Pub Date : 2006-09-01DOI: 10.1109/IEMC.2006.4279825
C. H. Pham, M. Palla, K. Houshmand, S. Goli, R. Esmaili
In IEMC 2004 publication, the paper "Using Sport Analogy in High-Tech Management to Improve Productivity by Improving Personal and Team Performance" [1] received amazing number of feedback. Further communication with readers inspires the authors to continue with this contribution to provide more insight of our coaching and development process to build, support and continually renew the team. The paper describes the management strategy to prepare, win and sustain the global high-tech games with a team composed of high performers with complement skill sets and experience from all regions of the so-call "flat world". Again, sport analogy is used in the same style as the first paper to deliver the points across.
{"title":"Leverage Sport Management and Coaching to Win High Tech Global Game","authors":"C. H. Pham, M. Palla, K. Houshmand, S. Goli, R. Esmaili","doi":"10.1109/IEMC.2006.4279825","DOIUrl":"https://doi.org/10.1109/IEMC.2006.4279825","url":null,"abstract":"In IEMC 2004 publication, the paper \"Using Sport Analogy in High-Tech Management to Improve Productivity by Improving Personal and Team Performance\" [1] received amazing number of feedback. Further communication with readers inspires the authors to continue with this contribution to provide more insight of our coaching and development process to build, support and continually renew the team. The paper describes the management strategy to prepare, win and sustain the global high-tech games with a team composed of high performers with complement skill sets and experience from all regions of the so-call \"flat world\". Again, sport analogy is used in the same style as the first paper to deliver the points across.","PeriodicalId":153115,"journal":{"name":"2006 IEEE International Engineering Management Conference","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114319836","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 : 2006-09-01DOI: 10.1109/IEMC.2006.4279880
Haixia Gao
Consumer often weighs perceived benefit against perceived risk when making purchase decision. Most former studies pay attention to increasing consumer's perceived benefit. The study concerning reducing perceived risk is very lacking. Identifying and facing perceived risk is an important approach to break down buying resistance. The study brings forward a suit of method and process explore components of perceived risk.
{"title":"Research on components of consumer perceived risk","authors":"Haixia Gao","doi":"10.1109/IEMC.2006.4279880","DOIUrl":"https://doi.org/10.1109/IEMC.2006.4279880","url":null,"abstract":"Consumer often weighs perceived benefit against perceived risk when making purchase decision. Most former studies pay attention to increasing consumer's perceived benefit. The study concerning reducing perceived risk is very lacking. Identifying and facing perceived risk is an important approach to break down buying resistance. The study brings forward a suit of method and process explore components of perceived risk.","PeriodicalId":153115,"journal":{"name":"2006 IEEE International Engineering Management Conference","volume":"94 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115224386","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 : 2006-09-01DOI: 10.1109/IEMC.2006.4279839
K. Kumamoto, O. Tomisawa
In this paper, we will discuss necessity, scout method and the training technique of engineers who will create innovations with a trend analysis of software industries. The criterion for finding human resources is depending upon the person who has her/his own strong interest say "the desire" about innovations. It is important that their cultivation should be worked out under the circumstance of daily job incorporated with their strong interest.
{"title":"Issues of Fostering Innovational Engineers in a Technology Oriented Enterprise Keisuke","authors":"K. Kumamoto, O. Tomisawa","doi":"10.1109/IEMC.2006.4279839","DOIUrl":"https://doi.org/10.1109/IEMC.2006.4279839","url":null,"abstract":"In this paper, we will discuss necessity, scout method and the training technique of engineers who will create innovations with a trend analysis of software industries. The criterion for finding human resources is depending upon the person who has her/his own strong interest say \"the desire\" about innovations. It is important that their cultivation should be worked out under the circumstance of daily job incorporated with their strong interest.","PeriodicalId":153115,"journal":{"name":"2006 IEEE International Engineering Management Conference","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114644233","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 : 2006-09-01DOI: 10.1109/IEMC.2006.4279905
T.J. De Villiers, L. Pretorius
The purpose of IPTS is to unite the core project participants (those 20% of project participants responsible for 80% of the impact on the project success) with a common goal, so that they focus on what is in the interest of the project and not on their company's interest or local optimisation. Like a tripod, Integrated Project Team Strategies (IPTS) are supported on three legs that are referred to as its core principles. These principles are a common project incentive scheme, well-defined project success criteria and project control systems and procedures that focus on the project's needs and do not entice local optimisation. Because monetary reward is a short-term motivator for change in personal behaviour, it is a carrot under the donkey's nose for the project management team and the core project participants. As all the core project participants in IPTS now share in the same incentive scheme, their actions will be focussed on the same target because it determines the size of their bonuses / incentives. Project success criteria are their common target. It is therefore important that project success criteria are well defined for all three areas of success namely project management success, product success and relationship success. Traditional project control systems and metrics, which were used to measure the progress of the project, measure progress in isolation because they do not consider the overall need of the project. Local optimisation like tons steel erected per hour may occur because that is how managers on the project are assessed, however, that is not in the interest of the project. IPTS measurement systems focus on what is in the interest of the project and use performance drivers like critical chain and balanced scorecards differently to entice the required behaviour.
