Pub Date : 2008-07-27DOI: 10.1109/PICMET.2008.4599893
Sun-Jin Kim, Jung-Hae Seo, Jonnalagadda Krishna, Sun-Joong Kim
An asset tracking service based on low power wireless sensor networks is proposed and methods to effectively deploy the service are discussed. Asset tracking enables asset managers to track asset location and to indirectly monitor the asset usage status in real time by using mobile wireless sensor nodes attached to each asset. The suggested solution will reduce costs associated with asset tracking and management and improve asset utilization and operational efficiency. The core asset tracking technology can be applied to various applications spaces such as manufacturing, logistics, and healthcare. In this paper, we focus on asset tracking within hospitals and present the tracking system, customer value propositions and service methodologies. A financial analysis showing the benefits from system deployment is also presented.
{"title":"Wireless sensor network based asset tracking service","authors":"Sun-Jin Kim, Jung-Hae Seo, Jonnalagadda Krishna, Sun-Joong Kim","doi":"10.1109/PICMET.2008.4599893","DOIUrl":"https://doi.org/10.1109/PICMET.2008.4599893","url":null,"abstract":"An asset tracking service based on low power wireless sensor networks is proposed and methods to effectively deploy the service are discussed. Asset tracking enables asset managers to track asset location and to indirectly monitor the asset usage status in real time by using mobile wireless sensor nodes attached to each asset. The suggested solution will reduce costs associated with asset tracking and management and improve asset utilization and operational efficiency. The core asset tracking technology can be applied to various applications spaces such as manufacturing, logistics, and healthcare. In this paper, we focus on asset tracking within hospitals and present the tracking system, customer value propositions and service methodologies. A financial analysis showing the benefits from system deployment is also presented.","PeriodicalId":168329,"journal":{"name":"PICMET '08 - 2008 Portland International Conference on Management of Engineering & Technology","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125755771","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 : 2008-07-27DOI: 10.1109/PICMET.2008.4599719
A. S. Torres, A.G. Wechsler
The research is a qualitative study about as some typical technological decision is made in manufacturing environmental using lean production principles. For example: changes in production line, replacement of a machine or choice of a new machine. The method was an interview in deeply done with three former executives from Brazilian subsidiary of Toyota. In investigation was found some steps of decision process of Toyota production system established in literature as such nemawashi (building consensus during discussion of idea) and genchi genbutsu (to get data directly in shop floor). It was evaluated as these decisions' tools are practiced in company. In conclusion was identified one structure of metadecision in specific system of lean decision, called by the author as lean decision way.
{"title":"Technological decision process at lean production system","authors":"A. S. Torres, A.G. Wechsler","doi":"10.1109/PICMET.2008.4599719","DOIUrl":"https://doi.org/10.1109/PICMET.2008.4599719","url":null,"abstract":"The research is a qualitative study about as some typical technological decision is made in manufacturing environmental using lean production principles. For example: changes in production line, replacement of a machine or choice of a new machine. The method was an interview in deeply done with three former executives from Brazilian subsidiary of Toyota. In investigation was found some steps of decision process of Toyota production system established in literature as such nemawashi (building consensus during discussion of idea) and genchi genbutsu (to get data directly in shop floor). It was evaluated as these decisions' tools are practiced in company. In conclusion was identified one structure of metadecision in specific system of lean decision, called by the author as lean decision way.","PeriodicalId":168329,"journal":{"name":"PICMET '08 - 2008 Portland International Conference on Management of Engineering & Technology","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121796500","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 : 2008-07-27DOI: 10.1109/PICMET.2008.4599835
H. Abea, Akihiko Suzuki, M. Etoh, S. Sibagaki, S. Koike
This paper describes an enhanced version of Innovation Support Technology (IST) which we have been proposing as a Management Of Technology (MOT) framework, the IST that provides engineers a set of systematic tools for product/service innovation. The previous version of the IST mainly consists of two MOT tools: 1) a business modeling method that depicts business value and related operational plans, and 2) a strategic roadmapping method that verifies product development plans in view of resource management and social trends, and thus highlights various discrepancies among development time schedules. An implementation of the IST may contain iterative refinements between the business modeling and the strategic roadmapping so as to produce a complete plan of business and technology development. The enhanced version, which we propose here, incorporates with a formal method called ldquoinnovation architecturerdquo proposed and developed by H. Tschirky group of ETH Zurich, which has the key elements called ldquofunctions.rdquo It can enhance the above-mentioned IST implementation to be more systematic and systemic. We also report several case studies with the enhanced version of the IST from our six-year long activities (since fall 2002) in JATES1 (Japan Techno-Economics Society).
