krishnan Marg, New Delhi 110012, India. CR *DEP BIOT MIN SCI, 1995, ANN REP 1989 90 FRANSMAN M, 1988, P BIOS TOK 88 TOK FRANSMAN M, 1991, 1 UN INT FRANSMAN M, 1995, BIOTECHNOLOGY REVOLU FREEMAN C, 1988, TECHNICAL CHANGE EC FREEMAN C, 1995, BIOTECHNOLOGY REVOLU FREEMAN C, 1997, TECHNOLOGY POLICY EC GU S, 1996, ANAL FRAMEWORK NATL HOBDAY M, 1997, INNOVATION E ASIA CH KUMAR PVS, 1990, INT S INT DIFF BIOT LAL S, 1987, LEARNING IND ACQUISI LEE KR, 1998, SOURCES CAPITAL GOOD LUNDVALL B, 1992, NATL SYSTEMS INNOVAT MASCRENHAS AF, 1984, SCI TODAY, P20 MATHEWS AS, 1997, TIMES INDIA 0506 MEHRA K, 1992, PROSPECTS PLANT TISS MEHRA K, 1993, J SCI IND RES INDIA, V52, P795 NADGAUDA RS, 1983, J PLANTATION CROPS, V11, P60 NAIDU R, 1991, P WORKSH NEW DELH BI NAIDU R, 1996, TISSUE CULTURE CARDA NELSON R, 1988, TECHNICAL CHANGE EC NELSON R, 1993, NATL SYSTEM INNOVATI ORSENIGO L, 1989, EMERGENCE BIOTECHNOL SANANDAKUMAR S, 1998, EC TIMES 1021 SUNDBO J, 1995, SCI PUBL POLICY, V22, P399 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 JAN PY 2001 VL 21 IS 1 BP 15 EP 23 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 374XT UT ISI:000165370700002 ER PT J AU Souitaris, V TI External communication determinants of innovation in the context of a newly industrialised country: a comparison of objective and perceptual results from Greece SO TECHNOVATION LA English DT Article DE external communication; determinants of innovation; newly industrialised countries; Greece ID EXPERIENCE; INDUSTRY; FIRMS AB This paper analyses the 'importance' and 'awareness' of a set of established 'external communication' determinants of technological innovation in the context of a newly industrialised country. The researcher interviewed 105 Greek manufacturing companies, measuring their innovation rate as well as 23 potential 'external communication' determinants. Using correlation and regression analyses, the initial group of 23 factors was reduced to a subset of 10 'major importance' determinants of innovation. The results supported two hypotheses related with newly industrialised countries, namely: 1. searching for product-specific information is more important for innovation than scanning more general market and technological information; and 2. the co-operation with partnering organisations is more important for innovation than the co-operation with assisting organisations. The 'objective' results were then compared with the 'perceptions' of the manage:rs on the important factors determining innovation (also measured during the interviews). Overall, the perceptual analysis confirmed the significance of the subset of statistically important variables. Therefore, the hypothesis that in newly industrialised countries the managers are generally unaware of the important determinants of innovation was rejected. Generally, the study provided supporting evidence to the 'contingency' school of thought, suggesting that there are no universally applicable recipes for successful innovation management. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Univ London Imperial Coll Sci Technol & Med, Sch Management, London SW7 2PG, England. RP Souitaris, V, Univ London Imperial Coll Sci Technol & Med, Sch Management, 53 Princes Gate,Exhibit Rd, London SW7 2PG, England. CR 1992, OECD PROPOSED GUIDEL 1996, EUROSTAT STAT FOCUS, P2 1997, GREECE FIGURES GREEK 1998, ECONOMIST ABERNATHY WJ, 1983, IND RENAISSANCE PROC ALLEN TJ, 1986, MANAGING FLOW TECHNO ALTER C, 1993, ORG WORKING TOGETHER BESSANT J, 1995, RES POLICY, V24, P97 BIDAULT F, 1994, R&D MANAGE, V24, P373 BONACCORSI A, 1994, R&D MANAGE, V24, P229 CALVERT J, 1996, EU C INN MEAS POL LU CARRARA JL, 1995, TECHNOLOGY BROKERS E CHIESA V, 1996, J PROD INNOVAT MANAG, V13, P105 DUCHESNEAU D, 1979, STUDY INNOVATION MAN FREEMAN C, 1997, EC IND INNOVATION GIANNITSIS T, 1991, WORLD DEV, V19, P349 HANSEN JA, 1992, NEW INDICATORS IND I HOFSTEDE G, 1991, CULTURES ORG JANSSENS M, 1995, ACAD MANAGE J, V38, P364 KHAN AM, 1989, MANAGE SCI, V35, P597 LOWE J, 1984, TECHNOLOGY LICENSING MAIDIQUE MA, 1984, IEEE T ENG MANAGE, V31, P192 MASLOW AH, 1954, MOTIVATION PERSONALI MEYERKRAHMER F, 1983, RES POLICY, V12, P153 MEYERKRAHMER F, 1987, TECHNOVATION, V5, P317 MOENAERT RD, 1994, MANAGING NEW TECHNOL, P267 NEJAD JB, 1997, THESIS U BRADFORD UK NORUSIS MJ, 1994, SPSS WINDOWS PROFESS PORTER ME, 1990, COMPETITIVE ADV NATI ROTHSTEIN J, 1992, HASTINGS CENT REP, V22, P3 SAVIOTTI PP, 1984, RES POLICY, V13, P141 SOUITARIS V, 1998, THESIS U BRADFORD UK STERNBERG R, 1989, TECHNOVATION, V9, P681 SWAN JA, 1995, ORGAN STUD, V16, P846 TIDD J, 1997, MANAGING INNOVATION TSIPOURI LJ, 1991, ENTREP REGION DEV, V3, P145 WHITE M, 1988, SMALL FIRMS INNOVATI NR 37 TC 7 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 2001 VL 21 IS 1 BP 25 EP 34 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 374XT UT ISI:000165370700003 ER PT J AU Buratti, N Penco, L TI Assisted technology transfer to SMEs: lessons from an exemplary case SO TECHNOVATION LA English DT Article DE technology transfer; SMEs; science parks AB Assisted technology transfer (ATT) actions towards small and medium-sized enterprises (SMEs) have been growing in recent years, as governments of industrialized countries have acknowledged the importance of SMEs in industrial economic systems. In spite of their success, SMEs show several weaknesses in technological development. This introduces opportunities for public intervention aimed at sustaining technological development in SMEs, especially through technology transfer processes. Although the need for this kind of action is widely accepted, how to implement ATT is still unclear, as regards both the choice of potential beneficiaries and the actual implementation of the transfer process. This paper presents a project of ATT sponsored by the Science Park of Liguria and addressed to 30 small firms in the sectors of plant engineering and industrial automation. After reviewing the rationale for ATT actions and highlighting some crucial questions related to its implementation, it gives an extensive picture of the approach adopted. Finally, it attempts to rationalize the case, in order to highlight problems and offer possible solutions. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Univ Genoa, Dept Business Studies, I-16126 Genoa, Italy. RP Buratti, N, Univ Genoa, Dept Business Studies, Via Vivaldi 2, I-16126 Genoa, Italy. CR ARCHIBUGI D, 1996, EC POLITICA IND, V89, P147 BOWER DJ, 1992, CO CAMPUS PARTNERSHI COZZI G, 1994, PROCESSI INNOVATIVI DOSI G, 1992, INDUSTRIA, V3, P429 GAMBARDELLA A, 1993, PICCOLA IMPRESA SMAL, V2, P73 GENCO P, 1997, INGEGNERIA IMPIANTIS GERTLER MS, 1996, GLOB COMP REG RTD IN GIBSON DV, 1990, TECHNOLOGY TRANSFER KIM EY, 1990, TECHNOLOGY TRANSFER MARCHINI I, 1995, GOVERNO PICCOLA IMPR, V1 MARCHINI I, 1995, GOVERNO PICCOLA IMPR, V2 MARCHINI I, 1995, GOVERNO PICCOLA IMPR, V3 RAFFA M, 1992, PICCOLA IMPRESA SMAL, V2, P3 RAFFA M, 1998, EC SOFTWARE RIZZONI A, 1994, REV EC IND, V67, P135 ROBBINS DK, 1992, STRATEGIC MANAGE J, V13, P287 ROGERS EM, 1995, DIFFUSION INNOVATION ROTHWELL R, 1982, INNOVATION SMALL MED ROTHWELL R, 1994, NEW TECHNOLOGY BASED STOREY DJ, 1990, SMALL MEDIUM SIZE EN NR 20 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 JAN PY 2001 VL 21 IS 1 BP 35 EP 43 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 374XT UT ISI:000165370700004 ER PT J AU Bagchi-Sen, S TI Product innovation and competitive advantage in an area of industrial decline: the Niagara region of Canada SO TECHNOVATION LA English DT Article DE small and medium-sized enterprises; product innovation; competitive advantage; export market development ID MANUFACTURING FIRMS; ENTREPRENEURSHIP; ORGANIZATION; BUSINESS; MARKET AB This paper examines similarities and differences between small and medium-sized enterprises (SMEs) with different levels of reported product innovation. These SMEs are located in an area (the Niagara region in southern Ontario) that has suffered industrial decline during the last three decades. Furthermore, SMEs in this :region are in traditional or late-cycle manufacturing sectors (e.g., fabricated metal). The research findings show that SMEs claiming to pursue product innovation are better performers in terms of total and export sales. SMEs with higher levels of produce innovation rated the following strategies as significantly more important compared with SMEs with lower levels of innovation: the expansion of R&D efforts, incremental innovation, new product development, and new export market development. In contrast, SMEs with lower levels of product innovation emphasized the importance of cost-based pricing and their market development is focused on Canada. Both groups of product innovators have adopted similar types of process innovation, but the SMEs with higher levels of product innovation note higher levels of benefit from process changes compared with manufacturers with lower levels of product innovators. In a similar fashion, SMEs with higher levels of product innovation use external service inputs for problem-solving and business development in the face of a multitude of competitive problems within the local economy (such as the lack of skilled or specialist labor, tax burden, etc). In sum, SMEs pursuing innovation in traditional sectors in peripheral regions are showing better possibilities of adjustment in a dynamic global environment. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 SUNY Buffalo, Dept Geog, Buffalo, NY 14261 USA. SUNY Buffalo, Canada US Trade Ctr, Buffalo, NY 14261 USA. RP Bagchi-Sen, S, SUNY Buffalo, Dept Geog, 105 Wilkeson Quad, Buffalo, NY 14261 USA. CR BAGCHISEN S, 1999, GROWTH CHANGE, V30, P315 BAGCHISEN S, 1999, REG STUD, V33, P231 BAREL R, 1989, REG STUD, V23, P253 BIRCH DL, 1979, JOB GEN PROCESS MIT BIRCH DL, 1987, JOB CREATION AM BLOCK F, 1990, POSTINDUSTRIAL POSSI BRITTON JNH, 1978, BACKGROUND STUDY, V43 BRITTON JNH, 1993, INT J URBAN REGIONAL, V17, P559 CHRISTENSEN PR, 1991, ENTREP REGION DEV, V3, P49 CLARK W, 1984, J PROD INNOVAT MANAG, V1, P242 COFFEY WJ, 1992, URBAN STUD, V29, P857 COFFEY WJ, 1994, N AM M REG SCI ASS N COLE S, 1989, FLEXIBLE MANUFACTURI CROSS M, 1981, NEW FIRM FORMATION R CURRAN J, 1991, PATHS ENTERPRISE FUT CURRAN J, 1994, SMALL FIRMS LOCAL EC DICHT E, 1990, J INT BUS STUD, V21, P22 FLORIDA R, 1996, ECON GEOGR, V72, P314 FRESHWATER D, 1994, 350 U KENT COLL ARCH GERTLER MS, 1993, REG STUD, V27, P665 GERTLER MS, 1995, ECON GEOGR, V71, P1 GLASMEIER A, 1990, ENTREP REGION DEV, V2, P315 HAMMERMESH RG, 1979, HARVARD BUS REV, V57, P161 HAYTER R, 1997, DYNAMICS IND LOCATIO HITCHENS DMWN, 1994, ENVIRON PLANN A, V26, P95 KARLSSON J, 1993, SMALL BUSINESS DYNAM KLEINSCHMIDT EJ, 1990, EUR J MARKETING, V22, P56 KNUDSEN DC, 1993, FLEXIBLE MANUFACTURI KOTABE M, 1990, J MARKETING, V54, P19 LINN RA, 1984, J PROD INNOVAT MANAG, V1, P116 LIPPARINI A, 1994, J BUS VENTURING, V9, P125 LUNDVALL BA, 1988, TECHNICAL CHANGE EC, P349 MACPHERSON A, 1995, ENTREP REGION DEV, V7, P329 MACPHERSON A, 1997, ANN ASSOC AM GEOGR, V87, P52 MALECKI EJ, 1994, INT REGIONAL SCI REV, V16, P119 MALECKI EJ, 1997, TECHNOLOGY EC DEV DY PHILIPPS D, 1995, UNPUB OUTSOURCING CO PORTER ME, 1990, COMPETITIVE ADVANTAG ROSENBERG N, 1982, TECHNICAL CHANGE EMP, P7 ROSENFELD SA, 1992, COMPETITIVE MANUFACT ROTHWELL R, 1992, R&D MANAGE, V20, P193 RUGMAN AM, 1990, GLOBAL CORPORATE STR SAXENIAN A, 1994, REGIONAL ADVANTAGE C SCOTT AJ, 1988, NEW IND SPACES FLEXI SHAPIRA P, 1990, ECON DEV Q, V4, P186 SINKULA JM, 1990, J BUS RES, V21, P1 SMALLBONE D, 1993, ENTREP REGION DEV, V5, P279 SONI PK, 1993, INT J RES MARK, V10, P365 STOREY DJ, 1982, ENTREPRENEURSHIP NEW STOREY DJ, 1994, UNDERSTANDING SMALL TELLIS GJ, 1996, SLOAN MANAGE REV, V37, P65 YAP CS, 1992, OMEGA-INT J MANAGE S, V20, P597 NR 52 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 2001 VL 21 IS 1 BP 45 EP 54 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 374XT UT ISI:000165370700005 ER PT J AU Dionco-Adetayo, EA TI Utilization of wood wastes in Nigeria: a feasibility overview SO TECHNOVATION LA English DT Article DE wood wastes; charcoal; feasibility; block kiln AB The study examines the feasibility of producing charcoal from wood wastes. The technical study was highlighted and the financial viability was analyzed. The socio-economic and marketing studies were pointed out. In this attempt, primary data were collected from logging operators and helpers, the charcoal vendors, and the suppliers of construction materials in Ife Central and Ife South local governments of Osun State using unstructured personal interview. The technical data were collected from documented records. The financial analysis was done through the use of cost-benefit ratio and production cost analysis. The data were projected for 5 years using the arithmetical straight line method. The results show that the fabricated masonry block kiln could yield a profitability efficiency of 31% in the first year of operation and 37.2% in the fifth year. The cost benefit ratios of 1.44 (1st year), 1.59 (3rd year), and 1.60 (5th year) positively indicate the profitability of the industry. The results therefore suggest that utilization of wood residuals is a strategy in harnessing rural resources and it would also considerably boost the profitability of rural resources. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Obafemi Awolowo Univ, Ile Ife, Osun, Nigeria. RP Dionco-Adetayo, EA, Obafemi Awolowo Univ, POB 1084,OAU Post Off, Ile Ife, Osun, Nigeria. CR *DEV AC PHIL, 1978, DEV PROJ FEAS STUD *FED MIN STAT, 1993, ANN ABSTR STAT *FORPRIDECOM, 1979, WOOD CHARC FORPRIDEC, P28 *INT LAB ORG, 1979, CHARC MAK SMALL SCAL *PHIL COC AUTH, 1980, US CHARC PHIL COC SH, P16 *TECHN RES CTR, 1975, CHARC MAK CAPATI A, 1989, ENTREPRENEURSHIP EC EARL E, 1972, CHARCOAL KOTLER P, 1993, MARKETING MANAGEMENT MURO V, 1983, PREPARING PROJECT FE, V1 OLUFOKUNBI B, 1995, UNPUB C ENTR NIG EC SAGRARIO A, 1974, FOREST FARM SERI AUG, P8 UGNAY B, 1983, NATL SCI DEV BOARD S, P12 NR 13 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 2001 VL 21 IS 1 BP 55 EP 60 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA 374XT UT ISI:000165370700006 ER PT J AU Liang, YH Dutta, SP TI Application trend in advanced ceramic technologies SO TECHNOVATION LA English DT Article DE advanced ceramics application tree; durability; reliability; high performance/weight rate; high-temperature strength AB Advanced ceramics and processes have found potential applications in many fields ranging from heat engines to communication and energy transmission. In this paper, the evolution of ceramic technology is introduced, and an Advanced Ceramics Application Tree is developed to illustrate current and future potential application areas. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Univ Windsor, Fac Engn, Windsor, ON N9B 3P4, Canada. RP Liang, YH, Univ Windsor, Fac Engn, Windsor, ON N9B 3P4, Canada. CR ALLOR RL, 1996, AM CERAM SOC BULL, V75, P40 CAMPBELL J, 1997, BRIT CERAM T, V96, P237 FREIMAN SW, 1997, ADV CERAMICS MAT STR, V18, P21 KEVORKIJAN MV, 1998, AM CERAMIC SOC B DEC, P53 MUSIKANT S, 1991, EVERY ENG SHOULD KNO RICHLEN S, 1990, CERAMIC ENG SCI P, V11, P576 WYRICK J, 1996, CERAMIC TECHNOLO SPR NR 7 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 JAN PY 2001 VL 21 IS 1 BP 61 EP 65 PG 5 SC Engineering, Industrial; Operations Research & Management Science GA 374XT UT ISI:000165370700007 ER PT J AU Eriksson, S TI Technology spill-over from the aircraft industry: the case of Volvo Aero SO TECHNOVATION LA English DT Article DE Aero-engines; Volvo Aero; technology spill-over; technology diffusion AB The paper investigates the technological spill-over effects from the Volvo Aero Corporation. Experiences and technological know-how from the military engine sector have been a prerequisite for development of other commerical business within Volvo Aero. With regard to the Swedish competitiveness clusters development of new business areas and spill-overs have moved from the defence cluster into traditional Swedish clusters. The company has extensive research networks, but the extent and nature of technology spillover within these external networks are yet unknown. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Jonkoping Int Business Sch, SE-55111 Jonkoping, Sweden. RP Eriksson, S, Jonkoping Int Business Sch, POB 1026, SE-55111 Jonkoping, Sweden. CR *INT I MAN DEV, WORLD COMP YB *NUT, 1996, SWED IND IND POL *OECD, 1986, OECD SCI TECHN IND *OECD, 1995, OECD MAIN SCI TECHN BERNSTEIN JI, 1988, AM ECON REV, V78, P429 BERNSTEIN JI, 1989, REV ECON STUD, V56, P249 DAHMEN E, 1950, SVENSK IND FORETAGAR, V1 ELIASSON G, 1991, CORPORATE IND STRATE, P139 ELIASSON G, 1994, GEN PURPOSE TECHNOLO ELIASSON G, 1995, PUBLICATION DEP GE B, V86 ELIASSON G, 1995, TEKNOLOGIGENERATOR E GLETE J, 1993, MARKETS INNOVATION O GUSTAFSSON S, 1978, 197801 FO FLYG HENDERSON V, 1994, 4730 NBER HUGHES K, 1988, RES POLICY, V17, P301 JACOBSSON S, 1994, UNPUB SWEDENS TECHNO MAIDIQUE MA, 1984, SLOAN MANAGE REV, V25, P17 MALECKI EJ, 1984, J AM PLANN ASSOC, V50, P260 MALECKI EJ, 1991, TECHNOLOGY EC DEV DY MILLER R, 1995, INNOVATION COMPLEX I MORGAN K, 1988, MICROCIRCUITS CAPITA NELSON RR, 1993, NATL INNOVATION SYST, P3 PAVITT K, 1979, FUTURES DEC PAVITT K, 1990, CALIFORNIA MANAGEMEN, V32, P16 PORTER M, 1990, COMPETITIVE ADVANTAG PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 SOLVELL Q, 1993, ADVANTAGE SWEDEN STENBERG L, 1995, SVENSKT NARINGSLIVS 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 DEC PY 2000 VL 20 IS 12 BP 653 EP 664 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 363AB UT ISI:000089809500001 ER PT J AU Perez, MP Sanchez, AM TI Lean production and supplier relations: a survey of practices in the Aragonese automotive industry SO TECHNOVATION LA English DT Article DE lean production; flexibility; automotive supplier relationships AB This paper analyzes the main results of a survey to 28 automotive suppliers in the Spanish region of Aragon. It has been found in a regression analysis that the rotation of tasks and teamworking are positively correlated with the training and the use of modular components. Nearly half of the companies cooperate with customers, suppliers, and technological centers to improve their production processes but only two companies cooperate with their customers in component development and design which indicates an underinvolvement of the surveyed companies with the automotive manufacturers. The companies are much more integrated with the automakers in the delivery process, since more than half of the companies have daily deliveries and directly to the assembly line of the automaker. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Ctr Politecn Super, Dept Econ & Direcc Empresas, Zaragoza 50015, Spain. RP Sanchez, AM, Ctr Politecn Super, Dept Econ & Direcc Empresas, Maria Luna 3, Zaragoza 50015, Spain. CR *EUR, 1999, US UN GROUP WORK EUR ALAEZ R, 1996, SECTOR AUTOMOCION NU BENSAOU M, 1999, SLOAN MANAGE REV, V40, P35 CLARK K, 1991, PRODUCT DEV PERFORMA CLARK KB, 1989, MANAGE SCI, V35, P1247 CUSUMANO MA, 1991, STRATEGIC MANAGE J, V12, P563 DYER JH, 1996, HARVARD BUS REV, V74, P42 DYER JH, 1996, STRATEGIC MANAGE J, V17, P271 HUDSON R, 1995, NEW MAP AUTOMOBILE M HUERTA E, 1997, EC IND, V315, P127 KAPLINSKY R, 1993, MASS PRODUCTION FLEX LAYAN JB, 1997, EC IND, V315, P139 MACDUFFIE JP, 1997, CALIF MANAGE REV, V39, P118 MARIN F, 1996, DIRECCION ORG, V17, P58 PALLARES M, 1997, B AGE, V24, P53 SALAS V, 1996, SITUACION, P195 SEN F, 1990, IEEE T ENG MANAGE, V37, P246 WOMACK J, 1990, MACHINE CHANGED WORL NR 18 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 DEC PY 2000 VL 20 IS 12 BP 665 EP 676 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 363AB UT ISI:000089809500002 ER PT J AU Bellmann, K Khare, A TI Economic issues in recycling end-of-life vehicles SO TECHNOVATION LA English DT Article DE automobile industry; recycling industry; end-of-life vehicles; polluter pays principle; economic costs AB This research paper evolves from problems related to the environment as the result of today's product-based society and especially the end-of-life management of cars. The purpose is to identify key elements in car-scrapping approaches with the potential to meet the following three goals: . containing the environmental damage from end-of-life cars, . improvement of current end-of-life car management from an environmental and resource utilization standpoint, and . fostering manufacturing of scrap-adapted/recycled cars. An attempt is made to analyze how financial resources could be organized for the ELV recycling system. A few suggestions have been made in order to foster attainment of the above-mentioned goals through an extended producer responsibility through requisite market oriented financial support. In short, this paper takes a look at the economic feasibility and ingredients for success of a market for recyclables. It lays emphasis on some kind of transparency at the economic and technical levels. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Univ Mainz, FB03, D-55128 Mainz, Germany. RP Khare, A, Athabasca Univ, Ctr Innovat Management, 301 Grandin Pk Plaza,22 Sir Winston Churchill Ave, St Albert, AB T8N 1B4, Canada. CR 1998, ECONOMIST 1114 *COMM EUR COMM, 1993, ELV INF DOC *COMM EUR COMM, 1997, COM97358 COMM EUR CO *COMM EUR COMM, 1998, COM98463 COMM EUR CO *IPTS COMM ENV PUB, 1996, REP IPTS COMM ENV PU *VDA, 1994, GEM KONZ ZUM KFZ REC BIANCHI P, 1989, IND REORGANIZATION S DIEFFENBACH JR, 1993, MODELING COSTS PLAST GRAVES A, 1994, HDB IND INNOVATION HENDRICKSON CT, 1995, ISSUES SCI TECHN SPR, P79 HENDRICKSON CT, 1996, TR NEWS MAY, P32 JACKSON T, 1993, CLEAN PRODUCTION STR LAVE LB, 1994, ENVIRON SCI TECHNOL, V28, A19 PUCHERT W, 1994, ALTAUTORECYCLING RYDEN E, 1995, THESIS LUND U SWEDEN STAHEL W, 1981, JOBS TOMORROW POTENT STAHEL WR, 1984, INQUIRY NATURE SUSTA STAHEL WR, 1994, GREENING IND ECOSYST WELLS P, 1994, NEW EUROPEAN AUTOMOB 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 DEC PY 2000 VL 20 IS 12 BP 677 EP 690 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 363AB UT ISI:000089809500003 ER PT J AU Cho, DH Yu, PI TI Influential factors in the choice of technology acquisition mode: an empirical analysis of small and medium size firms in the Korean telecommunication industry SO TECHNOVATION LA English DT Article DE technology acquisition; small and medium size firms; influential factors ID RESEARCH-AND-DEVELOPMENT; OR-BUY DECISIONS; VERTICAL INTEGRATION; MULTITECHNOLOGY CORPORATIONS; COMPETITIVE ADVANTAGE; INTERFIRM COOPERATION; EXTERNAL RESEARCH; JOINT VENTURES; COST APPROACH; INNOVATION AB The purpose of this study is to identify the influential factors and their impacts with the multi-factor analysis in the choice of technology acquisition mode. Although this area has already been studied, some limitations are found in most of the previous studies. Their research was based on one or a few factors and/or under the conditions of ceteris paribus for the appropriate mode. Hence, this study suggests an integrated framework within which various internal and external factors (characteristics of a firm, its needed technology, and external environments) can be studied. And then questionnaire returns from the small and medium size firms in the Korean telecommunication industry are analyzed, primarily using multiple discriminant analysis to distinguish among three modes of the firms' R&D involvement (In-house R&D, R&D cooperation and Technology purchasing). The results show that the significant discriminant factors are found in each characteristics and that historical pattern of the choice of mode is the most significant factor between In-house R&D and other modes, and accumulated technological capability between R&D cooperation and Technology purchasing. Finally, we present a discussion of the meanings of results and conclusions with implications. (C) 2000 Published by Elsevier Science Ltd. C1 Korea Adv Inst Sci & Technol, Grad Sch Management, Seoul 130012, South Korea. RP Cho, DH, Korea Adv Inst Sci & Technol, Grad Sch Management, 207-43 Cheonryangri Dong Dongdaemun Gu, Seoul 130012, South Korea. CR *ETRI, 1995, STUD DEV STRAT INF C AURORA A, 1994, J ECON BEHAV ORGAN, V24, P91 AUSTER E, 1992, MANAGE SCI, V38, P319 BAILETTI AJ, 1993, R&D MANAGE, V23, P129 BARNEY J, 1991, J MANAGE, V17, P99 BAUGHN CC, 1990, J HIGH TECHNOLOGY MA, V1, P181 BROCKHOFF K, 1991, INT J TECHNOLOGY MAN, P361 CAINARCA GC, 1992, RES POLICY, V21, P45 CHIESA V, 1998, R&D MANAGE, V28, P199 CLARKE K, 1995, TECHNOL ANAL STRATEG, V7, P169 CONTRACTOR F, 1988, COOPERATIVE STRATEGI CROISIER B, 1998, R&D MANAGE, V28, P289 DARDEN WR, 1975, J CONSUM RES, V2, P93 DAVIDSON W, 1985, J INT BUSINESS S SUM, P5 DODGSON M, 1992, TECHNOL ANAL STRATEG, V4, P227 DODGSON M, 1993, TECHNOLOGICAL COLLAB FORD D, 1988, LONG RANGE PLANN, V21, P85 GRANSTRAND O, 1990, RES POLICY, V19, P35 GRANSTRAND O, 1992, R&D MANAGE, V22, P111 HAGEDOORN J, 1990, TECHNOVATION, V10, P17 HAIR J, 1992, MULTIVARIATE DATA AN HAMEL G, 1989, HARVARD BUS REV, V68, P79 HARRIGAN K, 1986, MANAGING JOINT VENTU HARRIGAN KR, 1988, STRATEGIC MANAGEMENT, V9, P141 HENDERSON R, 1997, STRATEGIC MANAGE J, V18, P5 HILL CWL, 1990, STRATEGIC MANAGE J, V11, P117 KIM L, 1997, IMITATION INNOVATION KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319 LEVY DT, 1985, REV ECON STAT, V67, P438 LLERENA P, 1994, GLOBAL TELECOMMUNICA LOWE J, 1998, R&D MANAGE, V28, P263 MADHOK A, 1997, STRATEGIC MANAGE J, V18, P39 MAHONEY JT, 1992, STRATEGIC MANAGE J, V13, P559 MOENAERT RK, 1990, R&D MANAGE, V20, P291 MONTGOMERY C, 1995, RESOURCE BASED EVOLU MOWERY D, 1989, TECHNOLOGY PURSUIT E MOWERY DC, 1998, RES POLICY, V27, P507 NELSON R, 1982, EVOLUTIONARY THEORY OLIVER C, 1990, ACAD MANAGE REV, V15, P241 OUCHI W, 1988, CALIFORNIA MANAGEMEN PERRINO AC, 1989, RES TECHNOL MANAGE, V32, P12 PISANO GP, 1990, ADMIN SCI QUART, V35, P153 PISANO GP, 1991, RES POLICY, V20, P237 PORTER M, 1980, COMPETITIVE STRATEGY RADNOR M, 1991, INT J TECHNOLOGY M S, V1, P113 RIEDLE K, 1989, TECHNOVATION, V9, P213 ROBERTS EB, 1985, SLOAN MANAGEMENT SPR, P3 ROSENBLOOM RS, 1987, CALIF MANAGE REV, V29, P51 ROTHWELL R, 1991, R&D MANAGE, V21, P125 SHAN WJ, 1990, STRATEGIC MANAGE J, V11, P129 SPENCE AM, 1984, ECONOMETRICA, V52, P101 TEECE DJ, 1986, RES POLICY, V15, P285 TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 TELESIO P, 1979, TECHNOLOGY LICENSING TYLER BB, 1995, STRATEGIC MANAGE J, V16, P43 VEUGELERS R, 1997, RES POLICY, V26, P303 VEUGELERS R, 1999, RES POLICY, V28, P63 VIROLAINEN VM, 1998, INT J PROD ECON, V56, P677 WALKER G, 1984, ADMIN SCI QUART, V29, P373 WALKER G, 1987, ACAD MANAGE J, V30, P589 WILLIAMSON O, 1975, MARKETS HIERARCHIES WILSON RW, 1977, REV ECON STAT, V59, P171 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 DEC PY 2000 VL 20 IS 12 BP 691 EP 704 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 363AB UT ISI:000089809500004 ER PT J AU Katsirikou, A Sefertzi, E TI Innovation in the every day life of libraries SO TECHNOVATION LA English DT Article DE innovation; best practices; library management; learning process AB A state of the Art trend analysis of the Library and Information science reveals that the Library world is in the midst of the technological restructuring. Every branch of Library work changes continuously because of the technological facilities, although the missions and goals remain unaltered. The libraries belong to these professional divisions which involve the innovation and technology transfer in everyday life. In most of the cases innovation either as a product or as a procedure goes into the libraries, it's not a phenomenon produced by them. On the strategic level libraries on average have developed the ability to collect, process and assimilate technological innovation. On the organizational level libraries follow the changes which technology transfer dictates such as close co-operation with computer centers and external commercial information suppliers, software and hardware suppliers, science and technology achievements, etc. It is too common to libraries to develop routines and Best Practices for every task, derived by the technology they use, for the cost decrease, the time save and the increase of the effectiveness and efficiency. The innovative process is the kind which libraries could adopt, as innovation is composed of the systematic retrieve of changes and systematic analysis of the opportunities which these changes could contribute to economic and social improvement. Innovation above all, is a social procedure, as it is interpreted in terms such as creativity, desires, fantasy and the ability to take risks and to change. So innovation and technology transfer differentiates the role of the librarian and extends it beyond the limits of the information intermediary. The librarian in order to involve, anticipate and especially produce innovation has to learn how to learn, as libraries have to learn how to change. The presentation will be a methodological one and will focus on Best Practices, the definition and a short report, how they combine with the Library functions and how they produce innovative processes and new Best Practices. An evaluation of Best Practices according the Value Analysis method is included as a prerequisite of the final choice of which practice is characterised as Best and which not. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Tech Univ Crete, Chania 73100, Greece. RP Katsirikou, A, Tech Univ Crete, Chania 73100, Greece. CR *EUR COMM, 1996, 95688 COM EC *INNOREGIO PROJ, 1999, BRIEF DESCRIPTION IN ALLEN GG, 1984, RESPONSE PROFESSIONA, P129 BESSANT J, 1999, TECHNOVATION, V19, P373 CARR DK, 1995, BEST PRACTICES REENG FITZENZ J, 1997, HUM RESOURCE MANAGE, V36, P97 FOWLER R, 1998, COLL RES LIB MAY, P220 GRIFFITHS JM, 1995, VISTAS ASTRON, V39, P127 HIGHTOWER C, 1998, COLL RES LIBR, V59, P61 KATZ R, 1997, HUMAN SIDE MANAGING MCDONALD A, 1997, P C ORG INF SERV U S MORGAN S, 1996, LIB REV, V45, P41 SEFERTZI E, 1998, INNOVATION AREA SYST SEFERTZI E, 1998, POSTGRADUATE LECT TU SENGE P, 1994, 5 DISCIPLINE FIELD B NR 15 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 2000 VL 20 IS 12 BP 705 EP 709 PG 5 SC Engineering, Industrial; Operations Research & Management Science GA 363AB UT ISI:000089809500005 ER PT J AU Ugwu, LO Oyebisi, TO Ilori, MO Adagunodo, ER TI Organisational impact of information technology on the banking and insurance sector in Nigeria SO TECHNOVATION LA English DT Article DE information; technology; impact assessment; banks and insurance AB The importance of information technology (IT) in the modern day business transaction cannot be over-emphasised. The impact assessment of the technology on any business is expedient so as to objectively determine its influence on a specific aspect of the organisation. This study therefore assessed the organisational impact of IT on some banks and insurance firms in Nigeria. Eight leading commercial banks and six highly rated insurance firms which have branches in Lagos, the commercial nerve centre of Nigeria, and two other important state capitals, were selected for this study. Data were obtained from both the customers and workers at the banks and insurance firms. The data were analysed using percentage and five-point Likert scale to objectively determine the local and global impacts of IT on the banks and insurance firms. The local impact criteria considered are: time savings, error rate reduction, enhanced management decision making, and improved service delivery. On the 5-point likert scale, there was positive impact on IT on the local criteria in the mean range of 1-3 at Lagos and Ibadan with Osogbo having a mean in the range of 3-5 which indicates otherwise. Also, the calculated mean of the IT impact on global criteria such as competitive advantage, high revenue generation, market segmentation and forecasting are in the range of 1-3 for all sampled cites. The study also revealed that there was positive impact of IT on both the induced local and global criteria. The induced local impact criteria identified are competitive advantage, market segmentation, high revenue generation, and forecasting while development of business niche, increased market share and network insecurity constituted the induced global impact criteria. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Obafemi Awolowo Univ, Mil Liaison Off, Ile Ife, Nigeria. RP Oyebisi, TO, Obafemi Awolowo Univ, Technol Planning & Dev Unit, Ile Ife, Nigeria. CR *FBN, 1991, Q J 1 BANK NIG PLC *FBN, 1998, Q J 1 BANK NIG PLC AGARWAL R, 1992, INT J TECHNOL MANAGE, V7, P626 CARLSON ED, 1974, INFORMATION SYSTEMS IGE O, 1995, INFOTECH 95 1 INT C IROMANTU OC, 1995, INFOTECH 95 1 INT C OMURA FN, 1991, INT J TECHNOLOGY MAN, V7, P390 SENN JA, 1982, INFORMATION SYSTEMS UGWU LO, 1999, THESIS OBAFEMI AWOLO 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 DEC PY 2000 VL 20 IS 12 BP 711 EP 721 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 363AB UT ISI:000089809500006 ER PT J AU Balthasar, A Battig, C Thierstein, A Wilhelm, B TI "Developers": key actors of the innovation process. Types of developers and their contacts to institutions involved in research and development, continuing education and training, and the transfer of technology SO TECHNOVATION LA English DT Article DE innovation process; developers; interface science and economy; technology transfer; technology policy AB The optimization of the interface between science and economy has become one of the most important guidelines of technology policy. The article argues that developer's networks play an important role in the innovation process and therefore should be better integrated in the conception of technology policy. The article presents the results of a research project conducted for the Swiss National Science Foundation. The study took a closer look at the patterns of professional relationships among those people - so called "developers" - who are occupied with technological innovation on a day-by-day basis. The conclusions for technology policy focus around institutional improvements of the developer's professional networking needs. After a short introduction to the theoretical foundations of the approach (Section 1), Section 2 clarifies the question "To whom do developers turn when they require technical assistance?". Section 3 is devoted to the various types of institutions, where developers turn when they need technical support and which display different profiles of attractivity and competence to developers. Starting from that basis, Section 4 formulates some suggestions for policy-makers, who are engaged in shaping the interface between science and industry. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Policy Studies Inst, INTERFACE, CH-6004 Luzern, Switzerland. RP Balthasar, A, Policy Studies Inst, INTERFACE, Kapellgasse 1, CH-6004 Luzern, Switzerland. CR *SCHWEIZ BUND, 1997, BER BUND UMS TECHN ARVANITIS S, 1995, ANAL ERGEBNISSE INNO ASDONK J, 1991, Z SOZIOL, V20, P290 ASDONK J, 1993, INNOVATION ORG FACHA BALTHASAR A, 1993, SCHWEIZERISCHER WISS BALTHASAR A, 1998, GRUNDLAGEN I GESTALT BEISE M, 1995, ANAL PERSPEKTIVEN BA BELLAMY C, 1994, PUBLIC MONEY MANAGE, V14, P59 CONSTANT EW, 1980, ORIGINS TURBOJET REV CONSTANT EW, 1986, SOCIAL CONSTRUCTION DEBRUIJN JA, 1997, MANAGING COMPLEX NET DIERKES M, 1993, TECHNISIERUNG IHRE F FREIBURGHAUS D, 1990, STUDIEN BUNDESAMTES GIBBONS M, 1994, NEW PRODUCTION KNOWL GRABHER G, 1993, EMBEDDED FIRM SOCIOE GRANOVETTER MS, 1973, AM J SOCIOL, V78, P1360 HASSINK R, 1996, EUROPEAN PLANNING ST, V4, P167 HELMERS S, 1991, FS291107 WZB HELMERS S, 1993, ETHNOLOGIE ARBEITSWE, P195 HERDEN R, 1992, TECHNOLOGIEORIENTIER HIRSCHKREINSEN H, 1994, WSI MITTEILUNGEN HOFMANN J, 1993, IMPLIZITE THEORIEN P KALKOWSKI P, 1995, PRODUKTINNOVATION MA KNODT M, 1996, REGIONALES REGIEREN LUTZ S, 1992, THESIS ESSEN NELSON RR, 1982, EVOLUTIONARY THEORY ONIDA F, 1989, TECHNOVATION, V9, P131 REICH RB, 1989, QUIET PATH TECHNOLOG, P19 THIERSTEIN A, 1997, REGIONALE INNOVATION WILLIAMS R, 1996, RES POLICY, V25, P865 ZUNDORF L, 1993, BETRIEBSUBERGREIFEND ZUNDORF L, 1994, MANAGEMENT INTERORGA, P244 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 OCT PY 2000 VL 20 IS 10 BP 523 EP 538 PG 16 SC Engineering, Industrial; Operations Research & Management Science GA 351XG UT ISI:000089184300001 ER PT J AU Terziovski, M Sohal, AS TI The adoption of continuous improvement and innovation strategies in Australian manufacturing firms SO TECHNOVATION LA English DT Article DE continuous improvements; innovation; manufacturing; Australia AB The purpose of this study was to investigate the adoption of Continuous Improvement (CI) strategies of a large random sample of Australian manufacturing firms. The study was undertaken as part of a wider international survey investigating continuous improvement practices in Australia, Denmark, Finland, Sweden, the Netherlands, and the UK. The survey was mailed to 1200 managers responsible for manufacturing organisations in Australia. A response rate of 32 per cent was obtained. The quantitative data was analysed using a Statistical Package for Social Sciences (SPSS). The data analysis revealed that the motivation to adopt CI was related to improved quality conformance, increased productivity, reduced costs, and improvement in delivery reliability. Past experiences of CI were positively correlated with thr: length of time the process had been in use; the breadth of its application; the percentage of employees actively involved in the program (for operators and non-operators) and training in problem solving. Therefore, the critical implication for managers is that future management development initiatives need to include strategies to assist managers with their understanding of the potential benefits of the CI process, based on "soft" management practices, (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Monash Univ, Fac Business & Econ, Euro Australian Ctr Global Innovat Management, Caulfield E, Vic 3145, Australia. RP Terziovski, M, Monash Univ, Fac Business & Econ, Euro Australian Ctr Global Innovat Management, POB 197, Caulfield E, Vic 3145, Australia. CR BARTLETT MS, 1941, BIOMETRIKA 1, V32, P29 BENTLER PM, 1995, EQS WINDOWS USERS GU COHEN J, 1983, APPL MULTIPLE REGRES EVANS JR, 1999, MANAGEMENT CONTROL Q FEIGENBAUM AV, 1983, TOTAL CONTROL IMAI M, 1986, KAIZEN KEY JAPANS CO LIKERT R, 1967, HUMAN ORG MERLI G, 1990, TOTAL MANUFACTURING TERZIOVSKI M, 1999, TOTAL QUAL MANAGE, V10, P915 WILKS SS, 1946, ANN MATH STAT, V17, P257 NR 10 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 2000 VL 20 IS 10 BP 539 EP 550 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 351XG UT ISI:000089184300002 ER PT J AU Foo, CT Foo, CT TI Socialization of technopreneurism: towards symbiosis in corporate innovation and technology strategy SO TECHNOVATION LA English DT Article DE entrepreneur; technology; technopreneurism; innovation; technology strategy ID TRANSFORMATION; ENTREPRENEUR AB Among the major fast developing Asean countries, Singapore is the first to recently launch a national, social movement to promote innovation through nurturing technology-based entrepreneurs. This is anticipated by the first author (Foo, C.T., Hall, K., 1997. Productivity innovation as a social movement: the case of Singapore. International Journal of Human Resource Management 8(5), 720-742), who had argued for a greater need for Singapore to launch a Creativity and Innovation Movement than Productivity Movement. This paper reports an emerging social movement of innovation through cultivating technopreneur in Singapore and argues for large, publicly listed corporations to integrate the socialization of technopreneurism as part of corporate innovation and technology strategy. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Nanyang Technol Univ, MPE Ctr Engn & Technol Management, Singapore 639798, Singapore. RP Foo, CT, Nanyang Technol Univ, MPE Ctr Engn & Technol Management, Nanyang Ave, Singapore 639798, Singapore. CR BERRY MMJ, 1996, TECHNOVATION, V16, P487 BOLTON D, 1997, RURAL TELECOMMUNICAT, V16, P42 BRANDSTATTER H, 1997, J ECON PSYCHOL, V18, P157 CANTONI CJ, 1997, COMPENSATION BENEFIT, V29, P52 DEEDS DL, 1997, J BUS VENTURING, V12, P31 DING XL, 1994, DECLINE COMMUNISM CH DRUCKER PF, 1996, EXECUTIVE EXCELLENCE, V13, P7 FOO CT, INT J HUMAN RES MANA, V8, P720 FOO CT, 1994, ORG STRATEGY SUN TZU GARDINER JL, 1997, PLAST ENG, V53, P22 JANSSEN R, 1997, EUROPE, V364, P38 KHARBANDA VP, 1997, TECHNOVATION, V17, P439 KORETZ, 1996, BUSINESS WEEK 1209, V32 MASS W, 1997, BUS ECON H, V25, P1 SCHILLER BR, 1997, ECON INQ, V35, P523 SMELSER NJ, 1963, COLLECTIVE BEHAV SWANSON L, 1997, MARKETING NEWS, V31, P17 TSANG EWK, 1996, ENTREPRENEURSHIP THE, V21, P21 VANDERMERWE S, 1997, LONG RANGE PLANN, V30, P345 WRIGHT M, 1997, BRIT J MANAGE, V8, P251 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 OCT PY 2000 VL 20 IS 10 BP 551 EP 562 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 351XG UT ISI:000089184300003 ER PT J AU Olsson, H McQueen, DH TI Factors influencing patenting in small computer software producing companies SO TECHNOVATION LA English DT Article DE patent; strategy; computer; software; program; culture; competition; organisation AB A model describing some of the factors that influence company patenting is presented, It can be used to help define and implement company patent strategy as well as to address specific issues such as considerations when initiating patent activities, evaluation of patent work and measures to be taken to alleviate shortcomings in patenting efforts. The model is primarily based on previously known factors. Sub-components of the model can be used to describe the need and ability of a company to patent. Data on patents as a competitive means are presented. The model is illustrated by applying it to a small selection of computer software producing companies employing between five and thirty persons. The empirical base consists of interviews and patent searches. A key result explaining the low patenting intensity in this sample of small computer software producing companies is that even though they seem to have relatively good formal patent knowledge, strategic patent knowledge is limited. A surprising finding was that the, high costs normally associated with patenting were not considered a major problem among these companies. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Chalmers Univ Technol, Dept Innovat Engn & Management, S-41296 Gothenburg, Sweden. RP Olsson, H, Chalmers Univ Technol, Dept Innovat Engn & Management, S-41296 Gothenburg, Sweden. CR *EUR PAT OFF, 1992, GUID EX EUR PAT OFF *EUR PAT OFF, 1994, UT PAT PROT EUR REPR *EUR PAT OFF, 1996, PAT STRAT *EUR PAT OFF, 1997, EUR PAT CONV *IVA ROYAL SWED AC, 1993, PROF INN COMP SWED J ANDERSEN S, 1995, INNOVATION TECHNOLOG, V4, P4 COY P, 1993, BUSINESS WEEK 0809, P49 DAVENI RA, 1994, HYPERCOMPETITIVE RIV DOLDER F, 1991, Z IND ORG, V60, P64 GRINDLEY PC, 1997, CALIF MANAGE REV, V39, P8 GRODDFORETAG C, 1996, CHALMERS INNOVATIONS GUGERELL C, 1997, IBC C 25 SEPT 1997 B HELLEKANT J, 1997, AW AINFORMATION, P4 KAUFER E, 1989, EC TECHNOLOGICAL CHA LEVIN RC, 1987, BROOKINGS PAPERS EC, V3, P783 MANSFIELD E, 1981, ECON J, V91, P907 MANSFIELD E, 1985, J IND ECON, V34, P217 MCQUEEN DH, 1996, NOUVELLES, V31, P91 MCQUEEN DH, 1996, PATENT WORLD MAR, P22 NESHEIM JL, 1997, HIGH TECH START UP C OLSSON H, 1996, PATENTABILITY COMPUT PORTER ME, 1980, COMPETITIVE STRATEGY SINGTON P, 1994, INT CORPORATE LA SEP, P9 TAYLOR CT, 1973, EC PATENT SYSTEM STU TEECE DJ, 1986, RES POLICY, V15, P285 WYATT S, 1985, WORLD PATENT INFORMA, V7, P196 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 OCT PY 2000 VL 20 IS 10 BP 563 EP 576 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 351XG UT ISI:000089184300004 ER PT J AU Osunbitan, JA Olushina, JO Jeje, JO Taiwo, KA Faborode, MO Ajibola, OO TI Information on micro-enterprises involved in cassava and palm oil processing in the Osun and Ondo states of Nigeria SO TECHNOVATION LA English DT Article DE micro-enterprises; cassava and palm oil processing; capacity needs assessment; infrastructural facilities AB Micro-enterprises involved in post harvest processing play a key role in the economies of less developed countries as a basic source of goods, income and employment especially for women. A study was undertaken to assess the capacity and technology needs of women agro-processors in Osun and Ondo states with a view to better understand their characteristics, problems and needs. This paper reports on some general information about agro-allied micro-enterprises that are useful to project planners and assisting agencies. The number of micro-enterprises established by individuals in the food processing sector has increased significantly over the last ten years. Group owned enterprises are usually government assisted and these groups need training in the art of business manage ment, Infrastructural facilities at processing centres are inadequate. Inadequate supply of water affects the process and product hygiene and environmental cleanliness especially during the dry season and requires urgent intervention. Half walled structures are recommended for food micro-enterprises for effective ventilation. The sex of the machine operator is dependent on the type of prime mover. Petrol engines are operated by women and diesel engines by men. The study revealed a poor operational and maintenance practices of equipment by operators and this has reduced their functional life span to about five years. With proper training, the functional life of these equipment can be prolonged. Mode of transporting raw materials to the processing centres is grossly inadequate and limits the quantity of materials available for processing resulting in under utilisation of equipment capacity. Recommendations are made that can enhance the programme of donor/government agencies in achieving their objectives taking into consideration the information provided by the study. (C) 2000 Published by Elsevier Science Ltd. C1 Obafemi Awolowo Univ, Dept Agr Engn, Ile Ife, Nigeria. RP Taiwo, KA, Obafemi Awolowo Univ, Technol Planning & Dev Unit, Ile Ife, Nigeria. CR *ODA, 1994, P WORKSH NAT RES I S *SPSS, 1993, STAT PACK SOC SCI *UN, 1994, WORLD SURV ROL WOM D AFONJA S, 1998, P WORKSH AGR NEEDS W AJIBOLA OO, 1995, FOOD PROCESSING TECH ALI SS, 1996, P NAT WORKSH STRAT G, P74 ATALA TK, 1991, PART RES FINDINGS IA BARRETT H, 1993, GEOGROPHY GENDER DEV CROXTON S, 1994, P WORKSH TECHN RUR L GORDON A, 1994, P WORKSH TECHN RUR L MCLOUGHLIN PFM, 1970, AFRICAN FOOD PRODUCT PALMER I, 1981, IDS B, V12, P32 SANNI OM, 1991, TROPICAL ROOT CROPS, P256 SINKAIYE T, 1996, WORKSH APPR AGR MECH WELBOURN A, 1992, IDS BULL-I DEV STUD, V23, P8 NR 15 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 2000 VL 20 IS 10 BP 577 EP 585 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 351XG UT ISI:000089184300005 ER PT J AU Major, EJ Cordey-Hayes, M TI Engaging the business support network to give SMEs the benefit of Foresight SO TECHNOVATION LA English DT Article DE Foresight; SMEs; intermediaries; innovation; knowledge transfer ID TECHNOLOGY AB This paper reports on recent research aimed at improving interaction between the Foresight programme and Sniffs (Small and Medium sized Enterprises). The UK Foresight programme is a major input into the ongoing debate into innovation and the science base in the United Kingdom. SMEs have so far failed in significant numbers to become involved in the forward thinking culture that Foresight promotes. This paper examines the problem of how Foresight can be packaged to make it more SME-friendly. This work used the context of knowledge transfer and the intermediary role of the business support community. Conceptual frameworks were developed to describe SMEs' managerial attitudes to the future and to give structure to the business support community. Fieldwork revealed patterns of interaction between SMEs and business support intermediaries. A model was developed showing a system for targeting Foresight to SMEs through the engagement of these intermediaries. This paper examines the implications of this model and locates the contributions of the research. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Cranfield Univ, Sch Ind & Mfg Sci, Innovat & Technol Assessment Unit, Cranfield MK43 0AL, Beds, England. RP Major, EJ, Open Univ, Sch Business, Walton Hall, Milton Keynes MK7 6AA, Bucks, England. CR *CEST, 1997, SMES ACC TECHN *CHANC DUCH LANC, 1993, REAL OUR POT STRAT S *OFF SCI TECHN, 1995, PROGR PARTN 15 SECT COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOLEY M, 1987, ARCHITECT BEE HUMAN COSH A, 1996, CHANGING STATE BRIT, CH6 HORTON AM, 1997, UNPUB CONCEPTUAL MOD HORTON AM, 1999, FORESIGHT, V1, P5 POLANYI M, 1966, TACIT DIMENSION ROTHWELL R, 1982, INNOVATION SMALL MED SLAUGHTER RA, 1995, FORESIGHT PRINCIPLE TROTT P, 1995, TECHNOVATION, V15, P25 WOOLGAR S, 1998, TECHNOVATION, V18, P575 NR 13 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 2000 VL 20 IS 11 BP 589 EP 602 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 351XH UT ISI:000089184400001 ER PT J AU Carayannis, EG Kassicieh, SK Radosevich, R TI Strategic alliances as a source of early-stage seed capital in new technology-based firms SO TECHNOVATION LA English DT Article DE strategic alliances; technology entrepreneurs; technological learning ID PERFORMANCE; NETWORKS AB A significant gap exists in early-stage seed capital for technology-based new ventures. This article reports the results of a survey of embryonic firms in the southwestern United States that received significant amounts of their initial capital from strategic partners. Through this survey of firms, we have examined various characteristics of the partnerships. The firms were identified through extensive research of multiple sources (at least 30) such as universities, federal laboratories, state and local economic development agencies, incubator centers, technology parks, venture capital funds, NASA Regional Technology Transfer Centers, corporate alliance partners, entrepreneurial networking organizations and by word-of-mouth from other entrepreneurs. Our empirical research findings identified the following key issues as salient to small-firm/large-firm, technology-driven strategic alliances formed for seed capital investment purposes: (a) Processes of strategic alliance formation; (b) Benefits accruing from strategic alliance formation; (c) Alternative market roles to forming a strategic alliance; (d) Governance processes of strategic alliances; (e) Alternative sources of funding to forming a strategic alliance; (f) Critical success/failure factors in strategic alliance formation. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 George Washington Univ, Sch Business & Publ Management, Dept Management Sci, Management Sci Technol & Innovat Program, Washington, DC 20052 USA. RP Carayannis, EG, George Washington Univ, Sch Business & Publ Management, Dept Management Sci, Management Sci Technol & Innovat Program, Washington, DC 20052 USA. CR 1990, ELECT BUSINESS 0319 1995, FORTUNE MAGAZIN 0626 1995, WALL STREET J 0420 *HOL ALL, 1993, SALES MARKETING JUL BADARACCO JL, 1991, PLANNING REV, V19, P10 BAMFORD J, 1994, FINANCIAL WORLD, V163, P56 BELL B, 1990, J BUS STRAT, V11, P63 BOTKIN JW, 1992, WINNING COMBINATIONS CHOY CL, 1990, J BUS VENTURING, V5, P271 DEEDS DL, 1996, J BUS VENTURING, V11, P41 EHRLICH S, 1994, J BUSINESS VENTURING, P67 FORREST JE, 1992, R&D MANAGE, V22, P41 FREEAR J, 1990, J BUS VENTURING, V5, P77 HAGEDOORN J, 1994, STRATEGIC MANAGE J, V15, P291 HARA G, 1994, J BUS VENTURING, V9, P489 HARRIGAN KR, 1988, STRATEGIC MANAGEMENT, V9, P141 HATFIELD L, 1994, J BUS VENTURING, V9, P423 HUSTEDDE RJ, 1992, J BUS VENTURING, V7, P363 LARSON A, 1991, J BUS VENTURING, V6, P173 LORANGE P, 1993, STRATEGIC ALLIANCES LYNCH RP, 1989, PRACTICAL GUIDE JOIN MCKEE B, 1992, NATIONS BUS, V80, P24 MEYER RT, 1995, 1995 NATL CENS EARLY MORRIS D, 1987, COLUMBIA J WORLD BUS, V22, P15 NIEDERKOFLER M, 1991, J BUS VENTURING, V6, P237 NUNALLY JC, 1978, PSYCHOMETRIC THEORY OSBORN RN, 1990, ACAD MANAGE J, V33, P503 RADOSEVICH R, 1995, INT J TECHNOL MANAGE, V10, P879 ROTHSTEIN C, 1992, BUSINESS CREDIT JUL, V42 SCHMIDT R, 1993, J INT THEORETICAL EC, V148, P748 STAFFORD ER, 1994, LONG RANGE PLANN, V27, P64 WILKINSON J, 1990, SYSTAT SYSTEM STAT YOSHINO MY, 1995, STRATEGIC ALLIANCES YOUNG G, 1995, P ENTR SMALL BUS CHA, P117 NR 34 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 2000 VL 20 IS 11 BP 603 EP 615 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 351XH UT ISI:000089184400002 ER PT J AU Muffatto, M Roveda, M TI Developing product platforms: analysis of the development process SO TECHNOVATION LA English DT Article DE new product development (NPD); product platform; modularity; case studies; multiple industry AB Several authors have highlighted the importance of companies enhancing their new product development process through a multiproduct strategy. This means planning the development of a product family upon a platform, which allows shorter lead times in developing new derivative models. The platform itself has proven to be more flexible when given a modular architecture, so this shifts attention onto evaluating product platform architecture. This paper analyses three industrial cases in order to draw conclusions on the implementation of platforms and modularisation, and in particular on how they deal with this issue. First of all, an interpretation framework is proposed which defines the element taking into account managing with platforms. Secondly, the achieved results in terms of platform flexibility are studied. The paper measures them through analysing the way in which the trade-off between distinctiveness and commonality is dealt with. Finally, since the ability of firms to develop robust product platforms resides in NPD process management and organisation, organisational settings and process flows are examined. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Univ Padua, Dept Ind Engn & Management, I-35131 Padua, Italy. RP Roveda, M, Univ Padua, Dept Ind Engn & Management, Via Venezia 1, I-35131 Padua, Italy. CR ABERNATHY WJ, 1975, OMEGA, V3 BALDWIN CY, 1997, HARVARD BUSINESS SEP, P84 CALABRESE G, 1997, FARE AUTO CALABRESE G, 1997, R&D MANAGE, V27, P239 CORSO M, 1996, P EIASM 4 PROD DEV M, P205 ERIXON G, 1998, THESIS ROYAL U TECHN HENDERSON RM, 1990, ADM SCI Q, V33, P9 MACDUFFIE JP, 1996, MANAGE SCI, V42, P350 MEYER MH, 1993, SLOAN MANAGEMENT SPR MEYER MH, 1997, POWER PRODUCT PLATFO MEYER MH, 1997, RES TECHNOLOGY M MAR MUFFATTO M, 1997, P 14 INT C PROD RES MUFFATTO M, 1998, P 5 EIASM INT C NEW MUFFATTO M, 1999, P RES SEM MAN INN NE NOBEOKA K, 1993, THESIS MIT BOSTON ROBERTSON D, 1998, SLOAN MANAGE REV, V39, P19 SANCHEZ R, 1995, STRATEGIC MANAGE J, V16, P135 SANDERSON S, 1995, RES POLICY, V24 SHERIFF A, 1998, 5 EIASM INT C NEW PR SUNDGREN N, 1995, P IAMOT EUR C MAN TE SUNDGREN N, 1998, THESIS CHALMERS U TE ULRICH K, 1991, P ASME WINT ANN M S ULRICH K, 1994, PRODUCT DESIGN DEV ULRICH K, 1995, RES POLICY, V24 WHEELWRIGHT SC, 1992, REVOLUTIONISING PROD WILHELM B, 1997, TRANSFORMING AUTO AS, P146 NR 26 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 NOV PY 2000 VL 20 IS 11 BP 617 EP 630 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 351XH UT ISI:000089184400003 ER PT J AU Sun, HY TI Current and future patterns of using advanced manufacturing technologies SO TECHNOVATION LA English DT Article DE AMT; patterns of uses; performance; survey ID INNOVATIONS AB This article records the findings from the survey about the pattern of current uses and future tendency of Advanced Manufacturing Technologies (AMT). The empirical data come from the project International Manufacturing Strategy Survey (IMSS) which covers 18 countries. It was found that CAD, MRP, LAN, and CNC machines are the most popular AMTs used now. It seems that there is a sequence of adopting AMT, namely from simple to complicated. Green field and fully-integrated CIM systems seem to be rare. In three years, the uses of CAPP and shared database will significantly increase, which indicate the increase in integration level of manufacturing system. However, the main configuration of manufacturing will be stand-alone, islands of automation, and limited integration. Fully computerised integration in manufacturing system will unlikely be the main model in the near future. Regarding the relationship between AMT uses and performance improvement seems to be complicated and a couple of different patterns. are identified. Practical implications, limitations and future research are also discussed finally. (C) 2000 Elsevier Science 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 Ave, Kowloon, Hong Kong, Peoples R China. CR BESSANT J, 1988, RES POLICY, V17, P349 BESSANT J, 1990, REVOLUTION PROGR, P351 BISHOP T, 1989, UNLOCKING POTENTIAL BURGESS TF, 1998, J ENG TECHNOL MANAGE, V15, P127 CHASE RB, 1997, PRODUCTION OPERATION FERDOWS K, 1986, WP8631 INSEAD GOETSCH DL, 1990, ADV MANUFACTURING TE GROOVER MP, 1987, AUTOMATION PRODUCTIO HAYWOOD B, 1990, P FIN IIASA C CIM LU HUNT D, 1987, DICT ADV MANUFACTURI KOTHA S, 1998, INT J PROD RES, V11, P3135 LINDBERG P, 1998, INT MANUFACTURING ST MACBETH DK, 1989, ADV MANUFACTURING ST MEYER AD, 1988, ACAD MANAGE J, V31, P897 NOORI H, 1990, MANAGING DYNAMICS NE SINGH N, 1996, SYSTEM APPROACHES CO SMALL M, 1998, IND MANAGEMENT DATA, V3, P129 SOHAL AS, 1996, TECHNOVATION, V168, P337 SUN H, 1996, P 5 INT C MAN TECHN, P837 SUN H, 1999, IN PRESS INT J MANAG SUN HY, 1994, INT J TECHNOL MANAGE, V9, P213 TWIGG D, 1992, MANAGING INTEGRATION VOSS CA, 1988, INT J TECHNOL MANAGE, V3, P285 WATERSON PE, 1997, USE EFFECTIVENESS MO YOUSSEF MA, 1992, IND ENG, V24, P40 NR 25 TC 5 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 2000 VL 20 IS 11 BP 631 EP 641 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 351XH UT ISI:000089184400004 ER PT J AU Al-Momani, AH TI Examining service quality within construction processes SO TECHNOVATION LA English DT Article DE client's needs; construction projects; construction quality; construction services ID SATISFACTION AB The overall intent of this research was to explore possible ways of project success, so as to incorporate two important features, such as service quality in construction delivered by contractors and the project owners expectations. Special consideration has been given to service gap analysis as a diagnostic tool on the differences and similarities of the views of project owners and contractors concerning 15 attributes. This technique highlights and confirms some construction problems and their nature sought by means of a structured questionnaire survey completed by 138 participants. This study built up a body of information on project construction characteristics in present conditions, tested the assumptions among the project team and raised important issues relating to the debates surrounding it. We find that there was an almost complete lack of attention devoted to owners satisfaction which undoubtedly contributed to poor performance. Current construction practices and technical failures are minute compared with client enormous dissatisfactions. Findings partially support our contentions that trust is an important role for cooperative endeavours. Therefore, project owners and contractors should re-evaluate their mode of operation and plan for adjustment which requires time and dedication on both sides. It is also concluded that the propositions suggested by the framework and the implications discussed can lead to more informed discussion of some of the controversial issues that face the construction at this time. These results suggest that the insights provided should be taken seriously and provide a basis for thinking about the implications for future development of the construction industry as a whole and for future research. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Mutah Univ, Dept Civil Engn, Karak, Mutah, Jordan. RP Al-Momani, AH, Mutah Univ, Dept Civil Engn, POB 7, Karak, Mutah, Jordan. CR ALMOMANI A, 1996, CONSTRUCTION MANAGEM, V14, P311 ALMOMANI A, 1999, INT J PROJECT MANAGE, V4, P1 CHERNS AB, 1984, CONSTRUCTION MANAGEM, V2, P177 GALLETTA DF, 1989, DECISION SCI, V20, P419 GAMESON RN, 1991, PRACTICE MANAGE, P165 HELLARD RB, 1993, TOTAL QUALTIY CONSTR HUDSON J, 1991, PRACTICE MANAGE, P175 IRELAND LR, 1992, INT J PROJECT MANAGE, V10, P123 KOMETA ST, 1995, ENG CONSTRUCTION ARC, V2, P57 KOMETA ST, 1996, INT J PROJECT MANAGE, V14, P273 LAUFER A, 1988, CONSTR MGMT EC, V6, P339 MALLON JC, 1993, J CONSTR ENG M ASCE, V119, P516 MELONE NP, 1990, MANAGE SCI, V36, P76 MORRIS PWG, 1987, ANATOMY MAJOR PROJEC PARASURAMAN A, 1985, J MARKETING, V49, P41 PARASURAMAN A, 1988, J RETAILING, V64, P12 SYED AM, 1995, J MANAGEMENT ENG, V11, P36 TONG Y, 1992, CONSTRUCTION MANAGEM, V10, P69 TURNER JR, 1993, HDB PROJECT BASED MA WILSON RL, 1982, J CONSTRUCTION DIVIS, V108, P390 ZEITHAML VA, 1981, MARKETING SERVICES, P169 ZEITHAML VA, 1985, J MARKETING, V49, P33 ZEITHAML VA, 1988, J MARKETING, V52, P35 ZEITHAML VA, 1990, DELIVERING QUALITY S 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 2000 VL 20 IS 11 BP 643 EP 651 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 351XH UT ISI:000089184400005 ER PT J AU Kinder, T TI The use of the Internet in recruitment - case studies from West Lothian, Scotland SO TECHNOVATION LA English DT Article DE e-commerce; recruitment; Internet ID LABOR-MARKET FLEXIBILITY; BRITAIN; EXPERIENCES; INSIGHTS AB This paper analyses the use of the Internet in recruitment processes using a new model for decomposing e-commerce, It presents two case studies from central Scotland: one, Cadence, is a significant knowledge-based inward investor; the other, Melville Craig, the premier staffing agency in Scotland. A methodology and model for e-commerce are outlined and used to analyse the Internet offers of searchers, finders and intermediaries in recruitment processes. The paper argues that the use of the Internet in recruitment processes is likely to generalise, alter the interface between some internal and external labour markets and adjust present patterns of intermediation in labour markets. It is further suggested that the conceptions behind current research programmes in labour market theory map require re-thinking in the light of the use of the Internet. The paper concludes by highlight a range of public policy issues. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Univ Edinburgh, TechMaPP Business Studies, Edinburgh EH8 9JY, Midlothian, Scotland. RP Kinder, T, Univ Edinburgh, TechMaPP Business Studies, William Robertson Bldg,50 George Sq, Edinburgh EH8 9JY, Midlothian, Scotland. CR *DTI, 1998, CONV TECHN CONS NEW ABOWD JM, 1997, NEBR WORKING PAPERS AGHION P, 1998, ENDOGENOUS GROWTH TH ARMSTRONG A, 1996, HARVARD BUSINESS MAY, P134 ARULAMPALAM W, 1997, J POPUL ECON, V10, P197 ATKINSON J, 1985, NEW PATTERNS WORK AUDRETSCH DB, 1999, J EVOL ECON, V9, P97 AUDRETSCH, 1995, INNOVATION IND BECK H, 1999, NETNOMICS, V1, P71 BECKER GS, 1975, HUMAN CAPITAL THEORE BLOTEVOGEL H, 1997, PEOPLE JOBS MOBILITY, P3 BROERSMA L, 1999, LABOUR ECON, V6, P77 BRYNJOLFSSON E, 1996, ADV COMPUT, V43, P179 BURCHELL B, 1994, EMPLOYER STRATEGY LA CAO M, 1999, 79 U QUEB MONTR CARNOY M, 1997, INT LABOUR REV, V136, P25 CASTLEMAN T, 1997, CTR URBAN SOCIAL RES CHOI SY, 1998, ELECT MARKETS, V8, P20 CHRISTENSEN CM, 1997, INNOVATORS DILEMMA COCKX B, 1998, OXFORD ECON PAP, V50, P685 COOPER R, 1995, LEAN ENTERPRISES COL DOERINGER PB, 1971, INTERNAL LABOUR MARK DURKIN JT, 1998, J POPUL ECON, V11, P273 FEIN AJ, 1998, J EVOL ECON, V8, P231 FEVRE R, 1992, SOCIOLOGY LABOUR MAR GREEN F, 1999, OXFORD REV ECON POL, V15, P82 GREENHALGH C, 1999, OXFORD REV ECON POL, V15, P97 GRIECO M, 1997, KEEPING IT FAMILY HAMMER M, 1993, REENGINEERING CORPOR HANSEN MT, 1999, HARVARD BUSINESS MAR, P106 HARDY T, 1979, FAR MADDING CROWD HARRIGAN KR, 1988, STRATEGIC MANAGEMENT, V9, P141 HARRIS RG, 1998, GEN PURPOSE TECHNOLO HASKEL J, 1999, ECON J, V109, P68 HAYFRON JE, 1998, J POPUL ECON, V11, P293 HOLLANDERS H, 1999, MERIT WORKING PAPER JACKSON M, 1972, RECRUITING INTERVIEW JOHNES G, 1999, ANN REGIONAL SCI, V33, P33 JOHNSON JF, 1990, LABOUR MIGRATION JOLL C, 1983, DEV LABOUR MARKET AN KANTER RM, 1984, INTERNAL LABOUR MARK KARANASSOU M, 1998, ECON J, V108, P832 KERR C, 1954, IND IND MAN KINDER T, 1999, SCI PUBLIC POLIC DEC LEADBEATER C, 1999, LIVING THIN AIR NEW MALONE TW, 1987, COMMUN ACM, V30, P484 MARTIN BR, 1999, TECHNOL FORECAST SOC, V60, P37 MOLINA A, 1998, TECHNOLOGICAL CHANGE, P76 MOLINA A, 1999, FUTURES, V31, P291 MOLINA A, 2000, IN PRESS INT J T MAY MOLINA AH, 1997, TECHNOVATION, V17, P601 MOLINA AH, 1999, TECHNOVATION, V19, P1 MUMFORD K, 1998, DEP EC WORKING PAPER MUYSKEN J, 1998, MERIT WORKING PAPER NAGEL R, 1992, 21 CENTURY MANUFACTU NICKELL S, 1999, LABOUR ECON, V6, P1 NWANA X, 1997, KNOWL ENG REV, V11, P1 OLIM J, 1999, CDNOW STORY RAGS RIC OTTAVIANO GIP, 1999, REG SCI URBAN ECON, V29, P245 PLUMBLEY P, 1978, RECRUITMENT SELECTIO PORTER M, 1985, COMPETITIVE ADVANTAG REMINGTON WS, 1988, ELECT MARKETS, V8, P43 RUBERY J, 1994, EMPLOYER STRATEGY LA RYAN P, 1984, INTERNAL LABOUR MARK SALVANES KG, 1997, SCAND J ECON, V99, P315 SCHOMANN K, 1998, LABOUR MARKET EFFICI SCHUBERT P, 1998, RELEVANCE VIRTUAL CO SERRANO CG, 1988, OXFORD ECON PAP, V50, P709 SHAPIRO C, 1999, INFORMATION RULES ST SIEBERT H, 1998, KIEL WORKING PAPERS, V866 STEFIK M, 1993, INTERNET DREAMS STIGLER GJ, 1962, J POLITICAL EC, V70, P94 TIMMERS P, 1998, ELECT MARKETS, V8, P3 VEBLEN T, 1953, THEORY LEISURE CLASS WHARTON JB, 1979, STUDIES EC SEARCH WIGAND RT, 1997, INFORMATION SOC, V13, P1 WILLIAMSON OE, 1985, EC I CAPITALISM NR 77 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 SEP PY 2000 VL 20 IS 9 BP 461 EP 475 PG 15 SC Engineering, Industrial; Operations Research & Management Science GA 347YR UT ISI:000088957200001 ER PT J AU Carayannis, EG Alexander, J Ioannidis, A TI Leveraging knowledge, learning, and innovation in forming strategic government-university-industry (GUI) R&D partnerships in the US, Germany, and France SO TECHNOVATION LA English DT Article DE intelligent trans-organizational knowledge interfaces; knowledge sharing; research collaboration; government-university-industry strategic R&D partnerships ID ABSORPTIVE-CAPACITY; COOPERATION; ALLIANCES; FRAMEWORK; FIRM AB The linkage between theory on knowledge management and strategic management provides a framework for understanding the imperative for collaborative research partnerships, particularly those involving government, university and industry actors. The emergence of collaboration is facilitated by the sharing of knowledge across organizational boundaries, which promotes the formation of trusted relationships and builds social capital for further cooperation. Furthermore, these partnerships are a vehicle for accelerating organizational learning and for coordinating trans-organizational "communities of innovation". Understanding the nature, process, and content of such collaborative research and technological development ventures can endow with strategic insights both the government policy making and the corporate strategy crafting that informs, shapes, and evolves such partnerships. in particular, government and industry can learn from past experience on how to design intelligent trans-organizational knowledge interfaces to ensure that knowledge sharing occurs across organizational boundaries. A cross-sectional analysis of representative cases of GUIs from the US, Germany, and France, yields a preliminary list of key considerations and corresponding strategic management skills which firms must develop to participate in win-win-win GUI alliances. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 George Washington Univ, Dept Management Sci, Management Sci Technol & Innovat Program, Washington, DC 20052 USA. RP Carayannis, EG, Monroe 403,710 21st St NW, Washington, DC 20052 USA. CR 1997, R D MAGAZINE *EUREKA, 1998, PROJ E 1535 MEDEA PR *MICR ADV RES CONS, 1998, OV MARCO ARTHUR WB, 1996, HARVARD BUSINESS JUL, P100 AXELROD R, 1984, EVOLUTION COOPERATIO BARNEY JB, 1991, ACAD MANAGEMENT EXEC, V9, P48 BARNEY JB, 1994, STRATEGIC MANAGE J, V15, P175 BETZ F, 1998, J TECHNOLOGY TRANSFE, V22, P9 BLEEKE J, 1995, HARVARD BUS REV, V73, P97 BRANDENBURGER AM, 1996, COOPETITION BRANSCOMB L, 1997, INVESTING INNOVATION, P3 BROWN JS, 1998, RES TECHNOLOGY M MAY, P24 BURTON DF, 1993, CHALLENGE, V36, P39 CARAYANNIS EG, 1994, THESIS RENSSELAER PO CARAYANNIS EG, 1997, COOPETITION HIGHER O CARAYANNIS EG, 1999, IN PRESS J TECHNOLOG CHI T, 1994, STRATEGIC MANAGE J, V15, P271 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55 DRUCKER P, 1991, POSTCAPITALIST SOC EVAN WM, 1990, SLOAN MANAGE REV, V1, P37 FOUNTAIN JE, 1998, INVESTING INNOVATION, P85 FUKUYAMA F, 1995, TRUST SOCIAL VIRTUES GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109 HAM RM, 1995, ISSUES SCI TECHN SUM, P67 HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 KHANNA T, 1998, STRATEGIC MANAGE J, V19, P193 KODAMA F, 1995, EMERGING PATTERNS IN LANE PJ, 1998, STRATEGIC MANAGE J, V19, P461 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LYNN LH, 1996, RES POLICY, V25, P91 MICHELSON M, 1996, REUTERS FINANCI 1128 MILLAR J, 1997, TECHNOL ANAL STRATEG, V9, P399 MOORE JF, 1996, DEATH COMPETITION LE NAHAPIET J, 1997, P AC MAN ANN M BOST, P35 NONAKA I, 1995, KNOWLEDGE CREATING C OWENS CT, 1991, RES TECHNOL MANAGE, V34, P4 PORTER M, 1980, COMPETITIVE STRATEGY PUTNAM RD, 1994, MAKING DEMOCRACY WOR REICH R, 1991, WORK NATIONS ROSENBERG N, 1994, RES POLICY, V23, P323 ROSENBLOOM RS, 1996, ENG INNOVATION US IN SCHRIEBERG D, 1997, STANFORD MAGAZIN JAN TSOUKAS H, 1996, STRATEGIC MANAGE J, V17, P11 VONHIPPEL E, 1987, RES POLICY, V16, P291 NR 45 TC 10 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 2000 VL 20 IS 9 BP 477 EP 488 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 347YR UT ISI:000088957200002 ER PT J AU Lee, J TI Challenges of Korean technology-based ventures and governmental policies in the emergent-technology sector SO TECHNOVATION LA English DT Article DE high-tech industry; technology-based small firms; Korean study; governmental policy ID FIRMS AB This paper presents the current state of development of technology-based small firms in Korea which have entered aggressively into emergent-technology industries since the early 1990s. With the case studies, it identifies common characteristics of successful venture companies. It also shows how government policies to promote the emergent industry have shifted facing significant changes of the economic condition in recent decades. Lastly, it discusses several problems which should be overcome for technology-based small firms to contribute to enhancing the competitiveness of Korean economy. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Kyungpook Natl Univ, Dept Management, Taegu 702701, South Korea. RP Lee, J, Kyungpook Natl Univ, Dept Management, Taegu 702701, South Korea. CR *ADV COMM IND INN, 1979, FIN REP *KIET, 1989, IND POL KOR *MOST, 1987, STUD MOT NEW TECHN D BEESLEY M, 1987, INNOVATION ADAPTATIO KIM L, 1982, TECHNOLOGICAL INNOVA KIM L, 1987, TECHNOVATION, V6, P277 KIM L, 1997, IMITATION INNOVATION LEE J, 1987, STUDY PROMOTION NEW LEE J, 1995, KOREAN MANAGEMENT RE, V24, P339 LEE J, 1997, P C KOR AC SMALL BUS, P51 LEE J, 2000, IN PRESS KOREAN ACAD LEE JW, 1995, RES POLICY, V24, P391 PACK H, 1986, J DEV ECON, V22, P87 PAROLINI C, 1990, S GROWTH DEV SMALL H PAVITT K, 1987, J IND ECON, V35, P297 PAVITT K, 1988, SCIENTOMETRICS, V14, P329 ROTH M, 1988, HDB ANXIETY, V1, P1 ROTHWELL R, 1983, J GEN MANAGEMENT, V8 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 SEP PY 2000 VL 20 IS 9 BP 489 EP 495 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 347YR UT ISI:000088957200003 ER PT J AU Lee, J Lee, J Souder, WE TI Differences of organizational characteristics in new product development: cross-cultural comparison of Korea and the US SO TECHNOVATION LA English DT Article DE new product development (NPD); cross-cultural comparison; organizational characteristics; Korea ID DEVELOPMENT-PROJECTS; NATIONAL CULTURE; UNITED-STATES; MANAGEMENT; PERFORMANCE; INNOVATION; SUCCESS; FAILURE; IMPACT; FIRMS AB To ensure success in the current age of globalization, it is imperative for companies to understand the management practices of competitors both within and outside national boundaries. This study investigates the differences in organizational characteristics in the context of the new product development (NPD) process and the impact of these differences on NPD performance between Korea and the United States. The results show that a high degree of participation in decision making, R&D-marketing integration, top management support, project manager's skill, project manager's motivating ability, project manager's authority from top management, and product champion's influence is essential for NPD project success regardless of the country in which a company operates. This is consistent with previous studies and suggests there is a global formula for successful NPD. However, the results also show that the use of venture teams, authority concentration, organizational organicity, project manager's participative style, and existence of the product champion had a different impact on NPD performance in Korea and the US. This implies that there could be country-specific factors that influence the success of NPD, therefore research results from one country should be applied with prudence to other countries. Furthermore, it was found that differences mainly stem from country-specific contexts surrounding NPD activities. With these findings in mind, we proposed an improved research model for cross-cultural study on the impact of organizational characteristics on NPD performance. The model suggests that in addition to a direct impact, the country-specific culture has an indirect impact which is mediated by institutional management systems such as the performance appraisal system. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Korea Adv Inst Sci & Technol, Grad Sch Management, Seoul 1370012, South Korea. RP Lee, J, Korea Adv Inst Sci & Technol, Grad Sch Management, 207-43 Cheongryangri Dong, Seoul 1370012, South Korea. CR BARCZAK G, 1995, J PROD INNOVAT MANAG, V12, P224 BART C, 1988, SLOAN MANAGEMENT SUM, P35 CALANTONE RJ, 1993, R&D MANAGE, V23, P337 CALANTONE RJ, 1995, J PROD INNOVAT MANAG, V12, P235 COOPER RG, 1983, IND MARKET MANAG, V12, P243 COOPER RG, 1987, J PROD INNOVAT MANAG, V4, P169 COOPER RG, 1995, J PROD INNOVAT MANAG, V12, P374 CRAWFORD CM, 1994, NEW PRODUCTS MANAGEM DONNELLON A, 1993, J PROD INNOVAT MANAG, V10, P377 GRIFFIN A, 1996, J PROD INNOVAT MANAG, V13, P125 HEGARTY WH, 1990, J PROD INNOVAT MANAG, V7, P186 HITT MA, 1997, STRATEGIC MANAGE J, V18, P159 HOFSTEDE G, 1980, CULTURES CONSEQUENCE HOFSTEDE G, 1983, EXPISCATIONS CROSS C, P335 HOFSTEDE G, 1998, ORGAN STUD, V19, P477 JOHNE FA, 1984, EUR J MARKETING, V18, P55 KAHN KB, 1996, J PROD INNOVAT MANAG, V13, P137 KIM U, 1994, INDIVIDUALISM COLLEC LARSON EW, 1988, J PROD INNOVAT MANAG, V5, P180 MARKHAM SK, 1998, J PROD INNOVAT MANAG, V15, P490 MISHRA S, 1996, J PROD INNOVAT MANAG, V13, P530 MOENAERT RK, 1990, J PROD INNOVAT MANAG, V7, P91 MONTOYAWEISS MM, 1994, J PROD INNOVAT MANAG, V11, P397 NAKATA C, 1996, J MARKETING, V60, P61 NUNNALLY JC, 1978, PSYCHOMETRIC THEORY OTTUM BD, 1997, J PROD INNOVAT MANAG, V14, P258 PAGE AL, 1993, J PROD INNOVAT MANAG, V10, P273 RALSTON DA, 1997, J INT BUS STUD, V28, P177 RAMANUJAM V, 1985, J PROD INNOVAT MANAG, V2, P213 ROTHWELL R, 1992, R&D MANAGE, V22, P221 SCHOENING NC, 1998, INT J TECHNOL MANAGE, V15, P821 SCHON DA, 1983, HARVARD BUSINESS MAR, P77 SHANE S, 1994, RES TECHNOL MANAGE, V37, P29 SMITH PG, 1991, DEV PRODUCTS HALF TI SONG XM, 1992, J PROD INNOVAT MANAG, V9, P91 SONG XM, 1997, J PROD INNOVAT MANAG, V14, P88 SOUDER WE, 1988, J PROD INNOVAT MANAG, V5, P6 SOUDER WE, 1998, J PROD INNOVAT MANAG, V15, P208 SOUDER WE, 1999, J PROD INNOVAT MANAG, V16, P183 UNGSON GR, 1997, KOREAN ENTERPRISE QU VANDEVEN AH, 1986, MANAGE SCI, V32, P590 WITTE E, 1977, INT STUDIES MANAGEME, V8, P47 YAP CM, 1994, J PROD INNOVAT MANAG, V11, P418 YAP CM, 1998, SINGAPORE MANAGEMENT YOO SJ, 1987, CALIF MANAGE REV, V29, P95 NR 45 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 2000 VL 20 IS 9 BP 497 EP 508 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 347YR UT ISI:000088957200004 ER PT J AU Gupta, M TI Implications of expert systems for the operations of financial institutions SO TECHNOVATION LA English DT Article DE expert systems; financial institutions; service management AB This paper discusses how expert systems can improve operation function of the various organizations in the financial services sector. We use a well-known conceptual framework known as "the service management model" (which consists of service strategy, service product design, service process design, and service delivery system) to discuss the managerial implications of expert systems employed to manage operations of the financial organizations. By viewing expert systems as enablers to improve the various components of the service management model, we demonstrate that expert systems in various financial institutions have assisted in accomplishing the service strategy by providing alternatives for improved service design as well as more quality-based delivery systems. The operations strategy based on performance measures such as dependability, efficiency. flexibility and quality can be enhanced by ES implementations: incorporating these systems into a company's service management model will enable an operations manager to increase the attainment of each measure. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Univ Louisville, Coll Business & Publ Adm, Louisville, KY 40292 USA. RP Gupta, M, Univ Louisville, Coll Business & Publ Adm, Louisville, KY 40292 USA. CR 1993, INSURANCE SYSTEM MAY, P4 ADOLF R, 1997, BANKING STRATGIE NOV, P39 ALBRECHT K, 1985, SERVICE AM ANDERTON B, 1995, CURRENT ISSUES FINAN BRENNAN PJ, 1993, BANK MANAGEMENT JUL, P49 CHORAFAS DN, 1990, EXPERT SYSTEMS BANKI CURRY B, 1993, INT J BANK MARKETING, V11, P39 DANIELE E, 1993, INSURANCE TECHNO FEB, P32 DIETRICH JK, 1996, FINANCIAL SERVICES F FRANICS P, 1996, MANAGEMENT SERVI MAY, P22 GEFF L, 1995, COMPUTERWORLD, V13, P101 GUPTA M, 1998, PRODUCTION INVEN APR, P34 JACOBS P, 1992, COMPUTER WORLD 0120, P80 KLINKERMAN S, 1998, BUSINESS STRATE 0508, P38 KNIGHTLY A, 1996, MORTGAGE BANKING MAY, P30 LAPLANTE A, 1991, CIO DEC, P54 MAY KM, 1994, NATL UNDERWRITE 0808, P8 MIN DM, 1996, DECIS SUPPORT SYST, V18, P97 MOTIWALLA L, 1992, IND MANAGEMENT D AUG, P14 NEVETT W, 1985, INT J HOSP MANAGEMEN, V4, P173 RABKIN B, 1994, NATL UNDERWRITE 1003, P51 RAYBURN WB, 1995, APPRAISAL J, V63, P429 SASSER E, 1978, MANAGEMENT SERVICE O SCHMENNER RW, 1995, SERVICE OPERATIONS M SCHROEDER RJ, 1993, OPERATIONS MANAGEMEN TIEPERMAN J, 1994, IND MANAGEMENT D JAN, P9 TURBAN E, 1996, INFORMATION TECHNOLO 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 SEP PY 2000 VL 20 IS 9 BP 509 EP 516 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 347YR UT ISI:000088957200005 ER PT J AU Oyebisi, TO TI On reliability and maintenance management of electronic equipment in the tropics SO TECHNOVATION LA English DT Article DE reliability; maintenance; electronics equipment; tropics AB Electronic equipment constitutes the prime-mover of the information age and the automated world. This equipment is however, greatly affected by some environmental variables such as temperature and humidity, dust and entomological activities, the effect of which are mon pronounced in the tropics than in other regions of the world. This article therefore examines how some of these factors affect the reliability of electronic equipment in the tropics. Appropriate maintenance policies that must be put in place to reduce the adverse effects of the factors on the equipment are suggested. In addition, policies that must be implemented to tap the huge potential of the abundant sunshine in the tropics for the corporate survival of the organisation are recommended. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Obafemi Awolowo Univ, Fac Technol, Technol Planning & Dev Unit, Ile Ife, Nigeria. RP Oyebisi, TO, Obafemi Awolowo Univ, Fac Technol, Technol Planning & Dev Unit, Ile Ife, Nigeria. CR DORF RC, 1976, MODERN CONTROL SYSTE GREGORY BA, 1979, INTRO ELECT INSTRUME HEIZER J, 1988, PRODUCTION OPERATION HERBATY F, 1990, HDB MAINTENANCE MANA HOLMES PG, 1976, HDB THICK FILM TECHN MILLMAN J, 1972, INTEGRATED ELECT ANA OKAHAVAE BE, 1995, SCI IND MACH SYSTEMS SAKA M, 1987, THESIS OBAFEMI AWOLO TOMLINGSON PD, 1993, EFFECTIVE MAINTENANC WILD R, 1989, PRODUCTION OPERATION YELLOTT JI, 1975, ENERGY BOOK 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 SEP PY 2000 VL 20 IS 9 BP 517 EP 522 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA 347YR UT ISI:000088957200006 ER PT J AU Craig, SG DeGregori, TR TI The forward and backward flow of technology: the relationship between foreign suppliers and domestic technological advance SO TECHNOVATION LA English DT Article DE technology transfer; automobile industry; cost; technological change ID PRICES AB This paper discusses the process of technological flows between countries. In particular, we discuss how technology can flow from the originating country to a foreign country, and how in turn direct foreign investment by the recipient foreign country can return technological advances to the originating country. We apply our discussion to the automobile industry in the US, and present evidence that direct investment by Japanese auto firms, and in particular the pioneering involvement in the US of Honda, has improved the rate of technological advance by US manufacturers. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Univ Arkansas, Dept Econ, Little Rock, AR 72204 USA. RP Craig, SG, Univ Arkansas, Dept Econ, Little Rock, AR 72204 USA. CR *MCK GLOB I, 1993, STUD MAN PROD *WHINST CLIFF ASS, 1987, BLIND INT POL AUT IN ADAMS W, 1964, AM ECON REV, V54, P626 ADAMS W, 1966, Q J ECON, V80, P167 AYRES CE, 1944, THEORY EC PROGR BAXTER A, 1994, FINANCIAL TIMES 0810 BENNET J, 1994, NY TIMES 0619 BESSANT J, 1994, TECHNOVATION, V14, P17 BURKHARDT FH, 1952, CLEAVAGE OUR CULTURE DEGREGORI TR, 1969, TECHNOLOGY EC DEV TR DEGREGORI TR, 1985, TECHNOLOGY TRANSFER DEGREGORI TR, 1985, THEORY TECHNOLOGY CO DINOPOULOS E, 1988, REV ECON STAT, V70, P484 DONE K, 1994, FINANCIAL TIMES 0712 FARRINGTON B, 1944, GREEK SCI FARRINGTON B, 1947, STUDIES SOCIAL RELAT FEENSTRA RC, 1985, J POLICY MODEL, V7, P49 FUSS MA, 1992, COSTS PRODUCTIVITY A LORENZ C, 1994, FINANCIAL TIMES 0617 MINCHINTON WE, 1957, BRIT TINPLATE IND PURCELL CW, 1962, TECHNOL CULT, V3, P267 ROSSEGER G, 1967, AM ECON REV, V7, P431 UTTERBACK JM, 1994, MASTERING DYNAMICS I VEBLEN T, 1954, IMPERIAL GERMANY IND 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 AUG PY 2000 VL 20 IS 8 BP 403 EP 412 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 335RM UT ISI:000088258600001 ER PT J AU Miyata, Y TI An empirical analysis of innovative activity of universities in the United States SO TECHNOVATION LA English DT Article DE industrial policy; licensing; the Bayh-Dole Act of 1980; Stanford Research Park; North Carolina Research Triangle Park ID INDUSTRY AB This paper analyzes innovative activities of universities in the United States. Universities with a high quality of research and a tradition of ties with industry tend to generate more inventions although the relative weight of research money from industry is not related to these inventions. If states are economically undeveloped or do not receive adequate federal funding, or are active for science and technology programs, then their governments are more willing to support university research. However, since the quality of university research depends on cumulative federally funding from the past, it is difficult for state funding to transform universities into innovators. License revenue from inventions is small compared with the total research budget of the university. It is difficult for universities to finance their research by license revenue, so the role of the central government is critical to maintain research quality. State governments should not expect that funding university research will lead to quick fruits as an economic policy. Universities should not limit their efforts only to visible results which are close to commercialization, such as inventions, patents, and license revenue. The role of supplying higher education and communicating informally with industry personnel is critical for long-term regional development. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Osaka Univ Commerce, Dept Econ & Commerce, Higashihiroshima 5778505, Japan. RP Miyata, Y, Osaka Univ Commerce, Dept Econ & Commerce, 4-1-10 Mikuriya Sakae Machi, Higashihiroshima 5778505, Japan. CR 1995, US NEWS WORLD REPORT *AUTM, 1997, AUTM LIC SURV FY 199 *AUTM, 1998, AUTM LIC SURV FY 199 *NRC, 1995, RES DOCT PROGR US *NSF, 1993, SCI ENG IND 1993 *NSF, 1996, SCI ENG IND 1996 *NSF, 1998, SCI ENG IND 1998 *US C, 1982, LOC HIGH TECHN FIRMS *US OFF TECHN ASS, 1984, 2 OTA US OFF TECHN A *WORLD ALM US POL, 1991, WORLD ALM US POL 199 BALDWIN WL, 1996, REV IND ORGAN, V11, P629 COBURN C, 1995, PARTNERSHIPS BATTLE COHEN WM, 1994, U IND RES CTR US CTR COHEN WM, 1998, CHALLENGES RES U EISINGER PK, 1988, RISE ENTREPRENEURIAL FELDMAN MP, 1994, GEOGRAPHY INNOVATION GEIGER RL, 1993, RES RELEVANT KNOWLED GOURMAN J, 1993, GOURMAN REPORT RATIN GRAHAM HD, 1997, RISE AM RES U LEE YS, 1996, RES POLICY, V25, P843 LUGAR MI, 1991, TECHNOLOGY GARDEN MANSFIELD E, 1995, REV ECON STAT, P56 MANSFIELD E, 1998, RES POLICY, V26, P773 MOWERY DC, 1989, TECHNOLOGY PURSUIT E NOLL RG, 1998, CHALLENGES RES U ROSENBERG N, 1994, RES POLICY, V23, P323 VARGA A, 1998, U RES REGIONAL INNOV 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 AUG PY 2000 VL 20 IS 8 BP 413 EP 425 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 335RM UT ISI:000088258600002 ER PT J AU Entrialgo, M Fernandez, E Vazquez, CJ TI Linking entrepreneurship and strategic management: evidence from Spanish SMEs SO TECHNOVATION LA English DT Article DE entrepreneurship; strategic management; competitive strategy; SMEs ID CORPORATE ENTREPRENEURSHIP; FINANCIAL PERFORMANCE; SMALL FIRMS; ENVIRONMENT; INNOVATION; INDUSTRY; SYSTEMS; MODELS; TESTS AB This study examines the relationship between entrepreneurship and strategic management, from the perspective of the process and from the point of view of the content. In particular, we analyse the influence of the competitive strategy and the practices of analysis, flexibility, horizon, locus of planning and control attributes on entrepreneurship. The results, tested on a sample of 233 Spanish SMEs, indicate a positive relationship between entrepreneurship and analysis, flexibility, locus of planning, controls and strategy based on differentiation. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Univ Oviedo, Dept Adm Embresas & Contabilidad, Fac CC Econ & Empresariales, Oviedo, Asturias, Spain. RP Entrialgo, M, Univ Oviedo, Dept Adm Embresas & Contabilidad, Fac CC Econ & Empresariales, Avda Cristo S-N, Oviedo, Asturias, Spain. CR ALDRICH H, 1986, ART SCI ENTREPRENEUR, P2 BANTEL KA, 1989, STRATEGIC MANAGE J, V10, P107 BARRINGER BR, 1999, STRATEGIC MANAGE J, V20, P421 BLUEDORN AC, 1994, J MANAGE, V20, P201 BRACKER JS, 1988, STRATEGIC MANAGEMENT, V9, P591 BURGELMAN RA, 1988, INTERFACES, V18, P74 CAMILLUS JC, 1982, STRATEGIC MANAGEMENT, V3, P277 COOPER AC, 1986, J BUSINESS VENTURING, V1, P247 COVIN JG, 1989, SO MANAGEMENT P, P250 COVIN JG, 1989, STRATEGIC MANAGE J, V10, P75 COVIN JG, 1991, ENTREP THEORY PRACT, V16, P7 COVIN JG, 1991, J MANAGE STUD, V28, P439 DAS TK, 1987, STRATEGIC MANAGEMENT, V8, P203 DAS TK, 1991, LONG RANGE PLANN, V24, P49 DEAN CC, 1993, ADV INT COMP MANAGEM, P31 DESS GG, 1997, STRATEGIC MANAGE J, V18, P677 DRUCKER PF, 1985, INNOVATION ENTREPREN DSOUZA D, 1990, THESIS GEORGIA STATE FREDRIKSEN O, 1989, FRONTIERS ENTREPRENE, P189 GILMORE TN, 1989, J BUS VENTURING, V4, P69 GINSBERG A, 1985, P INT COUNC SMALL BU, P50 GOOLD M, 1987, STRATEGIES STYLES GUPTA AK, 1987, ACAD MANAGE J, V30, P477 GUTH WD, 1990, STRATEGIC MANAGE J, V11, P5 HAMBRICK DC, 1981, J MANAGE STUD, V18, P299 HAMBRICK DC, 1985, J BUSINESS VENTURING, V1, P31 HANNAN M, 1987, FAST GROWTH STRATEGI HILLS GE, 1989, FRONTIERS ENTREPRENE, P69 HITT MA, 1990, STRATEGIC MANAGE J, V11, P29 HOSKISSON RE, 1988, STRATEGIC MANAGEMENT, V9, P605 HOSKISSON RE, 1991, ORGAN SCI, V2, P296 JELINEK M, 1990, INNOVATION MARATHON JENNINGS DF, 1989, J MANAGE, V15, P485 JOVANOVIC B, 1982, ECONOMETRICA, V50, P649 KANTER RM, 1988, RES ORGAN BEHAV, V10, P169 KANTER RM, 1989, GIANTS LEARN DANCE KARAGOZOGLU N, 1988, J PROD INNOVAT MANAG, V5, P269 KUKALIS S, 1989, J MANAGE, V15, P565 LORANGE P, 1986, STRATEGIC CONTROL SY LUMPKIN GT, 1995, ACAD MANAGE J, V38, P135 LUMPKIN GT, 1996, ACAD MANAGE REV, V21, P135 MILES R, 1978, ORG STRATEGY STRUCTU MILLER D, 1982, STRATEGIC MANAGEMENT, V3, P1 MILLER D, 1983, MANAGE SCI, V29, P770 MILLER D, 1983, STRATEGIC MANAGE J, V4, P221 MILLER D, 1986, STRATEGIC MANAGE J, V7, P233 MORRIS MH, 1987, J BUS VENTURING, V2, P247 MURRAY JA, 1984, STRATEGIC MANAGE J, V5, P1 NAMAN JL, 1993, STRATEGIC MANAGE J, V14, P137 PENROSE ET, 1959, THEORY GROWTH FIRM PORTER M, 1980, COMPETITIVE STRATEGY REID DM, 1989, STRATEGIC MANAGE J, V10, P553 RYNE LC, 1985, STRATEGIC MANAGEMENT, V6, P319 SATHE V, 1988, HUMAN RESOURCE MANAG, V27, P389 SCHAFER DS, 1990, ENTREPRENEURSHIP THE, V15, P19 SCHUMPETER JA, 1934, THEORY EC DEV SCHUMPETER JA, 1942, CAPITALISM SOCIALISM SEXTON DL, 1991, ENTREPRENEURSHIP CRE SHUMAN JC, 1985, LONG RANGE PLANN, V18, P48 SHUMAN JC, 1986, AM J SMALL BUSINESS, V3, P7 SWIFT C, 1989, FRONTIERS ENTREPRENE, P318 THOMAS AS, 1991, STRATEGIC MANAGE J, V12, P509 VECIANA J, 1996, EC IND, V310, P79 WOO CY, 1989, FRONTIERS ENTREPRENE, P134 ZAHRA SA, 1991, J BUS VENTURING, V6, P259 ZAHRA SA, 1993, J BUS VENTURING, V8, P319 ZUND R, 1983, MIS Q, V7, P43 NR 67 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 2000 VL 20 IS 8 BP 427 EP 436 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 335RM UT ISI:000088258600003 ER PT J AU Orihata, M Watanabe, C TI Evolutional dynamics of product innovation: the case of consumer electronics SO TECHNOVATION LA English DT Article DE radical/incremental product innovation; evolutional dynamics of product innovation; exploration/exploitation spin cycle; institutional trajectory; institutional inducement ID TECHNOLOGY AB This report addresses the question of how product innovation occurs. In other words, where does it originate and what induces it? The aim of the authors has been to expand upon and systematize the research presented in our previous study (Orihata, M., Watanabe, C., Technovation, in press) through the application of a new, evolutionary approach. We have chosen to focus on the consumer electronics industry, taking as our case studies three producers of revolutionary products such as Sony's video camera, Sharp's PDA (Personal Digital Assistance) and Toshiba's notebook personal computer. These examples have the virtue of encompassing both visual and text-based data transmission devices, as well as hand-script input and keyboard input methods. The main point we shall consider here is the stage that takes place before product innovation occurs, the process that we have termed "institutional inducement". which forms part of the feedback loop between the market, or environment, and the producer. Because this process is "a flow of information and knowledge" we have structured it using a semiotic methodology, which has led us to conclude that product innovation is induced by the creation of new product concepts. In accordance with this, we propose that the evolutionary, dynamic pattern of product innovation is linked to the institutional trajectory. (C) 2000 Elsevier Science Ltd. All rights reserved. RP Orihata, M, 2-7-10-301 Jiyugaoka,Meguro Ku, Tokyo 1520035, Japan. CR 1972, PERSPECTIVES EXPERIE ABERNATHY WJ, 1978, TECHNOLOGY REV JUN ABETTI PA, 1992, TOSHIBA INFORMATION ARROW K, 1962, REV ECON STUD, P155 BARANSON J, 1967, TECHNOLOGY W CIVILIZ, V2, P251 CHARTERS WW, 1974, ED ADM Q, V9 CLARK KB, 1985, RES POLICY, V14 CLARK KB, 1990, HARVARD BUSINESS NOV COOMBS R, 1987, EC TECHNOLOGICAL CHA DELEUZE G, 1991, QUEST CE QUE PHILOS DENISON EF, 1962, SOURCES EC GROWTH US DESAUSSURE F, 1949, COURS LINGUISTIQUE G DOSI G, 1982, RES POLICY, V11 DOUGHERTY D, 1992, ORG SCI, V3 DUTTON JM, 1984, ACAD MANAGE REV, V9, P235 ECO U, 1976, THEORY SEMIOTICS GATES WH, 1999, BUSINESS SPEED THOUG GRUBLER A, 1998, TECHNOLOGY GLOBAL CH GULLEDGE TR, 1990, ENG COSTS PRODUCTION, V20, P3 HANSON NR, 1958, PATTERN DISCOVERY HICKS JR, 1932, THEORY WAGES IANSITI M, 1995, RES POLICY, V24 JORGENSON DW, 1967, REV EC STUDIES, V34 KOESTLER A, 1978, JUNUS KUHN TS, 1962, STRUCTURE SCI REVOLU LANGRISH J, 1972, WEALTH KNOWLEDGE MANZ CC, 1995, BUSINESS BOSSES METCALFE JS, 1981, FUTURES, V13 NELSON RR, 1982, EVOLUTIONARY THEORY NOOTEBOOM B, 1999, CAMBRIDGE J ECON, V23, P127 NORTH DC, 1994, AM EC REV, V84 ORIHATA M, IN PRESS TECHNOVATIO OTTUM BD, 1997, J PROD INNOVAT MANAG, P14 PEIRCE CS, 1929, COLLECT PAPERS, P7 ROGERS EM, 1982, DIFFUSION INNOVATION ROMER P, 1986, J POLITICAL EC OCT, P1002 ROSENBERG N, 1969, EC DEV CULTURAL CHAN, P18 ROTHWELL R, 1976, 2 SCI POL RES UN ROTHWELL R, 1979, UNPUB REGULATION INN SCHMOOKLER J, 1966, INNOVATION EC GROWTH SCHUMPTER JA, 1912, THEORIE WIRTSCHAFTLI SHASHA DE, 1995, OUT THEIR MINDS LIVE SHERWIN CW, 1967, SCIENCE, V156, P1571 SLATER R, 1999, J WELCH GE WAY MANAG SOLOW RM, 1956, Q J ECON, V70, P65 UTTERBACK JM, 1973, PROCESS INNOVATION 5 UTTERBACK JM, 1994, MASTERING DYNAMICS I VERYZER RW, 1998, J PROD INNOVAT MANAG, V15, P304 WATANABE C, 1991, J SCI IND RES INDIA, V50, P771 WATANABE C, 1992, JPN WORLD ECON, V3, P357 WATANABE C, 1995, TECHNOL FORECAST SOC, V49, P127 WATANABE C, 1996, RES EVALUATION, V6, P29 NR 52 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 AUG PY 2000 VL 20 IS 8 BP 437 EP 449 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 335RM UT ISI:000088258600004 ER PT J AU Palmer, JJ TI Internet access in Bahrain: business patterns and problems SO TECHNOVATION LA English DT Article DE Internet; technology transfer; Arab; developing countries; culture; electronic commerce AB A survey of business subscribers to the Internet was conducted in Bahrain, a small island nation in the Persian Gulf. The purpose of the study was to investigate the patterns and problems associated with Internet use for business. The leading industries using the Internet in Bahrain were banking, finance and business services. Over 80% of the subscribers had Internet access for six months or less. The chief applications of the Internet were for electronic mail, financial news, market research, and information gathering. The business subscribers perceived the Internet as a cost-effective medium, but only a third of the subscribers had increased their companies' customers and/or profits. The major problems reported by the business susbcribers included the amount of time consumed in gaining access to the Internet and the lack of protocols to support secure electronic ordering and payments. The shortage of Arabic language sites was not considered a problem by over three-quarters of the business subscribers. (C) 2000 Elsevier Science Ltd. All rights reserved. RP Palmer, JJ, 318 Strasburg Dr, Port Charlotte, FL 33954 USA. CR 1995, COMPUTERWORLD 1106, P12 1996, COMPUTERWORLD 0617, P73 1996, INTERNET MIDDLE APR, P1 1996, INTERNET MIDDLE APR, P4 1997, CIA WORLD FACTBOOK *MEED, 1995, TEL SPEC REP, P13 *NETW WIZ DOM NAM, 1997, HOST DISTR TOP LEV D BETTS M, 1996, COMPUTERWORLD 0930, P122 BURKHART GE, 1998, COMMUN ACM, V41, P19 COATES JT, 1977, TELECOMMUNICATIO JUN, P10 GOODMAN SE, 1994, COMMUN ACM, V37, P27 HOFFMAN DL, 1996, COMMUN ACM, V39, P36 HOLDERNESS M, 1996, EARTH ISLAND J, V12 KENNEDY W, 1996, INTERNET MIDDLE JAN, P4 KOBIELUS J, 1994, NETWORK WORLD, V11, P32 MASIE E, 1998, E COMMERCE DEMANDS T MOORE R, 1996, GULF DAILY NEWS 0111, P2 MOORE R, 1996, GULF DAILY NEWS 0711, P5 MOSCHELLA DC, 1995, IS PRIORITIES INFORM PARKER R, 1995, INFOWORLD, V17, P87 ROGERS C, 1995, TECHNOLOGY TRANSFER NR 21 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 2000 VL 20 IS 8 BP 451 EP 458 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 335RM UT ISI:000088258600005 ER PT J AU Petroni, G Verbano, C TI The development of a technology transfer strategy in the aerospace industry: the case of the Italian Space Agency SO TECHNOVATION LA English DT Article DE technology transfer strategy; dual-use technologies; space industry; Italian Space Agency; science parks AB In this paper the conceptual approach to technology transfer adopted by the Italian Space Agency is presented. The approach distinguishes itself from previous frameworks for the attempt to provide a sound answer to some basic features of the space technology transfer processes such as availability of technology, availability of information and availability of contacts between the actors involved. The model is illustrated with reference to the space industry's perspectives for current and future strategies of technology development and transfer. Preliminary evidence indicates that this system of technology transfer is remarkably effective and might have a significant effect on economic growth and standard of living. (C) 2000 Published by Elsevier Science Ltd. All rights reserved. C1 Univ Repubbl San Marino, Dipartimento Econ & Tecnol, I-47898 Montegiardino, San Marino, Italy. RP Petroni, G, Univ Repubbl San Marino, Dipartimento Econ & Tecnol, Strada Bandirola 44, I-47898 Montegiardino, San Marino, Italy. CR BARON J, 1992, TECHNOVATION, V15, P323 BURTON L, 1989, POLICY STUD J, V18, P164 CZAMANSKI D, 1987, REGIONAL SCI URBAN E, V17, P411 GOODRICH JN, 1996, MULTINATIONAL BUSINE, V4, P86 HANSEN PA, 1995, TECHNOVATION, V15, P387 KINGSLEY G, 1996, RES POLICY, V25, P967 PROCTOR P, 1993, AVIATION WEEK SPACE, V139, P55 ROESSNER JD, 1991, RES TECHNOL MANAGE, V34, P22 SEATON RAF, 1993, TECHNOVATION, V13, P45 SHAPIRA P, 1995, ENTREP REGION DEV, V7, P63 SMILOR RW, 1991, IEEE T ENG MANAGE, V38, P3 SPARACO P, 1994, AVIAT WEEK SPACE TEC, V141, P48 NR 12 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 2000 VL 20 IS 7 BP 345 EP 351 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 322PB UT ISI:000087517000001 ER PT J AU Chen, X Sun, C TI Technology transfer to China: alliances of Chinese enterprises with western technology exporters SO TECHNOVATION LA English DT Article DE international technology transfer; international technical alliances; self-owned technology and shared-used technology AB This article provides a detailed analysis on the potentiality for alliances involving technology transfer between Chinese enterprises and Western companies. It is based on a questionnaire survey covering 200 sample companies and factories in mechanical industries in China It covers technology imports from 1982 to 1997. A special diagram indicating alliance levels is provided, and sample Chinese recipients are shown. The main findings of the study are: 1. Chinese industries have enlarged their technology import scope in recent years, particularly after 1995. At the same time, the average size of each project has decreased dramatically, which reflects Chinese economic reform; 2. The proportion of hardware transfer is increasing, especially in licensing deals. This is a negative influence on Chinese industrial technology in that it is mature technology which is still largely transferred despite of a slightly positive change before 1992. 3. Ten different factors which influence the purchase of foreign technology by Chinese firms are provided. This is based on the perceptions of the firms concerned. A possible weighed factor system in technology assessment may be applicable to further transfers. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Beijing Univ Aeronaut & Astronaut, Sch Management, Beijing 100083, Peoples R China. RP Chen, X, Beijing Univ Aeronaut & Astronaut, Sch Management, Beijing 100083, Peoples R China. CR CANTWELL J, 1989, TECHNOLOGICAL INNOVA CHEN XD, 1995, INT EC COOPERATION, V10, P12 CHEN XD, 2000, AIBSEAR 94 P 10 AC I, P408 FISCHER WA, 1991, TECHNOLOGY TRANSFER GROW RF, 1991, TECHNOLOGY TRANSFER LONG WJ, 1991, J PEACE RES, V28, P175 ZANDER I, 1997, RES POLICY, V26, P209 NR 7 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 2000 VL 20 IS 7 BP 353 EP 362 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 322PB UT ISI:000087517000002 ER PT J AU Cullen, PA TI Contracting, co-operative relations and extended enterprises SO TECHNOVATION LA English DT Article DE contract; exchange relations; trust; co-operation; law; boundary of the firm; economics; transaction; law reform; organisational structures; networks; trust; networks hierarchy; English contract law; innovation; knowledge AB This paper assesses current issues of economics and law, to propose that economic understanding, law reform and public policy should recognise and encourage hybrid types of collaboration, whilst simultaneously recognising that. pitfalls also exist. It is acknowledged that innovation is fundamental to economic success with public and private institutions sharing knowledge risk and rewards. These exchanges occur within and between discrete economic units that pool their specialisation and experience, whilst examining an optimum boundary for the firm. This develops new forms of consortia, ranging from product life-cycle corporations to virtual enterprises. These form networks of independent. companies that do not conform to acknowledged legal classifications of corporations or contractual relations, such as traditional main and subcontractor agreements or joint ventures. Established schools have analysed complex adaptive systems, in terms of independent enterprises that operate as a unified team and other forms of strategic alliance, to develop and manufacture a common product. However, mainstream economics and law generally fall short of directly addressing the fact. that these alliances exist and are evidence of a trend. It is recognised that the process of innovation, which can extend from research to delivery to the ultimate customer, is not a linear process but an iterative progression, where inventive enterprises exchange knowledge. This process operates within a network, whose members represent wider interests than simply those of the private sector. Within this plurality of interest, each member remains responsible for quality in its particular area. This evolution in the structure of economic relations results in co-operative alliances that are informally grouped clusters. These structures may be referred to as a nexus of treaties wherein barriers of accountability are blurred by the gradual process of incorporation. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Univ Warwick, Warwick Mfg Grp, Coventry CV4 7AL, W Midlands, England. RP Cullen, PA, Univ Warwick, Warwick Mfg Grp, Coventry CV4 7AL, W Midlands, England. CR AOKI M, 1990, FIRM NEXUS TREATIES ARTHUR WB, 1990, SCI AM FEB, P80 BEALE H, 1975, BRIT J LAW SOC, V2, P45 BROWNSWORD R, 1997, CONTRACTS COOPERATIO COASE RH, 1937, ECONOMICA, V4, P386 COASE RH, 1988, FIRM MARKET LAW COLLINS H, 1990, MOD LAW REV, V53, P731 COLLINS H, 1997, CONTRACTS COOPERATIO CULLEN PA, 1997, KNOWLEDGE EXCHANGE M CULLEN PA, 1998, BUSINESS EC 21 CENTU, V2 CULLEN PA, 1998, ORG COMPLEX EVOLVING DEAKIN S, 1997, CONTRACTS COOPERATIO DEAKIN S, 1997, CONTRACTS COOPERATIO, P105 ELBAUM B, 1986, DECLINE BRIT EC GAULTHIER D, 1988, MORALS AGREEMENT GOMESCASSERES, 1994, HARVARD BUSINESS REV, V94, P1 GOODWIN T, 1998, KNOWLEDGE TRANSFER U GORDON R, 1991, INNOVATION NETWORKS GRAVELLE H, 1981, MICROECONOMICS JORDE T, 1992, ANTITRUST INNOVATION KAUFFMAN S, 1995, MCKINSEY Q, P1 KITSON M, 1996, CHANGING STATE BRIT KITSON M, 1998, 84 U CAMBR ESRC CTR LANE C, 1996, ORGAN STUD, V17, P365 MACAULAY S, 1963, AM SOCIOL REV, V28, P55 MACNEIL IR, 1974, VA LAW REV, V60, P589 OLIVER D, 1996, COMPL SEM FEBR 12 POWELL WW, 1991, MARKETS HIERARCHIES, P265 RESCH W, 1997, UNPUB INNOVATION KNO SCHMITTER PC, 1974, NEW CORPORATISM SOCI, P8 TEUBNER G, 1993, B YOUNG U LAW REV, V2, P553 TEUBNER G, 1997, SOCIAL SYSTEMS VIEWE WILKE H, 1997, AUTOPOIESIS ORGANISE WILLIAMSON OE, 1979, J LAW ECON, V22, P233 WILLIAMSON OE, 1990, J INST THEOR ECON, V146, P61 WILLIAMSON OE, 1996, MECH GOVERNANCE NR 36 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 JUL PY 2000 VL 20 IS 7 BP 363 EP 372 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 322PB UT ISI:000087517000003 ER PT J AU Power, D Sohal, AS TI Human resource management strategies and practices in Just-In-Time environments: Australian case study evidence SO TECHNOVATION LA English DT Article DE Just-In-Time; human resource management; manufacturing; Australia; case studies ID LEAN PRODUCTION; IMPLEMENTATION; ORGANIZATION AB Just-In-Time is a philosophy aimed at minimising total costs through the pursuit of continuous improvement, the application of specific manufacturing and purchasing techniques, a commitment to total quality and the unlocking of the full potential of an organisation's human resources. In more recent times there has been an increase in research into the effect on and importance of the human variable to the success of Just-In-Time. This paper examines current human resource management practice in three Australian companies that have been operating the JIT methodology for some years. The cases focus on practice in the areas of levels of participation, multi-skilling and flexibility, communication, employee development programs, teams, and empowerment. The conclusions reached from the research include: (1) communication in JIT companies can be expected to be open, direct and less formal; (2) JIT companies call be expected to be characterised by a participative management style; (3) a strategy of empowering employees is central to the effective operation of the JIT methodology; (4) JIT companies need to actively promote the development of a multi-skilled and flexible workforce; (5) team based structures are common in JIT environments and can be expected to be used as a driver fur continuous improvement processes; (6) effective employee development programs are important in JIT environments to underpin other strategic elements; (6) there is evidence to suggest that the combination and emphasis of the overall human resource strategy employed in the JIT environment is potentially more important than the individual elements; (7) JIT environments can be characterised as dynamic systems requiring awareness and management of change processes. The research indicates that the ability to tap into and maximise the human potential of the organisation will be a major determinant of the success, or otherwise, of continuous improvement processes, and therefore the Just-In-Time methodology. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Monash Univ, Dept Management, Caufield E, Vic 3145, Australia. RP Sohal, AS, Monash Univ, Dept Management, POB 197, Caufield E, Vic 3145, Australia. CR ADLER PS, 1993, HARVARD BUS REV, V71, P97 ANSARI A, 1986, IND ENG, V18, P44 BROWN KA, 1991, ACAD MANAGE J, V34, P906 CHAN JS, 1989, INT J OPER PROD MAN, V10, P42 COOKE M, 1988, SURVEY JITVIC PARTIC CUSUMANO MA, 1994, SLOAN MANAGE REV, V35, P27 DAVY JA, 1992, ACAD MANAGE J, V35, P653 DUIMERING PR, 1993, SLOAN MANAGE REV, V34, P47 FORZA C, 1996, INT J OPER PROD MAN, V16, P42 GOLHAR DY, 1991, INT J PROD RES, V29, P657 GOLHAR DY, 1993, PRODUCTION INVENTORY, V34, P28 HALL RW, 1986, ATTAINING MANUFACTUR HARBER D, 1989, INT J OPER PROD MAN, V9, P13 HILTROP JM, 1992, EUROPEAN MANAGEMENT, V10, P49 HOPKINS SA, 1989, SAM ADV MANAGEME SPR, P15 KELLER AZ, 1991, INT C JUST TIM MAN S LEE SM, 1984, INT J OPER PROD MAN, V4, P3 MCLACHLIN R, 1991, JUST TIME MANUFACTUR MCLACHLIN R, 1997, J OPERATIONS MANAGEM, V15, P271 MONDEN Y, 1983, TOYOTA PRODUCTION SY MORTENSEN W, 1988, 16 COMM EC DEV OLIVER N, 1990, J MANAGE STUD, V27, P555 PEROTIN S, 1987, CPIM JUST TIME REPRI, P75 SAKAKIBARA S, 1993, J OPERATIONS MANAGEM, V2, P1 SAMSON D, 1993, INT J HUMAN FACTORS, V3, P135 SANDRAS WA, 1989, JUST TIME MAKING HAP SCHONBERGER RJ, 1982, JAPANESE MANUFACTURI SOHAL AS, 1993, INT J OPER PROD MAN, V13, P22 SOHAL AS, 1993, INT J TECHNOL MANAGE, V8, P422 SOHAL AS, 1996, INT J OPER PROD MAN, V16, P91 SRIPARAVASTU L, 1997, INT J OPER PROD MAN, V17, P1215 SUMUKADAS N, 1995, W BUSINESS SCH WORKI, V9512 SUZAKI K, 1987, NEW MANUFACTURING CH VOSS CA, 1987, INT J OPER PROD MAN, V7, P46 WAFA MA, 1998, INT J OPER PROD MAN, V18, P1111 WHITE RE, 1993, PRODUCTION INVENTORY, V34, P38 YIN RK, 1994, CASE STUDY RES DESIG 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 2000 VL 20 IS 7 BP 373 EP 387 PG 15 SC Engineering, Industrial; Operations Research & Management Science GA 322PB UT ISI:000087517000004 ER PT J AU Carayannis, EG TI Investigation and validation of technological learning versus market performance SO TECHNOVATION LA English DT Article DE strategic technology management; higher order technological learning; firm performance; competitive advantage ID STRATEGIC MANAGEMENT; DYNAMIC THEORY; CAPABILITIES; FIRM AB This paper details a journey of discovery for conceptualizing, identifying, documenting and validating instances of higher-order learning, its nature, as well as its content, process, context and impact. The authors are engaged in a multi-industry, longitudinal, empirical study to investigate the relationship between technological learning activities and firm market performance. This relationship is postulated to vary under specific firm, market and industry conditions, so that the effects of learning can enhance or limit market performance, emerge over different periods of time, and require Varying levels of investment. For this paper, we conduct a pilot study using a preliminary sample of 19 firms from four industries over a period of twelve years as a pilot study for a broader analysis of approximately 100 firms in these industries covering 25 years. The empirical analysis in this pilot study shows little evidence of a relationship between technological learning and market performance; however, the lack of evidence is due to the crude nature of the measures used and the limitations of available data. A more comprehensive research design is proposed which will provide a better test of the relationship. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 George Washington Univ, Sch Business & Publ Management, Program Management Sci Technol & Innovat, Washington, DC 20052 USA. RP Carayannis, EG, George Washington Univ, Sch Business & Publ Management, Program Management Sci Technol & Innovat, 2115 G St NW, Washington, DC 20052 USA. CR *NAT AC ENG, 1987, MAN TECHN HIDD ADV AAKER DA, 1989, CALIFORNIA MANAG WIN AMIT R, 1993, STRATEGIC MANAGE J, V14, P33 ARGYRIS C, 1978, ORG LEARNING THEORY ARTHUR WB, 1996, HARVARD BUSINESS JUL, P100 BAHRAMI H, 1989, STRATEGY MAKING HIGH BARNEY J, 1991, J MANAGE, V17, P99 BARNEY JB, 1986, MANAGE SCI, V32, P1231 BARTUNEK J, 1987, J APPL BEHAV SCI, V23, P4 BATESON G, 1972, STEPS ECOLOGY MIND BIERLY P, 1996, VIRT P 1996 M E AC M BRANDENBURGER AM, 1996, COOPERTITION CARAYANNIS E, 1993, INCREMENTALISME STRA CARAYANNIS E, 1994, 39 INT COUNC SMALL B CARAYANNIS E, 1994, THESIS RENS POL I TR CARAYANNIS E, 1996, 5 INT C MAN TECHN MI CIBORRA CU, 1992, TECHNOLOGY FUTURE WO COLE R, 1989, STRATEGIES LEARNING CYERT RM, 1963, BEHAV THEORY FIRM DAVENI R, 1994, HYPERCOMPETITION MAN DIBELLA AJ, 1996, ORG LEARNING COMPETI EDMONDSON A, 1996, ORG LEARNING COMPETI FORD D, 1988, LONG RANGE PLANN, V21, P85 GRANSTRAND O, 1998, RES POLICY, V27, P465 GRANT R, 1991, RESOURCE BASED THEOR GRILICHES Z, 1990, J ECON LIT, V28, P1661 HEDBERG B, 1981, HDB ORG DESIGN HUBER GP, 1991, ORGAN SCI, V2, P88 IANSITI M, 1995, RES POLICY, V24, P521 ITAMI H, 1987, MOBILIZING INVISIBLE KUHN TS, 1970, STRUCTURE SCI REVOLU LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 LEVITT B, 1988, ANNU REV SOCIOL, V14, P319 MARCH JG, 1958, ORGANIZATIONS MINTZBERG H, 1976, HARVARD BUSINESS JUL MINTZBERG H, 1985, ADMIN SCI QUART, V30, P160 MINTZBERG H, 1990, STRATEGIC MANAGE J, V11, P171 MINTZBERG H, 1991, LONG RANGE PLANN, V2, P108 MINTZBERG H, 1991, STRATEGIC MANAGE J, V12, P463 MOORE JF, 1996, DEATH COMPETITION MORONE J, 1989, CALIFORNIA MANAG SUM NANDA A, 1996, ORG LEARNING COMPETI NELSON R, 1982, EVOLUTIONARY THEORY NELSON RR, 1991, STRATEGIC MANAGE J, V12, P61 NIELSEN R, 1993, J APPL BEHAVIORA MAR NONAKA I, 1988, CALIFORNIA MANAG SPR NONAKA I, 1994, ORG SCI FEB NONAKA I, 1995, KNOWLEDGE CREATING C PETERAF MA, 1993, STRATEGIC MANAGE J, V14, P179 PORTER ME, 1991, STRATEGIC MANAGE J, V12, P95 PRAHALAD CK, 1990, HARVARD BUSINESS MAY QUINN JB, 1980, STRATEGIES CHANGE LO QUINN JB, 1992, INTELLIGENT ENTERPRI ROGERS E, 1983, DIFFUSION INNOVATION SANCHEZ R, 1993, ADV STRATEGIC MANAGE, V9 SCHON D, 1983, REFLECTIVE PRACTITIO SCHON D, 1991, REFLECTIVE TURN SENGE P, 1990, 5 DISCRIPLINE ART PR SPENDER JC, 1996, STRATEGIC MANAGE J, V17, P45 TEECE D, 1992, DYNAMIC CAPABILITIES TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 VONKROGH G, 1993, IMPLANTING STRATEGIC NR 62 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 2000 VL 20 IS 7 BP 389 EP 400 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 322PB UT ISI:000087517000005 ER PT J AU Carayannis, EG Roy, RIS TI Davids vs Goliaths in the small satellite industry: the role of technological innovation dynamics in firm competitiveness SO TECHNOVATION LA English DT Article DE speed and acceleration of technological innovation; technological learning; technology pull; technology push; market pull; market push AB In this paper, a conceptual framework of the nature, structure, and dynamics of technological innovation is developed and applied to the small satellite industry. Important components of this framework include: a) the speed and acceleration of technological innovation, and b) the linear and non-linear interactions between technology producers and users (technology and market push and pull mechanisms). We conceptualize technology development and commercialization as an ongoing cooperative and competitive (co-opetitive) process involving enabling and inhibiting factors or mechanisms which govern the speed and acceleration of technological innovation. Enabling factors may include CRADAs, strategic alliances, spin-offs, intellectual property rights, SBIRs, and mentor-protege relationships. Inhibiting factors may include excessive regulation at state, national, and international levels, technological, structural or financial barriers to market entry, competitor response to market entry, and culture clashes such as engineering versus marketing culture or firm versus government Versus university cultures. These enabling and inhibiting factors influence and are also influenced by technological and market pulling and pushing forces. We postulate that the size of a firm, in addition to its ability to adapt to and/or absorb technological and market discontinuities, determines the rate at which it innovates (speed of innovation), as well as the rate at which it varies its innovation speed (acceleration of innovation). It is also postulated that a firm's speed and acceleration of innovation are directly proportional to its long-term competitiveness and market success. This conceptual framework was employed to evaluate the capability of small and large firms to develop and commercialize new technologies in the small satellite industry. Three firms that are active players in the small satellite industry were examined. These firms are small relative to the large aerospace giants (such as Lockheed Martin and Boeing) but they vary in size and age. Two of the firms studied are US start-ups and one is a British university spin-off. Our findings were synthesized to derive insights that could be generalized for the benefit of technology entrepreneurs as well as policy makers in other technology-driven and alliance-rich industries (C) 2000 Elsevier Science Ltd. All rights reserved. C1 George Washington Univ, Sch Business & Publ Management, Management Sci Technol & Innovat Program, Washington, DC 20052 USA. RP Carayannis, EG, George Washington Univ, Sch Business & Publ Management, Management Sci Technol & Innovat Program, Washington, DC 20052 USA. CR CARAYANNIS E, 1998, INT J TECHNOLOGY MAN, V17 CARAYANNIS E, 1998, INT J TECHNOVATION, V18 CARAYANNIS EG, 1996, P 29 ANN HAW INT C S, P211 CARAYANNIS EG, 1998, TECHNOVATION, V18, P1 DEWAR RD, 1986, MANAGE SCI, V32, P1422 GOLDBERG P, 1997, COMMUNICATION NOV JILLA C, 1995, INT J SMALL SATELLIT, V1 MEYER R, 1995, 1995 NATL CENSUS EAR ROGERS E, 1995, TECHNOLOGY TRANSFER ROGERS E, 1996, TECHNOLOGY TRANSFER ROGERS E, 1998, R D MANAGEMENT SPR RYCROFT RW, 1994, TECHNOL SOC, V16, P243 SENKER J, 1996, TECHNOVATION, V16, P219 UTTERBACK JM, 1974, SCIENCE, V183, P620 NR 14 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 2000 VL 20 IS 6 BP 287 EP 297 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 319WC UT ISI:000087365500001 ER PT J AU Watanabe, C Wakabayashi, K Miyazawa, T TI Industrial dynamism and the creation of a "virtuous cycle" between R&D, market growth and price reduction - The case of photovoltaic power generation (PV) development in Japan SO TECHNOVATION LA English DT Article DE PV; virtuous cycle; technology spillover; learning exercise; technology stock ID TECHNOLOGY; ENERGY; INNOVATION AB In light of the global environmental consequences of CO, emissions resulting from energy use, systems options for the rational use of energy, particularly of energy efficiency improvement and renewable energy technology, have become crucial. Despite its leading efforts in developing extensive renewable energy, Japan has not necessarily achieved comparative advantage in this field owing to inherent resource constraints for renewable energy. One of the exceptions is photovoltaic power generation (PV). PV is considered to be a "footloose" renewable energy which is expected to overcome Japan's own geographical disadvantages as a technology breakthrough. MITI (Japan's Ministry of International Trade and Industry) initiated PV development under its Sunshine Project (R&D Program on New Energy) aiming at maximizing these advantages by: (1) encouraging the broad involvement of cross-sectoral industry, (2) stimulating inter-technology stimulation and cross-sectoral technology spillover, and (3) inducing vigorous industry investment in PV R&D, leading to an increase in industry's PV technology knowledge stock. An increase in this technology knowledge stock contributed to a dramatic increase in solar cell production. These increases led to a dramatic decrease in solar cell production price, and this decrease induced a further increase in solar cell production. An increase in solar cell production induced further PV R&D, thus creating a "virtuous cycle" between R&D, market growth and price reduction. This paper, on the basis of an empirical analysis of Japan's PV development, demonstrates the industrial dynamism of this "virtuous cycle" as a policy initiative. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Tokyo Inst Technol, Meguro Ku, Tokyo 1528552, Japan. RP Watanabe, C, Tokyo Inst Technol, Meguro Ku, 2-12-1 Ookayama, Tokyo 1528552, Japan. CR 1970, ANN REPORT MITIS POL 1979, STRATEGY ACCELERATE *MITI, 1988, NEW SUNSH PROGR *NEDO, 1988, CREAT NEW EN ARROW KJ, 1962, REV ECON STUD, V29, P155 BERNSTEIN JI, 1998, J IND ECON, V37, P315 COHEN WM, 1989, ECON J, V99, P569 FREEMAN C, 1982, EC IND INNOVATION GRILICHES Z, 1984, R D PATENTS PRODUCTI GRUBLER A, 1998, TECHNOLOGY GLOBAL CH JAFFE AB, 1986, AM ECON REV, V76, P984 MEYERKRAHMER F, 1992, RES POLICY, V21, P423 ROMER PM, 1986, J POLIT ECON, V94, P1002 WATANABE C, 1991, INDUCING POWER JAPAN WATANABE C, 1991, J SCI IND RES INDIA, V50, P771 WATANABE C, 1992, JPN WORLD ECON, V3, P357 WATANABE C, 1992, RES POLICY, V21, P481 WATANABE C, 1995, 9516 IIASA WATANABE C, 1995, ENERG POLICY, V23, P447 WATANABE C, 1995, RENEW ENERG, V6, P237 WATANABE C, 1995, TECHNOL FORECAST SOC, V49, P127 WATANABE C, 1996, COMP ENERGY TECHNOLO, P105 WATANABE C, 1997, ANN C JAP SOC SCI PO, P73 WATANABE C, 1999, RES POLICY, V28, P719 WILLIAMS R, 1996, OUTLOOK RENEWABLE EN NR 25 TC 7 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 2000 VL 20 IS 6 BP 299 EP 312 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 319WC UT ISI:000087365500002 ER PT J AU Burgess, JE Longhurst, P Quarmby, J Stephenson, T TI Direct toxicity assessment: adaptation and the proactive roles of regulators and operators SO TECHNOVATION LA English DT Article DE micronutrient addition; direct toxicity assessment; water industry; regulation AB Actions by the Environment Agency to advance effluent testing towards more ecological relevance have resulted in the development of innovative standards compared to those currently relied upon for environmental protection. This study presents the method used to understand company responses for innovating to meet these new standards (successful treatment process development) and the scope for the contributions from the regulators. The research uses a case example, the improvement of effluent quality by micronutrient addition (MNA), to examine how manufacturers and water treatment companies are able to accommodate new legislation. The implications for the commercial prospects of UK manufacturing and wastewater treatment are explored, and discussed in the wider context of future legislative compliance. There is a need for UK industries to begin to adapt to direct toxicity assessment (DTA) and this paper offers a technique for process adaptation and the scope for operator/legislator collaboration. Emergent key concepts were: (1) legislators should assess the scope for adaptation of operators before implementing change, (2) opportunities for change include new restrictions reinforced by evidence of methods for adaptation; i.e. if option spaces are made obvious, regulation is implemented more easily, (3) companies should be alert to their vulnerability from processes that are not easily adapted, and (4) both the regulator and the operator have a strategic responsibility to scan for future implementation and directions of legislation. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Cranfield Univ, Sch Water Sci, Cranfield MK43 0AL, Beds, England. RP Stephenson, T, Cranfield Univ, Sch Water Sci, Cranfield MK43 0AL, Beds, England. CR *ENV AG, 1997, SO3971000BAYAM ENV A BUITRON G, 1995, ENVIRON TECHNOL, V16, P1175 BURGESS JE, 1999, IN PRESS TECHNOVATIO BURGESS JE, 1999, UNPUB J IND MICROBIO HILL T, 1997, TECHNOVATION, V17, P109 SINGLETON I, 1994, J CHEM TECHNOL BIOT, V59, P9 TAYLOR D, 1996, WORKSH ORG BRIXH ENV VALO R, 1985, APPL MICROBIOL BIOT, V21, P313 NR 8 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 JUN PY 2000 VL 20 IS 6 BP 313 EP 320 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 319WC UT ISI:000087365500003 ER PT J AU Kodama, M TI New multimedia services in the education, medical and welfare sectors SO TECHNOVATION LA English DT Article DE multimedia; ISDN; IT; visual communications; knowledge-based business AB With recent developments in information technology (IT) and multimedia technology in the background, there is worldwide expansion in the deployment of video-based information networks that use two core technologies, namely, video terminals, represented by videophones and videoconferencing systems, and digital network ISDN as the communication platform. In this article, Visual communication networks that utilize ISDN and video terminals will be collectively referred to as video-based information networks and an explanation will be made of representative business cases that use this technology within the education, medical and welfare fields. Specifically, new types of multimedia services based on interactive Visual communication will spread through video-based information networks within not just the education, medical and welfare fields but also various other business fields as well. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Schin Machi Hoya Shi, Community Lab, Chilung 202, Taiwan. RP Kodama, M, Schin Machi Hoya Shi, Community Lab, Chilung 202, Taiwan. CR 1998, NIKKEI BUSINESS 0310, P79 *FUJ CHIM RES I IN, 1998, COMM BROADC NETW MUL *FUK MINP SHIMB, 1997, KOOR WOM U OFF DIST, P3 *KYOIK SHIMB, 1997, REM LIF LEARN COURS *MAIN SHIMB, 1997, OP CYB COLL CAMP VID, P11 *MAIN SHIMB, 1997, SIGN LANG INT VID 5, P13 *NAT CTR ED STAT, 1997, DIST ED HIGH ED I *NIH KEIZ SHIMB, 1997, HLTH CONS BUS VID AP, P12 *NIH KEIZ SHIMB, 1997, INT VID STARTS TOK 3, P13 *NIH KEIZ SHIMB, 1997, INTR SIGN LANG SUPP, P12 *NIH KEIZ SHIMB, 1998, INT DIST LEARN SYST, P8 *NIH KEIZ SHIMB, 1998, NIKK BP SPONS SUPPL, P8 *NIH KEIZ SHIMB, 1998, NIKK BP SPONS SUPPL, P8 *NIH KEIZ SHIMB, 1998, NIKK BP SPONS SUPPL, P8 *NIH KEIZ SHIMB, 1998, US VID PRES PUBL LEC, P10 *NIH KOG SHIMB, 1997, NTT OFF CYB COLL PAR, P8 *NIH KOG SHIMB, 1998, 3000 KAR SONGS AV VO, P5 *NIH KOG SHIMB, 1998, INF HLTH EAT VIA VOD, P3 *NIH KOG SHIMB, 1998, NTT IDG TEAM PRES RE, P3 *NIKK KOG SHIMB, 1998, PRES DOCT YOU REL MI, P10 *NIKK SANG SHIMB, 1997, HLTH CONS COND AP DW *NIKK SANG SHIMB, 1997, HOM MED TREATM VIA V, P14 *NIKK SANG SHIMB, 1997, NTT KEIO U TRIAL VID, P13 *NIKK SANG SHIMB, 1997, TEL LINK REM SIT KEI, P2 *NIKK SANG SHIMB, 1997, VID C BAS LING RES, P2 *NIKK SANG SHIMB, 1998, DISTR VIA VOD VID CU, P3 DAVIS S, 1994, HARVARD BUS REV, V72, P170 DAVIS S, 1994, MONSTER BED FUJI YK, 1998, VIDEOPHONE EVERY HOM, P14 KODAMA M, 1999, UNPUB J STRATEGIE CH, V8 ROSEN E, 1996, PERSONAL VIDEOCONFER, P132 TROWTBAYARD T, 1997, VIDEOCONFERENCING IN 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 JUN PY 2000 VL 20 IS 6 BP 321 EP 331 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 319WC UT ISI:000087365500004 ER PT J AU Ilori, MO Oke, JS Sanni, SA TI Management of new product development in selected food companies in Nigeria SO TECHNOVATION LA English DT Article DE product development; research and development (R&D); innovation strategy; competitive environment; multidisciplinary team ID SUCCESS AB New product development is virtually established as the most viable tool for long-term corporate growth if properly managed. This study was therefore designed to evaluate the planning and management of new food product development in the Nigerian food industry. Data were collected from 10 food companies in southwestern Nigeria using a questionnaire and interview schedule. The results of the analysis showed that these companies invested between zero and 2.5% of their annual turnover in research and development (R&D), with four of them investing less than 0.5%. Four of the companies use ail seven phases (idea generation, screening of ideas, concept development and testing, development of marketing strategy, business analysis, product development and test marketing) of the new product development process. Nine of the companies developed new products through a multidisciplinary team of professionals, and the head of the R&D department in most cases had direct access to top management. Most of the innovations were incremental in nature. The implication of these findings is that food companies need to adequately fund R&D. They also need to be more active in all phases of the product development process in view of the inter-relatedness and interdependence in the activities involved. Adequate technical and production capability support should also be provided so as to remain innovative. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Obafemi Awolowo Univ, Technol Planning & Dev Unit, Ile Ife, Nigeria. RP Ilori, MO, Obafemi Awolowo Univ, Technol Planning & Dev Unit, Ile Ife, Nigeria. CR *BOOZ ALL HAM INC, NEW PROD MAN 1980S *CENTR ADV COUNC S, TECHN INN BRIT ADAMEC RJ, 1981, MANAGE REV, V70, P38 ALBRECHT JJ, 1982, FOOD TECHNOLOGY, V36, P73 ANSOFF HI, 1968, CORPORATE STRATEGY BLANCHFIELD R, 1983, FOOD IND EC POLICIES, P81 CANNON T, 1978, EUR J MARKETING, V12, P216 CARTER CF, 1957, IND TECHNICAL PROGR CHAKRABARTI A, 1974, CALIFORNIA MANAGEMEN, V17, P58 COOPER PH, 1987, SEMIN DIAGN PATHOL, V4, P2 COOPER RG, 1979, J MARKETING, V43, P93 COOPER RG, 1980, EUR J MARKETING, V14, P277 COOPER RG, 1980, RES MANAGE, V23, P10 GREEN LW, 1997, AM J PREV MED S, V13, P5 HLAVACEK JD, 1994, J MARKETING, V38, P56 HOOD N, 1971, MANAGE DECIS, V9, P95 JOHNE A, 1990, SUCCESSFUL PRODUCT D JOHNSON S, 1957, HARVARD BUS REV, V35, P49 KOTLER P, 1969, J MARKETING, V33, P10 KOTLER P, 1991, MARKETING MANAGEMENT LIAO ZQ, 1997, INT J TECHNOL MANAGE, V13, P588 MASON RS, 1973, J BUS POLICY, V3, P28 ROTHWELL R, 1976, RES POLICY, V3, P30 SAMPSON P, 1970, J MARKET RES SOC, V12, P40 SAND S, 1977, CALIFORNIAN MANAGEME, V20, P5 SEYMOURSMITH L, 1973, BUSINESS ENV STANTON WJ, 1994, FUNDAMENTALS MARKETI TAKEUCHI H, 1986, HARVARD BUS REV, V64, P137 TROTMAN A, 1982, FOOD TECHNOL AUST, V34, P136 VALENTAS KJ, 1990, FOOD PROCESSING OPER WHITE J, 1976, CONSUMER PRODUCT DEV WILSON RMS, 1992, STRATEGIC MARKETING NR 32 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 2000 VL 20 IS 6 BP 333 EP 342 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 319WC UT ISI:000087365500005 ER PT J AU Athreye, S Keeble, D TI Technological convergence, globalisation and ownership in the UK computer industry SO TECHNOVATION LA English DT Article DE technological convergence; UK computer industry; ownership patterns ID GLOBALIZATION AB Among the causative factors that explain acquisition and ownership are firm-specific factors and factors that may be expected to influence the whole industry. With regard to the latter two important aspects of the electronics industry generally and the computer industry in particular have been the rapidity and nature of technological change in this sector and the forces of globalisation and internationalisation of production, resulting in the establishment of large numbers of subsidiaries. This paper attempts to investigate the strength and nature of technological factors in explaining ownership patterns in the UK computer sector. It also examines ownership by nationality of parent companies. The paper identifies some patterns based on a study of parent-subsidiary links in the UK computer sector, by matching subsidiary firms' principal line of activity with the parent company's line(s) of business activity. We conclude that the importance of the technological motive in acquisitions and subsidiary creation in the computer sector should not be overstated. However, the peculiar problems of accessing long-term finance for computer sector firms, together with market access and profitability considerations for parent firms, may explain the large presence of subsidiary firms in this sector. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Univ Manchester, Inst Sci & Technol, Manchester Sch Management, Manchester M60 1QD, Lancs, England. RP Athreye, S, Univ Manchester, Inst Sci & Technol, Manchester Sch Management, POB 88, Manchester M60 1QD, Lancs, England. CR 1992, STAT BRIT ENTERPRISE 1996, FINANCING TECHNOLOGY 1997, TECH STARS BREAKING BEHRMAN JN, 1980, OVERSEAS R D ACTIVIT CANTWELL J, 1995, CAMBRIDGE J ECON, V19, P155 CANTWELL J, 1997, DISCUSSION PAPER S B, V239 CHESNAIS F, 1997, LONG TERM INVESTMENT COOKE P, 1992, GLOBAL LOCALIZATION COSH A, 1996, CHANGING STATE BRIT CRAMER D, 1976, OVERSEAS RES DEV US DUNN CW, 1997, AM J DRUG ALCOHOL AB, V23, P1 DUYSTERS G, 1995, THESIS U LIMBURG MAA ERNST D, 1985, AUTOMATION EMPLOYMEN FREEMAN C, 1995, CAMBRIDGE J ECON, V19, P5 FROBEL F, 1979, NEW INT DIVISION LAB GAMBERDELLA A, 1996, TECHNOLOGICAL CONVER HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371 HUGHES A, 1993, EUROPEAN MERGERS MER, CH1 HYMER SH, 1976, MULTINATIONAL CORPOR KEEBLE D, 1992, REGIONAL DEV 1990S B KEEBLE D, 1996, SPATIAL VARIATIONS I KELLY T, 1987, BRIT COMPUTER IND CR KELLY T, 1990, BRIT COMPUTER IND CR, P21 KELLY T, 1990, CORPORATE FIRM CHANG, P21 LAKHA S, 1994, MOD ASIAN STUD, V28, P381 LANGLOIS RN, 1995, FIRMS MARKETS EC CHA MALERBA F, 1992, EC INNOVATION NEW TE, V2, P49 MAYER C, 1988, EUROPEAN EC REV, V32, P1167 OCONNOR D, 1985, GLOBAL TRENDS ELECT PATEL P, 1991, J INT BUS STUD, V22, P1 PATEL P, 1994, TECHNOLOGICAL COMPET PEARCE R, 1997, DISCUSSION PAPER S B, V237 RONSTADT RC, 1977, RES DEV ABROAD US MU ROSENBERG N, 1976, PERSPECTIVES TECHNOL SHIMOTANI M, 1997, FIRM BUSINESS GROUPS STONE I, 1996, REG STUD, V30, P55 STONEMAN P, 1978, APPL ECON, V10, P125 TAYLOR J, 1993, URBAN STUD, V30, P1209 TAYLOR P, 1996, FINANCIAL TIMES 0409, P9 UPTON GJG, 1978, ANAL CROSS TABULATED VERNON R, 1966, Q J ECON, V80, P190 VONTUNZELMANN GN, 1995, LOCALISED TECHNOLOGI VONTUNZELMANN GN, 1995, TECHNOLOGICAL ACCUMU YOUNG S, 1988, FOREIGN MULTINATIONA 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 2000 VL 20 IS 5 BP 227 EP 245 PG 19 SC Engineering, Industrial; Operations Research & Management Science GA 310FR UT ISI:000086816300001 ER PT J AU Clark, T Jeffrey, P Stephenson, T TI Complex agendas for new technology adoption in the UK water industry SO TECHNOVATION LA English DT Article DE technology adoption; water industry; motivations; receptivity ID DIFFUSION; MANAGEMENT; INNOVATION; INCENTIVES; PHOSPHORUS; ATTITUDES; REMOVAL AB The water industry acts an interface between the public and the environment, treating waters of various qualities to make them suitable for consumption or discharge. The particular technologies and products used will influence environmental quality as well as the efficiency of the treatment process itself. However the uptake of new products aimed at improving these two functions is often hampered by a lack of appreciation concerning the complexity of issues which influence trialing and purchase decisions. Understanding the nature and variety of agendas which preoccupy potential technology adopters is arguably a significant form of knowledge for both product developers and, in a wider context, policy makers. This paper reports how a relatively simple multimethod approach has been used to generate a richer and more informed representation of those issues which influence new technology uptake for four of the UK's major water utilities. Specifically, data relating to the adoption of an aluminium based polyelectrolyte (ABP) chemical product for use in wastewater treatment has been collated. Data from secondary sources which relate to issues which are anticipated to influence decision criteria are used to establish variances in environmental, commercial and technological motivations for take-up. This element of the study demonstrates how the criteria vary across contexts, Interviews carried out with R&D managers are then used to show how individuals with responsibility for new product assessment are able to discriminate the same criteria. Expected motivations are found to be a poor predictor of stated motivations. However, when combined, these two data sets correlate well with observations of actual adoption intentions. The study's findings are primarily applicable at the level of industrial sectors where the complexity of decision issues, differing interpretations of operating environments and uncertainty about future developments make an understanding of the motivations of product uptake problematic. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Cranfield Univ, Sch Water Sci, Cranfield MK43 0AL, Beds, England. RP Jeffrey, P, Cranfield Univ, Innovat & Technol Assessment Unit, Cranfield MK43 0AL, Beds, England. CR *COUNC EUR COMM, 1992, OFFICIAL J, L35 BARCZAK G, 1997, J BUS RES, V38, P131 BROOKS H, 1996, TECHNOL FORECAST SOC, V53, P21 COOPER P, 1993, 4 ANN C IND WAST TRE FABRE B, 1995, LEAU IND NUSISANCES, V176, P75 GAGNON YC, 1996, TECHNOL FORECAST SOC, V52, P59 GARDNER DG, 1993, COMPUT HUM BEHAV, V9, P427 GILBERT M, 1996, TECHNOVATION, V16, P301 GRAY AV, 1985, J I WATER ENG SCI, V39, P137 GREENE LA, 1981, J I WATER ENG SCI, V35, P421 GUERIN LJ, 1994, AUST J EXP AGR ANIM, V34, P549 JAFFE AB, 1995, J ENVIRON ECON MANAG, V29, S43 LUND JWG, 1990, EURTOPHICATION UK TR MOLINA AH, 1997, TECHNOVATION, V17, P601 OFORIAMOAH B, 1993, GEOFORUM, V24, P315 PANCER SM, 1992, COMPUT HUM BEHAV, V8, P211 RATHUS S, 1987, PSYCHOL CHALLENGES L REYNOLDS CS, 1981, J I WATER ENG SCI, V35, P74 ROGALLA F, 1994, WATER SCI TECHNOL, V29, P207 ROSE A, 1993, ENERG POLICY, V21, P668 SEATON RAF, 1998, P WATERTECH 98 C WAT SHRIVASTAVA P, 1995, STRATEGIC MANAGE J, V16, P183 SPATZIERER G, 1985, WATER SCI TECHNOL, V17, P163 TABB S, 1998, WATERFACTS 97 YEOMAN S, 1988, ENVIRON POLLUT, V49, P183 ZIMMER MR, 1994, J BUS RES, V30, P63 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 MAY PY 2000 VL 20 IS 5 BP 247 EP 256 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 310FR UT ISI:000086816300002 ER PT J AU Balbontin, A Yazdani, BB Cooper, R Souder, WE TI New product development practices in American and British firms SO TECHNOVATION LA English DT Article DE new product development; America; UK ID DEVELOPMENT-PROJECTS; SUCCESS FACTORS; INNOVATION; FAILURE AB This paper presents a comparative study of the New Product Development (NPD) environment and practices between American and British firms. Our analysis is based on an in-depth survey of 63 British and 37 American firms. The selected firms represent key industrial sectors of computer, electronics, chemical and transportation. This paper also reviews previous comparative studies, published between 1972 and 1997, on the same subject. The analysis is based on an NPD model, developed to assess the impact on NPD of selected exogenous and endogenous factors to companies. Structured statistical methods have been employed to identify key similarities and differences. Although the general environmental, technological and market conditions were found to be similar in the US and the UK, and across different industrial sectors, significant differences were identified in performance, success rates and NPD practices which are presented in this paper. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Univ Warwick, Warwick Mfg Grp, Coventry CV4 7AL, W Midlands, England. RP Balbontin, A, Univ Warwick, Warwick Mfg Grp, Coventry CV4 7AL, W Midlands, England. CR BALACHANDRA R, 1997, IEEE T ENG MANAGE, V44, P276 BALBONTIN A, 1999, INT J TECHNOL MANAGE, V17, P259 BOWEN HK, 1994, HARVARD BUS REV, V72, P110 CARTER DE, 1992, CE CONCURRENT ENG PR COOPER RG, 1979, IND MARKET MANAG, V8, P124 COOPER RG, 1987, IND MARKET MANAG, V16, P215 COOPER RG, 1990, NEW PRODUCTS KEY FAC DAEHOON L, 1996, J PROD INNOVAT MANAG, V13, P530 EDGETT S, 1992, J PROD INNOVAT MANAG, V9, P3 FERGUSON GA, 1989, STAT ANAL PSYCHOL ED GREGORY IC, 1997, PROFIT TIME GRIFFIN A, 1997, J PROD INNOVAT MANAG, V14, P429 HUSTAD TP, 1996, PDMA HDB NEW PRODUCT, P489 JO HH, 1993, CONCURRENT ENG CONT, P3 LELAND B, 1980, STAT PROCEDURES ENG LINK PL, 1987, IND MARKET MANAG, V16, P109 MAIDIQUE MA, 1984, IEEE T ENG MANAGE, V31, P192 PRASAD B, 1996, CONCURRENT ENG FUNDA, V1 ROTHWELL R, 1985, INFORMATION AGE, V7, P215 SHINA SG, 1991, CONCURRENT ENG DESIG SOUDER WE, 1997, J PROD INNOVAT MANAG, V14, P459 TAKEUCHI H, 1989, NEW NEW PRODUCT DEV TURINO J, 1992, MANAGING CONCURRENT WHEELWRIGHT SC, 1992, REVOLUTIONISING PROD NR 24 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 MAY PY 2000 VL 20 IS 5 BP 257 EP 274 PG 18 SC Engineering, Industrial; Operations Research & Management Science GA 310FR UT ISI:000086816300003 ER PT J AU Hossain, L TI Infrastructure development planning in SEA: an analysis of the national telecommunications planning practice in Thailand SO TECHNOVATION LA English DT Article DE infrastructure planning; telecommunications; case study; Thailand; SEA AB The development of a telecommunications infrastructure is underway in both the developing and developed nations. The challenges of the development of a national telecommunications infrastructure for developing economies differ significantly from the developed economies. This study provides an analysis of the telecommunications infrastructure development process in Thailand. It does this by examining the Telecommunications Planning Practice (TPP) within the State Owned Enterprises (SOEs). A multiple case study design approach is used for exploring the underlying TPP strategies at play among the Thai telecommunications players. The theoretical contribution of this study can be seen from the analyses that have contributed towards the understanding of the TPP strategies among Thai telecommunications managers. This has also helped in establishing the theoretical justifications for the development of a formal national telecommunications development agenda in Thailand. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Massey Univ, IIMS, NSMC, Auckland, New Zealand. RP Hossain, L, Massey Univ, IIMS, NSMC, Private Bag 102 904, Auckland, New Zealand. CR *BANK POST, 1995, TEL POL JAMS LIN *TOT, 1993, ANN REPORT AINES AA, 1975, KNOWLEDGE IND PUBLIC, V10, P3 ALEXANDER E, 1992, APPROACHES PLANNING ARMSTRONG JS, 1982, STRATEGIC MANAGEMENT, V3, P197 AUSTIN D, 1990, STRATEGIC PLANNING B BOAR BH, 1993, ART STRATEGIC PLANNI BRYSON JM, 1995, STRATEGIC PLANNING P BURTON RM, 1986, INNOVATION ENTERPREN, P9 BUTLER J, 1996, STRATEGIC PLANNING E CHAROENPHOL D, 1996, SENIOR EXECUTIVE VIC CHULARAT S, 1994, APT WORLD BANK SEM T, P1 CUSRIPITUCK S, 1996, DEPUTY DIRECTOR GEN DAYSON R, 1990, STRATEGIC PLANNING M FAHEY L, 1989, STRATEGIC PLANNING M HIGGINS J, 1980, STRATEGIC OPERATIONA HOSSAIN L, 1997, GLOBAL NETWORKING 97, P88 JORPHOCHAUDOM P, 1996, EXECUTIVE DIRECTOR T KING W, 1987, STRATEGIC PLANNING M LINDLEY R, 1996, P 18 ANN PAC TEL C, V1, P206 LORANGE P, 1977, STRATEGIC PLANNING S LORANGE P, 1993, STRATEGIC PLANNING C MAKRIDAKIS S, 1990, FORECASTING PLANNING MARTIN EW, 1994, MANAGING INFORMATION MIGLIORE R, 1995, STRATEGIC PLANNING N MINTZBERG H, 1994, RISE FALL STRATEGIC NAPASAB C, 1996, VICE PRESIDENT STRAT NAYLOR T, 1980, STRATEGIC PLANNING M NEUMANN S, 1994, STRATEGIC INFORMATIO PIENTAM O, 1996, EXECUTIVE VICE PRESI PREMKUMAR G, 1990, OMEGA-INT J MANAGE S, V18, P447 RADFORD K, 1980, STRATEGIC PLANNING A STEINER G, 1979, STRATEGIC PLANNING E TIANCHAROEN N, 1996, CHIEF COMMUNICATIONS VONGPANITLERD S, 1996, SENIOR RES FELLOW WANEESABUT C, 1999, DIRECTOR NATL INFORM WHITTAKER J, 1978, STRATEGIC PLANNING R YIN R, 1994, APPL SOC RES METHODS, V5 YONGCHAREON T, 1996, SENIOR EXECUTIVE VIC 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 PY 2000 VL 20 IS 5 BP 275 EP 285 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 310FR UT ISI:000086816300004 ER PT J AU Fujimoto, M Miyazaki, K von Tunzelmann, N TI Technological fusion and telemedicine in Japanese companies SO TECHNOVATION LA English DT Article DE telemedicine; technological fusion; Japanese companies; multidimensional sealing ID INNOVATION AB The extent of technological fusion has been widely regarded as a feature of Japanese companies. In this paper we look at the kinds of relationships observed at the company level in the emerging area of telemedicine. The linkages here are expected to be vertical between companies as well as horizontal. The data are derived from Japanese databases on both publications and patents, using keywords to identify imaging and communications related technological fields. Using multidimensional scaling techniques, we find marked distinctions at the company level between image and communications fields, and hence little evident fusion within companies, Using principal component analyses, we find specializations in imaging fields but greater clustering across communications fields. The latter are seen as providing the technological infrastructure for the former to develop within. At the industry level, NTT publishes a higher proportion of papers than it takes out patents, and this provides scientific infrastructure for the overall system. Specialist companies then undertake product development. Fusion thus takes place more at the industry level than the company level in telemedicine. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Sumitomo Marine Res Inst Inc, Res & Consulting Dept, Tokyo 1048252, Japan. RP von Tunzelmann, N, Univ Sussex, Sci Policy Res Unit, Mantell Bldg, Brighton BN1 9RF, E Sussex, England. CR BARTLETT M, 1962, ESSAYS PROBABILITY S CANTWELL JA, 1993, IND CONCENTRATION EC COHEN WM, 1989, ECON J, V99, P569 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 FUJIMOTO M, 1999, IND INNOVATION GOVER KODAMA F, 1991, ANAL JAPANESE HIGH T MIYAZAKI K, 1994, IND CORP CHANGE, V3, P631 MIYAZAKI K, 1995, BUILDING COMPETENCES VONTUNZELMANN GN, 1998, EC INNOVATION NEW TE, V6, P231 NR 9 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 2000 VL 20 IS 4 BP 169 EP 187 PG 19 SC Engineering, Industrial; Operations Research & Management Science GA 298NL UT ISI:000086146000001 ER PT J AU Pramongkit, P Shawyun, T Sirinaovakul, B TI Analysis of technological learning for the Thai manufacturing industry SO TECHNOVATION LA English DT Article DE technological learning; learning curve; potentials; Thai manufacturing industry ID CURVE AB Learning mechanisms for enterprises adjusting to the new era of information technology are needed as they constitute the dynamic element of technological capabilities. Thai manufacturing industries are being used to demonstrate an analysis of technological learning by learning curve estimation. This paper presents clusters of industries based on the ISIC classification with good learning potential and learning effect that implies the marginal return to resources allocated for productivity improvement via learning which varies across industries. It is found that learning curves of Thai industry have a medium learning elasticity with average learning potentials. Heavy manufacturing industries are found to have higher learning potentials or steeper learning curves than the light manufacturing industries. The study is aimed at gaining an insight into the industrialized efforts of industries towards developing appropriate learning mechanisms. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Assumption Univ, Sch Comp & Engn Management, Bangkok, Thailand. RP Pramongkit, P, Assumption Univ, Sch Comp & Engn Management, Bangkok, Thailand. CR *BOST CONS GROUP, 1973, EXP CURV REV, V2 ABERNATHY J, 1974, HARVARD BUSINESS SEP ANDRESS FJ, 1954, HARVARD BUSINESS JAN ARGYRIS C, 1978, ORG LEARNING THEORY BELL M, 1995, TRADE TECHNOLOGY INT BERNDT ER, 1991, PRACTICES ECONOMETRI BIGGS T, 1995, AFRICA TECHNICAL DEP CHNG MK, 1988, IND RESTRUCTING SING COHEN T, 1987, REMAKING JAPAN GHEMAWAT P, 1985, HARVARD BUS REV, V63, P143 HENG TM, 1997, ASIA PACIFIC J MANAG, V12, P27 JOHNSON C, 1982, MITI JAPANESE MIRACL KANG TW, 1987, KOREA NEXT JAPAN UND LINCOLN EJ, 1988, JAPAN FACING EC MATU MONTGOMERY DB, 1985, STRATEGIC MARKETING, P213 PRAMONGKIT P, 1999, PICMET 99 P PORTL IN SPENCE AM, 1981, BELL J ECON, V12, P49 VOGEL EF, 1979, JAPAN NUMBER ONE WOMER NK, 1983, J BUS ECON STAT, V1, P265 WOMER NK, 1984, MANAGE SCI, V30, P982 YELLE LE, 1979, DECISION SCI, V10, P302 YOUNG A, 1991, Q J ECON, V106, P369 NR 22 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 APR PY 2000 VL 20 IS 4 BP 189 EP 195 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 298NL UT ISI:000086146000002 ER PT J AU Hung, SC TI Social construction of industrial advantage SO TECHNOVATION LA English DT Article DE institutional structures; national system; transaction costs; social conflict; co-evolution; industrial evolution; industrial advantage; Taiwan ID INNOVATION; STRATEGIES; SURVIVAL; JAPAN AB This study presents a socially constructed account of industrial advantage as applied empirically to Taiwan's personal computer platform, rigid disk drive and packaged software industries. Our argument is divided into three parts. First, stressing the differentiation and conflict of a society suggests that national institutional structures are not necessarily co-extensive or convergent. Second, at the national level, institutional structures are not supportive in every industry. Third, countries tend to succeed in industries where their economic actors can optimally apply their national institutions to the global industry. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Natl Tsing Hua Univ, Dept Ind Engn & Engn Management, Hsinchu, Taiwan. RP Hung, SC, Natl Tsing Hua Univ, Dept Ind Engn & Engn Management, Hsinchu, Taiwan. CR *EC, 1996, SOFTW IND 0525, S1 ALDRICH H, 1979, ORG ENV ARCHIBUGI D, 1997, FUTURES, V29, P121 BARNETT WP, 1996, STRATEGIC MANAGE J, V17, P5 BERGER PL, 1967, SOCIAL CONSTRUCTION BURRELL G, 1979, SOCIOLOGICAL PARADIG CASTELLS M, 1992, STATE DEV ASIAN PACI CHRISTENSEN CM, 1993, BUS HIST REV, V67, P531 DOSI G, 1984, TECHNICAL CHANGE IND DUNNING JJ, 1993, COUNTRY COMPETITIVEN GEREFFI G, 1996, COMPETITION CHANGE J, V1, P427 GIDDENS A, 1989, SOCIOLOGY GRANOVETTER M, 1985, AM J SOCIOL, V91, P481 GWYNNE P, 1993, RES TECHNOL MANAGE, V36, P3 HERTZ S, 1992, IND NETWORKS HILL CWL, 1995, ORGAN SCI, V6, P119 HOBDAY M, 1995, INNOVATION E ASIA HUNG SC, 1997, ORGAN STUD, V18, P551 KENIS P, 1992, SOCIAL CONSTRUCTION KITSCHELT H, 1991, INT ORGAN, V45, P453 KOGUT B, 1991, STRATEGIC MANAGE J, V12, P33 KOGUT B, 1993, COUNTRY COMPETITIVEN LODGE GL, 1987, IDEOLOGY NATL COMPET MILES RE, 1992, CALIF MANAGE REV, V34, P53 NELSON R, 1982, EVOLUTIONARY THEORY NORTH DC, 1990, I I CHANGE EC PERFOR PENNELLS L, 1994, FREE CHINA REV MAR, P42 PORTER ME, 1990, COMPETITIVE ADVANTAG RICHARDSON J, 1982, POLICY STYLE W EUROP SCOTT WR, 1995, I ORG SHEARMAN C, 1987, J MANAGE STUD, V24, P325 SINGH K, 1996, STRATEGIC MANAGE J, V17, P99 SORGE A, 1996, EMERGING EUROPEAN FI SUAREZ FF, 1995, STRATEGIC MANAGE J, V16, P415 WAARDEN F, 1992, EUROPEAN J POLITICAL, V21, P29 WADE R, 1990, GOVERNING MARKET WHITLEY RD, 1992, BUSINESS SYSTEMS E A WILKS S, 1984, IND POLICY MOTOR IND WILLIAMSON OE, 1985, EC I CAPITALISM WILLIAMSON OE, 1991, ADM SCI Q, V36, P269 WINCKLER EA, 1987, IDEOLOGY NATL COMPET WONG LB, 1997, COMMENTS THEOR BIOL, V4, P183 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 APR PY 2000 VL 20 IS 4 BP 197 EP 203 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 298NL UT ISI:000086146000003 ER PT J AU Mildenberger, U Khare, A TI Planning for an environment-friendly car SO TECHNOVATION LA English DT Article DE life cycle management (LCM); life cycle assessment (LCA); automobile life cycle; life cycle cost tools AB During the process of developing a new product, consciously or unconsciously, a number of decisions are made that affect the environment, thus making a company responsible not only for the technical performance but also for the "environmental performance" of a product. This research paper broadly speaks about this development process and lists the various tools available to the modern decision maker for balancing the ecological, economical and technological aspects of production. The focus of this paper is on the environmental issues in the automobile industry and environmental impacts presently associated with the automobile life cycle. The paper reviews existing tools and opportunities for reducing these burdens in the future through decision-making by industry and other stakeholders. The paper ends with a very latest example from the German automobile industry on the assumption that this automobile (SMART from MCC AG)I in the present context, is perhaps an outcome of a very vigorous development process where the impact of the product outside the automobile sector was considered. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Univ Mainz FB03, Lehrstuhl ABWL & Prod Wirtschaft, D-55099 Mainz, Germany. RP Khare, A, Univ Mainz FB03, Lehrstuhl ABWL & Prod Wirtschaft, Jakob Welder Weg 9, D-55099 Mainz, Germany. CR 1998, DAIMLERBENZS ENV OCT *BMW, 1998, BMW UMW *NRTEE, 1997, MEAS EC BUS DEV COR FROSCH RA, 1995, ENVIRONMENT, V37, P16 KUHNDT M, 1997, IIIEE PUBLICATIONS NORTH K, 1992, MANAGEMENT DEV SERIE, V30 ROBERT KH, 1995, COMPASS SUSTAINABLE ROLFE H, 1995, CLEANER PRODUCTION I SCHMIDHEINY S, 1996, FINANCING CHANGE FIN WELLENREUTHER H, 1996, MANAGE INNOVATION, P160 NR 10 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 2000 VL 20 IS 4 BP 205 EP 214 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 298NL UT ISI:000086146000004 ER PT J AU Taiwo, KA Owolarafe, OK Sanni, LA Jeje, JO Adeloye, K Ajibola, OO TI Technological assessment of palm oil production in Osun and Ondo states of Nigeria SO TECHNOVATION LA English DT Article DE palmoil processing; gender friendly technology; technology needs assessment AB The potential economic returns from the oil palm are high if processed with efficient technologies. This study was undertaken to evaluate the technologies in use for the production of palm oil from a gender perspective. A survey was conducted in Osun and Ondo States of Nigeria using a structured questionnaire and the participatory learning approach. A total of 28 palm fruit processing centres were surveyed, The various technologies available in the field for each unit operation were evaluated using certain criteria Palm oil production is dominated by female processors and male assistance is sought in operating the machines and in carrying out strenuous tasks, Only two of the unit operations (digestion and extraction) have been partially mechanised while the other processes (quartering, stripping, sterilising, and clarifying) are performed manually. None of the machine operators interviewed had any formal training in machine operation and maintenance but they perform these tasks after learning by observation. The result of this study indicates an urgent need for establishing a training program both for machine operators and the maintenance personnel. There is no organised drainage system in the palm oil processing centres except at the industrial mills. Waste water is disposed of in surroundings bushes. The traditional technologies exposed the processors to the vagaries of the weather and other operational hazards, The technology profile proposed for the various unit operations is that of modest but accessible chan ges that work within the existing system and could be adopted by large numbers of women. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Obafemi Awolowo Univ, Technol Planning & Dev Unit, Ile Ife, Nigeria. RP Taiwo, KA, Obafemi Awolowo Univ, Technol Planning & Dev Unit, Ile Ife, Nigeria. CR *UNIDO, 1974, TECHN EC ASP OIL PAL AFONJA S, 1998, DISS WORKSH AGR PROC ASOTA CN, 1991, RES FINDINGS IAR FOR BABATUNDE OO, 1988, J FOOD SCI TECHNOLOG, V25, P67 BADMUS GA, 1991, PORIM INT PALM OIL C, P20 BADMUS GA, 1998, 25 ANN REP NIG I OIL CHINSMAN B, 1987, ISTRCAB, P122 CROXTON S, 1994, P WORKSH TECHN RUR L EGGLESTON G, 1992, P 4 TRIENN S ISTRCAB, P3 FABORODE MO, 1997, TECHN WORKSH AGR MAN HARTLEY CWS, 1966, OIL PALM JEANS A, 1991, SMALL ENTERPRISE DEV, V2, P14 PALMER I, 1981, IDS B, V12, P32 PLATT A, 1988, P INT EXP GROUP M EX SANNI OM, 1991, P 9 S INT SOC TROP R, P256 TAIWO KA, 1999, UNPUB FOOD REV INT VLAVONOU BM, 1988, P INT EXP GROUP M EX, P19 WELBOURN A, 1992, IDS BULL-I DEV STUD, V23, P8 NR 18 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 APR PY 2000 VL 20 IS 4 BP 215 EP 223 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 298NL UT ISI:000086146000005 ER PT J AU Tomes, A Erol, R Armstrong, P TI Technological entrepreneurship - Integrating technological and product innovation SO TECHNOVATION LA English DT Article DE technological entrepreneurship; technological innovation; product innovation; networks; NPD chains; intermediary companies ID INTERORGANIZATIONAL NETWORKS; PROCESS PLANT; SUCCESS; EQUIPMENT; INDUSTRY AB Using case study material from an advanced chemical technology, this paper identifies two forms of connection between the developer/producer of a new technology and the manufacturers of consumer products. In the first, the connection is direct, whilst in the second it is effected through an intermediary company which has developed an expertise in tailoring the new technology to particular applications. Whilst the direct connection has resulted in a number of NPD failures, the mediated connection has been consistently successful. Through an examination of two NPD programmes within each chain of connection, the paper examines the reasons for these differential success rates, and discusses the implications for the organization of NPD within advanced technology fields. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Sheffield Hallam Univ, Design & Innovat Res Unit, Sch Cultural Studies, Sheffield S11 8UZ, S Yorkshire, England. RP Tomes, A, Sheffield Hallam Univ, Design & Innovat Res Unit, Sch Cultural Studies, Psalter Lane Campus, Sheffield S11 8UZ, S Yorkshire, England. CR AFUAH AN, 1995, RES POLICY, V24, P51 BIDAULT F, 1994, R&D MANAGE, V24, P373 BOWER DJ, 1993, J PROD INNOVAT MANAG, V10, P367 COOPER RG, 1988, IND MARKET MANAG, V17, P237 COOPER RG, 1993, LONG RANGE PLANN, V26, P74 EVANS W, 1990, DESIGN MANAGEMENT HD, P393 GEMUNDEN HG, 1992, R&D MANAGE, V22, P359 HOSHINO K, 1987, MARKETING SEMIOTICS HUTCHESON P, 1995, J PROD INNOVAT MANAG, V12, P415 HUTCHESON P, 1996, RES POLICY, V25, P25 IANSITI M, 1995, RES POLICY, V24, P521 KARAKAYA F, 1994, J BUS VENTURING, V9, P49 LIPPARINI A, 1994, J BUS VENTURING, V9, P125 MOENAERT RK, 1996, J PROD INNOVAT MANAG, V13, P296 NOREN L, 1995, INT J TECHNOLOGY MAN, P105 SHAW B, 1993, TECHNOVATION, V13, P349 TIDD J, 1995, J PROD INNOVAT MANAG, V12, P307 YIN R, 1994, CASE STUDY RES DESIG NR 18 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 MAR PY 2000 VL 20 IS 3 BP 115 EP 127 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 291BC UT ISI:000085712100001 ER PT J AU Grupp, H Maital, S TI Perceived innovation of Israel's largest firms: an empirical study SO TECHNOVATION LA English DT Article DE innovation; Israel; perception ID TECHNOLOGY AB Innovation is understood as a chain-linked, non-sequential process in which research and development may be embarked upon at various stages. Therefore, there are various ways to measure innovation; there seems to be no single catch-all index. One approach is not to attempt to measure actual innovation but to assess the perceived innovativeness by trained business observers. This paper reports data on perceived innovativeness among the largest Israeli firms, measured by surveying a group of experienced managers. The posited links among innovativeness, sales revenue, the growth in sales revenue and profitability are examined statistically. It is found that perceived innovation is neither a cause nor an effect of growth in sales revenue, with some industries being notable exceptions. However, perceived innovation may be explained by the visibility of firms. Those firms whose shares are traded on U.S. stock exchanges are more frequently perceived as innovative. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Fraunhofer Inst Syst & Innovat Res, ISI, D-76139 Karlsruhe, Germany. RP Grupp, H, Fraunhofer Inst Syst & Innovat Res, ISI, Breslauer Str 48, D-76139 Karlsruhe, Germany. CR COOPER RG, 1993, WINNING NEW PRODUCTS COOPER RG, 1996, RES TECHNOLOGY M JUL FREEMAN C, 1997, EC IND INNOVATION FRENKEL A, 1994, RES POLICY, V23, P281 GRUPP H, 1994, RES POLICY, V23, P175 GRUPP H, 1998, FDN EC INNOVATION TH HANUSCH H, 1992, ENTREPRENEURSHIP TEC, P237 KIM WC, 1997, HARVARD BUSINESS JAN KLINE SJ, 1986, POSITIVE SUM STRATEG, P275 SCHALK HJ, 1998, WISSENSVERBREITUNG D SCHUMPETER JA, 1934, THEORY EC DEV SHAPIRO BP, 1999, STOP BAD THINGS HAPP SHER H, 1998, JERUSALEM REPOR 0430, P38 SLYWOTZKY AJ, 1995, VALUE MIGRATION VANREENEN J, 1996, Q J ECON, V111, P194 NR 15 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 MAR PY 2000 VL 20 IS 3 BP 129 EP 137 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 291BC UT ISI:000085712100002 ER PT J AU Diez, JR TI Innovative networks in manufacturing: some empirical evidence from the metropolitan area of Barcelona SO TECHNOVATION LA English DT Article DE innovation; R&D cooperation; innovation networks; regional innovation system; Barcelona AB In order to make an evaluation of the regional innovation potential, which is decisively influenced by the existing relationships between the different actors of innovative networks within and/or outside the region, a written questionnaire was sent to firms of the manufacturing industry in the autumn of 1997. The focal point of the analysis lay in determining innovative activities within individual firms and cooperative relationships between different firms. After a short discussion about theoretical aspects of innovation-orientated regional development, this paper provides a brief introduction to the main characteristics of the responding firms as well as selected results concerning innovative activities within the firms, innovative cooperation, as well as obstacles to innovation and regional framework conditions. The results indicate that regional proximity matters differently. Innovative relationships with producer services and research institutions are stronger within the region, those with suppliers, customers and competitors more with other regions in Spain and Europe. In short, the surveyed firms in the Metropolitan Area of Barcelona tend to cooperate more on a vertical basis and on a less international scale when it comes to innovation. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Univ Hannover, Dept Econ Geog, D-30167 Hannover, Germany. RP Diez, JR, Univ Hannover, Dept Econ Geog, Schneiderberg 50, D-30167 Hannover, Germany. CR *CIDEM, 1996, INF GEN *EUR COMM, 1998, REG INN SYST DES FUT *GEN CAT, 1995, AN EST 1995 *GEN CAT, 1997, PLA REC CAT 1997 200 *OECD, 1994, FRASC MAN 1993 ARCHIBUGI D, 1997, EVALUATION COMMUNITY BOLUDA JB, 1995, WETTBEWERBSFAHIGKEIT CAMAGNI R, 1991, INNOVATION NETWORKS COHEN WM, 1990, ADMIN SCI QUART, V35, P128 ECHEVARRIA G, 1989, RETO EMPRESARIAL ESP ESCORSA P, 1995, R D MAN C KNOWL TECH EVANGELISTA R, 1997, EIMS PUBLICATION, V48 FRITSCH M, 1992, JB NEUE POLITISCHE O, V11, P89 FROMHOLDEISEBITH M, 1995, GEOGR Z, V83, P30 HAKANSSON H, 1987, IND TECHNOLOGICAL DE HERDEN R, 1992, TECHNOLOGIEORIENTIER JOHANSSON B, 1991, REGIONS RECONSIDERED, P17 KARLSSON C, 1994, PATTERNS NETWORK EC, P207 KOGUT B, 1993, EMBEDDED FIRM SOCIOE KUNTZE OE, 1993, IFO STUDIEN EUROPAIS, V1 LUNDVALL B, 1992, NATL SYSTEMS INNOVAT MALMBERG A, 1997, PROG HUM GEOG, V21, P573 MASKELL P, 1995, REG STUD ASS EUR C R NIJKAMP P, 1994, MOVING FRONTIERS EC, P225 NORTH DC, 1992, I I WANDEL WIRTSCHAF SCHATZL L, 1996, WIRTSCHAFTSGEOGRAPHI, V6 STERNBERG R, 1995, WIRTSCHAFTSGEOGRAPHI, V7 VONHIPPEL E, 1988, SOURCES INNOVATION NR 28 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 MAR PY 2000 VL 20 IS 3 BP 139 EP 150 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 291BC UT ISI:000085712100003 ER PT J AU Park, YT TI National systems of Advanced Manufacturing Technology (AMT): hierarchical classification scheme and policy formulation process SO TECHNOVATION LA English DT Article DE Advanced Manufacturing Technology (AMT); classification; national policy system AB Advanced manufacturing technology (AMT) is characterized by its complexity and diversity in terms of technical profiles and participating actors. Thus, the successful implementation of AMT necessitates the hierarchical coherence of national policy whereby industrial policy, development policy and utilization policy are consistently and interactively linked. Borrowing the notion of national systems of innovation, this paper introduces the notion of national system of AMT and describes the systematic procedure to develop the national AMT policy. In doing that, hierarchical classification schemes are proposed as the building block for stepwise policy formulation. It is highlighted that the criteria of classification schemes differ considerably and, consequently, different policy implications are drawn depending on the position in the national system. A three-stage policy making process is suggested in which industrial system, technology system and utilization system of AMT are formulated in a hierarchical and interactive manner. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Seoul Natl Univ, Dept Ind Engn, Technol & Management Program, Sch Engn,Kwanak Gu, Seoul 151742, South Korea. RP Park, YT, Seoul Natl Univ, Dept Ind Engn, Technol & Management Program, Sch Engn,Kwanak Gu, San 56-1,Shillim Dong, Seoul 151742, South Korea. CR 1997, DIFFUSING TECHNOLOGY CARLSSON B, 1991, J EVOLUTIONARY EC, V1, P93 FREEMAN C, 1987, TECHNOLOGY POLICY EC GROOVER M, 1987, AUTOMATION PRODUCTIO LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT PARK Y, 1999, IN PRESS TECHNOLOGY PAVITT K, 1984, RES POLICY, V13, P343 PORTER M, 1990, COMPETITIVE ADVANTAG NR 8 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 MAR PY 2000 VL 20 IS 3 BP 151 EP 159 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 291BC UT ISI:000085712100004 ER PT J AU Boly, V Morel, L Renaud, J Guidat, C TI Innovation in low tech SMBs: evidence of a necessary constructivist approach SO TECHNOVATION LA English DT Article DE innovation; SMB; systemic models; new product development process; constructivism ID PRODUCT AB This survey demonstrates a necessary constructivist approach in SMB innovation management. Authors base their study on an anthropological type approach. More precisely, they analyse innovative project evolution within a firm panel of ten. They point out that various strategies are applied by top management during the project. They demonstrate the non-existence of a single ideal new product development process. Consequently the project manager's capacity to select and order the design activities influences success rates. As variability constitutes a major criterion in innovation modelization, it appears that success depends also on the ability of managers to identify and seize opportunities at any moment. (C) 2000 Elsevier Science Ltd. All rights reserved. C1 Ecole Natl Super Genie Syst Ind, F-54000 Nancy, France. RP Boly, V, Ecole Natl Super Genie Syst Ind, 8 Rue Bastien Lepage, F-54000 Nancy, France. CR ALBERTS S, 1995, DESIGNING TEAM BASED BOOZ A, 1982, NEW PRODUCTS MANAGEM BUCKLER SA, 1996, J PROD INNOVAT MANAG, V13, P391 COOPER R, 1997, PORTFOLIO MANAGEMENT DUCHARME J, 1995, CHANGEMENT TECHNOLOG GRIFFIN A, 1997, J PROD INNOVAT MANAG, V14, P429 GUPTA A, 1996, J PROD INNOVAT MANAG, V13, P319 IANSITI R, 1995, CALIFORNIA MANAG FAL, P37 KARLSSON C, 1997, J PROD INNOVAT MANAG, V14, P473 LAWRENCE R, 1993, J ADVERTISING RES, V33, P3 LEONARDBARTON D, 1988, RES POLICY, V17, P251 MEYERS PW, 1991, J PROD INNOVAT MANAG, V8, P155 MORIN J, 1992, TECHNOLOGIES MARCHES NORTON J, 1992, SLOAN MANAGEMENT WIN, P66 PAGE A, 1996, J PROD INNOVAT MANAG, V10, P273 SHANE H, 1994, J BUSINESS VENTU SEP, P397 SMITH H, 1996, RES TECHNOLOGY M MAR, P37 SONG XM, 1996, J PROD INNOVAT MANAG, V13, P422 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 MAR PY 2000 VL 20 IS 3 BP 161 EP 168 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 291BC UT ISI:000085712100005 ER PT J AU Pretorius, MW de Wet, G TI A model for the assessment of new technology for the manufacturing enterprise SO TECHNOVATION LA English DT Article DE management of technology; technology assessment; manufacturing technology AB Modern technology plays a key role in the ability of manufacturing enterprises to compete as world class manufacturers. Managers need to make complex decisions regarding applicable technologies in order to gain optimal return on technological investment. A model was developed to assess the impact of manufacturing technology on the productivity and competitiveness of the enterprise. The approach taken by the model is to view the manufacturing enterprise as a manufacturing system in which different dynamic process structures exist. A framework is defined by the hierarchical structure of the enterprise, the business processes and the fundamental business functions. This creates a 3-dimensional space in which the business processes can be mapped. From the relationship between technology and process, the impact of new technology on the enterprise can be projected onto the 3-dimensional framework. Proven world class manufacturing methodologies can be assessed by the model. These typically include automated manufacturing, production management and concurrent engineering systems. Ultimately, the model can be a useful tool for developing or evaluating technology strategies for the enterprise. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Univ Pretoria, Dept Engn & Technol Management, ZA-0002 Pretoria, South Africa. RP Pretorius, MW, Univ Pretoria, Dept Engn & Technol Management, ZA-0002 Pretoria, South Africa. CR BLANCHARD BS, 1981, SYSTEMS ENG ANAL DEWET G, 1989, ITN C OCT GARELLI S, 1992, WORLD COMPETITIVENES MCPHERSON PK, 1980, RADIO ELECT ENG, V50 PORTER ME, 1985, COMPETITIVE ADVANTAG WHEELWRIGHT SC, 1985, HARVARD BUSINESS JAN NR 6 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 JAN PY 2000 VL 20 IS 1 BP 3 EP 10 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 266NN UT ISI:000084306200002 ER PT J AU Orihata, M Watanabe, C TI The interaction between product concept and institutional inducement: a new driver of product innovation SO TECHNOVATION LA English DT Article DE product concept; concept-driven product innovation; institutional inducement; learning-curve effect; field management AB The findings of our study clearly suggest that "product concept" drives product innovation. The very term "product concept" itself is often used in a vague, almost philosophical way: though it appears frequently in economic literature, the authors of this report feel that its true significance is not widely recognized. However, based on the enterprises we examined in the course of this study, not only is the notion of "product concept" frequently invoked by managers as an operational objective, but it does actually play an important role in product development. Technological innovation can take place at various stages of the process of product innovation, but this does not mean that it is absolutely the "driving" force behind product innovation. Rather, our study found that technological innovation occurred in order to give a product concept actual "material substance". Moreover, we observed that technological innovation plays a vital role as a strategy in creating competitive barriers between companies and their competitors. But following Kuhn, who first demonstrated that innovation is the creation of new paradigms, we found that product innovation occurred in the wake of new concepts. In other words, technological innovation is pulled along by the advance of product concepts. (C) 1999 Published by Elsevier Science Ltd. All rights reserved. C1 Corp Innovat Co Ltd, Meguro Ku, Tokyo 1520035, Japan. RP Orihata, M, Corp Innovat Co Ltd, Meguro Ku, 2-7-10-301 Jiyugaoka, Tokyo 1520035, Japan. CR BANBURY M, 1995, STRATEGIC MANAGE SUM BARNARD CI, 1938, FUNCTIONS EXECUTIVE BENNIS W, 1997, ORG GENIUS CANTILLON R, 1755, UNPUB ESSAI NATURE C CHANDLER AD, 1990, SCALE SCOPE DYNAMICS CLARK KB, 1985, RES POLICY, V14 CLARK KB, 1990, HARVARD BUSINESS NOV CLARK KB, 1991, PRODUCT DEV PERFORMA CONWAY HA, 1986, J PROD INNOVAT MANAG, P4 CRAWFORD CM, 1984, J PROD INNOVAT MANAG, P2 DELEUZE G, 1991, QUEST CE QUE PHILOS DOSI G, 1982, RES POLICY, P11 DOSI G, 1988, J ECON LIT, P26 DOUGHERTY D, 1992, ORG SCI, V3 EISENHARDT KM, 1989, ACAD MANAGEMENT REV, V14 EISENHARDT KM, 1989, ACAD MANAGEMENT SCI, V14 FIRAT AF, 1987, PHILOS RADICAL THOUG HANSON NR, 1958, PATTERNS DISCOVERY HAYES RH, 1980, HARVARD BUSINESS JUL HENDERSON RM, 1990, ADM SCI Q, P35 IANSITI M, 1995, RES POLICY, P24 ISHII J, 1993, JAPAN MARKETING J, P48 ISHII J, 1996, MARKETING DYNAMISM ITAMI H, 1992, ORG SCI, V26 JOHNE FA, 1988, J PROD INNOVAT MANAG, P5 JOHNSON SC, 1957, HARVARD BUSINESS REV KERIN RA, 1992, J MARKETING, P53 KODAMA F, 1995, EMERGING PATTERNS IN KUHN TS, 1962, STRUCTURE SCI REVOLU LIEBERMAN M, 1988, STRAT MANAGEMENT SUM MANZ CC, 1995, BUSINESS BOSSES NELSON RR, 1982, EVOLUTIONARY THEORY NONAKA I, 1995, KNOWLEDGE CREATING C NORMANN R, 1993, HARVARD BUSINESS JUL NORMANN R, 1994, DESIGNING INTERACTIV NORTH DC, 1994, AM EC REV, V84 OTTUM BD, 1997, J PROD INNOVAT MANAG, P14 PAVITT K, 1990, CALIFORNIA MANAG SPR ROSENBERG N, 1976, PERSPECTIVES TECHNOL ROTHWELL R, 1974, RES POLICY, V3 SAY JB, 1833, MELANGES CORRES EC P SCHUMPETER JA, 1912, THEORIE WIRTSCHAFTLI SEBEOK TA, 1980, YOU KNOW MY METHOD J SHETH JN, 1988, MARKETING THEORY EVO VONHIPPEL E, 1988, SOURCES INNOVATION WATANABE C, 1991, J SCI IND RES, V50 WATANABE C, 1992, JAPAN WORLD EC, V3 NR 47 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 JAN PY 2000 VL 20 IS 1 BP 11 EP 23 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 266NN UT ISI:000084306200003 ER PT J AU Pyka, A TI Informal networking and industrial life cycles SO TECHNOVATION LA English DT Article DE technological spillovers; informal networks; industrial life cycle ID INNOVATION AB Modem industrial development processes of new technologies are characterized by an increasing complexity and interdependence of different actors combining different knowledge assets. Thus the necessity of horizontal and Vertical knowledge transfer between the actors of innovation processes is enhanced drastically. In this context, where single actors and even single firms are unable to keep pace with technological progress, the access to external knowledge sources via informal know-how exchange networks increasingly gains in importance. In this paper a synergetic modelling framework of the evolution of informal networks is combined with time patterns of the industrial evolution sketched by the theory of industry life cycles. The results show structural developments at least qualitatively according to the predictions of life cycle theory. Most unexpectedly - from a traditional point of view large informal networks as a potential source of technological spillovers can be observed in a state of the industry life cycle where R&D endeavours of firms are assumed to be already concentrated on exploiting scale economies and process technologies and where intuitively a strategy of keeping new know-how secret would be expected. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Univ Pierre Mendes France, INRA, SERD, F-38040 Grenoble 9, France. RP Pyka, A, Univ Pierre Mendes France, INRA, SERD, BP 47, F-38040 Grenoble 9, France. CR ALLEN RC, 1983, J ECON BEHAV ORGAN, V4, P1 ATKINSON AB, 1969, ECON J, V79, P116 CANTNER U, 1998, IND CORP CHANGE, P7 CHESNAIS F, 1996, TECHNOLOGICAL COLLAB CLARK N, 1987, LONG RUN EC EVOLUTIO COHEN WM, 1989, ECON J, V99, P569 COOMBS R, 1988, TECHNICAL CHANGE EC DAHMEN E, 1989, IND DYNAMICS DODGSON M, 1993, TECHNOLOGY COLLABORA DODGSON M, 1994, HDB IND INNOVATION DODGSON M, 1996, TECHNOLOGICAL COLLAB DOSI G, 1988, J ECON LIT, V26, P1120 EGER T, 1995, OKONOMIE GESELL, V11, P192 ELIASSSON G, 1995, GEN PURPOSE TECHNOLO ERDMANN G, 1993, ELEMENTE EVOLUTORISC FORAY D, 1995, TECHNICAL CHANGE WOR FREEMAN C, 1991, RES POLICY, V20, P499 GIERER G, 1981, JB NATL STATISTIK, V196, P309 GRANSTRAND O, 1990, RES POLICY, V19, P35 HAKANSSON H, 1988, COOPERATIVE STRATEGI, P369 JOLY PB, 1995, ECON SOC, V2, P17 JOVANOVIC, 1998, AUTHOR SUPPLY DETAIL KLEIN B, 1992, ENTREPRENEURSHIP TEC KLEPPER S, 1990, RAND J ECON, V21, P27 KLEPPER S, 1997, IND CORP CHANGE, V6, P145 KLEPPER S, 1997, WORKSH EC EV LEARN C KODAMA F, 1986, HARVARD BUSINESS JUL, P70 MODY A, 1993, J ECON BEHAV ORGAN, V20, P151 MOKYR J, 1990, LEVER RICHES NELSON RR, 1987, UNDERSTANDING TECHNI NELSON RR, 1988, TECHNICAL CHANGE EC NOOTEBOOM B, 1999, INTERFIRM ALLIANCES PYKA A, 1997, TECHNOVATION, V17, P207 SCHUMPETER JA, 1912, THEORIE WIRTSCHAFTLI SCHUMPETER JA, 1942, CAPITALISM SOCIALISM SILVERBERG G, 1988, TECHNICAL CHANGE EC UTTERBACK JM, 1987, TECHNOLOGY GLOBAL IN UTTERBACK JM, 1994, MASTERING DYNAMICS I VONHIPPEL E, 1989, IND DYNAMICS WEIDLICH W, 1983, CONCEPTS MODELS QUAN WINTER SG, 1989, OWNING SCI TECHNICAL WITT U, 1997, IMAGINATION LEADERSH ZUSCOVITCH E, 1995, NETWORKS ACTION EC H 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 2000 VL 20 IS 1 BP 25 EP 35 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 266NN UT ISI:000084306200004 ER PT J AU Burgess, JE Longhurst, PJ Quarmby, J Stephenson, T TI Innovational adaptation in the UK water and wastewater industry: a case study of introducing DTA SO TECHNOVATION LA English DT Article DE direct toxicity assessment; DTA; company adaptation; toxicity-based consents; effluent toxicity AB Others have asserted the need for wastewater quality guidelines that are environmentally relevant. Many companies within the UK may have to adapt their structure or function in response to the new, toxicity based consents that will be implemented by the Environment Agency in 1999. However, there has been little evidence from wastewater treatment research that UK industries are preparing for a change in effluent guidelines. Indeed, evidence suggests that some effluent dischargers have only a limited idea of what the introduction of toxicity-based consents could mean for them. This paper investigates the key factors identified by UK industrialists of importance to them in adapting to legislative change. The characteristic differences between those companies that consider themselves most at risk from the evolving legislation and those companies involved in the protection of the aquatic environment are presented to show how they may address the transition from chemical specific discharge consents to toxicity based consents as smoothly as possible, (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Cranfield Univ, Sch Water Sci, Cranfield MK43 0AL, Beds, England. RP Burgess, JE, Cranfield Univ, Sch Water Sci, Cranfield MK43 0AL, Beds, England. CR 1996, WHOLE EFFLUENT TOXIC *ENV AG, 1996, APPL TOX BAS CRIT RE *ENV AG, 1997, SO3971000 BAYAM ENV HAMILTON R, 1994, CHEM ENG 0526, P42 LOONEY JHH, 1996, P INT C TOX IMP WAST, P217 MUSTERMAN JL, 1996, P INT C TOX IMP WAST, P238 TAYLOR D, 1996, DIRECT TOXICITY ASSE WANG YP, 1994, CHEM ENG SCI, V49, P981 NR 8 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 JAN PY 2000 VL 20 IS 1 BP 37 EP 45 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 266NN UT ISI:000084306200005 ER PT J AU Dickson, K Coles, AM TI Textile design protection: Copyright, CAD and competition SO TECHNOVATION LA English DT Article DE design management; textiles; innovation; computer-aided-design; copyright AB In the furnishing fabric industry the role of high quality design is paramount, but with success comes the risk of imitation. Although copyright infringement is an old problem in textiles: recent commercial trends are changing the situation as design protection becomes a more complex legal and management issue. Furthermore, developments in IT and computer-aided-design (CAD), while enhancing textile design capabilities, may also enhance the sophistication and speed of illegal copying. This paper reports on a study of copyright protection in the furnishing fabric sector, investigating both the role of design and the problems faced by textile firms and designers in protecting their original design work. The research is based on interviews and surveys of the experiences of many firms in Europe and the USA. In particular, the impact of CAD is highlighted, both in its effect on the design process and its perceived role in design theft. It appears that the competitive advantages achieved through successful design innovation is being undermined by an increase in the speed of producing copies, as well as the fragmentary nature of legal protection measures throughout the world. In this paper we will argue that the use of CAD could be a factor in challenging existing design copyright concepts and protection practices as further technical developments will improve both the accuracy and application of CAD to the design process. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Brunel Univ, Sch Business & Management, Uxbridge UB8 3PH, Middx, England. RP Dickson, K, Brunel Univ, Sch Business & Management, Uxbridge UB8 3PH, Middx, England. CR 1995, FABRICS FURNISHI WIN, P110 *SPRINT, 1989, CAD EUR TEXT TECHN E ALDRIDGE W, 1992, CAD CLOTHING TEXTILE BAINBRIDGE D, 1999, INTELLECTUAL PROPERT COLES AM, 1997, BAM 99 ANN BRIT AC M COOPER RD, 1993, DESIGN STUDIES, V14, P194 DAIVES R, 1992, CAD CLOTHING TEXTILE, P91 DEVANE J, 1992, CAD CLOTHING TEXTILE, P139 DEWITT J, 1995, APPAREL IND MAGAZINE, V56, P3 DICKSON K, 1998, DEISGN STUDIES, V19, P203 DICKSON K, 1998, JUST CHANGED ENOUGH EVANS J, 1994, APPL ARTS, V2, P20 GRAY S, 1992, BENEFITS COMPUTER AI GRAY S, 1998, CAD CAM CLOTHING TEX GRUDIER A, 1994, BOBBIN, V35, P22 GRUDIER A, 1994, BOBBIN, V36, P156 JOHNSON D, 1995, DESIGN PROTECTION PR LORENZ C, 1993, DESIGN DIMENSION PRO MACHIN K, 1992, CAD CLOTHING TEXTILE, P167 PEARSON H, 1990, COMMERICAL EXPLOITAT VINCK D, COST A3 C SOC STUD D WADDELL G, 1992, CAD CLOTHING TEXTILE, P155 WALSH T, 1992, CAD CLOTHING TEXTILE, P70 NR 23 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 2000 VL 20 IS 1 BP 47 EP 53 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 266NN UT ISI:000084306200006 ER PT J AU Lee, WH Yang, WT TI The cradle of Taiwan high technology industry development - Hsinchu Science Park (HSP) SO TECHNOVATION LA English DT Article DE electronics information industry; co-optive strategic alliance; internationalization; global hi-tech human resources network AB As the first hi-tech industry development benchmarking model in Taiwan, it has been appreciated that governmental support and human resources are the most essential factors in HSP's performance, and the electronics information related industries (EI) have contributed mutually through improved management strengths. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Hsinchu Sci Pk Adm, Hsinchu, Taiwan. RP Lee, WH, Hsinchu Sci Pk Adm, 2 Hsin Ann Rd, Hsinchu, Taiwan. CR *HSINCH SCI PARK A, 1983, STAT Q *HSINCH SCI PARK A, 1998, ANN REP NR 2 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 JAN PY 2000 VL 20 IS 1 BP 55 EP 59 PG 5 SC Engineering, Industrial; Operations Research & Management Science GA 266NN UT ISI:000084306200007 ER PT J AU Mogab, JW Cole, WE TI Diseconomies of endogenous technological change in the globalizing continuous improvement firm SO TECHNOVATION LA English DT Article DE continuous improvement; kaizen; technology transfer; technological change; globalization ID JAPANESE; SUCCESS AB This paper is a contribution to the body of literature on the Japanese management techniques known as kaizen, or continuous improvement technologies. The topic is introduced with a brief review of the findings of several studies on kaizen and the experience of Japanese firms in transferring the kaizen technologies abroad, followed by an analysis of the process of endogenous technological change within the context of continuous improvement. It is argued that global versions of the CIF are subject to unique systemic problems, including: (1) a persistent increment to the cost of maintaining standardized processes; (2) a reduction in the rate of improvement creation due to a loss of synergism; (3) an increase in the time required to implement improvements, and reduced effectiveness of installed improvements: and (4) a likelihood that some improvements will fail to enhance customer value in markets other than the ones in which they originate. The widely varying experiences of the Japanese CIFs in transferring the continuous improvement technologies abroad are attributed, at least in part, to these internal systemic weaknesses of the global CIF. Furthermore, it is concluded that the strategic advantage of a globally dispersed CIF is reduced below that of a geographically concentrated CIF. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 SW Texas State Univ, Dept Finance & Econ, San Marcos, TX 78666 USA. RP Mogab, JW, SW Texas State Univ, Dept Finance & Econ, San Marcos, TX 78666 USA. CR ALLEN TJ, 1977, MANAGING FLOW TECHNO AYRES CE, 1962, THEORY EC PROGR BEST M, 1990, NEW COMPETITION I IN BOS A, 1994, WORLD DEV, V22, P225 COLE WE, 1995, EC TOTAL QUALITY MAN DEGREGORI TR, 1977, J ECON ISSUES, V11, P861 FUCINI J, 1990, WORKING JAPANESE MAZ GARVIN DA, 1993, HARVARD BUSINESS JUL, P78 HATCH NW, 1998, MANAGE SCI 1, V44, P1461 HOGG D, 1998, CAN MIN J, V119, P14 KENNEY M, 1993, MASS PRODUCTION JAPA MONDEN Y, 1983, TOYOTA PRODUCTION SY PAVITT K, 1990, CALIFORNIA MANAG SPR, P17 REID PC, 1990, WELL MADE AM LESSONS RICH AB, 1997, QUAL PROG, V30, P33 STRUEBING L, 1997, QUAL PROG, V30, P16 TAKAYASHI Y, 1987, INT JAPANESE BUSINES TANINECZ G, 1997, IND WEEK, V246, P24 VERESPEJ MA, 1998, IND WEEK, V247, P28 WASHIO H, 1986, DEV ECON, V24, P326 WESTRUM R, 1991, TECHNOLOGIES SOC SHA WILSON SR, 1992, THESIS U TENNESSEE K WILSON SR, 1995, QUALITY AGENDA IMPRO WINTER D, 1997, WARDS AUTO WORLD, V33, P28 WINTER SG, 1994, EVOLUTIONARY DYNAMIC WOMACK JP, 1991, MACHINE CHANGED WORL ZAYKO MJ, 1997, IIE SOLUTIONS, V29, P36 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 2000 VL 20 IS 2 BP 61 EP 70 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 266NQ UT ISI:000084306400001 ER PT J AU Byckling, E Hameri, AP Pettersson, T Wenninger, H TI Spin-offs from CERN and the case of TuoviWDM SO TECHNOVATION LA English DT Article DE engineering data management; World Wide Web; technology transfer; big science; software development; spin-off company; intellectual property right ID INDUSTRY AB Projects in big science generate technology that may have considerable impact on industry. Technology transfer is widely regarded as valuable in creating new products and companies, but the most effective modes of operation for this activity are rarely understood. This paper documents the catalyzing events, key obstacles and other influences at CERN during the 4-year journey of the TuoviWDM software project from its initiation in 1995 to the launching of a spin-off company in late 1998. The description proceeds in chronological order and focuses on the technological and organizational factors that have affected the innovation process. The TuoviWDM software is a WWW-based extended enterprise interface to product data management systems and to data vaults residing in proprietary information systems. A group of organizations uses this integrated whole to store and access information and to manage operational processes. The large projects and global user base at CERN provided the development team with an extremely flexible, occasionally surprisingly benign, and always challenging environment to develop the system. The opportunities to exploit the diversity hidden in the world's largest particle physics laboratory are immense. However, this case has again demonstrated that in a public sector organization the climate, the procedures, and the decision-makings bodies, which are related to creation of technology and to technology transfer, may be supportive, irrelevant or even counter-productive, The goal of technology transfer activity should be to fertilize the industries of the participating countries rather than to try to obtain additional finance for the research organization. Policy makers need to compare the weight of these two aspects when technology transfer policies are formulated for big science organizations. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Univ Helsinki, Helsinki Inst Phys, FIN-00014 Helsinki, Finland. RP Hameri, AP, CERN, EST Div, CH-1211 Geneva, Switzerland. CR *CERN, 1999, TECHN TRANSF POL CER *EUR, 1997, 17639 EUR ST AUTIO E, 1996, J ENG TECHNOL MANAGE, V13, P301 BACHY G, 1995, 345 CERN LHC BACHY G, 1997, INT J PROJECT MANAGE, V15, P211 BERNERSLEE T, 1987, ENQUIRE INTERACTIVE CAILLIAU R, 1998, CERN OP DAY 4 APR DELAMARE C, 1998, EPAC 98 STOCKH SWED HAMERI AP, 1995, 361 LHC CERN HAMERI AP, 1996, ESTISS9601 CERN HAMERI AP, 1996, TECHNOVATION, V16, P531 HAMERI AP, 1997, J PROD INNOVAT MANAG, V14, P77 HAMERI AP, 1997, J TECHNOLOGY TRANSFE, V22, P27 HAMERI AP, 1998, COMPUT IND, V35, P195 HAMERI AP, 1998, ESTISS9801 CERN HAMERI AP, 1998, J PROD INNOVAT MANAG, V15, P322 HAMERI AP, 1998, PROD PLAN CONTROL, V9, P28 HAMERI AP, 1998, RES ENG DES, V10, P166 HAMERI AP, 1998, SCANDINAVIAN J MANAG, V14, P223 HOIMYR N, 1993, DISTRIBUTED ENG DATA PUITTINEN R, 1996, THESIS HELSINKI U TE SPILA J, 1995, THESIS HELSINKI U TE WHITE B, 1998, PHYSICS TODAY NOV, P30 NR 23 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 FEB PY 2000 VL 20 IS 2 BP 71 EP 80 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 266NQ UT ISI:000084306400002 ER PT J AU Fernandez, E Montes, JM Vazquez, CJ TI Typology and strategic analysis of intangible resources - A resource-based approach SO TECHNOVATION LA English DT Article DE typology; strategic; intangible resources ID SUSTAINABLE COMPETITIVE ADVANTAGE; BRAND LOYALTY; REPUTATION; MARKET; DETERMINANTS; PERFORMANCE; TECHNOLOGY; FRAMEWORK; CULTURE; VIEW AB This work focuses on the contribution of intangible resources towards the competitive success of the firm. First, four categories of intangible resources are classified and studied: human capital, organisational capital. relational capital and technological capital. Then, those properties that explain their strategic value are analysed in detail. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Univ Oviedo, Fac Econ, Dept Business Adm & Accountancy, E-33006 Oviedo, Spain. RP Fernandez, E, Univ Oviedo, Fac Econ, Dept Business Adm & Accountancy, Ave Cristo S-N, E-33006 Oviedo, Spain. CR AFUAH A, 1998, INNOVATION MANAGEMEN ARROW K, 1974, LIMITS ORG AXELROD K, 1984, EVOLUTION COOPERATIO BADARACCO J, 1991, KNOWLEDGE LINK BARNEY JB, 1986, ACAD MANAGE REV, V11, P656 BARNEY JB, 1986, MANAGE SCI, V32, P1231 BARNEY JB, 1994, STRATEGIC MANAGE J, V15, P175 BROOKING A, 1996, INTELLECTUAL CAPITAL BUZZELL RD, 1977, STRATEGY PLUS STRUCT, P122 CAMERER C, 1988, STRATEGIC MANAGE J, V9, P115 CAPON N, 1990, MANAGE SCI, V36, P1143 CARPENTER GS, 1989, J MARKETING RES, V26, P285 CHATTERJEE S, 1991, STRATEGIC MANAGE J, V12, P33 CHI T, 1994, STRATEGIC MANAGE J, V15, P271 COMANOR WS, 1979, J ECON LIT, V17, P453 DIERICKX I, 1989, MANAGE SCI, V35, P1504 FARRELL J, 1986, AM ECON REV, V76, P940 FERNANDEZ E, 1996, INNOVACION TECNOLOGI FIOL CM, 1991, J MANAGE, V17, P191 GHEMAWAT P, 1991, COMMITMENT DYNAMIC S GRANT RM, 1991, CALIF MANAGE REV, V33, P114 HALL R, 1992, STRATEGIC MANAGE J, V13, P135 HALL R, 1993, STRATEGIC MANAGE J, V14, P607 HAMEL G, 1989, HARVARD BUS REV, V67, P133 HAMEL G, 1994, COMPETING FUTURE HANSEN GS, 1989, STRATEGIC MANAGE J, V10, P399 HOLLANDER S, 1965, SOURCES INCREASED EF ITAMI H, 1987, MOBILIZING INVISIBLE KATZ ML, 1985, AM ECON REV, V75, P424 KATZ ML, 1986, J POLIT ECON, V94, P822 KERIN RA, 1992, J MARKETING, V56, P33 KLEIN B, 1981, J POLITICAL EC, V89, P615 KREPS DM, 1982, J ECON THEORY, V27, P253 KREPS DM, 1990, PERSPECTIVES POSITIV, P90 LEONARD D, 1992, SLOAN MANAGE REV, V33, P23 LEVIN RC, 1987, BROOKINGS PAPERS EC, V3, P783 LIEBERMAN MB, 1988, STRATEGIC MANAGEMENT, V9, P41 LIPPMAN SA, 1982, BELL J ECON, V13, P418 MACAULAY S, 1963, AM SOCIOL REV, V28, P55 MONTGOMERY CA, 1991, J ECON BEHAV ORGAN, V15, P71 NELSON P, 1980, J BUS, V53, S163 NELSON R, 1982, EVOLUTIONARY THEORY OHMAE K, 1989, HARVARD BUSINESS MAR, P143 OUCHI WG, 1984, M FORM SOC AM TEAMWO PENROSE ET, 1959, THEORY GROWTH FIRM PETERAF MA, 1993, STRATEGIC MANAGE J, V14, P179 RAO H, 1994, STRATEGIC MANAGE J, V15, P29 REED R, 1990, ACAD MANAGE REV, V15, P88 REICH LS, 1985, MAKING AM IND RES REICHHELD FF, 1990, HARVARD BUS REV, V68, P105 ROBINSON WT, 1985, J MARKETING RES, V22, P305 SCHEIN EH, 1985, ORG CULTURE LEADERSH STEWART TA, 1997, INTELLECTUAL CAPITAL TEECE DJ, 1980, J ECON BEHAV ORGAN, V1, P223 TEECE DJ, 1981, ANN AM ACAD POLIT SS, V458, P81 TEECE DJ, 1982, J ECON BEHAV ORGAN, V3, P39 TEECE DJ, 1994, J ECON BEHAV ORGAN, V23, P1 VENTURA J, 1994, ANAL COMPETITIVO EMP VENTURA J, 1996, ANAL DINAMICO ESTRAT WEIGELT K, 1988, STRATEGIC MANAGEMENT, V9, P443 WERNERFELT B, 1985, J ECON BEHAV ORGAN, V6, P381 WERNERFELT B, 1991, MARKET SCI, V10, P229 ZANDER U, 1995, ORGAN SCI, V6, P76 NR 63 TC 5 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 2000 VL 20 IS 2 BP 81 EP 92 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 266NQ UT ISI:000084306400003 ER PT J AU Efstathiades, A Tassou, SA Oxinos, G Antoniou, A TI Advanced manufacturing technology transfer and implementation in developing countries - The case of the Cypriot manufacturing industry SO TECHNOVATION LA English DT Article DE advanced manufacturing technology; technology transfer; technology implementation; manufacturing SMEs ID STRATEGY AB This paper investigates the transfer and implementation process of advanced manufacturing technologies (AMTs) in developing countries using the Cypriot manufacturing industry as a case study. Specifically the paper addresses: (1) the management processes followed during the transfer of technology into the manufacturing environment, and (2) the steps followed both before and after implementation and productive operation of the technologies. The results indicate that despite the distance between the manufacturer and the technology suppliers, no difficulties were experienced in acquiring information about the available technologies and the suitability of these technologies for the specific manufacturing environment. Preparations and human resource development prior to the introduction of the technologies were found, in general not to be carried out at the level expected from the international literature to ensure successful implementation, but these problems were more effectively addressed after the introduction of AMT. In,general, these deficiencies did not prove detrimental to the successful operation of the new technologies. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Ind Training Author, Nicosia, Cyprus. RP Tassou, SA, Brunel Univ, Dept Mech Engn, Uxbridge UB8 3PH, Middx, England. CR *CYPR IND STR, 1987, I DEV STUD BESSANT J, 1993, INT J TECHNOL MANAGE, V8, P197 DJEFLAT A, 1988, INT J TECHNOLOGY MAN, V3, P149 EDOSOMWAN JA, 1988, TECHNOLOGY MANAGEMEN, V1, P188 EFSTATHIAADES A, 1999, TECHNOVATION, V15, P105 EFSTATHIADES A, 1997, THESIS BRUNEL U UK FORD D, 1988, LONG RANGE PLANN, V21, P85 GIFFI C, 1991, EMR, P25 LOVE JH, 1986, MANAGING ADV MANUFAC, P149 RUSH H, 1992, TECHNOL ANAL STRATEG, V4, P3 SWIERCZEK FW, 1991, INT J TECHNOL MANAGE, V6, P1 TIPPETT DD, 1989, P 2 INT C ENG MAN MA, P135 TOWERS J, 1986, C35686 IMECHE, P13 WEILL P, 1991, INT J TECHNOL MANAGE, V6, P335 YIN RK, 1984, CASE STUDY RES DESIG ZAHRA SA, 1994, INT J TECHNOL MANAGE, V9, P172 ZAIRI M, 1992, J GEN MANAGE, V18, P63 NR 17 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 FEB PY 2000 VL 20 IS 2 BP 93 EP 102 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 266NQ UT ISI:000084306400004 ER PT J AU Adeoti, O Ilori, MO Oyebisi, TO Adekoya, LO TI Engineering design and economic evaluation of a family-sized biogas project in Nigeria SO TECHNOVATION LA English DT Article DE fixed-dome digester size; NPV; IRR; B/C; payback period AB To woo householders into harnessing the cooking energy potential of biogas in order to solve the perennial cooking energy problems at household level in Nigeria, this paper carried out the engineering design requirement, and used the discounted cash flow micro-economic assessments to evaluate the 6.0 m(3) family-sized biogas project in Nigeria. The project has an initial investment cost of 41,088 Naira, annual expenditure of 5909 Naira and an annual benefit of 13,347 Naira. The NPV, IRR, B/C and payback period of financial analysis an 0.050 million Naira, 17.52%, 2.26 and 6.6 years respectively. This shows that the 6.0 m(3) family-sized biogas project using cattle dung as substrate in Nigeria has a good economic potential. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Fed Polytech, Dept Agr Engn, Ado Ekiti, Ekiti State, Nigeria. RP Adeoti, O, Fed Polytech, Dept Agr Engn, Ado Ekiti, Ekiti State, Nigeria. CR 1980, ENERGY RESOURCES DEV, V21 *FED OFF STAT, 1997, NAT CONS SURV ABRAHA S, 1984, BIOG WORKSH COMM PLA, P387 ANI A, 1997, DAILY SKETCH IB 0121 DEGARMO EP, 1979, ENG EC FINCK H, 1985, 163 GTZ SASSE L, 1988, BIOGAS PLANTS SASSE L, 1991, BIODIGESTER HILLS CE SASSE L, 1991, IMPROVED BIOGAS DEV WERNER U, 1989, BIOGAS PLANTS ANIMAL NR 10 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 FEB PY 2000 VL 20 IS 2 BP 103 EP 108 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA 266NQ UT ISI:000084306400005 ER PT J AU Tether, BS TI Small firms, innovation and employment creation in Britain and Europe - A question of expectations ... SO TECHNOVATION LA English DT Article DE small firms; innovation; employment ID TECHNOLOGY-BASED FIRMS; UNION AB It is an abiding perception, with considerable currency amongst politicians and policy-makers in London, Brussels and elsewhere, that new and small firms are an important source of innovation, new technology and employment creation, three of the crucial dynamics of economic development, but areas in which the UK and Europe have struggled against world-wide competition. Despite this, relatively little evidence is available on the contribution of new and small firms to these economic phenomena. This paper provides a succinct review of the evidence on the contribution of new and small firms to technological innovation, and the extent of employment creation amongst innovative or technology based new and small firms. Our contention is that expectations of small firms as "atomistic'' innovators and employment creators have become over-inflated, which is important given the amount of attention they have received, and continue to receive, from policy-makers in London, Brussels and elsewhere. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Univ Manchester, ESRC Ctr Res Innovat & Competit, Manchester M13 9QH, Lancs, England. RP Tether, BS, Univ Manchester, ESRC Ctr Res Innovat & Competit, Oxford Rd, Manchester M13 9QH, Lancs, England. CR ACS Z, 1990, INNOVATION SMALL FIR AUTIO E, 1997, RES POLICY, V26, P263 AUTIO E, 1997, SMALL BUS ECON, V9, P195 COGAN J, 1993, NEW CONCEPTS INNOVAT CRESSY R, 1999, ENTREPRENEURSHIP SMA DELAPIERRE M, 1998, RES POLICY, V26, P989 GARNSEY E, 1993, ENTREP REGION DEV, V5, P179 KEEBLE D, 1998, ENTERPRISE BRIT KLEINKNECHT A, 1993, NEW CONCEPTS INNOVAT LICHT G, 1998, RES POLICY, V26, P1005 LUMME A, 1994, INT C HIGH TECHN SMA MUSTAR P, 1994, SCI INNOVATION 1995 NORTH D, 1994, EMPLOYMENT SMALL FIR OAKEY R, 1991, INT SMALL BUSINESS J, V9, P30 OLOFSSON C, 1993, FIRMS STARTED U RES PAVITT K, 1984, RES POLICY, V13, P343 PAVITT K, 1987, J IND ECON, V35, P287 RICKNE A, 1996, INT C INN MEAS POL L ROTHWELL R, 1983, J GEN MANAGE, V8, P5 SANTARELLI E, 1994, SMALL BUS ECON, V6, P95 SANTARELLI E, 1996, RES POLICY, P25 SOETE L, 1989, 89031 MERIT STOREY DJ, 1987, PERFORMANCE SMALL FI STOREY DJ, 1994, UNDERSTANDING SMALL STOREY DJ, 1998, RES POLICY, V26, P1037 STOREY DJ, 1998, RES POLICY, V26, P933 TETHER BS, 1997, NEW TECH WORK EMPLOY, V12, P91 TETHER BS, 1998, RES POLICY, V26, P947 TETHER BS, 1998, RES POLICY, V27, P725 TETHER BS, 1998, SMALL BUS ECON, V11, P353 WESTHEAD P, 1994, ASSESSMENT FIRMS LOC WESTHEAD P, 1995, SMALL BUS ECON, V7, P111 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 FEB PY 2000 VL 20 IS 2 BP 109 EP 113 PG 5 SC Engineering, Industrial; Operations Research & Management Science GA 266NQ UT ISI:000084306400006 ER PT J AU Freel, MS TI The financing of small firm product innovation within the UK SO TECHNOVATION LA English DT Article DE small firms; product innovation; finance; risk capital; manufacturing ID TECHNOLOGY; POLICY AB This paper investigates the funding environment facing product innovating small manufacturing firms and both supports and contradicts a number of "stylised facts" which have emerged over the last decade. Amongst the key findings it appears that, whilst innovators were no more nor less likely to have sought external funds, they were significantly less likely to have successfully accessed bank finance. This finding is of particular gravity since bank debt remains the primary source of external finance employed. Further, the paper notes the low use of genuine risk capital to fund product innovation and raises the question as to what extent this reflects supply or demand side deficiencies. The role of public subsidies, in the form of grant funding, is also investigated with some tentative evidence pointing to the role grants pray in validating technology or as leverage to access further funds. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Univ Aberdeen, Dept Management Studies, Ctr Entrepreneurship, Aberdeen AB24 3QY, Scotland. RP Freel, MS, Univ Aberdeen, Dept Management Studies, Ctr Entrepreneurship, Edward Wright Bldg, Aberdeen AB24 3QY, Scotland. CR 1990, ACOST ENTERPRISE CHA *BANK ENGL, 1996, FIN TECHN BAS SMALL *CBL, 1997, TECH STARS BREAK GRO *DTI, 1998, CM4176 *ESRC CBR, 1996, CHANG STAT BRIT ENTR *ESRC CBR, 1998, ENT BRIT *HM TREAS, 1998, FIN HIGH TECHN BUS R *SBRC, 1992, STAT BRIT ENT ADAMS A, 1982, EUROPEAN SMALL BUSIN, V1, P67 BARBER J, 1989, BARRIERS GROWTH SMAL BINKS M, 1996, SMALL BUSINESS ENTRE BOOCOCK G, 1997, INT SMALL BUS J, V16, P36 COSH A, 1996, 48 WP ESCR CTR BUS R DEAKINS D, 1991, INT J BANK MARKETING, V12, P24 DEAKINS D, 1996, ENTREPRENEURSHIP SMA ENNEW C, 1995, J SMALL BUSINESS FIN, V4, P69 FLETCHER M, 1995, INT J ENTREPRENEURIA, V1, P37 FREEL M, 1998, 21 ISBA NAT POL RES HALL G, 1989, BARRIERS GROWTH SMAL HARRISON R, 1995, ISRC SEM NEW DEV FIN HOFFMAN K, 1998, TECHNOVATION, V18, P39 JENSEN J, 1997, IND CORP CHANGE, V6, P25 MASON C, 1996, NEW TECHNOLOGY BASED, V2, P8 MASON C, 1999, ANN C ROYAL GEOGR SO MASON C, 1999, VENTURE CAPITAL, V1, P1 MASON CM, 1994, FINANCING SMALL FIRM, P64 MCNALLY K, 1995, INT J ENTREPRENEURIA, V1, P9 MURRAY GC, 1993, RES POLICY, V24, P283 MURRAY GC, 1998, REG STUD, V32, P405 OAKEY R, 1984, HIGH TECHNOLOGY SMAL OAKEY R, 1997, 359 WP MBS U MANCH OUGHTON C, 1997, ECON J, V107, P1486 SEATON J, 1997, NEW TECHNOLOGY BASED, V3, P71 STANDEVEN P, 1993, UNPUB FINANCING EARL SYMEONIDIS G, 1996, 161 WP OECD EC DEP WALSH V, 1995, TECHNOVATION, V15, P303 NR 36 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 DEC PY 1999 VL 19 IS 12 BP 707 EP 719 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 264JW UT ISI:000084178200001 ER PT J AU Bellmann, K Khare, A TI European response to issues in recycling car plastics SO TECHNOVATION LA English DT Article DE automobile; end-of-life vehicles (ELVs); recycling; plastics AB This paper discusses the issue of recycling of plastics in the automobile industry which has gained importance due to the proposed European Commission regulation on End-of-Life Vehicles (ELVs) where the EC sets targets on the percent recyclablity or reusability of a car by the year 2015. This proposed regulation puts pressure on the car manufacturers to increase the recyclable and/or reusable components of their product. Plastic poses a critical challenge as on one hand it is necessary to meet the customer demands related to esthetics, light weight and the technological advantages, while on the other hand it is a hurdle in achieving a higher percent recyclability of the ELVs. A closer look on this issue from Europe is necessary as it is expected to set the trend in car recycling regulations all over the world. However, there are many related economic issues that have to be kept in mind while thinking of recycling of plastics (or other components) from ELVs. Tough regulations may not have the solution to the environmental question as the issue has ramifications outside the automotive industry and outside Europe. The significance of plastics in the automotive industry, the proposed ELV directive from the EC and the economic effects of the same, along with the future concerns is discussed here. Further, the paper takes a brief look at the environment in the Indian sub-continent which is considered an emerging market and is flooded with car manufacturers from all over the world, and where issues like recycling are still to attract the attention of the government and the local population. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Univ Mainz FB03, D-55128 Mainz, Germany. RP Khare, A, Univ Mainz FB03, Jakob Welder Weg 9, D-55128 Mainz, Germany. CR *AAMA, 1998, INT WEBS AM AUT MAN *APME, 1998, INT WEBS ASS PLAST M *BMW, 1998, 199798 BMW *EUR COMM PROP, 1997, OFFICIAL J C *VKE, 1998, INT WEBS VERB KUNST BISIO AL, 1994, HOW MANAGE PLASTICS NR 6 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 DEC PY 1999 VL 19 IS 12 BP 721 EP 734 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 264JW UT ISI:000084178200002 ER PT J AU Jimenez, J Polo, Y TI Kalman filtering as a tool to study the technological substitution in the telecommunications sector SO TECHNOVATION LA English DT Article DE technological substitution; telecommunications; Kalman filtering; selection of models ID MODEL AB This paper tries to ascertain the validity of Kalman Filtering in forecasting technological substitution. It is also concerned with this process in the Spanish Telecommunications Sector. With that aim, the ability of this methodology and that of Ordinary Least Square in describing and forecasting the different substitution processes that have taken place in this sector are compared. Some conclusions are drawn from the different speeds of substitution observed between both processes, and it is also stated that Kalman Filtering is superior to Ordinary Least Square, both in estimating and in forecasting in the short term. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Univ Zaragoza, Dept Management & mkt, Fac Econ & Business Studies, Zaragoza, Spain. RP Jimenez, J, Univ Zaragoza, Dept Management & mkt, Fac Econ & Business Studies, Zaragoza, Spain. CR *MOPTMA, 1996, TEL I EST TRANSP TEL BEWLEY R, 1988, INT J FORECASTING, V4, P177 BLACKMAN AW, 1972, TECHNOLOGICAL FORECA, V3, P441 BLACKMAN AW, 1974, TECHNOLOGICAL FORECA, V6, P41 BRETSCHNEIDER SI, 1980, TECHNOLOGICAL FORECA, V18, P129 EASINGWOOD C, 1981, TECHNOLOGICAL FORECA, V20, P199 FISHER JC, 1971, TECHNOLOGICAL FORECA, V3, P75 FLOYD A, 1968, TECHNOLOGICAL FORECA, P95 KOTLER P, 1971, MARKETING DECISION M MANSFIELD E, 1961, ECONOMETRICA, V29, P741 SHARIF MN, 1975, TECHNOLOGICAL FORECA, V7, P99 SHARIF MN, 1976, TECHNOLOGICAL FORECA, V8, P353 SKIADAS C, 1985, TECHNOL FORECAST SOC, V27, P39 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 1999 VL 19 IS 12 BP 735 EP 746 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 264JW UT ISI:000084178200003 ER PT J AU Akanbi, CT Taiwo, KA TI Economic analysis of the production of ready-to-eat 'Gbegiri' bean mix powder SO TECHNOVATION LA English DT Article DE net present value (NPV); internal rate of return (IRR); sensitivity analysis; Gbegiri-bean soup mix powder; plant capacity utilisation AB Economic evaluation of the industrial production of Gbegiri bean soup mix was conducted using the NPV (net present value) and IRR (internal rate of return) methods. A uniform cash flow over a 10-year plant life with zero salvage value was assumed. Sensitivity analysis was conducted by varying the number of production days (330, 250 and 150 days) at 100% plant capacity and varying the plant capacity 100, 85 and 70% for a 330-day production schedule. Some components of the operating cost reduced as the number of production days or the plant capacity were reduced. The production cost and product cost per unit increased with reduction in either the plant capacity utilisation or the number of days. The economic performance of the plant when operated for 150 days was not attractive. The results indicated that the plant should not be operated for less than 250 days in the year. Flexibility in the plant capacity utilisation in the range 70-100% yields a good economic performance. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Obafemi Awolowo Univ, Technol Planning & Dev Unit, Ile Ife, Nigeria. RP Taiwo, KA, Obafemi Awolowo Univ, Technol Planning & Dev Unit, Ile Ife, Nigeria. CR *FOS, 1993, ANN ABSTR STAT AKANBI CT, 1992, NIGERIAN FOOD J, V10, P44 BARRY PJ, 1983, FINANCIAL MANAGEMENT COULSON JM, 1983, CHEM ENG, V6 DEGARMO EP, 1979, ENG EC FASHAKIN JB, 1988, TROPICAL SCI, V28, P191 ILORI MO, 1996, TECHNICAL Q, V33, P39 ILORI MO, 1997, TECHNOVATION, V17, P715 LEE WF, 1988, AGR FINANCE MORESI M, 1994, ITALIAN J FOOD SCI, V3, P357 PHILLIPS RD, 1991, FOOD TECHNOL-CHICAGO, V45, P127 TAIWO KA, 1994, NIGERIAN FOOD J, V12, P11 TAIWO KA, 1997, J FOOD ENG, P334 WILLIAMS JR, 1981, J FOOD SCI, V47, P284 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 DEC PY 1999 VL 19 IS 12 BP 747 EP 753 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 264JW UT ISI:000084178200004 ER PT J AU Pfirrmann, O TI Neither soft nor hard - pattern of development of new technology based firms in biotechnology SO TECHNOVATION LA English DT Article DE biotechnology; new technology based firms; firm growth; regional network ID INSTITUTIONAL TRANSFORMATION; STAR SCIENTISTS; INNOVATION; INDUSTRY; DEMAND AB Traditional theory states that small companies that emerge from a university environment follow a distinctive pattern of development. Due to this view the companies start as technical consultancies selling expert reports which incorporate a high degree of intellectual analysis and in which the scientist's original academic expertise is focused on the specific problem of a client. There then follows a gradual process of development during which this initial product is reduced, first to a more routine analytical package and then into a design technique, before eventually emerging as a distinct and standardized product which embodies in simplified form the original expertise, but which is now suitable for repetitive manufacture. This pattern can be described as a "hardening process" and is paralleled in the development of the company through a series of "soft" stages. Based on a sample of 35 biotechnology start-ups of a German region called Berlin-Brandenburg information about the services and products offered by these firms will be discussed. We found no clear evidence that follows the above mentioned development pattern. In contrast, several firms started exclusively with products. The majority, however, offers both products and services. The latter mainly in R&D. A large number of the start-ups already has their product launched on the market. There are individual factors of the entrepreneur/the entrepreneurial team, as well as the environment of the firms, for example the strong competition in biotechnology, that forces firms to market their product early. In several cases these products are not for final use, but can be regarded as intermediate products within the biotechnical value added chain. Several firms exhibit a broad network including research institutions, small and large firms that might also determine the development pattern. Finally, even the state-of-the-art of the specific technology itself allows for some tentative conclusions to be drawn about product/service relationships within newly established firms. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Free Univ Berlin, Arbeitstelle Polit & Tech, D-14195 Berlin, Germany. RP Pfirrmann, O, Free Univ Berlin, Arbeitstelle Polit & Tech, Ihnestr 53, D-14195 Berlin, Germany. CR *OTA, 1991, BIOT GLOB EC C US WA AUDRETSCH DB, 1996, REV IND ORGAN, V11, P253 BOLLINGER L, 1983, RES POLICY, V12, P1 BULLOCK M, 1983, ACAD ENTERPRISE IND CHEESEBOROUGH H, 1996, HARVARD BUS REV, V74, P65 CHRISTENSEN JF, 1995, RES POLICY, V24, P727 GREIS NP, 1995, RES POLICY, V24, P609 HAUG P, 1992, TECHNOVATION, V12, P423 KRUGMAN P, 1991, GEOGRAPHY TRADE MOWERY D, 1979, RES POLICY, V8, P102 PENROSE E, 1959, THEORY GROWTH FIRM PISANO G, 1990, RES POLICY, V20, P237 ROMER PM, 1990, J POLITICAL EC, V98, P71 SCHITAG E, 1998, ERSTER DTSCH BIOTECH SENKER J, 1996, TECHNOVATION, V16, P219 WERTH B, 1994, BILLION DOLLAR MOL 1 ZUCKER LG, 1996, P NATL ACAD SCI USA, V93, P12709 ZUCKER LG, 1997, AM BEHAV SCI, V40, P502 NR 18 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 1999 VL 19 IS 11 BP 651 EP 659 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 255GP UT ISI:000083661400001 ER PT J AU Molas-Gallart, J Sinclair, T TI From technology generation to technology transfer: the concept and reality of the "Dual-Use Technology Centres" SO TECHNOVATION LA English DT Article DE technology generation; technology transfers; "Dual-Use Technology Centres"; defence resource AB "Dual-Use policies" are one response to the challenges faced by defence research establishments and defence producers. This article traces the development of Dual-Use Technology Centres (DUTCs), a UK initiative to exploit the capabilities generated in defence research establishments by providing a channel far technology transfer. We find that a number of persistent tensions are creating problems under the current arrangements and conclude that there should be a clear separation within the research organisation of the Ministry of Defence (MoD), between offices concerned with managing research programmes conducted "extra-murally", and MoD-owned facilities carrying out research. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Univ Sussex, Sci Policy Res Unit, Brighton BN1 9RF, E Sussex, England. RP Molas-Gallart, J, Univ Sussex, Sci Policy Res Unit, Brighton BN1 9RF, E Sussex, England. CR *ADV COUNC SCI TEC, 1989, DEF R D NAT RES *DIR DEF RES ENG, 1996, DEF SCI TECHN STRAT *HOUS LORDS SEL CO, 1987, CIV RES DEV *HOUS LORDS SEL CO, 1994, DEF RES AG *L LIV NAT LAB, 1996, I PLAN FY 1997 2002 *LOS AL NAT LAB, 1996, STRAT OV *OFF SCI TECHN, 1993, REAL OUR POT *SAND NAT LAB, 1996, SAND STRAT PLAN *SECR EN ADV BOARD, 1995, TASK FORC ALT FUT DE *SECR STAT DEF, 1998, DEF DIV GETT MOST OU *US C OFF TECHN AS, 1988, OTAISC420 *US C OFF TECHN AS, 1995, DUAL US TECHN DEF ST AUTIO E, 1995, INT J TECHNOL MANAGE, V10, P643 BODEN R, 1998, IN PRESS ACCOUTING A CREASE RP, 1993, FORUM APPL RES PUBLI, P96 GALTUNG J, 1979, TDBCG23REV HOWELLS J, 1996, TECHNOL ANAL STRATEG, V8, P91 MOLASGALLART J, 1997, RES POLICY, V26, P367 REPPY J, 1994, DEFENCE CONVERSION F, V18, P49 SPINARDI G, 1992, SCI PUBL POLICY, V19, P198 TROTT P, 1996, R&D MANAGE, V26, P83 NR 21 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 1999 VL 19 IS 11 BP 661 EP 671 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 255GP UT ISI:000083661400002 ER PT J AU Phillimore, J TI Beyond the linear view of innovation in science park evaluation - An analysis of Western Australian Technology Park SO TECHNOVATION LA English DT Article DE linear moder of innovation; technology parks; information networks ID INDUSTRY AB Science and technology (S&T) parks have been viewed sceptically in much of the academic Literature when judged in terms of technology development or urban renewal. S&T Parks have been criticised for relying on an outdated, linear, model of innovation, which assumes that scientific knowledge can be transferred unproblematically from a research university to an adjacent Park for development. Innovation is now widely recognised as a complex non-linear process involving feedback loops and the creation of synergies through a diverse range of information networks. However, much evaluation of S&T Parks continues to implicitly use a linear framework by concentrating on the direct transfer of knowledge from universities to Park companies, and has a fairly limited conceptualisation of whether interaction is occurring or not. This article moves beyond the linear approach by examining interaction and networking within Western Australian Technology Park (WATP), as well as between WATP companies and universities. It also compares the situation in WATP with the findings from a study by Vedovello of Surrey Research Park. It finds that there is more interaction occurring than might be estimated using the traditional evaluative model and identifies several different categories of company which exist at the Park, in terms of their interactive behaviour. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Murdoch Univ, Inst Sci & Technol Policy, Murdoch, WA 6150, Australia. RP Phillimore, J, Murdoch Univ, Inst Sci & Technol Policy, Murdoch, WA 6150, Australia. CR CASTELLS P, 1994, TECHNOPOLES WORLD MA GRAYSON L, 1993, SCI PARKS EXPT HIGH JOSEPH R, 1994, PROMETHEUS, V12, P46 MARINOVA D, 1998, 15 IASP WORLD C SCI MASSEY D, 1992, HIGH TECH FANTASIES PARKER WF, 1989, W AUSTR TECHNOLOGY P QUINTAS P, 1992, TECHNOVATION, V12, P161 VEDOVELLO C, 1997, TECHNOVATION, V17, P491 NR 8 TC 10 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 1999 VL 19 IS 11 BP 673 EP 680 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA 255GP UT ISI:000083661400003 ER PT J AU Hossain, L TI Fostering economic development through telecommunications in South East Asia: challenges facing the Thai telecommunications regulators SO TECHNOVATION LA English DT Article DE telecommunications; development; SEA; challenges; Thailand AB Advances in telecommunications offer benefits from its products and services. These are crucial for both the economic and social development of a nation. To date, most developing nations are struggling to establish a comprehensive National Telecommunications Planning Practice (NTPP) framework for exploiting the strategic benefits through the proper use of telecommunications. Does telecommunications infrastructure help foster economic development in Thailand? Existing literature on telecommunications provide an understanding that the economic development of a nation can be achieved through the development and proper use of telecommunications infrastructure. Why do Thailand and other countries fail to make optimal use of telecommunications to improve the economy? This study is based on the argument that telecommunications can only help the economic development, when there is a strategic fit between telecommunications planning practices and the environmental forces. The overall aim of this study is to provide an analysis of the perceived environmental complexities of Thai telecommunications and its impact on economic development. In particular, the study focuses on providing a rationale for the questions addressed: How are the environmental factors influencing Thailand's NTPP? What are the causes of these rather diverse and ambiguous outcomes and industry growth of Thai telecommunications? In this regard, it important to have an understanding of the relationships between a NTPP, Government regulation and technological changes for telecommunications. The findings highlight the need for a formal public policy and regulatory framework, which may guide Thailand in exploiting telecommunications for economic development. The lack of formal public policy and appropriate regulatory framework is seen as a major contributing factor to Thailand's current economic crisis. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Massey Univ, Inst Informat & Math Sci, Auckland, New Zealand. RP Hossain, L, Massey Univ, Inst Informat & Math Sci, Private Bag 102 904,NSMC, Auckland, New Zealand. CR ANIES AA, 1975, NATL PLANNING INFORM, V10, P3 ARGYRIS C, 1978, ORG LEARNING ARMSTRONG JS, 1982, STRATEGIC MANAGEMENT, V3, P197 BURKHART P, 1993, SUCESSFUL STRATEGIC CHARAVEJASARN T, 1994, COUNTRY PAPER TELECO, P1 HAM C, 1993, POLICY PROCESS MODER HOSSAIN L, 1997, FORMALISATION NAT TE HOSSAIN L, 1997, GLOBAL NETWORKING 97, P88 HOSSAIN L, 1997, INT J COMPUTER ENG M, V5, P29 HOSSAIN L, 1997, TELECOM INTERACTIVE HOSSAIN L, 1998, UNPUB 21 PAC TEL C H HOWLETT M, 1995, STUDYING PUBLIC POIC HUBBARD RR, 1988, PACIFIC TELECOMMUNIC, P121 HUDSON H, 1990, COMMUNICATION SATELI JUSSAWALLA M, 1986, PASSING REMOTENESS I LINDLEY R, 1996, INT J COMPUTER ENG M, V4, P25 MCGILL ME, 1992, ORGAN DYN, V21, P5 MINTZBERG H, 1994, RISE FALL STRATEGIC OGDEN MR, 1994, PAC TEL COUNC 16 ANN, P421 PARAPAK JL, 1988, PAC TEL C HON HAW, P539 PETRAZZINI B, 1995, POLITICAL EC TELECOM SPENCE J, 1988, PAC TEL C HON HAW, P83 ZIMMERMANN EK, 1981, KNOWLEDGE IND PUBLIC, V16, P3 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 1999 VL 19 IS 11 BP 681 EP 689 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 255GP UT ISI:000083661400004 ER PT J AU Adetayo, JO Sanni, SA Ilori, MO TI The impact of information technology on product marketing: a case study of a multinational company in Nigeria SO TECHNOVATION LA English DT Article DE information technology (IT); electronic spreadsheet; decision support system; product marketing; forecasting; likert scale; marketing, product and process ID DECISION-MAKING AB This study evaluated the impact of information technology (IT) on the marketing of a product of a multinational company in Nigeria by interviewing the brand manager and three marketing officers of the prod;ct. A questionnaire was also administered to 60 randomly selected literate retailers, wholesalers and consumers of the product, both in Lagos and Ibadan, to assess the impact of IT on some marketing variables. The results showed that there were savings in time and a reduction in error rate resulting from the use of electronic spreadsheets, decision support systems and computer-graphic aids. An unanticipated effect of the better understanding of sales trends and distribution planning resulted from the use of electronic spreadsheets and decision support systems, respectively. Sales were boosted as a result of optimization of activities. Labour resource savings were also achieved through the use of computer graphics. The use of e-mail increased the amount of data available for use. The impact of radio, television and telephone was also significant on some marketing variables such as product popularity, promotion/advertisement, distribution and sales. However, improper planning of jobs could lead to time-wasting with electronic spreadsheets and decision support systems. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Obafemi Awolowo Univ, Natl Ctr Technol Management, Ile Ife, Nigeria. RP Ilori, MO, Obafemi Awolowo Univ, Natl Ctr Technol Management, Ile Ife, Nigeria. CR 1990, CAMBRIDGE ENCY 1997, DAILY TIMES 0107, P10 AGARWAL R, 1992, INT J TECHNOL MANAGE, V7, P626 ANDERSON RG, 1990, DATA PROCESSING, V2 BONDRA JC, 1996, IND MARKET MANAG, V25, P187 CLAUS V, 1992, ENCY INFORMATION TEC DONALD FN, 1992, INT J TECHNOLOGY MAN, V7, P390 FISHER S, 1995, ACCESS INFORMATION M, V33, P22 FUORI M, 1991, COMPUTERS INFORMATIO GRAINGERSMITH N, 1994, J INFORM SCI, V5, P20 HANSON J, 1990, NEW COMMUNICATION TE HUBER GP, 1990, ACAD MANAGE REV, V15, P47 KOTLER P, 1991, MARKETING MANAGEMENT LABOVITZ S, 1970, AM SOCIOL REV, V35, P515 LONGLEY L, 1982, DICT INFORMATION TEC LUCEY T, 1987, DP PUBLICATIONS MENTZER JT, 1993, IND MARKET MANAG, V22, P109 MOLLOY S, 1995, J MANAGE STUD, V32, P283 MORIARTY RT, 1989, HARVARD BUSINESS JAN, P100 ONONOGBO RU, 1990, INFORMATION IT TECHN PHILLIP K, 1992, J MARKETING, V36, P46 PORTER ME, 1985, HARVARD BUS REV, V63, P149 WALTER C, 1992, DICT INFORMATION SCI 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 1999 VL 19 IS 11 BP 691 EP 699 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 255GP UT ISI:000083661400005 ER PT J AU Kostoff, RN TI Science and technology innovation SO TECHNOVATION LA English DT Article DE innovation; discovery; complementary literatures; disparate disciplines; cross-discipline; database tomography; computational linguistics; bibliometrics; workshops AB This paper describes two novel complementary approaches for systematically enhancing the process of innovation and discovery. One approach is workshop-based and the other approach is literature-based. Both approaches have the common feature of exploring knowledge from very disparate technical disciplines and technologies, and transferring insights and understanding from one or more disparate technical areas to another. It is highly recommended that the approaches be combined into a single process. The integrated approach has the potential to be a major breakthrough for the systematic promotion of innovation and discovery. Published by Elsevier Science Ltd. C1 Off Naval Res, Arlington, VA 22217 USA. RP Kostoff, RN, Off Naval Res, Arlington, VA 22217 USA. CR FINN R, 1998, PROGR UNCOVERS HIDDE GORDON MD, 1996, JASIS, V47, P2 KOSTOFF RN, 1993, COMPETITIVE INTELLIG, V4, P1 KOSTOFF RN, 1994, COMPETITIVE INTELLIG, V5, P1 KOSTOFF RN, 1997, J INFORM SCI, V23, P301 KOSTOFF RN, 1998, INFORMATION PROCESSI, V34, P1 KOSTOFF RN, 1999, J AM SOC INFORM 0415 SWANSON DR, 1986, PERSPECTIVES BIOL ME, V30, P1 SWANSON DR, 1997, ARTIF INTELL, V91, P183 NR 9 TC 16 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 1999 VL 19 IS 10 BP 593 EP 604 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 234KX UT ISI:000082484800001 ER PT J AU Brockhoff, KK Ernst, H Hundhausen, E TI Gains and pains from licensing - Patent-portfolios as strategic weapons in the cardiac rhythm management industry SO TECHNOVATION LA English DT Article DE acquisition; cardiac rhythm industry; licensing; litigation; pacemakers; patents; strategy ID INDICATORS AB Because of the rapidly growing number of elderly people, products for the treatment of cardiac rhythm disorders (pacemakers) are a major part of the US $130 billion medical device market. Since 1994 two US companies, Medtronic Inc. and St. Jude Medical Inc., have dominated the pacemaker segment. Very interestingly, the two competitors show substantially different developments of their financial performance. This case study offers some answers to the question, what may have caused these developments? A review of the most recent history of the two companies, and a third player which is of particular interest, Siemens AG, shows that these companies have followed different strategies to achieve success in the pacemaker market. Since technological progress has been of prime importance in the pacemaker industry, patent analyses were conducted. It is shown that a strong patent-portfolio can be an important strategic weapon in the pacemaker industry. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Otto Beisheim Grad Sch Management, D-56179 Vallendar, Germany. RP Ernst, H, Univ Kiel, Inst Res Innovat Management, Olshaussenstr 40, D-24098 Kiel, Germany. CR *ST JUD MED INC, ANN REP VAR YEARS ALBERT MB, 1991, RES POLICY, V20, P251 ERNST H, 1995, TECHNOVATION, V15, P225 ERNST H, 1998, J ENG TECHNOL MANAGE, V15, P279 FAUST K, 1992, IFOSCHNELLDIENST, V45, P11 HARHOFF D, 1997, 26 WZB FS IV HUNDHAUSEN E, 1998, ST JUDE SCHRITTMACHE, V7, P89 NARIN F, 1987, RES POLICY, V16, P143 PAVITT K, 1988, HDB QUANTITATIVE STU, P509 NR 9 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 1999 VL 19 IS 10 BP 605 EP 614 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 234KX UT ISI:000082484800002 ER PT J AU Vekstein, D TI Defense conversion, technology policy and R & D networks in the innovation system of Israel SO TECHNOVATION LA English DT Article DE defense industry; defense conversion; Israel; R & D networks; technological learning; technology transfer; technology policy AB The historical contest of the Israeli defense industry is reviewed to identify the circumstances conducive to the emergence of R & D networks through which major defense firms are pursuing defense conversion today. Technology policies, organizational strategies, and the institutionalization of a particular view of national security, have influenced the membership structures of these networks and allowed few rich firms rather than many industrial firms to gain access to an increased pool of advanced technological knowledge. The case of the largest defense firm in Israel is presented and the system of R & D networks within the MAGNET Program is described. The paper argues that Israel needs an explicit diffusion-oriented policy for technology as well as open networks to involve relevant stakeholders in the country (e.g. small firms, development organizations, and entrepreneurs). The paper details policy conclusions and emphasizes the feasibility to learn through networks, the need to reemit government leadership, to formulate and implement a coordinated policy for the management of the national innovation system, and above all, to expand the concept of national security so as to include social and economic aspects at individual and collective levels. (C) 1999 Published by Elevier Science Ltd. All rights reserved. C1 Ben Gurion Univ Negev, Grad Sch Management, IL-84105 Beer Sheva, Israel. RP Vekstein, D, Ben Gurion Univ Negev, Grad Sch Management, POB 653, IL-84105 Beer Sheva, Israel. CR *IEEE SPECTR, 1992, CONVERSION 1226 *MIN EC PLANN ISR, 1991, PLAN NAT EC 1991 199 *MIN IND TRAD ISR, 1997, MAGANET PROGR *MIN SCI ARTS ISR, 1995, DEV SCI TECHN INFR P *MIN SCI DEV ISR, 1984, RES DEV TECHN HIGH T *MIN SCI ISR, 1997, DEV SCI TECHN INFR P BERGER PL, 1967, SOCIAL CONSTRUCTION BROWN MA, 1991, RES POLICY, V20, P121 BURGELMAN RA, 1994, ADMIN SCI QUART, V39, P24 CHESNAIS F, 1992, NATL SYSTEMS INNOVAT, P265 DICKEN P, 1992, GLOBAL SHIFT INT EC ELSNER W, 1992, J ECON ISSUES, V27, P1254 ELSNER W, 1995, J ECON ISSUES, V29, P503 ETINGER A, 1996, ASAKIM OCT EVRON J, 1980, ISRAEL DEFENSE IND GEROSKY P, 1995, HDB EC INNOVATION TE, P91 GOLD D, 1992, ISRAEL AM NONNATO AL HALPERIN A, 1992, CONVERSION ISRAELI D HALPERIN A, 1992, DEPENDENCE ISRAELI D HIRSCHHORN P, 1993, BATTLE FATIGUE IMAI K, 1989, OECD C CONTR SCI TEC JUSTMAN M, 1994, MODERNIZATION GROWTH KACHALSKY E, 1968, COMMITTEE EXAMINATIO KACHALSKYKATZIR E, 1991, WORLDWIDE SCI TECHNO, P259 LEONARDBARTON D, 1990, TECHNOLOGY TRANSFER, P43 MANSFIELD E, 1993, MANAGE SCI, V39, P149 MARDOR MM, 1981, RAFAEL MOWERY D, 1995, HDB EC INNOVATION TE, P513 NELSON RR, 1993, NATL INNOVATION SYST PATEL P, 1995, HDB EC INNOVATION TE, P14 PINES K, 1990, HORN PLENTY SCI RES POWELL WW, 1991, NEW I ORG ANAL, P183 REDDY NM, 1990, RES POLICY, V19, P285 RODAN S, 1998, JERUSALEM POST, V22, P13 ROGERS EM, 1998, R&D MANAGE, V28, P79 ROSSANT J, 1995, BUSINESS WEEK AUG, P38 SCOTT WB, 1994, AVIAT WEEK SPACE TEC, V141, P42 SENKER J, 1991, RES POLICY, V20, P29 STATA R, 1989, SLOAN MANAGEMENT SPR, P63 TEUBAL M, 1993, NATIONAL INNOVATION, P476 VEKSTEIN D, 1997, J TECHNOLOGY TRANSFE, V22, P47 VEKSTEIN D, 1998, OMEGA-INT J MANAGE S, V26, P551 WINTER SG, 1987, COMPETITIVE CHALLENG, P159 ZUSCOVITCH E, 1993, TECHNOLOGICAL INFAST, P31 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 OCT PY 1999 VL 19 IS 10 BP 615 EP 629 PG 15 SC Engineering, Industrial; Operations Research & Management Science GA 234KX UT ISI:000082484800003 ER PT J AU Drejer, A Riis, JO TI Competence development and technology - How learning and technology can be meaningfully integrated SO TECHNOVATION LA English DT Article DE competence development; technology; learning AB In view of the dynamics of both market and technology development the notion of competency may play an important role as a bridge between market and technology. However, a more differentiated view is needed. Based on a definition of competencies as a system of human beings, technology, organization and culture, we shall identify two important drivers of competence development-technological change and organizational learning. Three kinds of competencies are introduced and illustrated by means of case examples. This will form the basis for discussing issues related to competence development, such as technological and functional forecasting, forecasting versus visioneering, organizational learning as an enabler for competence development. Theoretical and practical implications conclude the paper. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Univ Aalborg, Dept Prod, DK-9220 Aalborg E, Denmark. RP Drejer, A, Univ Aalborg, Dept Prod, Fibiqerstrade 16, DK-9220 Aalborg E, Denmark. CR ALTER SL, 1980, DECISION SUPPORT EXP ANDERSON P, 1990, ADMIN SCI QUART, V35, P604 ARGYRIS C, 1993, ORG LEARNING BESSANT J, 1990, P FIN IIASA C BETTIS RA, 1995, STRATEGIC MANAGE J, V16, P7 BETZ F, 1987, MANAGING TECHNOLOGY BHALLA SK, 1987, EFFECTIVE MANAGEMENT BLACKMON KL, 1996, THESIS U N CAROLINA CLARK KB, 1989, HARVARD BUSINESS NOV, P37 CYERT RM, 1963, BEHAV THEORY FIRM DAVENI RA, 1994, MANAGING DYNAMICS ST DREJER A, 1996, TECHNOLOGY ANAL MAR, V1, P9 DREJER A, 1996, THESIS AALBORG U DUNCAN R, 1979, RES ORG BEHAV, V1 DUSSAGE P, 1991, STRATEGIC TECHNOLOGY FOSTER RN, 1986, BUSINESS WEEK MAY, P24 FRICK J, 1990, P CIM EUR PORT MAY GRANT RM, 1991, IMPLICATION STRATEGY, P1 GUILD PD, 1994, P 4 INT C MAN TECHN JANTSCH E, 1967, TECHNOLOGY FORECASTI JELINEK M, 1979, I INNOVATION STUDY O JONES O, 1997, J MANAGE STUD, V34, P511 KIERNAN M, 1995, GET INNOVIATIVE GET KIM DJ, 1996, ORGAN SCI, V7, P283 LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG MARTIN J, 1997, CYBERCORP MILES RE, 1978, ORG STRATEGY STRUCTU NEERGAARD C, 1994, THESIS AALBORG U NIELSEN AP, 1997, DRIFTT DAG NONAKA I, 1991, KNOWLEDGE CREATING C, P96 PEDLER M, 1991, LEARNING CO PRAHALAD CK, 1990, HARVARD BUSINESS MAY QUINN JB, 1992, INTELLIGENCE ENTERPR RIIS JO, 1978, DESIGN MANAGEMENT SY RIIS JO, 1992, INTEGRATION MANUFACT RIIS JO, 1994, PRODUCTION PLANNING, V5, P41 RIIS JO, 1995, SIMULATION GAMES LEA RIIS JO, 1996, P EDU C MARCH 14 17 ROSENKOPF L, 1994, EVOLUTIONARY DYNAMIC, P403 SAVAGE CM, 1990, 5 GENERATION MANAGEM SCHEIN EH, 1985, ORG CULTURE LEADERSH SENGE PM, 1990, LEADERS NEW WORK BUI SUN H, 1993, PATTERNS ORG TECHNOL TUSHMAN ML, 1990, ADMIN SCI QUART, V35, P1 VOSS CA, 1988, INT J TECHNOLOGY MAN, V3, P41 WERNERFELT B, 1984, STRATEGIC MANAGEMENT, V5, P41 NR 46 TC 5 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 1999 VL 19 IS 10 BP 631 EP 644 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 234KX UT ISI:000082484800004 ER PT J AU Boisot, M Cox, B TI The I-Space: a framework for analyzing the evolution of social computing SO TECHNOVATION LA English DT Article DE sociotechnical; economics; I-Space; information value AB Advances in the design of computer architectures and networks have led to new ways of representing, creating, manipulating and distributing knowledge. This paper takes a sociotechnical view of computing and considers the impact of computer architectures which are based on connectionist principles and the growth in computer networks on the representation of the learning process and strategies for dealing with complexity. It calls for a new economic view of knowledge and intellectual property rights more appropriate for the analysis of information flows in networks. Finally, the Information Space (I-Space) is presented as a framework for the analysis and evaluation of information flows. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 ESADE, Barcelona, Spain. RP Cox, B, Univ London Imperial Coll Sci Technol & Med, Sch Management, 53 Princes Gate,Exhibit Rd, London SW7 2PG, England. CR ARROW K, 1984, EC INFORMATION COLLE, P136 BARON RJ, 1992, COMPUTER ARCHITECTUR BOISOT M, 1995, INFORMATION SPACE FR CHAITIN GJ, 1974, IEEE T INFORMATION T, V20, P10 CHURCH A, 1936, AM J MATH, V58, P345 CLANCEY WJ, 1997, EXPERTISE CONTEXT HU COASE RH, 1937, ECONOMICA, V4, P386 FLYNN MJ, 1966, P IEEE, V54, P1901 GAZZANIGA M, 1978, INTEGRATED MIND GAZZANIGA M, 1992, NATURES MIND HARMAN P, 1993, INTELLIGENT SOFTWARE HAYEK F, 1952, SENSORY ORDER HEBB DO, 1949, ORG BEHAV HOFSTADTER D, 1995, FLUID CONCEPTS CREAT HOPFIELD JJ, 1982, P NATL ACAD SCI USA, V79, P2554 KAUFFMAN S, 1993, ORIGINS ORDER KOLMOGOROV AN, 1965, PROB INFO TRANSMISSI, V1, P1 MCCULLOCH WS, 1943, B MATH BIOPHYS, V5, P115 MCNAUGHTON BL, 1989, LECT SCI COMPLEXITY MIROWSKI P, 1989, MORE HEAT LIGHT EC S POPPER K, 1983, REALISM AIMS SCI TURING AM, 1950, MIND, V59, P433 WALRAS L, 1984, ELEMENTS PURE EC THE WILLIAMSON O, 1975, MARKETS HIERARCHIES 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 1999 VL 19 IS 9 BP 525 EP 536 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 223CP UT ISI:000081822700001 ER PT J AU Garrone, P Colombo, MG TI Market-driven design of innovative services - The case of multimedia home banking SO TECHNOVATION LA English DT Article DE design; innovation; multimedia service; discrete-choice model AB This paper is aimed at empirically analyzing how user needs may drive the development of a special class of innovative services, namely multimedia home banking services. Homogeneous groups of potential users are identified in a sample of 400 customers of Italian retail banks, while a discrete-choice model is estimated relying upon a sub-sample of 148 individuals; the attitude of typical individuals towards a number of hypothetical designs of the new service is simulated. It is shown that differences in both socioeconomic conditions of living and individual skills cause potential consumers to select different designs of multimedia home banking. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Politecn Milan, Dipartimento Econ & Prod, I-20133 Milan, Italy. RP Garrone, P, Politecn Milan, Dipartimento Econ & Prod, Piazza Leonardo da Vinci 32, I-20133 Milan, Italy. CR *FIND SVP, 1996, AM HOM FIN SERV SURV *MIL MULT, 1996, PROGR MIL MULT SERV, V2 *PUBL NETW EUR, 1996, NEW OP OLD FEARS FIN, P27 BEGGS S, 1981, J ECONOMETRICS, V16, P1 BENAKIVA M, 1985, DISCRETE CHOICE ANAL BUZZACCHI L, 1995, RES POLICY, V24, P151 COLLIS D, 1995, WINNERS LOSERS IND S COLOMBO MG, 1996, IMPRESA, V8, P24 COLOMBO MG, 1997, STRATEGIES COMMUNICA, V28, P217 ELIXMANN D, 1997, ICFC C SAN FRANC CA GAUTSCHI DA, 1990, TELECOMMUNICATIONS D, P37 GRIFFIN A, 1996, J PROD INNOVAT MANAG, V13, P191 HAUSMAN J, 1984, ECONOMETRICA, V52, P1219 HAUSMAN JA, 1987, J ECONOMETRICS, V34, P83 HENSHER AD, 1981, APPL DISCRETE CHOICE HORTON R, 1996, TELECOMMUN POLICY, V20, P233 JOHNE FA, 1996, J PROD INNOVAT MANAG, V13, P440 LANCASTER KJ, 1971, CONSUMER DEMAND NEW LUCE RD, 1959, INDIVIDUAL CHOICE BE MARIEN M, 1996, TELECOMMUN POLICY, V20, P375 MARR NE, 1993, INT J BANK MARKETING, V11, P3 MOLTENI L, 1994, ANAL MULTIVARIATA RI PRENDERGAST GP, 1994, SERV IND J, V14, P94 TAYLOR LD, 1994, TELECOMMUNICATIONS D WERDEN GJ, 1996, INT J EC BUSINESS, V3, P83 WEST SM, 1997, BT TECHNOL J, V15, P83 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 SEP PY 1999 VL 19 IS 9 BP 537 EP 549 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 223CP UT ISI:000081822700002 ER PT J AU Arundel, A Rose, A TI The diffusion of environmental biotechnology in Canada: adoption strategies and cost offsets SO TECHNOVATION LA English DT Article DE diffusion; environmental biotechnology Canada; adoption strategies ID COMPETITIVENESS AB A 1996 study by Statistics Canada surveyed the use of 22 biotechnologies by firms with more than five million dollars (Canadian) in annual sales and in 17 sectors. Responses were received from 2010 firms or 87.5% of the survey population. The highest application rate for each of three classes of biotechnology (advanced biotechnologies including genetic engineering, environmental biotechnology, and bioculture/industrial process biotechnology) is for environmental biotechnology by firms in resource-based extraction and manufacturing sectors. The adoption rate for environmental biotechnology has increased among the cohort of 1996 resource-based firms by 9.2% per year since 1985, which is the fastest adoption rate for any of the biotechnologies. However, other results indicate that environmental biotechnology is a long pray from achieving an "off-the-shelf" status. Firms require an extensive range of internal and external sources of expertise to be able to implement environmental biotechnology. One finding which could encourage the further diffusion of environmental biotechnology is that a majority of employee-weighted firms report cost savings from the adoption of environmental biotechnology to either control pollution or for use in their production processes. The exception is the wood, pulp and paper sector, where less than 14% of firms report cost savings. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 MERIT, NL-6200 MD Maastricht, Netherlands. RP Arundel, A, MERIT, POB 616, NL-6200 MD Maastricht, Netherlands. CR *CBS TASKF, 1997, BIOIND MIN EN SECT C *STAT CAN, 1997, SERV B SCI STAT, V21, P1 *STAT CAN, 1998, 16F0006XPE STAT CAN ACHARYA R, BIOTECHNOLOGY COMPET, P89 ARUNDE A, 1998, NAT BIOTECHNOL, V16, P596 AUTIO E, 1997, 497 STEP BURKE JF, 1997, NAT BIOTECHNOL, V15, P695 DODGSON M, 1993, TECHNOLOGY COLLABORA EDELMAN A, 1997, BIOTECHNOLOGY PROGR FREEMAN C, 1988, TECHNICAL CHANGE EC, P38 HOGAN S, 1997, BIOTECHNOLOGY SELECT, V1 JAFFE AB, 1995, J ECON LIT, V33, P132 JAWORSKI J, 1998, CANADIAN BIOINDUSTRY JOLY PB, 1996, RES POLICY, V25, P1027 LERNER J, 1998, J IND ECON, V46, P125 MORRISON SW, 1998, NEW DIRECTIONS 98 MULLER A, 1997, EUROPEAN BIOTECH 97 PALMER K, 1995, J ECON PERSPECT, V9, P119 PAVITT K, 1984, RES POLICY, V13, P343 PAVITT K, 1990, CALIFORNIA MANAG SPR, P17 PEARCE DW, 1984, RESOUR CONSERV, V11, P27 PORTER ME, 1991, SCI AM, V264, P168 PORTER ME, 1995, J ECON PERSPECT, V9, P97 ROSE A, 1998, ST9805 SAVIOTTI PP, 1998, BIOTECHNOLOGY COMPET, P19 SAVIOTTI PP, 1998, BIOTECHNOLOGY COMPET, P68 SHARP M, 1991, TECHNOLOGY INVESTMEN TILS C, 1997, 16 IPTS, P5 NR 28 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 SEP PY 1999 VL 19 IS 9 BP 551 EP 560 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 223CP UT ISI:000081822700003 ER PT J AU Hadjimanolis, A TI Barriers to innovation for SMEs in a small less developed country (Cyprus) SO TECHNOVATION LA English DT Article DE barriers approach; innovation; less developed countries; government policies; small firms; survey ID TECHNOLOGICAL INNOVATION; FIRMS AB The present research, conducted in Cyprus, a small less developed country, concentrates on the barriers approach to innovation. The importance of barriers, as perceived by the firms' owners/managers was, rather surprisingly, not statistically correlated either to innovativeness, economic performance or the extent of the horizontal networking. The study of barriers offers, nevertheless, some interesting clues to the innovation practice in small less developed countries. Some similarities with barriers in industrialized countries (e.g. in supply of finance and skilled labour) were found, but many differences as well, as expected from the peculiar environment of a less technologically developed country. The role of Government policies is of particular importance. (C) 1999 Elsevier Science Ltd. All rights reserved. RP Hadjimanolis, A, 2 Panteli Charalambous, CY-2600 Nicosia, Cyprus. CR *STRATOS GROUP, 1990, STRAT OR SMALL EUR B BELL M, 1992, WORLD BANK RES OBS S, P257 BIEMANS W, 1992, MANAGING INNOVATION BRYMAN A, 1990, QUANTITATIVE DATA AN DESHPANDE R, 1993, J MARKETING, V57, P23 DICKSON K, 1993, ANAL COOPERATIVE BEH FREEMAN C, 1982, EC IND INNOVATION GARSOMBKE TW, 1989, J SMALL BUSINESS OCT, P34 GRANOVETTER M, 1985, AM J SOCIOL, V91, P481 HADJIMANOLIS A, 1997, THESIS BRUNEL U UK HAIR J, 1995, MULTIVARIATE DATA AN KIM Y, 1993, R&D MANAGE, V23, P215 LALL S, 1994, TECHNOLOGY ENTERPRIS LEVY B, 1993, WORLD BANK ECON REV, V7, P65 MALERBA F, 1992, EC INNOVATION NEW TE, V2, P49 PIATIER A, 1984, BARRIERS INNOVATION ROTHWELL R, 1991, TECHNOVATION, V11, P93 RUSH H, 1992, TECHNOL ANAL STRATEG, V4, P3 TEECE DJ, 1986, RES POLICY, V15, P285 TIDD J, 1997, MANAGING INNOVATION NR 20 TC 7 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 1999 VL 19 IS 9 BP 561 EP 570 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 223CP UT ISI:000081822700004 ER PT J AU Hameri, AP Nordberg, M TI Tendering and contracting of new, emerging technologies SO TECHNOVATION LA English DT Article DE public tendering; large-scale projects; technology development; big-science; new technologies; buyer-supplier relations ID BASIC RESEARCH; COLLABORATION; INDUSTRY AB This paper describes a practical model and procedure on how to tender products based on new, emerging technologies. This situation prevails in large-scale scientific projects and in other, mostly publicly funded, efforts to construct systems of significant technological scale. The paper proposes a double-blind communication and tendering procedure for establishing the means, partners and economic framework for the projects that finally commit to accomplish the task. This procedure sets a dedicated technological broker in to central position of the information exchange between the buyer and supplier. The presented procedure reduces any political interference, ensures more accurate cost estimates and helps the project to obtain better financial basis to kick-off. When in operation, the procedure can be used for determining the costs and most prominent technological trajectories for a proposed solution. The approach presented paves the ground towards the emergence of virtual markets for products yet-to-be-engineered. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 CERN, CH-1211 Geneva 23, Switzerland. RP Hameri, AP, CERN, CH-1211 Geneva 23, Switzerland. CR *CERN, 1997, ABSTR PURCH PROC *EUR, 1997, 17639 EUR *OECD, 1995, MEG OECD FOR AUTIO E, 1996, J ENG TECHNOL MANAGE, V13, P301 HAGEDOORN J, 1990, PERSPECTIVES IND EC, P171 HAHNLE M, 1977, THESIS VIENNA U EC B HAKANSSON H, 1987, IND TECHNOLOGICAL DE HAMEL G, 1994, COMPETING FUTURE HAMERI AP, 1996, TECHNOVATION, V16, P51 HAMERI AP, 1996, TECHNOVATION, V16, P531 HAMERI AP, 1997, J TECHNOLOGY TRANSFE, V22, P27 HAMERI AP, 1998, J PROD INNOVAT MANAG, V15, P322 JARILLO JC, 1988, STRATEGIC MANAGEMENT, V9, P31 NELSON R, 1982, EVOLUTIONARY THEORY NRDBERG M, 1997, THESIS TILBURG U PORTER ME, 1986, COMPETITION GLOBAL I QUINN JB, 1997, INNOVATION EXPLOSION SCHUMPETER JA, 1934, THEORY EC DEV SCHUMPETER JA, 1942, CAPITALISM SOCIALISM SIMON HA, 1969, SCI ARTIFICIAL SIPILA J, 1995, THESIS HELSINKI U TE TEECE DJ, 1986, RES POLICY, V15, P285 WILLIAMSON OE, 1975, MARKETS HIERARCHIES WILLIAMSON OE, 1985, EC I CAPITALISM 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 AUG PY 1999 VL 19 IS 8 BP 457 EP 465 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 208YC UT ISI:000081019200001 ER PT J AU Kaplan, AW TI From passive to active about solar electricity: innovation decision process and photovoltaic interest generation SO TECHNOVATION LA English DT Article DE solar adoption; familiarity; experimentation ID TECHNOLOGICAL INNOVATION; FAMILIARITY BREED; INDUSTRY; INFORMATION; MANAGEMENT; KNOWLEDGE; NETWORKS; SCIENCE; CHOICE; ENERGY AB Electric utility managers are accustomed to technology choices, both in day-to-day load dispatching decisions and in the selection of new innovations to support utility operations. Conventional innovation management decision models may no longer apply in a confusing world of resource scarcity and industry deregulation. This research addresses the implications of a likely scenario: utilities will inevitably shift to a renewable base for electricity generation. How will managers become interested in solar energy? Does the conventional adoption decision model provide a solid foundation for understanding the factors that influence their interest? This study suggests not. Building on a national survey of utility managers in the US, a path analysis demonstrates the inadequacy of technical knowledge as a sufficient precursor to adoption interest. Three additional variables-motivation, experience, and familiarity-are offered as critical influences of interest in photovoltaics, the most ready innovation in the spectrum of renewable technologies. These findings have significant implications for commercialization efforts, as well as for management of utility operations. Through small wins, experimentation, and groping along, solar power can be diffused far more effectively and with far greater ultimate success than is expected through the conventional wisdom of large-scale research and development. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Denison Univ, Environm Studies Program, Granville, OH 43023 USA. RP Kaplan, AW, Denison Univ, Environm Studies Program, Granville, OH 43023 USA. CR 1992, SOLAR TODAY, V7, P28 1993, SOLAR TODAY, V8, P27 1997, SOLAR TODAY, V11, P33 *US BUR CENS, 1997, STAT ABSTR US BEHN RD, 1988, J POLICY ANAL MANAG, V7, P643 BHATE S, 1997, TECHNOVATION, V17, P457 BROOKS H, 1996, TECHNOL FORECAST SOC, V53, P21 CARROLL GR, 1996, ACAD MANAGE J, V39, P421 COLE N, 1995, SOLAR TODAY, V9, P20 COX DS, 1988, J CONSUM RES, V15, P111 DESHPANDE R, 1989, KNOWLEDGE CREATION D, V11, P155 EMMERT MA, 1985, KNOWLEDGE CREATION D, V7, P97 FOLKES VS, 1988, J CONSUM RES, V15, P13 GAGNON YC, 1996, TECHNOL FORECAST SOC, V52, P59 GILBERT M, 1996, TECHNOVATION, V16, P301 GOES JB, 1997, ACAD MANAGE J, V40, P673 GRIESSER JW, 1993, J MANAGERIAL PSYCHOL, V8, P21 GULATI R, 1995, ACAD MANAGE J, V38, P85 HERSHEY R, 1993, J MANAGERIAL PSYCHOL, V8, P10 HETHERINGTON RW, 1984, CANADIAN REV SOCIOLO, V21, P202 HOGARTH RM, 1987, JUDGEMENT CHOICE JOHNSON EJ, 1984, J CONSUM RES, V11, P542 LEE Y, 1994, POLICY STUD J, V22, P384 LENSSEN N, 1996, ENERG POLICY, V24, P769 LIM JS, 1992, J BUS RES, V25, P215 LINDBLOM CE, 1959, PUBLIC ADMIN REV, V19, P79 LIVESAY HC, 1996, TECHNOVATION, V16, P173 LUTZENHISER L, 1994, ENERG POLICY, V22, P867 LYLES MA, 1992, J MANAGE STUD, V29, P155 LYNN LE, 1994, J POLICY ANAL MANAG, V13, P231 MAYCOCK PD, 1981, PHOTOVOLTAICS SUNLIG MELODY I, 1992, SOLAR TODAY, V6, P11 MINIARD PW, 1992, J CONSUM RES, V19, P226 MOOMAW WR, 1991, J CRYST GROWTH, V109, P1 PARAYIL G, 1991, TECHNOLOGICAL FORECA, V40, P235 PENNINGS JM, 1992, STRATEGIC MANAGE J, V13, P29 PERKINS WS, 1990, J MARKETING RES, V27, P1 PETERS TJ, 1982, SEARCH EXCELLENCE LE QUAYLE M, 1995, LANDSCAPE URBAN PLAN, V33, P461 ROBERTS N, 1997, PUBLIC ADMIN REV, V57, P124 RODGERS W, 1991, J ECON PSYCHOL, V12, P243 ROGERS EM, 1995, DIFFUSION INNOVATION SANDBURG C, 1950, COMPLETE POEMS SANGER MB, 1992, J POLICY ANAL MANAG, V11, P88 SCHMIDT MR, 1993, PUBLIC ADMIN REV, V53, P525 SHAMA A, 1981, MARKETING SOLAR ENER SIMON H, 1991, ORGAN SCI, V2, P125 TONN BE, 1997, ENERG POLICY, V25, P29 VANDERMERWE S, 1987, J PROD INNOVAT MANAG, V4, P256 WATERMAN RH, 1994, WHAT AM DOES RIGHT L WEICK KE, 1984, AM PSYCHOL, V39, P40 WHITTLESEA BWA, 1993, J EXP PSYCHOL LEARN, V19, P1235 NR 52 TC 5 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 1999 VL 19 IS 8 BP 467 EP 481 PG 15 SC Engineering, Industrial; Operations Research & Management Science GA 208YC UT ISI:000081019200002 ER PT J AU Dooley, L O'Sullivan, D TI Decision support system for the management of systems change SO TECHNOVATION LA English DT Article DE change management; decision support systems; systems change AB Through the passage of time, various different approaches such as total quality management (TQM) and business process reengineering (BPR) have been presented to operations as offering the potential for performance improvement and innovation. These approaches have been implemented across the globe and have had varied results. Approaches have been implemented with huge success in one organisation, only to result in absolute failure in another. The question of 'why does this happen?' has been continually asked by researchers, and opinion points to the presence or absence in the project implementation of specific enablers or levers of change, together with a methodology which incorporates these levers. Researchers state that finding the right change management process can give an organisation a 99% chance of success. This paper looks at five key factors in developing a successful innovation management process that can guide organisations towards achieving performance goals. The five factors are: group management, strategic planning, empowerment, systems engineering and lifelong learning. Anew methodology is introduced which gives organisations a step by step approach to implementing the innovation process successfully. The methodology is supported by a set of modelling and analysis tools which help in the design and development of many of the critical success levers. The combination of levers, methodology and tool-kit offers a roadmap to managers and designers for achieving successful performance improvement and innovation within the organisation. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Natl Univ Ireland Univ Coll Galway, CIMRU, Galway, Ireland. RP Dooley, L, Natl Univ Ireland Univ Coll Galway, CIMRU, Galway, Ireland. CR BRADLEY P, 1996, THESIS U COLL GALWAY DAVENPORT TH, 1990, SLOAN MANAGE REV, V31, P11 DAVENPORT TH, 1993, PROCESS INNOVATION R DOOLEY L, 1997, THESIS U COLL GALWAY DRURY C, 1992, MANAGEMENT COST ACCO FUREY TR, 1993, PLANNING REV NOV, P22 HALL DJ, 1997, TECHNOVATION, V17, P11 HAMMER M, 1990, HARVARD BUSINESS JUL, P104 HAMMER M, 1993, REENGINEERING CORPOR JAIKUMAR R, 1986, HARVARD BUS REV, V37, P79 KEEGAN R, 1995, WORLD CLASS MANUFACT KLEIN MM, 1993, IND ENG, V25, P40 KOTTER JP, 1995, HARVARD BUSINESS MAR, P59 LEWIN K, 1958, READINGS SOCIAL PSYC, P197 MARTIN J, 1995, GREAT TRANSITION MCGREGOR D, 1960, HUMAN SIDE ENTERPRIS MCSWINEY J, 1995, REENG ENT C P INT FE, P245 MCSWINEY J, 1995, THESIS U COLL GALWAY MEREDITH JR, 1995, PROJECT MANAGEMENT M NEELY A, 1995, INT J OPER PROD MAN, V15, P80 PARKER J, 1993, IND ENG, V25, P52 PASCALE RT, 1981, ART JAPANESE MANAGEM PAVA C, 1983, MANAGING NEW OFFICE SCHONBERGER R, 1986, WORLD CLASS MANUFACT SMYTH C, 1997, THESIS U COLL GALWAY TAYLOR FW, 1947, PRINCIPLES SCI MANAG TOWERS S, 1993, MANAGEMENT SERVI AUG, P10 WATSON WH, 1993, PLANNING REV JAN, P12 NR 28 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 AUG PY 1999 VL 19 IS 8 BP 483 EP 493 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 208YC UT ISI:000081019200003 ER PT J AU Prabhu, GN TI Implementing university-industry joint product innovation projects SO TECHNOVATION LA English DT Article DE implementation; process; university; qualitative; product innovation; projects ID TECHNOLOGY; VENTURES AB This article provides a grounded process description of product innovation projects that are initiated by industrial firms and implemented jointly with not-for-profit technology institutions such as technological universities and government research laboratories. This process description is limited to those joint product development projects between collaborators with complementary expertise, which are of strategic importance to both collaborators and involve the joint creation of new technology or significant improvement over present technology. The process description contributes significantly to the literature on collaborative product development by depicting in detail the essential linkage of antecedent conditions and motivations for the joint project initiation, to the actual project implementation process in which the two collaborators contribute complementary resources, and further to the project's expected consequences. It also shows how knowledge is created and transferred in projects of this type. The general process description has been developed by synthesizing in-depth case studies of such university-industry joint product innovation projects, and aids understanding of effective processes for their initiation and implementation. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Indian Inst Management, Bangalore, Karnataka, India. RP Prabhu, GN, Indian Inst Management, Bannerghatta Rd, Bangalore, Karnataka, India. CR ALBERTINI S, 1997, KNOWLEDGE TECHNOLOGY, P3 ALTER C, 1993, ORG WORKING TOGETHER BAILETTI AJ, 1993, R&D MANAGE, V23, P129 BONACCORSI A, 1994, R&D MANAGE, V24, P229 BOWER DJ, 1993, INT BUSINESS REV, V2, P83 BURGELMAN RA, 1983, ADMIN SCI QUART, V28, P223 CHAKRAVARTHY BS, 1992, STRATEGIC MANAGE J, V13, P5 CHEN S, 1997, TECHNOL ANAL STRATEG, V9, P437 COLES A, 1997, KNOWLEDGE TECHNOLOGY, P427 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 GARETTJONES S, 1997, KNOWLEDGE TECHNOLOGY, P405 GLASER B, 1967, DISCOVERY GROUNDED T LEE C, 1994, J PROD INNOVAT MANAG, V11, P325 LOMI A, 1997, KNOWLEDGE TECHNOLOGY, P363 MILES MB, 1984, QUALITATIVE DATA ANA MILLER ED, 1997, CHEM MATER, V9, P18 NIGHTINGALE P, 1997, KNOWLEDGE TECHNOLOGY, P57 PARKHE A, 1993, ACAD MANAGE REV, V18, P227 PRABHU GN, 1996, J INT PERSPECTIVE DE, V5, P78 PRABHU GN, 1997, TECHNOL ANAL STRATEG, V9, P453 PRABHU GN, 1999, INT J TECHNOLOGY MAN, V17 RING PS, 1992, STRATEGIC MANAGE J, V13, P483 RINGE JD, 1994, AKTUEL RHEUMATOL, V19, P1 ROBERTS EB, 1995, RES TECHNOL MANAGE, V38, P44 TASSONE L, 1997, KNOWLEDGE TECHNOLOGY, P441 TSOUKAS H, 1989, ACAD MANAGE REV, V14, P551 YIN RK, 1984, CASE STUDY RES DESIG ZAJAC EJ, 1993, J MANAGE STUD, V30, P131 NR 28 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 1999 VL 19 IS 8 BP 495 EP 505 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 208YC UT ISI:000081019200004 ER PT J AU Yamin, S Gunasekaran, A Mavondo, FT TI Relationship between generic strategies, competitive advantage and organizational performance: an empirical analysis SO TECHNOVATION LA English DT Article DE generic strategies; organizational performance; competitive advantage ID BUSINESS PERFORMANCE; PERSPECTIVES AB In recent years, there has been a growing intensity of competition in virtually all areas of business in both markets upstream for raw materials such as components, supplies, capital and technology and markets downstream for consumer goods and services. This paper examines the relationships among generic strategy, competitive advantage, and organizational performance. Firstly, the nature of generic strategies, competitive advantage, and organizational performance is examined. Secondly, the relationship between generic strategies and competitive advantage is analyzed. Finally, the implications of generic strategies, organizational performance, performance measures and competitive advantage are studied. This study focuses on: (i) the relationship of generic strategy and organisational performance in Australian manufacturing companies participating in the "Best Practice Program in Australia", (ii) the relationship between generic strategies and competitive advantage, and (iii) the relationship among generic strategies, competitive advantage and organisational performance. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Monash Univ, Dept Mkt, Churchill, Vic 3842, Australia. RP Gunasekaran, A, Univ Massachusetts, Dept Management, N Dartmouth, MA 02747 USA. CR ARMSTRONG L, 1987, BUSINESS WEEK 0601, P64 BUZZELL RD, 1975, HARVARD BUS REV, V53, P97 CAMERON KS, 1983, ORG EFFECTIVENESS CO CONNOLLY T, 1980, ACAD MANAGE REV, V5, P211 COWLING K, 1972, MARKET STRUCTURE COR DESS GG, 1984, ACAD MANAGE J, V27, P467 DOUGLAS SP, 1989, J INT BUS STUD, V20, P437 DRAZIN R, 1990, J MANAGE STUD, V27, P245 FINE CH, 1983, QUALITY CONTROL LEAR FORD JD, 1982, ACAD MANAGE REV, V7, P49 GALBRAITH C, 1983, STRATEGIC MANAGE J, V4, P153 GINSBERG A, 1985, ACAD MANAGE REV, V10, P421 HALL WK, 1980, HARVARD BUS REV, V58, P75 HAMERMESH RG, 1978, HARVARD BUSINESS MAY, P95 HAX AC, 1984, STRATEGIC MANAGEMENT HENDERSON BD, 1983, J MARKETING SPR, P7 HOFER CW, 1983, ADV STRATEG MANAGE, V2, P43 JENNY F, 1976, EUROPEAN EC REV, V7, P187 KARNANI A, 1984, STRATEGIC MANAGE J, V5, P367 LAMBIN JJ, 1976, ADVERTISING COMPETIT MCGEE J, 1986, STRATEGIC MANAGE J, V7, P141 MILES RE, 1978, ORG STRATEGY STRUCTU MILES RH, 1982, COFFIN NAILS CORPORA MILLER D, 1980, ORGAN STUD, V7, P37 MILLER D, 1986, STRATEGIC MANAGE J, V7, P233 MILLER D, 1992, J BUSINESS STRAT JAN, P37 MITCHELL R, 1987, BUSINESS WEEK 0330, P52 MONTGOMERY CA, 1984, ACAD MANAGE J, V27, P830 NASH M, 1983, MANAGING ORG PERFORM OSCHAUNESSY J, 1984, COMPETITIVE MARKETIN PHILLIPS LW, 1983, J MARKETING, V47, P26 PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1985, COMPETITIVE ADVANTAG SCHERER FM, 1980, IND MARKET STRUCTURE SCHOEFFLER S, 1974, HARVARD BUSINESS MAR, P137 SMITH KG, 1987, STRATEGIC MANAGE J, V8, P363 TUSHMAN ML, 1985, RES ORG BEHAV, V8 VENKATRAMAN N, 1986, ACAD MANAGE REV, V11, P801 WENSLEY R, 1987, MARKETING BOOK WHITE RE, 1986, STRATEGIC MANAGE J, V7, P217 WIND Y, 1983, J MARKETING, V47, P12 WOO CY, 1982, HARVARD BUS REV, P106 WRIGHT P, 1990, PLAINES MAY, P23 YETTON P, 1992, AUSTR J MANAGEMENT, V17, P89 NR 44 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 1999 VL 19 IS 8 BP 507 EP 518 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 208YC UT ISI:000081019200005 ER PT J AU Acha, V Balazs, K TI Transitions in thinking: changing the mindsets of policy makers about innovation SO TECHNOVATION LA English DT Article DE Central and Eastern Europe; transition; innovation policy; socialist innovation model; institutional embeddedness ID RESEARCH-AND-DEVELOPMENT; INDUSTRIAL-RESEARCH; RESEARCH SYSTEM; EASTERN-EUROPE; HUNGARY AB This article addresses the often overlooked S&T policy makers in the Central and Eastern European (CEE) economies and the challenges they face in transition. While still coming to grips with patterns and processes innovation under market conditions, policy makers are under pressure to resolve financial and organisational crises and to secure budgetary support. In this paper, we demonstrate how the socialist model of innovation is still shaping innovation policies in the CEE in general and with examples from individual countries. We outline three reasons for the persistence of the model: (1) that the model is embedded in these societies; (2) that the policy tools and targets associated with model remain unchallenged; and (3) that vested interests amongst policy makers and researchers encourage a continuation in policy focus. Finally, we consider how the persistence of the model may harm the long-term economic performance of the CEE and what can be done to change the mental models that underlie innovation policy making. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Univ Sussex, Sci Policy Res Unit, Brighton BN1 9RF, E Sussex, England. RP Acha, V, Univ Sussex, Sci Policy Res Unit, Mantell Bldg, Brighton BN1 9RF, E Sussex, England. CR *COOP LYBR CEST, 1998, CIRC GROUP *IND TRAD FIN OP D, 1994, 102 WORLD BANK IND T *MIN ED SPORTS YOU, 1997, RES DEV CZECH REP *SEG QUINC WICKST, 1995, STRAT BAS FUND REF P BALAZS K, 1993, RES POLICY, V22, P537 BALAZS K, 1994, EC SYSTEMS, V18, P281 BALAZS K, 1995, SOC STUD SCI, V25, P613 BALAZS K, 1995, SOC STUD SCI, V25, P655 BALAZS K, 1998, TECHNOLOGY FORESIGHT BELL M, 1997, TECHNOLOGY TRANSITIO, P63 BELL RM, 1988, ROLE OIL COMPANIES T, V1 BITZER J, 1998, TRANSFORMING SCI TEC, P266 CORIAT B, 1995, WP95006 INT I APPL S DOSI G, 1988, TECHNICAL CHANGE EC, P221 DYKER D, 1997, TECHNOLOGY TRANSITIO EISEMON TO, 1996, RES POLICY, V25, P107 HANSON P, 1987, COMP EC RES DEV INNO, V25 JABLECKA J, 1995, SOC STUD SCI, V25, P727 KOZLOWSKI J, 1998, TRANSFORMING SCI TEC, P90 LEVINTHAL DA, 1993, STRATEGIC MANAGE J, V14, P95 MESKE W, 1998, TRANSFORMING SCI TEC, P3 MOSONIFRIED J, 1995, SOC STUD SCI, V25, P777 MOSONIFRIED J, 1998, EASST 98 CULT SCI TE MOWERY DC, 1983, EXPLOR ECON HIST, V20, P351 MOWERY DC, 1994, INT J TECHNOL MANAGE, V9, P547 NELSON RR, 1993, NATL INNOVATION SYST NELSON RR, 1993, RES DEV MAN TRANS MA, P71 NICHOLLS A, 1996, BUSINESS CENTRAL EUR, V4, P27 NICHOLLS A, 1996, BUSINESS CENTRAL EUR, V4, P30 OAKEY RP, 1996, R&D MANAGE, V26, P67 PAVITT K, 1997, TECHNOLOGY TRANSITIO, P43 RABKIN YM, 1998, TRANSFORMING SCI TEC, P339 RADOSEVIC R, 1998, IND CORPORATE CHANGE, V7, P77 SANDU S, 1998, TRANSFORMING SCI TEC, P244 SCHNEIDER C, 1998, TRANSFORMING SCI TEC, P222 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 JUN-JUL PY 1999 VL 19 IS 6-7 BP 345 EP 353 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 201PU UT ISI:000080604800002 ER PT J AU Chataway, J TI Technology transfer and the restructuring of science and technology in central and eastern Europe SO TECHNOVATION LA English DT Article DE change; economic; Poland; science; technology; transfer AB Profound changes which have occurred in central and eastern Europe (CEE) have left science and technology systems in those countries in a dilapidated state. Reform efforts have focused on restructuring and privatising research institutes and promoting technology transfer between domestic institutions and between domestic and foreign institutions.' Both of these reform initiatives are aimed at increasing levels of innovation. Emphasis has been put on introducing the market mechanism. This paper looks at these reforms in GEE, particularly in Poland. The following broad points emerge: First, the track record of efforts to promote technology transfer need to be understood and interpreted in conjunction with a fuller understanding of institutional change, innovation and learning. Technology transfer is meant to encourage innovation, but a range of things need to happen if technology transfer initiatives are to work. Gibbons (Gibbons M. et al., 1994) observed, for example, that effective innovation requires new configurations of knowledge (and skills). The coordination activities required to effect these new configurations within and between organisations and institutions impose their own demands on actors engaged in technology transfer, which rapid privatisation or liberalisation policies in CEE do not begin to address. Reform policies which have focused on introducing new economic incentives need to address change at micro and meso levels. Creating new institutional practice depends not only on creating economic incentives but on wider reform processes, such as creating new organisational practices and encouraging the emergence of new sorts of institutions which can facilitate links. Second, the reform process is a social and political one. Changing the emphasis of policy towards technological development requires a change in power relations so that technological development and innovation, rather than success in science, are prioritised. These political battles greatly influence the pace and nature of change, and in CEE the promotion of technology and innovation is taking place in a context of social upheaval. Social consequences of reform in general and in science and technology in particular are difficult and uncomfortable, and change in this area is perhaps not yet a political priority in some CEE countries. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Open Univ, Ctr Complex & Change, Milton Keynes MK7 6AA, Bucks, England. RP Chataway, J, Open Univ, Ctr Complex & Change, Walton Hall, Milton Keynes MK7 6AA, Bucks, England. CR *OECD, 1995, S T POL REV POL EX R *SEG QUINC WICKST, 1995, PHARE SCITECH PROGR *SEG QUINC WICKST, 1996, SPRINT PROJ TECHN TR BELL M, 1997, TECHNOLOGY TRANSITIO, P63 COOPER J, 1991, SOVIET DEFENCE IND DOSI G, 1988, TECHNICAL CHANGE EC, P221 GIBBONS M, 1994, NEW PRODUCTION KNOWL HUNYA G, 1998, COMMUNIST EC EC TRAN, V10 JASINSKI A, 1994, SCI PUBL POLICY, V21, P188 JASINSKI A, 1996, BUILDING NEW BASES I, P41 LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT MESKE W, 1996, BUILDING NEW BASES I, P41 MOORE JH, 1997, COMMUNIST EC EC TRAN, V9 NELSON RR, 1993, NATL INNOVATION SYST PIPER WS, 1996, INT J TECHNOLOGY MAN, V12 PORTER M, 1990, COMPETITIVE ADVANTAG RADOSEVIC S, 1996, BUILDING NEW BASES I REECE JD, 1997, THESIS OPEN U MILTON TIDD J, 1997, MANAGING INNOVATION WEBSTER A, 1996, BUILDING NEW BASES I WILSON G, INT J TECHNOLOGY MAN, V12, P96 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 JUN-JUL PY 1999 VL 19 IS 6-7 BP 355 EP 364 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 201PU UT ISI:000080604800003 ER PT J AU Thomas, C TI Waste management and recycling in Romania: a case study of technology transfer in an economy in transition SO TECHNOVATION LA English DT Article DE environmental; governmental; recycling; Romania; waste management AB This paper describes a project which attempted to play some role in enabling the process of transferring knowledge between the UK and Romania. In partnership with a Romanian environmental non-governmental organisation (NGO), Powerful Information (an environmental information charity in the UK) worked towards searching out and evaluating the options available to local authorities wanting to develop more environmentally benign approaches to solid waste management, and in particular through recycling schemes. One key issue here is the role of standards as shaping technological trajectories, and the way inappropriate standards from another context can constrain local technological development. There has been a tendency for central and eastern European (CEE) countries to adopt laws and standards, resulting from an unquestioning adoption of standards from high income countries that may not be sustainable. The project described here was designed instead to identify choices and explore the process of evaluating and choosing appropriate technological systems for the particular situation that different Romanian municipalities were facing. It also examines emerging informal networks among waste management professionals and NGOs as a way of challenging this standards adopting approach to driving change in this area. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Open Univ, Ctr Technol Strategy, Milton Keynes MK7 6AA, Bucks, England. RP Thomas, C, Open Univ, Ctr Technol Strategy, Walton Hall, Milton Keynes MK7 6AA, Bucks, England. CR *ICIM, 1992, STAT ENV ROM *PI, 1997, MAN PENTR EL PROJ RE BARNETT A, 1994, SCI PUBL POLICY, V21, P2 COLLINGRIDGE D, 1982, CRITICAL DECISION MA FLOOD M, 1996, RECLAMATION RECYCLIN FLOOD M, 1997, GUIDELINES SETTING M FLOOD M, 1997, MAT RECOVERY RECYCLI GAJBAN C, 1997, PLOIESTI 0520 RMANATHAN K, 1994, SCI PUBL POLICY, V21, P221 RUSHBROOK P, 1997, WASTES MANAGEMENT OC, P20 SANDU S, 1996, BUILDING NEW BASES I WEBSTER A, 1996, BUILDING NEW BASES I 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 JUN-JUL PY 1999 VL 19 IS 6-7 BP 365 EP 371 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 201PU UT ISI:000080604800004 ER PT J AU Bessant, J Francis, D TI Using learning networks to help improve manufacturing competitiveness SO TECHNOVATION LA English DT Article DE learning; manufacturing; SMEs; Soviet Union; technological; transfer ID TECHNOLOGY AB Innovation which requires the acquisition of new or improved technologies involves a technical and managerial learning process and it raises the policy question of how best to encourage and enable relevant learning. The absence or lack of experience in this domain is a particular problem for smaller firms (SMEs) and for enterprises in economies in transition-such as in the countries of the former Soviet Union or in eastern Europe. Successful technology transfer requires considerable management expertise as well as the availability of suitable solutions. This paper reports on one experimental approach used on a pilot basis in Romania to facilitate the absorption of 'new' manufacturing practices, which involves the development of 'learning networks' as an aid to this process. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Univ Brighton, Ctr Res Innovat Management, Brighton, E Sussex, England. RP Bessant, J, Univ Brighton, Ctr Res Innovat Management, Brighton, E Sussex, England. CR *DAN TECHN I, 1991, NETW COOP ACH SME CO ARGYRIS C, 1970, ORG LEARNING BESSANT J, 1991, MANAGING ADV MANUFAC BESSANT J, 1995, EUROPES NEXT STEP BESSANT J, 1995, RES POLICY, V24, P97 BESSANT J, 1997, LEARNING NETWORKS CARLSSON B, 1993, TECHNOLOGY WEALTH NA, P77 DEGIES A, 1996, LIVING COMPANY DODGSON M, 1996, EFFECTIVE INNOVATION FLECK J, 1988, INNOFUSION DIFFUSATI FRENCH W, 1995, ORG DEV BEHAV SCI IN GARVIN DA, 1993, HARVARD BUSINESS JUL, P78 HARLAND C, 1995, NETWORKS GLOBALISATI HEDBERG B, 1981, HDB ORG DESIGN KAPLINSKY R, 1994, CHALLENGE EASTERNISA KAPLINSKY R, 1999, USING SUPPLY CHAINS KOLB D, 1975, THEORIES GROUP PROCE LEONARDBARTON D, 1988, RES POLICY, V17, P251 LEWIN K, 1947, HUM RELAT, V1, P1 MURRAY R, 1993, BACKGROUND BENCHMARK NONAKA I, 1991, HARVARD BUSINESS NOV, P96 PEDLER M, 1991, LEARNING COMPANY STR PIORE M, 1982, 2 IND DIVIDE POLANYI M, 1963, TACIT DIMENSION REVANS R, 1980, ACTION LEARNING REVANS R, 1983, ACTION LEARNING, V2 ROGERS E, 1984, DIFFUSION INNOVATION SCHEIN EH, 1984, SLOAN MANAGEMENT WIN, P3 SCHMITZ H, 1995, J DEV STUD, V31, P529 SCHMITZ H, 1997, 50 I DEV STUD U SUSS SCHONBERGER R, 1995, BUILDING CHAIN CUSTO SEMLINGER K, 1995, EUROPES NEXT STEP SENGE P, 1990, 5 DISCIPLINE TIDD J, 1997, MANAGING INNOVATION VOSS C, 1986, MANAGING ADV MANUFAC WOMACK J, 1997, LEAN THINKING NR 36 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 JUN-JUL PY 1999 VL 19 IS 6-7 BP 373 EP 381 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 201PU UT ISI:000080604800005 ER PT J AU Hewitt, T TI Institutional tensions and private sector promotion in Tanzania: whose agenda? SO TECHNOVATION LA English DT Article DE development; market; private sector; Tanzania; technology AB This paper examines the current phase of transition of Tanzania's economy from state-led to market-led development, and considers the impacts of this transition on technological capabilities. The focus is on the different agendas and practices which surround private sector promotion in Tanzania, and examines these from the viewpoint of three sets of actors: the state, aid donors and the private sector itself. It is argued that while there is a consensus that private sector promotion is the way forward for Tanzania to rebuild its industrial and technological base, there are differences of opinions between the main players and there are differences between what is said (the agendas) and what is done (the practice). Historical enmities and distrust between sections of the private sector also contribute to these differences. The conclusion identifies a possible emerging consensus and new alliances between African and Asian Tanzanian business interests that can have a positive impact on technological capabilities and industrial renovation. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Open Univ, Fac Technol, DPP, Milton Keynes MK7 6AA, Bucks, England. RP Hewitt, T, Open Univ, Fac Technol, DPP, Walton Hall, Milton Keynes MK7 6AA, Bucks, England. CR *ESRF, 1997, ESRF POL DIAL SER, V5 *ESRF, 1998, Q EC REV, V1 *OECD, 1994, DCDDAC9332REV2 OECD *PSRC, 1997, 1996 1997 REV ACT PL BARKER CE, 1986, AFRICAN IND TECHNOLO CHATAWAY J, 1999, DEV PRACTICE, V9, P88 DIMOND L, 1987, J MODERN AFRICAN STU, V25, P567 DORIYE J, 1992, DEV POLICY PUBLIC AC HEILMAN B, 1997, CAPITALISM SOCIAL MO HEWITT T, 1997, SCI PUBL POLICY, V24, P395 HONEY M, 1982, HIST INDIAN MERCHANT KARIWA CK, 1997, CHANGE, V4, P100 MOORE M, 1997, J DEV STUD, V33, P287 MOSHI HPB, 1998, STRATEGIES PRIVATE S MWAIBULLA D, 1995, BALANCE EC POWER TAN NAGAR R, 1996, COMP STUDIES S ASIA, V16, P62 RAIKES P, 1996, LIMITS ADJUSTMENT AF TRIPP AI, 1997, CHANGING RULES POLIT WANGWE S, 1998, EC REFORMS IND TECHN 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 JUN-JUL PY 1999 VL 19 IS 6-7 BP 383 EP 391 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 201PU UT ISI:000080604800006 ER PT J AU Platt, L Wilson, G TI Technology development and the poor/marginalised: context, intervention and participation SO TECHNOVATION LA English DT Article DE micro-enterprise; research; technology; development; Sri-Lanka; poor; services ID ENTERPRISES AB This paper is concerned with technology development for poor and marginalised groups, engaged in small- and micro-enterprise activities in developing economies. We attempt to adapt and re-cast concepts surrounding technology development offered by newer theories 'unpacking the black box of technology', but which relate more to the formal sector and 'developed' country contexts. The aim is to develop a conceptual framework which can be used for analysing the process of technological learning in SMEs that reflects their developing country and 'poor' contexts. We begin by conceptualising technological capability, making a distinction between capacity, the potential of an enterprise to perform, and capability, the ability to realise technological capacity through performance. Enterprises with similar capacity may use, or manage these resources in different ways, suggesting a technological capability spectrum, where at opposite ends are 'management as coping' on a day to day basis, and 'strategic management capabilities'. Technological learning is the process by which SMEs might move through the spectrum of capabilities. Learning is intertwined with the overall contexts within which SMEs operate, particularly the social, economic and cultural arrangements, and the impact of the economic, policy and institutional influences will vary according to the specific socio-cultural context of the enterprise. For technology development, understanding and adapting to contexts is central to making learning more explicit and effective via interventions. Participatory Technology Development can aid understanding of context, and help to understand, value and build on prior experiential knowledge of SMEs. However, technological learning is a never-ending process, and the main challenge of PTD is how to operationalise and institutionalise it as a set of norms and rules to be followed during intervention, to set up virtuous cycles of learning in SMEs that extend beyond the end of the intervention. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Open Univ, Fac Technol, Ctr Complex & Change, Milton Keynes MK7 6AA, Bucks, England. RP Platt, L, Open Univ, Fac Technol, Ctr Complex & Change, Walton Hall, Milton Keynes MK7 6AA, Bucks, England. CR ABAD LMR, 1995, TECHNOLOGICAL LEARNI ADEBOYE T, 1995, METHODOLOGICAL ISSUE APPLETON H, 1994, SMALL ENTERPRISE DEV, V5, P4 ARROW KJ, 1962, REV ECON STUD, V29, P155 BELL M, 1984, TECHNOLOGICAL CAPABI BELL M, 1993, IND CORP CHANGE, V2, P157 BHALLA AS, 1991, SMALL MICROENTERPRIS BIGGS T, 1995, AFRICA TECHNICAL DEP, V288 CARR M, 1986, AT READER THEORY PRA CHAMBERS R, 1995, POWER PARTICIPATORY CHAMBERS R, 1997, WHOSE REALITY COUNTS COHEN WM, 1989, ECON J, V99, P569 COLCLOUGH C, 1990, STATES MARKETS NEOLI DAS K, 1996, GUJARAT I DEV RES WO, V76 DAWSON J, 1997, SMALL ENTERPRISE DEV, V8, P15 DESSING M, 1990, WORLD BANK TECHNICAL, V122 DEWILDE T, 1990, SMALL ENTERPRISE DEV DIXONFYLE K, 1992, RES ROLE INFORMATION ERNST D, 1994, TECHNOLOGICAL CAPABI FRANSMAN M, 1986, NEW APPROACH STUDY T FREEMAN C, 1994, CAMBRIDGE J ECON, V18, P463 GAMSER M, 1989, MICROENTERPRISES DEV GAMSER MS, 1990, TINKER TILLER TECHNI HELMSING AHJ, 1993, SMALL ENTERPRISES CH, P318 HERSCHBACH DR, 1989, TRAINING WORK INFORM, P3 HUMPHREY J, 1996, 355 IDS U SUSS JOHNSON H, 1998, 39 OP U DEV POL PRAC KATZ J, 1994, UNCERTAIN QUEST SCI LALL S, 1993, DEV CHANGE, V24 LIEDHOLM C, 1987, INT DEV PAPER, V9 MALDONADO C, 1992, TECHNOLOGICAL CAPABI MARLERBA F, 1992, ECON J, V102, P845 MHONE CGZ, 1995, 2 INT LAB OFF DEV TE NELSON RR, 1993, NAT INN SYST COMP AN PEDE PO, 1994, FLEXIBLE SPECIALISAT PETERSBERRIES C, 1993, 61 INT LAB OFF POTTER S, 1997, FINDING OUT FAST RASMUSSEN J, 1992, ENTREPRENEURIAL MILI RASMUSSEN J, 1992, IDS BULL-I DEV STUD, V23, P21 SCHMITZ H, 1989, MANUFACTURING BACKYA SCHMITZ H, 1990, LABOUR SOC, V15 SCHMITZ H, 1995, J DEV STUD, V31, P529 SCHMITZ H, 1998, SMALL ENTERPRISE DEV, V9, P4 SEATON R, 1994, INT S PTD 10 DEC STEEL WF, 1992, WORLD BANK ECON REV, V6, P423 SVERRISSON A, 1994, FLEXIBLE SPECIALISAT, P42 TEDESCHI E, 1996, TECHNOLOGY TRANSFER TWIGG J, 1994, P WORKSH IMP STRUCT WANGWE S, 1993, SMALL ENTERPRISES CH, P308 WILSON G, 1993, 25 OP U FAC TECHN WILSON G, 1995, 33 OP U FAC TECHN NR 51 TC 6 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-JUL PY 1999 VL 19 IS 6-7 BP 393 EP 401 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 201PU UT ISI:000080604800007 ER PT J AU Forbes, N TI Technology and Indian industry: what is liberalization changing? SO TECHNOVATION LA English DT Article DE India; liberalization; technology; policy; system AB This paper examines the process of liberalization in India, focusing on the implications for technology and industrial competitiveness. India's industrial and technology policy regime in the sixties and seventies was among the most inward-looking and protectionist anywhere outside the socialist bloc. Dilution of this restrictive policy regime began in the eighties but change has been relatively dramatic since 1991. The paper argues that firms have responded to liberalization by improving efficiency, importing technology and by increasing in-house R&D. However, viewed in comparison with other countries rather than its own past, India still has a long reform agenda pending. (C) 1999 Published by Elsevier Science Ltd. All rights reserved. C1 Stanford Univ, Dept Ind Engn, Stanford, CA 94305 USA. RP Forbes, N, Stanford Univ, Dept Ind Engn, Stanford, CA 94305 USA. CR *DST, 1997, RES DEV STAT 1994 95 *OECD, 1992, TECHN EC *WORLD BANK, 1993, E AS MIR DESAI A, 1983, UNPUB ACHIEVEMENTS L DESAI A, 1985, RES POLICY, V13, P161 DESAI A, 1989, TECHNOLOGY ABSORPTIO DESAI A, 1997, BUSINESS STANDARD DESAI AV, 1980, RES POLICY, V9, P74 DORE R, 1984, TECHNOLOGICAL CAPABI EDQUIST C, 1997, SYSTEMS INNOVATION T FORBES N, 1991, SHOULD DEV COUNTRIES FRANSMAN M, 1984, TECHNOLOGICAL CAPABI FRANSMAN M, 1985, J DEV STUD, V21, P572 HOBDAY M, 1995, INNOVATION E ASIA CH KIM L, 1997, IMITATION INNOVATION KLINE S, 1986, POSITIVE SUM STRATEG KOHLI A, 1989, WORLD DEV, V17, P305 LALL S, 1984, TECHNOLOGICAL CAPABI, P225 LALL S, 1984, WORLD DEV, V12, P471 NELSON R, 1993, NATL INNOVATION SYST NR 20 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 JUN-JUL PY 1999 VL 19 IS 6-7 BP 403 EP 412 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 201PU UT ISI:000080604800008 ER PT J AU Webster, A TI Technologies in transition, policies in transition: foresight in the risk society SO TECHNOVATION LA English DT Article DE government; society; technologies; science; politics; foresight AB The emergence of formal Foresight programmes in science policy across Europe is examined in terms of government's response to the changes in, and especially the uncertainties of, contemporary innovation. The paper explores this through deploying Beck's notion of the "risk society", asking how far Foresight can be construed as the management of new technologies by the transition towards the "negotiation state". It shows how, through a discussion of the social management of new health technologies, a tension arises between the priorities and regimes of the new "negotiation" and those of the former "provident" (or welfare) state. The emergence of new technologies will be shaped by the institutional assumptions and processes operating within the different policy regimes. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Anglia Univ, SATSU, Cambridge CB1 1PT, England. RP Webster, A, Anglia Univ, SATSU, Cambridge CB1 1PT, England. CR *DEP HLTH, 1992, RES HLTH *OECD, 1996, STI REV, V17 *OST, 1993, REAL OUR POT *OST, 1995, REAL OUR POT *POST, 1997, SCI SHAP FUT BALAZS K, 1998, UNPUB TECHNOLOGY FOR BECK U, 1991, RISK SOC BECK U, 1995, REFLEXIVE MODERNISAT BECK U, 1996, RISK ENV MODERNITY N, P27 BECK U, 1998, POLITICS RISK SOC BELL W, 1996, NEW THINKING NEW MIL CAMERON H, 1996, TECHNOLOGY FORESIGHT COLLINGRIDGE D, 1984, SOCIAL CONTROL TECHN COLLINGRIDGE D, 1986, SCI SPEAKS POWER DELAAT B, 1998, TECHNOLOGICAL CHANGE, P150 EDQUIST C, 1997, SYSTEMS INNOVATION GAVIGAN J, 1997, OVERVIEW RECENT EURO GAVIGAN J, 1997, TR9702 JOINT RES CTR GIBBONS M, 1995, NEW PRODUCTION KNOWL GIDDENS A, 1998, POLITICS RISK SOC GRUPP H, 1994, TECHNOL ANAL STRATEG, V6, P379 HETMAN F, 1996, STI REV, V17, P7 HIGGS P, 1998, MODERNITY MED HLTH, P176 KOOIMAN J, 1993, MODERN GOVERNANCE KUWAHARA T, 1996, STI REV, V11, P51 LING T, 1998, MADINGLEY SCENARIOS MARTIN BR, 1995, TECHNOL ANAL STRATEG, V7, P139 MILES I, 1997, FORSIGHT SOCIAL SCI RHOADES RA, 1997, UNDERSTANDING GOVERN RIP A, 1990, RES SYSTEM TRANSITIO RIP A, 1996, SCI PUBL POLICY, V23, P343 VANDERMEULEN BJR, 1996, STI REV, V11, P161 VANLENTE H, 1997, SOCIAL STUDIES SCI, V28 NR 33 TC 5 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-JUL PY 1999 VL 19 IS 6-7 BP 413 EP 421 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 201PU UT ISI:000080604800009 ER PT J AU Reece, JD TI From simple crops to complex ecosystems: agricultural research and the environmental imperative SO TECHNOVATION LA English DT Article DE CIAT; commodities; region; systems; research AB This article reviews the changes undergone by CIAT (the International Centre for Tropical Agriculture) in order to enable itself to address concerns about the sustainability of agricultural production. From its foundation, CIAT was mandated to conduct research that would promote agricultural improvement in Latin America. This work was initially focused upon the improvement of a range of discrete commodities that were important to the region served, and was conducted in a manner consistent with the 'linear' model of innovation. Gradually, CIAT's management and staff realised that environmental degradation threatened the long-term success of agriculture in the region. Many such problems transcend the boundaries between study of different commodities and thus become apparent at the level of larger-scale systems, of which individual commodities are merely components. To address these problems, then, it is necessary to conduct research at a level of complexity higher than that of the discrete commodity. CIAT's organisation therefore changed to include units that operated at a level of complexity appropriate to the problems under consideration. It is argued that these changes contradicted many of the prescriptions of the 'linear' model, and thus represented movement towards a new professional practice consistent with Rothwell's "fifth generation" model of innovation. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Open Univ, Milton Keynes MK7 6AA, Bucks, England. RP Reece, JD, Open Univ, Milton Keynes MK7 6AA, Bucks, England. CR *CIAT, 1989, CIAT PUBLICATION, V143 *CIAT, 1991, CIAT PUBL NUMB, V198 *OP U, 1996, BLOCK 8 T247 WORK SY ANDERSON JR, 1988, SCI FOOD CGIAR ITS P ANDERSON RS, 1991, RICE SCI DEV POLITIC BOYER JS, 1982, SCIENCE 1029 CLARK N, 1995, 3 WORLD SCI PUBLIC P, V22, P249 FORTUNE J, 1993, BLOCK 2 OPEN U T301 GIBBONS M, 1994, NEW PRODUCTION KNOWL GRIFFIN K, 1979, POLITICAL EC AGARIAN HORTON DE, 1991, PARTICIPATORY ACTION LIPTON M, 1989, NEW SEEDS POOR PEOPL PIMBERT M, 1991, PARTICIPATORY RES WO RAVNBORG HM, 1992, CGIAR TRANSITION IMP REECE JD, 1997, THESIS OPEN U MILTON ROTHSTEIN J, 1992, HASTINGS CENT REP, V22, P3 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 JUN-JUL PY 1999 VL 19 IS 6-7 BP 423 EP 432 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 201PU UT ISI:000080604800010 ER PT J AU Radosevic, S TI International technology transfer policy: from "contract bargaining" to "sourcing" SO TECHNOVATION LA English DT Article DE technology; industry; government; policy; economy; technology transfer AB A significant shift in the basic philosophy of international technology transfer policy has taken place which has generated new policy concerns and issues in international technology transfer. We describe this change as a change from "contract bargaining" policy context towards "sourcing" policy context. Starting from the analysis of the underlying assumptions and effects of international technology transfer policy from the 1960s/70s we briefly outline the major changes that have taken place in the world economy which made the changes in international technology transfer policy unavoidable. We analyse the main technology transfer issues created by globalized economy within, as we call it, a "sourcing framework" and compare the main policy issues in international technology transfer in the shift from "contract bargaining" to a "sourcing" context. (C) 1999 Elsevier Science Ltd. All rights reserved. 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 *UNCTAD, 1996, FOST TECHN DYN EV TE BENAVENTE JM, 1996, IIASA WORKSH INT CHA BORRUS M, 1997, 96B BRIE BRESSAND A, 1997, NEW GLOBALISM DEV CO, P303 DICKEN P, 1992, GLOBAL SHIFT TRANSFO DUNNING JH, 1992, TRANSNATIONAL CORPOR, V1, P7 ENOS J, 1997, ASIAN PACIFIC EC LIT, V11, P56 ERNST D, 1998, INTECH C EC IND STRU HIRST PQ, 1996, GLOBALIZATION QUESTI HOFFMAN K, 1990, IDRCMR259E KATZ J, 1995, UNPUB TECHN IND REST LALL S, 1987, LEARNING IND ACQUISI MASSEY J, 1998, INSIDERS GUIDE ART L MCGREW AG, 1992, GLOBAL POLITICS NATI OMAN C, 1994, GLOBALISATION REGION PACK H, 1986, J DEV ECON, V22, P87 ROFFE P, 1993, INT TECHNOLOGY TRANS ROSENBERG N, 1985, INT TECHNOLOGY TRANS SNADBERG M, 1992, LEARNING CAPITALISTS NR 19 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 JUN-JUL PY 1999 VL 19 IS 6-7 BP 433 EP 444 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 201PU UT ISI:000080604800011 ER PT J AU Momma, S Sharp, M TI Developments in new biotechnology firms in Germany SO TECHNOVATION LA English DT Article DE biotechnology; developments; Germany ID STATE AB Germany now has a substantial number of new biotechnology firms, with the number steadily increasing. The institutional framework has been slow to develop for this novel form of company, but many are now emerging and will certainly play an important part in the dynamics of the system. At the same time, the science base in this area has gained considerably in breadth and quality. The essential questions that arise from these recent developments are: (i) what prevented these new biotechnology firms from growing earlier and what is the current situation? (ii) What changes have occurred which have stimulated this growth? (iii) How are biotechnology companies going to develop further and what are the implications for Germany's pharmaceutical industry and wider economy? A database for biotechnology firms in Germany was set up of which a subset was used to analyse the current state of development. The following conclusions were reached: (i) Germany now has a substantial number of new biotechnology firms and the numbers are steadily increasing. (ii) Their collaborations with and proximity to academic centres of excellence suggests they are well embedded in the German research system. However, their sectoral composition sets them apart from their American counterparts, with greater bias towards instrumentation and environmental biotechnology, both areas of German industrial strength. (iii) Since the mid-1980s there has been continuous, if slow, adaptation to the institutional framework supporting biotechnology. These changes have finally resulted in an effective network of industry, academic and government links and have helped to promote both an increasingly strong scientific performance and the development of new firms. The authors suggest that, although these developments do not conform to the Anglo-Saxon entrepreneurial model in which new firms effectively forge new industries, the German evolutionary approach to innovation may still be holding its ground. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Karolinska Inst, Dept Cell & Mol Biol, UVB, S-17177 Stockholm, Sweden. RP Sharp, M, Univ Sussex, Sci Policy Res Unit, Brighton BN1 9RF, E Sussex, England. CR 1992, SCI WATCH 1995, FINANCIAL TIMES 0922 1996, FINANCIAL TIMES 0723 *BMBF, 1996, TECHN LEIST DEUTSCHL *BMFT, 1991, PROGR BIOT 1985 1989 *BMFT, 1992, BIOT 2000 *ERNST YOUNG, 1995, EUR BIOT 95 GATH MOM *ERNST YOUNG, 1997, BIOT 97 AL *ERNST YOUNG, 1997, EUR BIOT 97 NEW EC *OFF TECHN ASS, 1991, OTABA949 AUDRETSCH DB, 1994, UNPUB CO SCI LOCATIO BULLOCK WO, 1995, TRENDS BIOTECHNOL, V13, P463 CARLIN W, 1997, NATL I EC REV, V1 DIBNER MD, 1991, BIO-TECHNOL, V9, P1334 DOLATA U, 1986, BLATTER DTSCH INT PO, V4, P426 DOLATA U, 1991, BIO GENTECHNIK BUNDE, P1 EDGINGTON SM, 1995, BIO-TECHNOL, V13, P752 FAULKNER W, 1995, KNOWLEDGE FRONITERS GALIMBERTI I, 1993, THESIS U SUSSEX JASANOFF S, 1985, RES POLICY, V14, P23 KAHN P, 1995, SCIENCE, V270, P568 KECK O, 1993, NATL SYSTEMS INNOVAT, CH4 SENKER J, 1998, BIOTECHNOLOGY COMPET, CH7 SHACKLEY S, 1993, THESIS U SUSSEX BRIG SHARP M, 1985, 15 SUSS U SCI POL RE SHARP M, 1993, FOP350 EU COMM SHARP M, 1995, SCI NATIONS EUROPEAN SHARP M, 1996, EUROPES PHARM IND IN SHARP M, 1996, KNOWLEDGE TECHNOLOGY, P3 TEECE D, 1982, J ECON BEHAV ORGAN, V1, P223 WINTER SG, 1984, J ECON BEHAV ORGAN, V5, P287 ZUCKER LG, 1995, 5342 NAT BUR EC RES NR 32 TC 6 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 1999 VL 19 IS 5 BP 267 EP 282 PG 16 SC Engineering, Industrial; Operations Research & Management Science GA 187DL UT ISI:000079771600001 ER PT J AU Narula, R Hagedoorn, J TI Innovating through strategic alliances: moving towards international partnerships and contractual agreements SO TECHNOVATION LA English DT Article DE strategic alliances; R&D; innovation; internationalization; organizational modes; globalization; multinational corporations ID ORGANIZATIONAL MODES; SECTORAL DIFFERENCES; TECHNOLOGY; COOPERATION AB Strategic alliances are becoming ever more popular, particularly to undertake technological development activities. Their rapid growth since the 1980s is regarded as further evidence of globalization. In this paper we analyse the trends in strategic technology partnering (STP). In particular, the use of international STP has grown, although less so in US firms than European and Japanese ones. In addition, there has been a growing use of non-equity agreements, which seem to be a superior means to undertake technological development in high-technology and fast-evolving sectors. Among other things, our analysis suggests that as far as STP is concerned, firms appear to do whatever firms in the same industry do, regardless of nationality. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Univ Oslo, N-0317 Oslo, Norway. RP Narula, R, Univ Oslo, PB 1108 Blindern, N-0317 Oslo, Norway. CR *UN, 1996, WORLD INV REP 1996 U ARCHIBUGI D, 1992, TECHNOLOGICAL SPECIA CANTWELL J, 1989, TECHNOLOGICAL INNOVA CULPAN R, 1993, MULTINATIONAL STRATE, P103 DUNNING JH, 1995, J INT BUS STUD, V26, P461 DUNNING JH, 1998, MULTINATIONAL ENTERP FREEMAN C, 1988, SMALL COUNTRIES FACI GUGLER P, 1996, 27 I MARK UNT HAGEDOORN J, 1990, TECHNOVATION, V10, P17 HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371 HAGEDOORN J, 1996, J INT BUS STUD, V27, P265 HAGEDOORN J, 1996, REV IND ORGAN, V11, P601 HARRIGAN K, 1988, COOPERATIVE STRATEGI INKPEN AC, 1997, ACAD MANAGE REV, V22, P177 KNICKERBOCKER F, 1973, OLIGOPOLISTIC REACTI LUNDVALL B, 1992, NATL SYSTEMS INNOVAT MADHOK A, 1997, STRATEGIC MANAGE J, V18, P39 NARULA R, 1996, MULTINATIONAL INVEST NARULA R, 1998, INT BUSINESS REV, V7, P377 NARULA R, 1999, EUROPEAN INTEGRATION NARULA R, 1999, IN PRESS INT J TECHN OSBORN RN, 1990, ACAD MANAGE J, V33, P503 OSBORN RN, 1997, ACAD MANAGE J, V40, P261 VEUGELERS R, 1996, INT BUSINESS REV, V4, P213 NR 24 TC 19 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 1999 VL 19 IS 5 BP 283 EP 294 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 187DL UT ISI:000079771600002 ER PT J AU Sohal, AS Gordon, J Fuller, G Simon, A TI Manufacturing practices and competitive capability: an Australian study SO TECHNOVATION LA English DT Article DE manufacturing competitiveness; manufacturing practices; survey; Australia; Canada ID ADVANTAGE; COMPETENCE; RESOURCE AB This paper presents the results of a study conducted to identify the most common manufacturing management strategies/practices adopted by Australian companies and to identify those strategies/practices that provide the greatest contribution to performance. The data for this study were collected by means of a postal questionnaire survey. The findings from the Australian study are compared with the results obtained from a Canadian study that used the same survey instrument. Based on 22 performance measures, the "Most Successful" and the "Least Successful" companies are identified and the major differences between the Most Successful and the Least Successful groups are discussed. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Monash Univ, Dept Management, Melbourne, Vic 3145, Australia. RP Sohal, AS, Monash Univ, Dept Management, POB 197, Melbourne, Vic 3145, Australia. CR CARLZON J, 1987, MOMENTS TRUTH EISENFELD L, 1992, AM J PERINAT, V9, P5 FIOL CM, 1991, J MANAGE, V17, P191 GORDON J, 1995, BUSINESS Q SPR, P79 HAMEL G, 1994, HARVARD BUSINESS JUL HARRISON NJ, 1994, CHANGING PATTERNS GL HORNELL E, 1992, IMPROVING PRODUCTIVI LADO AA, 1994, ACAD MANAGE REV, V19, P699 MILLER JG, 1993, BENCHMARKING GLOBAL ONEILL P, 1998, IN PRESS INT J OPERA PAPPAS, 1990, GLOBAL CHALLENGE PAVITT K, 1990, BRIT J MANAGEMENT, V1, P208 PERRY M, 1998, IN PRESS INT J PRODU PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 PRESCOTT EC, 1980, J POLITICAL EC, V88, P446 RANSON B, 1987, J ECON ISSUES, V21, P1265 REED R, 1990, ACAD MANAGE REV, V15, P88 SAMSON D, 1993, INT J HUMAN FACTORS, V3, P135 SELZNICK P, 1990, LEADERSHIP ADM SOHAL AS, 1992, TOTAL QUAL MANAGE, V3, P283 SOHAL AS, 1995, QUALITY PRACTICES AU SOHAL AS, 1996, TECHNOVATION, V16, P377 SOHAL AS, 1997, INT J COMP INTEG M, V10, P281 STALK G, 1992, HARVARD BUS REV, V70, P57 TERZIOVSKI M, 1998, 1898 MON U DEP MAN TOMER JF, 1987, ORG CAPITAL ULRICH D, 1990, ORG CAPABILITY VOSS CA, 1993, MADE BRITAIN WHYBARK DC, 1992, GLOBAL MANUFACTURING NR 29 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 MAY PY 1999 VL 19 IS 5 BP 295 EP 304 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 187DL UT ISI:000079771600003 ER PT J AU Sung, CS Hong, SK TI Development process of nuclear power industry in a developing country: Korean experience and implications SO TECHNOVATION LA English DT Article DE nuclear power plant; technological localization; Korean experience AB Korea has exerted her efforts to assimilate nuclear power technology, and reportedly localized 95 percent of nuclear power technology by 1995. This paper investigates the evolution of the nuclear power program in Korea to exploit the development process of the nuclear power industry and key factors for the technological localization of nuclear power plants. In developing countries, an imitative catching-up process can be shown as a course for developing the absorptive capacity of foreign technology, which depends on prior knowledge base and the intensity of effort. The process of technological learning consists of five stages including preparation, implementation of foreign technology, acquisition of peripheral technology, acquisition of core technology, and improvement of foreign technology. Moreover, this paper discusses six essential factors that have influenced the successful achieve ment of technological localization of nuclear power plants in Korea. They include the role and strategies of the government, the leading role of utility firms, the development and cooperation of the related organizations, the development of human resources and their efforts, market conditions and the assistance of foreign donors, and social conditions. Finally, this paper discusses implications offered by the Korean experience for other developing countries. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Korea Adv Inst Sci & Technol, Dept Ind Engn, Taejon 305701, South Korea. RP Sung, CS, Korea Adv Inst Sci & Technol, Dept Ind Engn, 373-1 Kusong Dong, Taejon 305701, South Korea. CR *HCC, 1982, HIST HYUND CONSTR CO *KAERI, 1990, DEV HIST KOR AT EN R *KAIF, 1996, KOR AT IND FOR SEOUL *KEPCO, 1992, PLAN TECHN LOC NUCL *KEPCO, 1995, WHIT PAP NUCL POW EN *KHIC, 1995, DEV HIST KOR HEAV IN *KOPEC, 1995, HIST KOR POW ENG SER AMSDEN AH, 1989, MANAGEMENT IND READI BOLTON MK, 1993, ORG DYNAMICS WIN, P30 CHATURVEDI RP, 1990, TECHNOLOGY TRANSFER, P249 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOK PL, 1989, TECHNOVATION, V9, P431 DODGSON M, 1993, ORGAN STUD, V14, P375 GIOIA DA, 1984, ACAD MANAGE REV, V9, P449 HARLOW HF, 1959, PSYCHOLOGY STUDY SCI, V2, P492 KIM DH, 1993, SLOAN MANAGEMENT FAL, P37 KIM L, 1980, RES POLICY, V9, P254 KIM LS, 1997, CALIF MANAGE REV, V39, P86 KIM LS, 1997, IMITATION INNOVATION LEE C, 1995, P C MEM ACH NUCL POW NELSON R, 1982, EVOLUTIONARY THEORY OLIVEIRA A, 1991, SCI PUBL POLICY, V18, P156 SURREY J, 1988, ENERGY POLICY OCT, P461 WALSH JP, 1991, ACAD MANAGE REV, V16, P57 WESTPHAL LE, 1985, INT TECHNOLOGY TRANS, P167 NR 25 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 MAY PY 1999 VL 19 IS 5 BP 305 EP 316 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 187DL UT ISI:000079771600004 ER PT J AU Sikka, P TI Technological innovations by SME's in India SO TECHNOVATION LA English DT Article AB Weak linkages exist between the technology providers (universities and R&D laboratories) and the SME's as technology users; very little motivation exists for the SME's for upgrading their capabilities towards entering into subcontracting and ancillarization of activities with the larger firms in India. While surveying the current Indian scene, the author has advocated the need for SME's to utilize the technical facilities available at the S&T infrastructure created in the country and vice-versa. A special mechanism may be created at the national level to enable the SME's to upgrade their technical capacities and capabilities for producing quality products to interact with larger firms, in new and emerging fields. The article highlights the entrepreneurship capabilities which is being developed by SME's in India for producing quality products as well as undertaking ancillarization and sub-contracting activities for the larger firms in India. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Govt India, Minist Dept Sci & Technol, Technol Commersialisat Grp, New Delhi 110016, India. RP Sikka, P, Govt India, Minist Dept Sci & Technol, Technol Commersialisat Grp, New Delhi 110016, India. CR *ADM STAFF COLL IN, 1997, STAT STUD TECHN GROW, V1 *CONF IND IND, 1996, CII REP 1995 96 SMAL *GOVT IND MIN SCI, 1996, COMP IN HOUS R D CTR DEAN BV, 1980, EC R D MANAGEMENT RE DRUCKER PF, 1985, INTRO INNOVATION ENT, P1 ETZKOWITZ H, 1997, U GLOBAL KNOWLEDGE E GUPTA DB, 1995, ANCILLARIZATION SUBC KUMAR N, 1998, TECH MONITOR, V15, P49 LAL S, 1983, ECON LETT, V13, P379 PAVITT K, 1976, OMEGA INT J MGT SCI, V4, P539 SIKKA P, 1990, J SCI PUBLIC POLICY, V17, P45 SIKKA P, 1996, TECHNOVATION, V16, P85 SIKKA P, 1997, TECHNOVATION, V17, P707 SIKKA P, 1998, IN PRESS RES POLICY SIKKA P, 1998, J TECHNOLOGY SOC, V20, P45 NR 15 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 1999 VL 19 IS 5 BP 317 EP 321 PG 5 SC Engineering, Industrial; Operations Research & Management Science GA 187DL UT ISI:000079771600005 ER PT J AU Johne, A TI Using market vision to steer innovation SO TECHNOVATION LA English DT Article DE market vision; market innovation; product innovation; process innovation; business development AB A fundamental purpose of innovation is to improve business performance. Three main types of innovation can be called upon for this purpose: market innovation, product innovation, and process innovation. It is argued that market innovation-which involves improving the mix of customers and how these are served-provides the raison d'etre for all other forms of innovation. Innovation which is pursued for its own sake is often a passport to failure. This paper shows how market vision can steer innovation in ways which exploit the full potential of a business. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 City Univ London, Sch Business, Barbican Ctr, London EC2Y 8HB, England. RP Johne, A, City Univ London, Sch Business, Barbican Ctr, Frobisher Crescent, London EC2Y 8HB, England. CR CUMMING BS, 1998, EUROPEAN J INNOVATIO, V1, P21 GHOSHAL S, 1998, INDIVIDUALISED CORPO GRANT RM, 1991, CALIF MANAGE REV, V33, P114 HAMEL G, 1996, HARVARD BUSINESS JUL, P69 HART S, 1996, NEW PRODUCT DEV HOOLEY G, 1993, COMPETITIVE POSITION JOHNE FA, 1996, EUROPEAN MANAGEMENT, V14, P176 KOTLER P, 1997, MARKETING MANAGEMENT MAIDIQUE MA, 1980, SLOAN MANAGEMENT WIN, P59 MATHUR SS, 1997, CREATING VALUE SHAPI MITCHELL A, 1996, MARKETING WEEK 1025, P26 PORTER ME, 1985, COMPETITIVE ADVANTAG STOREY C, 1998, J PROD INNOVAT MANAG, V15, P335 TREACY M, 1995, DISCIPLINE MARKET LE NR 14 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 APR PY 1999 VL 19 IS 4 BP 203 EP 207 PG 5 SC Engineering, Industrial; Operations Research & Management Science GA 183BX UT ISI:000079535100001 ER PT J AU Bolisani, E Scarso, E TI Information technology management: a knowledge-based perspective SO TECHNOVATION LA English DT Article DE information technology; knowledge transfer; management studies ID FIRM; INNOVATION; STRATEGY; CREATION AB In management studies knowledge is increasingly recognised to be a primary source of firms' competitiveness. The creation, management, and transfer of knowledge are regarded as central issues by scholars and practitioners. In the process of knowledge transfer a vital role is also ascribed to computer and telecommunication systems. Based on recent theoretical approaches to knowledge management, and in particular Nonaka's perspective, the paper examines the critical issues associated with the inter-organisational transfer of knowledge. The various kinds of knowledge generated and exchanged by the firms are compared and contrasted, as well as the specific problems of knowledge management which arise. The implications of the applications of Information and Communication Technology (ICT) are then illustrated. In particular, it is discussed that different ICT systems, which are designed to handle different kinds of information and data, are appropriate to the transfer of different kinds of knowledge. The interpretative framework proposed here is then applied to a number of case studies of various ICT applications implemented in the northeast of Italy. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Univ Padua, Dipartimento Tecn & Gest Sistemi Ind, I-36100 Vicenza, Italy. RP Bolisani, E, Univ Padua, Dipartimento Tecn & Gest Sistemi Ind, Viale X Giugno 22, I-36100 Vicenza, Italy. EM bolisani@uxl.unipd.it CR ALTERS S, 1996, INFORMATION SYSTEMS BOLISANI E, 1997, P 11 ISPIM INT C THE, P1 BOLISANI E, 1998, P 6 EUR C INF SYST A DAVENPORT TH, 1996, SLOAN MANAGEMENT SUM, P53 DAVENPORT TH, 1998, SLOAN MANAGE REV, V39, P43 DAVENPORT TH, 1998, WORKING KNOWLEDGE OR DEMAREST M, 1997, LONG RANGE PLANN, V30, P374 EARL MJ, 1994, STRATEGIC INFORMATIO, P53 FLECK J, 1997, TECHNOL ANAL STRATEG, V9, P383 FORAY D, 1996, OECD EMPLOYMENT GROW, P11 FOUTS P, 1997, P PICMET 97 PORTL JU GRANT RM, 1991, CALIF MANAGE REV, V33, P114 GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109 GRANT RM, 1997, LONG RANGE PLANN, V30, P450 HOLSAPPLE CW, 1996, DECISION SUPPORT SYS JORDAN J, 1997, LONG RANGE PLANN, V30, P392 JORDAN J, 1997, TECHNOL ANAL STRATEG, V9, P379 KAMEL N, 1997, INFORMATION SOC, V13, P93 LUNDVALL BA, 1994, J IND STUDIES, V1, P23 MILLAR J, 1997, TECHNOL ANAL STRATEG, V9, P399 NIGHTINGALE P, 1998, IN PRESS RES POLICY NONAKA I, 1991, HARVARD BUSINESS NOV, P96 NONAKA I, 1994, ORGAN SCI, V5, P14 NONAKA I, 1995, KNOWLEDGE CREATING C NONAKA I, 1996, INT J TECHNOL MANAGE, V11, P833 NUMATA J, 1997, P PICMET 97 PORTL JU PELC KI, 1997, P PICMET 97 PORTL JU POLANYI M, 1967, TACIT DIMENSION PYKA A, 1997, TECHNOVATION, V17, P207 QUINTAS P, 1997, LONG RANGE PLANN, V30, P385 SPENDER JC, 1996, STRATEGIC MANAGE J, V17, P5 VINCENTI WG, 1984, TECHNOL CULT, V25, P540 WHITEHILL M, 1997, LONG RANGE PLANN, V30, P621 ZACK MH, 1998, P6 EUR C INF SYST AI NR 34 TC 5 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 1999 VL 19 IS 4 BP 209 EP 217 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 183BX UT ISI:000079535100002 ER PT J AU Carayannis, EG TI Fostering synergies between information technology and managerial and organizational cognition: the role of knowledge management SO TECHNOVATION LA English DT Article DE collaborative learning; co-opetition; information technology productivity paradox; knowledge management, managerial and organizational cognition; meta-learning; next generation intelligent agents; organizational knowledge management networks ID STRATEGIC MANAGEMENT AB In this paper, we try to understand the role of knowledge management in fostering a synergistic symbiosis between information technology and managerial and organizational cognition. Both information technology and knowledge management can be perceived as strategic enablers of managerial and organizational cognition. We synthesize classical cognition concepts and recent empirical experience with knowledge management applications to develop an organizational knowledge management model (the Organizational Cognition Spiral or OCS) and tool (the organizational knowledge network or OK net) for understanding and supporting managerial and organizational cognition. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 George Washington Univ, Sch Business & Publ Management, Dept Management Sci, Management Sci Technol & Innovat Program, Washington, DC 20052 USA. RP Carayannis, EG, George Washington Univ, Sch Business & Publ Management, Dept Management Sci, Management Sci Technol & Innovat Program, Washington, DC 20052 USA. CR *C BOARD, 1996, KNOWL MAN ORG ARGYRIS C, 1978, ORG LEARNING ARGYRIS C, 1990, OVERCOMING ORG DEFEN BECKMAN T, 1997, INT ASS SCI TECHN DE BECKMAN T, 1998, KNOWLEDGE MANAGEMENT BRADENBURGER A, 1996, COOPERATION BROOKING A, 1996, INTRO INTELLECTUAL C BRYNJOLFSSON E, 1993, COMMUNICATIONS ACM, V36 BRYNJOLFSSON E, 1994, MANAGE SCI, V40, P12 BRYNJOLFSSON E, 1995, INFORMATIONWEEK 0918 BRYNJOLFSSON E, 1996, MANAGMENT SCI APR BRYNJOLFSSON E, 1997, P INT C INF SYST ATL CARAYANNIS E, 1992, WORKING PAPER SERIES, V131 CARAYANNIS E, 1993, INCREMENTALISME STRA CARAYANNIS E, 1994, 39 INT COUNC SMALL B CARAYANNIS E, 1994, GESTION STRATEGIQUE CARAYANNIS E, 1994, RES S MARK ENTR PAR CARAYANNIS E, 1994, THESIS RENSSELAER PO CARAYANNIS EG, 1996, J ENG TECHNOL MANAGE, V12, P301 CARAYANNIS EG, 1997, J ENG TECHNOL MANAGE, V14, P175 CARAYANNIS EG, 1998, TECHNOVATION, V18, P1 CARAYANNIS EG, 1998, TECHNOVATION, V18, P697 CHOMSKY N, 1971, CHOMSKY SELECTED REA CHOMSKY N, 1993, LANGUAGE THOUGHT CHOO CW, 1998, KNOWING ORG ORG USE DAVENPORT T, 1997, WORKING KNOWLEDGE OR DODGSON M, 1991, MANAGEMENT TECHNOLOG DODGSON M, 1993, ORGAN STUD, V14, P375 DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55 GARUD R, ORG SCI, V5 HALPERN D, 1989, THOUGHT KNOWLEDGE IN HITT L, 1996, MIS Q JUN JELINEK A, 1979, I INNOVATION STUDY O MAES P, 1998, WEBSITE MINTZBERG H, 1989, MINTZBERG MANAGEMENT MINTZBERG H, 1991, LONG RANGE PLANN, V2, P108 MYERS P, 1996, KNOWLEDGE MANAGEMENT NONAKA I, 1988, CALIFORNIA MANAG SPR NONAKA I, 1994, ORG SCI FEB NONAKA I, 1995, KNOWLEDGE CREATING C POLANYI M, 1958, PERSONAL KNOWLEDGE POLANYI M, 1966, TACIT DIMENSION SCHON D, 1983, REFLECTIVE PRACTITIO SHANNON CE, 1949, MATH THEORY COMMUNIC SIMON H, 1969, SCI ARTIFICIAL SOWA J, 1984, CONCEPTUAL STRUCTURE STERNBERG R, 1991, COMPLEX PROBLEM SOLV SVEIBY K, 1998, WHAT IS KNOWLEDGE MA TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 TURBAN E, 1992, EXPERT SYSTEMS APPL VANDERSPEK R, 1997, KNOWLEDGE MANAGEMENT VONHIPPEL E, 1988, SOURCES INNOVATION WEICK K, 1979, SOCIAL PSYCHOL ORG WIIG K, 1993, KNOWLEDGE MANAGEMENT WOOLF H, 1990, WEBSTERS NEW WORLD D NR 55 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 APR PY 1999 VL 19 IS 4 BP 219 EP 231 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 183BX UT ISI:000079535100003 ER PT J AU Chang, PL Hsu, CW Tsai, CT TI A stage approach for industrial technology development and implementation - the case of Taiwan's computer industry SO TECHNOVATION LA English DT Article DE government-supported R&D institutes; industrial technology development; industrial technology implementation; computer industry ID SUCCESS AB The objective of this paper is to study how government-supported R&D institutes cooperate with the industrial sector to assist industrial technology development in developing countries. By investigating the case of the computer industry in Taiwan, the authors suggest a stage approach for industrial technology development. This approach emphasizes the implementation of technology, that is, R&D institutes should help industry to truly absorb and apply technology to improve their products or services to upgrade their overall industrial competitiveness. For developing countries, the key problems of industrial technology development are not only gaining technology but also implementing that technology in their own industrial context, This paper suggests that R&D institutes should closely coordinate with industry during the R&D procedures to make different technology implementation strategies at different developmental stages. The approach is based on three stages which respectively represent industrial technology capabilities at weak, medium or strong levels. Five strategies are discussed. To link the implementation strategies and the R&D procedures there are three critical factors to consider: commercialization capability; market timing; and industrial technology requirements. This approach shows how R&D institutes can effectively help industrial technology to develop step-by-step, thus upgrading technological capability and fostering overall industrial growth. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Natl Chiao Tung Univ, Inst Management Sci, Taipei, Taiwan. RP Chang, PL, Natl Chiao Tung Univ, Inst Management Sci, 4F,114 Chung Hsiao W Rd,Sec 1, Taipei, Taiwan. EM changpl@ms16.hinet.net CR *I INF IND, 1997, INF IND YB *INT I MAN DEV, 1997, WORLD COMP YB *MIN EC AFF, 1989, MIN EC AFF GOV SUPP AUTIO E, 1995, INT J TECHNOL MANAGE, V10, P643 BARRY B, 1987, ADM POLICY, V19, P197 BETZ F, 1993, STRATEGIC TECHNOLOGY CHANG PL, 1993, TECHNOL ANAL STRATEG, V5, P173 CHANG PL, 1997, FORECAST MODEL TECHN CHOI HS, 1988, TECHNOLOGICAL FORECA, V36, P209 DEVLIN G, 1988, LONG RANGE PLANN, V21, P18 DORF RF, 1988, P 1 J TECHN MAN, P302 HARVEY MG, 1984, J BUS STRAT, V5, P51 HAYES RH, 1988, READINGS MANAGEMENT, P417 KIM LS, 1992, RES POLICY, V21, P437 LEE CO, 1991, SCI PUBL POLICY, V18, P219 MOGAVERO LN, 1982, TECHNOLOGY TRANSFER OHAME K, 1989, HARVARD BUS REV, P143 PORTER ME, 1985, COMPETITIVE ADVANTAG, CH5 ROESSNER JD, 1992, TECHNOL ANAL STRATEG, V4, P99 ROTHWELL R, 1982, IND INNOVATION PUBLI, P176 SCHECHTER J, 1982, TECHNOLOGY TRANSFER, P65 SHAMA A, 1992, TECHNOLOGY TRANSFER, P18 SHARIF MN, 1997, INT J TECHNOL MANAGE, V14, P309 SOUNDER WE, 1990, RES TECHNOLOGY M SEP, P44 SPANN MS, 1993, TECHNOLOGY TRANSFER, V18, P63 WINEBRAKE JJ, 1992, TECHNOLOGY TRANSFER, V17, P54 YIN JZS, 1992, TECHNOL FORECAST SOC, V42, P17 YUAN B, 1995, INT J TECHNOLOGY MAN, V10 NR 28 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 1999 VL 19 IS 4 BP 233 EP 241 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 183BX UT ISI:000079535100004 ER PT J AU Khan, MU TI Dynamic techno-management capability of Indian computer firms in comparison with Korea SO TECHNOVATION LA English DT Article DE computer; India; Korea AB This article attempts to define dynamic techno-management capability (DTMC) in firms. DTMC is the managerial ability of technological progress paths that are technology-intensive, dynamic complex and risky. A comparison of Indian computer firms with a Korean electronics company was made, taking into consideration various parameters involved in techno-dynamic management capability. The Korean company, Samsung Electronics Co., is one of the big giants in Asia. It has diversified its activities in the areas of electronics. It has made tremendous achievements in Dynamic Random Access Memory (DRAM) technology over the years. Whereas Wipro Information Technology Ltd. is an Indian company that could not achieve excellence in the designing of computers due to a weak components base in the country. The other reason that Wipro Information Technology could not catch up was because of its not following the managerial practices of technology development paths as the Koreans did. In the present scenario, Indian computer companies have been left with no choice but to concentrate on software development if they are to make their presence felt in the international market. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Natl Inst Sci Technol & Dev Studies, New Delhi 110012, India. RP Khan, MU, Natl Inst Sci Technol & Dev Studies, New Delhi 110012, India. CR AMIT R, 1993, STRATEGIC MANAGE J, V14, P33 ARCHAMBAULT E, 1991, THESIS U SUSSEX CHANDLER A, 1962, STRATEGY STRUCTURE CHANDLER A, 1977, VISIBLE HAND MANAGER CHANDLER A, 1990, SCALE SCOPE DYNAMICS CHANDLER AD, 1992, J ECON PERSPECT, V6, P79 CYERT R, 1963, BEHAV THEORY FIRM DEMSETZ H, 1991, NATURE FIRM ORIGIN E JUN Y, 1994, GLOBAL COOPERATION G MARCH J, 1958, ORGANIZATIONS MCGRATH RG, 1992, STRATEGIC MANAGE J, V13, P137 PENROSE E, 1959, THEORY GROWTH FIRM PISANO GP, 1990, ADMIN SCI QUART, V35, P153 PORTER ME, 1991, STRATEGIC MANAGE J, V12, P95 SIMON H, 1976, ADM BEHAV TEECE D, 1990, 908 CCC U CALF BERKL TEECE DJ, 1994, J ECON BEHAV ORGAN, V23, P1 THOMPSON J, 1967, ORG ACTION TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 WINTER S, 1988, J LAW EC ORG, V4 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 APR PY 1999 VL 19 IS 4 BP 243 EP 259 PG 17 SC Engineering, Industrial; Operations Research & Management Science GA 183BX UT ISI:000079535100005 ER PT J AU Holt, K TI Management and organization through 100 years SO TECHNOVATION LA English DT Article DE management organization; organization theories AB The management field is characterized by a variety of theories, schools and directions. Since the turn of the century the classical management school of thought, with emphasis on formal structure, autocratic leadership and control by superiors, has been dominant. With the 1920s came the human oriented school which stresses informal organization, participative leadership and self control. Around 1950 the decision theory school appeared: several directions with quantitative models for planning and decision making. The system oriented school came in the 1960s; it views the company as an open system interacting with the environment. During the 1970s the innovation oriented school appeared, with emphasis on change adaption, and the contingency management school with a focus on the impact of situational factors. The Japanese school, with new approaches to human relations and production efficiency, became widely known in the 1980s. The most important development in the 1990s has been the eco-management school with strategies and approaches for environmental improvement. An integrated, all embracing theory is far away. Ln the coming years, eclectic management will have an important role to play. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Norwegian Univ Sci & Technol, Dept Ind Econ & Technol Management, N-7034 Trondheim, Norway. RP Holt, K, Norwegian Univ Sci & Technol, Dept Ind Econ & Technol Management, N-7034 Trondheim, Norway. CR 1990, FORTUNE 0924 BASIL DC, 1974, MANAGEMENT CHANGE BOLMAN LG, 1991, REFRAMING ORG DEARDEN J, 1968, EUROPEAN BUSINES OCT, P30 FAYOL H, 1921, ADM IND GEN, P110 HEYEL C, 1939, HUMAN RELATIONS MANU HOLT K, 1970, MGNT INT REV, V4, P21 KOONTZ H, 1982, INT MNGT DEV KOONZ H, 1961, J ACAD SCI DEC, P171 SEILER JA, 1967, SYSTEM ANAL ORG BEHA, P219 TAYLOR B, 1994, ENV HDB, P446 TAYLOR FW, 1913, PRINCIPLES SCI MANAG THUROW L, 1992, HEAD HEAD COMING EC, P336 TRUSHMAN ML, 1982, READINGS MANAGEMENT, P652 WEBER M, 1922, WIRTSCHAFT GESELLSCH, P1033 YAMAKI N, 1981, JAPANESE MANAGEMENT, P32 NR 16 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 MAR PY 1999 VL 19 IS 3 BP 135 EP 140 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA 177CM UT ISI:000079189900001 ER PT J AU Carayannis, EG TI Knowledge transfer through technological hyperlearning in five industries SO TECHNOVATION LA English DT Article DE management of technology; technological learning; knowledge management; knowledge transfer ID STRATEGY AB The Strategic or Active Incrementalism style and the Meta-Cognitive paradigm of strategic decision making are proposed as self-organizing cognitive filters for facilitating technology transfer, which is viewed as a knowledge transfer process of technological (technical and administrative) cognition and learning as well as unlearning. Furthermore, the case is made for an architecture of hyperlearning conceived as a four-level (operational, tactical, strategic, and meta-strategic level) and four-mode (individual, intra-organizational, inter-organizational, and supra-organizational mode), feedback-driven system of technological learning and unlearning. Such an architecture for a self-organizing system of technological learning, could serve as a major source of sustainable competitive advantage from a resource-based, firm-specific perspective within hypercompetitive and technology-driven environments. To validate our proposed typology of multiple level and mode technological learning that underlies the Strategic Incrementalism style and the Meta-Cognitive paradigm of strategic decision making, we attempted to empirically identify the presence of multiple-level technological learning through in-depth-interview-driven, two to three year long, ethnographic case studies of nineteen companies headquartered in the USA, Canada, Germany, and France, that operate in high risk and/or uncertainty, very dynamic (due to intensity of competition and/or technological complexity), and technologically intensive (where technology has strategic import, and in many cases one has to "bet the company" when deciding for or against a certain project or technology) business environments. Specifically, the industries the companies operate in are: multimedia, pharmaceuticals/biotechnology, transportation, industrial chemicals/materials, and power generation. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 George Washington Univ, Management Sci Technol & Innovat Program, Dept Management Sci, Sch Business & Publ Management, Washington, DC 20052 USA. RP Carayannis, EG, George Washington Univ, Management Sci Technol & Innovat Program, Dept Management Sci, Sch Business & Publ Management, Washington, DC 20052 USA. EM caraye@gwis2.circ.gwu.edu CR AMIT R, 1993, STRATEGIC MANAGE J, V14, P33 ARGYRIS C, 1978, ORG LEARNING THEORY CARAYANNIS E, 1992, RPI SCH MANAGEMENT W, V131 CARAYANNIS E, 1993, INCREMENTALISME STRA CARAYANNIS E, 1994, 39 INT COUNC SMALL A CARAYANNIS E, 1994, GESTION STRATEGIQUE CARAYANNIS E, 1994, THESIS SCH MAN TROY CARAYANNIS E, 1994, U ILL CHIC AM MAN AS CHOMSKY N, 1971, CHOMSKY SELECTED REA CHOMSKY N, 1993, LANGUAGE THOUGHT COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COLE R, 1989, STRATEGIES LEARNING DAVENI R, 1994, HYPERCOMPETITION MAN DEMEY M, 1982, COGNITIVE PARADIGM DODGSON M, 1993, ORGAN STUD, V14, P375 FODOR J, 1980, LANGUAGE THOUGHT GARUD R, 1994, ORG SCI, V5 GARUD R, 1994, STRATEGIC MANAGE J, V15, P365 GLYNN M, 1994, MAPPING LEARNING PRO GRANT R, 1991, RESOURCE BASED THEOR HALPERN D, 1989, THOUGHT KNOWLEDGE IN HEDBERG B, 1981, ORG LEARN UNLEARN HD ITAMI H, 1987, MOBILIZING INVISIBLE KUHN TS, 1970, STRUCTURE SCI REVOLU MINER J, 1982, THEORIES ORG STRUCTU MINTZBERG H, 1976, PLANNING LEFT SIDE M MINTZBERG H, 1985, ADMIN SCI QUART, V30, P160 MINTZBERG H, 1989, MINTZBERG MANAGEMENT MINTZBERG H, 1990, STRATEGIC MANAGE J, V11, P171 MINTZBERG H, 1991, LONG RANGE PLANN, V2, P108 MINTZBERG H, 1991, STRATEGIC MANAGE J, V12, P463 MORONE J, 1989, STRATEGIC USE TECHNO NELSON R, 1982, EVOLUTIONARY THEORY NONAKA I, 1988, CREATING ORG ORDER C NONAKA I, 1994, DYNAMIC THEORY ORG K POLANYI M, 1958, PERSONAL KNOWLEDGE POLANYI M, 1966, TACIT DIMENSION PORTER ME, 1991, STRATEGIC MANAGE J, V12, P95 PRAHALAD CK, 1990, CORE COMPETENCE CORP QUINN JB, 1980, STRATEGIES CHANGE LO QUINN JB, 1992, INTELLIGENT ENTERPRI REISMAN A, 1989, J TECHNOLOGY TRA SUM, P31 ROGERS E, 1983, DIFFUSION INNOVATION SAHAL D, 1982, PATTERNS TECHNOLOGIC SCHON D, 1983, REFLECTIVE PRACTITIO SCHON D, 1991, REFLECTIVE TURN TEAC SENGE P, 1990, 5 DISCIPLINE ART PRA SHANNON CE, 1949, MATH THEORY COMMUNIC SIMON H, 1969, SCI ARTIFICIAL SIMON H, 1976, ADM BEHAV STEINBRUNER J, 1974, CYBERNETIC THEORY DE STERNBERG R, 1991, COMPLEX PROBLEM SOLV TEECE D, 1990, DYNAMIC CAPABILITIES VARELA FJ, 1991, EMBODIED MIND COGNIT VONHIPPEL E, 1988, SOURCES INNOVATION VONKROGH G, 1993, IMPLANTING STRATEGIC NR 56 TC 5 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 1999 VL 19 IS 3 BP 141 EP 161 PG 21 SC Engineering, Industrial; Operations Research & Management Science GA 177CM UT ISI:000079189900002 ER PT J AU Alcorta, L TI The diffusion of advanced automation in developing countries: factors and adoption process SO TECHNOVATION LA English DT Article DE advanced automation; developing countries; diffusion ID SMALL FIRMS; TECHNOLOGY; LESSONS AB This paper reports the results of an empirical research into the diffusion of advanced automation in Brazil, India, Mexico, Thailand, Turkey and Venezuela. It shows that the extent of the use of advanced automation on a normalised basis is higher in Mexican firms, followed by Thai, Turkish and Venezuelan firms. Brazilian and Indian firms are among the least automated of the sample. Diffusion is higher among customised products manufacturers and small domestic firms. Macroeconomic factors underlying diffusion were a stable economic environment, low interest rates, availability of finance and a growing engineering goods demand. Firm factors for adoption comprised technical ones such as quality, flexibility and machine productivity, although industry considerations permeated the relative importance of each factor. Economic factors for adoption included labour and unit cost considerations. It also found that developing country firms, while searching for information on advanced automation through trade fairs and suppliers, do not make use of all available sources. The assessment of the potential of the new technologies is relatively simple and based on management intuition. There was also little preparation and not enough skilled workers prior to the installation of the new equipment. The paper concludes that the unstable environmental conditions and limited depth of knowledge in which advanced automation is used in developing countries calls for policy intervention at the aggregate and firm levels. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Maastricht Sch Management, NL-6229 EP Maastricht, Netherlands. RP Alcorta, L, Maastricht Sch Management, Endepolsdomein 150, NL-6229 EP Maastricht, Netherlands. CR ALCORTA L, 1998, 9803 UNUINTECH AYRES R, 1991, COMPUTER INTEGRATED, V1 AYRES R, 1992, COMPUTER INTEGRATED, V3 BELL M, 1984, J DEV ECON, V16, P101 BELL M, 1984, TECHNOLOGICAL CAPABI BESSANT J, 1988, RES POLICY, V17, P349 CAVES R, 1996, MULTINATIONAL ENTERP CHUDNOVSKY D, 1988, WORLD DEV, V16, P723 DAHLMAN CJ, 1987, WORLD DEV, V15, P759 EDQUIST C, 1988, FLEXIBLE AUTOMATION ENOS JL, 1988, ADOPTION DIFFUSION I FLECK J, 1994, RES POLICY, V23, P637 JACOBSSON S, 1986, ELECT IND POLICY CAS JAIKUMAR R, 1986, HARVARD BUS REV, V64, P69 JAMES J, 1991, 2 UNUINTECH JAMES J, 1992, 222WP WEP WORLD EMPL JENKINS R, 1993, INT COMPETITIVENESS KANG SM, 1991, CTR EC POLICY RES PU, V266 KARSHENAS M, 1995, HDB EC INNOVATION TE KELLEY RM, 1992, COMPUTER INTEGRATED, V3 LEFEBVRE LA, 1991, R&D MANAGE, V21, P241 LINK AN, 1994, TECHNOVATION, V14, P85 MATESCO V, 1994, PERSPECTIVES EC BRAS NABSETH L, 1974, DIFFUSION NEW IND PR RAY GF, 1989, RES POLICY, V18, P1 ROGERS EM, 1995, DIFFUSION INNOVATION ROSEGGER G, 1986, EC PRODUCTION INNOVA ROSENBERG N, 1982, INSIDE BLACK TOT TEC SOHAL AS, 1996, TECHNOVATION, V16, P377 STONEMAN P, 1983, EC ANAL TECHNOLOGICA TENDLER J, 1996, WORLD DEV, V24, P407 THIRTLE CG, 1987, ROLE DEMAND SUPPLY G VONORTAS NS, 1997, TECHNOVATION, V17, P427 VOSS CA, 1988, INT J TECHNOL MANAGE, V3, P285 VOSS CA, 1988, RES POLICY, V17, P15 NR 35 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 1999 VL 19 IS 3 BP 163 EP 175 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 177CM UT ISI:000079189900003 ER PT J AU Hahn, YH Yu, PI TI Towards a new technology policy: the integration of generation and diffusion SO TECHNOVATION LA English DT Article DE diffusion-based incentive system; technology policy AB In this paper, we propose a novel framework for technology policy aimed both for the generation and diffusion of new technologies-diffusion-based incentive system (DBIS). Based upon the critical examination of related theories and the practice of technology policy, we identify two major problems in current technology policy: the ignorance of technology diffusion policy relative to technology generation policy, and the segregated approach to technology diffusion policy from technology generation policy. To remedy these problems, we argue that two goals of technology policy of generation and diffusion should be integrated and synchronized via a unified policy framework, acid propose DBIS which can serve the desired objective. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Korea Adv Inst Sci & Technol, Grad Sch Management, Yusong Gu, Taejon 305701, South Korea. RP Hahn, YH, Korea Adv Inst Sci & Technol, Grad Sch Management, Yusong Gu, 373-1 Kusong Dong, Taejon 305701, South Korea. EM s_hahn@cais.kaist.ac.kr CR ARROW KJ, 1962, EC WELFARE ALLOCATIO BARZEL Y, 1968, REV ECON STAT, V50, P348 BEATH J, 1989, B ECON RES, V41, P163 CHIANG JT, 1991, TECHNOVATION, V11, P339 DASGUPTA P, 1987, EC POLICY TECHNOLOGI DEMSETZ H, 1969, J LAW ECON, V12, P1 ERGAS H, 1987, TECHNOLOGY GLOBAL IN KARP LS, 1993, INT REV LAW EC JUN, P163 KITCH EW, 1977, J LAW ECON, V20, P265 LIMPENSE I, 1992, TECHNOLOGY POLICY 8 MOWERY D, 1995, HDB EC INNOVATION TE, CH12 NIMAN NB, 1995, CONTEMP ECON POLICY, V13, P77 REINGANUM J, 1986, HDB IND ORG, V1, CH14 ROESSNER JD, 1989, RES POLICY, V18, P361 ROSENBERG N, 1982, BLACK BOX ROTHWELL R, 1983, TROUBLE TECHNOLOGY SCHMOOKLER J, 1966, INVENTION EC GROWTH STONEMAN P, 1983, EC ANAL TECHNOLOGY C STONEMAN P, 1987, EC ANAL TECHNOLOGY P STONEMAN P, 1994, ECON J, V104, P918 NR 20 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 1999 VL 19 IS 3 BP 177 EP 186 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 177CM UT ISI:000079189900004 ER PT J AU Sohal, AS TI Introducing new technology in to a small business: a case study SO TECHNOVATION LA English DT Article DE small business; technology; planning; implementation; Australia AB This article details the planning and implementation of new manufacturing technologies by a small Australian manufacturer. The company manufactures busbar trunking systems for the construction industry and experienced rapid sales growth due to the property and construction boom in the latter half of the 1980s. Customers began demanding varying product specifications and higher quality products. With the manufacturing process being used, the company was unable to ensure product quality and lacked the flexibility to efficiently respond to varying product specifications. The situation led management to review the manufacturing processes in order to handle these orders that had grown by 20% of sales per annum. In response, the company introduced a number of new manufacturing technologies. This article details the processes relating to the introduction of the new technology to improve quality and flexibility, training requirements and the environment in which such changes took place. A number of key lessons learnt by the company are identified. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Monash Univ, Dept Management, Caulfield E, Vic 3145, Australia. RP Sohal, AS, Monash Univ, Dept Management, POB 197, Caulfield E, Vic 3145, Australia. CR AVISHAI B, 1989, HARVARD BUSINESS JAN, P110 BOYER KK, 1997, J OPERATIONS MANAGEM, V15, P331 GORDON J, 1998, ASSESSING MANUFACTUR SMALL MH, 1997, J OPERATIONS MANAGEM, V15, P349 SOHAL AS, 1997, INT J COMP INTEG M, V10, P281 VENKATESAN R, 1990, HARVARD BUS REV, V68, P120 VOSS CA, 1988, INT J TECHNOL MANAGE, V3, P285 NR 7 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 MAR PY 1999 VL 19 IS 3 BP 187 EP 193 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 177CM UT ISI:000079189900005 ER PT J AU De Toni, A Nassimbeni, G Tonchia, S TI Innovation in product development within the electronics industry SO TECHNOVATION LA English DT Article DE electronics; innovation; product development ID PERFORMANCE; DESIGN AB The authors present a framework which describes the intensity of application of the main product development techniques and methodologies (grouped into six classes) in relation to some project complexity variables (product specification, product complexity and project scope). The framework is tested using a case-study approach: four successful firms belonging to the electronics industry are examined with respect to the product development techniques adopted. The proposed framework provides a tool for checking the effectiveness of the main product development techniques in different situations. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Univ Udine, Dept Elect Managerial & Mech Engn, I-33100 Udine, Italy. RP De Toni, A, Univ Udine, Dept Elect Managerial & Mech Engn, Via Sci 208, I-33100 Udine, Italy. EM adt@picolit.diegm.uniud.it CR AKAO Y, 1990, QUALITY FUNCTION DEP BOOTHROYD G, 1987, PRODUCT DESIGN ASSEM BROWN SL, 1995, ACAD MANAGE REV, V20, P343 CLARK KB, 1989, MANAGE SCI, V35, P1247 CLARK KB, 1991, PRODUCT DEV PERFORMA CUSUMANO MA, 1992, RES POLICY, V21, P265 DEMARLE D, 1992, HDB IND ENG DETONI A, 1991, INT J OPER PROD MAN, V11, P38 DETONI A, 1999, IN PRESS INT J PRODU DETONI A, 1999, IN PRESS INT J PRODU, V36 DOWLATSHAHI S, 1992, INT J PURCHASING MAT, V28, P21 DOWLATSHAHI S, 1993, TECHNOVATION, V13, P161 ETTLIE JE, 1990, MANAGING DESIGN MANU ETTLIE JE, 1997, J OPERATIONS MANAGEM, V15, P33 FRUIN WM, 1992, JAPANESE ENTERPRISE FUJIMOTO T, 1997, P 3 INT S LOG ENH CO, P3 KOUDATE A, 1990, PROJECT MANAGEMENT KOUDATE A, 1990, VARIETY REDUCTION PR LAMMING R, 1990, INT J TECHNOL MANAGE, V5, P649 LIKER JK, 1995, J PROD INNOVAT MANAG, V12, P253 LOCH C, 1996, J PROD INNOVAT MANAG, V13, P3 MATHER H, 1988, COMPETITIVE MANUFACT MAYLOR H, 1997, INT J OPER PROD MAN, V17, P1196 NEVINS JL, 1989, CONCURRENT DESIGN PR NIEBEL BW, 1992, HDB IND ENG NISHIGUCHI T, 1994, STRATEGIC IND SOURCI ONEAL C, 1993, INT J PURCHASING MAT, V29, P3 RAGATZ GL, 1997, J PROD INNOVAT MANAG, V14, P190 RAJPUT S, 1989, INT J OPER PROD MAN, V9, P17 SCHONBERGER RJ, 1990, BUILDING CHAIN CUSTO STOLL HW, 1988, MANUFACTURING EN JAN, P67 TERWIESCH C, 1998, J PROD INNOVAT MANAG, V15, P3 TRYGG L, 1992, 1 INT PROD DEV MAN C, P569 TURNBULL P, 1992, STRATEGIC MANAGE J, V13, P159 VAKHARIA AJ, 1996, J OPERATIONS MANAGEM, V14, P3 WANG HS, 1992, HDB IND ENG WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD YOUSSEF MA, 1994, INT J OPER PROD MAN, V14, P6 NR 38 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 FEB PY 1999 VL 19 IS 2 BP 71 EP 80 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 165CA UT ISI:000078500300001 ER PT J AU Ottosson, S TI Planetary organizations SO TECHNOVATION LA English DT Article DE planetary; organization AB This article presents a new organizational concept (the "Planetary Organization"). The aim of this new concept is to increase the flexibility and involvement of: every individual associated with a project or a process. With regards to product development, and especially innovative product development, the aim is also to shorten the time needed to successfully complete tasks as well as to cut costs, encourage inventive solutions, and increase product quality. In the "Planetary Organization", the manager/project leader is in the center with sub-managers/sub-project leaders around him/her, in direct contact with one another. Grouped around each sub-manager/sub-project leader are associates, also in direct contact with each other. The management style for the managers/project leaders and the sub-managers/sub-project leaders should-for maximum efficiency-be Management by Walking Around (MBWA). An important characterization of such a planetary organization is the way in which experts and senior managers act as comets, pollinating and influencing others in the organization in a positive way. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Halmstad Univ, S-30118 Halmstad, Sweden. RP Ottosson, S, Halmstad Univ, Box 823, S-30118 Halmstad, Sweden. EM stig.ottosson@itn.hh.se CR CARLZON J, 1987, RIV PYRAMIDERNA GHOSHAL S, 1988, INDIVIDUALIZED CORPO JAWORSKI J, 1996, SYNCHRONICITY MILES RE, 1995, ORGAN DYN, V23, P4 OTTOSSON S, 1996, J ENG DESIGN, V7, P151 OTTOSSON S, 1996, J ENG DESIGN, V7, P151 OTTOSSON S, 1997, DARMST S 3 5 DEC DAR OTTOSSON S, 1998, DYNAMISK PRODUKTUTVE OTTOSSON S, 1998, TECHNOVATION, V18, P235 ZOHAR D, 1997, REWIRING CORPORATE B NR 10 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 1999 VL 19 IS 2 BP 81 EP 86 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA 165CA UT ISI:000078500300002 ER PT J AU Carayannis, EG TI Organizational transformation and strategic learning in high risk, high complexity environments SO TECHNOVATION LA English DT Article DE management of technology; strategic learning; organizational transformation; dissipative structures; bifurcation AB The objective of the study was to use a technologically intensive industry as the platform for developing certain conceptual tools that can effectively aid in improving: a) the understanding of the main factors (environmental, organizational, and managerial) that affect the performance of technology-intensive organizations, and: b) the quality of the organizational development and management in such organizations, primarily by means of multiple level, multiple-feedback-loop-driven learning. Case studies were conducted on the four nuclear power utilities of New York State, and a comparative analysis of empirical findings was done. Finally, four theories of organizational transformation and design were applied to the empirical findings to draw inferences (such as the Organizational Structure Dual Nature Paradox) more generally applicable to other technology driven industries as well. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 George Washington Univ, Dept Management Sci, Management Sci Technol & Innovat Program, Sch Business & Publ Management, Washington, DC 20052 USA. RP Carayannis, EG, George Washington Univ, Dept Management Sci, Management Sci Technol & Innovat Program, Sch Business & Publ Management, Washington, DC 20052 USA. CR 1989, TECHNOLOGY REV FEB *NUCL ENG INT, 1984, MAN SAF OP *NUCL ENG INT, 1985, CAN NUMARC HELP US U *NUCL ENG INT, 1986, FLOR POW LIGHT PUTS *NUCL ENG INT, 1986, UT UPGR A1 SIM *NUCL ENG INT, 1986, VIRG POW STRIV EXC *NY POW POOL, 1991, EN INF KIT *NYS SEN, 1987, ANN REP NEW YORK STA BALAGUER N, 1989, INFORMATION PROCESSI BENNIS WG, 1959, ADM SCI Q, V4, P259 BERGER P, 1967, SOCIAL CONSTRUCTION CARAYANNIS E, 1991, RPI SCH MANAGEMENT W, V127 CARAYANNIS E, 1992, INT J GLOBAL ENERGY, V4 CARAYANNIS E, 1992, RPI SCH MANAGEMENT W, V131 CARAYANNIS E, 1993, PROGR TECHNIQUE, V2 CHANDLER A, 1990, SCALE SCOPE DYNAMICS CIBBORA C, 1993, TEAMS MARKETS SYSTEM DAFT R, 1989, ORG THEORY DESIGN DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147 ETZIONI A, 1964, COMPLEX ORG SOCIOLOG GALBRAITH J, 1973, DESIGNING COMPLEX OR GARVIN D, 1988, MANAGING QUALITY STR HICKSON DJ, 1969, ADM SCI Q, V14, P378 LAWRENCE P, 1967, ORG ENV MANAGING DIF LIEFER R, 1979, AMHERST U WORKING PA LIEFER R, 1989, HUM RELAT, V42, P899 MEYER JW, 1977, AM J SOCIOL, V83, P340 OUCHI WG, 1980, ADM SCI Q, V25, P129 PERROW C, 1984, NORMAL ACCIDENTS LIV PERROW C, 1986, COMPLEX ORG CRITICAL REBNE D, 1989, 42 ANN M IND REL RES SELZNICK P, 1949, TVA GRASS ROOTS SENGE P, 1990, 5 DISCIPLINE ART PRA SIMON H, 1969, ARCHITECTURE COMPLEX THOMAS S, 1988, NUCL ENG INT OCT ZUCKER LG, 1977, AM SOCIOL REV, V42, P726 ZUCKER LG, 1987, ANNU REV SOCIOL, V13, P443 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 FEB PY 1999 VL 19 IS 2 BP 87 EP 103 PG 17 SC Engineering, Industrial; Operations Research & Management Science GA 165CA UT ISI:000078500300003 ER PT J AU Efstathiades, A Tassou, SA Antoniou, A Oxinos, G TI Strategic considerations in the introduction of advanced manufacturing technologies in the Cypriot industry SO TECHNOVATION LA English DT Article DE advanced manufacturing technology; AMT justification; impact of AMT on SMEs; competitiveness; strategic planning AB Successful firms have recognized the fact that technology has become a key competitive tool for success and are trying to leverage it for competitive advantage. This paper draws from an on-going study into the state of application of advanced manufacturing technologies (AMTs) in the Cyprus manufacturing industry. It primarily investigates AMT effectiveness by evaluating its impact on SMEs in-the key areas of: product/market characteristics, competitive priorities and manufacturing parameters. The study was based on an aide memoir questionnaire which was completed during visits/interviews with owners/managers of 40 small-medium enterprises that proceeded with the introduction of AMTs in their organizations. Specifically, the paper addresses the following: (a) the strategic considerations in the introduction of AMTs with particular emphasis on the product/market characteristics of the companies: and (b) the priority assigned to and the respective impacts of AMTs on a comprehensive set of predefined performance indicators, grouped as competitive priorities and manufacturing parameters. The research findings presented in this paper reveal that the introduction of AMTs led to an increase in the competitiveness of the Cypriot manufacturing industry in terms of improved product market characteristics, improved plant utilization and flexibility and increased local market share. (C) 1999 Elsevier Science Ltd, All rights reserved. C1 Ind Training Author, Nicosia, Cyprus. RP Tassou, SA, Brunel Univ, Dept Mech Engn, Uxbridge UB8 3PH, Middx, England. CR *CYPR INT STRAT, 1987, MET WORK SECT CYPR BEATON DDM, 1985, P 3 EUR C AUT MAN 14, P127 BESSANT J, 1993, INT J TECHNOL MANAGE, V8, P197 CATTON PG, 1986, C33586IMECHE, P17 DINI M, 1994, INT J TECHNOL MANAGE, V9, P440 EFSTATHIADES A, 1997, THESIS BRUNEL U ERICKSON T, 1991, ENG MANAGEMENT R SPR, P34 FINNIE J, 1986, P UK OP MAN ASS C 2, P209 GOLDHAR JD, 1994, INT J TECHNOL MANAGE, V9, P709 HAAN J, 1993, INT J TECHNOLOGY MAN, V8, P282 KRAJEWSKI L, 1990, OPERATIONS MANAGEMEN LOWE J, 1993, INT J TECHNOLOGY MAN, V8, P244 RUSH H, 1992, TECHNOL ANAL STRATEG, V4, P3 SWEENEY MT, 1986, P UK OP MAN ASS C 2, P69 TIPPETT DD, 1989, P 2 INT C ENG MAN MA, P135 VOSS CA, 1986, P UK OP MAN ASS C 2, P95 WEILL P, 1991, INT J TECHNOL MANAGE, V6, P335 YATES A, 1986, P K OP MAN ASS C 2 3, P225 YATES RA, 1985, P 3 EUR C AUT MAN 14, P27 ZAHRA SA, 1994, INT J TECHNOL MANAGE, V9, P172 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 FEB PY 1999 VL 19 IS 2 BP 105 EP 115 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 165CA UT ISI:000078500300004 ER PT J AU Kabecha, WW TI Technological capability of the micro-enterprises in Kenya's informal sector SO TECHNOVATION LA English DT Article AB The informal sector has been praised for its innovative capability and the use of this capability in providing people with goods and services. Despite this innovative effort, many micro-enterprises do nor glow into small or medium enterprises. This article examines the technological capability of Kenya's informal sector, its present state and the factors behind it. It concludes that while innovative capability exists, its extent is low and requires investment in terms of know-how and development of appropriate tools and machinery. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Kenyatta Univ, Appropriate Technol Ctr, Nairobi, Kenya. RP Kabecha, WW, Kenyatta Univ, Appropriate Technol Ctr, Nairobi, Kenya. CR ABOAGYE AA, 1986, INFORMAL SECTOR EMPL ALTAF Z, 1983, PAKISTANI ENTREPRENE AMIN ATM, 1989, TECHNOLOGICAL ADAPTA ANDERSON D, 1982, WORLD DEV, V10, P913 BHALLA AS, 1975, TECHNOLOGY EMPLOYMEN BHALLA AS, 1989, EC POLITICAL WEEKLY, V2 BIENEFIELD MA, 1975, IDS B, V6 BOSE AN, 1978, CALCUTTA RURAL BENGA CHUTA E, 1985, EMPLOYMENT GROWTH SM, P82 DEMOL E, 1982, INT LABOUR REV, V21, P77 FLUITMAN F, 1989, TRAINING WORK INFORM, P209 HARRIS JR, 1971, ENTREPRENEURSHIP EC, P331 HART K, 1973, J MODERN AFRICAN STU, V11, P61 HOUSE WJ, 1984, ECON DEV CULT CHANGE, V32, P277 HUGON P, 1990, INFORMAL SECTOR REVI, P71 JEANS A, 1991, SMALL ENTERPRISE DEV, V2, P14 KHUNDKER N, 1989, TECHNOLOGY ADAPTATIO KILBY P, 1969, IND OPEN EC NIGERIA KILBY P, 1971, ENTREPRENEURSHIP EC KING K, 1974, WORLD DEV, V2, P9 KING K, 1991, BUILDING IND SOC LACHAUD JP, 1990, INFORMAL SECTOR REVI, P111 LEVITSKY J, 1989, MICROENTERPRISES DEV LEYS C, 1975, UNDERDEVELOPMENT KEN LIVINGSTONE I, 1991, WORLD DEV, V19, P651 LUBELL H, 1990, INT LABOUR REV, V121, P387 MARRIS P, 1971, AFRICAN BUSINESSMENT MASSAQUOI JGM, 1992, TECHNOLOGICAL CAPABI, P1 MCCORMICK D, 1988, THESIS J HOPKINS U NDUA G, 1984, ED TRAINING WELFARE NIHAN G, 1979, INT LABOUR REV, V118, P631 OWENS RL, 1978, NEW VAISYAS ENTREPRE PEATTIE LR, 1978, UNPUB WHAT IS DONE I PORTES A, 1978, IDS B, V9 PORTES A, 1986, WORLD DEV, V14, P727 QUIJANO A, 1974, ECON SOC, V3, P393 SCHMITZ H, 1982, MANUFACTURING BACKYA SCOTT AM, 1979, CASUAL WORK POVERTY, P105 SETHURAMAN SV, 1985, INT LABOUR REV, V124, P719 SETHURAMAN SV, 1989, TECHNOLOGY ADAPTATIO SOUZA P, 1976, INT LABOUR REV, V114, P355 STEPANEK JE, 1960, MANAGERS SMALL IND I TOKMAN VE, 1978, WORLD DEV, V6, P1065 TOSTENSEN A, 1990, IND 3 WORLD NEED ALT 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 FEB PY 1999 VL 19 IS 2 BP 117 EP 126 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 165CA UT ISI:000078500300005 ER PT J AU Molina, AH TI Understanding the role of the technical in the build-up of sociotechnical constituencies SO TECHNOVATION LA English DT Article DE the technical; constituency-building; sociotechnical alignment; technology 'genotypes'; taxonomic instrument; formal methods; microprocessors ID TECHNOLOGY; INNOVATION; ALIGNMENT; IMPLEMENTATION; INDUSTRY; COMPATIBILITY; ADAPTATION; BUSINESS; STRATEGY; PRODUCTS AB This paper aims to advance the systematic understanding of the role of the technical in innovation and technology development. Many studies show explicitly or implicitly that the term technology merely black-boxes the true complexity of an enormous population of specific technologies, each with its own practical implications for technological processes and innovation strategies. The paper signals a direction for future research and lays down the foundations for a generic open-ended taxonomy of technologies designed to help raise the role of the technical in the analysis and practice of innovation. The theoretical case makes use of the author's sociotechnical constituencies approach and includes a selective review of concepts and taxonomic definitions of technologies. The taxonomic instrument is applied to two empirical cases of strategic development of technology-formal methods and microprocessors. A concluding section situates the perspective of the paper within the general relationship between the social and the technical and suggests directions for further research. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Univ Edinburgh, Dept Business Studies, TechMaPP, Edinburgh EH8 9JY, Midlothian, Scotland. RP Molina, AH, Univ Edinburgh, Dept Business Studies, TechMaPP, 50 George Sq, Edinburgh EH8 9JY, Midlothian, Scotland. CR 1978, MCGRAW HILL DICT SCI 1980, ELECTRONICS 0417 1989, ELECTRONICS MAY, P70 1990, ELECTRONICS AUG, P49 1992, ELECTRONICS 0824, P8 1993, ELECTRONICS 0222, P9 1993, ELECTRONICS 0823, P7 1993, FINANCIAL TIMES 0825, P1 1993, FINANCIAL TIMES 1115, P40 1994, ECONOMIST 1015, P102 *HLEG INF SOC, 1996, BUILD EUR INF SOC US ABERNATHY WJ, 1985, RES POLICY, V14, P3 AFUAH AN, 1991, TECHNOL FORECAST SOC, V40, P315 ARTHUR B, 1993, NEW SCI 0206, P6 BAETS W, 1992, J STRATEGIC INF SYST, V1, P205 BERNAL JD, 1967, SOCIAL FUNCTION SCI BESSANT J, 1981, IMPACT MICROELECTRON BOOZ A, 1982, NEW PRODUCT MANAGEME BROADBENT M, 1993, IBM SYST J, V32, P162 BURCH J, 1989, INFORMATION SYSTEMS CHAMBERS, 1987, CHAMBERS 20 CENTURY CHAN Y, 1993, BUSINESS Q AUT, P51 CHANDLER AD, 1962, STRATEGY STRUCTURE C CLARK K, 1988, INT COMPETITIVENESS, P27 COLLINS FS, 1993, HUM GENOME NEWS, V5, P3 COLLINS, 1988, COLLINS DICT COOPER RG, 1993, J PROD INNOVAT MANAG, V10, P90 DIDRICHSEN J, 1972, BUS HIST REV, V46, P202 DOSI G, 1982, RES POLICY, V11, P147 ELLUL J, 1963, TECHNOL CULT, V3, P394 ELLUL J, 1967, TECHNOLOGICAL SOC FARRELL J, 1985, RAND J ECON, V16, P70 FLECK J, 1983, P 6 BRIT ROB ASS ANN, P61 FLECK J, 1988, 9 PICT RCSS U ED FLECK J, 1993, INT J HUMAN FACTORS, V3, P15 FLECK J, 1994, RES POLICY, V23, P637 FORD D, 1988, LONG RANGE PLANN, V21, P85 FOSTER R, 1987, INNOVATION ATTACKERS FREEMAN C, 1974, EC IND INNOVATION FREEMAN C, 1985, IEE P, V132, P213 FREEMAN C, 1988, TECHNOLOGY SOCIAL PR, P84 GALBRAITH J, 1971, EC PUBLIC PURPOSE GALBRAITH JK, 1967, NEW IND STATE GOULET D, 1977, UNCERTAIN PROMISE VA HABERMAS J, 1971, RATIONAL SOC STUDENT HALFHILL T, 1994, BYTE NOV, P95 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HOBDAY M, 1998, RES POLICY, V26, P689 HUGHES T, 1983, NETWORKS POWER ELECT KANTROW A, 1983, STRATEGY TECHNOLOGY, P3 KASH D, 1993, SCI PUBL POLICY, V20, P27 KATZ ML, 1986, J POLIT ECON, V94, P822 KATZ ML, 1986, OXFORD ECON PAP, V38, P146 KLEINSCHMIDT EJ, 1991, J PROD INNOVAT MANAG, V8, P240 KLINE S, 1991, CHEMTECH AUG, P472 KODAMA F, 1991, ANAL JAPANESE HIGH T LAAGEHELLMAN J, 1987, IND TECHNOLOGICAL DE, P26 LAW J, 1988, TECHNOLOGY SOCIAL PR, P44 LEONARDBARTON D, 1987, SLOAN MANAGE REV, V29, P7 LEONARDBARTON D, 1988, RES POLICY, V17, P251 LEONARDBARTON D, 1991, INT J TECHNOL MANAGE, V6, P303 LITTLE AD, 1981, STRAT MAN TECHN AD L LUFTMAN JN, 1993, IBM SYST J, V32, P198 MACKENZIE D, 1985, SOCIAL SHAPING TECHN MARCUSE H, 1941, STUDIES PHILOS SOCIA, V9, P414 MARCUSE H, 1964, STUDIES IDEOLOGY ADV, V1 MARX K, 1977, CAPITAL, V1 MERTON RK, 1957, SOCIAL THEORY SOCIAL MOLINA A, 1993, FORMAL METHODS CONST MOLINA A, 1994, CECDG12 MOLINA A, 1998, IN PRESS INT J TECHN 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 MOLITERNO DJ, 1992, CORONARY ARTERY DIS, V3, P299 MUMFORD L, 1934, TECHNICS CIVILIZATIO MUMFORD L, 1967, MYTH MACHINE TECHNIC MUMFORD L, 1970, MYTH MACHINE PENTAGO ORLIKOWSKI WJ, 1995, ORGAN SCI, V6, P423 PEREZ C, 1985, WORLD DEV, V13, P441 PRICE DD, 1984, RES POLICY, V13, P3 RICARDO D, 1929, PRINCIPLES POLITICAL ROSENBERG N, 1969, EC DEV CULTURAL CHAN, V18, P1 SAEHNEY H, 1992, TELECOMMUNICATIO SEP, P538 SINGH K, 1993, P AC MAN M SCH BUS M TEECE DJ, 1986, RES POLICY, V15, P285 TEECE DJ, 1988, TECHNICAL CHANGE EC, P256 TIDD J, 1995, J PROD INNOVAT MANAG, V12, P307 TIERNEY M, 1992, TECHNOL ANAL STRATEG, V4, P245 TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 TYRE MJ, 1994, ORGAN SCI, V5, P98 UTTERBACK J, 1987, PRODUCT PROCESS CHAN UTTERBACK JM, 1975, OMEGA-INT J MANAGE S, V3, P639 VENKATRAMAN N, 1993, EUROPEAN MANAGEMENT, V11, P139 WEICK KE, 1990, TECHNOLOGY ORG, P1 WHELAN RC, 1988, MANCHESTER BUSI 0711 WINNER L, 1977, AUTOMOUS TECHNOLOGY WINNER L, 1985, SOCIAL SHAPING TECHN, P26 NR 99 TC 7 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 1999 VL 19 IS 1 BP 1 EP 29 PG 29 SC Engineering, Industrial; Operations Research & Management Science GA 158HW UT ISI:000078110800001 ER PT J AU Davenport, S Davies, J Grimes, C TI Collaborative research programmes: building trust from difference SO TECHNOVATION LA English DT Article DE collaborative research; cultural differences; building trust ID TECHNOLOGY; INDUSTRY; INNOVATION; MANAGEMENT; ALLIANCES AB Many technology policies support collaborative research, particularly involving small and medium sized enterprises (SMEs), in the hope such projects will result in economically productive relationships. However, collaborative projects bring with them their own inherent management problems because of the dual nature of project control. When the collaboration partner is a research institute or university, the mixing of the different organizational cultures can also result in conflicting attitudes towards the management of the project. These factors combine to provide a barrier to the establishment of trust between the project partners. This study addresses the importance of collaborative policy instruments in establishing different levels of trust, by looking at one such intermediary scheme, the Technology for Business Growth (TBG) programme which supports collaborative R&D projects between New Zealand industry and research institutions. Contractual and competence trusts were facilitated by the TBG application procedures. Cultural differences were found to have some positive impacts on the development of competence trust. However, in general, goodwill trust evolves only if repeat collaborative relationships occur. It is proposed, therefore, that a hierarchy of policy mechanisms could provide the platform for research partners to progressively develop a goodwill trust based relationship that will endure beyond the support of the intermediary programme. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Victoria Univ Wellington, Sch Business & Publ Management, Wellington, New Zealand. RP Davenport, S, Victoria Univ Wellington, Sch Business & Publ Management, POB 600, Wellington, New Zealand. CR *MORST, 1996, PUBL MORST, V15 *TECHN INN WORK GR, 1996, REP MIN RES SCI TECH BESSANT J, 1995, RES POLICY, V24, P97 BLOEDON R, 1994, RES TECHNOLOGY M MAR, P44 BOSTON J, 1996, PUBLIC MANAGEMENT NZ BROCKHOFF K, 1995, INT J TECHNOL MANAGE, V10, P111 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 DAVENPORT S, 1998, TECHNOL ANAL STRATEG, V10, P55 DAVENPORT SJ, 1998, MANAGEMENT TECHNOLOG, P111 DODGSON M, 1993, HUM RELAT, V46, P77 DODGSON M, 1993, ORGAN STUD, V14, P375 DODGSON M, 1993, TECHNOLOGICAL COLLAB DODGSON M, 1996, EFFECTIVE INNOVATION DODGSON M, 1996, TECHNOLOGICAL COLLAB, P54 EDWARDS F, 1992, 5 MORST GEISLER E, 1995, TECHNOL ANAL STRATEG, V7, P217 GRIMES C, 1996, THESIS VICTORIA U WE GULATI R, 1995, ACAD MANAGE J, V38, P85 JOHNSTON R, 1994, NEW DIRECTIONS MANAG, P464 LIYANAGE S, 1994, TECHNOVATION, V14, P641 MAYER RC, 1995, ACAD MANAGE REV, V20, P709 RUSSO JE, 1992, SLOAN MANAGEMENT WIN, P7 SAKO M, 1992, PRICE QUALITY TRUST SENGE P, 1994, 5 DISCIPLINE FIELDBO SENKER J, 1996, TECHNOLOGICAL COLLAB SENKER J, 1997, TECHNOL ANAL STRATEG, V9, P35 SENKER P, 1994, NEW TECH WORK EMPLOY, V9, P81 SHAPIRO SP, 1987, AM J SOCIOL, V93, P623 SIMPSON P, 1997, MANAGE LEARN, V28, P409 WOLFF MF, 1994, RES TECHNOLOGY M MAY, P12 ZUCKER LG, 1986, RES ORGAN BEHAV, V8, P53 NR 31 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 JAN PY 1999 VL 19 IS 1 BP 31 EP 40 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 158HW UT ISI:000078110800002 ER PT J AU Tang, HK TI An inventory of organizational innovativeness SO TECHNOVATION LA English DT Article DE innovation output rate; inventory; organizational effectiveness AB The work environment is a crucial factor behind an organization's innovation output rate. This paper reports the development of an inventory of organizational innovativeness (IOI) that could be used to measure organizational effectiveness in innovation. It is based on a model of organizational innovation that is grounded on key concepts found in literature on innovation. The inventory comprises nine scales of measure and forty-six items in total. Data for IOI was collected through a questionnaire survey sent to members of an international professional engineering society in Singapore. All together close to nine hundred returns were received. Data analyses showed that the inventory is internally consistent and passes tests for validity. Further data analyses confirmed that on average the local work environment is more effective in carrying out tasks that are more routine than in innovating. They also showed that the local subsidiaries of non-indigenous multinational companies are using information technology more effectively in fostering innovation and integrating employees from different organizational units. At the individual respondent level, the data reveal significant differences in the perception of the work environment depending on whether a respondent is a manager or not. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Nanyang Technol Univ, Nanyang Business Sch, MBA MOT, Singapore 639798, Singapore. RP Tang, HK, Nanyang Technol Univ, Nanyang Business Sch, MBA MOT, MBA Off,Nanyang Ave, Singapore 639798, Singapore. EM ehktang@ntu.edu.sg CR ALLEN TJ, 1977, MANAGING FLOW TECHNO AMABILE TM, 1989, CREATIVITY RES J, V2, P231 AMABILE TM, 1996, ACAD MANAGE J, V39, P1154 BART CK, 1996, INT J TECHNOL MANAGE, V11, P479 BELBIN RM, 1981, MANAGEMENT TEAMS WHY BURNS T, 1961, MANAGEMENT INNOVATIO CHIESA V, 1996, J PROD INNOVAT MANAG, V13, P105 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 COOPER RG, 1993, WINNING NEW PRODUCTS EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532 GALBRAITH JR, 1982, ORGAN DYN, V11, P5 HAIR JF, 1995, MULTIVAR DATA ANAL, P378 HOBDAY M, 1995, INNOVATION E ASIA CH JUDD CM, 1991, RES METHODS SOCIAL R KIRTON M, 1989, ADAPTORS INNOVATORS LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LOCH C, 1996, J PROD INNOVAT MANAG, V13, P3 NONAKA I, 1995, KNOWLEDGE CREATING C NORUSIS MJ, 1988, SPSS X ADV STAT GUID ROBERTS EB, 1981, SLOAN MANAGEMENT SPR, P19 ROBINSON AG, 1997, CORPORATE CREATIVITY ROTHWELL R, 1992, R&D MANAGE, V22, P221 SCHRADER S, 1993, J ENG TECHNOL MANAGE, V10, P73 SCHROEDER RG, 1989, RES MANAGEMENT INNOV, P107 SEKARAN U, 1992, RES METHODS BUSINESS TANG HK, 1995, INT J TECHNOL MANAGE, V10, P797 TANG HK, 1998, IN PRESS TECHNOVATIO THOMSON D, 1980, PSYCHOL REP, V47, P383 TUSHMAN ML, 1997, MANAGING STRATEGIC I YIN RK, 1994, CASE STUDY RES DESIG 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 JAN PY 1999 VL 19 IS 1 BP 41 EP 51 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 158HW UT ISI:000078110800003 ER PT J AU Albino, V Garavelli, AC Schiuma, G TI Knowledge transfer and inter-firm relationships in industrial districts: the role of the leader firm SO TECHNOVATION LA English DT Article DE knowledge transfer; inter-firm relationships; leader firm; industrial district ID TECHNOLOGY-TRANSFER; STRATEGIC ALLIANCES; CAPABILITIES; PERSPECTIVE; RICHNESS; DESIGN AB In the literature, knowledge transfer is widely emphasized as a strategic issue for firm competition. In this paper, the knowledge transfer is investigated referring to customer-supplier relationships in industrial districts. The knowledge transfer process is described and a framework is provided to define the main components of the process. A model is proposed to analyse how a leader firm of an industrial district can modify the knowledge nature and adopt different types of supply relationship to increase the effectiveness of knowledge transfer. The model stresses that, when the knowledge transfer has to be fast and reliable between customer and supplier, knowledge has to be codified. However, as the codification level increases, knowledge can be easily shared with other district competitors. Then, the leader firm can also try to control the knowledge transfer by the reduction of the number of suppliers. Referring to the case of an industrial district, some considerations are made to show the practical implications of the knowledge control by the district leader firm. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Univ Basilicata, I-85100 Potenza, Italy. RP Albino, V, Univ Basilicata, Via Tecn 3, I-85100 Potenza, Italy. CR ALBINO V, 1996, LOCAL FACTORS GLOBAL ALMEIDA P, 1996, STRATEGIC MANAGE J, V17, P155 BADARACCO JL, 1991, KNOWLEDGE LINK FIRMS BARANSON J, 1985, INT TECHNOLOGY TRANS BARNEY J, 1991, J MANAGE, V17, P99 BOISOT M, 1987, INFORMATION ORG MANA CIBORRA CU, 1993, TEAMS MARKETS SYSTEM COHEN WM, 1990, ADMIN SCI QUART, V35, P128 CUTLER RS, 1989, IEEE T ENG MANAGE, V36, P17 DAFT RJ, 1987, RES SOCIOLOGY ORG, V5, P1 DAFT RL, 1979, ACAD MANAGE REV, V4, P179 DAFT RL, 1984, ACAD MANAGE REV, V9, P284 DAFT RL, 1984, RES ORGAN BEHAV, V6, P191 DAFT RL, 1986, MANAGE SCI, V32, P554 DIOGUARDI GF, 1994, SISTEMI IMPRESE NUOV DOGSON M, 1993, HUM RELAT, V46, P77 DOSI G, 1990, EC INNOVATION INT TR GILBERT M, 1996, TECHNOVATION, V16, P301 HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83 HUBER GP, 1991, ORGAN SCI, V2, P88 JOHNSONLAIRD PN, 1993, COMPUTER MIND INTR C KIM H, 1993, SLOAN MANAGEMENT FAL, P37 KOGUT B, 1992, ORGAN SCI, V3, P383 KOGUT B, 1993, J INT BUS STUD, V24, P625 KOLB DA, 1984, EXPT LEARNING EXPERI LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 LEPLAT J, 1990, APPL PSYCHOL-INT REV, V39, P143 LOMBARDI M, 1993, INDUSTRIA, V15, P3 MOWERY DC, 1996, STRATEGIC MANAGE J, V17, P77 NONAKA I, 1991, HARVARD BUS REV, V69, P96 NONAKA I, 1994, ORGAN SCI, V5, P14 PIORE MJ, 1984, 2 IND DIVIDE POSSIBI POLANYI M, 1962, PERSONAL KNOWLEDGE P POLANYI M, 1966, TACIT DIMENSION PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 PRAHALAD CK, 1993, RES TECHNOLOGY M NOV, P40 RINGE JD, 1994, AKTUEL RHEUMATOL, V19, P1 SCHIUMA G, 1997, ATT WORKSH AIIG 1997, P154 SEATON RAF, 1993, TECHNOVATION, V13, P45 STATA R, 1989, SLOAN MANAGE REV, V17, P63 STEENSMA HK, 1996, J ENG TECHNOL MANAGE, V12, P267 STORPER M, 1992, ECON GEOGR, V68, P60 SZULANSKI G, 1996, STRATEGIC MANAGE J, V17, P27 TEECE DJ, 1977, ECON J, V87, P242 WATHNE K, 1996, MANAGING KNOWLEDGE P WEICK KE, 1979, SOCIAL PSYCHOL ORG ZANDER U, 1995, ORGAN SCI, V6, P76 NR 47 TC 12 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 1999 VL 19 IS 1 BP 53 EP 63 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 158HW UT ISI:000078110800004 ER PT J AU Ernst, H Teichert, T TI The R and D Marketing interface and single informant bias in NPD research: an illustration of a benchmarking case study SO TECHNOVATION LA English DT Article ID CRITICAL SUCCESS FACTORS; HIGH-TECHNOLOGY FIRMS; PRODUCT SUCCESS; PURCHASE DECISIONS; INDUSTRIAL; DETERMINANTS; PERFORMANCE; ACCURACY AB Analysing the performance of new product development (NPD) processes requires the reliable assessment of non-documented organizational characteristics. Based on key informant literature we discuss the difficulties of gaining reliable information from respondents and we identify potential sources for heterogeneous perceptions among different respondents. We assume that NPD research may be subject to response biases, if it is based on sole informants only. We apply an existing benchmarking approach for NPD processes in a comprehensive case study in order to illustrate sources and effects of single informant biases We find that perceptions differ substantially among the individual respondents. In particular, we observe different functional perceptions between respondents from Marketing and Research and Development. The results are consistent with expectations from interface theory, these perceptual differences have a severe impact on the managerial conclusions drawn from benchmarking. There appears to be no single reliable source of information within an organization. Furthermore, variances among informants' assessments should be recognized and regarded as valuable information. It is our recommendation that multiple informants ought to be included in future NPD research and benchmarking studies. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Univ Kiel, Inst Res Innovat Management, D-24098 Kiel, Germany. RP Ernst, H, Univ Kiel, Inst Res Innovat Management, Olshausenstr 40, D-24098 Kiel, Germany. EM ernst@bwl.uni-kiel.de CR BACKHAUS K, 1994, MULTIVARIATE ANALYSM BAGOZZI RP, 1991, ADMIN SCI QUART, V36, P421 BARCLAY DW, 1991, J MARKETING RES, V28, P145 BARDENHEWER J, 1997, CO FUTURE BROCKHOFF K, 1979, DELPHI PROGNOSEN COM BROCKHOFF K, 1989, SCHNITTSTELLENMANGAG BROCKHOFF K, 1990, STARKEN SCHWACHEN IN BROCKHOFF K, 1993, PRODUKPOLITIK BROCKHOFF K, 1994, MANAGEMENT ORGANISAT BROSIUS G, 1988, SPSS PC PLUS BASICS CAMPBELL DT, 1955, AM J SOCIOL, V60, P339 CAMPBELL DT, 1959, PSYCHOL BULL, V56, P81 CANNELL CF, 1977, J MARKETING RES, V14, P306 CHIESA V, 1996, J PROD INNOVAT MANAG, V13, P105 COOPER RG, 1979, IND MARKET MANAG, V8, P124 COOPER RG, 1979, J MARKETING, V43, P93 COOPER RG, 1995, J PROD INNOVAT MANAG, V12, P374 COOPER RG, 1996, RES TECHNOL MANAGE, V39, P18 CUSUMANO M, 1991, STRATEGIC MANAGEMENT, V13, P319 DAVIS HL, 1971, J MARKETING RES, V8, P305 DOMSCH M, 1992, BETRIEBSWIRTSCHAFT, V52, P71 GERPOTT H, 1991, F E PRDUKTION THEORE GOLDEN BR, 1992, ACAD MANAGE J, V35, P848 GREGORY MJ, 1996, INT J TECHNOL MANAGE, V12, P306 GRIFFIN A, 1996, J PROD INNOVAT MANAG, V13, P191 GUPTA AK, 1985, J PROD INNOVAT MANAG, V2, P12 GUPTA AK, 1990, R&D MANAGE, V20, P277 HAMBRICK DC, 1981, STRATEGIC MANAGEMENT, V2, P263 HAUSCHILDT J, 1993, INNOVATIONSMANAGEMEN HEIDE JB, 1990, J MARKETING RES, V27, P24 HOUSTON M, 1975, SOC SCI RES, V4, P151 HUBER GP, 1985, STRATEGIC MANAGE J, V6, P171 JORESKOG KG, 1971, PSYCHOMETRIKA, V36, P109 KATZ D, 1978, SOCIAL PSYCHOL ORG KUMAR A, 1990, J MARKETING RES, V27, P102 KUMAR N, 1993, ACAD MANAGE J, V36, P1633 LAPIERRE J, 1996, J PROD INNOVAT MANAG, V13, P152 MISHRA S, 1996, J PROD INNOVAT MANAG, V13, P530 MOENAERT RK, 1990, J PROD INNOVAT MANAG, V7, P91 MOENAERT RK, 1992, R&D MANAGE, V22, P21 MOLNAR J, 1979, ADV SCI Q, V24, P406 MONTOYAWEISS MM, 1994, J PROD INNOVAT MANAG, V11, P397 PHILLIPS LW, 1981, J MARKETING RES, V18, P395 READ WH, 1962, HUM RELAT, V15, P3 SAGHAFI MM, 1990, IND MARKET MANAG, V19, P87 SCHWENK CR, 1985, ACAD MANAGE REV, V10, P496 SEIDLER J, 1974, AM SOCIOL REV, V39, P816 SILK AJ, 1982, J MARKETING RES, V19, P165 SOMMERLATTE T, 1995, UNTERNEHNUNG, V3, P193 SONG XM, 1992, J PROD INNOVAT MANAG, V9, P91 VENKATRAMAN N, 1987, J MANAGE, V13, P109 WEISENFELDSCHEN.U, 1995, MARKETING TECHNOLOGI NR 52 TC 5 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 1998 VL 18 IS 12 BP 721 EP 739 PG 19 SC Engineering, Industrial; Operations Research & Management Science GA 152FG UT ISI:000077765100001 ER PT J AU Millen, R Sohal, AS TI Planning processes for advanced manufacturing technology by large American manufacturers SO TECHNOVATION LA English DT Article ID ORGANIZATION; BENEFITS; AMT AB In response to an increasingly competitive environment, many manufacturers have invested in advanced manufacturing technology (AMT). While many studies regarding the use of AMT have been performed, little is known about how firms plan and manage their AMT investments. This is surprising given the evidence about the impact such investments can have on an organization. To address this, a survey of large American manufacturing firms was conducted Respondents were asked, among other questions, why their firms made such investments and the Jit with their business strategy; which functional areas were involved in idea generation, the planning process, and proposal assessment; and what the anticipated risks, difficulties and benefits were from making such investments. The results from this survey are provided along with an analysis of the responses. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Monash Univ, Dept Management, Caulfield E, Vic 3145, Australia. RP Sohal, AS, Monash Univ, Dept Management, POB 197, Caulfield E, Vic 3145, Australia. CR ADLER PS, 1988, CALIFORNIA MANAGEMEN, V30, P34 BEATTY CA, 1992, SLOAN MANAGE REV, V33, P49 BESSANT J, 1994, INT J PROD ECON, V34, P237 BOYER KK, 1996, J OPERATIONS MANAGEM, V14, P297 CURRIE WL, 1989, LONG RANGE PLANN, V22, P85 DUIMERING PR, 1993, SLOAN MANAGE REV, V34, P47 GOLD B, 1988, SLOAN MANAGE REV, V28, P19 HOWELL RA, 1987, MANAGEMENT ACC, V69, P26 KAPLAN R, 1986, HARVARD BUS REV, V38, P87 KING WR, 1991, IEEE T ENG MANAGE, V38, P293 KING WR, 1992, IEEE T ENG MANAGE, V39, P129 MARKUS ML, 1994, SLOAN MANAGE REV, V35, P11 RAHO LE, 1987, MIS QUART, V11, P47 SARAPH JV, 1992, PRODUCTION INVENTORY, V33, P64 SINGH M, 1995, TECHNOLOGY MANAGEMEN, V2, P210 SMALL MH, 1995, J ENG TECHNOL MANAGE, V12, P27 SOHAL A, 1991, COMPUT INTEGR MANUF, V4, P71 SOHAL A, 1996, INTEGRATED MANUFACTU, V7, P27 SOHAL AS, 1994, BENCHMARKING QUALITY, V1, P24 SOHAL AS, 1996, TECHNOVATION, V16, P377 SOHAL AS, 1997, INT J COMP INTEG M, V10, P281 THOMAS P, 1994, INT J PROD ECON, V34, P371 VOSS CA, 1988, INT J TECHNOL MANAGE, V3, P285 ZAIRI M, 1992, J GEN MANAGE, V18, P63 ZAMMUTO RF, 1992, ACAD MANAGE REV, V17, P701 NR 25 TC 7 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 1998 VL 18 IS 12 BP 741 EP 750 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 152FG UT ISI:000077765100002 ER PT J AU Tremblay, PJ TI Informal thinkering - how is it important? SO TECHNOVATION LA English DT Article ID CONTINUOUS-IMPROVEMENT; TECHNICAL EFFICIENCY; PRODUCTIVITY GROWTH; PROGRESS AB This paper examines innovation processes or technical change-generation processes at the firm level. It emphasizes the notion that the element of technical and technological change that is a determinant of productivity growth is strongly induced by internal factors related to the firm's behavior, via investment in R&D but also, and importantly, on the basis of "informal thinkering" within plants. This research is unique in that it seeks first, to examine the pattern of technical change and its ensuing productivity growth, and second, to make a comparison between an industrialized and an industrializing country. This comparison is conducted by empirically comparing mills in the pulp and paper manufacturing sector in two countries: Canada and India. The overall analysis is based on direct observations at the mill level, face-to-face interviews and on analysis of mill documentary records. This paper highlights the importance of managing change as a continuous process. The introduction of intermittent, "step-jump" technical changes contributed little to explain the differences in performance between the mills. Much more important are (i) the continuing sequences of smaller investments in technical change, often linked to the larger step-jumps, and (ii) the existence of steady streams of changes and improvements that are unrecorded as capital expenditure. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Ctr Interuniv Res & Anal Org, CIRANO 2020, Montreal, PQ H3A 2A5, Canada. RP Tremblay, PJ, Ctr Interuniv Res & Anal Org, CIRANO 2020, Univ St,25th Floor, Montreal, PQ H3A 2A5, Canada. CR 1995, WORLD DEV, V21 ABERNATHY WJ, 1974, HARVARD BUS REV, V52, P109 BELL M, 1990, MYTHOLOGY LEARNING D BESANT J, 1997, INT J TECHNOLOGY MAN, V14 BESSANT J, 1993, TECHNOVATION, V13, P241 BESSANT J, 1994, MOBILISING INCREMENT BESSANT J, 1994, TECHNOVATION, V14, P17 BESSANT J, 1997, INT J TECHNOL MANAGE, V14, P177 CHEW BW, 1988, HARVARD BUSINESS JAN, P110 CORTES M, 1987, WHAT MAKES SUCCESS S CRAIG CE, 1973, SLOAN MANAGE REV, V14, P13 DUTTON JM, 1984, ACAD MANAGE REV, V9, P235 ENOS JL, 1962, PETROLEUM PROGR PROF HANDOUSSA H, 1986, J DEV ECON, V20, P53 HAYES RD, 1982, 9682084 HARV BUS SCH HOLLANDER S, 1965, SOURCES INCREASED EF ISHIKURE K, 1988, LONG RANGE PLANN, V21, P10 KAPLINSKY R, 1994, EASTERNISATION SPREA KENDRICK JW, 1965, STUDIES BUSINESS EC, V89 KENDRICK JW, 1984, IMPROVING CO PRODUCT KIMBERLY JR, 1981, HDB ORG DESIGN, V1, P84 KRAUS J, 1978, BUSINESS EC SEP, P10 MANSFIELD E, 1968, EC TECHNOLOGICAL CHA MELCHER A, 1990, INTERFACES, V20, P24 NELSON RR, 1981, J ECON LIT, V19, P1029 NISHIMIZU M, 1982, ECON J, V92, P920 PACK H, 1988, HDB DEV EC, V1, P333 PAGE JM, 1980, OXFORD ECON PAP, V32, P319 PAVITT K, 1984, RES POLICY, V13, P343 PAVITT K, 1988, STRATEGIES GLOBAL CO, P126 ROBINSON A, 1991, CONTINUOUS IMPROVEME ROSENBERG N, 1982, BLACK BOX TECHNOLOGY SUMANTH DJ, 1981, IND ENG MAY, P70 TREMBLAY PJ, 1988, THESIS U SUSSEX TREMBLAY PJ, 1994, THESIS U SUSSEX TREMBLAY PJ, 1997, PRODUCTIVITY QUALITY, V6, P165 TREMBLAY PJ, 1998, IN PRESS INT J TECHN NR 37 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 DEC PY 1998 VL 18 IS 12 BP 751 EP 763 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 152FG UT ISI:000077765100003 ER PT J AU Chang, ZY Lee, KB TI Cultural aspect and technological development: a Chinese perspective SO TECHNOVATION LA English DT Article AB This paper explores the cultural characteristics that deter and stimulate the development of a total technology and identifies the significant cultural differences among individuals with strong and weak Chinese cultural inclinations through statistical analysis of the results of an empirical survey. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Natl Univ Singapore, Fac Business Adm, Singapore 119260, Singapore. RP Chang, ZY, Natl Univ Singapore, Fac Business Adm, 10 Kent Ridge Crescent, Singapore 119260, Singapore. CR BASALLA G, 1988, EVOLUTION TECHNOLOGY, P170 ELVIN M, 1973, PATTERN CHINESE PAST FAN D, 1996, CHINESE STUDIES HIST FUNG Y, 1922, INT J ETHICS, V32, P237 HARTWELL R, 1971, AM HIST REV, V76 HU S, 1934, CHINESE RENAISSANCE, P63 NAKAYAMA S, 1973, CHINESE SCI, P25 PACEY A, 1983, CULTURE TECHNOLOGY, P6 QIAN W, 1985, GREAT INERTIA SCI ST, P82 TEMPLE RKG, 1986, CHINA LAND DISCOVERY WILLIAMS R, 1974, TELEVISION TECHNOLOG, P14 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 DEC PY 1998 VL 18 IS 12 BP 765 EP 770 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA 152FG UT ISI:000077765100004 ER PT J AU Pallister, JG Foxall, GR TI Psychometric properties of the Hurt-Joseph-Cook scales for the measurement of innovativeness SO TECHNOVATION LA English DT Article AB The paper reports a psychometric appraisal of the scales for the measurement of innovativeness devised by Hurt, Joseph and Cook in 1977. A random sample of 308 British consumers was used to assess the scales in terms of internal reliability, dimensionality, and discriminant validity. While the investigation revealed acceptable levels of reliability and discriminant validity, shortened versions of the inventory proposed by Hurt and colleagues and by the present authors produced improved reliability coefficients. The expectations of Hurt and colleagues for a unidimensional scale is not supported. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Cardiff Univ, Cardiff Business Sch, Cardiff CF1 3EU, S Glam, Wales. RP Pallister, JG, Univ Keele, Darwin Bldg, Keele ST5 5BG, Staffs, England. CR BURT RS, 1987, AM J SOCIOL, V92, P1287 COMREY AL, 1992, 1 COURSE FACTOR ANAL CRONBACH LJ, 1951, PSYCHOMETRIKA, V16, P297 FOXALL GR, 1988, RES CONSUMER BEHAV, V3, P73 FOXALL GR, 1995, TECHNOVATION, V15, P269 FOXALL GR, 1998, IN PRESS INT J BANK GOLDSMITH RE, 1990, J APPL BUSINESS RES, V7, P89 HURT HT, 1977, HUMAN COMMUNICATION, V4, P58 KIRTON MJ, 1976, J APPL PSYCHOL, V61, P622 KOSSOCK T, 1996, THESIS U W ENGLAND B MITTAL B, 1989, PSYCHOL MARKET, V6, P147 ROGERS EM, 1971, COMMUNICATION INNOVA SHELTON D, 1992, J MARKET RES SOC, V34, P243 TROCKI F, 1976, UNPUB COMMUNICATION UDOEKONG I, 1995, THESIS U W ENGLAND B ZAICHKOWSKY JL, 1987, DISCUSSION PAPER SER 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 1998 VL 18 IS 11 BP 663 EP 675 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 139BP UT ISI:000077007800001 ER PT J AU McGrath, RN TI Technological discontinuities and media patterns: Assessing electric vehicle batteries SO TECHNOVATION LA English DT Article ID INDUSTRY AB Technology s-curves and models of technology cycles are commonly used in forecasting technological change and making general sense of real-time developments. This paper presents results of a study of electrochemical technologies in the emerging electric vehicle industry, which assumed the general validity of s-curves and technology cycles in a larger cross-disciplinary examination of innovation theory. With the aid of s-curves and technology cycles frameworks, patterns in the data seemed understandable and interpretations were straightforward, though only at a strategy formulation or policy-making level. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Embry Riddle Aeronaut Univ, Dept Business Adm, Daytona Beach, FL 32114 USA. RP McGrath, RN, Embry Riddle Aeronaut Univ, Dept Business Adm, 600 S Clyde Morris Blvd, Daytona Beach, FL 32114 USA. CR ABERNATHY WJ, 1988, READINGS MANAGEMENT, P55 ABERNATHY WJ, 1988, STRATEGIC MANAGEMENT, P154 AFUAH A, 1998, INNOVATION MANAGEMEN ALDRICH HE, 1994, ACAD MANAGE REV, V19, P645 ANDERSON P, 1990, ADMIN SCI QUART, V35, P604 BECKER RH, 1983, RES MANAGE, V27, P31 BECKER RH, 1986, RES MANAGE, V30, P21 BURGELMAN RA, 1988, STRATEGIC MANAGEMENT, P31 CRONK SA, 1995, BUILDING E MOTIVE IN FAIRTLOUGH G, 1994, HDB IND INNOVATION, P325 FORD D, 1988, STRATEGIC MANAGEMENT, P189 FOSTER RN, 1982, RES MANAGE, V26, P22 FOSTER RN, 1986, INNOVATION ATTACKERS FOSTER RN, 1986, RES MANAGE, V30, P17 FOSTER RN, 1988, READINGS MANAGEMENT, P215 FREEMAN C, 1994, HDB IND INNOVATION, P78 GOODMAN RS, 1994, TECHNOLOGY STRATEGY HENRICKSON GL, 1994, CHEMTECH NOV, P32 KEYS LK, 1995, TECHNOLOGY MANAGEMEN, V1, P226 LISSONI F, 1994, HDB IND INNOVATION, P106 MCGRATH RN, 1996, DISCONTINUOUS TECHNO MCGRATH RN, 1997, TECHNOLOGY MANAGEMEN, P145 MERINO DN, 1990, TECHNOL FORECAST SOC, V37, P275 PORTER ME, 1980, COMPETITIVE STRATEGY RAO H, 1994, STRATEGIC MANAGE J, V15, P29 ROUSSEL PA, 1984, RES MANAGEMENT JAN, P29 SCHUMPETER JA, 1976, CAPITALISM SOCIALISM SCOTT WR, 1994, I ENV ORG STRUCTURAL TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439 UTTERBACK JM, 1994, MASTERING DYNAMICS I WINN JL, 1994, 941035 SAE 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 NOV PY 1998 VL 18 IS 11 BP 677 EP 687 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 139BP UT ISI:000077007800002 ER PT J AU Beaumont, NB TI Investment decisions in Australian manufacturing SO TECHNOVATION LA English DT Article ID TECHNOLOGY; JUSTIFICATION; SYSTEMS AB In 1996-7 the author conducted structured interviews with managing directors and production managers of Australian manufacturing companies. The objectives were to ascertain the criteria firms used to make investment decisions in manufacturing technology; how (and how well) they managed the introduction of new technology: whether (after implementation) they had experienced unanticipated effects from new technology and what factors impeded or assisted its implementation. This paper discusses past work, describes the methodology, suggests a way of grouping criteria and gives some preliminary findings. The most important finding is that tangible criteria dominate decision processes but that considerable intangible benefits are usually experienced. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Monash Univ, Dept Management, Caulfield East, Vic 3145, Australia. RP Beaumont, NB, Monash Univ, Dept Management, Caulfield Campus,POB 197, Caulfield East, Vic 3145, Australia. CR BADIRU AB, 1991, COMPUT IND ENG, V21, P29 BADIRU AB, 1992, ROBOTICS TODAY, V5, P4 BEATTY CA, 1992, SLOAN MANAGE REV, V33, P49 BEATTY CA, 1993, INT J TECHNOLOGY MAN, V8, P189 BESSANT J, 1993, INT J TECHNOL MANAGE, V8, P197 BESSANT J, 1994, INT J PROD ECON, V34, P237 DAVIS JS, 1992, BOBBIN, V33, P44 DEHAAN J, 1993, INT J TECHNOLOGY MAN, V8, P282 DHAVALE D, 1995, MANUF ENG, V115, P31 DUIMERING PR, 1993, SLOAN MANAGE REV, V34, P47 EARL MJ, 1989, MANAGEMENT STRATEGIE GEPPERT H, 1989, QUALITY, V28, P24 GIFFI CA, 1992, INFORMATION STRATEGY, V8, P43 GOLD B, 1989, RES POLICY, V18, P173 HONEYCUTT E, 1993, IND MANAGEMENT, V35, P2 HOTTENSTEIN MP, 1992, CALIF MANAGE REV, V34, P112 HOWIE RL, 1984, COMPUTERWORLD, V18, P24 KOLLI S, 1992, COMPUT IND ENG, V23, P455 MACSTRAVIC EL, 1992, COMPUT IND ENG, V23, P417 MAGUIRE W, 1994, PROCESS INVESTING AD MCGAUGHEY RE, 1994, INT J PROD ECON, V37, P247 NONAS K, 1990, INT J OPER PROD MAN, V10, P37 OELTJENBRUNS H, 1995, INT J PROD ECON, V38, P189 PUTRUS R, 1991, J ACCOUNTING EDP, V7, P30 ROLLAND WC, 1985, NATL PRODUCTIVITY RE, V4, P345 SARAPH JV, 1992, PRODUCTION INVENTORY, V33, P64 SHANI ABR, 1992, CALIF MANAGE REV, V34, P91 SMALL MH, 1995, J ENG TECHNOL MANAGE, V12, P27 SULLIVAN WG, 1986, IND ENG, V18, P42 THOMAS P, 1994, INT J PROD ECON, V34, P371 UPTON DM, 1994, CALIF MANAGE REV, V36, P72 VANBLOIS JP, 1983, PRODUCTION ENG, V30, P52 WILNER N, 1992, ENG ECON, V37, P341 ZAIRI M, 1992, INT J OPER PROD MAN, V12, P34 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 NOV PY 1998 VL 18 IS 11 BP 689 EP 695 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 139BP UT ISI:000077007800003 ER PT J AU Carayannis, EG TI The strategic management of technological learning in project/program management: the role of extranets, intranets and intelligent agents in knowledge generation, diffusion, and leveraging SO TECHNOVATION LA English DT Article AB This is primarily a conceptual paper on the value-adding potential of higher order technological learning processes in virtual, intelligent, networked enterprises (VINEs). The role of learning in effectively leveraging information technology in Web-enabled enterprises is examined, especially in the case of intelligent agents, intranets, and extranets that constitute organic components of intra - and inter-organizational knowledge management networks. The strategic role of technological learning in successful project and program management is examined and presented. Moreover, the role of information technology as an enabling agent for the processes of individual, group, intra- and inter-organizational higher order technological learning is outlined. Finally, the competitive advantage in the quality, timeliness, and accuracy of information and knowledge created and disseminated by virture of extranets, intranets, and intelligent agents is studied and lessons learned from current theory and practice identified. (C) 1998 Elsevier Science Ltd All rights reserved. C1 George Washington Univ, Sch Business & Publ Management, Dept Management Sci, Washington, DC 20052 USA. RP Carayannis, EG, George Washington Univ, Sch Business & Publ Management, Dept Management Sci, 403H Monroe Hall,2115 G St NW, Washington, DC 20052 USA. CR *C BOARD, 1997, MAN KNOWL BUS SUCC *SIM FUT WORLDS, 1997, BT3M C SRI CONS AUG ARGYRIS C, 1978, ORG LEARNING THEORY BRYNJOLFSSON E, 1993, COMMUN ACM, V35, P66 BRYNJOLFSSON E, 1996, MANAGE SCI, V42, P541 BRYNJOLFSSON E, 1997, COMPUTING PRODUCTIVI CARAYANNIS E, 1993, PROGR TECHNIQUE, V2, R1 CARAYANNIS E, 1994, THESIS RENSSELAER PO CARAYANNIS E, 1996, 1996 INT C ENG TECHN CARAYANNIS E, 1996, 29 ANN HAW INT C SYS CARAYANNIS E, 1996, 5 INT C MAN TECHN 27 CARAYANNIS E, 1997, DATA WAREHOUSING ELE CARAYANNIS E, 1998, INT J TECHNOLOGY MAN, V17 CARAYANNIS EG, 1998, TECHNOVATION, V18, P383 CHOO W, 1998, KNOWING ORG ORG USE JELINEK M, 1979, I INNOVATION STUDY O ROGERS E, 1983, DIFFUSION INNOVATION TEECE D, 1990, DYNAMIC CAPABILITIES NR 18 TC 6 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 1998 VL 18 IS 11 BP 697 EP 703 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 139BP UT ISI:000077007800004 ER PT J AU Ibitoye, SA Ilori, MO TI Indigenous metal casting in Nigeria: its technology, attendant problems, business prospects and policy implications SO TECHNOVATION LA English DT Article AB The indigenous metal casting for the production of household utensils such as metal pots, spoons and bowls of different sizes are increasingly becoming popular in Nigeria. The production method involves the use of a conventional sand casting procedure in which a two-part flask with a split drag are employed in the moulding. This metal casting is operated at the cottage level and most of the people involved have qualifications below junior secondary school level with no metallurgical or any other engineering background The problems faced by the industry are technical, operational, organisational and financial in nature. The strategies for ameliorating the problems are established It was concluded that improved policies, carefully crafted projects and proper management of technology can drastically solve these problems. This small business has good prospects and can be a basis for the development of indigenous technological capability building in metal casting in Nigeria. (C) 1998 Elsevier Science Ltd All rights reserved. C1 Obafemi Awolowo Univ, Dept Met & Mat Engn, Ife, Osun State, Nigeria. RP Ibitoye, SA, Obafemi Awolowo Univ, Dept Met & Mat Engn, Ife, Osun State, Nigeria. CR *FED MIN IND, 1986, IND POL NIG POL INC AFONJA AA, 1986, MAT ENERGY ENV 80 AKINWUMI IO, 1966, IFE PSYCHOL, V4, P156 BEELEY PR, 1982, FOUNDRY TECHNOLOGY, P344 GIRSHOVICH, 1978, CITED INDIRECTLY HIGGINS RA, 1980, ENG METALLURGY, P73 HILL TM, 1987, SMALL BUSINESS PRODU IBITOYE SA, 1996, IJT, V6, P35 IBITOYE SA, 1996, IJT, V6, P35 LIEDHOLM C, 1988, ROLE MICROENETERPRIS, V63, P12 NGAHU C, 1995, TECHNOLOGY POLICY PR STEARNS KE, 1988, ROLE MICROENTERPRISE, V63, P18 STEFANESCU DM, 1992, CASTING METALS HDB, V15 TITOV MD, 1981, FOUNDRY PRACTICE, P11 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 1998 VL 18 IS 11 BP 705 EP 711 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 139BP UT ISI:000077007800005 ER PT J AU Bachmann, A TI Profiles of corporate technological capabilities - a comparison of large British and German pharmaceutical companies SO TECHNOVATION LA English DT Article ID INNOVATION; PATENTS AB This paper analyses corporate technological capabilities and trajectories of large German and British firms in the science-based pharmaceutical industry. An index of relative technological advantages based on patent statistics is used to assess whether the corporate development of technological competencies is predominantly influenced by the country-specific environment or by industry-related forces. The evidence suggests that national factors have led to a higher degree of cohesion in German trajectories than in British ones; however the industry-specific impetus appears to dominate the technological development. This paper also maintains that technological diversification remains closely linked to firm size. Findings here are consistent with results of recent studies which suggest that the nature of recent technological change has been characterised both by increasing inter-relatedness of technological activities and by consolidation of existing technological competencies. It is argued here that an "industrial optimum" of technological diversification exists; firms will over time converge towards it. The smaller pharmaceutical specialists have not yet reached their "optimal" balance of technological diversification, and thus continue to diversify. The larger, widely diversified chemical corporations, however; appear to have been consolidating their technological competencies to a persistent level of specialisation. These trends are largely independent of the national background (C) 1998 Published by Elsevier Science Ltd. All rights reserved. C1 Univ Reading, Dept Econ, Reading RG6 6AA, Berks, England. RP Bachmann, A, Univ Reading, Dept Econ, Whiteknights,POB 218, Reading RG6 6AA, Berks, England. CR ARCHIBUGI D, 1992, SCI PUBL POLICY, V19, P357 BASBERG BL, 1987, RES POLICY, V16, P131 CANTWELL J, 1997, DISCUSSION PAPER E A, V10 CANTWELL J, 1997, DISCUSSION PAPER E A, V9 CANTWELL JA, 1993, IND CONCENTRATION EC CHANDLER AD, 1990, SCALE SCOPE DYNAMICS DOSI G, 1982, RES POLICY, V11, P147 DOSI G, 1988, TECHNICAL CHANGE EC GRANSTRAND O, 1997, CALIF MANAGE REV, V39, P8 MANSFIELD E, 1986, MANAGE SCI, V32, P173 MOWERY DC, 1989, TECHNOLOGY PURSUIT E NELSON RR, 1982, EVOLUTIONARY THEORY PATEL P, 1989, NATL WESTM BANK Q R, P27 PATEL P, 1995, CAMBRIDGE J ECON, V19, P141 PAVITT K, 1985, SCIENTOMETRICS, V7, P77 PAVITT K, 1988, HDB QUANTITATIVE STU PEARCE RD, 1993, GROWTH EVOLUTION MUL PENROSE E, 1959, THEORY GROWTH FIRM POLANYI M, 1962, PERSONAL KNOWLEDGE P PORTER ME, 1990, COMPETITIVE ADVANTAG ROSENBERG N, 1982, INSIDE BLACK BOX TED SCHERER FM, 1965, AM ECON REV, V55, P1097 SCHERER FM, 1983, INT J IND ORGAN, V1, P107 SCHMOOKLER J, 1966, INVENTION EC GROWTH SOETE L, 1987, RES POLICY, V16, P101 SOETE LLG, 1980, OECD SCI TECHN IND C TAYLOR CT, 1973, EC IMPACT PATENT SYS TEECE DJ, 1976, MULTINATIONAL CORPOR VONTUNZELMANN GN, 1995, TECHNOLOGY IND PROGR 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 1998 VL 18 IS 10 BP 593 EP 604 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 123NH UT ISI:000076130900001 ER PT J AU Orr, S Sohal, AS TI Global manufacturing issues: the case of Siemens AG SO TECHNOVATION LA English DT Article AB Over the last two decades we have witnessed a dramatic move towards a global economy and the globalisation of manufacturing. Some companies are forced to go global because of saturating domestic markets and diminishing profits whilst others recognise the opportunities in growing and developing regions which offer lower manufacturing costs and very large customer base. This paper describes the experiences of Siemens AG in relation to global manufacturing and identifies some of the key lessons learnt from its global operations. These included the importance of a having a long-term strategy, the adoption of a structured approach for technology transfer, a broad base of research and production facilities incorporating joint ventures and the role of training and integration of local technology and culture to tune products to local market requirements. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Monash Univ, Dept Management, Caulfield E, Vic 3145, Australia. RP Orr, S, Monash Univ, Dept Management, POB 197, Caulfield E, Vic 3145, Australia. CR DEMEYER A, 1989, STRATEGIC MANAGE J, V10, P135 DUBOIS FL, 1993, J INT BUS STUD, V24, P307 FERDOWS K, 1985, GLOBAL OPERATIONS PE, P44 FERDOWS K, 1989, MANAGING INT OPERATI KORHONEN H, 1996, MANAGE INT REV, V36, P315 LAWRENCE SR, 1992, PRODUCTION OPERATION, V1, P103 NASIF EG, 1991, MANAGE INT REV, V31, P79 SWINK M, 1995, INT J OPER PROD MAN, V15, P4 VANEENENNAAM F, 1996, LONG RANGE PLANN, V21, P84 WHYBARK DC, 1993, GLOBAL MANUFACTURING WOMACK JP, 1990, MACHINE CHANGED WORL 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 OCT PY 1998 VL 18 IS 10 BP 605 EP 614 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 123NH UT ISI:000076130900002 ER PT J AU Conceicao, P Heitor, MV Oliveira, P TI University-based technology licensing in the knowledge based economy SO TECHNOVATION LA English DT Article ID PATENTS AB The role of intellectual property protection in strengthening the preservation of the institutional integrity of universities is discussed. The analytical context is provided in terms of a technology transfer model that represents the interactions between universities and the market. The analysis is presented with the background of New Growth Theories, which explore the impact of knowledge in wealth creation. As a consequence, the various elements that al-e to be considered in the decision to protect intellectual property in universities are discussed, and policy implications for universities are derived. The key idea relates to the rationale for undertaking technology transfer initiatives at universities, which we regard as a complement to traditional types of research, and as an effort to clarify the role of the university. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Univ Texas, IC2 Inst, Austin, TX 78712 USA. RP Heitor, MV, Inst Super Tecn, Av Rovisco Pais, P-1096 Lisbon, Portugal. CR *AUTM, 1997, LIC SURV 1991 95 5 Y *EUR COMM, 1996, GREEN BOOK INN *EUR COMM, 1996, IDEE PROJ CAS STUD I *OECD, 1996, INN PAT TECHN STRAT *PORT OBS SCI TECH, 1997, PRINC IND CIENC TECH ARCHIBUGI D, 1992, TECHNOLOGICAL SPECIA ARCHIBUGI D, 1996, TECHNOVATION, V16, P451 BROOKS H, 1993, EMPOWERING TECHNOLOG CONCEICAO P, 1997, J KNOWLEDGE MANAGEME, V1, P129 CONCEICAO P, 1998, TECHNOL FORECAST SOC, V58, P203 CORREA CM, 1994, SCI PUBL POLICY, V21, P369 DASGUPTA P, 1994, RES POLICY, V23, P487 DAVID P, 1993, P WORLD BANK ANN C D EHRENBERG R, 1997, AM U NATL TREASURE E FELDMAN MP, 1996, GEOGRAPHY INNOVATION FERNE G, 1998, OCDE OBSERVER, V210, P23 JONESEVANS D, 1997, TECHNOLOGY INNOVATIO KIM SG, 1994, SCI PUBL POLICY, V21, P121 KLINE SJ, 1986, POSITIVE SUM STRATEG KOZMETSKY G, 1993, GENERATING CREATIVIT LEONARDBARTON D, 1996, ENG INNOVATION, P177 LUCAS C, 1996, CRISIS ACAD RETHINKI MITRA J, 1997, INNOVATION EC DEV MOWERY DC, 1989, TECHNOLOGY PURSUIT E MYERS MB, 1996, ENG INNOVATION, P209 NELSON RR, 1986, NATL INNOVATION SHYS NESLON RR, 1996, TECHNOLOGY R D EC PAVITT K, 1991, RES POLICY, V20, P109 READINGS B, 1996, U RUINS RIP A, 1996, SCI PUBL POLICY, V23, P342 ROBERTS EB, 1991, ENTERPRENEURS HIGH T ROMER PM, 1990, J POLITICAL EC, V98, S71 ROSENBERG N, 1996, ENG INNOVATION SALOMON JJ, 1995, SCI PUBL POLICY, V22, P9 SKOIE H, 1996, SCI PUBL POLICY, V23, P66 SULLIVAN NF, 1995, TECHNOLOGY TRANSFER THUROW LC, 1997, HARVARD BUSINESS SEP, P95 TROTT P, 1995, TECHNOVATION, V15, P25 WALLMARK JT, 1997, TECHNOVATION, V17, P127 NR 39 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 1998 VL 18 IS 10 BP 615 EP 625 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 123NH UT ISI:000076130900003 ER PT J AU Snaddon, DR TI The manufacturing mix and consulting firms - how different are they in associating tasks with objectives? SO TECHNOVATION LA English DT Article ID PERFORMANCE AB This work measures links between tasks and manufacturing objectives in Strategic Management Consultants and compares them with previous work in Fast Moving Consumer Goods manufacturers. As these are different industries, managers may use different tasks to accomplish the same objectives. There is some difference but managers use and invest in similar tasks for similar objectives. This suggests managers in different industries can focus firms on specific objectives by choosing to invest in tasks. Alternatively managers in different industries use similar tasks for pursuing similar objectives. Links between tasks and objectives display stability across these industries. Research finds links in general agreement with the sandcone model when all tasks are combined. It further points to the inadequacy of costs as an economic measure. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Univ Witwatersrand, Div Ind Engn, ZA-2050 Wits, South Africa. RP Snaddon, DR, Univ Witwatersrand, Div Ind Engn, Postbag 3, ZA-2050 Wits, South Africa. CR BROWN ID, 1969, J APPL PSYCHOL, V53, P419 CHARISSIS N, 1993, ANN INT MANUFACTURIN FERDOWS K, 1990, J OPERATIONS MANAGEM, V9, P168 FLYNN BB, 1990, J OPERATIONS MANAGEM, V9, P250 HACKMAN JR, 1969, ACTA PSYCHOL, V31, P97 MARUCHECK A, 1992, MANUFACTURING STRATE, P89 MEFFORD RN, 1986, REV ECON STAT, V68, P96 MILLER JG, 1992, FUQUA SCH BUSINESS MURPHY N, 1994, MANAGEMENT REPORT CO NAYLOR JC, 1969, J APPL PSYCHOL, V53, P167 NILSSON CH, 1995, INTEGRATED MANUFACTU, V6, P5 OBRIEN GE, 1969, J APPL PSYCHOL, V53, P525 PLATTS KW, 1992, MANUFACTURING STRATE, P29 PORTER ME, 1980, COMPETITIVE STRATEGY RICHARDSON PR, 1985, INTERFACES, V15, P15 SCHMENNER RW, 1993, PRODUCTION OPERATION SCHONBEGER RJ, 1994, OPERATIONS MANAGEMEN SKINNER W, 1992, MANUFACTURING STRATE, P13 SLACK NDC, 1991, MANUFACTURING ADV SNADDON DR, 1990, TECHNOVATION, V10, P235 SNADDON DR, 1993, SA J BUSINESS MANAGE, V24, P147 SNADDON DR, 1996, TECHNOVATION, V16, P385 SWAMIDASS PM, 1987, MANAGE SCI, V33, P509 WEICK KE, 1965, HDB ORG, P194 WILLIAMS FP, 1995, J OPERATIONS MANAGEM, V13, P19 WILLIAMSON OE, 1981, J ECON LIT, V19, P1537 ZIMBLER A, 1994, MANAGEMENT REPORT CO, P60 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 OCT PY 1998 VL 18 IS 10 BP 627 EP 638 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA 123NH UT ISI:000076130900004 ER PT J AU Carayannis, EG TI Higher order technological learning as determinant of market success in the multimedia arena; a success story, a failure, and a question mark: AGFA/BAYER AG, Enable Software, and Sun Microsystems SO TECHNOVATION LA English DT Article ID STRATEGY AB The case studies of three players in the multimedia arena focused on instances and patterns of technological learning - technical and administrative learning as it occurs within and across technology-driven organizations - are compared and contrasted Success and failure to learn from? customer competitor, and supplier feedback and to integrate lessons learned in shaping entrepreneurial decision making and marketing strategy are highlighted. These case studies were all composed through triangulation of multiple field interviews with several company principals, of publicly available information, and of company documents made available to the author by the companies studied. The first story is about AGFA Electronic Preprint Systems, a subsidiary of BAYER AG, based in Wilmington, Mass., and a lender in the high end desk top publishing and reproduction business. The company successfully reinvented itself driving its transformation by a vigorous focus at lower, middle, and top management levels on employee, customer, competitor, and supplier feedback and by integrating lessons learned into a very entrepreneurial manufacturing and marketing strategy. The second story is about Enable Software, an upstate New York software venture that was among the pioneers of software integration but failed to capitalize on the niche it carved for itself lost its strategic focus, and recently transferred ifs customer base to Microsoft through a strategic alliance with the software giant. The third story is about Sun Microsystems, a Silicon Valley producer of engineering workstations currently faced with major challenges to redefine its worldviews and reinvent itself ns its market niche comes under increasing pressure from higher and lower end original equipment manufacturers (OEMs). (C) 1998 Elsevier Science Ltd. All rights reserved. C1 George Washington Univ, Sch Business & Publ Management, Dept Management Sci, Management Sci Technol & Innovat Program, Washington, DC 20052 USA. RP Carayannis, EG, George Washington Univ, Sch Business & Publ Management, Dept Management Sci, Management Sci Technol & Innovat Program, Washington, DC 20052 USA. CR 1992, SUN MICROSYSTEMS ANN AAKER D, 1989, CALIFORNIA MANAG WIN AMIT R, 1993, STRATEGIC MANAGE J, V14, P33 ANSOFF I, 1990, MAKING ORG MORE COMP ARGYRIS C, 1978, ORG LEARNING THEORY BLACK JA, 1994, STRATEGIC MANAGE J, V15, P131 CARAYANNIS E, 1992, PRI SOM WORKING PAPE, V131 CARAYANNIS E, 1993, PROGR TECHNIQUE, V2 CARAYANNIS E, 1994, PROGR TECHNIQUE PARI CARAYANNIS E, 1994, RENSSELAER POLYTECHN CARAYANNIS E, 1994, U ILL CHIC AM MAN AS CARAYANNIS E, 1996, 1996 INT C ENG TECHN CARAYANNIS E, 1996, 5 INT C MAN TECHN FE CARAYANNIS E, 1997, IN PRESS J ENG TECHN CARAYANNIS E, 1997, PORTL INT C MAN ENG CARAYANNIS E, 1998, IN PRESS INT J TECHN CIBORRA C, 1993, TEAMS MARKERS SYSTEM COLE R, 1989, STRATEGIES LEARNING DAVIDOW W, 1989, TOTAL CUSTOMER SERVI FODOR E, 1980, LANGUAGE THOUGHT FOLLETT A, 1924, CREATIVE EXPERIENCE GARUD R, 1993, STRATEGIC MANAGE J, V14, P351 GARVIN D, 1988, MANAGING QUALITY STR GARVIND, 1993, HARVARD BUSINESS JUL GRANT R, 1991, CALIFORNIA MANAG SPR HEDBERG B, 1981, HDB ORG DESIGN HILLS G, 1993, RES MARKETING ENTREP ITAMI H, 1987, MOBILIZING INVISIBLE JELINEK M, 1979, I INNOVATION STUDY O KROGH V, 1993, IMPLANTING STRATEGIC NONAKA I, 1991, HARVARD BUSINESS NOV PINE J, 1994, WALL STREET J 0418 PORTER ME, 1991, STRATEGIC MANAGE J, V12, P95 PRAHALAD CK, 1990, HARVARD BUSINESS MAY QUINN JB, 1992, INTELLIGENT ENTERPRI ROGERS E, 1998, IN PRESS R D MANAGEM SCHON D, 1983, REFLECTIVE PRACTITIO SCHON D, 1991, REFLECTIVE TURN SENGE P, 1990, 5 DISCIPLINE ART PRA SHAW B, 1993, RES MARKETING ENTREP, P356 TEECE D, 1987, COMPETITIVE CHALLENG VARELA FJ, 1991, EMBODIED MIND COGNIT VEPSAELAEINEN A, 1990, P NORDIC GUIDE APR VONHIPPEL E, 1988, SOURCES INNOVATION WILLIAMSON O, 1975, MARKETS HIERARCHIES NR 45 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 1998 VL 18 IS 10 BP 639 EP 653 PG 15 SC Engineering, Industrial; Operations Research & Management Science GA 123NH UT ISI:000076130900005 ER PT J AU Cooper, R Wootton, AB Bruce, M TI "Requirements capture": theory and practice SO TECHNOVATION LA English DT Article ID ORGANIZATION; PROJECTS AB Monitoring changing customer needs and requirements, along with shortening product development cycle times, are major concerns for manufacturing companies. Factors which influence these concerns are deter-mined often at the front end of New Product Development (NPD). Approaches to requirements capture were investigated from telecommunications, automotive and IT industries. It was found that the automotive company used market research agencies as an ongoing input into the NPD process, while the computing company was attempting to introduce a cross-disciplinary approach to both idea capture and requirements capture. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Univ Salford, Res Ctr Design & Manufacture, Salford M3 6EQ, Lancs, England. RP Cooper, R, Univ Salford, Res Ctr Design & Manufacture, Centenary Bldg,Peru St, Salford M3 6EQ, Lancs, England. CR BAILETTI AJ, 1991, R&D MANAGE, V21, P291 COOMBS R, 1987, EC TECHNOLOGICAL CHA COOPER RG, 1993, LONG RANGE PLANN, V26, P74 CRAMP B, 1994, MARKET RES 0127 FELDMAN LP, 1986, J PROD INNOVAT MANAG, V3, P108 GAUSE DC, 1989, EXPLORING REQUIREMEN MACDONALD S, 1993, J PROD INNOVAT MANAG, V10, P417 MCDONOUGH EF, 1986, J PROD INNOVAT MANAG, V3, P149 MINZBERG H, 1990, HARVARD BUSINESS MAR, P163 WHELAN RC, 1988, R D MAN C 1988 MANCH NR 10 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 AUG-SEP PY 1998 VL 18 IS 8-9 BP 497 EP 511 PG 15 SC Engineering, Industrial; Operations Research & Management Science GA 110JJ UT ISI:000075377400002 ER PT J AU Dumas, A Fentem, A TI Totemics: new metaphor techniques to manage knowledge from discovery to storage and retrieval SO TECHNOVATION LA English DT Article AB This paper describes a set of techniques, known collectively as Totemics, that use envisioning and mapping techniques to consider future scenarios and strategies. These techniques have shown themselves to be particularly useful during explorations of product strategies, new product creation, brand identity, market positioning and organisational situations. In such contexts, direction cannot be successfully,set using solely objective measures. I: is also necessary to include subjective and softer forms of data. In Totemics, an exploration of an issue is undertaken by arranging images, objects and words to create a map. Through these objects acting as visual metaphors, this value space can be used to transfer values and tacit knowledge across domains. The position of the images on the map illustrates the interrelationships between the sets of values. The regions of the map are used to explore potential development scenarios. Support for this process is provided by a combination of facilitation and a software system that can be configured to allow for future interaction and scenario explorations, and maintain the product visions and values that are used to guide product and service trajectories. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Univ Cambridge, Judge Inst Management Studies, Cambridge CB2 1AG, England. RP Dumas, A, Univ Cambridge, Judge Inst Management Studies, Trumpington St, Cambridge CB2 1AG, England. CR BOLAND RJ, 1994, ORGAN SCI, V5, P456 CLARK K, 1990, HARVARD BUSINESS REV DUMAS A, 1994, DESIGN MANAGEMENT J, V5, P71 FISCHER G, 1994, KNOWL-BASED SYST, V7, P221 FISCHER G, 1997, KNOWL-BASED SYST, V10, P21 GAINES BR, 1993, KNOWL ENG REV, V8, P49 HUFF AS, 1990, MAPPING STRATEGIC TH, P11 KELLY GA, 1955, PSYCHOL PERSONAL CON LATOUR B, 1996, ARAMIS LOVE TECHNOLO LKOFF G, 1980, METAPHORS WE LIVE BY NONAKA I, 1991, HARVARD BUSINESS NOV, P96 NONAKA I, 1995, KNOWLEDGE CREATING C PINKER S, 1997, HOW MIND WORKS POLANYI M, 1966, TACIT DIMENSION SAFFO P, 1996, BRINGING DESIGN SOFT, P87 SENGE PM, 1990, 5 DISCIPLINE ART PRA STAR SL, 1993, CSCW COOPERATION CON, P93 VANDERHEIJDEN K, 1996, ART STRATEGIC CONVER WEICK K, 1990, MAPPING STRATEGIC TH, P1 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 AUG-SEP PY 1998 VL 18 IS 8-9 BP 513 EP 521 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA 110JJ UT ISI:000075377400003 ER PT J AU Durrani, TS Forbes, SM Broadfoot, C Carrie, AS TI Managing the technology acquisition process SO TECHNOVATION LA English DT Article AB Technology acquisition plays a key role in the management of technology in industrial organisations. To provide a competitive advantage to organisation whose primary, business focus is on product development, change management and market success, a conceptual model Mas developed which provides a formalised approach tl? technology acquisition, involving a staged process for identifying a technology; a methodology for acquiring the technology, and a decision-making process for sourcing the technology. To ensure widespread application and ease of operation, the model is realised in a groupware environment - MANTRA - a structured resource that represents a decision-making process integrating product attributes and marketplace requirements with the technology acquisition process. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Univ Strathclyde, Fac Engn, Royal Coll, Glasgow G1 1XW, Lanark, Scotland. RP Durrani, TS, Univ Strathclyde, Fac Engn, Royal Coll, 204 George St, Glasgow G1 1XW, Lanark, Scotland. CR BOWER JL, 1995, HARVARD BUSINESS JAN, P43 DUSSAUGE P, 1992, STRATEGIC TECHNOLOGY GREENWOOD JC, 1996, SOURCING TECHNOLOGIE GREENWOOD JC, 1996, TECHNOLOGY FORECASTI MCGRATH ME, 1992, PRODUCT DEV SUCCESS ROUSSEL PA, 1991, 3 GENERATION R D MAN NR 6 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-SEP PY 1998 VL 18 IS 8-9 BP 523 EP 528 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA 110JJ UT ISI:000075377400004 ER PT J AU Griffiths, D Boisot, M Mole, V TI Strategies for managing knowledge assets: a tale of two companies SO TECHNOVATION LA English DT Article ID TECHNICAL CHANGE AB Knowledge assets and their management currently constitute both a major source of competitive advantage for firms and a major problem. In the global environment it is increasingly recognised that the way in which firms mobilise and utilise their knowledge assets may constitute the significant difference between them. Yet, at the same time, the ways in which firms can access and manage their knowledge assets is also acknowledged to be a major difficulty, so firms find themselves in the position where their most critical resource is, at the same time, their most difficult challenge to manage. Drawing on the Prahalad and Hamel definition of core competence, we suggest that one of the reasons why firms have experienced difficulties in identifying knowledge based competences is the tacit nature of these competences. The paper describes a model developed by one of the authors (Boisot) which we believe might help firms to identify and manage their competences. It then explores the application of the model in the two companies: BP Exploration and Courtaulds. The conclusion is, first that the model provided a helpful framework for both companies to explore their knowledge assets, and second, that it generated new insights in both organisations. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Univ London, Imperial Coll, Sch Management, London SW7 2PG, England. RP Griffiths, D, Univ London, Imperial Coll, Sch Management, 53 Princes Gate,Exhibit Rd, London SW7 2PG, England. CR BOISOT M, 1987, INFORMATION ORG MANA BOISOT M, 1995, INFORMATION SPACE BOISOT M, 1997, STRATEGIC LERNING KN BOISOT M, 1998, KNOWLEDGE ASSETS SEC BOISOT MH, 1995, RES POLICY, V24, P489 COLEMAN D, 1980, COURTAULDS EC SOCIAL COYNE K, 1997, MCKINSEY Q, V1, P40 DIERICKX I, 1989, MANAGE SCI, V35, P1504 DOSI G, 1982, RES POLICY, V11, P147 FREEMAN C, 1994, CAMBRIDGE J ECON, V18, P463 GRIFFITHS D, 1998, MEASURING STRATEGIC HALL R, 1992, STRATEGIC MANAGE J, V13, P135 HAMEL G, 1994, COMPETENCE BASED COM HAMEL G, 1994, COMPETING FUTURE IANSITI M, 1994, IND CORP CHANGE, V3, P557 LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 LEVITT B, 1988, ANNU REV SOCIOL, V14, P319 MARCH JG, 1991, ORGAN SCI, V2, P71 NELSON RR, 1977, RES POLICY, V6, P36 NELSON RR, 1982, EVOLUTIONARY THEORY NONAKA I, 1995, KNOWLEDGE CREATING C PENROSE ET, 1959, THEORY GROWTH FIRM PORTER M, 1980, COMPETITIVE STRATEGY PORTER M, 1985, COMPETITIVE ADVANTAG PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 ROUSSEL P, 1991, 3 GENERATION R D SCHUMPETER J, 1934, THEORY EC DEV SELZNICK P, 1957, LEADERSHIP ADM SENGE P, 1991, 5 DISC ART PRACT LEA STALK G, 1992, HARVARD BUSINESS MAR, P57 TEECE D, 1994, IND CORP CHANGE, V3, P537 TEECE DJ, 1990, 908 CCC U CAL CTR RE VONHIPPEL E, 1988, SOURCES INNOVATION WALRUS L, 1984, ELEMENTS PURE EC THE WILLIAMSON O, 1975, MARKETS HIERARCHIES WINTERSCHIED BC, 1994, COMPETENCE BASED COM NR 36 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-SEP PY 1998 VL 18 IS 8-9 BP 529 EP 539 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 110JJ UT ISI:000075377400005 ER PT J AU Phaal, R Paterson, CJ Probert, DR TI Technology management in manufacturing business: process and practical assessment SO TECHNOVATION LA English DT Article ID ACQUISITION; INNOVATION; FIRM AB The role of technology as a source of competitive advantage is becoming increasingly important to manufacturing industry, as the cost and rate of technological advances increase. Effective technology management requires the integration of technical, marketing, human resource and financial functions. In addition, it is essential for strategic and operational processes to be integrated. This paper describes the structure and application of a technology management assessment procedure, based on a five-process technology management framework (identification, selection, acquisition, exploitation and protection). The procedure provides a means of revealing and assessing the full range of technology management practices in a manufacturing firm. The method is based on a flexible top-down approach, which spans both strategic and operational issues. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Univ Cambridge, Dept Engn, Cambridge CB2 1RX, England. RP Phaal, R, Univ Cambridge, Dept Engn, Cambridge CB2 1RX, England. EM rp108@eng.cam.ac.uk CR BRADY T, 1997, TECHNOVATION, V17, P417 CHIESA V, 1996, J PROD INNOVAT MANAG, V13, P105 CUTLER WG, 1991, RES TECHNOLOGY M MAY, P11 DEWET C, 1996, 5 INT C MAN TECHN MI, P510 DREJER A, 1997, TECHNOVATION, V17, P253 DUSSAUGE P, 1994, STRATEGIC TECHNOLOGY GAYNOR GH, 1996, HDB TECHNOLOGY MANAG GRANSTRAND O, 1992, R&D MANAGE, V22, P111 GREGORY MJ, 1995, P I MECH ENG B-J ENG, V209, P347 GROENVELD P, 1997, RES TECHNOL MANAGE, V40, P48 HENRIKSEN AD, 1997, INT J TECHNOL MANAGE, V13, P615 MANSFIELD E, 1988, MANAGE SCI, V34, P1157 MILLS JF, 1996, 3 EUR OP MAN ASS C L, P447 MITCHELL GR, 1985, TECHNOL SOC, V7, P227 NEELY AD, 1996, 3 INT C EUR OP MAN A PATERSON CJ, 1997, IAMOT MOT97 C GOT SW, P822 PATERSON CJ, 1998, 7 INT C MAN TECHN OR PHAAL R, 1997, 7 INT FOR TECHN MAN PHAAL R, 1997, BRIT AC MAN C LOND 8 PLATTS KW, 1993, INT J OPER PROD MAN, V13, P4 PROBERT DR, 1993, P I MECH ENG B-J ENG, V207, P241 RADNOR M, 1991, INT J TECHNOL MANAGE, P113 SEN F, 1990, IEEE T ENG MANAGE, V37, P246 SKILBECK JN, 1997, PICMET 97 STACEY GS, 1990, INT J TECHNOL MANAGE, V5, P389 STEELE LW, 1989, MANAGING TECHNOLOGY THOMAS R, 1994, INT J TECHNOL MANAGE, V9, P227 TIPPING JW, 1995, RES TECHNOL MANAGE, V38, P22 NR 28 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 AUG-SEP PY 1998 VL 18 IS 8-9 BP 541 EP 553 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 110JJ UT ISI:000075377400006 ER PT J AU Hansen, KL Rush, H TI Hotspots in complex product systems: emerging issues in innovation management SO TECHNOVATION LA English DT Article AB Complex Products and Systems (CoPS) form an increasingly, important role in the economic activities of firms, industries and nations. Due to changing markets and technologies, over the past several years there has been a shift towards CoPS, particularly in advanced industrial nations. Only recently, however, has the importance of CoPS been recognised and systematically investigated. This paper(1) focuses on problems or "hot spots" which firms experience in the development and production of CoPS and attempts to identify sever al common threads running through six in-depth case studies conducted in three industrial collaborators spanning three different industrial sectors. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Univ Brighton, CoPS Innovat Ctr, CENTRIM, Brighton BN1 9PH, E Sussex, England. RP Rush, H, Univ Brighton, CoPS Innovat Ctr, CENTRIM, Brighton BN1 9PH, E Sussex, England. CR HOBDAY M, 1997, IND HIGHER ED 0411, P96 HOBDAY M, 1998, RES POLICY, V26, P689 NR 2 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-SEP PY 1998 VL 18 IS 8-9 BP 555 EP 561 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA 110JJ UT ISI:000075377400007 ER PT J AU James, AD Georghiou, L Metcalfe, JS TI Integrating technology into merger and acquisition decision making SO TECHNOVATION LA English DT Article ID COMPETITIVE ADVANTAGE; PERFORMANCE; INNOVATION AB Merger and acquisition (M&A) decisions tend to be dominated by financial and business managers. However, given the growing importance of technology and innovation to firm competitiveness and the on-going importance of merger, acquisition and divestment activity, there are potential gains to be made by acquirers from better integrating technology issues into their M&A decision making. Not least it may help to avoid costly errors and reduce the failure rate of M&As. More positively, it may help acquirers to better realise value from the technological assets they acquire. Based on a three year study of mergers and acquisitions involving some of the UK's leading companies, we consider some of the technology issues that are likely to arise in the M&A process. We conclude by identifying four ways in which managers might better integrate technology issues into M&A decision making. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Univ Manchester, PREST, Manchester M13 9PL, Lancs, England. RP James, AD, Univ Manchester, PREST, Oxford Rd, Manchester M13 9PL, Lancs, England. CR BARNEY J, 1991, J MANAGE, V17, P99 CHAKRABARTI AK, 1987, TECHNOVATION, V6, P103 CHAKRABARTI AK, 1990, IEEE T ENG MANAGE, V37, P259 DATTA DK, 1991, STRATEGIC MANAGE J, V12, P281 DIERICKX I, 1989, MANAGE SCI, V35, P1504 FOSS NJ, 1996, COMPETENCE THEORY FI FOSTER RN, 1988, RES TECHNOLOGY MANAG, V31, P47 GARNSEY E, 1990, BUILDING EUROPEAN VE GOODMAN RA, 1994, TECHNOLOGY STRATEGY GOOLD M, 1987, STRATEGIES STYLES RO HAMEL G, 1994, COMPETING FUTURE HASPESLAGH PC, 1991, MANAGING ACQUISITION HITT MA, 1990, STRATEGIC MANAGE J, V11, P29 HITT MA, 1991, ACAD MANAGE J, V34, P693 HITT MA, 1991, ACADEMY MANAGEMENT E, V5, P22 HITT MA, 1996, ACAD MANAGE J, V39, P1084 HOULDER V, 1997, FINANCIAL TIMES 0925, P5 JAMES AD, 1997, P PORTL INT C MAN EN, P33 JEMISON DB, 1986, ACAD MANAGE REV, V11, P145 KITCHING J, 1967, HARVARD BUS REV, V45, P84 KODAMA F, 1991, EMERGING PATTERNS IN MACDONALD S, 1998, IN PRESS INT J TECHN MONTGOMERY C, 1995, RESOURCE BASED EVOLU NELSON RR, 1982, EVOLUTIONARY THEORY SALTER MS, 1979, DIVERSIFICATION ACQU SANCHEZ R, 1996, DYNAMICS COMPETENCE SMITH I, 1996, COMMERCIAL DUE DILIG NR 27 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-SEP PY 1998 VL 18 IS 8-9 BP 563 EP 573 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 110JJ UT ISI:000075377400008 ER PT J AU Woolgar, S Vaux, J Gomes, P Ezingeard, JN Grieve, R TI Abilities and competencies required, particularly by small firms, to identify and acquire new technology SO TECHNOVATION LA English DT Article AB This paper reports research undertaken by an ir;tel;disciplinary team of social scientists and manufacturing engineers, into the longstanding problem of technology transfer. It particularly focuses on the problem of how small and medium-sized enterprises (SMEs) identify and acquire new technology from universities. The research comprises an analysis of the problem in terms of the social relations between universities and SMEs, and an attempt to build and establish the feasibility of a technology bank world wide web (WWW) site for use by SMEs. Using concepts from recent work in social studies of science and technology, it is argued that a key to addressing the problem is to under-stand SMEs as unconfigured users both of government and policy initiatives, and of technological innovation. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Brunel Univ, CRICT, Uxbridge UB8 3PH, Middx, England. RP Woolgar, S, Brunel Univ, CRICT, Uxbridge UB8 3PH, Middx, England. CR GOMES MPS, 1996, 6 INT FOR TECHN MAN, V1, P119 GOMES MPS, 1997, IND HIGHER ED FEB, P21 GRINT K, 1997, MACHINE WORK TECHNOL MACKENZIE D, 1990, INVENTING ACCURACY H VAUX JH, 1996, EASST 4S INT C BIEL, P10 WOOLGAR S, 1991, SOCIOLOGY MONSTERS E, P58 WOOLGAR S, 1993, CRICT DISCUSSION PAP, V40 WOOLGAR S, 1996, INFORMATION COMMUNIC, P87 WOOLGAR S, 1997, BRUNEL 3M INNOVATION NR 9 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 AUG-SEP PY 1998 VL 18 IS 8-9 BP 575 EP 584 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 110JJ UT ISI:000075377400009 ER PT J AU Fujisue, K TI Promotion of academia-industry cooperation in Japan - establishing the "law of promoting technology transfer from university to industry" in Japan SO TECHNOVATION LA English DT Article AB Academia-industry cooperation began to attract attention during the recent recession. This is because Japanese universities are expected to make contributions to the Japanese economy and society, especially through the creation of new business and yet they are not making a sufficient contribution to match their potential. The Japanese government implemented, "A Program of Economic Structural Reform", and, "the Science and Technology Basic Law and Basic Plan", in which academia-industry cooperation is given an important position. In April 1998 the Japanese Diet adopted "the Law of Promoting Technology Transfer from University to Industry." Through this law the Japanese government will support academia-industry collaborative R&D and the establishment of Technology Licensing Offices at universities in Japan. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Minist Int Trade & Ind, Agcy Ind Sci & Technol, Int R&D Cooperat Div, Tokyo, Japan. RP Fujisue, K, Minist Int Trade & Ind, Agcy Ind Sci & Technol, Int R&D Cooperat Div, Tokyo, Japan. CR *AG IND TECHN SCI, 1997, PRINC IND IND SCI TE *AUTM, 1996, AUTM LIC SURV *COUNC IND STRUCT, 1995, PROP NEW IND TECHN P *KEID JAP EC ASS, 1993, SURV PERC JAP RES *MAN COORD AG, 1996, POP JAP *MAN COORD AG, 1997, STAT SCI TECHN JAP *MIN ED, 1995, RES COOP U IND JAP *NAT SCI BOARD, 1996, SCI ENG IND *OECD, 1996, MEAS SCI TECHN ACT *SCI TECHN AG, 1994, SURV PRIV CO RES ACT *SCI TECHN AG, 1997, WHIT PAP SCI TECHN ABERNATHY WJ, 1979, TECHNOLOGY REV JUN ARROW K, 1962, RATE DIRECTION INNOV CHEN E, 1992, THESIS MIT CHIANG JT, 1991, TECHNOVATION, V11 GOTO A, 1990, JAPANESE SYSTEM INNO HARHOFF D, 1991, THESIS MIT ISHII M, 1992, COMP STUDY US U JAPA LINKS A, 1991, FIRM SIZE U BASED RE NELSON RR, 1982, EVOLUTIONARY THEORY NELSON RR, 1991, US NATL INNOVATION S ODA Y, 1995, DIAYAMONDO MAGAZ JAN NR 22 TC 6 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-JUL PY 1998 VL 18 IS 6-7 BP 371 EP 381 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA 101VL UT ISI:000074888800001 ER PT J AU Carayannis, EG Jorge, J TI Bridging government-university-industry technological learning disconnects: a comparative study of training and development policies and practices in the US, Japan, Germany, and France SO TECHNOVATION LA English DT Article AB Training and Development (T&D) programs are increasingly playing a crucial role in determining long-term survival and success for technologically advanced corporations and societies alike. T&D is the sine qua non to address major challenges at both the societal and the corporate level through continuously building and renewing technological skills and knowledge. A resource-based, dynamic learning systems approach encompassing the major stakeholders of vocational and corporate Training and Development programs, addresses the following three questions: (1) What hinders the strategic role of T&D? (2) What facilitates/reinforces the strategic role of T&D (3) How can the hindrances be alleviated and the reinforcing elements enhanced in a Continuous Improvement Process (CIP) framework based on multinational benchmarking of "Best Practices"? A comparative analysis of the historical evolution and the state-of-the-art in corporate- and government-sponsored Training and Development in the dealing with these questions. The answers developed provide a conceptual framework for T&D within the context of the learning, technology-driven corporation of the future, which pivots around three mutually reinforcing levels of technological learning: operational learning, tactical learning or learning how-to-learn from experience, and strategic learning or learning to learn how-to-learn from experience. (C) 1998 Elsevier Science Ltd. All rights reserved. RP Carayannis, EG, George Washington Univ, Sch Business & Publ Management, Dept Management Sci, Sci Technol & Innovat Program, Washington, DC 20052 USA. 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Many technological developments are evaluated according to tangible criteria while important intangible criteria are overlooked. This study investigated a military need for advanced navigation technology in the Israeli Defense Force. The first and second parts discuss difficulties with current navigation methods and present the global positioning systems technology (GPS) as a solution. The third part presents some difficulties with traditional decision-making techniques as they apply to the decision to adopt GPS technology in a military environment. The fourth part presents an application of the analytic hierarchy process (AHP) for defining tangible and intangible decision criteria, assigning them numerical weights and evaluating GPS alternatives accordingly. In conclusion, the study presents an alternative to traditional decision-making processes and military purchasing procedures of innovative technology (such as the lowest bidder method) by providing an opportunity to incorporate user-defined criteria into the decision-making process. This study proposes an alternative to traditional military and governmental purchasing methods and it should be valued as an alternative decision tool far innovative technology in times of shrinking governmental budgets. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Ben Gurion Univ Negev, Grad Sch Management, IL-84105 Beer Sheva, Israel. RP Mehrez, A, Ben Gurion Univ Negev, Dept Ind Engn & Management, IL-84105 Beer Sheva, Israel. 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SO TECHNOVATION LA English DT Article AB Switzerland is participating in the European Framework Programmes for Research and Technological Development (RTD) as a non-member country. Swiss researchers can take part in joint European R&D projects on a case by case basis, with the financial support of the Swiss Federal Office for Education and Science (BBW). Between May 1991 and February 1997 the BBW distributed 135 million Sfr to 523 participants from Switzerland. However, what are the effects and benefits of this participation for Switzerland This contribution attempts to answer this question by analysing the structure of the Su,iss participation and the benefits for the Swiss R&D organisations involved. The analysis of the Swiss participation in the European RTD Framework Programmes shows that this is extremely concentrated. Two-thirds of all Swiss participants are from state universities and federal institutes of technology, whereas Swiss are more poorly represented with a total of 14% of participants. Regarding the benefits for the Swiss R&D organisations of joining European R&D projects, the increase in scientific and technological performance was named in first place. Further, existing R&D networks were strengthened and new R&D co-operations were built up. Thirdly new fields of research were established and fourthly, industrial participants benefited by developing marketable products or services. All in all, Switzerland achieves a high level of value added from their RTD co-operation with the European Union. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Fraunhofer Inst Syst & Innovat Res, D-76139 Karlsruhe, Germany. RP Reger, G, Fraunhofer Inst Syst & Innovat Res, Breslauer Str 48, D-76139 Karlsruhe, Germany. CR *BUND STAT, 1994, FORSCH ENTW AUFW BUN *BUND STAT, 1995, STAT JB SCHWEIZ 1995 *EIDG TH, 1997, JAHR 1996 *OECD, 1996, OECD FIG ED 1996 *SCHWEIZ BUND, 1994, BOTSCH EIN BUND FACH *SCHWEIZ BUND, 1994, BOTSCH FORD WISS JAH *SCHWEIZ HAND IND, 1993, FORSCH ENTW SCHWEIZ *SCHWEIZ WISS, 1993, ZIEL FORSCH BUND VOR ARVANITIS S, 1995, INNOVATIONSAKTIVITAT ARVANITIS S, 1996, SCHWEIZER Z VOLKSWIR, V132, P335 BALTHASAR A, 1993, SCHWEIZERISCHER WISS, V3 BALTHASAR A, 1995, EVALUATION SCHWEIZER COHEN WM, 1989, ECON J, V99, P569 DIEDENHOFEN KL, 1993, THESIS HSCH ST GALLE FREIBURGHAUS D, 1991, TECHN STAND SCHWEIZ GERYBADZE A, 1997, GLOBALES MANAGEMENT HUISMAN H, 1994, STB94026 TNO CTR TEC LENZ S, 1995, KONJUNKTUR MONATSBER, V5 MEYERKRAHMER F, 1989, EINFLUSS STAATLICHER MOLLER K, 1993, IMPACT EUROPEAN COMM REGER G, 1995, EUROPEAN TECHNOLOGY STENBERG L, 1995, ANAL SWEDISH PARTICI ZINSLI EP, 1997, BBW J, V1, P2 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 JUN-JUL PY 1998 VL 18 IS 6-7 BP 425 EP 438 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA 101VL UT ISI:000074888800004 ER PT J AU Nieto, M Lopez, F Cruz, F TI Performance analysis of technology using the S curve model: the case of digital signal processing (DSP) technologies SO TECHNOVATION LA English DT Article ID RESOURCE-BASED VIEW; R-AND-D; COMPETITIVE ADVANTAGE; SUBSTITUTION; DIFFUSION AB The purpose of this paper is to analyse the evolution of the technology performance of Digital Signal Processing components (DSPs) using the S curve model. In the first part, the theoretical base of this model is established through a comparative study between the S curve model and other concepts with which it is closely related: innovation diffusion models and life cycle models. The purpose of this study is to use the solid analytical foundation of these models to increase the theoretical consistency of the S curve model. In the second part of the article, a methodology that facilitates the application of this model is proposed. At the same time, the usefulness of the S curve as a strategic analysis tool is discussed as well as the problems that can arise when the model is put into practice. This methodology is used in the analysis of the technology of DSPs. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Univ Complutense Madrid, Dept Management, Madrid, Spain. RP Nieto, M, Univ Complutense Madrid, Dept Management, Madrid, Spain. 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Non-acceptance of innovations has generally been attributed to the failure of "laggards" to keep up with the times. From a study of the cognitive styles of users of debit and credit cards, three varieties of innovation resistance were identified: rejection, postponement and opposition. It is suggested that innovation resistance can no longer be regarded as a potentially negative aspect of target markets for new goods and services but rather a response based on rational choices. From a managerial perspective the reasons why new products are not accepted which may be identified from a qualitative research approach, should prove useful in further new product development. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Univ Birmingham, Birmingham Business Sch, Birmingham B15 2TT, W Midlands, England. RP Szmigin, I, Univ Birmingham, Birmingham Business Sch, Birmingham B15 2TT, W Midlands, England. CR BARRETT P, 1996, MARKETING 0711, P16 BURTON D, 1994, FINANCIAL SERVICES C CHRISTOPHER M, 1991, RELATIONSHIP MARKETI CROOK JN, 1994, SERV IND J, V14, P204 DOVER PA, 1994, J RETAILING, V15, P30 FOALL GR, 1989, Q REV MARKETING AUT, P14 FOXALL G, 1986, EUR J MARKETING, V20, P63 FOXALL GR, 1984, CORPORATE INNOVATION FOXALL GR, 1987, FOOD MARKETING, V3, P19 FOXALL GR, 1988, J MARKET RES SOC, V30, P11 FOXALL GR, 1988, RES CONSUMER BEHAVIO, V3, P79 FOXALL GR, 1989, ADAPTORS INNOVATORS, P125 FOXALL GR, 1993, BRIT FOOD J, V95, P32 FOXALL GR, 1993, J ECON PSYCHOL, V14, P33 FOXALL GR, 1994, ADAPTORS INNOVATORS, P236 FOXALL GR, 1998, INT J TECHNOLOGY MAN GATIGNON H, 1985, J CONSUM RES, V11, P849 GATIGNON H, 1989, J MARKETING, V53, P35 GOLDSMITH RE, 1986, J SOC BEHAV PERS, V1, P95 GOLDSMITH RE, 1989, ADAPTORS INNOVATORS, P37 GRAHAM G, 1996, FINANCIAL TIMES 0817, P1 GRIGGS S, 1997, J MARKET RES SOC, V29, P15 HAMMERSLEY M, 1992, WHATS WRONG ETHNOGRA HIRSCHMAN EC, 1980, J CONSUM RES, V7, P283 HIRSCHMAN EC, 1981, ADV CONSUM RES, V9, P537 HORTON RL, 1979, J MARKETING RES, V16, P233 KIRTON MJ, 1976, J APPL PSYCHOL, V61, P622 KIRTON MJ, 1994, ADAPTORS INNOVATORS, P1 MIDGLEY DF, 1977, INNOVATION NEW PRODU MIDGLEY DF, 1978, J CONSUM RES, V4, P229 MIDGLEY DF, 1993, J CONSUM RES, V19, P611 MITTELSTAEDT RA, 1976, J CONSUM RES, V3, P84 MUDD S, 1990, TECHNOVATION, V10, P119 PATTON MQ, 1990, QUALITATIVE EVALUATI PAYNE A, 1995, ADV RELATIONSHIP MAR RAM S, 1987, ADV CONSUM RES, V14, P121 RAM S, 1989, J CONSUMER MARKETING, V6, P5 ROBERTSON TS, 1967, P AM MARK ASS CHIC, P328 ROBERTSON TS, 1971, INNOVATIVE BEHAV COM ROBERTSON TS, 1984, CONSUMER BEHAV ROGERS EM, 1962, FIDDUSION INNOVATION ROGERS EM, 1971, COMMUNICATION INNOVA ROGERS EM, 1995, DIFFUSION INNOVATION SHETH JN, 1981, RES MARKETING, V4, P273 SZMIGIN ITD, 1995, THESIS U BIRMINGHAM WOLCOTT HF, 1994, TRANSFORMING QUALITA WORTHINGTON S, 1992, INT J RETAIL DISTRIB, V20, P3 WORTHINGTON S, 1995, J RETAIL DISTRIBUTIO, V23, P31 WORTHINGTON S, 1995, MARKETING FINANCIAL NR 49 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-JUL PY 1998 VL 18 IS 6-7 BP 459 EP 468 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA 101VL UT ISI:000074888800006 ER PT J AU Taiwo, KA TI The potential of cowpea as human food in Nigeria SO TECHNOVATION LA English DT Article ID UNGUICULATA-L WALP; TO-COOK DEFECT; VIGNA-UNGUICULATA; SENSORY CHARACTERISTICS; DRYING TREATMENT; WATER HARDNESS; QUALITY; BEANS; SOAKING; STORAGE AB Nigeria is a major producer of cowpea but the various methods of storing and preserving the crop locally are grossly inadequate. However, with the development of higher yielding varieties the need to consider other means of preserving cowpea has become urgent. This paper examines some of the factors influencing the production, preservation and utilisation of cowpea within Nigeria. The paper discusses the processing of cowpea as art alternative form of preservation. The utilisation of cowpea in the production of bean flour and as a canned product in tomato sauce are discussed with their relative economic advantages. The production of cowpea flour with good functional and reconstitutional properties has a potentially large market as it can be readily incorporated in various recipes. The production of commercially sterile cowpea in tomato sauce as a local substitute to imported baked beans will not only save the country some foreign exchange earnings, but will also lead to industrial growth, thereby generating employment for the populace. (C) 1998 Elsevier Science Ltd All rights reserved C1 Obafemi Awolowo Univ, Technol Planning & Dev Unit, Ile Ife, Nigeria. RP Taiwo, KA, Obafemi Awolowo Univ, Technol Planning & Dev Unit, Ile Ife, Nigeria. EM ftaiwo@oauife.edu.ng CR *FAO, 1992, PROD YB *FOS, 1993, ANN ABSTR STAT *IITA, 1977, GRAIN LEG IMPR PROGR *IITA, 1988, ANN REP RES HIGHL ADENIJI AO, 1980, J FOOD SCI, V45, P1359 AHLAWAT IPS, 1979, INDIAN J AGRON, V24, P237 AKANBI CT, 1992, NIGERIAN FOOD J, V10, P44 AKINYELE IO, 1988, INT J FOOD SCI TECH, V23, P293 ANDERSON JW, 1985, CLIN RES, V33, P871 ANKRAH EK, 1978, J SCI FOOD AGR, V29, P950 CHINNAN MS, 1985, T ASAE, P335 DEMOOY BE, 1990, INT J FOOD SCI TECH, V25, P209 DESPHANDE SS, 1982, J FOOD SCI, V47, P1846 DOLVO FE, 1976, COWPEAS HOME PREPARA DRAKE SR, 1985, J FOOD SCI, V50, P238 EDIJALA JK, 1980, J FOOD TECHNOL, V15, P445 EIJGA NOO, 1979, SAVANNAH, V8, P70 FASHAKIN JB, 1988, TROPICAL SCI, V28, P111 FASHAKIN JB, 1988, TROPICAL SCI, V28, P191 FLETCHER RE, 1977, AGR RES GUAYAN, V5, P25 GIAMI SY, 1993, J SCI FOOD AGR, V63, P281 GONZALEZ RA, 1980, ARKANSAS FARM RES AR, V24, P4 HALL AE, 1978, AGRON J, V70, P816 HEINTZ DA, 1980, FOOD TECHNOLOGY SEP, P32 HENTGES DL, 1990, J FOOD SCI, V55, P1474 HOSFIELD GL, 1991, FOOD TECHNOL-CHICAGO, V45, P98 HUGES JS, 1991, FOOD TECHNOLOGY SEP, P122 HUNG YC, 1988, J FOOD SCI, V53, P1778 HUNG YC, 1990, J FOOD SCI, V55, P774 IGE MT, 1976, APPROPRIATE TECHNOLO, V3, P20 IGE MT, 1977, J AGR ENG RES, V22, P127 IGE MT, 1978, J AGR ENG RES, V23, P45 JOHNSTON DE, 1983, J SCI FOOD AGR, V34, P733 KINCADE KP, 1985, P TECHN C DRY BEAN R, P29 KON S, 1979, J FOOD SCI, V44, P1329 KRITCHEVSKY D, 1987, INT J OBESITY S1, V11, P33 LIU KS, 1994, FOOD SCI TECHNOL-LEB, V27, P95 LONGE OG, 1983, J FOOD PROCESS PRES, V7, P143 LOPEZ A, 1981, COMPLETE COURSE CANN, V1 LOPEZ A, 1981, COMPLETE COURSE CANN, V2 LOVE MH, 1978, J FOOD SCI, V43, P89 MCWATTERS KH, 1993, FOOD SCI TECHNOL-LEB, V26, P157 MORROW B, 1991, FOOD TECHNOL-CHICAGO, V45, P96 MUNETA P, 1964, FOOD TECHNOLOGY AUG, P130 NELSON LR, 1985, J FOOD SCI, V50, P782 NIELSEN SS, 1991, FOOD TECHNOL-CHICAGO, V45, P112 NORDSTROM CL, 1979, J FOOD SCI, V44, P392 OJOMO OA, 1976, TROPICAL GRAIN LEGUM, V3, P3 OKAKA JC, 1978, THESIS CORNELL U OKAKA JC, 1979, J FOOD SCI, V44, P1235 ONAYEMI O, 1986, J FOOD SCI, V51, P153 ONIGBINDE AO, 1983, J FOOD SCI, V48, P1250 ONWUKA ND, 1983, J FOOD SCI TECHN SEP, P198 PHILLIPS RD, 1991, FOOD TECH SEP, P127 RILEY J, 1963, P 1 NIG GRAIN LEG C, P13 RIZLEY NF, 1979, J FOOD SCI, V44, P220 ROOP RA, 1981, J FOOD SCI, V47, P303 SEFADEDEH S, 1978, J FOOD SCI, V43, P1833 SEFADEDEH S, 1979, J FOOD SCI, V44, P790 SHEHATA AM, 1984, TROPICAL STORED PROD, V49, P9 SHEHATA AME, 1992, FOOD REV INT, V8, P191 SILVA CAB, 1981, J FOOD SCI, V46, P1721 TAIWO KA, 1994, NIGERIAN FOOD J, V12, P11 TAIWO KA, 1995, THESIS OBAFEMI AWOLO TAIWO KA, 1996, IN PRESS J FOOD ENG TAIWO KA, 1996, J FOOD ENG, V29, P249 TAIWO KA, 1997, J FOOD PROCESS ENG, V20, P337 UEBERSAX MA, 1991, FOOD TECH SEP, P104 UZOGARA SG, 1992, INT J FOOD SCI TECH, V27, P49 VANBUREN J, 1986, J FOOD SCI, V51, P1228 WILLIAMS RJ, 1975, PANS, V21, P253 NR 71 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-JUL PY 1998 VL 18 IS 6-7 BP 469 EP 481 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA 101VL UT ISI:000074888800007 ER PT J AU Gunasekaran, A Cecille, P TI Implementation of productivity improvement strategies in a small company SO TECHNOVATION LA English DT Article AB Small and Medium Enterprises (SMEs) have always played a key role in the economies of all major industrial societies in both Gross Domestic Product (GDP) and employment levels. In the past, most of the new manufacturing concepts and technologies have been implemented in large scale manufacturing industries. However, SMEs have not received due attention for the implementation of such new manufacturing concepts and technologies with the objective to improve productivity and quality. An attempt has been made in this paper to present some of the experiences of implementing new productivity improvement strategies in a small company. The project has taken place in Valeo, a French company located in the United Kingdom, producing wiper systems for the automotive industry in the UK. The wiper systems include containers, pumps, jets and hoses. This company produces a high variety of low volume parts for varied customers in a job shop environment. The objectives of the project are to improve productivity in two cells of the company, one assembling jets with hoses and the other assembling jets and hoses with other devices for head lamp cleaning systems. In this paper, experiences with the implementation of various productivity improvement strategies are presented. The implementation concerns three aspects: the improvement of the tool used on a station namely, the wet-set station; the implementation of a Kanban system between a hose-cutting machine, and jet and hoses assembly stations; and the development of an autonomous cell. A performance analysis and some recommendations conclude the paper. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Brunel Univ, Dept Mfg & Engn Syst, Uxbridge UB8 3PH, Middx, England. RP Gunasekaran, A, Brunel Univ, Dept Mfg & Engn Syst, Uxbridge UB8 3PH, Middx, England. CR *VAL AUT COMP, 1995, VAL PROD SYST CHESER R, 1994, QUAL PROG, V27, P23 DRUCKER PF, 1991, HARVARD BUS REV, V69, P69 GUNASEKARAN A, 1993, INT J PROD ECON, V32, P23 GUNASEKARAN A, 1994, INT J PROD ECON, V36, P169 HILL T, 1993, MANUFACTURING STRATE KOSTURIAK J, 1995, PROD PLAN CONTROL, V6, P490 PATEL PM, 1993, QUALITY FORUM, V19, P71 ROSS KW, 1994, IND ENG, V26, P44 ROSSLER PE, 1994, ENG MANAGEMENT J, V6, P6 SCHOENBERGER RJ, 1982, JAPANESE MANUFACTURI SHAPIRO B, 1977, HARVARD BUS REV, V55, P104 SHIOTE Y, 1995, P IEEE INT C ROB AUT, V1, P788 NR 13 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 1998 VL 18 IS 5 BP 311 EP 320 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA ZX849 UT ISI:000074561600002 ER PT J AU Landstrom, H TI Informal investors as entrepreneurs SO TECHNOVATION LA English DT Article ID CONJOINT-ANALYSIS; VENTURE; DECISIONS AB The scarcity of risk capital for start-ups and technology-oriented small firms is an ever-recurring theme in the economic debate. In recent years interest in the informal risk capital market, i.e., private individuals who invest their own capital in small unlisted firms, has grown significantly, but our knowledge about this market is relatively limited. Against this background, the aim of this study is to describe and explain the decision-making criteria used by informal investors when assessing new investment proposals. In the study a conjoint method is used in order to measure quantitatively the relative importance of one decision-making criterion in relation to another, In total 34 general decision-making criteria and 35 leadership criteria were identified. A subjective sample of 44 informal investors in Sweden answered either a questionnaire relating to general decision-making criteria or one relating to leadership criteria. The data were coded into a conjoint model in order to process the relative ranking between the decision-making criteria. Earlier research has regarded informal investors as the financiers of small firms, looking at their investments as objects, in this study another interpretation is made and the informal investors are themselves regarded as entrepreneurs, that is they see their investments as subjects. This means that the relationship between the investor and the entrepreneur in the firm in which they invest can be characterised by using the concepts "business creator" and "co-creator", i.e., informal investors look for future business opportunities, and they want to participate in the creation process. This is expressed in their assessment of new investment proposals. For example, the informal investors attach a great deal of weight to decision-making criteria related to the business potential of the investment, the relationship between the entrepreneur and investor, as well as the entrepreneur's own ability to develop his/her firm. Furthermore, informal investors do not have the opportunity to play an executive role in the portfolio firms, and they therefore regard the entrepreneur in the portfolio firm as their stand-in, i.e., co-entrepreneur. This is also expressed in the decision-making criteria used by the informal investors, in that it is entrepreneurs who can be characterised as having entrepreneurial ability, which seems to be what the investors are looking for. Looking at informal investors as entrepreneurs themselves may have several implications for policy-makers as well as for entrepreneurs seeking capital. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Halmstad Univ, SIRE, S-30118 Halmstad, Sweden. RP Landstrom, H, Halmstad Univ, SIRE, POB 823, S-30118 Halmstad, Sweden. CR *KPMG MAN CONS, 1992, INV NETW AAKER DA, 1986, MARKETING RES DALCIN P, 1991, DECISION MAKING CANA DALCIN P, 1995, FINANCING ENTERPRISE DUXBURY L, 1996, J SMALL BUS MANAGE, V34, P44 EMORY CW, 1991, BUSINESS RES METHODS FIET JO, 1995, J MANAGE STUD, V32, P551 FREEAR J, 1990, J BUS VENTURING, V5, P77 GARTNER WB, 1990, J BUS VENTURING, V5, P15 GREEN PE, 1978, J CONSUM RES, V5, P103 HAAR NE, 1988, J BUSINESS VENTURING, V3, P11 HARRISON R, 1994, 14 ANN BABS C BABS C HEDELIN L, 1993, BANKMANS BEDOMNING A HOFFMAN CA, 1972, VENTURE CAPITAL INVE JOHANNISSON B, 1992, ENTREPRENORSKAP PA S LANDSTROM H, 1992, INFORMELLT RISKKAPIT MACDONALD M, 1991, CREATING THRESHOLD T MACMILLAN IC, 1985, J BUSINESS VENTURING, V1, P119 MASON CM, 1991, 2 U SOUTH VENT FIN R MASON CM, 1994, FINANCING SMALL FIRM, P64 MASON CM, 1996, 14 U SOUTH VENT FIN MASON CM, 1996, ENTREP REGION DEV, V8, P105 MUZYKA D, 1993, FRONTIERS ENTREPRENE, P538 MUZYKA D, 1996, J BUS VENTURING, V11, P273 RIDING A, 1993, INFORMAL INVESTORS C RIDING A, 1995, FINANCING ENTERPRISE RIQUELME H, 1992, J BUS VENTURING, V7, P505 SCHUIT JWR, 1994, FINANCIERING BELEGGI SHAPERO A, 1983, ROLE FINANCIAL I COM SJOBERG L, 1986, VAD AR PERSONKEMI TYEBJEE TT, 1984, MANAGE SCI, V30, P1051 WETZEL WE, 1993, INFORMAL VENTURE CAP 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 1998 VL 18 IS 5 BP 321 EP 333 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA ZX849 UT ISI:000074561600003 ER PT J AU Sanchez, AM Perez, OU TI Entrepreneurship networks and high technology firms: the case of Aragon SO TECHNOVATION LA English DT Article AB This paper contains data from a survey given to 50 'high tech' entrepreneurs and their companies in Aragon, a region in northeast Spain. The characteristic entrepreneur has a self-employed father, a Master's degreee, and is in his/her mid-30s at the time founding the company, with nine years of work experience before founding. The number of co-founders, work development experience and a need for achievement are factors influencing the company's success. The paper also describes the regional entrepreneurship network. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Univ Zaragoza, Ctr Politecn Super Ingenieros, Dept Econ & Direcc Empresas, Zaragoza 50015, Spain. RP Sanchez, AM, Univ Zaragoza, Ctr Politecn Super Ingenieros, Dept Econ & Direcc Empresas, Maria de Luna 3, Zaragoza 50015, Spain. CR ABETTI P, 1992, INT J TECHNOL MANAGE, V7, P129 COOKE P, 1991, 7 U WAL REG IND RES COOKE P, 1996, SMALL BUS ECON, V8, P159 FELDMAN M, 1994, GEOGRAPHY INNOVATION GORDON R, 1991, INNOVATION NETWORKS, P174 JONES D, 1997, ENTREP REGION DEV, V9, P65 RAFFA M, 1996, ENTREP REGION DEV, V8, P359 ROBERTS E, 1991, ENTREPRENEURS HIGH T STERNBERG R, 1996, SMALL BUS ECON, V8, P75 SUTHERLAND E, 1993, IIR DISCUSION PAPERS, V48 NR 10 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 MAY PY 1998 VL 18 IS 5 BP 335 EP 345 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA ZX849 UT ISI:000074561600004 ER PT J AU Akarakiri, JB TI Equipment leasing: a strategy for technology acquisition in Nigeria SO TECHNOVATION LA English DT Article AB The lack of appropriate equipment has been a major barrier to the technological development in many developing countries. There are three basic ways to acquire equipment, lease it, buy it or rent it. An enterprise must decide for itself in several occasions, in the light of its own circumstances the pattern of finance most suitable for it. However, in recent years, leasing of equipment has become an increasingly important method of equipment acquisition in Nigeria. A study of equipment leasing was done. Also cumulative cash cast comparative analysis of leasing, purchase and rent as methods of equipment acquisition was carried out. It was found that equipment leasing offers the lessee several clear cut benefits, although like the other methods, these may be wholly or partially offset by some disadvantages. Some aspects for consideration in making decisions on either to lease, purchase or rent are suggested. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Obafemi Awolowo Univ, Technol Planning & Dev Unit, Ile Ife, Nigeria. RP Akarakiri, JB, Obafemi Awolowo Univ, Technol Planning & Dev Unit, Ile Ife, Nigeria. CR *FED MIN JUST, 1991, INT FIN EXT DEBTS MA *UN IND DEV ORG, 1988, IND DEV REV SER NIG *UN IND DEV ORG, 1989, NEW TECHN GLOB IND AKINTOLARIKAWE JO, 1990, CENTRAL DEV BANKING BOYLE J, 1982, MANAGERIAL FINANCE HARPER WH, 1986, MANAGEMENT ACCOUTING KANG BT, 1992, P INT C ALL FARM INT, P7 LIPSEY RC, 1991, INTRO POSITIVE EC MIKDASHI Z, 1993, FINANCIAL STRATEGIES MONTIEL PT, 1993, INFORMAL FINANCIAL M RAUCH RJ, 1982, P EN TECHN C WASH DC, P13 SHEAHAN T, 1984, ENERGY, V9, P605 SIZER J, 1987, INSIGHT MANAGEMENT A SVERRISSON A, 1990, 186 U LUND RES POL I WATTS B, 1971, IND FINANCE 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 PY 1998 VL 18 IS 5 BP 347 EP 352 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA ZX849 UT ISI:000074561600005 ER PT J AU Khare, A TI Planet Earth and automobiles, with special reference to the Indian automobile industry SO TECHNOVATION LA English DT Article AB This paper deals with the deterioration of urban air quality due to pollution from automobiles. The paper highlights the magnitude of the problem and how it can be controlled at the manufacturing level, if proper action is initiated now. it is a techno-managerial issue, but managerial issues are getting little attention while the technology advances in the right direction (to some extent). This lack of emphasis on managerial issues has resulted in an unawareness of the dangers of cars polluting our environment. The breakthrough in technology is not being managed to achieve maximum impact for saving the Earth's already fragile environment. Apart from this, there are also possibilities that exist outside the automobile industry; such as better traffic management systems to keep the traffic moving and avoiding congestion. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Univ Allahabad, MONIRBA, UGC, Allahabad 211002, Uttar Pradesh, India. RP Khare, A, 9 JL Nehru Rd, Allahabad 211002, Uttar Pradesh, India. CR 1996, NATURE, V382, P743 1997, JAPAN CALLING APR 1997, TIME NOV *MAR UD LTD, 1996, MARK PAMPHL DAT SEPT *MAR UD LTD, 1997, MARK PAMPHL DAT JAN FAIZ A, 1990, AUTOMOTIVE AIR POLLU KINGSLEY GT, 1994, 220 WORLD BANK MAKOWER J, 1994, E FACTOR MIDGLEY P, 1991, URBAN TRANSPORT ENV SWAMY SA, 1993, TRADE IND JAPAN YOSHINO T, 1995, INTERFACES, V25, P1 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 1998 VL 18 IS 5 BP 353 EP 359 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA ZX849 UT ISI:000074561600006 ER PT J AU Lefebvre, E Lefebvre, LA TI Global strategic benchmarking, critical capabilities and performance of aerospace subcontractors SO TECHNOVATION LA English DT Article ID FIT AB The aerospace industry faces fierce and rapidly changing competition worldwide which exercises a considerable amount of strain on its manufacturing subcontractors. In this context, it becomes essential to gain a better understanding of what constitute the most critical capabilities of the world-class subcontractors. Drawing heavily on the concepts of benchmarking and of fit as profile deviation, this paper allows for the identification of the most critical capabilities of the best performing firms. Results are derived from an international comparison of 384 subcontracting firms operating in the USA, the UK and Canada. A very distinct profile emerges from the best subcontractors in terms of their acquired technological and managerial capabilities. The mast critical capabilities which are common to subcontractors of all three countries are either intangible, difficult to imitate or not easily transferable. This lends us to believe that the best subcontractors hold a particular competitive advantage which will be difficult for others to replicate, at least in the short term. This is not, however, the case for the less performing subcontractors who could well be subjected in the not too distant future to competitive pressures arising from the new industrializing countries. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Ecole Polytech, Math & Ind Engn Dept, Montreal, PQ H3C 3A7, Canada. RP Lefebvre, LA, Ecole Polytech, Math & Ind Engn Dept, POB 6079,Stn Ctr Ville, Montreal, PQ H3C 3A7, Canada. EM LEFEBVRL@CIRANO.umontreal.ca CR 1995, INTERAVIA 1996, AIR COSMOS AVIAT FEB 1996, AIR COSMOS AVIAT JAN 1996, AVIATION WEEK SP AUG 1996, INTERAVIA 1997, AVIATION WEEK S 0310, P47 *IND CAN, 1995, CAN AIRCR IND BACKGR BESSANT J, 1993, INT J TECHNOL MANAGE, V8, P197 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 GRANSTRAND O, 1992, R&D MANAGE, V22, P111 HAYES RH, 1996, PRODUCTION OPERATION, V5, P25 LEFEBVRE LA, 1996, IEEE T ENG MANAGE, V43, P307 LEFEBVRE LA, 1997, QUEBEC AEROSPACE IND MCGUIRE JB, 1990, J MANAGE, V16, P167 MILLER D, 1992, ORGAN SCI, V3, P159 PALIWODA SJ, 1993, IND MARKET MANAG, V22, P155 SCHEWE G, 1994, J ENG TECHNOL MANAGE, V11, P25 STALK G, 1992, HARVARD BUSINESS MAR, P57 THUROW L, 1996, FUTURE CAPITALISM VENKATRAMAN N, 1989, ACAD MANAGE REV, V14, P423 VENKATRAMAN N, 1990, STRATEGIC MANAGE J, V11, P1 VESEY JT, 1991, ACAD MANAGEMENT EXEC, V5, P23 WATSON GH, 1993, STRATEGIC BENCHMARKI NR 23 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 1998 VL 18 IS 4 BP 223 EP 234 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA ZT787 UT ISI:000074125900001 ER PT J AU Ottosson, S TI Strategic considerations of the interplay between R&D and M&S SO TECHNOVATION LA English DT Article ID PRODUCT DEVELOPMENT AB This paper describes some of the complex relationships that exist between R&D (research and development) and M&S (marketing and sales). Factors impacting R&D and M&S are analysed such as company size, company age, wishes for changes in the individual company, etc. Seven propositions are presented. One specific finding from the study is that, for different product life cycles (PLCs), R&D and M&S often counteract so that when R&D spendings are allowed to increase, M&S spendings are reduced and vice versa. Management of technology (MoT) is not an exact science, and therefore the paper focuses on magnitudes of order instead of decimals in R&D and M&S expenditures for individual companies depending on branch, and differing situations. One important result of the investigation is that short PLCs means larger R&D spendings, and vice versa. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Halmstad Univ, S-30118 Halmstad, Sweden. RP Ottosson, S, Halmstad Univ, Box 823, S-30118 Halmstad, Sweden. CR ANSOFF HI, 1967, HARVARD BUS REV, V45, P71 BIERLY P, 1996, R&D MANAGE, V26, P115 BRANZELL A, 1996, P INT S PROD DEV ENG, P159 EKVALL G, 1996, EUROPEAN J WORK ORG, V5, P105 GREENWOOD DJ, 1993, HUM RELAT, V46, P175 HANFIELD FB, 1994, IEEE T ENG MANAGE, V41, P384 MORBEY GK, 1988, J PROD INNOVAT MANAG, V5, P191 NIXON B, 1996, R&D MANAGE, V26, P169 OTTOSSON S, 1996, INT S TOOLS METH CON OTTOSSON S, 1996, J ENG DESIGN, V7, P151 OTTOSSON S, 1996, P INT S PROD DEV ENG, P25 OTTOSSON S, 1997, EUROPEAN J ENG ED, V22, P427 PIERZ KA, 1995, J PROD INNOVAT MANAG, V12, P43 NR 13 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 1998 VL 18 IS 4 BP 235 EP 244 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA ZT787 UT ISI:000074125900002 ER PT J AU Sohal, AS Perry, M Pratt, T TI Developing partnerships and networks: learning from practices in Australia SO TECHNOVATION LA English DT Article AB This paper discusses the development of partnerships and networks in Australian industry. Two projects are discussed. Project one is funded by the Commonwealth Government and involves the retailers, manufacturers and suppliers in the textiles, clothing and footwear industry. The aim of this project, which started in 1992, is to improve the competitiveness and responsiveness of the industry by implementing quick response technologies and methodologies. Fifty companies are involved in this project which have been brought together into clusters of three supply-chain companies. Roundtable meetings, workshops and seminars have been conducted to establish goad inter-company working relationships and the building of a climate where problems are openly shared. The second project is funded by industry to help promote the adoption of Best Practices amongst the companies in the southeast region of Melbourne. Over the past two years, 90 companies have been involved in various activities which has resulted in strong networks being developed around the region. The paper provides details of how these networks and partnerships have developed Key success factors in-establishing networks and partnerships are identified Problems in facilitating and managing these networks and partnerships are also identified and discussed. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Monash Univ, Dept Management, Caulfield E, Vic 3145, Australia. RP Sohal, AS, Monash Univ, Dept Management, POB 197, Caulfield E, Vic 3145, Australia. CR *TEXT CLOTH FOOTW, 1994, STAT B TEXT CLOTH FO HERSEY P, 1982, MANAGEMENT ORG BEHAV OLIVER N, 1994, BRIT J MANAGEMENT, V5, S53 WOMACK JP, 1990, MACHINE CHANGED WORL WOMACK JP, 1994, HARVARD BUSINESS MAR, P93 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 APR PY 1998 VL 18 IS 4 BP 245 EP 251 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA ZT787 UT ISI:000074125900003 ER PT J AU Pandey, IM TI The process of developing venture capital in India SO TECHNOVATION LA English DT Article ID MODEL; TECHNOLOGY AB This study investigates the process of developing venture capital in a developing country - India. The discussion documents the experiences of the largest venture capital firm in India (TDICI) in initiating and developing the concept of venture capital as well as learning the venture capital business. The history of modem venture capital in India is of recent origin; it only goes back to the mid-eighties. in the initial years, venture capital firms (VCFs) in India encountered a number of problems in developing their businesses. From the in-depth case study of TDICI, it is found that the firm went through the initial constraint of not knowing the venture capital business well, and learnt through experience. It faced problems in raising funds and evaluating prospective ventures. It initially focussed its investment in the high-technology business, but gradually shifted the focus towards other potentially high-growth, high-profitable businesses, not just high-tech businesses. It is also noticed that TDICI undertook a number of business development initiatives to popularise the venture capital business in India. it introduced a simple organisational structure for facilitating quick decisionmaking, and developed innovative funding and financing mechanisms. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Indian Inst Management, Ahmedabad 380015, Gujarat, India. RP Pandey, IM, Indian Inst Management, Ahmedabad 380015, Gujarat, India. CR *AVCJ, 1994, GUID VENT CAP AS 199 BYGRAVE WD, 1985, BOBS COLL ENTR C P B BYGRAVE WD, 1992, VENTURE CAPITAL CROS CLARKE R, 1987, VENTURE CAPITAL BRIT FRIED VH, 1988, ENTREPRNEURISHIP THE FRIED VH, 1994, FINANC MANAGE, V23, P28 MACMILLAN IC, 1985, J BUSINESS VENTURING, V1, P119 MACMILLAN IC, 1987, J BUS VENTURING, V2, P123 PANDEY IM, 1995, 7 ANN INT S SMALL BU PANDEY IM, 1996, TECHNOVATION, V16, P499 PANDEY IM, 1996, VENTURE CAPITAL INDI RAH J, 1994, J BUS VENTURING, V9, P509 RAY DM, 1991, INT SMALL BUSINESS J, V10, P11 RAY DM, 1993, INT SMALL BUSINESS J, V11, P39 TYEBJEE TT, 1984, MANAGE SCI, V30, P1051 WAN V, 1991, TECHNOVATION, V11, P327 WILSON HIM, 1993, TECHNOVATION, V13, P425 NR 17 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 APR PY 1998 VL 18 IS 4 BP 253 EP 261 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA ZT787 UT ISI:000074125900004 ER PT J AU Jones, A Lall, A TI A comparative record of technological capability in ASEAN countries SO TECHNOVATION LA English DT Article ID GROWTH AB The rapid economic growth in newly industrializing countries (NICs) over the past decade has been impressive. However, the ability of these countries to sustain high growth in the future has come under question repeatedly. A number of measures are used in this paper to assess the state of technology in the ASEAN and to draw comparisons with a select group of developed countries. Productivity trends in ASEAN and other countries are examined first due to the intimate relationship between technology and productivity While popular measures of technological capability, such as the number of R&D personnel and expenditures, are used, the focus is on trade in manufactured goods classified by R&D intensity. In the case of the ASEAN, the evidence suggests that they are net importers of technology and have yet to develop strong domestic R&D capabilities. ASEAN countries have considerable ground to cover before they can rival the technological capabilities of developed countries. Policy prescriptions for enhancing the technological capabilities of ASEAN countries are presented at the conclusion. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Ind Canada, Ottawa, ON K1A 0H5, Canada. RP Jones, A, Ind Canada, Ottawa, ON K1A 0H5, Canada. CR *NAT SCI TECHN BOA, 1993, NAT SURV R D SING *UNESCO, 1994, STAT YB *UNIDO, 1992, YB IND STAT *WORLD BANK, 1993, E AS MIR EC GROWTH P *WORLD BANK, 1995, WORLD TABL ARROW KJ, 1994, EC GROWTH TECHNICAL, CH2 FAGERBERG J, 1994, J ECON LIT, V32, P1147 HOBDAY M, 1994, J DEV STUD, V30, P831 HOBDAY M, 1995, INNOVATION E ASIA CH KIM JI, 1994, J JPN INT ECON, V8, P235 KRUGMAN P, 1994, FOREIGN AFF, V73, P62 LAL A, 1996, EC POLICY MANAGEMENT, CH1 NELSON RR, 1993, NATL INNOVATION SYST, CH1 NELSON RR, 1995, UNPUB ASIAN GROWTH M PATEL P, 1995, HDB EC INNOVATION TE, CH2 STONEMAN P, 1995, HDB EC INNOVATION TE WOLFF EN, 1994, EC GROWTH TECHNICAL, CH8 YOUNG A, 1992, NBER MACROECONOMICS YU G, 1995, ISSUES PROTECTION IN 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 APR PY 1998 VL 18 IS 4 BP 263 EP 274 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA ZT787 UT ISI:000074125900005 ER PT J AU McMullan, WE Gillin, LM TI Industrial viewpoint - Entrepreneurship education - Developing technological start-up entrepreneurs: a case study of a graduate entrepreneurship programme at Swinburne University SO TECHNOVATION LA English DT Article AB Although universities have been offering courses in entrepreneurship education for over 30 years, graduate-level degree programmes are only seven years old. In 1987 the Journal of Business Venturing printed an article that provided the architecture for a graduate degree programme in entrepreneurship which was subsequently adopted in 1988 for the design of a degree programme offered through Swinburne University of Technology in Melbourne, Australia. Over the following eight years several hundred students passed through the three graduate levels of programming offered. This paper discusses the implementation of the programme design, the results from two surveys tracking the activities and performance of graduates, and some of the implications of this type of programme offering. Since 87% of those surveyed started ventures, either independently or under the auspices of a corporation, and since the average number of employees in firms with sales was quite high at approximately six, this type of programming shows signs not only of helping people begin meaningful entrepreneurial careers, but also of providing governments with an effective micro-economic response for job creation. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Univ Calgary, Fac Management, Calgary, AB T2N 1N4, Canada. RP McMullan, WE, Univ Calgary, Fac Management, Calgary, AB T2N 1N4, Canada. CR GILLIN LM, 1994, ADDED VALUE TEACHING GILLIN LM, 1996, BABS C ENTR RES SEAT MCMULLAN WE, 1987, J BUSINESS VENTU SUM MCMULLAN WE, 1990, DEV NEW VENTURES ENT, P141 MCMULLAN, 1997, UNPUB ROBINSON PB, 1994, J BUSINESS VENTURING, V9, P7 VESPER KH, 1989, ENTREPRENEURSHIP FAL NR 7 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 APR PY 1998 VL 18 IS 4 BP 275 EP 286 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA ZT787 UT ISI:000074125900006 ER PT J AU Brown, S TI Manufacturing seniority, strategy and innovation SO TECHNOVATION LA English DT Article AB The need to involve the manufacturing function in the process of new product development has already been argued by others. Many firms do not successfully link Innovation and Manufacturing. However, there has been little evidence forthcoming at plant level to demonstrate how Manufacturing's involvement in innovation helps to explain why some plants/divisions are better than others in new product development within the same industries. This paper looks at three key factors which help to explain differences in the speed and success of new product developments. The three factors are: (1) the seniority of Manufacturing personnel within the firms; (2) the involvement of these senior managers in the business, rather than being confined to the role of production/technology functional specialists - this involvement includes being central to new product developments from early stages of the development process; and (3) the contribution of a manufacturing strategy which feeds into, and forms parr of, the overall business plan within the plant. Again, part of the manufacturing strategy in some firms is manifested in the central and major involvement of senior Manufacturing personnel in new product development. This paper argues that these three factors help to maintain the strategic importance of new product development and, consequently, help to explain the subsequent performance of new product development within the manufacturing plant. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Univ Brighton, Brighton Business Sch, Brighton BN2 4AT, E Sussex, England. RP Brown, S, Univ Brighton, Brighton Business Sch, Mithras House,Lewes Rd, Brighton BN2 4AT, E Sussex, England. CR BESSANT J, 1991, MANAGING ADV MANUFAC BESSANT J, 1993, INT J TECHNOL MANAGE, V8, P197 BEST M, 1990, NEW COMPETITION I IN BROWN S, 1996, STRATEGIC MANUFACTUR CARROLL P, 1993, BIG BLUES UNMAKING I CHANDLER A, 1962, STRATEGY STRUCTURE C CLARK K, 1988, CALIFORNIA MANAG SUM CLARK K, 1991, PRODUCT DEV PERFORMA DERTOUZOS M, 1989, MADE AM DODGSON M, 1989, TECHNOLOGY STRATEGY EVERED R, 1983, LONG RANGE PLANN, V16, P57 FLORIDA R, 1990, BREAKTHROUGH ILLUSIO GARVIN D, 1992, OPERATIONS STRATEGY GRINDLEY P, 1991, BUSINESS STRATEG SPR, P35 HARRIGAN KR, 1988, STRATEGIC MANAGEMENT, V9, P141 HAX A, 1991, STRATEGY CONCEPT PRO HAYES R, 1984, RESTORING OUR COMPET HAYES RH, 1994, HARVARD BUSINESS JAN, P77 HILL T, 1995, MANUFACTURING STRATE ITAMI H, 1992, STRATEGIC MANAGE J, V13, P119 JOHNSON G, 1993, EXPLORING CORPORATE KAY J, 1993, FDN CORPORATE SUCCES KERWIN K, 1994, BUSINESS WEEK 0321, P88 LAMMING R, 1993, PARTNERSHIP LAZONICK W, 1990, COMPETITIVE ADV SHOP LAZONICK W, 1995, IND CORP CHANGE, V4, P229 MILLER JG, 1994, MANAGE SCI, V40, P285 MILLS JF, 1995, INT J OPER PROD MAN, V15, P80 MINTZBERG H, 1994, RISE FALL STRATEGIC PAVITT K, 1990, CALIFORNIA MANAG SPR, P17 PETERS T, 1987, THRIVING CHAOS PORTER M, 1985, COMPETITIVE STRATEGY SAMSON D, 1991, MANUFACTURING OPERAT SCHONBERGER R, 1986, WORLD CLASS MANUFACT SCHONBERGER R, 1991, OPERATIONS MANAGEMEN SKINNER W, 1969, HARVARD BUSINESS MAY SKINNER W, 1985, MANUFACTURING FORMID STACEY R, 1993, STRATEGIC MANAGEMENT SWAMIDASS PM, 1987, MANAGE SCI, V33, P509 WHEELWRIGHT S, 1992, REVOLUTIONIZING PROD WHITNEY D, 1989, CONCURRENT DESIGN PR WHITNEY DE, 1988, HARVARD BUSINESS JUL, P83 WOMACK J, 1990, MACHINE CHANAGED WOR 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 MAR PY 1998 VL 18 IS 3 BP 149 EP 162 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA ZQ646 UT ISI:000073888900001 ER PT J AU Corsten, H Stuhlmann, S TI Capacity management in service organisations SO TECHNOVATION LA English DT Article ID DEMAND; PERFORMANCE; CONSUMER; QUALITY; MODEL AB This paper intends to analyse capacity management in service organizations in equal consideration of the providers' and the consumers' requirements, which has been neglected in the literature to date. In order to avoid one-sided managerial recommendations, the GAP model of service quality is applied to develop a conceptual frame for an integrative application of measures of capacity management. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Univ Kaiserslautern, Lehrstuhl Allgemeine Betriebswirtsch Insbesondere, D-67663 Kaiserslautern, Germany. RP Stuhlmann, S, Univ Kaiserslautern, Lehrstuhl Allgemeine Betriebswirtsch Insbesondere, Gottlieb Daimler Str, D-67663 Kaiserslautern, Germany. CR ALBRECHT K, 1988, AM SERVICE CORPORATI ALTENBURGER OA, 1980, ANSATZE EINER PRODUK ARMISTEAD CG, 1994, INT J SERV IND MANAG, V5, P5 BECKER GS, 1965, ECON J, V75, P493 BECKER R, 1995, VOP VERWALTUNGSFUHRU, P254 CINA C, 1989, J SERVICES MARKETING, V3, P5 COLLIER DA, 1987, SERVICE MANAGEMENT CORSTEN H, 1985, PRODUKTION DIENSTLEI CORSTEN H, 1992, KAPAZITATSMESSUNG KA, P229 CORSTEN H, 1996, SCHRIFTEN PRODUKTION, V6 CORSTEN H, 1996, SCHRIFTEN PRODUKTION, V8 DAUDEL S, 1992, YIELD MANAGEMENT ERT FLYNN N, 1986, POLICY POLIT, V14, P389 FRANK G, 1970, Z BETRIEBSWIRT, V40, P621 FRANZ J, 1969, THESIS MUNCHEN GUTENBERG E, 1955, GRUNDLAGEN BETRIEBSW, V1 HENTSCHEL B, 1992, DIENSTLEISTUNGSQUALI HESKETT JL, 1991, BAHNBRECHENDER SERVI HUBBERT AR, 1995, INT J SERV IND MANAG, V6, P6 ITTIG PT, 1994, DECISION SCI, V25, P541 JOHNSTON R, 1995, INT J SERV IND MANAG, V6, P46 JONES P, 1988, INT J HOSP MANAGEMEN, V7, P104 KAUFMANN EJ, 1977, MARKETING PRODUKTIVD KERN W, 1962, MESSUNG IND FERTIGUN KERN W, 1990, FINANZ RECHNUNGSWESE, P221 KERN W, 1992, IND PRODUKTIONSWIRTS KIMES SE, 1989, J OPERATIONS MANAGEM, V8, P348 KLEINALTENKAMP M, 1993, DIENSTLEISTUNGSMARKE, P101 LARSON RC, 1987, OPER RES, V35, P895 LAWS E, 1986, SERV IND J, V6, P131 LAYER M, 1979, HANDWORTERBUCH PRODU, P871 LOVELOCK CH, 1988, MANAGING SERVICES, P163 MAISTER DH, 1988, MANAGING SERVICES MA, P176 MEYER A, 1983, DIENSTLEISTUNGSMARKE MEYER A, 1994, DIENSTLEISTUNGSPRODU, P5 NORTHCRAFT GB, 1985, ACAD MANAGE REV, V10, P66 PARASURAMAN A, 1985, J MARKETING, V49, P41 REESE J, 1996, HANDWORTERBUCH PRODU, P862 RIEBEL P, 1954, ELASTIZITAT BETRIEBE RITTER A, 1988, OPTIMIERUNG PRODUKTI SASSER WE, 1976, HARVARD BUS REV, V54, P133 SCHNITTKA M, 1996, 62 RUHR U BOCH I UNT SHEMWELL DJ, 1994, J SERVICES MARKETING, V8, P14 SHOSTACK GL, 1981, MARKETING SERVICES, P221 SMITH RA, 1983, EMERGING PERSPECTIVE, P59 STAUSS B, 1991, HARVARD MANAGER, V13, P81 STEFFEN R, 1980, Z BETRIESBSWIRTSCHAF, V32, P173 STEVEN M, 1996, HANDWORTERBUCH PRODU, P874 TOM G, 1995, J SERVICES MARKETING, V9, P20 UMESH UN, 1989, DECISION SCI, V20, P715 ZAPFEL G, 1989, STRATEGISCHES PRODUK ZAPFEL G, 1989, TAKTISCHES PRODUKTIO ZAPFEL G, 1995, Z BETRIEBSWIRT, V65, P77 ZEITHAML VA, 1981, MARKETING SERVICES, P186 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 1998 VL 18 IS 3 BP 163 EP 178 PG 16 SC Engineering, Industrial; Operations Research & Management Science GA ZQ646 UT ISI:000073888900002 ER PT J AU Petroni, A TI The analysis of dynamic capabilities in a competence-oriented organization SO TECHNOVATION LA English DT Article ID FIRMS AB The crucial determinants of innovation reside in the interaction between technological and organizational processes. The former influence the creation, shape and renewal of a firm's skills and capabilities, thus representing the basic foundation for the latter which, in turn, can be a powerful driver for reshaping a firm's competence base. In this paper, first a general framework of competence analysis is presented and applied to a case study from the healthcare industry. In order to better understand and explore the nature of mutual interactions between component and architectural dynamic competences, the focus is then shifted to the new product development domain. A description of the organizational dimensions of integration (both internal and external) is provided, which represents the basic foundation for-the renewal of the organization's dynamic capabilities. Finally, the implications of adopting a competence-oriented organizational scheme for R&D management are briefly discussed. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Univ Parma, Dipartimento Ingn Ind, I-43100 Parma, Italy. RP Petroni, A, Univ Parma, Dipartimento Ingn Ind, I-43100 Parma, Italy. CR *EIRMA, 1996, 48 EIRMA BARNEY JB, 1986, ACAD MANAGEMENT REV, V11 CARLSSON B, 1994, IND CORP CHANGE, V3, P687 DOSI G, 1991, TECHNOLOGY ENTERPRIS HEINER RA, 1988, TECHNICAL CHANGE EC HENDERSON R, 1994, STRATEGIC MANAGE J, V15, P63 HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 IANSITI M, 1994, IND CORP CHANGE, V3, P557 LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 NELSON RR, 1982, EVOLUTIONARY THEORY NELSON RR, 1991, STRATEGIC MANAGE J, V12, P61 SAVIOTTI PP, 1994, 11 INT EC HIST C MIL, P12 TEECE DJ, 1982, J ECON BEHAV ORGAN, V3, P39 TEECE DJ, 1990, 908 U BERK CONS COMP WINTER SG, 1987, COMPETITIVE CHALLENG, P159 NR 15 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 MAR PY 1998 VL 18 IS 3 BP 179 EP 189 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA ZQ646 UT ISI:000073888900003 ER PT J AU Beecham, MA Cordey-Hayes, M TI Partnering and knowledge transfer in the UK motor industry SO TECHNOVATION LA English DT Article ID TECHNOLOGY-TRANSFER; INNOVATION AB This paper highlights the findings front a recent study of technology partnering arrangements in the U.K. automotive industry. Technology partnering is defined as a relationship between a supplier and customer that encourages the development of technology to meet the customer's requirements. The study examined 27 component suppliers to identify ways in which knowledge of process, product and materials technologies may be successfully exchanged in a vertical collaborative relationship. In particular, it explored managerial attitudes within Small and Medium Enterprises (SMEs) reward a range of technology partnering arrangements with larger firms. A conceptual framework was developed which helped to reveal the nature and role of technological collaboration as well as contributing some of the qualitative characteristics which determine the level and intensity of knowledge exchange in a partnership. The fieldwork showed that firms often underestimate the amount of management effort required to make it work. The ultimate aims and anticipated benefits are seldom achieved principally because of the firms' lack of appreciation of the difficulties of working together. While technology partnerships can bring significant benefits to the active participants, they are not a panacea. There are islands of technology partnering success that have varying life cycles. The lifetime of each island appears to depend on the nature and complexity of the product or project. The speed at which that island evolves depends, in part, upon the partners' ability to "unlearn" obsolete and misleading knowledge, and assimilate new know how through collaboration. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Cranfield Univ, Int Ecotechnol Res Ctr, Innovat & Technol Assessment Unit, Cranfield MK43 0AL, Beds, England. RP Beecham, MA, Cranfield Univ, Int Ecotechnol Res Ctr, Innovat & Technol Assessment Unit, Cranfield MK43 0AL, Beds, England. CR ANGELL C, 1984, INFORMATION TRANSFER CAIRNACA GC, 1992, RES POLCIYT, V21, P45 CARTER C, 1957, IND TECHNICAL PROGR CARTER C, 1959, J IND ECON, P87 COHEN WM, 1990, ADMIN SCI QUART, V35, P128 CONTRACTOR FJ, 1988, COOPERATIVE STRATEGI DODGSON M, 1994, TECHNOLOGICAL COLLAB DOZ Y, 1988, COOPERATIVE STRATEGI FORD ID, 1992, 7 IMP C SEPT LYON GIBBONS M, 1974, RES POLICY, V3, P220 HARDY B, 1992, INNOVATIONS COMMUNIT HENNART JF, 1986, JOINT RES C WHART SC HUXMAN C, 1991, J OPERATIONAL RES, V42, P1037 JAMES G, 1989, INTERFIRM ALLIANCES KEARNEY AT, 1996, NEXT REVOLUTION STUD KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P312 LAMMING RC, 1987, BEST PRACTICE REPORT LAMMING RC, 1994, REV RELATIONSHIPS VE LEFEVER DB, 1992, THESIS CRANFIELD U LUNDVALL B, 1988, TECHNICAL CHANGE EC MAIDIQUE MA, 1985, RES POLICY, V14, P299 MODY A, 1990, LEARNING ALLIANCES MOORE B, 1996, CHANGING STATE BRIT MOWERY D, 1987, ALLIANCE POLITICS EC MOWERY DC, 1988, INT COLLABORATIVE VE NUENO P, 1988, LONG RANGE PLANN, V21, P11 ROTHWELL R, 1989, BARRIERS GROWTH SMAL, CH5 SEATON RAF, 1993, TECHNOVATION, V13, P45 TROTT P, 1993, THESIS CRANFIELD U TROTT P, 1995, TECHNOVATION, V15, P25 VONHIPPEL E, 1988, SOURCES INNOVATION NR 31 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 MAR PY 1998 VL 18 IS 3 BP 191 EP 205 PG 15 SC Engineering, Industrial; Operations Research & Management Science GA ZQ646 UT ISI:000073888900004 ER PT J AU Salami, AT Ilori, MO TI Locational decision-making and pattern of diffusion of frozen fish depots in Ibadan city, Nigeria SO TECHNOVATION LA English DT Article AB The diffusion of frozen fish depots in Ibadan Metropolitan Area was examined to confirm the veracity of the proposed empirical regularities in Hagerstand's model. A set of questionnaires was administered to the proprietors of all depots existing in the study area in 1995. Five main factors were identified as being important in influencing the entrepreneur's decision-making in the location of their depots at their present sites. These are nearness to a public marker, availability of space, demand, accessibility to the public marker and customers and electricity supply. At least two of the regularities proposed by Hagerstrand (1967) were confirmed in this study. Favourable sites for new depots were proposed on the basis of the perception or mental maps of the entrepreneurs. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Obafemi Awolowo Univ, Inst Ecol & Environm Studies, Ile Ife, Nigeria. RP Salami, AT, Obafemi Awolowo Univ, Inst Ecol & Environm Studies, Ile Ife, Nigeria. CR ABIODUN JO, 1986, NAT C RUR PROD QUAL ABLER R, 1972, SPATIAL ORG GEOGRAPH ADEJUYIGBE O, 1983, GEOGR MAG, V8, P8 ADENIYI EO, 1978, GEOGRAPHY NIGERIAN D, P401 AYENI MAO, 1979, CONCEPTS TECHNIQUES BERRY BJL, 1965, CENTRAL PLACE STUDIE BERRY BJL, 1967, GEOGRAPHY MARKET CTR CHAPMAN K, 1979, PEOPLE PATTERN PROCE EKANADE O, 1995, IFE SOCIAL SCI REV, V12, P1 HAGERSTRAND T, 1967, INNOVATION DIFFUSION HODDER BW, 1967, CITY IBADAN ILBERY BW, 1989, AGR GEOGRAPHY SOCIAL JIBOWO AA, 1989, IFE J AGR, V11, P94 LOSCH A, 1954, EC LOCATION MABOGUNJE AL, 1967, AFRICA WIDER WORLD MORRILL RC, 1974, SPATIAL ORG SOC MOSES AO, 1972, READINGS URBAN EC SILK J, 1979, STAT CONCEPTS GEOGRA SMITH DM, 1971, IND LOCATION EC GEOG 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 1998 VL 18 IS 3 BP 207 EP 213 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA ZQ646 UT ISI:000073888900005 ER PT J AU Tomes, A Armstrong, P TI Managing tensions in user groups SO TECHNOVATION LA English DT Article ID INFORMATION-SYSTEM; PARTICIPATION; DESIGN; INVOLVEMENT; INNOVATIONS; MANAGEMENT; CONFLICT AB User groups are increasingly advocated as a means of ensuring that the new product development process is sensitive to user needs. However, these groups tend to be used as a medium of marketing as well as design. This multiplicity of purpose, moreover is aggravated by the fact that the groups may be required to input into different stages of the design process. Using ethnographic data from interviews and observations of riser group meetings in a small software company, this paper identifies the tensions which can arise in a user group, the incompatibility of dealing with broad conceptualisation and routine field testing, the tensions arising between sophisticated and less sophisticated or experienced users, and the use of the group to build a positive relationship with users whilst managing the disappointment created when all users' needs cannot be accommodated. The paper discusses the problems of managing these tensions and suggests mechanisms to defuse them. (C) 1998 Elsevier Science Ltd All rights reserved. C1 Sheffield Hallam Univ, Design & Innovat Res Unit, Sheffield S11 8UZ, S Yorkshire, England. RP Tomes, A, Sheffield Hallam Univ, Design & Innovat Res Unit, Sheffield S11 8UZ, S Yorkshire, England. CR AYAL I, 1986, J PROD INNOVAT MANAG, V3, P238 BARKI H, 1994, INFORM SYST RES, V5, P422 BIEMANS WG, 1991, TECHNOVATION, V11, P163 BOSTROM RP, 1989, INFORM MANAGE, V16, P279 BSTIELER L, 1996, P 3 INT PROD DEV C A, P131 BUTTLE F, 1996, RELATIONSHIP MARKETI COHEN C, 1995, P IAMOT C TECHN INN CRAIG A, 1994, P MARK ED GROUP C, P211 DEUTSCH M, 1969, J SOC ISSUES, V25, P7 EASON KD, 1989, PARTICIPATION SYSTEM, P94 FOXALL GR, 1989, IND MARKET MANAG, V18, P95 FRANZ CR, 1984, COMMUN ACM, V27, P1202 GALLAGHER CA, 1974, ACAD MANAGE J, V17, P46 GUMMESSON, 1996, MANAGEMENT DECIS FEB HAKANSSON H, 1993, J BUSINESS BUSINESS, V1, P3 HANDY C, 1993, UNDERSTANDING ORG HARTWICK J, 1994, MANAGE SCI, V40, P440 HIRSCHEIM RA, 1989, PARTICIPATION SYSTEM, P94 HORNBY P, 1992, BEHAV INFORM TECHNOL, V11, P293 IMADA A, 1991, PARTICIPATORY ERGONO IVES B, 1984, MANAGE SCI, V30, P586 JONES JC, 1992, DESIGN METHODS KING WR, 1981, MANAGE SCI, V27, P717 MUMFORD E, 1983, J OCCUP BEHAV, V4, P47 PAGE J, 1972, P DES RES SOC C SEPT, P113 PARKINSON ST, 1982, R&D MANAGE, V12, P123 REICHHELD FF, 1993, HARVARD BUS REV, V71, P64 ROBEY D, 1982, MANAGE SCI, V28, P73 ROBEY D, 1989, MANAGE SCI, V35, P1172 TOMES A, 1997, TECHNOVATION, V16, P541 VONHIPPEL E, 1986, MANAGE SCI, V32, P791 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 FEB PY 1998 VL 18 IS 2 BP 79 EP 89 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA ZP389 UT ISI:000073747400001 ER PT J AU McGloin, E Grant, C TI Supporting partnership sourcing in Northern Ireland through advanced technology SO TECHNOVATION LA English DT Article ID ELECTRONIC COMMERCE AB To survive in today's global marketplace, businesses need to be able to deliver products on rime, maintain market credibility and introduce new products and services faster than competitors. The Northern ireland economy has endured art economic crisis since the 1970s: there has been high unemployment and difficulty in attracting inward investment due to political considerations. The emergence of small to medium sized enterprises (SMEs) seems to be one of the solutions to shaping the economy in this geographic region (Northern Ireland Structural Funds Plan, 1993). The opening section of this paper examines modern manufacturing philosophy and the economic environment within which SMEs exist in Northern Ireland. SMEs need a solid strategy for achieving and maintaining a competitive advantage. One proven strategy is based on the Japanese practice of partnership sourcing. This paper proposes that concepts such as electronic commerce and Internet technology, can facilitate and support such alliances between trading partners. Evidence is mounting that conducting business electronically has already changed the way business is carried out in some industries. Advanced technology can shrink geographical distance and restructure supply chains, enhancing industrial alliances and enabling efficient timely exchange of information between purchasers and suppliers. This paper surmises that the integration of advanced technology and partnership sourcing will offer SMEs unprecedented opportunities within the global marketplace of the future. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Univ Ulster, Magee Coll, PhD Res Unit, Coleraine BT48 7JL, Londonderry, North Ireland. RP McGloin, E, Univ Ulster, Magee Coll, PhD Res Unit, Northland Rd, Coleraine BT48 7JL, Londonderry, North Ireland. CR 1996, ELECT COMMERCE U JUL 1996, EUROPEAN FOCUS NEWSL, V6, P10 *CFM, 1996, CMFS ELECTRONIC COMM, V1, P1 *COMM EUR COMM, 1993, WHIT PAP GROWTH COMP, P71 *COOP LYBR, 1996, ANN REP N IR *DEP EC DEV, 1997, ANN REP *DEP TRAD IND, 1996, 96541 URN DEP TRAD I *FORR RES, 1994, COMP STRAT REP NEW C *KOMP IR, 1995, KOMP DAT *LEDU, 1996, ANN REP *NI TRAD BUS INT M, 1996, NI UPSIDE *NO IR STRUCT FUND, 1993, NO IR STRUCT FUNDS P, P93 *TANS WEBST ASS, 1992, FORG LINKS FOR IND S, P22 AMIN A, 1989, ANTIPODE, V21, P13 AUGHNEY J, 1995, BUSINESS FINANCE OCT BELL G, 1996, COMMUN ACM, V39, P55 BHIMANI A, 1996, COMMUN ACM, V30, P30 BRADLEY J, 1995, 2 EC IRELAND PUBLIC, P163 CAVALLINI A, 1996, COMPUTER, V29, P92 CHARLES CA, 1996, INT FOR EL COMM BEIJ, P20 DARCY M, 1995, BORDER CROSSINGS DEV, P186 DILFORCE W, 1986, FINANCIAL TIMES 1024 ELLRAM L, 1990, J PURCHASING MAT MAN, V26, P52 FINNEGAN P, 1996, P C MAN RES IR WAY C FORBAIRT, 1996, REPORT IRELAND DIGIT GOLDEN T, 1997, SUNDAY BUSINESS 0309 GOLDEN W, 1996, P 4 EUR C INF SYST L, P1125 GOTT B, 1996, EMPOWERED ENG EXTEND, P3 HARRISON RT, 1990, LOCAL SOURCING REGIO HEALY M, 1996, P C MAN RES IR WAY C HUMPREYS P, 1996, IRISH BUSINESS ADM R, V17, P73 KEEN PG, 1988, COMPETING TIME USING KONSYNSKI B, 1990, HARVARD BUS REV, V5, P115 LAMMING R, 1993, PARTNERSHIP STRATEGI LEVIS K, 1996, BRIT TELECOMMUN EN 4, V14, P281 MACKAY DR, 1993, J STRATEGIC INF SYST, V2, P243 MIERS D, 1996, STRATEGIC CHALLENGES MUKHOPADHYAY T, 1992, INT J PROD EC, V28, P265 PANT S, 1996, 5 INT WORLD WID WEB PANURACH P, 1996, COMMUN ACM, V39, P45 POON S, 1995, INTERNET SMALL BUSIN PYLE R, 1996, COMMUN ACM, V39, P23 STOREY J, 1995, NEW WAVE MANUFACTURI TAPSCOTT D, 1996, DIGITAL EC WOMACK JP, 1990, MACHINE CHANGED WORL NR 45 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 1998 VL 18 IS 2 BP 91 EP 99 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA ZP389 UT ISI:000073747400002 ER PT J AU Stoop, MLM Lambert, AJD TI Processing of discarded refrigerators in the Netherlands SO TECHNOVATION LA English DT Article AB Based on a case study, it is shown that the introduction of new technology does not always turn out well when, because of social pressure, policy makers take ad hoc decisions based on short-term interests. They do not take sufficient rime to think about the matter extensively. This paper describes some aspects of scrapping domestic refrigerators. It shows that recycling of refrigerators should be based on an integral approach, aiming at maximum elimination of CFCs, optimal recovery of metals and low input of energy. Using this approach, the present Dutch emission of greenhouse gases can be reduced by 0.3-0.4%. The required technology is directly available and the costs are much lower than those of the more usual CO2-saving measures. (C) 1997 Elsevier-Science Ltd. All rights reserved. C1 Eindhoven Univ Technol, Dept Technol Management, NL-5600 MB Eindhoven, Netherlands. RP Stoop, MLM, Eindhoven Univ Technol, Dept Technol Management, POB 513, NL-5600 MB Eindhoven, Netherlands. CR *CBS, 1993, ENV STAT NETH BRODT K, 1995, THESIS U TECHNOLOGY BROUWER JGH, 1995, VERWERKING AFGEDANKT CHAPMAN PF, 1976, ASPECTS ENERGY CONSE DENAZELLE GMR, 1995, THESIS U TECHNOLOGY HUDSON RD, 1977, NASA REFERENCE PUBLI MOLINA MJ, 1974, NATURE, V249, P810 STOOP MLM, 1996, KOUDE LUCHTBEHANDELI, V12, P33 STOOP MLM, 1997, BEDRIFSKUNDIG VAKBLA, V1, P11 TROMP OS, 1995, THESIS U GRONINGEN N VANHEIJNINGEN RJJ, 1992, MEER ENRGIEKENGETALL YBEMA JR, 1990, CFC ACTION PROGRAM G 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 FEB PY 1998 VL 18 IS 2 BP 101 EP 110 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA ZP389 UT ISI:000073747400003 ER PT J AU Khan, MU TI A comparison of the electronics industry of India and Korea SO TECHNOVATION LA English DT Article AB This paper is a comparative study of the electronics industry of India and South Korea. The study shows how Korea has developed over the last twenty years in the area of electronics because of its target-oriented policy towards export, whereas India could not develop its electronics industry due to overemphasis on indigenization, with the result it could not catch lip with advances abroad in electronics technology and ended np with a weak electronic component industry. The paper concludes with some suggestions to develop the Indian software industry. This is the area where India could compete with other developing countries. At this stage India should not get involved so much in developing computer hardware without the support of a strong component industry. (C) 1998 Elsevier-Science Ltd. All rights reserved. C1 Natl Inst Sci Technol & Dev Studies, New Delhi 110012, India. RP Khan, MU, Natl Inst Sci Technol & Dev Studies, New Delhi 110012, India. CR 1987, BUSINESS MONTHLY 1987, BUSINESS WEEK 1988, BUSINESS MONTHLY 1989, BUSINESS MONTHLY 1990, BUSINESS MONTHLY 1991, BUSINESS MONTHLY 1992, BUSINESS MONTHLY 1993, BUSINESS MONTHLY 1993, DATAQUEST 1994, BUSINESS MONTHLY 1994, DATAQUEST 1995, DATAQUEST *BICP, 1987, REP EL, V1 *BICP, 1987, REP EL, V2 *BICP, 1989, REP COMP PER, V1 *BICP, 1989, REP COMP PER, V2 *GOV IND, 1987, ANN REP 1987 *GOV IND, 1987, COMP EL POL PROC EL *GOV IND, 1988, ANN REP 1988 *GOV IND, 1989, ANN REP 1989 *GOV IND, 1990, 8 FIV YEAR PLAN 1990 *GOV IND, 1990, ANN REP 1990 *GOV KOR, 1987, INTR SCI TECHN REP K AMSDEN A, 1989, ASIAS NEXT GIANT S K BARK T, 1991, ANTIDUMPING RESTRICT CHUNG JS, 1986, NATL POLICIES DEV HI, P173 DESAI AV, 1986, EFFECTS MICROELECTRO EDQUIST C, 1987, IND DEV, V21, P1 ENCARNATION D, 1989, DISLODGING MULTINATI EVANS PB, 1989, ASIAN PERSPECT, V1, P5 EVANS PB, 1989, ASIAN PERSPECT, V13, P5 EVANS PB, 1989, WORLD DEV, V11, P1751 GRIECO J, 1984, DEPENDENCY AUTONOMY MOOD J, 1988, DATAMATION NOV, P30 PARTHASARTHY A, 1978, 6134 TDBC UNCTAD RUSHING FW, 1986, NATL POLICY DEV HIGH WADE R, 1990, GOVT MARKET EC THEOR NR 37 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 FEB PY 1998 VL 18 IS 2 BP 111 EP 123 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA ZP389 UT ISI:000073747400004 ER PT J AU Oladeji, SI TI Technology policy and the development of small and medium scale enterprises in contemporary Nigeria SO TECHNOVATION LA English DT Article AB Since 1986, Nigeria's industrialisation policies have continued to be influenced by the structural adjustment programme with its concomitant market-oriented economic policies. There has been the implementation of the privatisation and commercialisation policy while the country's industrial strategy has hinged on the development of small and medium scale enterprises (SME). It is, however, the contention of this paper that, for the development of local technological capabilities in SME, exclusive reliance on market forces is not as effective as a determined and concerted government intervention. Against this thesis, the paper reviews and analyses industrialisation and technology policies in the light of the scope and prospects they afford for revitalising SME in Nigeria. In terms of enactments, industrialisation policies were found to be well focused and have ample scope for the development of SME. Technology policies, on the other hand, lack selectivity and are less focused on the promotion of SME in the country. The conclusion is reached that the design and implementation of technology policy have to be reviewed and aligned with the country's industrialisation policies. Specifically, in policy formulation and implementation, concerted efforts are needed to generate, and at the same time create, effective social demand for science and technology. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Obafemi Awolowo Univ, Dept Econ, Ile Ife, Nigeria. RP Oladeji, SI, Obafemi Awolowo Univ, Dept Econ, Ile Ife, Nigeria. CR ADEBOYE TO, 1981, RES DEV, V1 ADENIKINJU A, 1996, ADJUSTMENT MANAGEMEN AJU A, 1994, IND TECHNOLOGICAL IN BERGER M, 1975, IND POLICIES NIGERIA BRAUN E, 1984, WAYWARD TECHNOLOGY LALL S, 1992, ALTERNATIVE DEV STRA OLDHAM CHG, 1978, SCI TECHNOLOGY DEV ONI O, 1975, EC DEV NIGERIA SOCIA, CH10 OYEJIDE TA, 1977, IND DEV NIGERIA PROB OYEYINKAOYELARA.B, 1996, TECHNOLOGY I PRIVATE, V4 SAGASTI F, 1978, SCI TECHNOLOGY DEV, E109 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 FEB PY 1998 VL 18 IS 2 BP 125 EP 132 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA ZP389 UT ISI:000073747400005 ER PT J AU Wahla, N Tither, D Naude, P TI A research investigation to identify the key players in the two-stroke engine industry SO TECHNOVATION LA English DT Article ID TECHNOLOGY AB Engines which produce power by the two-stroke combustion principle are manufactured in considerable quantities in major industrial centred throughout the world. This paper describes part of a research investigation examining the two-stroke engine industry and the markets into which these products are sold. The publication brings together commercial and technical information which is intended to contribute towards a better understanding of a sector of manufacturing engineering which is part of the supply chain for the transportation and power generation industry. The paper focuses on the key players in the two-stroke combustion engine industry, from both the research and development and production points of view, and identifies the geographical location of individual sites. The overall aim of the research investigation is to be able to build a mix of expertise, including technical, commercial ard marketing knowledge, related to two-stroke engines, which is valuable to those who are interested in powered transport methods. The results presented include some basic statistics of the number and spread of the key players and active sites whilst beginning to develop an understanding of the drawbacks and advantages and complementary specialisms which make lip the two-stroke engine technology, (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Manchester Metropolitan Univ, Dept Chem, Manchester M15 6PB, Lancs, England. RP Wahla, N, Manchester Metropolitan Univ, Dept Chem, Oxford Rd, Manchester M15 6PB, Lancs, England. CR *EAEC, 1997, LIGHTWEIGHT SMALL CA *FICHT GMBH, 1996, FUEL INJ TECHN *MARK RES EUR, 1996, MOT BIK EUR MAJ MARK *MINT MARK INT, 1993, MOT *OMC WORLD, 1996, OUTB ENG *TOYOT MOT CORP, 1988, TOYOT HIST 1 50 YEAR *WART DIES, 1997, MAR POW ENV BLAIR G, 1990, BASIC DESIGN 2 STROK BLAIR G, 1996, DESIGN SIMULATION 2 DAHN E, 1958, FACHUNDE KRAFTFAHRZE DURET P, 1996, 2 STROKE ENG EMISSIO HILL S, 1997, 2 STROKE ENG IYER L, 1996, PIAGGIO CORPORATE PU KENNET P, 1978, FODEN STORY MACPHERSON A, 1997, R&D MANAGE, V27, P127 PONTHIEU E, 1997, TASK FORCE CAR TOMOR SHER E, 1994, STEPPED 2 STROKE ENG TITHER D, 1990, TECHNOVATION, V10, P31 TITHER D, 1994, TECHNOVATION, V14, P283 TITHER D, 1996, 2 STROKE ENG BIBLIO TITHER D, 1997, PRODUCT FINISHING, P12 TODD D, 1985, WORLD SHIPBUILDING I WAHLA N, 1997, TECHNOVATION, V17, P403 WAHLA N, 1997, THESIS MANCHESTER ME WHITTAKER D, 1995, P ASM MAT C CLEV 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 FEB PY 1998 VL 18 IS 2 BP 133 EP 140 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA ZP389 UT ISI:000073747400006 ER PT J AU Carayannis, EG Rogers, EM Kurihara, K Allbritton, MM TI High-technology spin-offs from government R & D laboratories and research universities SO TECHNOVATION LA English DT Article ID COMPANIES AB The present paper examines the high-tech spin-off process through which a new company is formed from a parent organization. Here Mle investigate spin-offs from three U.S. Federal R&D laboratories in New Mexico, and from Japanese government laboratories and universities. The spin-off process is one important means of transferring and commercializing technological innovations. Our study of seven spin-off companies leads us to suggest a more complex definition than the conventional definition, which centers on (1) the technological innovation, and (2) the entrepreneurs who found the spin-off. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 George Washington Univ, Sch Business & Publ Management, Dept Management Sci, Washington, DC 20052 USA. RP Carayannis, EG, George Washington Univ, Sch Business & Publ Management, Dept Management Sci, Washington, DC 20052 USA. CR *BANKB, 1997, MIT IMP INN DEARING JW, 1995, GROWING JAPANESE SCI ETO M, 1995, TECHNOLOGY TRANSFER GIBSON D, 1991, U SPIN OFF CO, P31 GIBSON DV, 1994, RD CONSORTIA TRIAL M RADOSEVICH R, 1993, INT J TECHNOL MANAGE, V8, P596 RADOSEVICH R, 1995, INT J TECHNOL MANAGE, V10, P879 ROBERTS EB, 1996, R&D MANAGE, V26, P17 ROGERS E, 1986, ENTREPRENEURSHIP TEC, P134 ROGERS EM, SILICON VALLEY FEVER ROGERS EM, 1986, TECHNOVATION, V4, P169 ROGERS EM, 1995, DIFFUSION INNOVATION SMILOR RW, 1990, J BUS VENTURING, V5, P63 WICKSTEAD, 1985, CAMBRIDGE PHENOMENA WILLIAMS FR, 1990, TECHNOLOGY TRANSFER NR 15 TC 20 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 1998 VL 18 IS 1 BP 1 EP 11 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA ZE661 UT ISI:000072817100001 ER PT J AU Staropoli, C TI Cooperation in R & D in the pharmaceutical industry - The network as an organizational innovation governing technological innovation SO TECHNOVATION LA English DT Article ID BIOTECHNOLOGY INDUSTRY; INTERFIRM COOPERATION; ARRANGEMENTS; ALLIANCES; ISSUES AB This paper aims at understanding the historical emergence of the network organizational form of partners in the pharmaceutical industry following the development of biotechnologies. Unlike the situation in other high-tech industries, the network, as a governance structure for cooperative relationships, is still marginal in this industry compared to complex but 'classical' forms of cooperation (R&D agreements, cross-licensing, joint ventures, mergers/acquisitions). Only two pharmaceutical companies have adopted such an organizational form to govern their cooperation in R&D. Referring to other industries, the network could be considered as an efficient alternative in the context of high technological uncertainties associated with biotechnologies and of industrial restructuring leading to the globalization of innovative practices and processes. After an Introduction, in Section 2 we discuss the link between technological innovation and organizational innovation to highlight the emergence of a multiplicity of institutional arrangements governing cooperation in R&D. Among all these hybrid forms, the network raises organizational issues since it short-circuits traditional strategic operations in the pharmaceutical industry. In Section 3 we define what we call a 'tight' network, referring to this particular institutional arrangement. In Section 4 we consider the empirical case of Rh (o) over cap ne-Poulenc Rorer, and identify the main reasons which have influenced the creation of a network of partners focusing on gene therapy, Rh (o) over cap ne-Poulenc Rorer-Gencell. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Universite Paris I Pantheon Sorbonne, Ctr ATOM, F-75231 Paris 05, France. RP Staropoli, C, Universite Paris I Pantheon Sorbonne, Ctr ATOM, 90 Rue Tolbiac, F-75231 Paris 05, France. 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A high level of customer satisfaction cannot be obtained. On the other hand in many product development projects the process of product development is conducted very unsystematically and resources are wasted because of a lack of communication between the different functions involved in product development. Time especially is a critical factor within product development as time to market is becoming increasingly more important. Managers need a set of practical step-by-step tools and methods which ensure a better understanding of customers' needs and requirements, as well as procedures and processes to enhance communication by focusing on the voice of the customer within a product development project. The authors propose a methodology, based on Kano's model of customer satisfaction, to explore customers' stated needs and unstated desires and to resolve them into different categories which have different impacts on customer-satisfaction. It is shown how this categorization can be used as a basis for product development, especially for quality function deployment. The paper begins with a brief discussion of the strategic importance of customer satisfaction, then Kano's model and its combination with quality function deployment is demonstrated using a case study from the ski industry. The paper closes with a brief discussion of the managerial implications and the consequences of the application of these tools. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Innsbruck Univ, Dept Management, A-6020 Innsbruck, Austria. RP Hinterhuber, HH, Innsbruck Univ, Dept Management, A-6020 Innsbruck, Austria. CR 1990, BUSINESS WEEK 0312, P88 AKAO Y, 1992, QUALITY FUNCTION DEP BERGER C, 1993, CTR QUALITY MANA FAL, P3 BRANDT DR, 1988, J SERVICES MARKETING, V2, P35 BUZZEL RD, 1987, PIMS PRINCIPLES FINKELMAN DP, 1990, MCKINSEY Q WIN, P2 FORNELL C, 1992, J MARKETING JAN, P6 GOVERS CMP, 1994, P 8 INT WORK SEM PRO GRIFFIN A, 1993, MARKETING SCI WIN, P1 HANAN M, 1989, CUSTOMER SATISFACTIO HAUSER JR, 1988, HARVARD BUSINESS MAY, P63 HAUSER JR, 1993, SLOAN MANAGEMENT SPR, P61 HESKETT JL, 1994, HARVARD BUSINESS MAR, P164 HINTERHUBER HH, 1994, UNTERNEHMENSWERT LEA HINTERHUBER HH, 1997, KUNDENZUFRIEDENHEIT HINTERHUBER HH, 1997, MICRO MACRO MARK APR, P127 KANO N, 1984, HINSHITSU J JAPA APR, P39 KORDUPLESKI RE, 1994, CALIFORNIA MANAGEMEN MATZLER K, 1996, J PRODUCT BRAND MANA, V5, P6 REICHHELD FF, 1990, HARVARD BUS REV, V68, P105 SILVESTRO R, 1990, QUALITY SERVICES, V2 SULLIVAN LP, 1986, QUALITY PROGR NR 22 TC 17 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 1998 VL 18 IS 1 BP 25 EP 38 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA ZE661 UT ISI:000072817100003 ER PT J AU Hussain, MM Gunasekaran, A Laitinen, EK TI Management accounting systems in Finnish service firms SO TECHNOVATION LA English DT Article AB This study deals with management accounting practices in small and medium sized service firms in Finland. The recent trends of Management Accounting Systems (MAS), such as Activity Based Costing (ABC), are not frequently used in Finnish service organizations, although these practices have been realized by the majority of respondents to be an important tool to understand real product costs, decrease production costs, modernize cost accounting systems and identify activity costs. An empirical study indicates that a few Finnish small and medium sized service organizations have implemented recent developments of MAS such as ABC. The practices of MAS do not vary with differences in type of service firms that were included in this study. This paper demonstrates that MAS are not very successful in the Finnish service organizations investigated to achieve the goal of decision making, planning and management control, and to improve the information system within the organizations. (C) 1998 Elsevier Science Ltd. All rights reserved. C1 Univ Vaasa, Res Inst, Dept Accounting & Finance, FIN-65101 Vaasa, Finland. RP Gunasekaran, A, Brunel Univ, Dept Mfg & Engn Syst, Uxbridge UB8 3PH, Middx, England. CR *ARTH AND CO SC AA, 1993, EUR BANK CAP MARK ST BERGER AN, 1993, J BANK FINANC, V17, P221 BERLINER C, 1988, COST MANAGEMENT TODA BIHIMANI A, 1989, EUROPEAN ACCOUNTING, P21 HORNGREN CT, 1991, COST ACCOUNTING MANA HUSSAIN MM, 1994, MANAGING SERVICE QUA, P167 JOHNSON H, 1987, RELEVANCE LOST RISE KAYDOS W, 1991, MEASURING MANAGING M KERREMANS M, 1991, ACCOUNTING BUSINESS, V82, P147 LAITINEN EK, 1995, UNPUB MANAGEMENT ACC LUKKA K, 1994, EUROPEAN ACCOUNTING, V5, P1 OSTINELLI C, 1994, 17 ANN C EUR ACC ASS SHANK JK, 1993, STRATEGIC COST MANAG NR 13 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 1998 VL 18 IS 1 BP 57 EP 67 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA ZE661 UT ISI:000072817100005 ER PT J AU Molina, AH TI Insights into the nature of technology diffusion and implementation: the perspective of sociotechnical alignment SO TECHNOVATION LA English DT Article ID CONSTITUENCIES; INNOVATION; INDUSTRY; SUCCESS; DETERMINANTS; BUSINESS; SYSTEM AB This paper is about the diffusion or implementation of technology in the design process of a microprocessor company. It aims at casting further light on the nature of the processes whereby technologies eventually gain company recognition over (or along with) others. It focuses on the influence of social behavioural factors in the outcome of this process as well as on the role played by the nature of the 'incoming' technology and its relation to the company design process. More broadly, it seeks to advance the systematic treatment of these aspects into a unified understanding of intra-company technology diffusion or implementation. The argument deals with the issues through a combination of theoretical analysis and the case study of the British microprocessor company Inmos. It conducts a targeted review of concepts relevant to the nature of implementation, leading to the empirical analysis of a new technology (i.e., formal methods) born in a university environment and later transferred into the design process of inmos. The discussion uses the author's sociotechnical constituencies approach and treats the industrial diffusion of formal methods as a process of constituency building at an intra-organisational level. Especially relevant to this analysis is the process of sociotechnical alignment underpinning constituency building. The main issues raised by the intra-organisational experience of 'formal methods' are discussed. (C) 1997 Elsevier Science Ltd. All rights reserved. RP Molina, AH, UNIV EDINBURGH,DEPT BUSINESS STUDIES,TECHMAPP,50 GEORGE SQ,EDINBURGH EH8 9JY,MIDLOTHIAN,SCOTLAND. 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According to these models, firms engage in R&D in order to seek rents. Public aspects of this R&D then spill over to other firms, thereby creating increasing returns relating to scale and long-term growth. The actual mechanism by which spillovers occur has, however, not been systematically studied. In order to provide empirical facts on this issue the paper investigated the effectiveness of various channels of R&D spillovers. The analysis is based on a survey conducted among 358 Swiss R&D executives representing 127 different lines of business, mainly in the manufacturing sector. The results can be summarized as follows. First, undertaking independent R&D was perceived by the R&D executives questioned as the most effective channel of R&D spillovers at the intra-industry level. This was followed by reverse engineering for product innovations and the utilization of publications and information from technical meetings for process innovations. Second, learning methods that rely on interpersonal communication were judged as moderately effective in the following order of importance: (i) publications and technical meetings; (ii) conversations with employees from innovating firms; and (iii) hiring away employees from innovating firms. The last method, especially, is not valued as effective in the Swiss context. Third, learning methods related to the patent system - licensing technology and patent disclosures in the patent office - were seen as moderately effective or not effective at all. Fourth, the effectiveness of the various channels of R&D spillovers varies from one industry to another. Fifth, the various channels of R&D spillovers can be reduced to subgroups, so that patterns of learning of competitive technology can be established. (C) 1997 Elsevier Science Ltd. All rights reserved. RP Harabi, N, GRAD SCH ECON & BUSINESS ADM,RIGGENBACHSTR 16,CH-4601 OLTEN,SWITZERLAND. CR *BUND STAT, 1985, ALLG SYST WIRTSCH *SAS I INC, 1985, SAS US GUID STAT VER *SCHW HAND IND, 1987, FORSCH ENTW SCHW PRI ADAMS JD, 1994, SPAN EFFECT R D FIRM ARVANITIS S, 1996, 6 C INT JA SCHUMPETE AUDRETSCH D, 1994, REV EC IND, V67, P225 BERNSTEIN JI, 1989, J IND ECON, V37, P315 BERNSTEIN JI, 1994, CAHIERS RECHERCHE DE BRAENDLI P, 1992, RESULTS METHODS EC P COCKBURN I, 1992, INT SEM TECHN APPR I COE DT, 1993, NBER WORKING PAPER, V4444 COHEN WM, 1989, ECON J, V99, P569 DEBONDT R, 1995, 22 ANN M EUR ASS RES ELIASSON G, 1994, GENERAL PURPOSE TECH GEROSKI P, 1995, HDB EC INNOVATION TE, P90 GRILICHES Z, 1979, BELL J ECON, V10, P92 GRILICHES Z, 1992, SCANDINAVIAN J EC, V94, P29 GROSSMAN MG, 1993, NBER WORKING PAPER, V4527 HARABI N, 1995, J INNOVATION NEW TEC, V4, P67 HARABI N, 1995, RES POLICY, V24, P981 HARABI N, 1997, IN PRESS TECHNISCHER HUFFMAN WE, 1991, SCI AGR LEVIN RC, 1983, QUESTIONNAIRE IND RE LEVIN RC, 1987, BROOKINGS PAPERS EC, V3, P783 LEVIN RC, 1988, AM ECON REV, V78, P424 MAIRESSE J, 1990, ECON STAT, V237, P99 MAIRESSE J, 1991, STI REV, V9, P9 MOHNEN P, 1989, OECD INT SEMINAR SCI NADIRI IM, 1993, NBER WORKING PAPER, V4423 SCHANKERMAN M, 1979, THESIS HARVARD U NR 30 TC 2 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD NOV-DEC PY 1997 VL 17 IS 11-12 BP 627 EP 635 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA YK092 UT ISI:A1997YK09200002 ER PT J AU Gunasekaran, A TI Essentials of international and joint R&D projects SO TECHNOVATION LA English DT Article ID PERFORMANCE; TECHNOLOGY; SUCCESS AB The role of R&D has been gaining ground in industrial projects, especially with a focus on new product development and technologies and on internationalizing operations that can include manufacturing, project, and service in nature. With the growing importance of technologies such as CAD/CAM and IT in minimizing the time to reach market, the R&D plays a predominant role in improving the competitiveness of firms. Also, firms in recent years have internationalized operations to improve their overall business performance. The major problems for these firms are how to manage various R&D activities in international operations, and to formulate strategies for improving the effectiveness and quality of international and joint R&D projects. In this paper, and attempt has been made to discuss the management issues of international and joint R&D projects the include: (i) the need for joint R&D projects; (ii) the location of R&D facilities abroad; (iii) the selection of joint and international R&D projects; (iv) evaluating and monitoring joint and international R&D projects; (v) integration between the laboratories, corporate offices and interested divisions within each firm in a joint R&D project; and (vi) managing international and joint R&D projects. Based on the literature survey, this paper presents strategies and methods to manage international R&D projects successfully. (C) 1997 Elsevier Science Ltd. All rights reserved. RP Gunasekaran, A, BRUNEL UNIV,DEPT MFG & ENGN SYST,UXBRIDGE UB8 3PH,MIDDX,ENGLAND. 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The procedure is simple, reliable and useful for obtaining data and information about the degree of efficiency achieved in production processes, so as to carry out techno-economic analyses and, consequently, to modify the way of managing a process or the process itself if necessary. (C) 1997 Elsevier Science Ltd. All rights reseved. RP Donini, BR, UNIV BOLOGNA,IST MATEMAT GEN & FINANZIARIA,I-40126 BOLOGNA,ITALY. 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There seems to be 'one best practice' which is used by all nations to make their economies fit for global competition. This paper doubts this paradigm. By comparing the South Korean and German promotion schemes for new production technologies, it is shown that an appropriate technology policy has to take the individual national system of innovation into consideration. Merely imitating the examples of countries with different frame conditions is inappropriate. Diversity in science and technology policy has been the precondition for the success of contributions of these policies to economic and technological development in both South Korea and Germany. (C) 1997 Elsevier Science Ltd. All rights reserved. RP Chung, SY, INST SCI & TECHNOL POLICY,POB 255,SEOUL 130650,SOUTH KOREA. CR *AWF, 1985, INT EDV EINS PROD CO *BMBF, 1996, BUND FORSCH 1996 *KOR AC IND TECHN, 1992, WHIT PAP IND TECHN *MIN SCI TECHN MOS, 1987, INTRO SCI TECHN *MIN SCI TECHN MOS, 1990, 5 YEARS REP NAT R D *MIN SCI TECHN MOS, 1990, INTRO SCI TECHN *MIN SCI TECHN MOS, 1991, ANN REP *MIN SCI TECHN MOS, 1992, REP SURV RES DEV SCI *MIN TRAD IND EN M, 1990, 5 YEARS PROGR PROD T *OECD, 1996, REV NAT SCI TECHN PO *PFT KFK, 1989, ERG PROGR FERT 1984 *STEPI, 1991, EV NAT R D PROGR 198 ARCANGELI F, 1991, RES POLICY, V20, P515 BRAUNLING G, 1975, FORDERUNGSPRINZIPIEN BRAUNLING G, 1989, NUTZUNG ERGEBNISSE O BRUDER W, 1986, FORSCHUNGS TECHNOLOG, P11 BRUNO S, 1991, MODES USAGE DIFFUSIO BYUN HY, 1989, KOREAN EC, P263 CHUNG S, 1994, TECHNOLOGIEPOLITIK P DREHER C, 1990, DOKUMENTATION ZWISCH, P101 ERGAS H, 1987, EC POLICY TECHNOLOGI, P51 FLECK R, 1990, TECHNOLOGIEFORDERUNG FRANZ W, 1990, DOKUMENTATION ZWISCH, P27 FREEMAN C, 1987, TECHNOLOGY POLICY EC FREEMAN C, 1988, TECHNICAL CHANGE EC, P330 FREEMAN C, 1989, TECHNOLOGY DEV 3 IND, P85 FRIEDRICH R, 1989, WIRKUNGSANALYSE INDI HAUFF V, 1975, MODERNISIERUNG WIRTS HERBIG PA, 1992, TECHNOL FORECAST SOC, V41, P423 JAIKUMAR R, 1986, HARVARD BUS REV, V64, P69 JOHNSON B, 1992, NATL SYSTEMS INNOVAT, P23 KALKOWSKI P, 1990, DOKUMENTATION ZWISCH, P83 KECK O, 1993, NATL INNOVATION SYST, P115 KIM L, 1993, NATL INNOVATION SYST, P357 KUHLMANN S, 1992, POLITISCHE TECHNIKST, P119 LAY G, 1989, WIRKUNGSANALYSE INDI LAY G, 1990, DOKUMENTATION ZWISCH, P5 LAY G, 1992, VDI Z MAR, P134 LAY G, 1993, TECHNOVATION, V13, P283 LUNDVALL BA, 1988, TECHNICAL CHANGE EC, P349 LUNDVALL BA, 1992, NATL SYST INN THEOR LUNDVALL BA, 1992, TECHNICAL CHANGE EC MAJER H, 1973, TECHNOLOGISCHE LUCKE MAJER H, 1992, TECHNOLOGISCHE LUCKE MAJER H, 1992, WIRTSCHAFTSWACHSTUM MANSFIELD E, 1989, RES POLICY, V18, P183 MARTIN BR, 1989, RES FORESIGHT PRIORI MEYERKRAHMER F, 1989, EINFLUSS STAATLICHER MEYERKRAHMER F, 1990, SCI TECHNOLOGY FEDER MEYERKRAHMER F, 1990, TECHNIKPOLILIK ANGES, P210 MEYERKRAHMER F, 1992, POLITISCHE TECHNIKST, P95 MEYERKRAHMER F, 1992, RES POLICY, V21, P423 NELSON RR, 1977, RES POLICY, V6, P312 NELSON RR, 1982, EVOLUTIONARY THEORY NELSON RR, 1988, TECHNICAL CHANGE EC, P312 NELSON RR, 1993, NATL INNOVATION SYST PATEL P, 1994, STI REV, P9 PORTER ME, 1990, COMPETITIVE ADVANTAG ROOBEEK AJM, 1990, TECHNOLOGY RACE ANAL ROTHLINGSHOFER KC, 1975, WIRTSCHAFT WISSENSCH, V2, P13 ROTHLINGSHOFER KC, 1976, EFFIZIENZ INDIREKTEN SCHRODER K, 1990, WISSENSCHAFT TECHNIK, P163 SKINNER W, 1986, HARVARD BUSINESS JUL, P55 STAUDT E, 1986, MANAGE INNOVATION, P184 TASSEY G, 1991, RES POLICY, V20, P345 THUROW LC, 1987, SCIENCE, V238, P1659 TOMANN H, 1990, WISSENSCHAFT TECHNIK, P141 VICKERY G, 1987, STI REV SEP, P41 VICKERY G, 1989, STI REV DEC, P105 VONBEHR M, 1990, DOKUMENTATION ZWISCH, P69 WHEELWRIGHT SC, 1985, HARVARD BUSINESS JAN, P99 WINTERHOSS R, 1990, DOKUMENTATION ZWISCH, P49 NR 72 TC 3 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD NOV-DEC PY 1997 VL 17 IS 11-12 BP 675 EP 693 PG 19 SC Engineering, Industrial; Operations Research & Management Science GA YK092 UT ISI:A1997YK09200006 ER PT J AU Irani, Z Ezingeard, JN Grieve, RJ TI Integrating the costs of a manufacturing IT/IS infrastructure into the investment decision-making process SO TECHNOVATION LA English DT Article ID JUSTIFICATION; SYSTEMS; TECHNOLOGIES; PROJECT AB Due to the increasing level of organisational investment in Information Technology (IT) and Information Systems (IS), significant amounts of capital need justifying. However, many companies are reporting their inability to justify their investment in IT/IS because of the nature of costs and benefits associated with its implementation. The reason for this is that many organisational budgeting processes rely on financially oriented appraisal techniques as an integral part of the decision-making process. These accountancy frameworks are often used to assess the 'bottom-line' financial impact of an investment by setting tangible project costs against those quantifiable benefits and savings predicted to be achievable. However, traditional appraisal techniques are considered to be no longer appropriate in justifying investments in IT/IS because of the nature of intangible benefits, together with the complexity of direct and indirect cost implications. Hence, the predictive value of using many traditional investment appraisal techniques is increasingly being questioned The authors of this paper have identified and then classified a variety of appraisal techniques that are used during the justification of capital investments in IT/IS. The taxonomy developed provides a critique of characteristics for both traditional and non-traditional appraisal techniques. The authors then identify a range of cost implications associated with the adoption of IT/IS, with a particular focus on manufacturing applications. These cost implications are then developed into a taxonomy of direct and indirect costs, which clearly need consideration during the investment decision-making process. (C) 1997 Elsevier Science Ltd. All rights reserved. RP Irani, Z, BRUNEL UNIV,DEPT MFG & ENGN SYST,UXBRIDGE UB8 3PH,MIDDX,ENGLAND. CR 1996, CONSPECTUS AUG 1996, DATAMATION JUN, P16 *BENCHM RES LTD, 1996, MAN ATT SURV *MAN COMP SOL, 1997, SMES BIGGEST INVESTO, P14 *PRIC WAT, 1991, INF TECHN REV BESSANT J, 1991, MANAGING ADV MANUFAC BOADEN RJ, 1990, IEEE T ENG MANAGE, V37, P291 BOWMAN I, 1996, MANUFACTURING CO NOV BURNS OM, 1991, INT J OPER PROD MAN, V11, P5 BURSTEIN MC, 1986, P 2 ORSA TIMS C FLEX, P69 CANE A, 1992, FINANCIAL TIMES 0821 DUGDALE D, 1991, MANAGE ACCOUNTING, V69, P46 EZINGEARD JN, 1996, P 2 INT C MAN INT MA, P407 FARBEY B, 1992, J INFORMATION TECHNO, V7, P109 FARBEY B, 1993, IT INVESTMENT STUDY FARBEY B, 1994, J INFORM TECHNOL, V9, P239 GARRETT SE, 1986, P 2 ORSA TIMS C FLEX, P17 HARES J, 1994, MEASURING VALUE INFO HEATH W, 1992, MANAGEMENT TODAY OCT, P92 HOCHSTRASSER B, 1991, CONTROLLING IT INVES HOCHSTRASSER B, 1992, JUSTIFYING IT INVEST, P17 HOGBIN G, 1994, INVESTING INFORMATIO HUANG PY, 1990, IEEE T ENG MANAGE, V37, P102 HUBER RF, 1986, PRODUCTION ENG APR, P52 KAKATI M, 1991, ENG COSTS PRODUCTION, V21, P30 KAPLAN RS, 1984, HARVARD BUS REV, V62, P95 KAPLAN RS, 1996, HARVARD BUS REV, V74, P75 KENNEDY AJ, 1986, MANAGE ACCOUNTING, V67, P34 MEREDITH JR, 1986, INT J PROD RES, V24, P1043 MONEY A, 1988, MIS Q, V12, P223 NAIK B, 1992, INT J PROD RES, V30, P1575 NELSON CA, 1986, EUROPEAN J OPERATION, V24, P346 PARKER M, 1988, INFORMATION EC LINKI PARKER M, 1989, J INFORMATION SYSTEM, V6, P7 PAVONE VJ, 1983, WELD J, V62, P39 PRIMROSE PL, 1987, J COST MANAGEMENT MA, V1, P34 PRIMROSE PL, 1991, INVESTMENT MANUFACTU RANDHAWA S, 1992, COMPUT INTEGR MANUF, V5, P276 REMENYI D, 1995, P 2 EUR C INF TECHN, P161 ROCKART JF, 1979, HARVARD BUS REV, V57, P81 SAATY TL, 1988, ANAL HIERARCHY PROCE SLOGGY JE, 1984, TOOL PROD, V50, P72 SMALL MH, 1995, J ENG TECHNOL MANAGE, V12, P27 STRASSMANN P, 1990, BUSINESS VALUE COMPU STRASSMANN P, 1992, DATAMATION 1015, P106 SURESH NC, 1985, J MANUF SYST, V4, P117 SWAMIDASS PM, 1991, J MANUF SYST, V9, P181 WHEATLEY M, 1997, MANAGEMENT TODAY JAN, P52 WILLCOCKS L, 1991, TECHNOVATION, V11, P283 WILLCOCKS L, 1994, INFORMATION MANAGEME, P1 NR 50 TC 19 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD NOV-DEC PY 1997 VL 17 IS 11-12 BP 695 EP 706 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA YK092 UT ISI:A1997YK09200007 ER PT J AU Sikka, P TI Technology support and financing system for development and commercialisation - Perspectives in India SO TECHNOVATION LA English DT Article AB The technology support and financing system acts as a catalyst for stimulating economic growth through technology innovation, upgrading, adaptation and commercialisation in India. While describing all the relevant schemes available in the country, the author has critically assessed their role and has suggested a few remedial measures for their performance in the future so as to protect and provide a competitive edge to industry in excelling, at least in some fields, in the global market. (C) 1997 Elsevier Science Ltd. All rights reserved. RP Sikka, P, DEPT SCI & TECHNOL,NEW DELHI 110016,INDIA. CR *GOVT IND, 1996, R D STAT 1994 95 ADVANI AJ, 1992, STEPAN IDRC UNESCO R CHANDRA V, 1995, TECHNOLOGY MONITOR, V12, P8 IYENGAR RK, 1991, J SCI IND RES INDIA, V50, P17 REWARI R, 1995, TECHNOLOGY MONITOR, V12, P14 SIDDHARTHAN NS, 1992, EC INNOVATION NEW TE, V2, P103 SIKKA P, 1990, J SCI PUBLIC POLICY, V17, P45 SIKKA P, 1996, SCI CULTURE CALC MAR, P70 SIKKA P, 1996, TECHNOVATION, V16, P85 SIKKA P, 1997, CURRENT SCI, V73, P406 SIKKA P, 1997, IN PRESS J TECHNOLOG VIRMANI BR, 1996, EC RESTRUCTURING TEC VITTAL N, 1995, J SCI IND RES INDIA, V59, P389 NR 13 TC 3 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD NOV-DEC PY 1997 VL 17 IS 11-12 BP 707 EP 714 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA YK092 UT ISI:A1997YK09200008 ER PT J AU Ilori, MO Irefin, IA Adeniyi, AA TI Engineering economy studies on the production of non-alcoholic beverages from some tropical crops SO TECHNOVATION LA English DT Article AB An engineering economic assessment was carried out on the production of non-alcoholic beverages from some tropical crops (breadfruit, potato, plantain and sweet cassava). The production had earlier been established in a previous study in our laboratory. A small-scale production plant was proposed for the commercial exploitation of the research results. The facilities for the production technology were identified and their cost estimates were obtained from equipment fabricators and suppliers. The economic study showed positive net present values (NPV) at 7.5% and 100% capacity utilisation. This indicates that the research result may lead to a successful innovation if appropriate funding, management and business strategy are employed for its exploitation. (C) 1997 Elsevier Science Ltd. All rights reserved. RP Ilori, MO, OBAFEMI AWOLOWO UNIV,TECHNOL PLANNING & DEV UNIT,IFE,NIGERIA. CR *FMI, 1986, IND POL NIG AU T, 1983, ENG EC CAPITAL INVES DEGARMO EP, 1979, ENG EC DELAMARE RF, 1990, MANUFACTURING EC IKORI MO, 1996, FOOD REV INT, V12, P4 ILORI MO, 1991, TECHNOVATION, V11, P27 ILORI MO, 1996, MBAA TECHNICAL Q, V33, P39 ILORI MO, 1996, TECHNICAL Q RAIDER MC, 1983, ENG ECON, V28, P101 SULIVAN WC, 1975, ENG ECON, V27, P95 NR 10 TC 3 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD NOV-DEC PY 1997 VL 17 IS 11-12 BP 715 EP 721 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA YK092 UT ISI:A1997YK09200009 ER PT J AU Roy, R Riedel, JCKH TI Design and innovation in successful product competition SO TECHNOVATION LA English DT Article AB This paper presents results from a project entitled 'MArket Demands that Reward Investment in Design' (MADRID). Among other aims, MADRID seeks to identify the contribution of design and innovation to product competitiveness in different markets. The paper provides a conceptual analysis of the role of design and innovation in product competition. The concepts are employed to conduct an analysis of a sample of new and redesigned products using data from a previous study on the 'Commercial Impacts of Design' (CID). CID was a study of over 220 design and product development projects in British SMEs which had received government financial support for design. The key conclusions from this re-analysis of the CID data are: In commercially successful product development projects more attention had been paid than in the loss-making projects to genuine product improvements rather than just styling or cost reduction. Commercially successful product development projects involved a multidimensional approach to design with a focus on product performance, features and build quality and where relevant, technical or design innovation. Loss-making projects tended;to involve a narrow often styling-oriented, approach to design with more attention paid to cost reduction than to performance, quality and innovation. (C) 1997 Elsevier Science Ltd. RP Roy, R, OPEN UNIV,FAC TECHNOL,DESIGN INNOVAT GRP,MILTON KEYNES MK7 6AA,BUCKS,ENGLAND. CR *CONS ASS, 1995, WHICH DEC, P38 *CONS ASS, 1995, WHICH JUN, P42 *CONS ASS, 1996, WHICH NOV, P39 *DTI CBI, 1993, INNOVATION BEST PRAC *HOUS LORDS SEL CO, 1991, INN MAN IND SESS 199, V1 BERGER S, 1989, SCI AM, V260, P21 BRUCE M, 1995, J MARKETING MANAGEME, V11, P403 BUZZELL RD, 1987, PIMS PRINCIPLES LINK COX J, 1989, INNOVATION IND STREN FREEMAN C, 1992, EC HOPE ESSAYS TECHN PETERS T, 1995, DESIGN SUM, P18 PETERS T, 1995, PURSUIT WOW PORTER ME, 1990, COMPETITIVE ADVANTAG POTTER S, 1991, BENEFITS COSTS INVES RIEDER JCK, 1996, P 8 INT FOR DES MAN ROTHWELL R, 1983, DESIGN EC ROLE DESIG, P11 ROTHWELL R, 1984, DESIGN POLICY DESIGN ROY R, 1990, DESIGN MANAGEMENT HD, P49 ROY R, 1993, DESIGN STUDIES, V14, P171 ROY R, 1996, WP18 OP U DES INN GR ROY R, 1997, P RES WORKSH 1997 DE STOUT DK, 1977, INT COMPETITIVENESS UGHANWA DO, 1989, ROLE DESIGN INT COMP UTTERBACK JM, 1994, MASTERING DYNAMICS I WALSH V, 1992, WINNING BY DESIGN TE WRAY GR, 1991, P I MECH ENG B-J ENG, V205, P153 NR 26 TC 5 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD OCT PY 1997 VL 17 IS 10 BP 537 EP 548 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA YE836 UT ISI:A1997YE83600001 ER PT J AU Janszen, FHA Vloemans, MPF TI Innovation and the materials revolution SO TECHNOVATION LA English DT Article ID TECHNICAL CHANGE AB This article deals with the present scientific revolution in materials engineering, the resulting inter-material competition and the effects on more traditional material suppliers, such as the steel industry. The changing rules of competition in the materials arena are discussed and the key forces behind this trend are identified. A theoretical framework is provided, consisting of negative and reinforcing feedback loops that act as drivers behind future industry change. It is argued, on the basis of empirical support, that corporate innovation is subjected to a dynamic set of (f)actors in today's business environment. The management of R&D will have to address the total dynamic system in order to ensure future effectiveness. (C) 1997 Elsevier Science Ltd. RP Janszen, FHA, ERASMUS UNIV ROTTERDAM,ROTTERDAM SCH MANAGEMENT,DEPT MANAGEMENT TECHNOL & INNOVAT,POB 1738,NL-3000 DR ROTTERDAM,NETHERLANDS. CR *IISI, 1989, INT COMP EC AN GEN T ABERNATHY WJ, 1975, OMEGA, V3, P639 ASHBY MF, 1987, PHILOS T ROY SOC A, V322, P393 BARTON DL, 1992, STRATEGIC MANAGEMENT, V13, P111 CHRISTMAS I, 1994, DEV NEW BUSINESS E E DOSI G, 1982, RES POLICY, V11, P147 EASTERLING K, 1988, TOMORROWS MAT FOSTER R, 1986, INNOVATION ATTACKERS GORDON JE, 1976, NEW SCI STRONG MAT O HAMEL G, 1994, COMPETING FUTURE HARTLEY J, 1993, MAT REVOLUTION MOTOR HOGAN WT, 1994, STEEL 21 CENTURY COM JANSZEN FHA, 1995, ADVISERING INNOVATIE KAOUNIDES L, 1990, IDS B, V2, P16 KODAMA F, 1991, EMERGING PATTERNS IN LUDVIGSEN KE, 1995, AUTOMOTIVE ENG NOV, P51 MARCUM JM, 1990, INT J MAT PRODUCT TE, V5 PAVITT K, 1984, RES POLICY, V13, P343 PORTER ME, 1990, COMPETITIVE ADVANTAG WALSH MP, 1993, TRANSPORTATION GLOBA YANAGIDA H, 1995, TECHNOLOGYS NEW HORI NR 21 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD OCT PY 1997 VL 17 IS 10 BP 549 EP 556 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA YE836 UT ISI:A1997YE83600002 ER PT J AU Khare, A TI Strategic advantages of good supplier relations in the Indian automobile industry SO TECHNOVATION LA English DT Article AB This paper deals with supplier relationships in the Indian automobile industry. Here I have attempted to draw attention to the strategic advantages being generated by the Indo-Japanese collaboration, Maruti Udyog Limited (MUL), due to effective management of supplier relationships. Having Suzuki Motors as its collaborator, MUL's strategy is very much like the Japanese company's. In general, it could be said that the Japanese method is giving good results for MUL as the Indian market slowly opens up to international competition. MUL can depend on its suppliers whom it has groomed over the last 12-13 years while countering competition. The paper goes further, to analyse the similarities and the dissimilarities between the Indian and the Japanese situations. Given these differences and similarities in the Indian and Japanese situations and supplier relations management, the paper highlights some points which go a long way in establishing sound business relationships. (C) 1997 Elsevier Science Ltd. RP Khare, A, RYUKOKU UNIV,KYOTO,JAPAN. CR 1996, BUSINESS WEEK 0724 KAMATH RR, 1994, HARVARD BUSINESS NOV OHSONO T, 1995, CHARTING JAPANESE IN SWAMY SA, 1993, TRADE IND JAPAN GUID NR 4 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD OCT PY 1997 VL 17 IS 10 BP 557 EP 568 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA YE836 UT ISI:A1997YE83600003 ER PT J AU Hsiao, TC TI Capability development and management of R&D professionals in a developing context, Taiwan SO TECHNOVATION LA English DT Article ID INDIVIDUAL-DIFFERENCES; RESEARCH SCIENTISTS; D PERSONNEL; PERFORMANCE AB This paper examines how Confucian moral values concerning personality have influenced the motivation for achievement among the dual ladder of R&D professionals in a developing context, namely Taiwan. The basic premise is that the trait of personality is a fundamental basic for achievement motivation and is influenced by the philosophical foundations and value systems of the society in which it is found. This study uses a self-developed inventory (the Confucian Personality inventory) to identify different types of personality in order to analyze the differences among R&D professionals in Chinese society. In pursuing an investigation of professionals from twelve representative R&D institutions in Taiwan, the following conclusions were drawn: (1) One cannot neglect the cultural factors when analyzing managerial problems, especially for art old and civilized country such as China. (2) Due to Confucian influence, the Chinese value system regarding personality is quite unfavourable for exercising management of R&D institutions. (3) The Confucian personality type has an important implication for the management of R&D professionals in Taiwan. (C) 1997 Elsevier Science Ltd. RP Hsiao, TC, NATL SUN YAT SEN UNIV,DEPT BUSINESS MANAGEMENT,KAOHSIUNG 80424,TAIWAN. CR *TAIW GIO, 1996, IN NEXT CENT PLAN BU *TAIW GIO, 1996, M EC CHALL WINN STRA *TAIW MOEA, 1995, TECHN DEV 1994 *TAIW NSC, 1995, IND SCI TECHN REP CH ALLEN TJ, 1986, R&D MANAGE, V16, P185 ALLEN TJ, 1995, R&D MANAGE, V25, P129 BADAWY M, 1982, DEV MANAGERIAL SKILL GRATTON L, 1987, R&D MANAGE, V17, P87 HELMREICH RL, 1978, JSAS CATALOG SELECTE, V8, P35 HICKS GL, 1983, EURO ASIAN BUSINESS, V3 HICKS GL, 1983, EURO ASIAN BUSINESS, V4 HILL RE, 1993, J ENG TECHNOLOGY MAN, V10, P265 HOFSTEDE G, 1988, ORGAN DYN, V16, P4 HOFSTEDE G, 1991, CULTURES ORG SOFTWAR HOLLAND JL, 1973, MAKING VOCATIONAL CH HUANG S, 1987, STUDY RELATIONSHIP A KAHN H, 1979, WORLD EC DEV 1979 KAO RHF, 1991, P 4 INT C COMP MAN K, P164 KIRTON MJ, 1987, R D MANAGE, V17, P163 LEGGE J, 1985, CHINESE CLASSICS, V1 LEGGE J, 1985, CHINESE CLASSICS, V2 LIEN C, 1996, SCALING PEAK GLOBAL LIU AH, 1991, P 4 INT C COMP MAN K, P171 NEUFELDT V, 1994, WEBSTERS NEW WORLD D PAYNE R, 1987, R&D MANAGE, V17, P153 TUININGA EJ, 1990, R&D MANAGE, V20, P139 TURPIN T, 1995, R&D MANAGE, V25, P141 NR 27 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD OCT PY 1997 VL 17 IS 10 BP 569 EP 581 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA YE836 UT ISI:A1997YE83600004 ER PT J AU Sohal, AS TI Computerised parts traceability: an implementation case study SO TECHNOVATION LA English DT Article AB This case study examines the planning and implementation of a computerised parts traceability system at Nippondenso (Australia), a large automotive parts manufacturer located in Melbourne, Australia. The paper discusses the associated planning and training, hardware and software selection, implementation problems and benefits achieved from the implementation. Factors critical to successful implementation are also identified. In early 1990 the Australian car manufacturers demanded that Nippondenso fully identify and trace every component to assure product quality A five-year plan for computer integrated manufacture (CIM) was developed by Nippondenso (Australia), with an initial emphasis on gaining full traceability of products. The computerised system put in place enables the identification of all incoming goods, direct requisition of those goods from computer terminals at the shop floor and recording of all work and processes used in manufacture. The manufacturing history of every finished product is then stored and is both precise and complete. In addition to a higher level of quality assurance through traceability of faulty parts, Nippondenso (Australia) has gained significant savings from better stock handling and production management. Accurate information regarding work-in-progress and inventory levels greatly aids decision making and has reduced lead times. (C) 1997 Elsevier Science Ltd. RP Sohal, AS, MONASH UNIV,FAC BUSINESS & ECON,DEPT MANAGEMENT,POB 197,CAULFIELD,VIC 3145,AUSTRALIA. CR CHENG MJ, 1994, INT J OPER PROD MAN, V14, P4 COOPER R, 1988, HARVARD BUSINESS SEP, P96 FOSTER G, 1988, J COST MANAGEMENT, V1, P4 IMAI M, 1986, KAIZEN KEY JAPANS CO SAMSON D, 1993, INT J HUMAN FACTORS, V3, P135 NR 5 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD OCT PY 1997 VL 17 IS 10 BP 583 EP 591 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA YE836 UT ISI:A1997YE83600005 ER PT J AU Baruk, J TI Innovativeness of Polish enterprises in the initial period of system transformation SO TECHNOVATION LA English DT Article AB Since 1989, the Polish economy has been transformed to a market economy. Innovations are one of the key instruments of system change and economic development. The main aim of this article is to find the answer to the question of to what degree the system changes implemented in the Polish economy have influenced art increase of innovativeness in enterprises. These considerations are based on the results of a research questionnaire on the innovativeness of Polish industry; carried out by the Central Statistical Office of Poland among 2430 firms belonging to both the public and the private sector. For this analysis, the enterprises were divided according to which sector they belonged to and then into four groups labelled small, middle-sized, large and very large. The research did not confirm the current opinion that the innovativeness of the private sector was bigger than that of the public sector, because in fact the innovative activity of the public sector was larger. Nor was there any confirmation of the opinion that small enterprises showed larger innovativeness. It may be stated that the system changes started in 1989 did not influence the increase in innovativeness of Polish enterprises in any explicit way. (C) 1997 Elsevier Science Ltd. RP Baruk, J, MARIE CURIE SKLODOWSKA UNIV,MANAGEMENT & MKT INST,PL MARII CURIE SKLODOWSKIEJ 5,PL-20031 LUBLIN,POLAND. CR BARUK J, 1992, INNOWACJE CZYNNIKIEM BARUK J, 1994, WIADOMOSCI STATYSTYC, V2, P11 BARUK J, 1994, WIADOMOSCI STATYSTYC, V5, P13 BARUK J, 1994, WIADOMOSCI STATYSTYC, V6, P17 BARUK J, 1994, WIADOMOSCI STATYSTYC, V7, P10 CZUPIAT J, 1994, EKONOMIKA INNOWACJI DRUCKER PF, 1986, INNOVATION ENTREPREN FREEMAN C, 1982, EC IND INNOVATION JANASZ W, 1993, INNOWACJE JAKO CZYNN, P134 KOTLER P, 1978, MARKETING MANAGEMENT MANSFIELD E, 1968, IND RES TECHNOLOGICA NAPIERALA M, 1976, POSTEP TECHNICZNO OR SZWEDOWSKI S, 1986, POLITYKA EKONOMIKA P WHITFIELD PR, 1979, INNOWACJE W PRZEMYSL NR 14 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 1997 VL 17 IS 9 BP 477 EP 489 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA XX567 UT ISI:A1997XX56700001 ER PT J AU Vedovello, C TI Science parks and university-industry interaction: geographical proximity between the agents as a driving force SO TECHNOVATION LA English DT Article AB This paper concerns the links established between industry and university, and the expectation that science parks will strengthen their linkages. It concentrates on the analysis of these links through a case study of a single British science park. It focuses on the argument, extensively used by advocates of the science park mechanism, that geographical proximity between universities and firms will facilitate and strengthen the links between these partners. The fieldwork is based on personal interviews conducted through questionnaires addressed to (i) the park management; (ii) a sample of firms located on the park; and (iii) a sample of host university researchers. The study examines a wide range of possible links in three broad categories concerned with (i) informal links, (ii) human resources links and (iii) formal links. Through a comparative analysis provided by data related to links established with other universities (from the firms' side) and other firms (front the researchers' point of view), it is shown that geographical proximity between the partners is not an important influence - or a driving force - on the existence or strength of links, at least for those related to the reseal-ch activity (formal category of links), established between university and industry. (C) 1997 Elsevier Science Ltd. RP Vedovello, C, UNIV ABERTA,DEPT ORG & MANAGEMENT ENTERPRISES,RUA FERNAO LOPES, 9-1 ESQUERDO,P-1000 LISBON,PORTUGAL. CR *OECD, 1984, IND U NEW FORMS COOP *OECD, 1987, SCI PARKS TECHN COMP *OECD, 1990, UNPUB U ENT REL OECD *OECD, 1993, BAS SCI TECHN STAT AYDALOT P, 1988, HIGH TECHNOLOGY IND BALAZS K, 1994, SCI PUBL POLICY, V21, P109 BELL E, 1993, TECHNOL ANAL STRATEG, V5, P307 CASTELLS M, 1994, TECHNOPOLES WORLD MA COHEN J, 1991, INNOVATION TECHNOPOL FAULKNER W, 1994, RES POLICY, V23, P673 FAULKNER W, 1995, KNOWLEDGE FRONTIERS GIBBONS M, 1974, RES POLICY, V3, P220 GODDARD J, 1994, U ADVANTAGE U COMMUN JONES ADW, 1985, SCI PARKS INNOVATION, P32 KLEVORICK AK, 1995, RES POLICY, V24, P185 LUGER MI, TECHNOLOGY GARDEN RE MASSEY D, 1992, HIGH TECH FANTASIES MATTHIAS P, 1986, REPORT WORKING PARTY MILLER R, 1987, GROWING NEXT SILICON MONCK CSP, 1988, SCI PARKS GROWTH HIG NELSON RR, 1993, NATL INNOVATION SYST, P3 ROSENBERG N, 1994, RES POLICY, V23, P323 VEDOVELLO C, 1995, THESIS SPRU U SUSSEX WESTHEAD P, 1994, ASSESSMENT FIRMS LOC NR 24 TC 14 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 1997 VL 17 IS 9 BP 491 EP 502 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA XX567 UT ISI:A1997XX56700002 ER PT J AU Fredriksen, O Olofsson, C Wahlbin, C TI Are venture capitalists firefighters? A study of the influence and impact of venture capital firms SO TECHNOVATION LA English DT Article AB This paper explores the question of the influence and impact of venture capitalists on the development of portfolio companies. Influence on the portfolio companies in various aspects - as perceived both by venture capitalists and by managers of portfolio companies - is analysed against both parties' perceptions of economic development and other aspects of the development so far, and their-subjective outcome. It is found that influence tends to be perceived as either low or high, and that high influence is associated with better development in some noneconomic aspects but not in economic development. The two parties have the same view of development, but the subjective outcome has been perceived as higher by the managers of portfolio companies than by the venture capitalists when influence is high. The results are consistent with a hypothesis that venture capitalists are 'firefighters' that allocate their scarce time to portfolio companies with problems. (C) 1997 Elsevier Science Ltd. C1 SWEDISH UNIV AGR SCI,UPPSALA,SWEDEN. JONKOPING UNIV,JONKOPING,SWEDEN. RP Fredriksen, O, LINKOPING UNIV,LINKOPING,SWEDEN. CR BROPHY DJ, 1988, FRONTIERS ENTREPRENE, P339 BYGRAVE WD, 1989, FRONTIERS ENTREPRENE, P288 CHERIN A, 1988, FRONTIERS ENTREPRENE, P341 EHRLICH SB, 1994, J BUS VENTURING, V9, P67 FREDRIKSEN O, 1987, AFFARSVARLDEN, V21, P35 FREDRIKSEN O, 1990, FRONTIERS ENTREPRENE, P251 FREDRIKSEN O, 1991, FRONTIERS ENTREPRENE, P435 GORMAN M, 1986, FRONTIERS ENTREPRENE, P414 KLOFSTEN M, 1985, AFFARSVARLDEN, V39, P70 MACMILLAN IC, 1988, J BUSINESS VENTURING, V4, P27 MINTZBERG H, 1973, NATURE MANAGERIAL WO OLOFSSON C, 1985, FRONTIERS ENTREPRENE, P191 OLOFSSON C, 1985, RISKKAPITALET OCH MI ROSENSTEIN J, 1988, J BUSINESS VENTURING, V3, P159 ROSENSTEIN J, 1993, J BUS VENTURING, V8, P99 SAPIENZA HJ, 1989, FRONTIERS ENTREPRENE, P245 SAPIENZA HJ, 1989, THESIS U MARYLAND TIMMONS JA, 1986, J BUSINESS VENTURING, V1, P161 TYEBJEE TT, 1984, MANAGE SCI, V30, P1051 YUKL GA, 1989, LEADERSHIP ORG NR 20 TC 4 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 1997 VL 17 IS 9 BP 503 EP 511 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA XX567 UT ISI:A1997XX56700003 ER PT J AU Ottosson, S TI Pilot your organization using cash flow planning with frequent feedback SO TECHNOVATION LA English DT Article AB For enterprises which are growing, developing products or facing tough competition, cash flow is often a limiting factor which determines their success or failure. This article is based on action research in a small enterprise with liquidity shortage whose sales grew at a rare of 20% while R&D amounted to 15% and profits to 8% of turnover From the investigation it appeared that the most important managing/financial activity consisted of weekly cash flow planning with frequent feedback Discrepancies between estimates and outcomes suggested what action was to be taken. Some benefits of continuous liquidity planning include better knowledge of revenue and expenses, better total quality, greater personnel involvement, better liquidity, smaller inventory, better earning capacity, and so forth. In the article a model for continuous liquidity planning is presented based on the study's findings. (C) 1997 Elsevier Science Ltd. RP Ottosson, S, HALMSTAD UNIV,BOX 823,S-30118 HALMSTAD,SWEDEN. CR ANDERSSON J, 1995, 522 FHS LINK U BRATT P, 1986, CASH MANAGEMENT SPEC, P27 DERNROTH J, 1993, LEVERANTORERNAS KRED GIEROW A, 1988, REGELBUNDNA STUDIER, P6 GREENWOOD DJ, 1993, HUM RELAT, V46, P175 HANKS GF, 1984, MANAGEMENT ACCOUNTIN KINSERDAL A, 1980, BEDRIFTSEKONOMEN LARSSON CG, 1987, HALSOKONTROLL FORETA LUNDQUIST Y, 1987, ENKLA ATGARDER OVERR, P20 MCGRAIL GR, 1978, MANAGERIAL PLANNING MCMULLAN WE, 1996, TECHNOVATION, V16, P515 RYLANDER L, 1995, GROWTH CO START PHAS WRAMSBY G, 1993, FORETAGETS FINANSIEL NR 13 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 1997 VL 17 IS 9 BP 513 EP 520 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA XX567 UT ISI:A1997XX56700004 ER PT J AU Nwoye, MI TI The role of the private sector in the promotion of young entrepreneurship in Nigeria SO TECHNOVATION LA English DT Article AB Within the past few decades, Nigeria's search for economic relief has often compelled her to employ several strategies of varying dimension to achieve the desired objectives through development of the public sector. Bur the impact of these strategies has not been far reaching in developing entrepreneurship because of the numerous political and economic determinants that hale bedevilled the country's public sector. This paper argues that if the public enterprise there operated and managed more effectively and efficiently, its contribution to the country's economic development would have been far greater than it is currently. Disappointingly, the public sector tends to be rather slow; bureaucratic and without clear objectives; there are also issues of corruption and mismanagement. The private sector; on the other hand, is considered to be more dynamic, innovative and result oriented. This has led to the conclusion in this paper that the private sector is the major engine of growth in promoting young entrepreneurship, given the enabling environment. (C) 1997 Elsevier Science Ltd. RP Nwoye, MI, UNIV BENIN,BURSARY DEPT,PMB 1154,BENIN CITY,NIGERIA. CR 1993, ECONOMIST 0821 *CENTR BANK NIG, 1994, STAT B, V5 *IFC, 1996, BUILD PRIV SECT AFR *UBA, 1992, MONTHL BUS EC DIG, V15 *WORLD BANK, 1992, WORLD TABL GRIFFIN RW, 1984, MANAGEMENT, CH22 JONES E, 1981, SOCIAL EC STUDIES, V30 NWOYE MI, 1994, SMALL BUSINESS ENTER OTOIDE LE, 1989, UNPUB LARGE SCALE FI SCHATZ SP, 1977, IND DEV NIGERIA PATT WINTZBERG H, 1973, NATURE MANAGERIAL WO YALOKWU PO, 1986, NIGERIAN J BUSINESS, V2 NR 12 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 1997 VL 17 IS 9 BP 521 EP 528 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA XX567 UT ISI:A1997XX56700005 ER PT J AU Brady, T Rush, H Hobday, M Davies, A Probert, D Banerjee, S TI Tools for technology management: an academic perspective SO TECHNOVATION LA English DT Article ID PROJECT AB The value of management tools is occasionally brought into question. They are sometimes seen as some form of crutch which managers deploy instead of thinking creatively. This paper attempts to clarify the nature of management tools and argues a case for their appropriate use, The paper distinguishes between tools and company procedures or systems and explores some new categorisations, Focusing specifically oil technology management tools, the paper looks at where different tools have come from, and provides examples from industry, government and consultancy companies. The role academics can play in their development is explored, with the paper arguing that they are in a rare position to impartially scrutinise and evaluate existing tools as well as contribute to the development of new tools to solve unusual and complex problems. (C) 1997 Elsevier Science Ltd. C1 UNIV BRIGHTON,BRIGHTON BN2 4AT,E SUSSEX,ENGLAND. CR *DTI IFS, 1994, COMP MAN PRACT APPR ABETTI PA, 1989, LINKING TECHNOLOGY B BOOZ A, 1982, NEW PRODUCT MANAGEME BRADY T, 1995, TOOLS MANAGEMENT INN BURGLEMAN RA, 1995, STRATEGIC MANAGEMENT COOPER RG, 1979, J MARKETING, V43, P93 COOPER RG, 1992, J PROD INNOVAT MANAG, V9, P113 CRUICKSHANK CM, 1995, TECHNOLOGY MANAGEMEN DUSSUAGE P, 1992, STRATEGIC TECHNOLOGY FAGERBERG J, 1988, EC J, V98 FRANKO L, 1989, STRATEGIC MANAGEMENT, V10 FREEMAN C, 1994, HDB IND INNOVATION, P78 FRENCH WL, 1990, ORG DEV BEHAV SCI IN FUSFIELD A, 1980, MANAGEMENT RES INNOV, P151 GARVIN DA, 1993, HARVARD BUSINESS JUL, P78 GEROSKI P, 1993, RAND J EC, V24 HILL T, 1994, MANUFACTURING STRATE JENKINS S, 1995, BRIT ACAD MANAGEMENT KETELHOLM W, 1996, FINANCIAL TIMES M 20 LIBERATORE M, 1994, DECISION SCI, V24, P953 LILIEN G, 1989, IEEE T ENG MANAGEMEN, V36 MCGRATH ME, 1992, PRODUCT DEV SUCCESS MILLS J, 1995, MANUFACTURING STRATE MOGEE ME, 1993, IEEE T ENG MANAGE, V40, P410 PROBERT DR, 1997, DEV MAKE BUY STRATEG ROTHWELL R, 1974, RES POLICY, V3, P258 ROUSSEL PA, 1991, 3 GEN R D MANAGING L SCHMIDT RL, 1992, IEEE T ENG MANAGE, V39, P189 SENGE PM, 1990, SLOAN MANAGE REV, V7, P7 STATA R, 1989, SLOAN MANAGE REV, V30, P63 NR 30 TC 6 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD AUG PY 1997 VL 17 IS 8 BP 417 EP 426 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA XR015 UT ISI:A1997XR01500001 ER PT J AU Vonortas, NS Xue, L TI Process innovation in small firms: case studies on CNC machine tools SO TECHNOVATION LA English DT Article ID TECHNOLOGY; IMPLEMENTATION; DIFFUSION AB This paper reports the results of a study on the implementation of process innovations, and the benefits thereof, in a sample of small metalworking firms in a mid-Atlantic region of the US. No firm experienced serious organizational or technical problems in making substantial investments in CNC technologies and implementing them effectively. One reason for this discrepancy may be that the firms that were interviewed have had prior experience with CNC. The most compelling reason for introducing process innovations was the pressure exerted by large sophisticated customers with whom the interviewed firms have had long-term relationships. The implication is that government policies aiming at assisting small manufacturers to modernize should not overlook the strong 'pull' effect of the markets targeted by these manufacturers. (C) 1997 Elsevier Science Ltd. RP Vonortas, NS, GEORGE WASHINGTON UNIV,CTR INT SCI & TECHNOL POLICY,WASHINGTON,DC 20052. CR 1989, AM MACHINIST NOV BESSANT J, 1988, RES POLICY, V17, P349 BJORNANDERSEN N, 1985, MAN MACHINE INTERACT CARLSSON B, 1992, 9208 CAS W RES U DEP COOPER RB, 1990, MANAGE SCI, V36, P123 DEAN JW, 1987, DECIDING INNOVATE FI DEAN JW, 1990, J ENG TECHNOLOGY MAN, V7, P129 DUCHARME LM, 1992, SCI PUBL POLICY, V19, P393 EASON KD, 1985, MAN MACHINE INTERACT EASON KD, 1988, INFORMATION TECHNOLO EASON, 1990, EVALUATION HUMAN WOR EDQUIST, 1988, FLEXIBLE AUTOMATION GARSOMBKE TW, 1989, J SMALL BUSINESS OCT, P34 GOODMAN PS, 1991, J ENG TECHNOL MANAGE, V8, P261 KELLEY MR, 1991, TECHNOL FORECAST SOC, V39, P103 KOHLER C, 1991, J MANUF SYST, V10, P21 KWON TH, 1987, CRITICAL ISSUES INFO LEFEBVRE E, 1995, TECHNOVATION, V15, P511 LEFEBVRE LA, 1991, R&D MANAGE, V21, P241 LEONARDBARTON D, 1988, RES POLICY, V17, P251 MANSFIELD E, 1968, IND RES TECHNOLOGICA MANSFIELD E, 1977, PRODUCTION APPLICATI MOHR LB, 1982, EXPLAINING ORG BEHAV NASBETH L, 1974, DIFFUSION NEW IND PR RAY GF, 1989, RES POLICY, P18 RUXTON W, 1990, P TECHN TRANSF SOC 1 SCHROEDER DM, 1989, J SMALL BUSINESS MAN, P1 SHAPIRA P, 1990, ISSUES SCI TECHN FAL, P49 SHAPIRA PJ, 1992, FEDERAL STATE COLLAB SUN HY, 1994, INT J HUM FACTOR MAN, V4, P23 SWAMIDASS PM, 1990, J MANUF SYST, V9, P181 TIPPETT DD, 1992, ENG MANAGEMENT J, V4, P23 TYRE MJ, 1991, RES POLICY, V20, P57 VONHIPPEL E, 1988, SOURCES INNOVATION VOSS CA, 1988, RES POLICY, V17, P15 WESTIN AF, 1985, CHANGING WORKPLACE G XUE L, 1992, EMPIRICAL ANAL MANUF NR 37 TC 3 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD AUG PY 1997 VL 17 IS 8 BP 427 EP 438 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA XR015 UT ISI:A1997XR01500002 ER PT J AU Kharbanda, VP Jain, A TI Indigenisation and technological change at the firm level - the case of the black and white TV picture tube SO TECHNOVATION LA English DT Article ID TECHNICAL CHANGE; INDUSTRY; MARKET AB The study analyses the technological change process at the firm level by taking a case study of the black and white TV picture tube technology, in India. The process of absorption and adaptation of imported technologies has been examined in three different firms. The study shows that the public sector firm has been very effective in building up indigenous technological capability, i.e. 