{"title":"A Perspective on Integrated Project Team Strategies","authors":"T.J. De Villiers, L. Pretorius","doi":"10.1109/IEMC.2006.4279905","DOIUrl":"https://doi.org/10.1109/IEMC.2006.4279905","url":null,"abstract":"The purpose of IPTS is to unite the core project participants (those 20% of project participants responsible for 80% of the impact on the project success) with a common goal, so that they focus on what is in the interest of the project and not on their company's interest or local optimisation. Like a tripod, Integrated Project Team Strategies (IPTS) are supported on three legs that are referred to as its core principles. These principles are a common project incentive scheme, well-defined project success criteria and project control systems and procedures that focus on the project's needs and do not entice local optimisation. Because monetary reward is a short-term motivator for change in personal behaviour, it is a carrot under the donkey's nose for the project management team and the core project participants. As all the core project participants in IPTS now share in the same incentive scheme, their actions will be focussed on the same target because it determines the size of their bonuses / incentives. Project success criteria are their common target. It is therefore important that project success criteria are well defined for all three areas of success namely project management success, product success and relationship success. Traditional project control systems and metrics, which were used to measure the progress of the project, measure progress in isolation because they do not consider the overall need of the project. Local optimisation like tons steel erected per hour may occur because that is how managers on the project are assessed, however, that is not in the interest of the project. IPTS measurement systems focus on what is in the interest of the project and use performance drivers like critical chain and balanced scorecards differently to entice the required behaviour.","PeriodicalId":153115,"journal":{"name":"2006 IEEE International Engineering Management Conference","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125394130","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 : 2006-09-01DOI: 10.1109/IEMC.2006.4279813
Wei Liu
This paper describes separately transportation infrastructure structure, transportation structure and the relation between them, shows the necessity and importance of the rationalization for construction structure of transportation infrastructure, analyzes the factors and criteria to the rationalization, quantitatively by structure-effect model, appraises the state of the transportation infrastructure structure of China from the logical and practical requirement for the rationalization, and finally gets some conclusions for a rational transportation infrastructure structure. The method put forward here can be also applied to assess the state of the construction structure of transportation infrastructure in an area.
{"title":"Study on the Rationalization of Transportation Structure and Its Infrastructure Structure","authors":"Wei Liu","doi":"10.1109/IEMC.2006.4279813","DOIUrl":"https://doi.org/10.1109/IEMC.2006.4279813","url":null,"abstract":"This paper describes separately transportation infrastructure structure, transportation structure and the relation between them, shows the necessity and importance of the rationalization for construction structure of transportation infrastructure, analyzes the factors and criteria to the rationalization, quantitatively by structure-effect model, appraises the state of the transportation infrastructure structure of China from the logical and practical requirement for the rationalization, and finally gets some conclusions for a rational transportation infrastructure structure. The method put forward here can be also applied to assess the state of the construction structure of transportation infrastructure in an area.","PeriodicalId":153115,"journal":{"name":"2006 IEEE International Engineering Management Conference","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126935379","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 : 2006-09-01DOI: 10.1109/IEMC.2006.4279851
C. Vorakulpipat, Y. Rezgui
This paper provides a review of knowledge management (KM) literature by adapting and extending McElroy's [1] KM generations model. An interpretive stance is adopted so as to provide a holistic understanding and interpretation of organizational KM research and related Knowledge Management Systems (KMS) and models. It is argued that to be effective organizations need not only to negotiate their migration from a knowledge sharing (first generation) to a knowledge creation (second generation) culture, but also to create sustained organizational and societal values. The latter forms the third generation KM and represents key challenges faced by modern organizations.