{"title":"Towards systematic innovation methods: Innovation support technology that integrates business modeling, roadmapping and innovation architecture","authors":"H. Abea, Akihiko Suzuki, M. Etoh, S. Sibagaki, S. Koike","doi":"10.1109/PICMET.2008.4599835","DOIUrl":"https://doi.org/10.1109/PICMET.2008.4599835","url":null,"abstract":"This paper describes an enhanced version of Innovation Support Technology (IST) which we have been proposing as a Management Of Technology (MOT) framework, the IST that provides engineers a set of systematic tools for product/service innovation. The previous version of the IST mainly consists of two MOT tools: 1) a business modeling method that depicts business value and related operational plans, and 2) a strategic roadmapping method that verifies product development plans in view of resource management and social trends, and thus highlights various discrepancies among development time schedules. An implementation of the IST may contain iterative refinements between the business modeling and the strategic roadmapping so as to produce a complete plan of business and technology development. The enhanced version, which we propose here, incorporates with a formal method called ldquoinnovation architecturerdquo proposed and developed by H. Tschirky group of ETH Zurich, which has the key elements called ldquofunctions.rdquo It can enhance the above-mentioned IST implementation to be more systematic and systemic. We also report several case studies with the enhanced version of the IST from our six-year long activities (since fall 2002) in JATES1 (Japan Techno-Economics Society).","PeriodicalId":168329,"journal":{"name":"PICMET '08 - 2008 Portland International Conference on Management of Engineering & Technology","volume":"68 5","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"113938326","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 : 2008-07-27DOI: 10.1109/PICMET.2008.4599840
I. Karin
The purpose of this paper is to explore how a firm's value-creation ability, internal operation efficiency and competitive advantage can be improved by adoption of a new technology. This work draws on four case-studies of public Israeli firms, traded on international courses, and operating in global markets. The firms are Comverse, Ormat Technologies, Tower Semiconductor, and Radvision. They are engaged in a wide range of activities, between various poles (consumer markets vs. institutional / industrial markets, and product vs. service). Comverse (www.comverse.com) is a leading provider of software and systems that enable multimedia network-based enhanced services. Ormat Technologies (www.Ormat.com) is a leading company providing solutions for geothermal power, recovered energy generation, and remote power. Tower Semiconductor (www.towersemi.com) manufactures integrated circuits with unique geometry and provides complementary technical services. Radvision (www.radvision.com) is a communications technology accommodator that enhances collaboration with video conferencing locally and globally. All four firms face tough competition in a dynamic environment, both nationally and internationally. It was found that firms adopting a new technology are able to improve one or more of the three necessary conditions for profit creation. Profit will be higher, the stronger the company's value-creation ability, the more efficient its internal operations, and the greater its competitive advantage.
