IEMC 96 Proceedings. International Conference on Engineering and Technology Management. Managing Virtual Enterprises: A Convergence of Communications, Computing, and Energy Technologies最新文献
Pub Date : 1996-08-18DOI: 10.1109/IEMC.1996.547801
S. D'Amours, P. Lefrançois, B. Montreuil
The industrial network is composed of active firms and public organizations evolving in a specific industry and of an industrial network manager. The information system for a networked industry (NetIndSI) is constructed to transfer information between firms of a business network. The firms are modeled as processors in a network linked together to manufacture products or deliver services. These processors can perform many tasks on the NetIndSI such as bidding on a project, requesting bids for a project, analyzing strategic information, developing bidding strategies, developing strategic alliances, managing the firm operations and contracts, and archiving pertinent information. The industrial network manager is modeled to maximize the network contribution to its member's. Its role is: to manage membership; to answer requests from the network members; to ensure information flow between the network members; to distribute decision supporting tools to the network members; and to develop new business opportunities for the members.
{"title":"Design of an information system for a networked industry","authors":"S. D'Amours, P. Lefrançois, B. Montreuil","doi":"10.1109/IEMC.1996.547801","DOIUrl":"https://doi.org/10.1109/IEMC.1996.547801","url":null,"abstract":"The industrial network is composed of active firms and public organizations evolving in a specific industry and of an industrial network manager. The information system for a networked industry (NetIndSI) is constructed to transfer information between firms of a business network. The firms are modeled as processors in a network linked together to manufacture products or deliver services. These processors can perform many tasks on the NetIndSI such as bidding on a project, requesting bids for a project, analyzing strategic information, developing bidding strategies, developing strategic alliances, managing the firm operations and contracts, and archiving pertinent information. The industrial network manager is modeled to maximize the network contribution to its member's. Its role is: to manage membership; to answer requests from the network members; to ensure information flow between the network members; to distribute decision supporting tools to the network members; and to develop new business opportunities for the members.","PeriodicalId":138196,"journal":{"name":"IEMC 96 Proceedings. International Conference on Engineering and Technology Management. Managing Virtual Enterprises: A Convergence of Communications, Computing, and Energy Technologies","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133167221","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-08-18DOI: 10.1109/IEMC.1996.547904
L. Waisel, W. A. Wallace
A paradigm for distance learning is introduced, and the present state of distance learning technology is reviewed. The development and delivery of a new course, "Multimedia and Visualization for Decision Makers", is presented as a case study. The course emphasizes competence in using visualization for presentation and problem solving, in understanding how multimedia is used in business and industry, and in gaining technical facility with multimedia software.
{"title":"Teaching multimedia for management through distance learning","authors":"L. Waisel, W. A. Wallace","doi":"10.1109/IEMC.1996.547904","DOIUrl":"https://doi.org/10.1109/IEMC.1996.547904","url":null,"abstract":"A paradigm for distance learning is introduced, and the present state of distance learning technology is reviewed. The development and delivery of a new course, \"Multimedia and Visualization for Decision Makers\", is presented as a case study. The course emphasizes competence in using visualization for presentation and problem solving, in understanding how multimedia is used in business and industry, and in gaining technical facility with multimedia software.","PeriodicalId":138196,"journal":{"name":"IEMC 96 Proceedings. International Conference on Engineering and Technology Management. Managing Virtual Enterprises: A Convergence of Communications, Computing, and Energy Technologies","volume":"2016 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133249391","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-08-18DOI: 10.1109/IEMC.1996.547884
L. Salter
The user problem in standardization will not be resolved by the well intentioned reforms underway in various standards organisations because its cause lies elsewhere. It lies with the different situations of the various types of users, and with contradictions in the standards process itself. Even the new forums and consortia, which are widely hailed as the answer to the user problems. Nonetheless, participation is not likely to diminish because the reasons for participation lies with benefits other than standards.