{"title":"From Knowledge Sharing to Value Creation: Three Generations of Knowledge Management","authors":"C. Vorakulpipat, Y. Rezgui","doi":"10.1109/IEMC.2006.4279851","DOIUrl":"https://doi.org/10.1109/IEMC.2006.4279851","url":null,"abstract":"This paper provides a review of knowledge management (KM) literature by adapting and extending McElroy's [1] KM generations model. An interpretive stance is adopted so as to provide a holistic understanding and interpretation of organizational KM research and related Knowledge Management Systems (KMS) and models. It is argued that to be effective organizations need not only to negotiate their migration from a knowledge sharing (first generation) to a knowledge creation (second generation) culture, but also to create sustained organizational and societal values. The latter forms the third generation KM and represents key challenges faced by modern organizations.","PeriodicalId":153115,"journal":{"name":"2006 IEEE International Engineering Management Conference","volume":"398 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122187760","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 : 2006-09-01DOI: 10.1109/IEMC.2006.4279824
Albuquerque, C. Marques, Fortes, Márcio Zamboti
In the last few years the technology industry has changed quickly specially due to the development in the semiconductor area, software progress and new materials. From the operational point of view, it can be said that, one of the greatest advances was in the maintenance tests area that followed the same advanced pace of the previous referred areas, and which was permitted by its development. Managers in the industry have made effort to reduce costs and to increase productivity without changing teams. They are looking for new engineers with special knowledge, mainly related with good formation for operate and manage automated process, with joined qualification for acting in consonance with the updated philosophies maintenance. But it is not easy to find them because the university doesn't update engineering courses at the same speed as it is demanded by the industry. Like this, some Engineering Curricula are old and incomplete and cannot meet those real professional necessities in the industry. The purpose of this paper is to present a new profile suggestion for Engineering, considering these real needs due to the advances in computer, communications, process control, quality standard, and automation process, in a new industrial reality. It will describe a research about the actual status of maintenance/automation professional in the south region of Rio de Janeiro State in Brazil and analyze some results that it suppose can inspire a new formation for the engineering professional referred above.
{"title":"Maintenance-Automation Engineer: Realistic Considerations for a New Curricula","authors":"Albuquerque, C. Marques, Fortes, Márcio Zamboti","doi":"10.1109/IEMC.2006.4279824","DOIUrl":"https://doi.org/10.1109/IEMC.2006.4279824","url":null,"abstract":"In the last few years the technology industry has changed quickly specially due to the development in the semiconductor area, software progress and new materials. From the operational point of view, it can be said that, one of the greatest advances was in the maintenance tests area that followed the same advanced pace of the previous referred areas, and which was permitted by its development. Managers in the industry have made effort to reduce costs and to increase productivity without changing teams. They are looking for new engineers with special knowledge, mainly related with good formation for operate and manage automated process, with joined qualification for acting in consonance with the updated philosophies maintenance. But it is not easy to find them because the university doesn't update engineering courses at the same speed as it is demanded by the industry. Like this, some Engineering Curricula are old and incomplete and cannot meet those real professional necessities in the industry. The purpose of this paper is to present a new profile suggestion for Engineering, considering these real needs due to the advances in computer, communications, process control, quality standard, and automation process, in a new industrial reality. It will describe a research about the actual status of maintenance/automation professional in the south region of Rio de Janeiro State in Brazil and analyze some results that it suppose can inspire a new formation for the engineering professional referred above.","PeriodicalId":153115,"journal":{"name":"2006 IEEE International Engineering Management Conference","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130355158","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 : 2006-09-01DOI: 10.1109/IEMC.2006.4279904
Wei Liu
With a view to environment protection and sustainable development, industrialized countries give priority to develop oil and natural gas industry. Pipeline and waterway transport are the main option modes to transport oil and gas, which have their each characteristics, strengths, competences, and inter-substitution. Therefore, to make decision and to solve the problem of efficiency transport for oil and natural gas by synthetic appraisal of transport mode between waterway transport and pipeline, which aims to realize energy transport in a rational way and harmonized development, and to avoid malignant competition and duple-construction, is critically essential. This paper put forward a synthetic evaluation method that "L-coefficient" formula integrates AHP (analysis of hierarchy process) with fuzzy synthesis theory to evaluate and select a mode of transport of oil and natural gas between waterway transport or pipeline by practical way and analysis quantitatively and qualitatively from overall consideration on the benefits of both social and financial aspects. The study verifies that the synthetic evaluation of transport mode for oil and gas is applicable to make effective decision through a case analysis and finally gets some constructive conclusions and suggestions on considering the facts of China in oil and natural gas transport, by analysis and comparison between oil pipeline and oil-shipping and by analysis and comparison between pipeline of gas and shipping of LPG.