{"title":"Improving value-creation ability, internal operations efficiency, & competitive advantage of firms by the adoption of a new technology: Four case-studies","authors":"I. Karin","doi":"10.1109/PICMET.2008.4599840","DOIUrl":"https://doi.org/10.1109/PICMET.2008.4599840","url":null,"abstract":"The purpose of this paper is to explore how a firm's value-creation ability, internal operation efficiency and competitive advantage can be improved by adoption of a new technology. This work draws on four case-studies of public Israeli firms, traded on international courses, and operating in global markets. The firms are Comverse, Ormat Technologies, Tower Semiconductor, and Radvision. They are engaged in a wide range of activities, between various poles (consumer markets vs. institutional / industrial markets, and product vs. service). Comverse (www.comverse.com) is a leading provider of software and systems that enable multimedia network-based enhanced services. Ormat Technologies (www.Ormat.com) is a leading company providing solutions for geothermal power, recovered energy generation, and remote power. Tower Semiconductor (www.towersemi.com) manufactures integrated circuits with unique geometry and provides complementary technical services. Radvision (www.radvision.com) is a communications technology accommodator that enhances collaboration with video conferencing locally and globally. All four firms face tough competition in a dynamic environment, both nationally and internationally. It was found that firms adopting a new technology are able to improve one or more of the three necessary conditions for profit creation. Profit will be higher, the stronger the company's value-creation ability, the more efficient its internal operations, and the greater its competitive advantage.","PeriodicalId":168329,"journal":{"name":"PICMET '08 - 2008 Portland International Conference on Management of Engineering & Technology","volume":"12 5","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131957750","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 : 2008-07-27DOI: 10.1109/PICMET.2008.4599836
Masakatsu Fujii, Y. Ikawa
The creation of new businesses is crucial for an enterprise's sustainable growth. An improvement in management methods for reinforcing R&D capabilities is an urgent concern for any technology-based enterprise. Among many studies of new management theories and methodologies, technology roadmapping, for consideration of future prospects, has come into the spotlight. The Japanese Government released a report entitled "Strategic Technology Roadmap" in 2005, and has been attempting to diffuse roadmapping, by reviewing roadmaps annually in collaboration with academia and industry. However, responses by major Japanese chemical companies to our inquiries indicated that they are reluctant to adopt technology roadmapping, although they are interested in the concept . The reasons for this hesitation are: doubts about the results, complicated explanations about the procedures to be employed, and lots of time required to come up with effective plans. Thus, referring to Rogers' theory of "Diffusion of Innovation", we have proposed a "simplified half-day course" as a customized roadmapping method, by combining the conventional roadmapping method with KJ method, which is already popular among researchers in Japanese companies, as an idea creation method. Some workshops, with around 100 researchers involved, have been conducted in the corporate laboratories of a major Japanese chemical company to confirm the effectiveness of the proposed method. It has been confirmed that the new method is a useful tool for strategic mid-term R&D planning.
{"title":"The development of simplified technology roadmapping for use by Japanese chemical companies","authors":"Masakatsu Fujii, Y. Ikawa","doi":"10.1109/PICMET.2008.4599836","DOIUrl":"https://doi.org/10.1109/PICMET.2008.4599836","url":null,"abstract":"The creation of new businesses is crucial for an enterprise's sustainable growth. An improvement in management methods for reinforcing R&D capabilities is an urgent concern for any technology-based enterprise. Among many studies of new management theories and methodologies, technology roadmapping, for consideration of future prospects, has come into the spotlight. The Japanese Government released a report entitled \"Strategic Technology Roadmap\" in 2005, and has been attempting to diffuse roadmapping, by reviewing roadmaps annually in collaboration with academia and industry. However, responses by major Japanese chemical companies to our inquiries indicated that they are reluctant to adopt technology roadmapping, although they are interested in the concept . The reasons for this hesitation are: doubts about the results, complicated explanations about the procedures to be employed, and lots of time required to come up with effective plans. Thus, referring to Rogers' theory of \"Diffusion of Innovation\", we have proposed a \"simplified half-day course\" as a customized roadmapping method, by combining the conventional roadmapping method with KJ method, which is already popular among researchers in Japanese companies, as an idea creation method. Some workshops, with around 100 researchers involved, have been conducted in the corporate laboratories of a major Japanese chemical company to confirm the effectiveness of the proposed method. It has been confirmed that the new method is a useful tool for strategic mid-term R&D planning.","PeriodicalId":168329,"journal":{"name":"PICMET '08 - 2008 Portland International Conference on Management of Engineering & Technology","volume":"217 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132417748","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 : 2008-07-27DOI: 10.1109/PICMET.2008.4599689