{"title":"User participation in standardization new or merely recycled?","authors":"L. Salter","doi":"10.1109/IEMC.1996.547884","DOIUrl":"https://doi.org/10.1109/IEMC.1996.547884","url":null,"abstract":"The user problem in standardization will not be resolved by the well intentioned reforms underway in various standards organisations because its cause lies elsewhere. It lies with the different situations of the various types of users, and with contradictions in the standards process itself. Even the new forums and consortia, which are widely hailed as the answer to the user problems. Nonetheless, participation is not likely to diminish because the reasons for participation lies with benefits other than standards.","PeriodicalId":138196,"journal":{"name":"IEMC 96 Proceedings. International Conference on Engineering and Technology Management. Managing Virtual Enterprises: A Convergence of Communications, Computing, and Energy Technologies","volume":"27 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128736929","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-08-18DOI: 10.1109/IEMC.1996.547894
Zhan Su, D. Poulin
The authors propose a new management method which integrates a behavioural approach and an instrumental approach in order to answer the managerial challenges of the virtual corporation. The concept of virtual corporation, developed as an organizational theory in the United States, is gaining more ground. Communication techniques are becoming more powerful and promising. The virtual corporation has emerged as an answer to new competitive economic constraints, to offer the possibility to grasp opportunities in transitional markets. However, if the flexibility of this new organizational model constitutes the key for corporation survival, its management method is far from easy because it must combine fluidity and control, strong partnership relations and short life expectancy, differences and cohesion. They look into this real management method for the new virtual corporations.
{"title":"Partnership management within the virtual enterprise in a network","authors":"Zhan Su, D. Poulin","doi":"10.1109/IEMC.1996.547894","DOIUrl":"https://doi.org/10.1109/IEMC.1996.547894","url":null,"abstract":"The authors propose a new management method which integrates a behavioural approach and an instrumental approach in order to answer the managerial challenges of the virtual corporation. The concept of virtual corporation, developed as an organizational theory in the United States, is gaining more ground. Communication techniques are becoming more powerful and promising. The virtual corporation has emerged as an answer to new competitive economic constraints, to offer the possibility to grasp opportunities in transitional markets. However, if the flexibility of this new organizational model constitutes the key for corporation survival, its management method is far from easy because it must combine fluidity and control, strong partnership relations and short life expectancy, differences and cohesion. They look into this real management method for the new virtual corporations.","PeriodicalId":138196,"journal":{"name":"IEMC 96 Proceedings. International Conference on Engineering and Technology Management. Managing Virtual Enterprises: A Convergence of Communications, Computing, and Energy Technologies","volume":"326 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133865419","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-08-18DOI: 10.1109/IEMC.1996.547850
B. Montreuil, J. Vallerand, D. Poulin
In this paper we introduce a process model of the enterprise in the virtual organization era, having at its core a fundamental ever-active enterprise realization process. This core process is composed of three main subprocesses: the enterprise transformation process, the organizational learning process and the value creation process. Where the transformation process was in the past a big-event project, it becomes an ever-active strategic process itself decomposed in three main subprocesses: the identity rethinking process, the process reengineering process and the network reorganization process. We describe these processes and emphasize their role in helping the firm thrive in the forthcoming global digital economy.
{"title":"Strategic enterprise realization and transformation processes in the virtual organization era","authors":"B. Montreuil, J. Vallerand, D. Poulin","doi":"10.1109/IEMC.1996.547850","DOIUrl":"https://doi.org/10.1109/IEMC.1996.547850","url":null,"abstract":"In this paper we introduce a process model of the enterprise in the virtual organization era, having at its core a fundamental ever-active enterprise realization process. This core process is composed of three main subprocesses: the enterprise transformation process, the organizational learning process and the value creation process. Where the transformation process was in the past a big-event project, it becomes an ever-active strategic process itself decomposed in three main subprocesses: the identity rethinking process, the process reengineering process and the network reorganization process. We describe these processes and emphasize their role in helping the firm thrive in the forthcoming global digital economy.","PeriodicalId":138196,"journal":{"name":"IEMC 96 Proceedings. International Conference on Engineering and Technology Management. Managing Virtual Enterprises: A Convergence of Communications, Computing, and Energy Technologies","volume":"467 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123879261","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-08-18DOI: 10.1109/IEMC.1996.547860
K. Pelc
The paper presents the evolution of collaborative structures, ranging from the traditional pattern of "invisible college" to current virtual structures of R&D projects. Properties of virtual structures in R&D are described and their configurations are presented.