{"title":"A study on Synthetic Evaluation and Selection of Transport Mode for Oil and Natural Gas","authors":"Wei Liu","doi":"10.1109/IEMC.2006.4279904","DOIUrl":"https://doi.org/10.1109/IEMC.2006.4279904","url":null,"abstract":"With a view to environment protection and sustainable development, industrialized countries give priority to develop oil and natural gas industry. Pipeline and waterway transport are the main option modes to transport oil and gas, which have their each characteristics, strengths, competences, and inter-substitution. Therefore, to make decision and to solve the problem of efficiency transport for oil and natural gas by synthetic appraisal of transport mode between waterway transport and pipeline, which aims to realize energy transport in a rational way and harmonized development, and to avoid malignant competition and duple-construction, is critically essential. This paper put forward a synthetic evaluation method that \"L-coefficient\" formula integrates AHP (analysis of hierarchy process) with fuzzy synthesis theory to evaluate and select a mode of transport of oil and natural gas between waterway transport or pipeline by practical way and analysis quantitatively and qualitatively from overall consideration on the benefits of both social and financial aspects. The study verifies that the synthetic evaluation of transport mode for oil and gas is applicable to make effective decision through a case analysis and finally gets some constructive conclusions and suggestions on considering the facts of China in oil and natural gas transport, by analysis and comparison between oil pipeline and oil-shipping and by analysis and comparison between pipeline of gas and shipping of LPG.","PeriodicalId":153115,"journal":{"name":"2006 IEEE International Engineering Management Conference","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125762083","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 : 2006-09-01DOI: 10.1109/IEMC.2006.4279892
F. Madia, M. Dettori, A. Galasso, G. Iacono
This paper describes the approach and the results of a 2 years-old change management project currently in progress in Selex Sistemi Integrati, an high level technological Finmeccanica company.
本文描述了一个2年前的变革管理项目的方法和结果，该项目目前正在Finmeccanica一家高水平的技术公司Selex Sistemi Integrati进行中。
{"title":"Effective Change Management through Integration and Knowledge Governance","authors":"F. Madia, M. Dettori, A. Galasso, G. Iacono","doi":"10.1109/IEMC.2006.4279892","DOIUrl":"https://doi.org/10.1109/IEMC.2006.4279892","url":null,"abstract":"This paper describes the approach and the results of a 2 years-old change management project currently in progress in Selex Sistemi Integrati, an high level technological Finmeccanica company.","PeriodicalId":153115,"journal":{"name":"2006 IEEE International Engineering Management Conference","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129937578","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 : 2006-09-01DOI: 10.1109/IEMC.2006.4279815
Xu Qingrui, Wu Kailiang, Shui Changqing
The technology-based innovation model in China has passed through stages as: Secondary innovation, Portfolio innovation and Total Innovation Management (TIM). The Total element Innovation (AEI), All Involvement Innovation (AII) and All Time-Space Innovation are three main aspects of TIM theory. The objective of this paper is to study the interaction between AEI and AII. We conclude that AII is the foundation of AEI and also influenced by AEI. Finally, the case study of Haier, the famous Chinese film, will help to support our conclusion.
{"title":"All Element Innovation Consolidating the Foundation of All Involvement Innovation","authors":"Xu Qingrui, Wu Kailiang, Shui Changqing","doi":"10.1109/IEMC.2006.4279815","DOIUrl":"https://doi.org/10.1109/IEMC.2006.4279815","url":null,"abstract":"The technology-based innovation model in China has passed through stages as: Secondary innovation, Portfolio innovation and Total Innovation Management (TIM). The Total element Innovation (AEI), All Involvement Innovation (AII) and All Time-Space Innovation are three main aspects of TIM theory. The objective of this paper is to study the interaction between AEI and AII. We conclude that AII is the foundation of AEI and also influenced by AEI. Finally, the case study of Haier, the famous Chinese film, will help to support our conclusion.","PeriodicalId":153115,"journal":{"name":"2006 IEEE International Engineering Management Conference","volume":"95 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132549263","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}
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