'technoware' and 'humanware', and the subsequent diffusion of technology and expert manpower. However because of weak 'orgaware', efficiency was low and thus the firm could not compete in the market place. in contrast, 'Firm B', managed by an NRI entrepreneur, could perform better because of strong management of the orgaware, and thus dominated the market. The study confirms that the 'learning by doing' process at the shop floor helps to a gl-ent extent in the absorption and adaptation of imported technologies. It is concluded that, along with efforts at in-house R&D, sustained strong linkages have to be built up at the firm level with national RED institutions and laboratories in order to compete in the international market. (C) 1997 Elsevier Science Ltd. RP Kharbanda, VP, NATL INST SCI TECHNOL & DEV STUDIES,NEW DELHI 110012,INDIA. 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It is, however, in doubt to what extent this concern for the environment ever translates into a change in everyday buying behaviour. An attempt has been made to clarify the situation using a combination of psychological, demographic and situational variables. Psychological variables studied are: innovativeness and adaptiveness as identified by KAI (Kirton's Adaption-innovation Inventory), and involvement measured by Zaichowsky's PII (Personal Involvement Inventory). Demographic and situational factors include variables such as price, gender, age, availability. Personal interviews generated data from 148 respondents. The results indicate that the psychological and situational variables studied are important as far as environmentally friendly behaviour is concerned. it is seen that environmentally friendly behaviour correlates significantly with innovativeness. Involvement scores have been very low and are not statistically significant with any of the variables studied. This indicates that consumers are not yet involved enough in these issues. Further analysis emphasises this point. Consumers are willing to pay a higher price for environmentally friendly products bur are not ready to go out of their way to look for such products. Availability of these products has been rated much higher than price. (C) 1997 Elsevier Science Ltd. RP Bhate, S, UNIV SUNDERLAND,SCH BUSINESS,ST PETERS CAMPUS,SUNDERLAND SR6 0DD,ENGLAND. CR 1990, ECONOMIST 0407, P117 1993, ENV NEWSLETTER JAN 1994, INDEPENDENT 0927 *EUR, 1990, GREEN CONS REP *MARK RES GREAT BR, 1990, GREEN CONS MARK, V31, P19 ARCURY TA, 1987, SEX ROLES, V16, P463 BORDEN RJ, 1978, J PERS, V46, P190 BUTTEL FH, 1978, ENVIRON BEHAV, V39, P433 EYSENCK HJ, 1969, MODELS MAN FOXALL G, 1986, EUR J MARKETING, V20, P63 FOXALL GR, 1987, FOOD MARKETING, V3, P19 FOXALL GR, 1991, PERCEPT MOTOR SKILL, V72, P195 FOXALL GR, 1993, EUROPEAN J MARKETING, V27 FOXALL GR, 1993, J ECON PSYCHOL, V14, P33 FOXALL GR, 1993, TECHNOVATION, V13, P311 GOLDSMITH RE, 1984, J PSYCHOL, V117, P159 GOLDSMITH RE, 1989, ADAPTORS INNOVATORS, P37 HENION EK, 1980, ADV CONSUM RES, V8, P624 KASSARJIAN HH, 1971, J MARKETING, V35, P61 KINNEAR TC, 1973, J MARKETING RES, V10, P191 KINNEAR TC, 1974, J MARKETING, V38, P20 KIRTON MJ, 1976, J APPL PSYCHOL, V61, P622 KIRTON MJ, 1989, ADAPTORS INNOVATORS MALTHUS T, 1986, GREAT EC KEYNES, P141 MARTIN B, 1995, MARKETING INTELLIGEN, V13, P16 MIDGLEY DF, 1978, J CONSUM RES, V4, P229 MINTEL, 1989, GREEN CONSUMER MITCHELL AA, 1981, ADV CONSUM RES, V8, P31 MUDD S, 1990, TECHNOVATION, V10, P119 OTTOMAN J, 1994, BRANDWEEK, V35 PEATTIE K, 1992, GREEN MARKETING M E PEATTIE K, 1994, EUROPEAN MANAGEMENT, V12, P216 PETTY RD, 1981, ADV CONSUM RES, V8, P20 PRESTON IL, 1970, J Q, V47, P287 PROTHERO A, 1992, J MARKETING MANAGEME, V2 PROTHERO A, 1993, PERSPECTIVES MARKETI, V3 ROGERS EM, 1983, DIFFUSION INNOVATION ROTHSCHILD ML, 1974, COMMUN RES, V1, P264 SAMDAHL DM, 1989, ENVIRON BEHAV, V21, P57 SCHAHN J, 1990, ENVIRON BEHAV, V22, P767 SCHLEGELMILCH BB, 1994, THEORY APPL, V5, P348 SCHUHWERK ME, 1995, J ADVERTISING, V24 SHRUM LJ, 1995, J ADVERTISING, V24 SMITH G, 1990, MARKETING RES TODAY, V18 TISSER P, 1994, AM DEMOGRAPHICS, V16 VANDERMOLEN PP, 1989, ADAPTORS INNOVATORS VANLIERE KD, 1980, PUBLIC OPIN QUART, V44, P181 VANLIERE KD, 1981, ENVIRON BEHAV, V13, P651 VINING J, 1990, ENVIRON BEHAV, V33, P39 WEBSTER FE, 1975, J CONSUM RES, V33, P39 WHEATLEY M, 1993, GREEN BUSINESS MAKIN WRIGHT PL, 1974, PUBLIC OPIN QUART, V38, P192 ZAICHKOWSKY JL, 1985, J CONSUM RES, V12, P341 ZIKMUND WG, 1971, J MARKETING, V35, P34 NR 54 TC 4 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD AUG PY 1997 VL 17 IS 8 BP 457 EP 465 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA XR015 UT ISI:A1997XR01500004 ER PT J AU Vesper, K McMullan, E TI New venture scholarship versus practice: when entrepreneurship academies try the real thing as applied research SO TECHNOVATION LA English DT Article AB Whether entrepreneurship as an academic subject is a liberal art or a professional field can be argued. Either case can be constructed logically, but only the professional case can be tested empirically. This investigation attempts empiricism. After many years of study in the field of entrepreneurship each of the authors undertook a venture. One was a very small venture, book publishing; the other, a fairly large venture, chemical manufacturing. Neither venture, at this point, is a clear success or failure. But in the history of both can be seen better and poorer decisions. To evaluate the utility of scholastic entrepreneurship knowledge on these decisions, a conceptual scheme is imposed which allows exploration of how either the possession or the lack of knowledge, both academic and industrial, helped or hindered venturing performance. Inferences are drawn about further inquiry that would contribute useful academic knowledge to would-be entrepreneurs. (C) 1997 Elsevier Science Ltd. RP Vesper, K, UNIV WASHINGTON,SEATTLE,WA 98195. NR 0 TC 2 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 1997 VL 17 IS 7 BP 349 EP 358 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA XN260 UT ISI:A1997XN26000001 ER PT J AU Panda, H Ramanathan, K TI Technological capability assessment as an input for strategic planning: case studies at Electricite de France and Electricity Generating Authority of Thailand SO TECHNOVATION LA English DT Article ID SUSTAINABLE COMPETITIVE ADVANTAGE; RESOURCE-BASED VIEW; INTANGIBLE RESOURCES; CORE CAPABILITIES; INDUSTRY; FIRM AB In the present era of rapid technological change, technological aspects need to be explicitly considered in strategic planning. One such aspect is the evaluation of the strengths and weaknesses with respect to a firm's technological capability. Existing methodologies for technological capability assessment tend to be very general and do not focus on critical elements that constitute the technological capability of a firm. This paper suggests a comprehensive methodology and illustrates it through case studies of two firms in the electricity utility sector, namely the Electricity Generating Authority of Thailand (EGAT) and Electricite' de France (EDF). The two case studies, based on the proposed methodology, show how the technological capability profile of both these firms can be developed and draw attention not only to areas of strength but also to those that are weak and need improvement. On the basis of such findings several strategic implications have been highlighted in the case of EDF and EGAT Existing strategic planning literature does not elaborate adequately upon the use of technological capability assessments in the planning framework. This paper attempts to make a contribution in this regard as well. The two case studies also draw attention to the fact that there are important endogenous and exogenous factors which contribute to technological capability development. These include: technology used by the company; company culture; organization size; company strategy; the level of learning; intelligence gathering activities; size of the economy and growth rate; financial and fiscal policies of government; and factor market conditions. fn conclusion, it is pointed out that the proposed approach can also be used, with suitable adaptations, for studying other firms in the manufacturing sector. (C) 1997 Elsevier Science Ltd. C1 ASIAN INST TECHNOL,SCH MANAGEMENT,BANGKOK 10501,THAILAND. CR AAKER DA, 1989, CALIF MANAGE REV, V31, P91 ABETTI PA, 1991, INT J TECHNOLOGY MAN, P40 ANSOFF HI, 1988, CORPORATE STRATEGY BARNEY J, 1991, J MANAGE, V17, P99 BELL M, 1984, TECHNOLOGICAL CAPABI, P187 BLACK JA, 1994, STRATEGIC MANAGE J, V15, P131 BOGAERT I, 1994, COMPETENCE BASED COM BOGNER WC, 1994, COMPETENCE BASED COM BUCHELE RB, 1962, CALIFORNIA MANAG FAL, P5 BURGELMAN RA, 1988, STRATEGIC MANAGEMENT CAMP RCB, 1989, BENCHMARKING SEARCH COLLIS DJ, 1991, STRATEGIC MANAGE J, V12, P49 COLLIS DJ, 1995, HARVARD BUSINESS JUL, P118 DELEO F, 1994, COMPETENCE BASED COM FOMBRUN C, 1990, STRATEGIC HUMAN RESO GHOSHAL S, 1991, STRATEGIC MANAGE J, V12, P17 GLAUTIER MWE, 1991, ACCOUNTING THEORY PR GOODMAN RA, 1994, TECHNOLOGY STRATEGY GRANT RM, 1991, CALIF MANAGE REV, V33, P114 GRANT RM, 1991, CONT STRATEGY ANAL, P99 HALL R, 1992, STRATEGIC MANAGE J, V13, P135 HALL R, 1993, STRATEGIC MANAGE J, V14, P607 HALL R, 1994, COMPETENCE BASED COM HAMEL G, 1989, HARVARD BUS REV, V67, P63 HAMEL G, 1994, COMPETENCE BASED COM HAX AC, 1990, STRATEGIC PLANNING M HITT MA, 1985, STRATEGIC MANAGE J, V6, P273 ITAMI H, 1992, STRATEGIC MANAGE J, V13, P119 JOHNSON G, 1993, EXPLORING CORPORATE, P40 KLAVANS R, 1994, COMPETENCE BASED COM KLEIN JA, 1994, COMPETENCE BASED COM KOTLER P, 1991, MARKETING MANAGEMENT LADO AA, 1994, ACAD MANAGEMENT REV, V19 LALL S, 1992, WORLD DEV, V20, P165 LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111 LONG C, 1995, ORG DYNAMICS SUM, P7 MILES LD, 1961, TECHNIQUES VALUE ANA MILLER JG, 1992, BENCHMARKING GLOBAL NORMANN R, 1993, HARVARD BUSINESS JUL, P65 PANDA H, 1995, TECHNOLOGY MANAGEMEN, V2 PANDA H, 1996, TECHNOVATION, V16, P561 PETERAF MA, 1993, STRATEGIC MANAGE J, V14, P179 PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1985, COMPETITIVE ADVANTAG PRAHALAD CK, 1991, HARVARD BUSINESS MAY, P79 PRAHALAD CK, 1994, STRATEGIC MANAGEMENT, V15, P15 ROOS J, 1992, EUROPEAN MANAGEMENT, V10 RUMELT RP, 1994, COMPETENCE BASED COM SCHOEMAKER PJH, 1992, SLOAN MANAGE REV, V34, P67 SERCOVICH FC, 1988, 22EWP WEP ILO SLATTER SP, 1980, LONDON BUSINESS SCH, P18 STALK G, 1992, HARVARD BUSINESS MAR, P57 STEINER GA, 1979, STRATEGIC PLANNING TAMPOE M, 1994, LONG RANGE PLANN, V27, P66 TEECE DJ, 1994, 949 CCC U CAL TILLES S, 1968, BUSINESS STRATEGY TORRINGTON D, 1986, PERSONNEL MANAGEMENT TURNER D, 1994, COMPETENCE BASED COM ULRICH D, 1990, ORG CAPABILITY COMPE VERY P, 1993, LONG RANGE PLANNING, V26 WALKER R, 1992, LONG RANGE PLANN, V25, P9 WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 WILD R, 1984, PRODUCTION OPERATION NR 63 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 1997 VL 17 IS 7 BP 359 EP 390 PG 32 SC Engineering, Industrial; Operations Research & Management Science GA XN260 UT ISI:A1997XN26000002 ER PT J AU Azzone, G Maccarrone, P TI The emerging role of lean infrastructures in technology transfer: the case of the Innovation Plaza project SO TECHNOVATION LA English DT Article ID UNIVERSITY-INDUSTRY RELATIONSHIPS; MANAGEMENT AB Technology transfer is becoming a critical factor in determining the speed of technological progress both of a geographical area and of industries, and in playing a critical role in long-term economic growth. For this reason, there has been a proliferation of infrastructures aimed at facilitating the diffusion of innovation both among firms and between universities and firms. Most of these structures, however, are characterised by a high percentage of fixed resources, in terms of physical assets and employees. This paper demonstrates the emerging role of more 'flexible' infrastructures, both as direct providers of services and as coordinators of existing, specialised infrastructures. The paper is structured into two sections. The first section presents a theoretical framework illustrating the different possible technology transfer patterns (in terms of kinds of source, recipients, characteristics of transferred knowledge, as well as infrastructures that should be involved). This variety of processes (each of them implying distinctive competences) inevitably leads to a proliferation of organisations, which seems to be the natural response to the need for tailored solutions. However, such structures often face serious cost troubles, mainly due to a lack of a critical mass of demand. Moreover, even in the presence of a sufficient level of demand, the ever-growing dynamics of innovation should dissuade one from allocating dedicated resources to very specialised support infrastructures, since the relative importance of the different technological competences changes rapidly and new knowledge is continuously required. What emerges from these considerations is the need for 'lean' infrastructures, characterised by a low level of fixed resources and hence bq a high capacity to adapt to sudden changes in the environmental context. The second section of the paper describes how these considerations have been used for the design of a specific technology transfer infrastructure in the biomedical industry, called the experts' network. This initiative is part of Innovation Plaza, a joint project of Politecnico di Milano and the Chamber of Commerce of Milan, aimed at facilitating the flow of scientific knowledge from Politecnico University (and its associate research centres) to small and medium enterprises (SMEs) operating in the northern regions of Italy, particularly in Lombardia. The objective of the experts' network is to provide SMEs with some preferential gateways to reach the world of academic research and gather useful information. The paper ends with an illustration of the early outcome of this particular initiative. (C) 1997 Elsevier Science Ltd. RP Azzone, G, POLITECN MILAN,DIPARTIMENTO ECON & PROD,I-20133 MILAN,ITALY. CR AZZONE G, 1995, INFRASTRUCTURE TRASF BAILETTI AJ, 1992, R&D MANAGE, V22, P145 BARON J, 1992, TECHNOVATION, V12, P323 BONACCORSI A, 1994, R&D MANAGE, V24, P229 COLTON RM, 1981, TECHNOVATION, V1, P97 CORSTEN H, 1987, TECHNOVATION, V6, P57 DEAN CW, 1981, TECHNOVATION, V1, P109 DOSI G, 1982, RES POLICY ELSHOUT J, 1995, TECHNOVATION, V15, P423 ETKOWITZ H, 1996, COST A3 INT WORKSH M FONTES M, 1995, TECHNOVATION, V15, P497 LIYANAGE S, 1994, TECHNOVATION, V14, P641 MIAN SA, 1994, TECHNOVATION, V14, P515 NELSON RR, 1982, EVOLUTIONARY THEORY ONIDA F, 1992, DISTRETTI IND CRISI REBENTISCH ES, 1995, J ENG TECHNOL MANAGE, V12, P1 SANCHEZ AM, 1995, TECHNOVATION, V15, P613 SCOTT WR, 1989, RISE TRAINING PROGRA SEATON RAF, 1993, TECHNOVATION, V13, P45 SENKER J, 1996, COST A3 INT WORKSH M TAN RR, 1995, TECHNOVATION, V15, P407 TROTT P, 1995, TECHNOVATION, V15, P25 VANDENKRONENBER.H, 1994, WORKSH R D MAN TWENT VANDIERDONCK R, 1990, RES POLICY, V19, P551 WALSH V, 1995, TECHNOVATION, V15, P303 WEBSTER A, 1996, COST A3 INT WORKSH M NR 26 TC 3 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 1997 VL 17 IS 7 BP 391 EP 402 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA XN260 UT ISI:A1997XN26000003 ER PT J AU Wahla, N Tither, D Ahmed, W Whitaker, D TI Preliminary results from a market analysis of the two-stroke combustion engine industry SO TECHNOVATION LA English DT Article AB Market research results from groups based in the university sector can often make a significant contribution to knowledge and perspectives related to complex international industrial sectors. This is particularly true when these groups have strong linkage to the industry in question and the market research forms part of a wider research programme which involves the science and engineering of the product base under investigation. Preliminary results are therefore presented from research focused on a market analysis of the two-stroke engine industry by members of a group which is concentrating its effort in this area of the combustion engine industry. The results are intended to introduce the work in progress and to highlight several aspects which form the core of the study including application areas, patent activity and industrial company identification. (C) 1997 Elsevier Science Ltd. RP Wahla, N, MANCHESTER METROPOLITAN UNIV,DEPT CHEM,STROKE THEMAT NETWORK COORDINAT CTR 2,CHESTER ST,MANCHESTER M1 5GD,LANCS,ENGLAND. CR AHERN S, 1996, RBITAL COMBUSTION PR ARTLEY R, 1996, COMMUNICATION ASHLEY C, 1996, AUTOMOT ENG, V21, P14 BOSTOCK P, 1974, 2 STROKE ENG RECENT CHEMIN B, 1995, HONDA EXPT 2 STROKE DURET P, 1996, 2 STROKE THEMATIC NE IYER L, 1996, CO PROFILE PIAGGIO V TITHER D, 1994, TECHNOVATION, V14, P283 TITHER D, 1996, 2 STROKE THEMATIC NE WHITAKER D, 1995, P ASM C CLEV OH OCT NR 10 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 1997 VL 17 IS 7 BP 403 EP 408 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA XN260 UT ISI:A1997XN26000004 ER PT J AU Reitan, B TI Fostering technical entrepreneurship in research communities: Granting scholarships to would-be entrepreneurs SO TECHNOVATION LA English DT Article AB Experiences from a public measure with the aim of fostering technical entrepreneurship are presented. The measure - a scholarship programme is positioned at the preparation stage of a new business formation process, with the aim of achieving high quality preparation. The target groups are scientists and academics who want to establish a new venture in a high-tech field. The programme has not been as huge a success as expected. It is not appropriate according to the criteria of realism, complementarity and compatibility. Assessing the success of the established new technology-based firms (NTBFs), we find that in quantitative terms the programme has to be categorized as a success. The start-up rate is 89%, the survival rate 73.7% and the 'commercial utilization rate' 82.8%. However, in qualitative terms, the programme is not too successful. Most of the NTBFs do not contribute substantially to employment. Considering their turnover and net income before taxes, most of the firms are small and unprofitable. For the public fostering of technical entrepreneurship at universities and research institutions, the implications are that they have to attach great importance to creating an environment supportive of technical entrepreneurship. The role of the incubator is very important for both the short-run and long-run success of NTBFs. The university or research institution as an incubator can, when playing a proper role, reduce some problems NTBFs experience later and thus strengthen their qualitative performance. (C) 1997 Elsevier Science Ltd. RP Reitan, B, NORWEGIAN UNIV SCI & TECHNOL,FAC SOCIAL SCI & TECHNOL MANAGEMENT,N-7034 TRONDHEIM,NORWAY. CR COOPER AC, 1985, J BUSINESS VENTURING, V1 DASGUPTA P, 1994, RES POLICY, V23, P487 EKELUND T, 1989, 739 RES POL GROUP FEESER HR, 1989, J BUS VENTURING, V4, P429 FISCHER MM, 1988, SMALL MEDIUM SIZE EN FOTHERGILL S, 1982, UNEQUAL GROWTH URBAN HJELDE AK, 1988, 742 RES POL GROUP JAKOBSEN L, 1992, HOJTEKNOLOGISKE IVAE KEEBLE D, 1986, NEW FIRMS REGIONAL D KEEBLE DE, 1988, NEW TECHNOLOGY BASED LOUIS SK, 1989, ADM SCI Q, V34, P11 OAKEY R, 1991, INT SMALL BUSINESS J, V9, P30 REITAN B, 1994, C P OCCASIONAL PAPER, V3 ROBERTS EB, 1991, ENTREPRENEURS HIGH T ROTHWELL R, 1982, INNOVATION SMALL MED ROTHWELL R, 1985, REINDUSTRIALIZATION STOREY D, 1982, ENTREPRENEURSHIP SMA TEECE DJ, 1986, RES POLICY, V15, P285 WAAGO SJ, 1993, 43 NORW I TECHN WAAGO SJ, 1993, UNPUB TAKE OFF NTH WEATHERSTON J, 1993, IND HIGH ED DEC, P235 NR 21 TC 5 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUN PY 1997 VL 17 IS 6 BP 287 EP 296 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA XJ079 UT ISI:A1997XJ07900001 ER PT J AU Beaumont, NB Schroder, RM TI Technology, manufacturing performance and business performance amongst Australian manufacturers SO TECHNOVATION LA English DT Article ID BENEFITS; ROAD AB In 1994, the Australian Manufacturing Council completed a comprehensive survey of Australian manufacturers. The survey sought information on elements of manufacturing strategy, manufacturing practices (e.g. benchmarking and people management), manufacturing performance (quality and timeliness) and business performance (sales growth, exports and market share). An aspect of manufacturing practice was the use of advanced manufacturing technology (AMT). In this paper we report on the statistical links between the use of AMT, manufacturing performance and business performance amongst Australian manufacturers. Statistical estimates of the strength of these links depend on the assumptions made about the data. Our findings will disappoint those who hope or expect technology to be strongly associated with business success: the statistical evidence is equivocal. While noting that statistical association does not imply causation, we nevertheless suggest some plausible explanations of strong associations. More study of the ways in which human, social and organisational factors mediate the way in which technology affects organisational performance is required. (C) 1997 Elsevier Science Ltd. RP Beaumont, NB, MONASH UNIV,DEPT BUSINESS MANAGEMENT,CAULFIELD CAMPUS,POB 197,CAULFIELD,VIC 3145,AUSTRALIA. CR *AMC, 1994, LEAD WAY STUD BEST M *ING ENG, 1984, FMS REP BEATTY CA, 1992, SLOAN MANAGE REV, V33, P49 BESSANT J, 1988, RES POLICY, V17, P349 CHEN IJ, 1994, OMEGA-INT J MANAGE S, V22, P91 CHEN IJ, 1996, INT J OPERAT PRODUCT, V16, P4 DAIM T, 1995, INFORMS NAT M NEW OR DEAN JW, 1992, ORGAN SCI, V3, P203 ETTLIE, 1988, TAKING CHARGE MANUFA FINNEY JW, 1984, J HEALTH SOC BEHAV, V25, P85 GEPHART RPJ, 1983, SOCIOL PERSPECT, V26, P473 GOLDSTEIN S, 1987, A BRADLEY A B GUPTA YP, 1993, J MANUF SYST, V12, P15 JAIKUMAR R, 1986, HARVARD BUS REV, V64, P69 JAMES LR, 1984, J APPL PSYCHOL, V69, P307 LIKER JK, 1993, J ENG TECHNOL MANAGE, V10, P229 RAMAMURTHY K, 1995, IEEE T ENG MANAGE, V42, P62 SIEGEL S, 1956, NONPARAMETRIC STAT B SLAGMULDER R, 1992, INTEGRATED MANUFACTU, V3, P4 THOMAS P, 1994, INT J PROD ECON, V34, P371 VOSS CA, 1988, INT J TECHNOL MANAGE, V3, P285 WEILL P, 1990, INFORM AGE, V12, P141 WEILL P, 1991, INT J TECHNOL MANAGE, V6, P335 ZAMMUTO RF, 1992, ACAD MANAGE REV, V17, P701 NR 24 TC 6 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUN PY 1997 VL 17 IS 6 BP 297 EP 307 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA XJ079 UT ISI:A1997XJ07900002 ER PT J AU Geisler, E TI Intersector technology cooperation: Hard myths, soft facts SO TECHNOVATION LA English DT Article ID UNITED-STATES; RESEARCH CENTERS; INDUSTRY; COMPETITIVENESS; GOVERNMENT; ALLIANCES; SCIENCE; FAILURE AB Intersector or cross-sector technology cooperation has lately gained increased public and academic attention as perhaps an effective means to promote corporate global competitiveness. As empirical research continues to emerge, the widely held myths associated with such cooperation may now be challenged. This paper lists three general myths and two myths for each type of cross-sector technology cooperation: university, industry, university-government and industry-government. These myths, some positive, others negative, tend to oversimplify the causes that contribute to the success or failure of the cooperation. The paper concludes that intersector cooperation is feasible and produces some results that benefit all the cooperating parties. However, it is also a complex phenomenon that cannot and should not be reduced to overly simplistic assertions, usually encapsulated in myths about its feasibility. (C) 1997 Elsevier Science Ltd. RP Geisler, E, UNIV WISCONSIN,COLL BUSINESS & ECON,DEPT MANAGEMENT,WHITEWATER,WI 53190. CR *CARN COMM SCI TEC, 1993, SCI TECHN GOV CHANG *NAT RES COUNC, 1989, WORK ENV RES US JAP *NAT SCI FDN, 1982, U IND RES REL MYTHS *OECD, 1988, MIN TALK SCI TECHN E, P29 *TECHN TRANSF SOC, 1994, TECHN TRANSF TOOLK C BIDAULT F, 1994, R&D MANAGE, V24, P38 BLEEKE J, 1991, HARVARD BUS REV, V69, P127 BLEEKE J, 1993, COLLABORATE COMPETE BLOCK E, 1985, COMMUNICATION JAN BLOEDON R, 1994, RES TECHNOLOGY M MAR, P44 BOZEMAN B, 1991, TECHNOVATION, V11, P231 BOZEMAN B, 1994, POLICY STUD J, V22, P322 BOZEMAN B, 1995, IND PERSPECTIVES COM CAREY J, 1989, BUS WEEK, P38 DRUCKER P, 1979, SCIENCE 0525, P1110 EVELAND JD, 1985, COMMUNICATION NETWOR GALVIN R, 1995, ISSUES SCI TECHN FAL, P67 GEISLER E, 1989, COOPERATIVE RES DEV, P43 GEISLER E, 1990, INTERFACES, V20, P99 GEISLER E, 1994, TECHNOLOGY FORECASTI, V27, P189 GEISLER E, 1995, COMMERCIALIZATION TE GEISLER E, 1995, IEEE T ENG MANAGE, V42, P3 GEISLER E, 1995, OMEGA-INT J MANAGE S, V23, P281 GEISLER E, 1995, SPEC AC MAN C ORG DI GIBSON D, 1994, R D COLLABORATION TR GIBSON D, 1995, 28 ANN HAW INT C SYS GIBSON DV, 1994, IEEE T ENG MANAGE, V41, P255 GRAY D, 1986, EVALUATION REV, V10, P776 HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371 HANSTER J, 1994, RES POLICY, V23, P47 HESSELBERTH J, 1991, CHEMTECH 0512, P271 HICKS D, 1993, POLICY SCI, V26, P361 ISHIHARA S, 1991, JAPAN THAT CAN SAY N JOHNSON SB, 1984, SLOAN MANAGE REV, V25, P25 JORDE TM, 1989, CALIF MANAGE REV, V31, P25 KATZ M, 1990, BROOKINGS PAPERS EC, P132 LEI D, 1991, ORGAN DYN, V19, P44 LODGE G, 1989, CALIFORNIA MANAGEMEN, V31, P12 MANSFIELD E, 1991, RES POLICY, V20, P1 MARAZITA CF, 1991, TECHNOL FORECAST SOC, V39, P397 MCDONALD DW, 1985, RES MANAGE, V30, P38 MCHENRY KW, 1990, RES TECHNOLOGY M MAY, P40 MILES RE, 1992, CALIF MANAGE REV, V34, P53 NARIN F, 1989, SCIENCE, V2451, P600 PAPADAKIS M, 1994, J POLICY ANAL MANAG, V13, P1 PITELIS C, 1991, INT REV APPL EC, V5, P325 RADOSEVICH R, 1993, CALIF MANAGE REV, V35, P33 ROESSNER D, 1994, J TECHNOLOGY TRANSFE, V19, P59 RUBENSTEIN AH, 1994, RELATIONS U IND INTE, P5 SMITH KG, 1995, ACAD MANAGE J, V38, P7 SPENCER WJ, 1990, CALIF MANAGE REV, V32, P45 TELCH A, 1985, MANAGING HIGH TECHNO, P113 WEBSTER, 1977, WEBSTERS NEW COLLEGI WERNER J, 1991, ISSUES SCI TECHNOL, V7, P44 NR 54 TC 6 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUN PY 1997 VL 17 IS 6 BP 309 EP 320 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA XJ079 UT ISI:A1997XJ07900003 ER PT J AU Negri, L Galli, M TI Quality policies and value creation strategies in Italian manufacturing industry SO TECHNOVATION LA English DT Article AB As far as the Italian manufacturing sector is concerned, the widespread adoption of advanced managerial criteria dealing with non-price factors (essentially, tailoring and servicing), market orientation and the value-driven approach lead corporate mindsets to pay growing attention to quality improvement, the ultimate weapon to capture and maintain dominance in the market. However, the analysis of experienced quality initiatives shows that Italian small and medium sized enterprizes (SMEs) prioritize process capability improvement, thus applying appropriate techniques and operative tools, rather than re-engineering the whole company organization, focusing on interactions with the external environment (suppliers, target markets, technological networks, public bodies etc.). In this view, product quality-depending more and more on service content and relationship abilities-comes to be meaningfully affected by production systems which scarcely implement a company-wide quality control (CWQC) strategy. This weakness of Italian quality vision has heavily penalized the development df courses of action which effectively streamline working practice and increase the SMEs' competitive advantage. This paper provides a critical analysis of quality implementation in Italian industry, taking into consideration the major structural components and cultural factors which have influenced and still do, the behaviour of SMEs. Moreover, special emphasis is given to the most suitable interventions for stimulating the principle of quality enhancement and encouraging the use of operational tools in daily activity. (C) 1997 Elsevier Science Ltd. RP Negri, L, ITALIAN RES COUNCIL,CNR,OFF INNOVAT TRANSFER PATENTS TECH STAND & REGULAT,I-00159 ROME,ITALY. CR *CEN CENELEC, 1991, 45020 CENCENELEC EN AKAO Y, 1990, QUALITY FUNCTION DEP CAPLAN F, 1990, QUALITY SYSTEM SOURC CONTI T, 1992, COME COSTRUIRE QUALI FEIGENBAUM AV, 1991, TOTAL QUALITY CONTRO LEVITT T, 1980, HARVARD BUSINESS JAN, P83 TAGUCHI G, 1983, INTRO QUALITY ENG DE TOFFLER A, 1980, 3 WAVE ZEITHAMI VA, 1990, DELIVERING QUALITY S NR 9 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUN PY 1997 VL 17 IS 6 BP 321 EP 328 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA XJ079 UT ISI:A1997XJ07900004 ER PT J AU Sohal, AS TI Manufacturing reorganisation at Varian Australia: A case study on value-added management SO TECHNOVATION LA English DT Article AB This case study examines how Varian OSI in Melbourne, Australia, successfully applied management technologies, and discusses the limitations and benefits of those changes. Specific emphasis is given to the planning and implementation approaches used by Varian. The company is a lending manufacturer of quality scientific instruments. In the mid-1980s it was clear that its inventory and production management practices were unsatisfactory. Varian was limited in its production flexibility and delivery performance and so made the strategic decision to introduce the manufacturing management technologies of just-in-time (JIT) and total quality control (TQC). These technologies were implemented within a broader commitment to the concepts of value-added management (VAM). A pilot program was implemented and, following its success, the whole plant was transformed Varian OSI has successfully customised these management technologies to suit the company and has subsequently achieved significant improvements in quality, flexibility and productivity. (C) 1997 Elsevier Science Ltd. RP Sohal, AS, MONASH UNIV,DEPT MANAGEMENT,POB 197,CAULFIELD,VIC 3145,AUSTRALIA. CR GILMORE M, 1996, INT J OPER PROD MAN, V16, P4 GUPTA YP, 1994, PRODUCTION OPERATION, V3, P186 NICHOLS W, 1994, INT J OPER PROD MAN, V14, P4 SOHAL AS, 1993, INT J TECHNOL MANAGE, V8, P422 THOMAS PV, 1996, INT J OPER PROD MAN, V16, P14 NR 5 TC 2 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUN PY 1997 VL 17 IS 6 BP 329 EP 339 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA XJ079 UT ISI:A1997XJ07900005 ER PT J AU Halachmi, A Bovaird, T TI Process reengineering in the public sector: Learning some private sector lessons SO TECHNOVATION LA English DT Article ID SERVICES AB The possible applicability of business process reengineering (BPR) to organisations in the public sector is explored through analysis of the central issues in BPR and the emerging experience of organisations which have recently implemented it. In particular, the paper suggests that success of reengineering may depend critically on the strategic capability of the organisation prior to undertaking the effort. For that reason well-performing organisations are more likely to improve performance by means of BPR than are weak ones. Yet, in the public sector, it tends to be badly performing agencies which are most encouraged to undertake BPR. Knowing and understanding the reasons for success or failure of BPR in private organisations can prepare public sector managers for undertaking the effort, but each reengineering initiative must be tailored to the specific needs and circumstances of the individual agency. Public sector managers should use the widest possible definition of 'value' when analysing value-added in process reengineering and should be especially sensitive to the way in which 'value' in the public sector is differently interpreted by major stakeholders. During this learning process, public sector agencies would be well advised to be conservative in estimating gains from BPR. (C) 1997 Elsevier Science Ltd. RP Halachmi, A, TENNESSEE STATE UNIV,NASHVILLE,TN 37203. CR BOVAIRD T, 1976, CORPORATE PLANNI NOV BOVAIRD T, 1995, INT REV ADM SCI, V61, P355 CALDWELL B, 1994, INFORMATIONWEEK 0620, P50 CHAMPY J, 1995, INFORMATIONWEEK 0206, P57 DAVENPORT TH, 1990, SLOAN MANAGEMENT SUM, P11 DRUCKER P, 1990, HARVARD BUS REV, P104 GATEWOOD DR, 1995, MANAGEMENT COMPREHEN HALACHMI A, 1995, INT REV ADMINISTRATI, V16, P329 HALACHMI A, 1995, PUBLIC PRODUCTIVITY, P3 HALACHMI A, 1995, WORK STUDY, V44, P21 HALACHMI A, 1995, WORK STUDY, V44, P8 HALL G, 1993, HARVARD BUS REV, V71, P119 HAMMER M, 1993, REENGINEERING CORP M HARVEY J, 1993, TECHNOVATION, V13, P481 HEWITT F, 1996, INT RES S PUBL SERV HYDE A, 1994, WORKSH TENN STAT U N MANGANELLI RL, 1994, MANAGE REV, V1, P10 MILLER D, 1992, ICARUS PARADOX EXCEP TICHY NM, 1983, MANAGING STRATEGIC C VEASEY PW, 1994, LONG RANGE PLANN, V27, P124 WALKER AJ, 1995, PERFORMANCE IMPERATI, P121 WALSH K, 1991, PUBLIC ADMIN, V69, P503 WOMACK JP, 1994, HARVARD BUS REV, V72, P93 WREDEN N, 1995, BEYOND COMPUTING, V4, P30 NR 24 TC 5 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY PY 1997 VL 17 IS 5 BP 227 EP 235 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA XD258 UT ISI:A1997XD25800001 ER PT J AU Oldsman, ES TI Manufacturing extension centers and private consultants: Collaboration or competition? SO TECHNOVATION LA English DT Article AB The US Congress directed the National Institute of Standards and Technology (NIST)-an agency of the US Commerce Department-to establish a program to help small manufacturers improve their performance. Beginning with three centers in 1989, the NIST Manufacturing Extension Partnership (MEP) has expanded to include centers in 42 states and Puerto Rico. The manufacturing extension centers (MECs) help companies define their needs, develop an appropriate course of action, and secure needed resources to resolve identified problems. One issue that emerged early on in the program's evolution is whether MECs compete with private consultants. This study examines this question. Based on surveys of companies and consultants, the study concludes that MECs do not compete directly with private consultants. In fact, these organizations actually expand the market for consultants. Furthermore, MECs encourage greater openness of manufacturers to change, enabling them to benefit more from outside assistance. As a result, companies working with MECs are up to six rimes more likely to plan important changes in their operations, compared to similar manufacturers that have not participated in MEC programs. (C) 1997 Elsevier Science Ltd. RP Oldsman, ES, NEXUS ASSOCIATES INC,68 LEONARD ST,BELMONT,MA 02178. CR *NAT I STAND TECHN, 1995, DEL RES PROGR REP NA *NAT RES COUNC, 1993, LEARNING CHANGE OPPO EARWELL J, 1989, ALLOCATION INFORMATI LAZONICK W, 1991, BUSINESS ORGANIZATIO LURIA D, 1996, CHALLENGE, V39, P17 OLDSMAN E, 1996, RES POLICY, V25, P214 SHAPIRA P, 1990, ISSUES SCI TECHNOL, V7, P49 NR 7 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY PY 1997 VL 17 IS 5 BP 237 EP 243 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA XD258 UT ISI:A1997XD25800002 ER PT J AU Kinsella, R McBrierty, V TI Campus companies and the emerging techno-academic paradigm: The Irish experience SO TECHNOVATION LA English DT Article AB The paper identifies 'knowledge equity' as the central resource on which the competitive advantage of industry and, increasingly, of countries is based. This new perception of knowledge - embedded in intellectual capital - as a form of equity is at the heart of what we believe to be a new and distinctive paradigm shift. This 'techno-academic paradigm' - reflected for example, in the central role of campus companies in the development of the information technology sector in the United States - identifies the higher education (HE) sector both as a generator of knowledge equity and as an implicit risk sharing framework within which the full potential of campus companies can be exploited. The paper provides the first systematic evidence of a new technological entrepreneurialism within the HE sector in Ireland, as manifest in the growth of campus companies. In effect, the paper argues that the culture and focus of the HE sector is being reshaped by its new catalytic role in the generation, application and diffusion of knowledge. (C) 1997 Elsevier Science Ltd. RP Kinsella, R, UNIV ULSTER,COLERAINE BT52 1SA,LONDONDERRY,NORTH IRELAND. CR *CIRCA GROUP, 1995, COMP INT ASS ORG MAN *EU COMM, 1993, B EUROPEAN COMMUNITI, V6 *FORF, 1993, STAT INV SCI TECHN 1 KINSELLA RP, 1994, EC RAT ENH NAT SCI T MCBRIETY VJ, 1994, ROLE U SOC, P79 WALLEY P, 1995, IRELAND 21 CENTURY NR 6 TC 3 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY PY 1997 VL 17 IS 5 BP 245 EP 251 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA XD258 UT ISI:A1997XD25800003 ER PT J AU Drejer, A TI The discipline of management of technology, based on considerations related to technology SO TECHNOVATION LA English DT Article AB Based on a critical approach to the discipline of management of technology, this paper raises some questions regarding how well suited different perceptions of technology and management of technology are for managing technology in a world enriched by complexity and diversity. It is argued that state-of-the-art perceptions of technology and management of technology have evolved over the years to include more and more issues. However, three current challenges, new understanding of organisation, strategy, and management, point to a number of discussions for management of technology at this point in time. We therefore argue that a perception of technology should take into account the human aspects of technology, the irrational view of technology as socially constructed, should contribute to the new, non-hierarchical organisation, and make it possible to use the complexity and diversity of the business environment proactively. (C) 1997 Elsevier Science Ltd. RP Drejer, A, UNIV AALBORG,DEPT PROD,FIBIGERST 16,DK-9220 AALBORG,DENMARK. CR *NAT RES COUNC, 1987, MAN TECHN HIDD ADV ANSOFF HI, 1990, IMPLANTING STRATEGIC BADAWY MK, 1991, SERIES INTRO MCGRAW BESSANT J, 1990, CIM REVOLUTION PROGR, P349 BHALLA SK, 1987, EFFECTIVE MANAGEMENT BJARNO OC, 1993, PRODUCT MANAGEMENT BURGELMAN RA, 1986, INSICDE CORPORATE IN DOSI G, 1988, TECHNOLOGICAL CHANGE DREJER A, 1994, P 9 IPS RES SEM DENM, P23 DREJER A, 1995, P 10 IPS RES SEM DEN, P161 DREJER A, 1996, TECHNOL ANAL STRATEG, V8, P9 DRUCKER PF, 1985, INNOVATION ENTREPREN DUSSAGE P, 1992, STRATEGIC TECHNOLOGY EDOSOMWAN JA, 1989, INTEGRATING INNOVATI FREEMAN C, 1982, EC IND INNOVATION GAYNOR GH, 1991, ACHIEVING COMPETITIV HENRY J, 1991, MANAGING INNOVATION JAIN RK, 1990, MANAGEMENT R D ORG JONES O, 1994, INT J TECHNOLOGY MAN, V9 JUHL HC, 1988, MARKET ORIENTED TECH KEMP P, 1993, IRREPLACEABLE KIDD PT, 1991, P 6 CIM EUR C ITAL, P149 LOVERIDGE R, 1990, STRATEGIC MANAGEMENT MAACK P, 1974, TECHNOLOGICAL DEV IN MILES RE, 1978, ORG STRATEGY STRUCTU MONGER RF, 1988, MASTERING TECHNOLOGY PORTER AL, 1991, FORECASTING MANAGEME PORTER ME, 1985, COMPETITIVE ADVANTAG ROBERTS EB, 1981, GENERATING EFFECTIVE SAVAGE CM, 1990, 5 GENERATION MANAGEM STEELE LW, 1989, MANAGING TECHNOLOGY SUN H, 1993, PATTERNS ORG TECHNOL ULHOI JP, 1992, LEDELSE ERHVERVSOKON, V4, P175 URABE K, 1988, INNOVATION MANAGEMEN VOSS CA, 1988, INT J TECHNOL MANAGE, V3, P285 WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171 WHIPP R, 1985, INNOVATION AUTO IND NR 37 TC 8 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY PY 1997 VL 17 IS 5 BP 253 EP 265 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA XD258 UT ISI:A1997XD25800004 ER PT J AU Campisi, D Tesauro, C TI Telecommunication rates and territorial aggregations SO TECHNOVATION LA English DT Article ID SPATIAL-INTERACTION MODELS; TECHNOLOGIES; DIFFUSION; DYNAMICS AB The diffusion of telecommunication technologies currently represents the main component of socio-economic changes. The effects induced by innovations in telecommunication, both on the socio-economic environment and on the organisation assets in the last few years, have frequently been investigated by many researchers. This paper defines a scheme of analysis which shows the effects of telecommunication rates on spatial organisation. The scheme is based on a hierarchical spatial interaction model which is used to simulate the telecommunication flows while the existing linkages between flows are being maintained. The objective is obtained by means of a simulation procedure that enables the analysis of three rates policies to be made and the corresponding revenues to be obtained. The first rate is based on the present rate, while a second is based on a linear function of distance and the third is based on a logarithmic function of distance (such a relationship simulates a certain independence with respect to total distance). Each of these supply rates policies can define different demand assets. (C) 1997 Elsevier Science Ltd. RP Campisi, D, CNR,IST ANAL SISTEMI & INFORMAT,VIALE MANZONI 30,I-00185 ROME,ITALY. CR ANDERBERG MR, 1973, CLUSTER ANAL APPLICA BLACKMAN AW, 1974, TECHNOLOGICAL FORECA, V6, P41 CAMPISI D, 1986, SISTEMI URBANI, V2, P309 CAMPISI D, 1992, TECHNOVATION, V12, P355 CAMPISI D, 1994, INT J COMPUT APPL T, V7, P38 CLARKE M, 1981, ENVIRON PLANN A, V13, P601 FISH D, 1988, BR POLYM J, V20, P281 FISHER JC, 1971, TECHNOLOGICAL FORECA, V3, P75 HARRIS B, 1978, ENVIRON PLANN A, V10, P371 HARRIS B, 1982, ENVIRON PLANN A, V14, P823 LOMBARDO ST, 1988, CONT DEV QUANTITATIV MARCHETTI C, 1980, TECHNOLOGICAL FORECA, V18, P267 PAPADIMITRIOU CH, 1982, COMBINATORIAL OPTIMI RIJK FJA, 1983, ENVIRON PLANN A, V15, P475 SKIADAS C, 1985, TECHNOL FORECAST SOC, V27, P39 WILSON AG, 1971, ENVIRON PLANN A, V3, P1 WILSON AG, 1981, CATASTROPHE THEORY B NR 17 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY PY 1997 VL 17 IS 5 BP 267 EP 277 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA XD258 UT ISI:A1997XD25800005 ER PT J AU Omta, SWF Bouter, LM vanEngelen, JML TI Management control of biomedical research and pharmaceutical innovation SO TECHNOVATION LA English DT Article ID RESEARCH-AND-DEVELOPMENT AB This paper investigates management and organization factors which may enhance the effectiveness of biomedical research and pharmaceutical innovation. The study consists of 222 survey questionnaires returned by senior scientific staff of academic hospitals and large health research institutes in the Netherlands and the main R&D laboratories of innovative pharmaceutical companies in Europe, and 47 in-depth interviews with professors, institute directors and R&D directors. The results suggest that pharmaceutical companies are more positively engaged in consistent control than are academic research laboratories, with health research institutes taking up an intermediate position. It is concluded that a well-balanced combination of personnel, administrative and external control is needed to improve effectiveness in universities, institutes and companies alike. (C) 1997 Elsevier Science Ltd. RP Omta, SWF, UNIV GRONINGEN,FAC MANAGEMENT & ORG,POB 800,NL-9700 AV GRONINGEN,NETHERLANDS. CR ANTHONY RN, 1965, PLANNING CONTROL SYS BADAWY MK, 1988, RES TECHNOL MANAGE, V31, P19 BASBERG BL, 1987, RES POLICY, V16, P131 CAPRON H, 1994, MANAGEMENT TECHNOLOG, V4, P467 COHEN MD, 1974, LEADERSHIP AMBIGUITY DELEEUW ACJ, 1990, ORG MANAGEMENT ANAL DEWOLF P, 1987, STRUCTURE EUROPEAN I FISSCHER OAM, 1991, HDB MANAGEMENT TECHN FITZGERALD JD, 1992, R&D MANAGE, V22, P199 GAMBARDELLA A, 1992, RES POLICY, V21, P391 HAZEU CA, 1991, BELEIDSGERICHTE STUD, V25 HOPTROFF RG, 1991, IEEE, V1, P347 JANSZEN FHA, 1994, MANAGEMENT TECHNOLOG, V4, P143 JAUCH LR, 1976, RES MANAGEMENT NOV, P23 MINTZBERG H, 1983, POWER ORG MOED HF, 1992, BIBLIOMETRIC SYSTEM OMTA SWF, 1994, OMEGA-INT J MANAGE S, V22, P209 OMTA SWF, 1994, R&D MANAGE, V24, P303 OMTA SWF, 1995, CRITICAL SUCCESS FAC PAVITT K, 1988, HDB QUANTITATIVE STU REDWOOD H, 1987, PHARMACEUTICAL IND T SPIEGELROSING IS, 1977, SCI TECHNOLOGY SOC C TAGGART JH, 1993, WORLD PHARMACEUTICAL TAYLOR JB, 1994, TXB PHARMACEUTICAL M VANENGELEN JML, 1989, AFSTEMMING INFORMATI VOS R, 1989, THESIS U GRONINGEN WEICK KE, 1979, SOCIAL PSYCHOL ORG ZELDENRUST S, 1989, THESIS U AMSTERDAM NR 28 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD APR PY 1997 VL 17 IS 4 BP 167 EP 179 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA WZ864 UT ISI:A1997WZ86400001 ER PT J AU Kobayashi, A TI Principle of manufacturing: A proposed new concept SO TECHNOVATION LA English DT Article AB Although industrial society has brought abundant wealth to human life, many problems have occurred as a result. The essential purposes of manufacturing in the coming century must be seen as: to protect human life; to protect the earth, or the universe in general; to enrich human life; and to achieve world peace. This paper proposes a 'principle of manufacturing' as a new concept, required to establish a manufacturing philosophy based on a revolution in consciousness. Control of desire will be the key idea in this revolution. The revolution in manufacturing should be achieved by innovations in manufacturing technology. (C) 1997 Elsevier Science Ltd. RP Kobayashi, A, HIMEP LAB,SETAGAYA KU,1-3-15 SAKURAOKA,TOKYO,JAPAN. NR 0 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD APR PY 1997 VL 17 IS 4 BP 181 EP 187 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA WZ864 UT ISI:A1997WZ86400002 ER PT J AU Bessant, J Francis, D TI Implementing the new product development process SO TECHNOVATION LA English DT Article AB Much discussion in the new product development (NPD) literature is concerned with describing blueprints for more effective systems for managing the process. Features of the emergent pattern of good practice in NPD include cross-functional team working, early involvement, effective project management arrangements and learning systems. However, there is relatively little in the literature on the implementation question; how a particular organisation can articulate and embed the necessary behaviour patterns and accompanying structures and processes needed to make good-practice NPD work for them. This paper reports on a case study of an electronics firm designing and implementing a new NPD system. in particular, it emphasises the organisational development processes required to implement and develop ownership of the system. The paper concludes with some comments on transferring this approach to other organisations, and on research issues arising from the experience. (C) 1997 Elsevier Science Ltd. RP Bessant, J, UNIV BRIGHTON,CTR RES INNOVAT MANAGEMENT,BRIGHTON BN2 4AT,E SUSSEX,ENGLAND. CR BESSANT J, 1996, TECHNOLOGY ANAL STRA CARTER CF, 1957, IND TECHNICAL PROGR COOPER R, 1988, WINNING NEW PRODUCTS COOPER RG, 1994, J PROD INNOVAT MANAG, V11, P3 COYNE W, 1996, UK INNOVATION LECT L CRAWFORD C, 1991, NEW PRODUCTS MANAGEM FRANCIS D, 1994, STEP STEP COMPETITIV FREEMAN C, 1982, EC IND INNOVATION FRENCH W, 1990, ORG DEV BEHAV SCI IN GARVIN DA, 1993, HARVARD BUSINESS JUL, P78 GEORGHIOU L, 1986, POSTINNOVATION PERFO GIDDENS A, 1984, CONSTITUTION SOC JANIS I, 1989, CRUCIAL DECISIONS LE JOHNE A, 1988, SUCCESSFUL NEW PRODU LAWRENCE PR, 1967, ORG ENV MANAGING DIF LEONARDBARTON D, 1992, SLOAN MANAGEMENT FAL LILIEN GL, 1989, IEEE T ENG MANAGE, V36, P3 MAHAJAN V, 1992, J PROD INNOVAT MANAG, V9, P128 MAIDIQUE MA, 1985, RES POLICY, V14, P299 MONDEN Y, 1983, TOYOTA PRODUCTION SY MORGAN G, 1986, IMAGES ORG NAYAK P, 1986, BREAKTHROUGHS LEADER NELSON RR, 1982, EVOLUTIONARY THEORY NONAKA I, 1991, HARVARD BUSINESS NOV PAVITT K, 1991, BRIT J MANAGE, V2, P41 PENTLAND BT, 1994, ADMIN SCI QUART, V39, P484 ROTHWELL R, 1992, R&D MANAGE, V22, P221 SENGE P, 1990, 5 DISCIPLINE SMITH P, 1991, DEV PRODUCTS HALF TI SOUDER W, 1994, MANAGING NEW TECHNOL STALK G, 1990, COMPETING TIME BASED THOMAS R, 1993, NEW PRODUCT DEV MANA WHEELWRIGHT S, 1992, REVOLUTIONISING PROD WINTER S, 1986, HDB BEHAV EC, A WOMACK J, 1991, MACHINE CHANGED WORL NR 35 TC 4 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD APR PY 1997 VL 17 IS 4 BP 189 EP 197 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA WZ864 UT ISI:A1997WZ86400003 ER PT J AU Irani, Z Sharp, JM TI Integrating continuous improvement and innovation into a corporate culture: A case study SO TECHNOVATION LA English DT Article ID FIRMS AB Continuous improvement, as the name implies, adopts an approach to improving organisational performance, with small incremental steps, over time. in this approach, it is not the size of each step which is important but the likelihood that the improvements will be ongoing. Many companies are now complementing continuous improvement with innovation, which is seen as the successful exploitation of new ideas, and there appears to be a clear synergy between these two philosophies when integrated under an appropriate corporate culture. In this paper, the authors describe a case study of a small/medium subcontract jobbing shop situated in the industrial heart of North West England. The paper explains how, despite considerable setbacks and hardship, the company managed to keep its continuous improvement ideas and 'best practice' beliefs intact throughout the UK recession of the early 1990s. The paper goes on to describe the corporate culture within which an approach to continuous improvement and innovation has allowed the entire workforce to continue their quest for total quality. (C) 1997 Elsevier Science Ltd. RP Irani, Z, UNIV SALFORD,RES INST DESIGN MANUFACTURE & MKT,SALFORD M5 4WT,LANCS,ENGLAND. CR *BOARD ROOM REP, 1993, MOST PRIZ ASS *BRIT STAND I, 1987, 5750 BSI *DEP TRAD IND, 1993, UK ENT MAN 90S, P53 ARMSTRONG M, 1989, BE EVEN BETTER MANAG BATES KA, 1995, MANAGE SCI, V41, P1565 BENSON J, 1994, PRODUCTION INVENTORY, V35, P79 BURLTON R, 1995, AM PROGRAMMER, V8, P24 COLEMAN WE, 1993, PERS PSYCHOL, V46, P893 COOPER RG, 1995, J PROD INNOVAT MANAG, V12, P374 DONNELLY W, 1995, P 30 ANN C BRIT PROD, P185 GRIFFIN A, 1995, SLOAN MANAGE REV, V36, P87 HARMON P, 1995, REENGINEERING BUSINE HOBSON S, 1993, BENCHMARKING SURVEY IMAI M, 1986, KAIZEN KEY JAPANS CO INNESS J, 1994, ACHIEVING SUCCESSFUL INURRITEGUI UE, 1995, P 11 NAT C MAN RES U, P524 IRANI Z, 1995, THESIS U SALFORD UK IRANI Z, 1996, P 13 IR MAN C IREL 4 JEFFREYS S, 1989, IND COMPUTING JAN KITCHEN A, 1989, P 24 ANN C BRIT PROD, P45 KITCHEN A, 1995, P 30 ANN C BRIT PROD, P23 KRAFT P, 1990, PLAT SURF FINISH, V77, P16 MADU CN, 1996, INT J QUALITY RELIAB, V13, P7 OAKLAND JS, 1994, TOTAL QUALITY MANAGE WILEMON D, 1991, IEE T ENG MANAGEMENT, V38, P101 NR 25 TC 3 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD APR PY 1997 VL 17 IS 4 BP 199 EP 206 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA WZ864 UT ISI:A1997WZ86400004 ER PT J AU Pyka, A TI Informal networking SO TECHNOVATION LA English DT Article ID RESEARCH-AND-DEVELOPMENT; COOPERATION AB Modern technical solutions are characterized by an increased interrelatedness between heterogeneous actors and knowledge fields. No single firm can keep pace with the development of all relevant technologies. Therefore, firms must have access to external knowledge sources. Informal networks or cooperative environments are an organizational device for external learning. In the paper the master-equation approach is applied to model the evolution of an informal network. Using this method we can totally dispense with the rigorous assumption of perfect rationality that is usually employed when modelling cooperative behaviour. Our results show that under a regime where technology is of major importance, know-how sharing and the emergence of informal networks is possible via self-organization (C) 1997 Elsevier Science Ltd. RP Pyka, A, UNIV AUGSBURG,UNIV STR 16,D-86135 AUGSBURG,GERMANY. CR ALLEN RC, 1983, J ECON BEHAV ORGAN, V4, P1 AMENDOLA M, 1988, INNOVATIVE CHOICE AOKI M, 1992, FINANCE ENTERPRISE AXELROD R, 1984, EVOLUTION COOPERATIO CABALLERO RI, 1993, 4370 NBER CABON ML, 1995, EARIE C JUAN LES PIN CARLSSON B, 1989, IND DYNAMICS CHESNAIS F, 1996, TECHNOLOGICAL COLLAB CLARK N, 1987, LONG RUN EC EVOLUTIO COOMBS R, 1988, TECHNICAL CHANGE EC DAHMEN E, 1990, IND DYNAMICS DEFRAJA G, 1993, INT J IND ORGAN, V2, P139 DODGSON M, 1994, HDB IND INNOVATION DODGSON M, 1996, TECHNOLOGICAL COLLAB EGER P, 1995, OKONOMIE GESELLSCHAF, V11 ELIASSON G, 1995, GEN PURPOSE TECHNOLO FAULKNER W, 1996, TECHNOLOGICAL COLLAB FOLSTER S, 1995, RES POLICY, V24, P403 FORAY D, 1995, STANDARDS INNOVATION FORAY D, 1995, TECHNICAL CHANGE WOR FREEMAN C, 1988, TECHNICAL CHANGE EC FREEMAN C, 1991, RES POLICY, V20, P499 FUSFIELD HI, 1985, HARVARD BUS REV, V6, P160 GEROSKI PA, 1995, EC APPROACHES INNOVA GIERER G, 1981, JB NATL STATISTIK, V196, P309 HAGEDOORN J, 1990, PERSPECTIVES IND ORG HAKANSSON H, 1988, COOPERATIVE STRATEGI, P369 HAKEN H, 1990, SYNERGETIK EINFUHRUN HARABI N, 1995, CHANNELS R D SPILLOV HENDERSON R, 1990, ADM SCI Q, V35, P19 HUTTER M, 1994, EVOLUTIONARY NEOSCHU IRWIN DA, 1994, J POLIT ECON, V102, P1200 JAGGER N, 1989, INFORMATIONAL INT CO KOBAYASHI K, 1995, NETWORKS ACTION EC H KODAMA F, 1992, HARVARD BUSINESS JUL, P70 LEVIN RC, 1987, BROOKINGS PAPERS EC, V3, P783 MACDONALD S, 1992, INT J TECHNOL MANAGE, V7, P49 MALERBA F, 1992, EC INNOVATION NEW TE, V2, P49 MALERBA F, 1992, TECHNOLOGY WELFARE N MANSFIELD E, 1985, J IND ECON, V34, P217 MODY A, 1993, J ECON BEHAV ORGAN, V20, P151 MOKYR J, 1990, LEVER RICHES NELSON RR, 1982, EVOLUTIONARY THEORY NELSON RR, 1988, TECHNICAL CHANGE EC NELSON RR, 1992, TECHNOLOGY WEALTH NA NIOSI J, 1996, TECHNOLOGICAL COLLAB PRIGOGINE I, 1993, TIME CHAOS QUANTUM R QUINTAS P, 1995, RES POLICY, V24, P325 SCHRADER S, 1991, RES POLICY, V20, P153 VONHIPPEL E, 1989, IND DYNAMICS WATKINS TA, 1991, RES POLICY, V20, P87 WEISE P, 1987, EUROPEAN J POLITICAL, V3, P351 WEISE P, 1992, EXPLAINING PROCESS C WEISE P, 1993, JAHRB NATL STAT, V211, P159 WILLINGER M, 1988, TECHNICAL CHANGE EC WOECKENER B, 1992, JAHRB NATL STAT, V210, P412 ZUSCOVITCH E, 1995, NETWORKS ACTION EC H NR 57 TC 6 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD APR PY 1997 VL 17 IS 4 BP 207 EP 220 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA WZ864 UT ISI:A1997WZ86400005 ER PT J AU Hill, T Westbrook, R TI Linking technological innovations to strategic needs SO TECHNOVATION LA English DT Article AB Manufacturing technology developments need to be aligned with business needs. A UK government scheme to facilitate this linkage was carried out by contracted consultants in a series of companies. The initial task was to conduct a market needs review, so that the appropriate manufacturing developments to support those needs could be made. The authors 'shadowed' several of these company initiatives, and four typical cases are described to illustrate the type of work done by consultants in such situations. In each case different types of inadequacy made it difficult to link the market review to technology development needs. These types of inadequacy are discussed, and some possible explanations are suggested. (C) 1997 Elsevier Science Ltd. RP Hill, T, LONDON BUSINESS SCH,SUSSEX PL,REGENTS PK,LONDON NW1 4SA,ENGLAND. CR BABBAR S, 1990, INT J OPER PROD MAN, V10, P42 BADIRU AB, 1990, JUSTIFICATION METHOD, P17 BOER H, 1990, INT J OPER PROD MAN, V10, P5 CHEN IJ, 1996, INT J OPERAT PRODUCT, V16, P4 HILL TJ, 1993, MANUFACTURING STRATE MEREDITH JR, 1987, J MANUF SYST, V6, P1 MEREDITH JR, 1987, J MANUF SYST, V6, P75 SAMBASIVARAO KV, 1995, INT J OPER PROD MAN, V15, P43 SKINNER W, 1969, HARVARD BUSINESS MAY, P136 SKINNER W, 1974, HARVARD BUSINESS MAY, P113 SKINNER W, 1992, MANUFACTURING STRATE, P13 SWEENEY MT, 1994, INT J OPER PROD MAN, V14, P4 VOSS CA, 1986, INT J OPER PROD MAN, V6, P17 VOSS CA, 1995, INT J OPER PROD MAN, V15, P5 NR 14 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAR PY 1997 VL 17 IS 3 BP 109 EP 117 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA WT045 UT ISI:A1997WT04500001 ER PT J AU Liu, XL White, RS TI The relative contributions of foreign technology and domestic inputs to innovation in Chinese manufacturing industries SO TECHNOVATION LA English DT Article ID R-AND-D; PATENTS; FIRMS; LAG AB Data from 29 Chinese manufacturing industries over five years were used to test the relative importance of traditional predictors of innovative output compared to borrowing of foreign technology. We find on the basis of the proportion of new product sales to total sales, that the most innovative industries couple investments in both R&D personnel and technology imports rather than relying on either input alone. These findings suggest that, in developing economies, innovation is driven by the synergy between investment in absorptive capacity (most importantly, their R&D personnel) and investment in sources of new knowledge (foreign technology). (C) 1997 Elsevier Science Ltd. C1 STATE SCI & TECHNOL COMMISS,NATL RES CTR SCI & TECHNOL DEV,BEIJING 100038,PEOPLES R CHINA. CR ACS ZJ, 1988, AM ECON REV, V78, P678 AMSDEN AH, 1989, ASIAS NEXT GIANT S K AMSDEN D, 1994, TECHNOVATIONB, V3, P111 BALDWIN WL, 1982, MARKET STRUCTURE TEC COHEN WM, 1990, ADMIN SCI QUART, V35, P128 HALL BH, 1986, INT ECON REV, V27, P265 JAFFE AB, 1986, AM ECON REV, V76, P984 JEFFERSON G, 1993, RES QUANTITATIVE TEC, V4, P35 KAMIEN MI, 1975, J ECON LIT, V13, P1 KAMIEN MI, 1982, MARKET STRUCTURE INN MANSFIELD E, 1971, RES INNOVATION MODER PAKES A, 1980, ECON LETT, V4, P377 PAKES A, 1985, J POLIT ECON, V93, P390 RAVENSCRAFT D, 1982, APPLIED EC, V14, P603 SCHERER FM, 1982, REV ECON STAT, V64, P627 SCHMOOKLER J, 1966, INVENTION EC GROWTH SCHUMPETER JA, 1942, CAPITALISM SOCIALISM NR 17 TC 7 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAR PY 1997 VL 17 IS 3 BP 119 EP 125 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA WT045 UT ISI:A1997WT04500002 ER PT J AU Wallmark, JT TI Inventions and patents at universities: The case of Chalmers University of Technology SO TECHNOVATION LA English DT Article AB Demands for increased relevance of university research to society needs have stimulated interest in inventions at universities and raised questions about the proper balance between basic research and applied research at universities. Inventions from Chalmers University in the form of more than 400 patents, 1943-1994, are presented and the patent output is compared to that from other universities and from industry. The rate of inventing has increased sixfold in the period and is now showing a tendency to taper off at 15-20 new patents per year. The inventors are undergraduate students (8%), postgraduate students (33%), and professors (60%). The roles of professors and students are reversed with regard to starting spin-off companies. About 50% of the university patents have been used for start-up of new spin-off companies and for supporting their growth, while the other 50% have gone to established non-spin-off industry. The most prestigious US universities have an output of patents per capita which is more than twice as high (MIT, CalTech). The patent intensity (output of patents in relation to R&D) in Swedish industry is comparable to that at Chalmers. The economic value of the patents has been estimated on the basis of employment (turnover) in the spin-off companies. A general idea of the economic impact of the patents may be obtained from the fact that direct spin-off manufacturing companies with products protected by patents have contributed about 10% as many new jobs (70 each year) as the output of graduates from the university (700 per year). For all spin-off companies together the figure is estimated to be about 50% (350 per year). The results constitute a good basis for the many different actions the university may take to support an increased output of inventions. At the same time they offer a convenient means of measuring the efficiency of these actions. (C) 1997 Elsevier Science Ltd. RP Wallmark, JT, CHALMERS UNIV TECHNOL,S-41296 GOTHENBURG,SWEDEN. CR BASBERG BL, 1987, RES POLICY, V16, P131 BOWERS LJ, 1994, SRA-J SOC RES ADMIN, V25, P5 GRILICHES Z, 1990, J ECON LIT, V28, P1661 MCQUEEN DH, 1982, TECHNOVATION, V1, P305 PRICE DJD, 1963, LITTLE SCI BIG SCI ROBERTS EB, 1991, ENTREPRENEURS HIGH T SHOCKLEY W, 1957, P IRE, V45, P279 THAYER AM, 1992, CHEM ENG NEWS, V70, P17 WALLMARK JT, 1991, RES POLICY, V20, P325 WALLMARK JT, 1991, TECHNOLOGY CO GLOBAL WALLMARK JT, 1995, INTELLECTUAL PROPERT WEINER C, 1986, TECHNOL REV, V89, P32 NR 12 TC 12 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAR PY 1997 VL 17 IS 3 BP 127 EP 139 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA WT045 UT ISI:A1997WT04500003 ER PT J AU MacPherson, AD TI The role of external technical support in the innovation performance of scientific instruments firms: Empirical evidence from New York State SO TECHNOVATION LA English DT Article ID PRODUCT AB This paper examines the role of external technical support in the innovation performance of New York State (NYS) manufacturing firms. Survey data from a sample of 81 companies in the scientific instruments sector are presented. The results suggest that innovation performance (successful product development) varies considerably across the state's major regions. Part of this variability can be traced to the uneven geographic distribution of external technological resources. The implications of these patterns for the commercial prospects of NYS manufacturing firms are explored. The paper concludes with a brief discussion of the broader implications of the research findings for other industrial nations. (C) 1997 Elsevier Science Ltd. RP MacPherson, AD, SUNY BUFFALO,DEPT GEOG,CANADA US TRADE CTR,BUFFALO,NY 14261. CR *US BUR CENS, 1995, US COUTN BUS PATT 19 *US DEP COMM, 1995, US GLOB TRAD 1995 20 *US GEN ACC OFF, 1995, MAN EXT PROGR MAN VI ACS ZJ, 1994, MANAGERIAL DECISION, V15, P131 BESSANT J, 1995, RES POLICY, V24, P97 BRITTON JNH, 1993, INT J URBAN REGIONAL, V17, P559 CALANTONE RJ, 1993, R&D MANAGE, V23, P337 CHANDRA B, 1992, THESIS U BUFFALO BUF CHANDRA B, 1994, ENTREP REGION DEV, V6, P145 CHRISMAN JJ, 1995, ENTREPRENEURSHIP REG, V7, P143 COLE S, 1989, FLEXIBLE MANUFACTURI COOPER RG, 1987, R&D MANAGE, V17, P175 FELDMAN M, 1994, N AM M REG SCI ASS N FELDMAN MP, 1994, ANN ASSOC AM GEOGR, V84, P210 FREEMAN C, 1991, RES POLICY, V20, P499 HAOUR G, 1992, R&D MANAGE, V22, P177 HARRINGTON JW, 1989, ENVIRON PLANN A, V21, P65 JAFFE AB, 1989, AM ECON REV, V79, P957 JONESEVANS D, 1995, ENTREP REGION DEV, V7, P21 LEFEBVRE LA, 1991, R&D MANAGE, V21, P241 MACPHERSON A, 1995, ENTREP REGION DEV, V7, P329 MALECKI EJ, TECHNOLOGY EC DEV DY MALECKI EJ, 1993, GEOGRAFISKA ANN B, V75, P131 MALECKI EJ, 1994, INT REGIONAL SCI REV, V16, P119 OCONNOR K, 1996, ANN M ASS AM GEOGR C OFARRELL PN, 1995, REG STUD, V29, P111 PORTER ME, 1990, COMPETITIVE ADVANTAG ROTHWELL R, 1977, ENGINEERING OCT, P838 ROTHWELL R, 1989, ENTREP REGION DEV, V1, P275 ROTHWELL R, 1991, R&D MANAGE, V21, P125 ROTHWELL R, 1991, TECHNOVATION, V11, P93 ROTHWELL R, 1992, R&D MANAGE, V22, P221 SHAPIRA P, 1995, ENTREP REGION DEV, V7, P63 SMALLBONE D, 1993, ENTREP REGION DEV, V5, P279 TYSON D, 1993, PHYSICS WORLD JAN, P57 VONHIPPEL E, 1988, SOURCES INNOVATION NR 36 TC 2 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAR PY 1997 VL 17 IS 3 BP 141 EP 151 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA WT045 UT ISI:A1997WT04500004 ER PT J AU Ilori, MO Irefin, IA TI Technology decision making in organisations SO TECHNOVATION LA English DT Article AB This paper reviews theories of decision making and relates these to decision making processes concerning innovation or technology adoption in organisations. Technology decision making is like a relay race in which a set of players is involved. The decision is the baton which passes from one set of players (proponents) to the others (senior managers and corporate management). Unlike a proper relay race, the baton may be dropped at any stage as a result of many factors, and the race becomes terminated before it gets to the final stage (adoption). Technology decision is made under an environment which is a mixture of certainty, uncertainty, risk and pressure. To achieve successful innovation decision making, a combination of rational-analytical, intuitive-emotional and behavioural-political approaches as well as social components are required on the part of the champions or the proponents - bath in the public and private sectors. In some organisations an office of innovation consisting of people from various units of the organisation, is created to reduce the rigour of the decision making process. (C) Elsevier Science Ltd. RP Ilori, MO, OBAFEMI AWOLOWO UNIV,TECHNOL PLANNING & DEV UNIT,IFE,IFE,NIGERIA. CR ADUBIFA A, 1990, TECHNOLOGY POLICY NI AJU A, 1994, IND TECHNOLOGICAL IN, P156 ANDERSON DR, 1991, INTRO MANAGEMENT SCI, P1 ANDERSON JE, 1977, PUBLIC POLICY MARKIN, P9 BASANT R, 1993, 8 UU INTECH, P3 DEAN JW, 1986, NEW TECHNOLOGY ORG I, P35 DEGARMO EP, 1979, ENG EC DUSSAUGE P, 1992, STRATEGIC TECHNOLOGY FASAKIN JB, 1992, NIGERIA FOOD J, V9, P123 JANIH LR, 1988, BUSINESS POLICY STRA, P3 LEVIN RL, 1978, QUALITATIVE APPROACH, P3 MAIDIQUE M, 1980, SLOAN MANAGE REV, V21, P59 MCCALL MW, 1985, WHATEVER TAKES DECIS PENNINGS JM, 1986, NEW TECHNOLOGY ORG I, P3 ROSENFIELD R, 1991, MANAGING INNOVATION, P28 ZALTON G, 1973, INNOVATIONS ORG, P53 NR 16 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAR PY 1997 VL 17 IS 3 BP 153 EP 160 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA WT045 UT ISI:A1997WT04500005 ER PT J AU Debackere, K Buyens, D Vandenbossche, T TI Strategic career development for R&D professionals: Lessons from field research SO TECHNOVATION LA English DT Article ID DUAL LADDER; GOALS AB This paper explores the evolution of career management systems for industrial researchers. Based on case studies of experimental career development systems for industrial researchers, combined with a survey of 196 researchers at two large industrial laboratories, alternative approaches coward managing professional careers are discussed. The results indicate that the researchers' personal types as measured by the Myers-Briggs type indicator may serve as a useful predictor of their career preferences. In addition, the research enables us to evaluate alternative modes of career development for industrial R&D. (C) 1997 Elsevier Science Ltd. RP Debackere, K, CATHOLIC UNIV LEUVEN,DEPT APPL ECON,FAC ECON & APPL ECON,NAAMSESTR 69,B-3000 LOUVAIN,BELGIUM. CR ALLEN TJ, 1986, R&D MANAGE, V16, P185 ALLEN TJ, 1992, IEEE T ENG MANAGE, V39, P237 ARYEE S, 1991, GROUP ORGAN STUD, V16, P193 BADAWY MK, 1988, RES TECHNOL MANAGE, V31, P19 BAILEY TN, 1991, CLASSICAL QUANT GRAV, V8, P1 BAILYN L, 1980, LIVING TECHNOLOGY IS BETTMAN RB, 1987, PERS J, P65 BRIGGSMYERS I, 1993, MANUAL GUIDE DEV USE BURACK EH, 1994, GROUP ORGAN MANAGE, V19, P141 DAWIS RV, 1991, HDB IND ORG PSYCHOL, V2, P833 DEBACKERE K, 1995, P AM ACAD MANAGEMENT, V55, P417 GOLDBERG AI, 1984, IEEE T ENG MANAGE, V31, P111 GONGLINOW MA, 1988, NEW PROFESSIONALS MA KUWAHARA Y, 1989, LONG RANGE PLANNING, V22 LONDON M, 1987, MOTIVATION WORK BEHA MILLER DB, 1986, MANAGING PROFESSIONA PELZ DC, 1966, SCI ORG PRODUCTIVE C REALIN JA, 1987, PERS J, V66, P96 RITTI RR, ENG IND CORPORATION RYNES S, 1987, J VOCAT BEHAV, V30, P138 SCHEIN EH, 1978, CAREER DYNAMICS SCHEIN EH, 1985, CAREER ANCHORS DISCO SHEPHARD HA, 1988, MANAGING PROFESSIONA, P177 SMITH JJ, 1977, RES MANAGE, V20, P20 STEINER DD, 1986, J OCCUP PSYCHOL, V59, P13 TAMPOE M, 1993, LONG RANGE PLANN, V26, P49 WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD NR 27 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD FEB PY 1997 VL 17 IS 2 BP 53 EP 62 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA WH501 UT ISI:A1997WH50100001 ER PT J AU Erdilek, A Wolf, MA TI Technology origins of foreign-owned firms in Ohio SO TECHNOVATION LA English DT Article AB Do foreign-owned firms transfer non-US technologies to their US subsidiaries or do they rely primarily on US technologies? The effects of foreign-owned firms in the United States on US technological capability have been controversial. We investigate the country origins of the present and initial technologies of foreign-owned firms in Ohio and explain statistically, using survey data, why the country origins of these firms' technologies might have differed Consistent with direct foreign investment (DFI) theory, for most firms, both the present and initial technologies have been sourced from their parent-firm countries. Although the statistical explanations of the differences in the country origins of initial and present technologies differ according to CHAID (Chi-squared Automatic Interaction Detector) and logistic regression analyses, they are fully consistent with each other. Relative importance of exporting is associated with US technologies, as we would expect from comparative advantage theory, whereas relative importance of importing is associated with foreign technologies, which can be attributed to the foreign input requirements of such technologies. Moreover, greenfield investments are more likely than brownfield investments to have a foreign country as the origin of the initial technology. This result, too, is consistent with direct foreign investment (DFI) theory. These results are statistically independent of specific home countries and firm size. (C) 1997 Elsevier Science Ltd. RP Erdilek, A, CASE WESTERN RESERVE UNIV,WEATHERHEAD SCH MANAGEMENT,DEPT ECON,WICKENDEN 405,CLEVELAND,OH 44106. CR *KPMG PEAT MARW, 1990, SURV FOR BAS CO US H *OECD, 1994, PERF FOR AFF OECD CO *OTA, 1993, MULT NAT INT PLAYING *OTA, 1994, MULT US TECHN BAS AJAMI R, 1981, J INT BUS STUD, V12, P25 BLOMSTROM M, 1992, 1703 NBER CONOVER WJ, 1980, PRACTICAL NONPARAMET DUNNING JH, 1993, MULTINATIONAL ENTERP ERDILEK A, 1996, GLOBAL LINKAGES 0918 GRAHAM EM, 1991, FOREIGN DIRECT INVES LIPSEY RE, 1993, 1851 NBER MAGIDSON J, 1993, SPSS WINDOWS CHAID MCCULLOCH R, 1991, ANN AM ACAD POLIT SS, V516, P169 NARUSIS MJ, 1993, SPSS WINDOWS ADV STA SAMETZ A, 1974, CHALLENGE MAR, P44 SIEGEL S, 1956, NONPARAMETRIC STAT B WOLF MA, 1993, THESIS CASE W RESERV NR 17 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD FEB PY 1997 VL 17 IS 2 BP 63 EP 72 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA WH501 UT ISI:A1997WH50100002 ER PT J AU Taggart, JH TI R&D complexity in UK subsidiaries of manufacturing multinational corporations SO TECHNOVATION LA English DT Article ID COMPETITION AB This paper assesses the range of R&D complexity found in the UK subsidiaries of manufacturing multinational corporations, and identifies some determinants of this complexity. Questionnaire returns from a sample of 129 subsidiaries carrying out R&D are analysed primarily using analysis of variance to distinguish between three groups of firms involved in low, medium and high complexity R&D. This typology is found to be robust, and differentiates across a number of important strategy dimensions including subsidiary autonomy, market scope, product scope, international configuration of activities and export propensity. No life cycle effect could be identified, though an industry effect was found at sub-sectoral (electronics) level. Finally the typology established here is found to be analogous to some well-established paradigms of overall subsidiary stragegy, highlighting the important role of R&D in this context. (C) 1997 Elsevier Science Ltd. RP Taggart, JH, UNIV STRATHCLYDE,STRATHCLYDE INT BUSINESS UNIT,GLASGOW G4 0RQ,LANARK,SCOTLAND. CR ABERNATHY WJ, 1978, TECHNOL REV, V80, P41 BARTLETT CA, 1986, HARVARD BUS REV, V64, P87 BEAMISH PW, 1993, MANAGE INT REV, V33, P121 CAVUSGIL ST, 1979, J INT BUSINESS S SPR, P91 DEMEYER A, 1993, R&D MANAGE, V23, P109 ERICKSON TJ, 1990, COLUMBIA J WORLD WIN, P8 FRANKO LG, 1989, STRATEGIC MANAGE J, V10, P449 GATES S, 1986, J INT BUSINESS S SUM, P71 GHOSHAL S, 1988, J INT BUS STUD, V19, P365 HOOD N, 1981, J WORLD TRADE LAW, V15, P231 HOOD N, 1985, 35 INT LAB OFF HOUT T, 1982, HARVARD BUSINESS SEP, P98 MCGUINNESS NW, 1981, J MARKETING SPR, P110 MOLLER K, 1991, TECHNOVATION, V11, P475 PORTER M, 1985, J BUS STRAT, V5, P60 PORTER ME, 1986, CALIF MANAGE REV, V28, P9 PORTER ME, 1990, COMPETITIVE ADVANTAG PRAHALD CK, 1987, MULTINATIONAL MISSIO ROBERTS EB, 1988, RES TECHNOL MANAGE, V31, P11 RONSTADT RC, 1978, J INT BUS STUD, V9, P7 ROTH K, 1990, J INT BUS STUD, V21, P541 SANCHEZ AM, 1994, TECHNOVATION, V14, P63 TAGGART JH, 1991, R&D MANAGE, V21, P229 TAGGART JH, 1992, R&D MANAGE, V22, P241 TAGGART JH, 1996, 966 SIBU U STRATHCL TAGGART JH, 1996, 968 SIBU U STRATHCL TAGGART JH, 1996, INT BUSINESS REV, V5, P447 TERPSTRA V, 1977, COLUMBIA J WORLD WIN, P24 WHITE RE, 1984, BUSINESS Q SUM, P59 YOUNG S, 1988, REG STUD, V22, P487 NR 30 TC 5 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD FEB PY 1997 VL 17 IS 2 BP 73 EP 82 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA WH501 UT ISI:A1997WH50100003 ER PT J AU Orr, SC TI Automation in the workplace: An Australasian perspective SO TECHNOVATION LA English DT Article AB Automation is adopted to achieve greater production throughput high levels of productivity and greater value adding. The rationale behind the implementation of automation in industry is now being more closely investigated. The philosophy that all types of automation will benefit the organization is now being seriously contested in the literature. The researchers found that best practice companies are finding new ways of automating processes and consequently gaining a long-term strategic advantage. The best practice companies included in this project considered automation to be a central element of strategic and operations planning, people management and facility design. Many of these organizations used lean production techniques to improve the implementation and operation of automated manufacturing systems. These companies placed emphasis on the automation of the process rather than on automating existing processes. The best practice organizations achieved this by involving people at the basic design and planning stages and using logical processes to identify, the most suitable processes for automation. Companies wishing to gain a competitive advantage from automation should adopt comprehensive worker involvement programmes, introduce the automation of processes slowly and incrementally, whilst increasing the flow of ideas across work boundaries. Planning for automation in an organization must start at the strategic planning stage and then incorporate all phases of the management process including planning, leading, resource allocation and control systems. (C) 1997 Elsevier Science Ltd. RP Orr, SC, MONASH UNIV,DEPT BUSINESS MANAGEMENT,POB 197,CAULFIELD,VIC 3145,AUSTRALIA. CR *JAP MAN ASS, 1981, KANBAN JUST TIME TOY *WORLD EC FOR INT, 1994, ANN COMP REP FERME W, 1993, MANUFACTURING BEST P GAITHER N, 1992, PRODUCTION OPERATION GENZBERGERGER CA, 1994, JAPAN BUSINESS PORTA GENZBERGERGER CA, 1994, S KOREA BUSINESS POR GENZBERGERGER CA, 1994, SINGAPORE BUSINESS P GILMOUR P, 1995, TOTAL QUALITY MANAGE HALBERSTAM D, 1986, RECKONING HOFSTEDE G, 1991, CULTURES ORG INTERCU MCKENZIE A, 1991, AUSTR BUSINESS 0410, P31 MUHKI S, 1988, AUSTR MANAGEMENT ORR SC, 1996, INTEGRATED MANUFACTU, V7, P33 PORTER ME, 1985, COMPETITIVE ADVANTAG SCHONBERGER RJ, 1982, JAPANESE MANUFACTURI SOHAL AS, 1996, TECHNOVATION, V16, P377 WOMACK JP, 1980, MACHINE CHANGED WORL NR 17 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD FEB PY 1997 VL 17 IS 2 BP 83 EP 89 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA WH501 UT ISI:A1997WH50100004 ER PT J AU Kabecha, WW TI Consumer judgement of the quality of informal sector products - Lessons for innovative microenterpreneurs SO TECHNOVATION LA English DT Article ID PRICE AB The informal sector produces goods for the majority of low-income people in the developing countries. It is not known whether price or quality is what influences consumers to buy from the sector. The study concludes that the consumers of informal sector products are able to judge the quality of the sector's products and that the price is not used to judge the quality of the products. It was also found that price and quality influence consumers purchase of informal sector products. However, the consumers find informal sector products unsatisfactory with respect to appearance, workmanship and finish. Consumers are also dissatisfied with seller behaviour. It is thus concluded that the micro-entrepreneurs need to be innovative in order to improve the appearance, performance and finish of their products in order to enhance consumer appeal. (C) 1997 Elsevier Science Ltd. RP Kabecha, WW, KENYATTA UNIV,APPROPRIATE TECHNOL CTR,NAIROBI,KENYA. CR ABBOTT L, 1955, QUALITY COMPETITION CROSBY PB, 1979, QUALITY IS FREE DARDEN WR, 1985, PERCEIVED QUALITY, P161 FEIGENBAUM AV, 1986, TOTAL QUALITY CONTRO GABOR A, 1966, ECONOMICA, V33, P43 GARDNER DM, 1971, J MARKETING RES, V8, P241 GARVIN DA, 1988, MANAGING QUALITY HOLBROOK MB, 1985, PERCEIVED QUALITY, P31 JURAN JM, 1974, QUALITY CONTROL HDB LEAVITT HJ, 1954, J BUS, V27, P205 MCCONNELL JD, 1968, J BUSINESS OCT, P439 MILGROM P, 1986, J POLIT ECON, V94, P796 MORGAN LA, 1985, PERCEIVED QUALITY, P61 OLSHAVSKY RW, 1985, PERCEIVED QUALITY CO, P3 OLSON JC, 1977, CONSUMER IND BUYING, P267 SCHMALENSEE R, 1978, J POLITICAL EC, V86, P485 SHAPIRO BP, 1968, HARVARD BUS REV, V46, P14 STAFFORD JE, 1969, J MARKETING RES, V6, P456 TUCHMAN BW, 1980, NY TIMES MAGAZIN NOV, P2 ZEITHAML VA, 1985, J MARKETING, V49, P64 NR 20 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD FEB PY 1997 VL 17 IS 2 BP 91 EP 100 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA WH501 UT ISI:A1997WH50100005 ER PT J AU Schoonwinkel, A Milne, GW TI Managing a microsatellite development programme within the university environment SO TECHNOVATION LA English DT Article AB The specific approach to managing the SUNSAT microsatellite development programme at Stellenbosch University, South Africa, is described in this paper Important issues discussed are: the role of marketing in gaining internal and external slipper?; the financial costs of the various aspects of the programme; and practical aspects of using graduate student labour to perform most of the development work. Unlike most specialised university research programmes, the efforts of engineers and scientists from many technical disciplines need to be co-ordinated to achieve a common practical goal. The paper concludes with the most important lessons learned from this microsatellite development programme, namely that it should provide value to loyal supporters, that it requires strong leadership, a sound technical base, effective marketing and attentive financial management. With these factors embodied in efficient operational systems, embarking on a microsatellite development programme has been very beneficial to a tertiary educational institution. Copyright (C) 1997 Elsevier Science Ltd RP Schoonwinkel, A, UNIV STELLENBOSCH,DEPT ELECT & ELECT