{"title":"Maps of virtual structures in R&D","authors":"K. Pelc","doi":"10.1109/IEMC.1996.547860","DOIUrl":"https://doi.org/10.1109/IEMC.1996.547860","url":null,"abstract":"The paper presents the evolution of collaborative structures, ranging from the traditional pattern of \"invisible college\" to current virtual structures of R&D projects. Properties of virtual structures in R&D are described and their configurations are presented.","PeriodicalId":138196,"journal":{"name":"IEMC 96 Proceedings. International Conference on Engineering and Technology Management. Managing Virtual Enterprises: A Convergence of Communications, Computing, and Energy Technologies","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122013187","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-08-18DOI: 10.1109/IEMC.1996.547867
J. Ragusa, G. Bochenek
In today's dynamic and sometimes virtual environments, project development organizations must struggle to remain cost effective and efficient. One of the most significant and cost-driving phases of product development is product design. This paper briefly focuses on evolving design methods and technologies, and the need for more robust collaborative, virtual design environments. A conclusion reached is that the application of advanced virtual computer and network technologies has the potential to decrease overall product cost and development time. However, numerous research issues exist and technology challenges remain.
{"title":"Product design using virtual environments-a conceptual evolutionary approach","authors":"J. Ragusa, G. Bochenek","doi":"10.1109/IEMC.1996.547867","DOIUrl":"https://doi.org/10.1109/IEMC.1996.547867","url":null,"abstract":"In today's dynamic and sometimes virtual environments, project development organizations must struggle to remain cost effective and efficient. One of the most significant and cost-driving phases of product development is product design. This paper briefly focuses on evolving design methods and technologies, and the need for more robust collaborative, virtual design environments. A conclusion reached is that the application of advanced virtual computer and network technologies has the potential to decrease overall product cost and development time. However, numerous research issues exist and technology challenges remain.","PeriodicalId":138196,"journal":{"name":"IEMC 96 Proceedings. International Conference on Engineering and Technology Management. Managing Virtual Enterprises: A Convergence of Communications, Computing, and Energy Technologies","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125500577","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-08-18DOI: 10.1109/IEMC.1996.547796
E. Carayannis, A. Preston, S. Awerbuch
This paper highlights the potential benefits derived from deploying new methodologies in technology assessment and risk management that drive strategic technological and infrastructural investments by power utilities in response to internal and external contingencies they are confronted with in a rapidly deregulating, increasingly competitive environment. The role of technological learning in helping to continually re-shape decision making criteria and worldviews is illustrated and lends into formulating some ideas about how to integrate strategic (qualitative) with financial (quantitative) criteria in valuating architectural innovations such as the virtual utility concept. Moreover, the paper explores the nature of the different kinds of technological innovation, architectural, radical, generational, and incremental, and then illustrates-using examples from diverse technology-driven industries, such as the information technology, pharmaceuticals, and industrial chemicals industries-how capital budgeting, because of its narrow accounting orientation often fails to capture and qualify strategic benefits associated with emerging technologies, thus impeding the diffusion and adoption of technological innovations.
{"title":"Technological learning, architectural innovations, and the virtual utility concept","authors":"E. Carayannis, A. Preston, S. Awerbuch","doi":"10.1109/IEMC.1996.547796","DOIUrl":"https://doi.org/10.1109/IEMC.1996.547796","url":null,"abstract":"This paper highlights the potential benefits derived from deploying new methodologies in technology assessment and risk management that drive strategic technological and infrastructural investments by power utilities in response to internal and external contingencies they are confronted with in a rapidly deregulating, increasingly competitive environment. The role of technological learning in helping to continually re-shape decision making criteria and worldviews is illustrated and lends into formulating some ideas about how to integrate strategic (qualitative) with financial (quantitative) criteria in valuating architectural innovations such as the virtual utility concept. Moreover, the paper explores the nature of the different kinds of technological innovation, architectural, radical, generational, and incremental, and then illustrates-using examples from diverse technology-driven industries, such as the information technology, pharmaceuticals, and industrial chemicals industries-how capital budgeting, because of its narrow accounting orientation often fails to capture and qualify strategic benefits associated with emerging technologies, thus impeding the diffusion and adoption of technological innovations.","PeriodicalId":138196,"journal":{"name":"IEMC 96 Proceedings. International Conference on Engineering and Technology Management. Managing Virtual Enterprises: A Convergence of Communications, Computing, and Energy Technologies","volume":"65 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126158835","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-08-18DOI: 10.1109/IEMC.1996.547854
J. Osterlund
Demands for more complex product structures, of shortening development times, and higher quality require reorganization of the new product development, NPD, process. Deeply specialized groups have to provide competence resources for operative use in ongoing NPD projects, but in the same time be alert on creating new core competences for future use. This situation demands new organizational means such as a network structure and virtual teams.
{"title":"Providing competence resources for new product development","authors":"J. Osterlund","doi":"10.1109/IEMC.1996.547854","DOIUrl":"https://doi.org/10.1109/IEMC.1996.547854","url":null,"abstract":"Demands for more complex product structures, of shortening development times, and higher quality require reorganization of the new product development, NPD, process. Deeply specialized groups have to provide competence resources for operative use in ongoing NPD projects, but in the same time be alert on creating new core competences for future use. This situation demands new organizational means such as a network structure and virtual teams.","PeriodicalId":138196,"journal":{"name":"IEMC 96 Proceedings. International Conference on Engineering and Technology Management. Managing Virtual Enterprises: A Convergence of Communications, Computing, and Energy Technologies","volume":"212 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130277276","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-08-18DOI: 10.1109/IEMC.1996.547830
R. J. Leo
The paper traces the evolution of leadership through quality (the Xerox approach to TQM) and the development of a company-wide self-assessment and business results diagnosis methodology at Xerox. It also shows how quality assessment is linked to the annual operational planning and management process. It describes the structure and management process by which Xerox managers use facts and data to conduct a company wide assessment of TQM practices, and to diagnose and eliminate the root causes of gaps in business performance to produce process-based continuous quality improvement.
{"title":"A corporate business excellence process","authors":"R. J. Leo","doi":"10.1109/IEMC.1996.547830","DOIUrl":"https://doi.org/10.1109/IEMC.1996.547830","url":null,"abstract":"The paper traces the evolution of leadership through quality (the Xerox approach to TQM) and the development of a company-wide self-assessment and business results diagnosis methodology at Xerox. It also shows how quality assessment is linked to the annual operational planning and management process. It describes the structure and management process by which Xerox managers use facts and data to conduct a company wide assessment of TQM practices, and to diagnose and eliminate the root causes of gaps in business performance to produce process-based continuous quality improvement.","PeriodicalId":138196,"journal":{"name":"IEMC 96 Proceedings. International Conference on Engineering and Technology Management. Managing Virtual Enterprises: A Convergence of Communications, Computing, and Energy Technologies","volume":"147 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127252117","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
IEMC 96 Proceedings. International Conference on Engineering and Technology Management. Managing Virtual Enterprises: A Convergence of Communications, Computing, and Energy Technologies
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