ENGN,ZA-7600 STELLENBOSCH,SOUTH AFRICA. CR DUPLESSIS FE, 1994, IEEE SAIEE SMALL SAT MILNE GW, 1993, P C SMALL SAT 7 UT S, P1 SCHOONWINKEL A, 1994, CNES C SMALL SAT SYS, P1 SCHOONWINKEL A, 1996, UNPUB R D MANAGEMENT SWEETING MN, 1994, IEEE SAIEE SMALL SAT WERTZ JR, 1995, UT STAT U SMALL SAT NR 6 TC 4 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD JAN PY 1997 VL 17 IS 1 BP 1 EP 9 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA WA720 UT ISI:A1997WA72000001 ER PT J AU Hall, DJ TI Organisational change: Kinetic theory and organisational resonance SO TECHNOVATION LA English DT Article AB Change within an organisation is instigated by individuals; in this paper parallels are drawn across the interactions between such change agents and other individuals, and the physics of such interactions defined within the kinetic theory of gases. Following the kinetic theory analogy, concepts of open/closed systems, temperature and entropy are understood in organisational terms. The theory is then extended to the co-ordinated movements of 'particles' (individuals), considering 'bulk change' rather than individual interactions, and introducing the concept of the 'resonant' organisation. The theory is applied to 'best practice' techniques such as benchmarking, total quality and business process re-engineering, and offers an alternative understanding of these concepts. Copyright (C) 1997 Elsevier Science Ltd RP Hall, DJ, KELTEK EDMS LTD,MALDON CM9 5FA,ESSEX,ENGLAND. CR ADKINS CJ, 1968, EQUILIBRIUM THERMODY DENCE R, 1995, PERFORMANCE MEASUREM EMERY FE, 1969, SYSTEMS THINKING HALL DJ, 1996, TECHNOVATION, V16, P115 HALLIDAY D, 1966, PHYSICS 1 HALLIDAY D, 1966, PHYSICS 2 HAMMER M, 1993, REENGINEERING CORPOR JOHNSON G, 1983, STRATEGIC CHANGE MAN KIRTON MJ, 1989, ADAPTORS INNOVATORS PASCALE RT, 1981, ART JAPANESE MANAGEM PETERS T, 1988, THRIVING CHAOS PRITCHARD W, 1984, PERSONNEL MANAGE JUL SHEA GP, 1986, SLOAN MANAGEMENT SPR, V33 NR 13 TC 2 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD JAN PY 1997 VL 17 IS 1 BP 11 EP 24 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA WA720 UT ISI:A1997WA72000002 ER PT J AU Paci, R Sassu, A Usai, S TI International patenting and national technological specialization SO TECHNOVATION LA English DT Article AB This paper is concerned with the comparison of national technological systems for six major industrialized countries. Our analysis is based on an original data bank on international patenting activity that allows one to avoid some distortions that usually affect patent statistics. As a result we offer some methodological guidelines in the use of international patenting as a national technological indicator. Further, the domestic and foreign technological profiles far the six countries are described in detail. We observe that foreign patenting may prove a misleading indicator because internal and external patenting are still two distinct phenomena. Copyright (C) 1997 Elsevier Science Ltd RP Paci, R, UNIV CAGLIARI,DEPT ECON & SOCIAL RES,CAGLIARI,ITALY. CR ARCHIBUGI D, 1992, SCI PUBL POLICY, V19, P357 ARCHIBUGI D, 1992, TECHNOLOGICAL SPECIA BASBERG BL, 1987, RES POLICY, V16, P131 BERTIN G, 1988, MULTINATIONALS IND P CANTWELL J, 1989, TECHNOLOGICAL INNOVA DUNNING JH, 1988, MULTINATIONALS TECHN ETO H, 1993, TECHNOVATION, V13, P221 EVENSON RE, 1991, 620 YAL U EC GROWTH EVENSON RE, 1993, AM EC REV PAPERS P, P463 FORAY D, 1994, STI REV, V14, P119 FORAY D, 1994, TECHNOLOGY WEALTH NA FREEMAN C, 1995, CAMBRIDGE J ECON, V19, P5 GREVINK H, 1985, WORLD PATENT INFORMA, V4, P110 GRILICHES Z, 1990, J ECON LIT, V28, P1661 NELSON RR, 1993, NATL INNOVATION SYST PATEL P, 1994, IND CORP CHANGE, V3, P759 PAVITT K, 1988, HDB QUANTITATIVE STU SASSU A, 1989, RIV POLITICA EC, V1, P73 SASSU A, 1990, INDUSTRIA, V3, P485 SASSU A, 1996, RIV INT SCI SOCIALI, V2 SCHERER FM, 1983, INT J IND ORGAN, V1, P106 SCHIFFEL D, 1978, RES POLICY, V7, P324 SOETE L, 1983, SCIENTOMETRICS, V5 VONDEROHE W, 1985, WORLD PATENT INFORMA, V3, P213 NR 24 TC 10 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD JAN PY 1997 VL 17 IS 1 BP 25 EP 38 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA WA720 UT ISI:A1997WA72000003 ER PT J AU MacBryde, J TI Commercialisation of university technology: A case in robotics SO TECHNOVATION LA English DT Article AB While the politicians and policy makers debate the economic implications of university science and technology, this paper attempts to look at the issue of commercialisation of university technology from the viewpoint of the institutions themselves. The author attempts to construct a theoretical model with the aim of providing universities and researchers with a tool to aid decision making as to which 'technologies' to commercialise and which route to commercialisation would be most suitable in each case. Having established the value of the framework, the case of one cup-rent innovation, stemming from a research project in the field of robotics, is considered. In the light of evidence put forward by applying the framework, alternative routes to commercialisation are discussed along with possible outcomes. Copyright (C) 1997 Elsevier Science Ltd RP MacBryde, J, UNIV STRATHCLYDE,JAMES WEIR BLDG,75 MONTROSE ST,GLASGOW G1 1XJ,LANARK,SCOTLAND. CR 1993, CM2250 1994, CM2563 1995, CM2867 DABINELT G, 1995, IND HIGHER ED, V9, P31 ELLIOT C, 1995, IND HIGHER ED, V9, P39 GERING T, 1995, IND HIGHER ED, V9, P72 LOWE J, 1993, TECHNOL ANAL STRATEG, V5, P27 MASSEY D, 1992, HIGHTECH FANTASIES S MCDONALD S, 1987, R D MANAGEMENT, V17 ROSENTHAL LK, 1990, NOUVELLES, V25 SAMSON KJ, 1990, SCI ENTREPRENEURS OR SEGAL N, 1988, U ENTERPRISE EC DEV SHEEN MR, 1994, ROL IPR INN ENV MULT SMILOR RW, 1990, J BUS VENTURING, V5, P63 TEECE DJ, 1986, RES POLICY, V15, P285 THOMAS D, 1989, IND HIGHER ED MAR, P9 NR 16 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD JAN PY 1997 VL 17 IS 1 BP 39 EP 46 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA WA720 UT ISI:A1997WA72000004 ER PT J AU Hameri, AP Vuola, O TI Using basic research as a catalyst to exploit new technology-based innovations - A case study SO TECHNOVATION LA English DT Article AB The difficulties related to the commercialization, or even to the introduction, of new technologies and solutions to common problems are well documented. The paper presents a case on how to introduce new technology to a complex research environment, in order to catalyse its commercialization. The central theme of the approach is on understanding all the possible applications and implications that the new technology shares when implemented to replace conventional solutions. The potential customer of the new technology and the related technological domains must be mapped systematically to establish technological trajectories which overlap with the possible applications. This mapping provides the framework for detailed application analysis with pointers to the right people responsible for the potential application area. The results produced indicate that three characteristic application classes for a new technology can be mapped. Special solutions pinpoint a nonstandard application area where the new design is being implemented as a prototype. Research and development based applications require collaboration with the customer as the new technology may assist in achieving the goals set for the future. System applications emphasize the use of the new technology as part of a complete and widely used conventional system. A thorough case study is documented to demonstrate the classification of alternative application areas of a new technology. Also, the evolution of a new technology through different application classes is discussed. The case technology is related to high-speed electrical machines and the potential user is CERN, the European Laboratory for Particle Physics. Copyright (C) 1996 Elsevier Science Ltd RP Hameri, AP, HELSINKI UNIV TECHNOL,INST PARTICLE PHYS TECHNOL,OTAKAARI 1,FIN-02150 ESPOO,FINLAND. CR *OECD, 1993, MEG ITS BACKGR *SAPPHO, 1971, PROJ SAPPH SUCC FAIL AUTIO E, 1993, VTT RES PUBLICATION, V151 DOSI G, 1982, RES POLICY, V11, P147 FERREIRA CA, 1995, IEEE T IND APPL, V31, P553 FREEMAN C, 1982, EC IND INNOVATION HAMERI AP, 1993, THESIS HELSINKI HAMERI AP, 1996, TECHNOVATION, V16, P51 KLINE SJ, 1986, POSITIVE SUM STRATEG LINDELL M, 1991, SCANDINAVIAN J MANAG, V7, P173 NORDBERG M, 1994, CONTRACT BENEFITS CO ROSENBERG N, 1994, RES POLICY, V23, P323 VUOLA O, 1996, THESIS HELSINKI U TE NR 13 TC 4 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD OCT PY 1996 VL 16 IS 10 BP 531 EP 539 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA WA125 UT ISI:A1996WA12500001 ER PT J AU Tomes, A Armstrong, P Clark, M TI User groups in action: The management of user inputs in the NPD process SO TECHNOVATION LA English DT Article ID RESEARCH-AND-DEVELOPMENT; INFORMATION; COMPANIES; PERSONNEL; PRODUCTS; DESIGN; MODEL AB This paper describes, through a case study of a small software company, an instance of the successful employment of user groups as a medium of design. Our work indicates that effective user groups require the product development manager to accomplish a number of relatively distinct social processes. These include establishing trust and credibility, managing expressions of user need, and involving users in the new product development process by enlisting them as designers. The implications of the findings are that participative models of the design process make demands on the social skills of product development managers which need to be addressed in their education and subsequent career development. Copyright (C) 1996 Elsevier Science Ltd RP Tomes, A, UNIV SHEFFIELD,SCH MANAGEMENT,9 MAPPIN ST,SHEFFIELD S1 4DT,S YORKSHIRE,ENGLAND. CR BAILETTI AJ, 1995, J PROD INNOVAT MANAG, V12, P3 BROADBENT G, 1984, DEV DESIGN METHODOLO, P337 COHEN C, 1995, IAMOT C TECHN INN GL COYNE R, 1991, DESIGN STUDIES, V12, P124 COYNE R, 1993, ENVIRON PLANN B, V20, P163 CRAIG A, 1991, P MARK ED GROUP C CA CROSS N, 1990, DESIGN STUDIES, V11, P127 DWYER FR, 1986, AMA ED P AM MARK ASS EDGETT S, 1992, J PROD INNOVAT MANAG, V9, P3 EVANS W, 1990, DESIGN MANAGEMENT HD GANESAN S, 1994, J MARKETING, V58, P1 GRIFFIN A, 1992, J PROD INNOVAT MANAG, V9, P171 GRIFFIN A, 1992, MANAGE SCI, V38, P360 GUMMESSON E, 1987, LONG RANGE PLANN, V20, P10 GUMMESSON E, 1993, EUROPEAN BUSINESS Q, V3, P52 HAUSER JR, 1988, HARVARD BUSINESS MAY, P63 JONES JC, 1992, DESIGN METHODS LAING RD, 1960, DIVIDED SELF MCKENNA R, 1985, REGIS TOUCH MCQUARRIE EF, 1986, J PROD INNOVAT MANAG, V3, P40 MOENAERT RK, 1990, J PROD INNOVAT MANAG, V7, P213 MOENAERT RK, 1990, J PROD INNOVAT MANAG, V7, P91 RITTEL H, 1984, DEV DESIGN METHODOLO, P317 SHILLITO ML, 1994, ADV QFD LINKING TECH TOMES A, 1995, 2 INT C PROF MAN U S WARD A, 1984, DESIGN STUDIES, V5, P229 WARD A, 1989, DESIGN STUDIES, V10, P53 YOSHIMURA M, 1994, CONCURRENT ENG-RES A, V2, P33 NR 28 TC 3 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD OCT PY 1996 VL 16 IS 10 BP 541 EP 551 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA WA125 UT ISI:A1996WA12500002 ER PT J AU Cho, HD Lee, JK Ro, KK TI Environment and technology strategy of firms in government R&D programmes in Korea SO TECHNOVATION LA English DT Article ID PERFORMANCE; DETERMINANTS; UNCERTAINTY; INNOVATION; INDUSTRY AB This paper examines firms' strategic behaviour under different types of environment to analyze firms' technology strategy in government R&D programmes. It identifies four dimensions of technology strategy and four types of environment associated with technological change and market competition. A set of hypotheses that represent how firms' technology strategy varies according to the different types of environment is developed. For the empirical test, 643 national R&D projects are selected and surveyed by the structured questionnaire. Data are collected from 219 respondents. The empirical results show that firms make their technology strategy differently according to changes in the environment. Finally, this study discusses its implication and the area of future research. Copyright (C) 1996 Elsevier Science Ltd RP Cho, HD, SCI & TECHNOL POLICY INST,POB 255,SEOUL 130650,SOUTH KOREA. CR ATUAHENEGIMA K, 1995, J PROD INNOVAT MANAG, V12, P275 BRANSCOMB LM, 1995, P SEM SCI TECHN POL, P11 CARLSSON B, 1989, SMALL BUSINESS EC, V1, P245 DUNCAN RB, 1972, ADM SCI Q, V17, P313 HAMBRICK DC, 1983, ACAD MANAGE J, V26, P5 HREBINIAK LG, 1980, ACAD MANAGE J, V23, P750 KIM L, 1983, MANAGE SCI, V29, P1185 KIM Y, 1993, R&D MANAGE, V23, P215 KIMBERLY JR, 1981, ACAD MANAGE J, V24, P689 KOTHA S, 1995, STRATEGIC MANAGE J, V16, P497 LAWLESS MW, 1989, STRATEGIC MANAGE J, V10, P351 LEE WY, 1995, INT C 24 26 JUL 1995 MAIDIQUE MA, 1988, READINGS MANAGEMENT MILLER D, 1986, ORG QUANTUM VIEW SPITAL FC, 1992, J ENG TECHNOL MANAGE, V9, P29 VENKATRAMAN N, 1990, STRATEGIC MANAGE J, V11, P1 ZAHRA SA, 1994, INT J TECHNOL MANAGE, V9, P172 NR 17 TC 2 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD OCT PY 1996 VL 16 IS 10 BP 553 EP 560 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA WA125 UT ISI:A1996WA12500003 ER PT J AU Panda, H Ramanathan, K TI Technological capability assessment of a firm in the electricity sector SO TECHNOVATION LA English DT Article ID TECHNOMETRICS; INDUSTRY AB The importance of technological capability enhancement in today's highly competitive and demanding business environment is well accepted. This paper proposes a methodology to assess the elements of strategic, tactical and supplementary capabilities, all of which together constitute the technological capability of a firm. In addition, the methodology includes the assessment of the steering capability of the firm in its analytical framework. The proposed methodology comprises Jive steps: identification of value addition stages performed by a firm; determination of technological capabilities needed at these stages; development of indicators for assessing the identified technological capabilities; benchmarking the capabilities assessed with a state-of-the-art firm; and analysis of the reasons for the technological capability gap between the firm being studied and the state-of-the-art firm. The development of the indicators is illustrated using a firm from the electricity sector. Some suggestions are then made as to how the assessment exercise can be used for technological capability enhancement planning. Special attention is paid to specific external and internal factors that can influence technological capability enhancement. Policy makers are often interested in examining the benefits and disbenefits of assessment exercises such as the one proposed in this paper. This aspect is also addressed briefly and some suggestions are made as to how problems, that could arise out of the findings of the assessment exercises, may be managed. Copyright (C) 1996 Elsevier Science Ltd C1 ASIAN INST TECHNOL,SCH MANAGEMENT,BANGKOK 10501,THAILAND. CR 1994, ECONOMIST 0917 *TDRI, 1989, DEV THAIL TECHN CAP *UNIDO, 1968, CAP BUILD BIOT GEN E *UNIPEDE, 1994, STAT DAT PERF FOSS F *WORLD BANK, 1985, 717 WORLD BANK STAFF *WORLD BANK, 1990, ENERGY SERIES PAPER, V23 BARTHHOLD LO, 1989, 11 WORLD BANK BASTIN AJF, 1991, P IEEE PES WINT M FE BELL M, 1984, TECHNOLOGICAL CAPABI, P187 BOWONDER B, 1988, SCI PUBL POLICY, V15, P249 DESAI AV, 1984, TECHNOLOGICAL CAPABI DODSON EN, 1985, TECHNOL FORECAST SOC, V27, P129 DORE R, 1984, TECHNOLOGICAL CAPABI FRANSMAN M, 1984, TECHNOLOGICAL CAPABI FREEMAN C, 1982, EC IND INNOVATION GLORIAN D, 1995, COMMUNICATION JUL GORDON TJ, 1981, TECHNOLOGICAL FORECA, V20, P1 GRUPP H, 1994, RES POLICY, V23, P175 JACOBSSON S, 1993, WORLD DEV, V21, P407 JAMES DD, 1988, J ECON ISSUES, V22, P339 KHANDWALLA PN, 1995, ORG DESIGNS EXCELLEN LALL S, 1983, WORLD DEV, V11, P527 LALL S, 1992, WORLD DEV, V20, P165 MAJER H, 1985, TECHNOL FORECAST SOC, V27, P335 MARTINO JP, 1985, TECHNOLOGICAL FORECA, V27, P147 MILLER JG, 1992, BENCHMARKING GLOBAL PANDA H, 1995, TECHNOLOGY MANAGEMEN, V2, P84 PORTER ME, 1985, COMPETITIVE ADVANTAG RAMANATHAN K, 1988, SCI PUBL POLICY, V15, P230 RAMANATHAN K, 1993, GUIDE TECHNOLOGY MAN, V1 SAHAL D, 1985, TECHNOL FORECAST SOC, V27, P1 SERCOVICH FC, 1988, 222WP WEP ILO WORLD, P189 SHARIF MN, 1986, TECHNOL FORECAST SOC, V29, P119 SHARIF N, 1993, GUIDE TECHNOLOGY MAN, V1 ZAIDMAN B, 1989, TECHNOL FORECAST SOC, V35, P51 NR 35 TC 7 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD OCT PY 1996 VL 16 IS 10 BP 561 EP 588 PG 28 SC Engineering, Industrial; Operations Research & Management Science GA WA125 UT ISI:A1996WA12500004 ER PT J AU Gupta, M TI Operations effectiveness for a successful implementation of CIM SO TECHNOVATION LA English DT Article AB This paper looks at the important question of whether Computer Integrated Manufacturing (CIM) is a concept applicable to all manufacturing concerns. This question arises in the context of more than 15 years of struggle with CIM as a very promising strategic weapon. After the introduction to the paper, the first section discusses the role of CIM as a strategic weapon available for the operations function of any manufacturer. Although this is in fact not the case with many, perhaps most, US companies, this concept presumes that operations is considered a strategic function by the company. The benefits of using CIM as a strategic operations weapon are outlined, with particular reference to the global environment that actually necessitates its use. Thus, the importance of CIM as a response to environmental threats is emphasized. The next section examines the factors that are critical to the successful implementation of CIM, based on the observation that not every firm that tried CIM was successful. Even more disconcerting was the fact that, while effective firms can benefit from CIM, firms that are not effective to start with can actually suffer under CIM. The next section briefly summarizes four stages of operations effectiveness and examines the main supposition of this paper: the successful implementation of CIM requires that firms be in Stage 3 or 4 of operations effectiveness. In particular, many of the factors considered to be critical for success with CIM are only present in Stage 3 and Stage 4 firms and noticeably absent in Stage 1 and Stage 2 firms. In conclusion, the paper notes that all factors seem to indicate that the Stages of Operations Effectiveness (SOE) concept may provide an important guide as to which manufacturing concerns may benefit from CIM, and which firms should get control of other operational aspects of their business before trying CIM. Copyright (C) 1996 Elsevier Science Ltd RP Gupta, M, UNIV LOUISVILLE,COLL BUSINESS & PUBL ADM,SCH BUSINESS,LOUISVILLE,KY 40292. CR AVISHAI B, 1989, HARVARD BUS REV, V67, P110 AYERS JB, 1990, INFORMATION STRATEGY, V7, P13 BLOODGOOD CE, 1989, INFORMATION STRATEGY, V5, P44 DOLL WJ, 1987, MIS QUART, V11, P205 GIFFI CA, 1992, INFORMATION STRATEGY, V8, P43 JONES VC, 1988, MAP TOP NETWORKING MILLER EA, 1988, INFORMATION STRATEGY, V5, P9 SHAH SK, 1990, J INFORMATION SYSTEM, V7, P8 SKINNER W, 1969, HARVARD BUS REV, V79, P136 WHEELWRIGHT SC, 1985, HARVARD BUS REV, V63, P99 NR 10 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD OCT PY 1996 VL 16 IS 10 BP 589 EP 594 PG 6 SC Engineering, Industrial; Operations Research & Management Science GA WA125 UT ISI:A1996WA12500005 ER PT J AU Elola, LN Tejedor, ACP Menorca, LG TI New methods of evaluating physical demand at work areas SO TECHNOVATION LA English DT Article AB The manufacturer's requirement of increasing productivity results in the need to design work stations that are increasingly more effective and specialized. However, this procedure can bring about an overloading of the worker, a lack of motivation, and, consequently, a reduction in productivity. Ergonomics adapts the work station to the worker with the object of improving his welfare and satisfaction at his post. One aspect that this science concerns itself with is the evaluation of physical demands connected to productive tasks. Mechanical movements are also studied in order to perform tasks efficiently. We here propose a new method of physical demand analysis that determines the risk factor for muscular skeletal lesion. This method a base, the system of predetermined times, MTM-UAS. It includes a system that allows us to easily analyse the operations at a work station and generates charts similar to those of UAS, but, instead of times, it measures the quantity of mechanical work necessary for each movement. The information that the method provides can be used by different divisions within companies in making decisions about improvements at work stations. Copyright (C) 1996 Elsevier Science Ltd RP Elola, LN, UNIV ZARAGOZA,DEPT ECON & DIRECC EMPRESAS,CTR POLITEC SUPER INGN,MARIA LUNA 3,ZARAGOZA 50015,SPAIN. CR *DEP FABR OP ESP, MAN MET TIEMP *I ERG MAPFRE, 1991, CURS GEN ERG AYOUB MM, 1992, ERGONOMICS, V35, P713 MILERAD E, 1994, ERGONOMICS, V37, P255 RUPEREZ CD, 1994, SISTEMAS ANAL ERGONO TRACY MF, 1991, BIOMECHANICAL METHOD, CH23 NR 6 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD OCT PY 1996 VL 16 IS 10 BP 595 EP 599 PG 5 SC Engineering, Industrial; Operations Research & Management Science GA WA125 UT ISI:A1996WA12500006 ER PT J AU Garcia, A Amesse, F Silva, M TI The indirect economic effects of Ecopetrol's contracting strategy for informatics development SO TECHNOVATION LA English DT Article AB This paper is an attempt to identify and quantify the indirect economic effects generated by the informatics contracting strategy of the public Colombian petroleum company (Ecopetrol), the most important public company as source of public funds in Colombia. The methodology used for this purpose was an adaptation of an original one designed by the European Space Agency, to measure the spin-offs generated by its technological development contracting strategy. The conclusions of the study are based on personal interviews of the main 18 Ecopetrol's informatics suppliers. The research found that the informatics suppliers could be grouped into four main categories according to the economic effects generated by them, and to the kind of business relationships with Ecopetrol. This classification not only helps Ecopetrol to understand the kind of contracts that best fit each kind of supplier, but also shows how to plan the long term technological development of their suppliers. The final result indicates that on average, each dollar contracted by the Ecopetrol's Informatics Division generates a further U$3.6 in value added to the Colombian economy through new sales, new contracts and cost reductions. An important effect, due to the effects, is generated in information technology firms, which compose a strategic business sector for the future of the country. Final comparisons of these results against those of other international research projects are also presented. Copyright (C) 1996 Elsevier Science Ltd C1 ECOLE HAUTES ETUD COMMERCIALES,MONTREAL,PQ H3T 2A7,CANADA. RP Garcia, A, UNIV LOS ANDES,DEPT INGN IND BOGOTA,BOGOTA 4976,COLOMBIA. CR *ACOSOFT, 1993, STUD SIT SOFTW IND C *INT DEV RES CTR, 1987, P INT M DAK SEN *WAITRO, 1984, P WAITRO INT SEM NEW AMESSE F, 1989, INDIRECT EC EFFECTS BACH L, 1992, MEASURING MANAGING S DAVENPORT TH, 1993, PROCESS INNOVATION R FREEMAN C, 1989, TECHNOLOGY POLICY EC GROSSMAN GM, 1991, INNOVATION GROWTH GL GRUBER WH, 1969, FACTORS TRANSFER TEC HAAPARANTA P, 1986, INTERTEMPORAL EFFECT HALES M, 1994, TRANSFORMING ORG INF HERTZFELD HR, 1992, MEASURING RETURNS SP LEVY B, 1983, PUBLIC ENTERPRISES T ROSENBERG N, 1982, INSIDE BLACK BOX TEC ROSENBERG N, 1994, EXPLORING BLACK BOX SCHERER FM, 1989, INNOVATION GROWTH SC SCHUMPETER JA, 1934, THEORY EC DEV SCHUMPETER JA, 1954, HIST EC ANAL SVEIBY KE, 1987, MANAGING KNOWHOW WILL M, 1992, EXACT APPROACH EVALU NR 20 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 1996 VL 16 IS 9 BP 469 EP 485 PG 17 SC Engineering, Industrial; Operations Research & Management Science GA VT503 UT ISI:A1996VT50300002 ER PT J AU Berry, MMJ TI Technical entrepreneurship, strategic awareness and corporate transformation in small high-tech firms SO TECHNOVATION LA English DT Article ID HIGH-TECHNOLOGY FIRMS; PRODUCT DEVELOPMENT; BUSINESS STRATEGY; MANAGEMENT; INNOVATION; PERFORMANCE; COMPANIES AB This paper presents the results of an empirical study of the management phenomenon underlying corporate transformation processes in small high-tech firms. Within a few years of their foundation, small high-tech firms must evolve from a technology-driven to a market-led management philosophy. In order to support this transition towards a marketing orientation there must be a concurrent development in management practice within the organization if the firm is to survive and be successful in the long term. It is argued that firms are unlikely to achieve corporate transformation unless a strategic approach to managing the business and technology development is adopted. Significantly, firms that fail to evolve towards a market-led organization and a strategic orientation are those where management is dominated by technologists. It is concluded that the strategic awareness of the technical entrepreneur is a critical determinant of the firm's viability and achievements in the long term. It is further proposed that policy instruments should focus upon developing not only the technological base but also the general management and marketing skills base of small high-tech firms in order to ensure their continued effective contribution to innovation and international competitiveness. Copyright (C) 1996 Elsevier Science Ltd RP Berry, MMJ, UNIV STRATHCLYDE,DEPT MKT,STRATHCLYDE INT BUSINESS UNIT,GLASGOW G4 0RQ,LANARK,SCOTLAND. CR *SEG QUINC PARTN, 1985, CAMBR PHEN GROWTH HI ABERNATHY WJ, 1978, TECHNOL REV, V80, P41 ADLER PS, 1992, SLOAN MANAGE REV, V33, P19 ARAM JD, 1990, LONG RANGE PLANN, V23, P63 BAHRAMI H, 1987, CALIF MANAGE REV, V30, P51 BERRY MMJ, 1987, THESIS U STRATHCLYDE BOAG DA, 1989, J PROD INNOVAT MANAG, V6, P109 BRACKER JS, 1988, STRATEGIC MANAGEMENT, V9, P591 CARLAND JW, 1989, INT SMALL BUSINESS J, V7, P23 CHURCHILL NC, 1983, HARVARD BUSINESS MAY, P30 COOPER AC, 1973, R&D MANAGE, V3, P59 COOPER RG, 1983, IND MARKET MANAG, V12, P243 COOPER RG, 1984, J PROD INNOVAT MANAG, V2, P151 COOPER RG, 1985, IND MARKET MANAG, V14, P179 DANILA N, 1989, R&D MANAGE, V19, P47 DODGSON M, 1991, INT J TECHNOLOGY MAN, P95 DODGSON M, 1991, J GEN MANAGE, V17, P45 DODGSOON M, 1990, GROWTH DEV SMALL HIG EISENHARDT KM, 1984, COLUMBIA J WORLD BUS, V19, P31 ERICKSON TJ, 1990, SLOAN MANAGE REV, V31, P73 FONTES M, 1995, TECHNOVATION, V15, P497 FREEMAN C, 1982, EC IND INNOVATION FUSFELD AR, 1989, INT J TECHNOL MANAGE, V4, P601 GIBB A, 1985, J MANAGE STUD, V22, P597 GIBB A, 1990, INT SMALL BUSINESS J, V9, P15 HAYES RH, 1980, HARVARD BUS REV, V58, P67 KANTROW AM, 1980, HARVARD BUS REV, V58, P12 KANTROW AM, 1980, HARVARD BUS REV, V58, P18 KANTROW AM, 1980, HARVARD BUS REV, V58, P6 KNIGHT RM, 1986, J PROD INNOVAT MANAG, V3, P195 LIBERATORE MJ, 1983, R&D MANAGE, V13, P207 MAIDIQUE MA, 1984, SLOAN MANAGE REV, V25, P17 MONCK CSP, 1988, SCI PARKS GROWTH HIG NEWBY H, 1993, SEM PAP INN AG SER P OAKEY R, 1991, INT SMALL BUSINESS J, V9, P30 OAKEY R, 1991, J MARKETING MANAGEME, V7, P343 OAKEY RP, 1990, ESRC NEW TECHN FIRM OAKEY RP, 1991, TECHNOVATION, V11, P79 PAVITT K, 1986, STRATEGIC MANAGEMENT PAVITT K, 1990, CALIFORNIA MANAG SPR, P17 PAVITT K, 1993, SEM PAP INN AG SER P PERRINO AC, 1989, RES TECHNOL MANAGE, V32, P12 PETRONI G, 1983, LONG RANGE PLANN, V16, P51 PORTER M, 1985, J BUS STRAT, V5, P60 PORTER ME, 1983, RES TECHNOLOGICAL IN, V1, P1 RINHOLM B, 1987, AM J SMALL BUSINESS, V12, P37 ROBERTS EB, 1968, RES MANAGE, V11, P249 ROBERTS EB, 1991, INT J TECHNOL MANAGE, P59 ROTHWELL R, 1974, RES POLICY, V3, P258 ROTHWELL R, 1977, R&D MANAGE, V7, P191 ROTHWELL R, 1984, OMEGA-INT J MANAGE S, V12, P19 SCHERER A, 1988, J PROD INNOVAT MANAG, V5, P282 SETHI NK, 1985, LONG RANGE PLANN, V18, P89 SHANKLIN WL, 1984, HARVARD BUSINESS NOV, P164 SHUMAN JC, 1985, LONG RANGE PLANN, V18, P48 SMITH JG, 1987, LONG RANGE PLANN, V20, P61 STANWORTH MJK, 1976, J MANAGEMENT STU MAY, P95 STOREY DJ, 1987, PERFOORMANCE SMALL F VANDIERDONCK R, 1991, R&D MANAGE, V21, P109 VANGUNSTEREN LA, 1987, LONG RANGE PLANN, V20, P51 WHEELWRIGHT SC, 1992, HARVARD BUS REV, V70, P70 WIND Y, 1988, J PROD INNOVAT MANAG, V5, P304 NR 62 TC 9 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 1996 VL 16 IS 9 BP 487 EP 498 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA VT503 UT ISI:A1996VT50300003 ER PT J AU Pandey, IM Jang, A TI Venture capital for financing technology in Taiwan SO TECHNOVATION LA English DT Article ID DECISION-MAKING; MODEL; MARKET AB This study provides empirical evidence of the venture capital activity in Taiwan. It also explains the differences in the perceptions of the venture capitalists and the investee companies vis-h-vis the extent and quality of the management assistance provided by the Taiwanese venture capitalists. In Taiwan, venture capital was formally introduced in 1984, and it has grown rapidly since then. At the end of 1994, the number of the venture capital firms increased to 29 with cumulative venture capital funds of NT$15 billion. The study shows that the Taiwanese venture capitalists actively solicit deals. They generally prefer financing ventures at the development stage. About one-fifth of their funds goes to the start-ups. The initial screening of ventures is based on the nature of the industry, and the five most important criteria for the evaluation of the ventures are return on investment, market need for product, the venture team's technical skills, the potential market growth and the liquidity of the investment. The investee companies in Taiwan depend on the venture capitalists only for about one-tenth of their fund requirement, and mostly for financing the development stage. Their choice of the venture capital firms is based on the venture capitalists' reputation and image, help in identifying consultants, flexibility in obtaining funds and assistance in going public. The venture capitalists in Taiwan provide management assistance to the investee companies, and they consider their involvement in the ventures as a significant contribution. However, the managerial involvement of the venture capitalists is considered. Copyright (C) 1996 Elsevier Science Ltd RP Pandey, IM, ASIAN INST TECHNOL,SCH MANAGEMENT,VISITING FAC,GPO BOX 2754,BANGKOK 10501,THAILAND. CR *AVCJ, 1994, GUID VENT CAP AS 199 *TVCA, 1993, TAIP VENT CAP ASS AMIT R, 1990, MANAGEMENT SCI OCT, P1232 BARRY CB, 1994, FINANC MANAGE, V23, P3 BORGMAN LW, 1983, FINANCIAL ISSUES BIO BREALEY R, 1991, PRINCIPLES CORPORATE BRYGRAVE WD, 1992, VENTURE CAPITAL CROS BYGRAVE WD, 1985, BABS COLL ENTR C P CHERIN A, 1988, BABSON ENTREPRENEURS CLARKE R, 1987, VENTURE CAPITAL BRIT DIXON R, 1990, MANAGE ACCOUNTING, V68, P36 FRIED VH, 1988, ENTREPRENEURSHIP THE FRIED VH, 1994, FINANC MANAGE, V23, P28 GORMAN M, 1989, J BUS VENTURING, V4, P231 GOSLIN LN, 1986, FRONTIERS ENTREPRENE, P366 GUAN RCK, 1989, VENTURE CAPITAL ASIA GUPTA JP, 1996, ACCOUNTING BUSINESS, V3 LERNER J, 1994, J FINANCIAL EC JUN, P293 LIU K, 1994, FINANCIAL INVESTMENT MACMILLAN IC, 1985, J BUSINESS VENTURING, V1, P119 MACMILLAN IC, 1987, J BUS VENTURING, V2, P123 MACMILLAN IC, 1989, J BUS VENTURING, V4, P27 PANDEY IM, 1992, 1032 IND I MAN AH, P1 PANDEY IM, 1995, 7 ANN INT S SMALL BU PANDEY IM, 1995, IFCAS J APPL FINANCE, P90 POINDEXTER JB, 1976, EFFICIENCY FINANCIAL PREMUS R, 1986, VENTURE CAPITAL INNO RAH J, 1994, J BUS VENTURING, V9, P509 RAY DM, 1991, INT SMALL BUSINESS J, V10, P11 RAY DM, 1993, INT SMALL BUSINESS J, V11, P39 ROBERTS EB, 1991, SLOAN MANAGE REV, V32, P9 ROBINSON RB, 1987, J BUS VENTURING, V2, P53 ROSENSTEIN J, 1988, J BUSINESS VENTURING, V3, P159 SAGARI SB, 1991, 13 INT FIN CORP SAGARI SB, 1991, VENTURE CAPITAL OPER SAPIENZA HJ, 1989, FRONTIERS ENTREPRENE, P245 SHILSON D, 1984, BANK ENGLAND Q B, P207 TIMMONS JA, 1986, J BUSINESS VENTURING, V1, P161 TYEBJEE TT, 1984, MANAGE SCI, V30, P1051 WAN V, 1988, AUSTR SMALL BUSINESS, V3 WAN V, 1989, TECHNOVATION, V9, P337 WAN V, 1991, TECHNOVATION, V11, P327 WILSON HIM, 1993, TECHNOVATION, V13, P425 NR 43 TC 3 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 1996 VL 16 IS 9 BP 499 EP 514 PG 16 SC Engineering, Industrial; Operations Research & Management Science GA VT503 UT ISI:A1996VT50300004 ER PT J AU McMullan, WE TI An entrepreneurial tragi-comedy: Exploring the dark side of venturing SO TECHNOVATION LA English DT Article AB An entrepreneurship educator discusses the anxiety he felt over the first 3 1/2 years developing a high-technology manufacturing business. Copyright (C) 1996 Elsevier Science Ltd RP McMullan, WE, UNIV CALGARY,FAC MANAGEMENT,500 UNIV DR NW,CALGARY,AB T2N 1N4,CANADA. NR 0 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD SEP PY 1996 VL 16 IS 9 BP 515 EP 517 PG 3 SC Engineering, Industrial; Operations Research & Management Science GA VT503 UT ISI:A1996VT50300005 ER PT J AU Sohal, AS TI Assessing AMT implementations: An empirical field study SO TECHNOVATION LA English DT Article ID CAD AB This paper reports the results of a study carried out to assess a number of different AMT implementations in different organizations. A case study method of investigation was used and the experiences of seven companies were documented. The analysis carried out on the data gathered is presented on the following: competitive priorities and company goals, reasons for adopting the new technology, planning and implementation procedures/issues, benefits achieved from the AMT investment and the difficulties and limitations associated with adopting the AMT The critical factors in the adoption of AMTs are identified as: learning from the experiences of others, appointment of a champion, establishment of committees and project teams, on-going and on-the-job training, technical support for the users, and appropriate changes to the organizational structure and managerial responsibilities. Copyright (C) 1996 Elsevier Science Ltd RP Sohal, AS, MONASH UNIV,DEPT BUSINESS MANAGEMENT,POB 197,CAULFIELD,VIC 3145,AUSTRALIA. CR BEATTY CA, 1988, SLOAN MANAGE REV, V29, P25 BEATTY CA, 1992, SLOAN MANAGE REV, V33, P49 BESSANT J, 1986, INT J OPERATIONS PRO, V6, P44 CURRIE WL, 1989, LONG RANGE PLANN, V22, P85 GOSSOP M, 1993, AIDS CARE, V5, P159 JAIKUMAR R, 1989, HARVARD BUS REV, V86, P69 LIKER JK, 1992, SLOAN MANAGE REV, V33, P74 MEREDITH JR, 1987, MANAGEMENT OPERATION SOHAL A, 1991, COMPUT INTEGR MANUF, V4, P71 STONE E, 1978, RES METHODS ORG BEHA VOSS CA, 1988, INT J TECHNOL MANAGE, V3, P285 WEILL P, 1991, INT J TECHNOL MANAGE, V6, P335 YIN RK, 1984, CASE STUDY RES DESIG YOUNG SM, 1993, J MANAGEMENT ACCOUNT, V5, P300 NR 14 TC 10 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD AUG PY 1996 VL 16 IS 8 BP 377 EP 384 PG 8 SC Engineering, Industrial; Operations Research & Management Science GA VH832 UT ISI:A1996VH83200001 ER PT J AU Snaddon, DR TI The manufacturing mix SO TECHNOVATION LA English DT Article ID PRODUCTIVITY MEASURE; SECTIONS; FIRMS AB This paper investigates the importance of selected manufacturing mb variables. It starts with the economic theory of the firm in competitive markets (as augmented by Williamson's analysis). It introduces information variables, called the manufacturing mb inside a firm which contribute to the overall goal of competitive firms. From this, attributes of manufacturing mit variables are discussed which link the theories of manufacturing strategy and economics. Specific manufacturing mit variables are chosen for further research. This pager then uses these variables to test conjectures in the manufacturing strategy area. It considers the economic problem of whether to use totals or marginals. Then it tests the relative importance of quality, cost and speed, using a range of tasks in the manufacture of fast-moving consumer goods. Empirical findings from practising managers have implications for some manufacturing strategy conjectures. In particular, the paper finds that marginal efforts on different tasks yield significant differences in quality, cost and speed. Copyright (C) 1996 Elsevier Science Ltd RP Snaddon, DR, UNIV WITWATERSRAND,DIV IND ENGN,ZA-2050 JOHANNESBURG,SOUTH AFRICA. CR *CSS, 1988, 300101 CSS ADAM EE, 1992, MANUFACTURING STRATE, P373 ALCHIAN AA, 1972, AM ECON REV, V62, P777 BAXTER WT, 1969, MODERN FINANCIAL MAN, P184 BUCHANAN JM, 1968, DEMAND SUPPLY PUBLIC BUKULA MS, 1993, UNPUB ASSESSMENT FOC BULLARD WR, 1993, SERVICE SUPERIORITY, P155 CHANDLER AD, 1990, SCALE SCOPE DYNAMICS COASE RH, 1937, ECONOMICA, V4, P386 COOPER R, 1987, ACCONTING MANAGEMENT, P204 DAY RH, 1968, J POLITICAL EC, V76, P583 DEMEYER A, 1992, MANUFACTURING STRATE, P221 DOLLERY BE, 1983, J STUDIES EC ECONOME, V17, P5 DOUGLAS EJ, 1992, MANAGERIAL EC ANAL S DRURY JC, 1986, MANAGEMENT COST ACCO DUGGER WM, 1983, J ECON ISSUES, V17, P95 ECCLES RG, 1981, J ECON BEHAV ORGAN, V2, P335 FAULHABER GR, 1988, J ECON LIT, V26, P577 FERDOWS K, 1990, J OPERATIONS MANAGEM, V9, P168 GABOR A, 1966, ECONOMICA, V33, P43 GREENHALGH GR, 1991, MANUFACTURING STRATE HAYES RH, 1984, RESTORING OUR COMPET HEITGER LE, 1980, MANAGERIAL ACCOUNTIN HILL T, 1985, MANUFACTURING STRATE HIRSHLEIFER J, 1956, J BUS, V29, P172 HIRSHLEIFER J, 1957, J BUS, V30, P96 HORNGREN CT, 1987, COST ACCOUNTING MANA KOONTZ H, 1972, PRINCIPLES MANAGEMEN KOTLER P, 1971, MARKETING DECISION M LEIBENSTEIN H, 1979, J ECON LIT, V17, P477 LOASBY BJ, 1976, CHOICE COMPLEXITY IG MACNEIL IR, 1978, NORTHWEST U LAW REV, V72, P854 MARSHALL A, 1962, PRINCIPLES EC MCLAUGHLIN CP, 1990, MANUFACTURING STRATE, P502 MEFFORD RN, 1986, REV ECON STAT, V68, P96 MICWITZ G, 1959, MARKETING COMPETITIO MILLER JG, 1981, HARVARD BUS REV, V59, P145 MILLER RL, 1986, INTERMEDIATE MICROEC MONSEN RJ, 1965, J POLITICAL EC, V73, P221 PATELL JM, 1987, ACCOUNTING MANAGEMEN, P229 REEKIE WD, 1984, MARKETS ENTREPRENEUR ROTH A, 1992, SERVICES MARKETING M SAMUELS JM, 1968, STUDIES COST ANAL, P541 SAMUELSON PA, 1967, ECONOMICS SCHMENNER RW, 1993, PRODUCTION OPERATION SIMON HA, 1978, AM ECON REV, V68, P1 SKINNER W, 1974, HARVARD BUS REV, V52, P113 SKINNER W, 1986, HARVARD BUS REV, V64, P55 SLACK N, 1991, MANUFACTURING ADV SNADDON DR, 1990, TECHNOVATION, V10, P235 SNADDON DR, 1990, TECHNOVATION, V10, P453 SNADDON DR, 1993, SA J BUSINESS MANAGE, V24, P147 SOLOMONS D, 1965, DIVISIONAL FINANCIAL STIGLER GJ, 1951, J POLITICAL EC, V59, P185 TANG RYW, 1979, MANAGE ACCOUNTING, V60, P12 TANG RYW, 1992, MANAGE ACCOUNTING, V73, P22 WILLIAMSON OE, 1975, MARKETS HIERARCHIES WILLIAMSON OE, 1979, J LAW ECON, V22, P233 WILLIAMSON OE, 1981, J ECON LIT, V19, P1537 WILLIAMSON OE, 1985, EC I CAPITALISM NR 60 TC 2 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD AUG PY 1996 VL 16 IS 8 BP 385 EP 396 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA VH832 UT ISI:A1996VH83200002 ER PT J AU Sundbo, J TI The balancing of empowerment - A strategic resource based model of organizing innovation activities in service and low-tech firms SO TECHNOVATION LA English DT Article AB The empowerment of employees as corporate entrepreneurs in the innovation process is important. However, it is also important to control, and thus balance, it. This article tries to answer two questions: Do firms stimulate and balance innovation empowerment, and, is so, how do they organize and manage it? First, innovation. empowerment is discussed theoretically within the framework of the resource based theory of the firm. Firms might establish two systems of organizing innovation activities. One is the expert system (typically R&D departments), the other is the empowerment system. The empowerment system is particularly important for low-tech and service firms. The empowerment system is organized corporate entrepreneurship which is controlled by the management-in contrast to free (uncontrolled) corporate entrepreneurship The argument for controlling empowerment is that it may easily use too many resources. Second, the two questions are discussed empirically on the basis of case studies in Danish firms. Nearly all firms practised empowerment stimulation. A fewer, but still most, practised empowerment control, Inducement mechanisms which stimulate the empowerment and control mechanisms were found. Strategy, particular innovation departments and practical instruments for procuring ideas were the most important inducement mechanisms. Networking and empowerment of customers were under-utilized mechanisms. The most important control mechanisms were the strategy and a linear organization of the innovation process. Organizational learning is the most efficient control mechanism, but is difficult to practise. A model of the balance system is put forward. Copyright (C) 1996 Elsevier Science Ltd RP Sundbo, J, ROSKILDE UNIV CTR,DEPT SOCIAL SCI,DK-4000 ROSKILDE,DENMARK. CR 1990, STRATEGIC MANAGE SUM ABERNATHY WJ, 1978, TECHNOL REV, V80, P2 ALDRICH HE, 1979, ORG ENV ANDERSEN ES, 1994, EVOLUTIONARY EC POST ARGYRIS C, 1978, ORG LEARNING BAUMOL WJ, 1968, AM ECON REV, V58, P64 BINKS M, 1990, ENTREPRENEURSHIP EC BINSWANGER HP, 1978, INDUCED INNOVATION T BURGELMAN RA, 1986, INSIDE CORPORATE INN BURNS T, 1961, MANAGEMENT INNOVATIO CASSON M, 1982, ENTREPRENEUR DRUCKER PF, 1985, INNOVATION ENTREPREN EIGLIER P, 1988, SERVUCTION GIDDENS A, 1987, SOCIAL THEORY MODERN GLASER BG, 1970, DISCOVERY GROUNDED T GRONROOS C, 1990, SERVICE MANAGEMENT M KANTER ER, 1989, WHEN GIANTS LEARN DA KANTER RM, 1983, CHANGE MASTERS KIRZNER IM, 1973, COMPETITION ENTREPRE KLINE SJ, 1985, RES MANAGE, V28, P36 KNIGHTS D, 1991, ORGAN STUD, V12, P251 LEIBENSTEIN H, 1966, AM ECON REV, V56, P392 LUNDVALL BA, 1988, TECHNICAL CHANGE EC MINTZBERG H, 1989, MINTZBERG MANAGEMENT NELSON RR, 1982, EVOLUTIONARY THEORY NORMANN R, 1991, SERVICE MANAGEMENT NYSTROM H, 1979, CREATIVITY INNOVATIO NYSTROM H, 1990, TECHNOLOGICAL MARKET PENROSE ET, 1959, THEORY GROWTH FIRM PETERS TJ, 1982, SEARCH EXCELLENCE PETTIGREW AM, 1992, STRATEGIC MANAGE J, V13, P5 PINCHOT G, 1985, INTRAPRENEURING PORTER ME, 1980, COMPETITIVE STRATEGY PORTER ME, 1990, COMPETITIVE ADVANTAG ROTHWELL R, 1985, REINDUSTRIALIZATION RUMELT RP, 1987, COMPETITIVE CHALLENG RUMELT RP, 1994, FUNDAMENTAL ISSUES S SCHUMPETER JA, 1934, THEORY EC DEV SCHUMPETER JA, 1943, CAPITALISM SOCIALISM SENGE P, 1990, 5 DISCIPLINE ART PRA SIMONS R, 1994, LEVERS CONTROL MANAG SIMONS R, 1995, HARVARD BUSINESS MAR, P80 STACEY RD, 1993, CHAOS FRONTIER CREAT SUNDBO J, 1992, BUSINESS ANN 1992 SUNDBO J, 1992, CREATIVITY INNOVATIO, V1, P109 SUNDBO J, 1994, SCANDINAVIAN J MANAG, V10, P245 TEECE D, 1994, IND CORP CHANGE, V3, P537 TEECE DJ, 1987, COMPETITIVE CHALLENG TUSHMAN M, 1988, READINGS MANAGEMENT VANDENVEN AH, 1989, RES MANAGEMENT INNOV VONHIPPEL E, 1988, SOURCES INNOVATION WEGLOOP P, 1995, IN PRESS TECHNOLOGY, V17 WILLIAMSON OE, 1975, MARKETS HIERARCHIES NR 53 TC 3 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD AUG PY 1996 VL 16 IS 8 BP 397 EP 409 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA VH832 UT ISI:A1996VH83200003 ER PT J AU Szanto, B TI Science policy vs technology policy? SO TECHNOVATION LA English DT Article AB On the higher stage of cognitive evolution, the concept of innovation management shifts toward a strategic design of the conscious socio-technical evolutionary movement. The paper investigates the question of why on this higher stage of human development, conventional science policy confronts engineering concept of technology development? Also, why, despite this, are science and technology policy one in its intention? The concept of a new alliance between science, technology and society is urged, on the grounds that the model of development we use in Europe still contemplates both science and technology as endogenous factors of economy, which they are not. The paper raises the question of whether, on the higher stage of socio-technical evolution, the scientific and technological advances can really be taken as inner resources of economic development, with production of knowledge as a function of capital accumulation. It is argued that either on a corporate or on a governmental level, the matter of an engineering approach to creation and the implementation of technological advantage, and the matter of scientific cognition should be conceptually the same in intention, but separated in accomplishment, because of their different directions. The concept of science and technology policy ought to be reconsidered and separated accordingly. Copyright (C) 1996 Elsevier Science Ltd RP Szanto, B, TECH UNIV BUDAPEST,ACAD RES & DEV RES UNIT,MUEGYETEM RKP 9,T EP 201-B,H-1111 BUDAPEST,HUNGARY. CR *PARL DEC, 1995, UNPUB TUD ELV FEL FEYERABEND P, 1991, 3 DIALOGUES KNOWLEDG HAKEN H, 1973, COOPERATIVE PHENOMEN HALFMAN J, 1984, METHODOLOGY METAPHYS KOESTLER A, 1966, ACT CREATION KOSARY D, 1995, 5 5 TEZIS TUDOMANYPO, P505 KROPOTKIN PA, 1902, MUTUAL AID FACTOR EV ROSEGGER G, 1991, MANAGEMENT TECHNOLOG SALOMON JJ, 1995, SCI PUBL POLICY, V22, P9 SZANTO B, 1985, INNOVACIO GAZDASAG F WEBSTER A, 1991, SCI TECHNOLOGY SOC N NR 11 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD AUG PY 1996 VL 16 IS 8 BP 411 EP 420 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA VH832 UT ISI:A1996VH83200004 ER PT J AU Seror, AC TI Action research for international information technology transfer: A methodology and a network model SO TECHNOVATION LA English DT Article ID RESEARCH-AND-DEVELOPMENT; SYSTEMS; IMPLEMENTATION; INNOVATION; MANAGEMENT; GOVERNMENT; CULTURE AB The objective of this paper is to present a methodology for action research to support information technology transfer in a context of national development. One approach to this problem is to consider new technology implementation and organization redesign as parallel processes and to develop managerial roles for action research in an interactive network model. The action research methodology proposed here is conceived to complement technical system development with identification of requirements and constraints of organization culture and behavior The fundamental principles of this methodology serve as a basis to formulate recommendations for future research and practice. Copyright (C) 1996 Elsevier Science Ltd RP Seror, AC, UNIV LAVAL,FAC SCI ADM,DEPT MANAGEMENT,PAVILLON PALASIS PRINCE,ST FOY,PQ G1K 7P4,CANADA. CR AVISON DE, 1991, COMPUT J, V34, P98 AVISON DE, 1991, EUROPEAN J INFORMATI, V1, P183 BARNETT A, 1994, SCI PUBL POLICY, V21, P2 BENTLEY R, 1992, P CSCW 92 TOR, P123 BERLIN L, 1992, CSCW 92 P, P130 BESSANT J, 1995, RES POLICY, V24, P97 BOADEN R, 1991, EUROPEAN J INFORMATI, V1, P23 CHISHOLM RF, 1993, HUM RELAT, V46, P275 CLARK N, 1995, SCI PUBL POLICY, V22, P249 CLEMONS EK, 1992, J MANAGEMENT INFORMA, V9, P9 COOPER RB, 1994, INFORM MANAGE, V27, P17 CUMMINGS TG, 1993, ORG DEV CHANGE CUSUMANO MA, 1994, RES POLICY, V23, P195 DEBRESSON C, 1991, RES POLICY, V20, P363 ENGLESTAD PH, 1993, HUM RELAT, V46, P219 FREEMAN C, 1991, RES POLICY, V20, P499 GURBAXANI V, 1990, P 11 INT C INF SYST, P87 HAAS PM, 1992, INT ORGAN, V46, P1 HAMMERSLEY P, 1991, COMPUT J, V34, P182 HOFSTEDE G, 1980, CULTURES CONSEQUENCE HOWELLS JR, 1995, RES POLICY, V24, P169 HUGHES JA, 1992, CSCW 92 P C COMP SUP, P115 JAEGER AM, 1986, ACAD MANAGE REV, V11, P178 JOHNSON K, 1992, INT J HUM RESOUR MAN, V3, P71 JUNG CG, 1923, PSYCHOL TYPES JUSTMAN M, 1995, RES POLICY, V24, P259 LIANG TP, 1993, J MANAGEMENT INFORMA, V9, P5 MALONE TW, 1992, P HAW INT C SYST SCI, V4, P636 MEYER PB, 1988, J ECON ISSUES, V22, P443 MORGAN G, 1986, IMAGES ORG MYERS MD, 1994, INFORMATION SYSTEMS, V5, P51 NOBLE F, 1991, COMPUT J, V34, P113 POO CCD, 1991, COMPUT J, V34, P122 QUANG PT, 1991, MERISE PRACTICE REDDY NM, 1990, RES POLICY, V19, P285 RENN O, 1995, SCI PUBL POLICY, V22, P147 ROBERTSON PL, 1995, RES POLICY, V24, P543 ROBEY D, 1987, INTERFACES, V17, P72 RUGMAN AM, 1993, INT EXECUTIVE, V35, P283 RUSSELL A, 1995, SCI PUBL POLICY, V22, P73 SACKMANN SA, 1991, J APPL BEHAV SCI, V27, P295 SALOMON JJ, 1995, SCI PUBL POLICY, V22, P1 SUTCLIFFE A, 1991, COMPUT J, V32, P132 TIAMIYU MA, 1993, J INFORM SCI, V19, P189 TRIPSAS M, 1995, RES POLICY, V24, P367 TROTT P, 1995, TECHNOVATION, V15, P25 WALSHAM G, 1991, EUR J INFORM SYST, V1, P83 WARWICK D, 1980, HDB CROSS CULTURAL P, V1, P319 WEISS D, 1992, SOC INDIC RES, V26, P367 YIN RK, 1994, CASE STUDY RES DESIG NR 50 TC 2 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD AUG PY 1996 VL 16 IS 8 BP 421 EP 429 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA VH832 UT ISI:A1996VH83200005 ER PT J AU Murphy, SA Kumar, V TI The role of predevelopment activities and firm attributes in new product success SO TECHNOVATION LA English DT Article ID INNOVATION; PERFORMANCE; TECHNOLOGY; MODEL AB The product development literature focuses largely on improving the efficiency and success rates of the development process, while largely neglecting the activities that comprise the predevelopment stages. The result is that little is known about how or why predevelopment practices differ among firms. Our study of fifteen firms in Ontario's integrated circuit board industry revealed interesting differences in predevelopment practices that directly affected the likelihood of new product success. It was revealed that firm size, age, and R&D intensity were significant predictors of predevelopment practices. In addition, activities were identified that serve as a prescriptive guide for the successful development and market launch of new products. Copyright (C) 1996 Elsevier Science Ltd C1 CARLETON UNIV,OTTAWA,ON K1S 5B6,CANADA. CR ABEELE PV, 1986, IND MARKET MANAG, V15, P299 ALTIER WJ, 1988, J PROD INNOVAT MANAG, V5, P154 ANCONA DG, 1992, ADMIN SCI QUART, V37, P634 BENSON B, 1993, IEEE T ENG MANAGE, V40, P114 BOAG DA, 1989, J PROD INNOVAT MANAG, V3, P109 COOPER RG, 1986, RES MANAGE, V29, P17 COOPER RG, 1987, J PROD INNOVAT MANAG, V4, P169 COOPER RG, 1988, IND MARKET MANAG, V17, P237 COOPER RG, 1991, IND MARKET MANAG, V20, P137 DEMEYER A, 1991, IEEE T ENG MANAGE, V7, P220 DOUGHERTY D, 1990, STRATEGIC MANAGE J, V11, P59 FELDMAN LP, 1984, J PROD INNOVAT MANAG, V1, P43 FROST P, 1991, RES ORGAN BEHAV, P229 HOWELL JM, 1990, ADMIN SCI QUART, V35, P317 KARAKAYA F, 1994, J BUS VENTURING, V9, P49 KENDALL DL, 1991, IND MARKET MANAG, V20, P177 KUMAR V, 1991, TECHNOLOGICAL INNOVA KUMAR V, 1994, ENG MANAGEMENT J, V6, P23 KUMAR V, 1994, TECHNOVATION, V14, P311 KUMAR V, 1996, IN PRESS IEEE T ENG LAKSHMIRATAN RA, 1991, J BUS RES, V23, P201 LAWTON L, 1980, BUS HORIZONS, V23, P29 MAIDIQUE MA, 1980, SLOAN MANAGEMENT WIN, P59 MOORE WL, 1987, J PROD INNOVAT MANAG, V4, P6 PRAHALAD CK, 1990, HARVARD BUSINESS MAY, P79 QUINN JB, 1979, SLOAN MANAGE REV, V20, P19 RINHOLM B, 1987, AM J SMALL BUSINESS, V12, P37 SARIN S, 1990, IND MARKET MANAG, V19, P301 YOON E, 1985, J PROD INNOVAT MANAG, V3, P134 YOON E, 1991, IND MARKET MANAG, V20, P115 ZIRGER BJ, 1990, MANAGE SCI, V36, P867 NR 31 TC 2 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD AUG PY 1996 VL 16 IS 8 BP 431 EP 441 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA VH832 UT ISI:A1996VH83200006 ER PT J AU TajzadehNamin, AA Shayan, E Gillin, M TI Barriers to international trade between Iran and Australia SO TECHNOVATION LA English DT Article ID UNITED-STATES; EXPORT; ORIENTATION; MANAGEMENT; FIRMS AB The lack of current export knowledge that currently exists between Iran and Australia prompted a study to research further an export culture paradigm. Emphasis was placed upon the link between innovative and entrepreneurial thinking and export culture, and the lack thereof. By applying culture as a bridge to the trading relationship, entrepreneurs can develop mutually beneficial trading relationships between countries, such as Iran and Australia, with different social cultures but very complementary economies. Copyright (C) 1996 Elsevier Science Ltd RP TajzadehNamin, AA, SWINBURNE UNIV TECHNOL,SCH MANAGEMENT,CTR ENTERPRISE & INNOVAT,MELBOURNE,VIC,AUSTRALIA. 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Identical principles are applied in former communist countries in Eastern Europe, based on the thesis that only free-market mechanisms will guarantee most benefits for all groups of society. Against this thesis, governments in most industrialized states have established so-called 'national innovation systems', formed by government-owned or -supported research institutions and measures supporting the innovation abilities of companies, since competition in innovation has become the most important kind of competition on company level and between national economies. The main aims of the article are to reach an understanding of mechanisms and responsible actors for generation and diffusion of innovation within a society and (national) economy; to demonstrate problems and impacts of unreflected deregulation and privatization on society and national economy, to show that unreflected deregulation and privatization is not in conformity with, but opposed to, economic theory as founded by Adam Smith; and to derive consequences and measures necessary for coordination within an economically developed society. The research methodology includes the use of an explanatory model, demonstration of examples, partly based on our own research, exegesis, and logical final conclusion. Copyright (C) 1996 Elsevier Science Ltd RP Hubner, H, UNIV KASSEL,DEPT MANAGEMENT SCI TECHNOL IMPACT & INNOVAT RES,D-3500 KASSEL,GERMANY. 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Since productivity analysis, although important, does not wholly represent the many quantitative aspects that affect the economic results that can be achieved with the combination of production factors, a complex method has been conceived and set up, based on indicators that make it possible, with a high degree of precision, to measure the manifold phenomena connected with production activities at both technical and economic levels. Such phenomena refer, at least, to: materials and energy cycle efficiency; process, product, energy cycle environmental efficiency; product absolute and constant quality efficiency; equipment static and dynamic operating efficiency product mix variability, product volume and input efficiency. The indicators proposed can be elaborated either at the end of the year or periodically during the year, and have been arranged so that they are comparable with similar and different production activities, as can be seen from the three real cases reported. Global technical efficiency varies from 0 to 1200 and the higher the vale the more favourable it is; global economic efficiency varies 1200 to 0 and the lower the value the higher the efficiency. Copyright (C) 1996 Elsevier Science Ltd RP Barbiroli, G, UNIV BOLOGNA,DIPARTIMENTO DISCIPLINE ECON AZIENDALI,CTR STUDI INGN ECON GESTIONALE,BOLOGNA,ITALY. CR AFRIAT S, 1972, INT ECON REV, V13, P568 AIGNER DJ, 1968, AM ECON REV, V58, P826 BARBIROLI G, 1989, TECHNOVATION, V9, P83 BARBIROLI G, 1990, TECHNOVATION, V10, P73 BARBIROLI G, 1992, IL FATTORE ENERGIA C BARBIROLI G, 1992, TECHNOVATION, V12, P285 BARBIROLI G, 1995, STRUCTURAL CHANGE EC, V6, P377 BAUER PW, 1990, J ECONOMETRICS, V46, P39 CAVES DW, 1982, ECON J, V92, P73 CHARNES A, 1961, MANAGEMENT MODELS IN COWING PG, 1981, PRODUCTIVITY MEASURE DANTZIG GB, 1963, LINEAR PROGRAMMING E DEBREU G, 1951, ECONOMETRICA, V19, P273 DIEWERT WE, 1980, AM ECON REV, V70, P260 DONINI BR, 1996, LINEAR PROGRAMMING M FARE R, 1985, MEASUREMENT EFFICIEN FARE R, 1992, J PROD ANAL, V2, P283 FARE R, 1994, PRODUCTION FRONTIERS FARRELL MJ, 1957, J ROYAL STATISTICA A, V120, P253 GOLD B, 1955, FDN PRODUCTIVITY ANA GOLD B, 1971, EXPLORATION MANAGERI GOLD B, 1987, TECHNOVATION, V6, P227 GREENE WH, 1993, MEASUREMENT PRODUCTI, P68 JORGENSON DW, 1967, REV ECON STUD, V34, P249 KUROSAWA K, 1991, PRODUCTIVITY MEASURE LOVELL CAK, 1988, APPL MODERN PRODUCTI LOVELL CAK, 1993, MEASUREMENT PRODUCTI, P36 MEEUSEN W, 1977, INT ECON REV, V18, P435 NORSWORTHY JR, 1992, EMPIRICAL MEASUREMEN RUSSELL RR, 1985, J ECON THEORY, V35, P109 RUSSELL RR, 1988, MEASUREMENT EC THEOR RUSSELL RR, 1990, J ECON THEORY, V51, P255 SCHMIDT P, 1985, ECONOMETRIC REV, V4, P289 SHEPHARD RW, 1953, COST PRODUCTION FUNC SHEPHARD RW, 1970, THEORY COST PRODUCTI SHEPHARD RW, 1974, MATH SYSTEMS EC, V10 THIRY B, 1989, ANN PUBLIC COOPERATI, V60, P9 TIMMER CP, 1971, J POLITICAL EC, V79, P776 VONNEUMANN J, 1938, REV EC STUDIES, V13 NR 39 TC 4 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 1996 VL 16 IS 7 BP 341 EP 356 PG 16 SC Engineering, Industrial; Operations Research & Management Science GA VC204 UT ISI:A1996VC20400003 ER PT J AU Fabayo, JA TI Technological dependence in Africa: Its nature, causes, consequences and policy derivatives SO TECHNOVATION LA English DT Article AB Technology is critical to development because it is a resource which endows economic growth with much of its capacity for satisfying human wants. Whether the need is for more food, better education, improved housing, health care, transportation and telecommunication, increased industrial output, etc., modern technology plays a decisive role, particularly as it enhances the efficiency of resource utilization, spurs the creation and expansion of resources (e.g. physical capital) and diminishes the importance of natural factor endowment in economic progress. It is this developmental role of technology that makes its acquisition or the capability for generating it important and underscores the need for its importation in Africa, given the continent's inability to source it locally. It is, however, the contention of this study that African countries' reliance on technology imports has not only inhibited local technological development efforts in the continent, but has also contributed, in a rather cumulative manner to the distorted development or underdevelopment of the African economy. Unless concerted efforts are made to build up a strong indigenous scientific and modem technological development capability that can guarantee some degree of self-reliance in technological matters, any hope for a rapid and internally stimulated development of the African economy will remain as a mere illusion. Copyright (C) 1996 Elsevier Science Ltd RP Fabayo, JA, OBAFEMI AWOLOWO UNIV,DEPT ECON,IFE,NIGERIA. CR 1977, AFRICA DEV, V2, P27 *EC COMM AFR, 1983, ECA AFR DEV 1983 200 *EC COMM AFR, 1984, MONOGRAPH EC COMMISS, V13 *UNCTAD, 1979, TD238 UNCTAD S *UNIDO, 1985, DEV TRANSF TECHN SER, V15 ADEDEJI A, 1981, INDIGENIZATION AFRIC ANTOLA E, 1979, TECHNOLOGY AFRICAN D BELL M, 1984, TECHNOLOGICAL CAPABI BERRIOS R, 1985, SCANDINAVIAN J DEV A, V4, P121 ECKAUS R, 1977, APPROPRIATE TECHNOLO FABAYO A, 1984, INT DEV CTR JAPAN WO, V29, P1 FABAYO A, 1984, J ADM, V18, P47 FABAYO A, 1987, W AFRICAN EC J, V2, P73 FABAYO A, 1995, J DEV ALTERNATIVES, V14, P5 FABRICAN S, 1954, 36 NAT BUR EC RES FARUGI R, 1976, AFRICA DEV, V2 FRANSMAN M, 1984, TECHNOLOGICAL CAPABI GIRVAN N, 1979, SOC ECON STUD, V28, P1 HAMILTON D, 1973, TECHNOLOGY MAN ENV JORGENSON DW, 1967, REV EC STUDIES, V34 KAKONEN J, 1979, TECHNOLOGY AFRICAN D KAY G, 1975, DEV UNDERDEVELOPMENT KING K, 1984, TECHNOLOGICAL CAPABI KUAYA MP, 1977, AFRICA DEV, V2, P47 OLALOYE AO, 1976, Q J ADM, V12 ONIMODE B, 1983, IMPERIALISM UNDERDEV RODNEY W, 1972, HOW EUROPE UNDERDEVE RWEYEMAMU J, 1976, UNDERDEVELOPMENT IND SOLOW RM, 1957, REV ECON STAT, V39, P312 STEWART F, 1977, TECHNOLOGY UNDERDEVE STREETEN P, 1972, SCOTTISH J POLIT NOV THISEN JK, 1993, AFRICA DEV, V18, P5 NR 32 TC 2 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 1996 VL 16 IS 7 BP 357 EP 370 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA VC204 UT ISI:A1996VC20400004 ER PT J AU Guy, I TI New ventures on an ancient campus SO TECHNOVATION LA English DT Article AB This article surveys the past, present and future of oxford Science Park and describes how it maintains a link between academic expertise and industrial success. Copyright (C) 1996 Elsevier Science Ltd CR 1995, OXFORD TIMES 1027 NR 1 TC 3 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUN PY 1996 VL 16 IS 6 BP 269 EP 270 PG 2 SC Engineering, Industrial; Operations Research & Management Science GA UY577 UT ISI:A1996UY57700001 ER PT J AU Lee, MS Om, KY TI Different factors considered in project selection at public and private R&D institutes SO TECHNOVATION LA English DT Article ID ORGANIZATIONS AB With respect to the factors considered in the selection process of an R&D project from multiple proposals, are the factors that are considered important at public R&D institutes significantly different from those at private ones? To answer this question, we tried a questionnaire survey approach. This paper is written to report the results. It is found that, in selecting a development project, the key factors considered important at public R&D institutes differ from those at private ones. That is, the marker characteristics factor is considered more important at private R&D institutes, while the diffusion effect factor is considered more important at public institutes. In selecting a research project, and also with respect to other factors in selecting a development project, no significant difference is found. Though the generalizability of the findings is evidently limited we believe that the results are meaningful to the students of R&D management. Copyright (C) 1996 Elsevier Science Ltd RP Lee, MS, KOREA ADV INST SCI & TECHNOL,DEPT MANAGEMENT & POLICY,YUSONG KU,373-1 KUSONG DONG,TAEJON 305701,SOUTH KOREA. CR BANFIELD EC, 1975, J LAW ECON, V18, P587 BECKER RH, 1980, RES MANAGE, V23, P34 COOPER RG, 1981, IEEE T ENG MANAGE, V28, P54 COTTON CC, 1977, ACAD MANAGE REV, V2, P133 CROW M, 1987, RES POLICY, V16, P229 DRUCKER PF, 1973, PUBLIC INTEREST, V33, P43 EDMUNDS SW, 1978, BASIC PRIVATE PUBLIC FAUST RE, 1971, RES MANAGE, V14, P47 GEE RE, 1971, RES MANAGE, V14, P8 GIBSON JE, 1981, MANAGING RES DEV LEE S, 1986, MILITARY R D PROJECT LEIFER R, 1987, IEEE T ENG MANAGE, V34, P71 NEWMAN WH, 1978, ACAD MANAGE REV, V3, P24 PERRY JL, 1988, ACAD MANAGE REV, V13, P182 QUINN JB, 1980, STRATEGIES CHANGE RAINEY HG, 1976, PUBLIC ADMIN REV, V36, P233 RING PS, 1985, ACAD MANAGE REV, V10, P276 WHORTON JW, 1981, ACAD MANAGE REV, V6, P357 NR 18 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUN PY 1996 VL 16 IS 6 BP 271 EP 275 PG 5 SC Engineering, Industrial; Operations Research & Management Science GA UY577 UT ISI:A1996UY57700002 ER PT J AU Lan, P Young, S TI International technology transfer examined at technology component level: A case study in China SO TECHNOVATION LA English DT Article AB This paper develops the concept of a 'technology ball' and applies this to the case of foreign direct investment (FDI)-based technology transfer in Dalian City, Northeast China. The results indicate that current technology transfer is dominated by hardware transplantation, while the technology associated with innovation skills is rarely transferred. Because the technology value of FDI is low, the technology ball itself is small and important policy changes are necessary in order to facilitate movement in the ball, that is to stimulate technology transfer through FDI. Copyright (C) 1996 Elsevier Science Ltd RP Lan, P, UNIV STRATHCLYDE,DEPT MKT,GLASGOW G4 0RQ,LANARK,SCOTLAND. CR *ORG EC COOP DEV, 1992, TECHN EC KEY REL DUNNING JH, 1994, RES POLICY, V23, P67 FREEMAN C, 1982, EC IND INNOVATION GOMULKA S, 1990, THEORY TECHNOLOGICAL GOULET D, 1989, UNCERTAIN PROMISE HOBDAY M, 1991, WORLD DEV, V19, P375 LAN P, 1994, P 3 ANN WORLD BUS C LAN P, 1995, J EUROMARKETING, V4 LAN P, 1996, IN PRESS TRANSNATION LI ZY, 1992, INT EC COOPERATION, V2, P13 LIU J, 1988, INT EC COOPERATION, V11, P13 METHE DT, 1991, TECHNOLOGY COMPETITI SCHMOOKLER J, 1986, INVENTION EC GROWTH NR 13 TC 3 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUN PY 1996 VL 16 IS 6 BP 277 EP 286 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA UY577 UT ISI:A1996UY57700003 ER PT J AU Venanzi, D TI A new approach to the identification and selection of international technology transfer modes: Logical framework and empirical evidence SO TECHNOVATION LA English DT Article AB The technical-legal form criterion for identifying international technology transfer modes is inadequate for the formulation of a mode strategy from the perspectives of the transacting firms. This paper develops a new approach which provides management with a conceptual and operational framework for selecting the appropriate means to transfer or acquire technology. The approach focuses on the identification of the key-variables that differentiate the contractual modes of transfer. The analysis is supported by empirical evidence of real cases of technology transfer between small Italian firms and similar ones in newly industrialized countries. Copyright (C) 1996 Elsevier Science Ltd RP Venanzi, D, MACERATA UNIV,DEPT ECON & FINANCIAL INST,MACERATA,ITALY. CR 1987, TECHNOLOGICAL FORECA, V32, P19 *IMF, 1992, BAL PAYM STAT YB 1 *UNCTAD, 1991, GUID ACQ FOR TECHN D *UNIDO, 1991, ENT ENT COOP SMIS IT *UNIDO, 1993, IND DEV BALCET G, 1984, EC POLITICA IND, V44, P43 BLODGETT LL, 1991, J INT BUS STUD, V1, P63 BROOKE MZ, 1988, HDB INT TRADE CONTRACTOR FJ, 1981, J INT BUSINESS S FAL, P113 CONTRACTOR FJ, 1985, LICINSING INT STRATE DAHLMAN CJ, 1981, ANN AM ACAD POLIT SS, V458, P12 DAVIES H, 1977, J IND EC DEC, P161 DERAKHSHANI S, 1983, DEV ECON, V21, P27 KILLING P, 1980, COLUMBIA J WORLD FAL, P38 LECRAW DJ, 1984, J INT BUSINESS S SPR, P27 MADEUF B, 1984, RES POLICY, V13, P125 OMAN C, 1984, NEW FORMS INT INVEST PAVITT K, 1985, INT TECHNOLOGY TRANS REDDY NM, 1990, RES POLICY, V19, P285 ROBINSON RD, 1988, INT TRANSFER TECHNOL ROSENBERG N, 1976, PERSPECTIVES TECHNOL TEECE DJ, 1976, MULTINATIONAL CORPOR VENANZI D, 1996, PICCOLA IMPRESA SMAL, V1, P27 WHITE E, 1982, ORG FORMS TT DCS SMA YOUNG KY, 1990, INT J TECHNOLOGY MAN, V1, P13 NR 25 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUN PY 1996 VL 16 IS 6 BP 287 EP 300 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA UY577 UT ISI:A1996UY57700004 ER PT J AU Gilbert, M CordeyHayes, M TI Understanding the process of knowledge transfer to achieve successful technological innovation SO TECHNOVATION LA English DT Article AB This paper is concerned with the ability of organizations to innovate and successfully achieve technological and organizational change. It recognizes the complexity of the issues that contribute to the management of such change and the role of the learning organization. Through the use of organizational and technological literature it presents the development of a conceptual model for understanding the processes of knowledge transfer. The use of the model is demonstrated within a case study which explores the successful introduction of technology change into a division of a major bank. The study investigates in detail, through the reflections of individuals within the company, the activities and behaviours that have led to the successful introduction of technology change. The paper includes some of the findings and analysis of the study. The use of the model as a tool for understanding organizational processes is evaluated. Copyright (C) 1996 Elsevier Science Ltd RP Gilbert, M, CRANFIELD UNIV,INNOVAT & TECHNOL ASSESSMENT UNIT,CRANFIELD MK43 0AL,BEDS,ENGLAND. CR AJZEN I, 1988, ATTITUDES PERSONALIT BESSANT J, 1992, INT J HUMAN FACTORS, V2 BURGOYNE J, 1992, RSA J APR COHEN WM, 1990, ADMIN SCI QUART, V35, P128 GILBERT M, 1995, THESIS CRANFIELD U HINTON CM, 1995, THESIS CRANFIELD U KNIGHTS D, 1993, J MANAGEMENT STUDIES, V30 LEMON M, 1991, THESIS CRANFIELD I T MARCH JG, 1991, ORG SCI, V2 MILLS DQ, 1992, EUROPEAN MANAGEM JUN, V10 NONAKA I, 1991, HARVARD BUSINESS NOV ROTHWELL R, 1992, R D MANAGEMENT, V22 SCHEIN EH, 1991, REFRAMING ORG CULTUR SEATON RAF, 1993, TECHNOVATION, V13 TAYLOR JA, 1994, NEW TECHNOLOGY WORK, V9 TROTT P, 1993, THESIS CRANFIELD U WHYTE WF, 1991, REFRAMING ORG CULTUR WILLMANN P, 1991, ESRC IND EC STUD GRO NR 18 TC 13 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUN PY 1996 VL 16 IS 6 BP 301 EP 312 PG 12 SC Engineering, Industrial; Operations Research & Management Science GA UY577 UT ISI:A1996UY57700005 ER PT J AU Senker, J TI National systems of innovation, organizational learning and industrial biotechnology SO TECHNOVATION LA English DT Article ID SCIENCE; FIRMS AB This paper discusses the effects of national systems of innovation on organizational learning by companies, and how this affects industrial structure. The analysis focuses specifically on the industrial response by both large, existing companies and new small firms to the opportunities offered by biotechnology, and how far government policy and other factors have shaped the different patterns of industrial development which have evolved in the US and the UK. Availability of venture capital investment in the science base and national culture are found to be important factors which explain the different initial patterns of commercialization which emerged in the two countries. Evidence of considerable learning by British organizations leads to the conclusion that, as biotechnology matures, industrial structure in the two countries will converge. Copyright (C) 1996 Elsevier Science Ltd RP Senker, J, UNIV SUSSEX,SCI POLICY RES UNIT,BRIGHTON BN1 9RF,E SUSSEX,ENGLAND. CR 1993, FINANCIAL TIMES 1001 1994, CHEM ENG NEWS 0404, P16 1994, CHEM IND 0307, P160 *AGARD ABRC ROYAL, 1980, BIOT REP JOINT WORK *CAB OFF, 1990, ANN REV GOV FUND RES *MCGR BIOT NEWSW, 1983, BIOB WORLD DAT BAS *OECD, 1975, CHANG PRIOR GOV RD *US C, 1988, NEW DEV BIOT US INV *US C, 1991, BIOT GLOB EC ARORA A, 1990, J IND ECON, V38, P361 DIBNER M, 1991, BIOTECHNOLOGY GUIDE DODGSON M, 1991, MANAGEMENT TECHNOLOG DOSI G, 1982, RES POLICY, V11, P147 ERNST, 1994, EUROPEAN BIOTECH 94 ETZKOWITZ H, 1993, MINERVA, V31, P326 FAULKNER W, 1989, WORKSH ECPR STAND GR FAULKNER W, 1995, J HIGH TECHNOLOGY MA, V6, P95 FAULKNER W, 1995, KNOWLEDGE FRONTIERS GIBBONS M, 1974, RES POLICY, V3, P220 GOODEVE C, 1967, NEW SCI 0209, P346 GRANSTRAND O, 1992, R&D MANAGE, V22, P111 HALL S, 1988, INVISIBLE FRONTIERS HEDBERG B, 1981, HDB ORG DESIGN, V1 KENNEY M, 1986, BIOTECHNOLOGY U IND LINDVALL BA, 1992, NATIONAL SYSTEMS INN MALERBA F, 1992, ECON J, V102, P845 MCMULLAN E, 1986, ENTREPRENEURSHIP TEC, P101 METCALFE JS, 1989, RES TECHNOLOGICAL IN, V4, P153 MONCK C, 1988, SCI PARKS GROWTH HIG MOWERY DC, 1983, EXPLOR ECON HIST, V20, P351 OAKEY R, 1990, NEW FIRMS BIOTECHNOL ORSENIGO L, 1989, EMERGENCE BIOTECHNOL PAVITT K, 1987, SCI PUBL POLICY, V14, P182 PIATIER A, 1991, TECHNOLOGY EC DEV, P341 RATNER M, 1989, BIO-TECHNOL, V7, P1013 ROGERS E, 1986, ENTREPRENEURSHIP TEC, P134 ROTHWELL R, 1977, R&D MANAGE, V7, P191 ROTHWELL R, 1982, INNOVATION SMALL MED SAPIENZA AM, 1989, R&D MANAGE, V19, P285 SEGAL N, 1986, ENTREPRENEURSHIP TEC, P113 SENKER J, 1988, BIOTECHNOLOGY DIRECT SENKER J, 1991, RES POLICY, V20, P29 SENKER J, 1993, INT J TECHNOLOGY MAN, P152 SHARP M, 1985, EUROPE NEW TECHNOLOG SHARP M, 1989, OTA C BIOT GLOB ENV SHARP M, 1993, 6 STEEP SPRU U SUSS SMITH JG, 1988, LONG RANGE PLANN, V21, P51 TEITELMAN R, 1989, GENE DREAMS TILER C, 1991, IND HIGHER ED MAR, P47 WALSH V, 1991, SCI PUBL POLICY, V20, P138 WEBSTER A, 1994, SOCIOLOGY, V28, P123 WIENER MJ, 1980, ENGLISH CULTURE DECL NR 52 TC 23 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY PY 1996 VL 16 IS 5 BP 219 EP 229 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA UV541 UT ISI:A1996UV54100002 ER PT J AU Woiceshyn, J Hartel, D TI Strategies and performance of Canadian biotechnology firms: An empirical investigation SO TECHNOVATION LA English DT Article ID INDUSTRY AB A survey of Canadian biotechnology firms investigated the impact of their context on their strategies and performance. This paper reports two kinds of exploratory findings: a descriptive profile of the companies and their strategies for coping with business and political contexts, and statistical comparisons between three performance groups. Three aspects of the firms' business context were highlighted: high cost of product development scarcity of capital, and lack of qualified people, especially managers. Although the firms tried to alleviate the cost and capital problems by engaging in collaborative alliances, small size, private ownership and the human resource problem indicated barriers to commercial success. Firms also perceived government action or inaction in the political context as a major obstacle, which they tried to overcome through various influence tactics. When firms in three performance groups were compared, the main differentiators between higher and lower performers were development of complementary skills outside R&D, and effective transfer of organizational learning. Implications for managers and further research are discussed. Copyright (C) 1996 Elsevier Science Ltd RP Woiceshyn, J, UNIV CALGARY,FAC MANAGEMENT,CALGARY,AB T2N 1N4,CANADA. CR BLAKELY EJ, 1987, INT J TECHNOLOGY MAN, V2, P337 BROWN SL, 1995, ACAD MANAGE REV, V20, P343 BURRILL GS, BIOTECH 91 CHANGING BURRILL GS, 1993, BIOTECH 94 LONG TERM CAPON N, 1992, MANAGE SCI, V38, P157 CHAKRABARTI AK, 1991, J ENG TECHNOL MANAGE, V8, P243 CRAFTSLIGHTY A, 1986, INFORMATION SOURCES DOUTRIAUX J, 1991, IEEE T ENG MANAGE, V38, P127 DUTTON G, 1990, MANAGE REV, V84, P36 FILDES RA, 1990, CALIF MANAGE REV, V32, P63 GAMBARDELLA A, 1992, RES POLICY, V21, P391 GOING T, 1990, CANADIAN BIOTECH 92 HAMILTON W, 1993, REV BUSINESS, V14, P14 HAMILTON WF, 1991, J HIGH TECHNOLOGY MA, V2, P211 MARX JL, 1989, REVOLUTION BIOTECHNO PETTIGREW AM, 1963, AWAKENING GIANT CONT PETTIGREW AM, 1985, AWAKENING GIANT CONT PETTIGREW AM, 1991, MANAGING CHANGE COMP PHILLIPS BD, 1991, BUSINESS EC, V26, P40 PISANO GP, 1988, INT COLLABORATIVE VE, P183 PORTER ME, 1985, COMPETITIVE ADVANTAG ROBERTS EB, 1991, SLOAN MANAGE REV, V32, P9 ROURE JB, 1988, STRATEGIC MANAGEMENT, P414 SANDBERG WR, 1987, J BUS VENTURING, V2, P5 SENKER J, 1992, R&D MANAGE, V22, P157 SHAN WJ, 1994, STRATEGIC MANAGE J, V15, P387 SHARP M, 1985, 15 U SUSS SUSS EUR P TAUNTONRIGBY A, 1988, SPECTRUM-J STATE GOV, V1, P1 TYEBJEE TT, 1984, MANAGE SCI, V9, P1051 WEISENFELDSCHENK U, 1994, R&D MANAGE, V24, P57 WELDON J, 1988, 1988 CAN BIOT IND SO WOICESHYN J, 1993, LONG RANGE PLANN, V26, P67 NR 32 TC 5 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY PY 1996 VL 16 IS 5 BP 231 EP 243 PG 13 SC Engineering, Industrial; Operations Research & Management Science GA UV541 UT ISI:A1996UV54100003 ER PT J AU Jacobsson, S Philipson, J TI Sweden's technological profile - What can R&D and patents tell and what do they fail to tell us? SO TECHNOVATION LA English DT Article AB The paper has two objectives. The first is to analyse technological specialization in Sweden, including the trends which can be discerned regarding the share of Sweden in the technological efforts of the OECD countries. The second is to contribute to the methodological debate on technology indicators by simply comparing patents and R&D as technology indicators and discussing the degree to which they are consistent with respect to what they say about the Swedish 'technological landscape' and changes therein. We find that the two indicators are consistent as regards Swedish strength in mechanical engineering and weakness in electronics and computer science. They diverge, however, both with respect to Sweden's position in pharmaceuticals and, most importantly, to Sweden's shave in the technological activities of the OECD countries. These divergences illustrate the danger of relying on only one indicator when assessing the technological position of firms and countries. Copyright (C) 1996 Elsevier Science Ltd RP Jacobsson, S, CHALMERS UNIV TECHNOL,DEPT IND MANAGEMENT & ECON,S-41296 GOTHENBURG,SWEDEN. CR 1993, TEKNIK NATURVETENSKA *IVA, 1993, HALK SVER EFT SVER P *IVA, 1993, PROF INN COMP SWED J *OECD, 1986, OECD SCI TECHN IND *OECD, 1991, BAS SCI TECHN STAT *OECD, 1993, BAS SCI TECHN STAT ARCHIBUGI D, 1992, SCI PUBL POLICY, V19, P357 ARCHIBUGI D, 1992, TECHNOLOGICAL SPECIA EDQUIST C, 1988, FLEXIBLE AUTOMATION ENGELSMAN EC, 1990, NETHERLANDS MODERN T FREEMAN C, 1992, MERIT C CONV DIV EC GRANBERG A, 1986, PROBLEMS MEASURING T, P207 GRILICHES Z, 1957, ECONOMETRICA, V25, P501 GRUPP H, 1986, PROBLEMS MEASURING T, P146 GRUPP H, 1990, MEASURING DYNAMICS T, P57 JACOBSSON S, 1993, 20 ANN EARIE C TEL A JACOBSSON S, 1996, UNPUB RES POLICY KODAMA F, 1986, SCIENCE, V233, P291 MOGEE ME, 1991, RES TECHNOL MANAGE, V34, P43 PATEL P, 1994, RES POLICY, V23, P533 PAVITT K, 1985, SCIENTOMETRICS, V7, P77 PAVITT K, 1988, HDB QUANTITATIVE STU, P509 PERSSON O, 1991, FORSKNING BIBLIOMETR RAPPA MA, 1992, TECHNOL FORECAST SOC, V42, P133 ROSENBERG J, 1995, SVERIGE PATENTBOTTEN SCHMOOKLER J, 1966, INVENTION EC GROWTH WALSH V, 1982, STIU OECD PAR NR 27 TC 0 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY PY 1996 VL 16 IS 5 BP 245 EP 253 PG 9 SC Engineering, Industrial; Operations Research & Management Science GA UV541 UT ISI:A1996UV54100004 ER PT J AU Sharifi, S Pawar, KS TI Product design as a means of integrating differentiation SO TECHNOVATION LA English DT Article AB This paper examines some of the issues associated with the management of product design. It particularly focuses on the role of design within the context of concurrent engineering (CE). It is argued that segmentation and differentiation of tasks, roles and activities are the key inherent characteristics of organization. Approaches used to overcome some of the problems arising from such differentiation vary between organizations and industries. However, at the centre of ail these approaches is the design of the 'appropriate' structure and the formation of multidisciplinary teams. This paper attempts to analyse the integrative role that multidisciplinary teams are said to play in the product design process and in the implementation of concurrent engineering, as a systematic approach to product design. The analyses and arguments presented in this paper are based on studies and observation of CE implementation in multinational organizations. Copyright (C) 1996 Elsevier Science Ltd RP Sharifi, S, UNIV BIRMINGHAM,DEPT COMMERCE,BIRMINGHAM,W MIDLANDS,ENGLAND. CR BOWER JL, 1988, HARVARD BUS REV, V66, P110 DUMAS A, 1988, ORG TRANSITIONS INNO ETLIE JE, 1990, MANAGING DESIGN MANU EVANS S, 1990, J ENG DESIGN, V1 GALBRAITH JR, 1977, ORG DESIGN GALBRAITH JR, 1982, ORG DYNAMICS WIN, P3 GILLEN DJ, 1991, CONCURRENT ENG JAN HOLLINS B, 1990, SUCCESSFUL PRODUCT D JACQUES E, 1982, FORM TIME LAWRENCE PR, 1967, ORG ENV MANAGING DIF MASLOW AH, 1943, PSYCHOL REV, V50, P370 OLIVER N, 1994, WORLDWIDE MANUFACTUR PAWAR KS, 1993, J INTEGRATED MANUFAC, V4, P14 PAWAR KS, 1993, P INT C MAN INT MAN, P381 PAWAR KS, 1994, P C ENGN RES APPL CE, P111 PENNEL JP, 1989, IEEE GLOB TEL C EX 1, P647 PETERS T, 1993, LIBERATION MANAGEMEN ROGERS EM, 1983, DIFFUSION INNOVATION SHARIFI S, 1990, P 4 BRIT AC MAN C GL SHARIFI S, 1993, P 10 INT C IR MAN CO, V1, P15 SMITH PR, 1991, DEV PRODUCTS HALF TI VANDEVEN AH, 1986, READINGS MANAGEMENT, P103 VOSS CA, 1991, INT J TECHNOLOGY MAN, V6 WEICK KE, 1979, SOCIAL PSYCHOL ORG WHEELWRIGHT SC, 1992, REVOLUTIONIZING PROD ZUBOFF S, 1988, AGE SMART MACHINE FU NR 26 TC 1 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD MAY PY 1996 VL 16 IS 5 BP 255 EP 264 PG 10 SC Engineering, Industrial; Operations Research & Management Science GA UV541 UT ISI:A1996UV54100005 ER PT J AU Jo, H Lee, J TI The relationship between an entrepreneur's background and performance in a new venture SO TECHNOVATION LA English DT Article ID INDUSTRY STRUCTURE; SUCCESS; STRATEGY; MANAGEMENT; MODEL; FIRMS AB This paper examines how an entrepreneur's background relates to the performance of a new venture during the early stages, which has been a controversial issue in entrepreneurship research. This research is based on the data collected from 48 new start-up firms in Korea. The results of the analysis show that the relative profit tends to be high when an entrepreneur has more education and experience in the line of business, On the other hand, the profitability tends to be low when the entrepreneur has only start-up, managerial and high-growth experience without an educational background. A similar effect is shown in the growth of the firm, The positive effect is on growth if an entrepreneur has a professional knowledge of the product which is gained through previous work experience related to that product. If the entrepreneur has start-up, managerial and high-growth experience, bur lacks a knowledge of business, this results in a rather negative effect on the growth. The implications are that a good understanding of the product is essential to the success of the venture, whereas starting a new business with only limited previous experience related to the management dimension can be dangerous and may lead a firm to be unsuccessful. Copyright (C) 1996 Elsevier Science Ltd. C1 KYUNGWON UNIV,DEPT BUSINESS ADM,SEONGNAM 461701,SOUTH KOREA. CR BROCKHAUS RH, 1982, ENCY ENTREPRENEURSHI, P39 BROCKHAUS RH, 1986, ART SCI ENTREPRENEUR BUCHELE R, 1967, BUSINESS POLICY GROW COLLINS OF, 1964, ENTERPRISING MAN COOPER AC, 1971, FOUNDING TECHNOLOGY COOPER AC, 1977, BUS HORIZONS, V20, P16 COOPER AC, 1988, J BUSINESS VENTURING, V3, P97 DOUGLASS ME, 1976, BUS HORIZONS, V19, P410 DUBINI P, 1991, J BUS VENTURING, V6, P305 DUCHESNEAU DA, 1990, J BUS VENTURING, V5, P297 ETTLIE JE, 1987, J PROD INNOVAT MANAG, V4, P89 GARTNER WB, 1988, AM J SMALL BUSINESS, V12, P11 GARTNER WB, 1989, ENTREPRENEURSHIP THE, V14, P27 GASSE Y, 1982, ENCY ENTREPRENEURSHI, P58 HOAD WM, 1964, MANAGEMENT FACTORS C HORNADAY JA, 1971, PERS PSYCHOL, V24, P141 KEELEY RH, 1990, MANAGE SCI, V36, P1256 LAMONT LM, 1972, J SMALL BUSINESS MAN, V10, P254 LEE J, 1991, ANAL ROLES DIRECTION MACMILLAN IC, 1985, J BUSINESS VENTURING, V1, P119 MACMILLAN IC, 1987, J BUS VENTURING, V2, P123 MAIDIQUE MA, 1984, IEEE T ENG MANAGEMEN, V31 MCDOUGALL PP, 1992, J BUS VENTURING, V7, P267 MILLER D, 1983, MANAGE SCI, V29, P770 ROBERTS EB, 1968, RES MANAGE, V11, P249 ROURE JB, 1986, J BUSINESS VENTURING, V1, P295 ROURE JB, 1990, J BUS VENTURING, V5, P201 SANDBERG WR, 1986, NEW VENTURE PERFORMA SANDBERG WR, 1987, J BUS VENTURING, V2, P5 SMILOR RW, 1991, J BUS VENTURING, V6, P165 SMITH KG, 1989, ENTREPRENEURSHIP THE, V13, P39 STUART R, 1987, J BUS VENTURING, V2, P215 STUART RW, 1990, J BUS VENTURING, V5, P151 TSAI WMH, 1991, J BUS VENTURING, V6, P9 TYEBJEE TT, 1984, MANAGE SCI, V30, P1051 TYEBJEE TT, 1984, TECHNOVATION, V2, P185 VANDEVEN AH, 1984, J MANAGE, V10, P87 VESPER KH, 1980, NEW VENTURE STRATEGI NR 38 TC 6 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD APR PY 1996 VL 16 IS 4 BP 161 EP 171 PG 11 SC Engineering, Industrial; Operations Research & Management Science GA UV539 UT ISI:A1996UV53900001 ER PT J AU Livesay, HC Lux, DS Brown, MA TI Human factors and the innovation process SO TECHNOVATION LA English DT Article ID SMALL FIRMS; TECHNOLOGY; ENTREPRENEURSHIP; ORGANIZATION; VENTURES AB The goal of this paper is to describe two typologies of human factors that help explain the technical innovation process, and to illustrate their predictive power, The first typology defines five categories of inventors based on inventors' views of success and their corresponding attitudes toward technology, reaching the market, and creating a business. In diminishing order of likely technical innovation success, these Jive types are 'entrepreneurs with technology', 'industry-specific inventors: 'professional inventors: 'grantsmen', and 'inveterate inventors'. The second typology categorizes the motivations that underlie the choices made by inventors in the development of their technologies. Inventor motivations need to be considered by managers of innovation programs because the success of any innovation program requires that there be some degree of overlap between the program's goals and the inventor's own definition of success, These typologies can help managers of innovation programs direct scarce resources to inventors with the greatest probability of commercial success. They also indicate the types of assistance that will be most instrumental in accelerating the commercialization of new technologies. The ability of these typologies to explain rates of success in the commercial development of new technologies is illustrated using data from the small business and independent inventors who have participated in the Energy-Related Inventions Program (ERIP). The ERIP is a federal program operated jointly by the US Department ofEnergy and the National Institute of Standards and Technology and is designed to assist the development of non-nuclear inventions with outstanding potential for saving or producing energy. RP Livesay, HC, TEXAS A&M UNIV,COLLEGE STN,TX 77843. CR FORTUNE 0614 AITKEN HGJ, 1976, SYNTONY SPARK ORIGIN ARAM JD, 1989, J BUS VENTURING, V4, P333 BIRCH D, 1993, CITED INDIRECTLY BIRLEY S, 1986, STRATEGIC MANAGE J, V7, P361 BROWN MA, 1990, J TECHNOLOGY TRANSFE, V15, P33 BROWN MA, 1993, TECHNOL SOC, V15, P185 BRUUN MO, 1980, RES DEV TECHNOLOGICA COOPER AC, 1989, J BUS VENTURING, V4, P317 DANILA N, 1989, R&D MANAGE, V19, P47 DAVIDSSON P, 1989, J BUS VENTURING, V4, P211 DUBINI P, 1988, J BUSINESS VENTURING, V4, P11 DUBINI P, 1988, J BUSINESS VENTURING, V4, P124 EHRETSMANN J, 1989, R D MANAGE, V19, P231 ELLIN E, 1979, REGIONS STRUGGLING S GALBRAITH JR, 1982, ORGAN DYN, V10, P5 GARTNER WB, 1989, J BUS VENTURING, V4, P169 GUPTA AK, 1986, J MARKETING, V50, P7 KHAN AM, 1989, J BUS VENTURING, V4, P187 KIRZNER IM, 1983, ENTREPRENEURSHIP OUT KURZ M, 1983, ENTREPRENEURSHIP LIVESAY HC, 1988, P 3 NAT AUSTR SMALL LIVESAY HC, 1989, BUS HIST REV, V63, P1 LIVESAY HC, 1989, J PROD INNOVAT MANAG, V6, P268 MAIDIQUE M, 1980, SLOAN MANAGE REV, V21, P59 MARTIN MJL, 1984, MANAGING TECHNOLOGIC MCGUINNESS NW, 1989, R&D MANAGE, V19, P297 NONAKA I, 1989, J BUS VENTURING, V4, P299 ROBERTS EB, 1981, SLOAN MANAGE REV, V22, P19 RORKE ML, 1986, LONGITUDINAL EXAMINA SAMUELSON W, 1988, J RISK UNCERTAINTY, V1, P7 SLOCUM JW, 1980, HUM RELAT, V33, P193 WILD R, 1990, TECHNOLOGY MANAGEMEN NR 33 TC 4 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD APR PY 1996 VL 16 IS 4 BP 173 EP 186 PG 14 SC Engineering, Industrial; Operations Research & Management Science GA UV539 UT ISI:A1996UV53900002 ER PT J AU Klofsten, M JonesEvans, D TI Stimulation of technology-based small firms - A case study of university-industry cooperation SO TECHNOVATION LA English DT Article AB it is well known that owner-managers of technology-based firms usually have superior technical skills but are less competent in the area of business development. Consequently, in order to address these weaknesses, it has been suggested that an important part of support activities for these firms should be oriented towards the development of their management and business competences. As such, this paper describes a successful model which has been developed over a 10-year period to stimulate the growth and development of small technology-based films. Four types of interrelated activities are in operation: entrepreneurship and new business development programmes, development programmes, management groups, and club/networking activities. The success of these stimulating activities can, above all, be related to five factors: an ability to meet real needs, a core group, a clear focus, credibility, and close relations between the stimulation organization and the university. One important task for researchers and practitioners is to understand the mechanisms behind these criteria for success. Copyright (C) 1996 Elsevier Science Ltd. RP Klofsten, M, LINKOPING UNIV,S-58183 LINKOPING,SWEDEN. CR BOWER DJ, 1992, CO CAMPUS PARTNERSHI CASTELLS M, 1994, TECHNOPOLES WORLD MA HOWELLS J, 1987, REG STUD, V21, P493 JONESEVANS D, 1995, ENTREP REGION DEV, V7, P21 KLOFSTEIN M, 1996, IN PRESS PICCOLA IMP KLOFSTEN M, 1994, J ENTERPRISING CULTU, V2, P535 MALECKI EJ, 1991, TECHNOLOGY REGIONAL OLOFSSON C, 1994, INN ENTR SMALL MED S SAMSOM KJ, 1993, TECHNOVATION, V13, P63 WESTHEAD P, 1994, ASSESSMENT FIRMS LOC NR 10 TC 7 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD, OXON, ENGLAND OX5 1GB SN 0166-4972 J9 TECHNOVATION JI Technovation PD APR PY 1996 VL 16 IS 4 BP 187 EP 193 PG 7 SC Engineering, Industrial; Operations Research & Management Science GA UV539 UT ISI:A1996UV53900003 ER PT J AU Ryan, N TI Technology strategy and corporate planning in Australian high-value-added manufacturing firms SO TECHNOVATION LA English DT Article ID RESEARCH-AND-DEVELOPMENT AB Literature dealing with technology strategy has tended to develop out of the large industrial economies of the USA and Europe. This paper examines some aspects of technology strategy in the Australian context by comparing the technology strategy of local, successful, export manufacturing firms with this international literature. These firms tend to emphasize certain aspects of technology strategy such as innovation over planning. This may suggest that conceptualization of technology policy requires modification according to the business conditions which apply within regional economies. Copyright (C) 1996 Elsevier Science Ltd. RP Ryan, N, QUEENSLAND UNIV TECHNOL,SCH MANAGEMENT,GPO BOX 2434,BRISBANE,QLD 4001,AUSTRALIA. 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