E. Sofuoğlu, N. Basoglu
Many companies do not usually consider the impact that a crisis can have on their business and also their employees. However, a crisis can be evoked by any situation or event that has detrimental effect on the business ranging from fire, technology outage, product withdrawal, rumours and natural disasters, to terrorism. Most companies think that they are prepared for a crisis as they have a business continuity plan in place but is this enough? Especially if a crisis related to 'information technology' infrastructure happens, how should the management act in order to prevent or minimize any damage to business continuity, its long term brand reputation and the negative impact on its employees? In this paper, a case study of an international company in a turbulent environment will be discussed. The goal is to conduct an 'impact analyses' of the crisis in the information technology department and how it affected daily business, processes and employees. Which decisions were taken, what were the results? Possible alternative decisions, preventions for future similar situations will be also discussed.
{"title":"Exploring the characteristics and impact of information technology crisis on a company","authors":"E. Sofuoğlu, N. Basoglu","doi":"10.1109/PICMET.2008.4599689","DOIUrl":"https://doi.org/10.1109/PICMET.2008.4599689","url":null,"abstract":"Many companies do not usually consider the impact that a crisis can have on their business and also their employees. However, a crisis can be evoked by any situation or event that has detrimental effect on the business ranging from fire, technology outage, product withdrawal, rumours and natural disasters, to terrorism. Most companies think that they are prepared for a crisis as they have a business continuity plan in place but is this enough? Especially if a crisis related to 'information technology' infrastructure happens, how should the management act in order to prevent or minimize any damage to business continuity, its long term brand reputation and the negative impact on its employees? In this paper, a case study of an international company in a turbulent environment will be discussed. The goal is to conduct an 'impact analyses' of the crisis in the information technology department and how it affected daily business, processes and employees. Which decisions were taken, what were the results? Possible alternative decisions, preventions for future similar situations will be also discussed.","PeriodicalId":168329,"journal":{"name":"PICMET '08 - 2008 Portland International Conference on Management of Engineering & Technology","volume":"109 1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131057717","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 : 2008-07-27DOI: 10.1109/PICMET.2008.4599772
Selva Kılıç, Nazlihan Ugur
There are many factors affecting the organizational success in technology management. The leadership is one of these influential variables. Leadership factors have a more important role in the TM practicespsila failures when compared to the easily observable financial and engineering factors. The current study is aiming to explore the effects of leadership factors on innovation performance. Most empirical studies examining the success of organizational structure have focused on technological tools and financial performance. The present study seeks a different perspective by examining the effects of leadership style on the organizational success and innovation performance. This knowledge may assist managers to improve the performances of their organizations. Several researches support that there are clear and easily identifiable effects of leaders on organizations. The problem is complex and needs to be thoroughly understood, but the crux of this dissertation focuses on how technology leaders must behave and adapt to technological changes. The objective of this study is that it takes qualitative view about the effects of leadership styles on innovation performance with a comparison of R&D and P&D. The theoretical framework for this study is developed upon several perspectives including leadership theory, innovation and TM literature.
{"title":"The effects of leadership on technological innovation performance: A comparison of R&D and P&D","authors":"Selva Kılıç, Nazlihan Ugur","doi":"10.1109/PICMET.2008.4599772","DOIUrl":"https://doi.org/10.1109/PICMET.2008.4599772","url":null,"abstract":"There are many factors affecting the organizational success in technology management. The leadership is one of these influential variables. Leadership factors have a more important role in the TM practicespsila failures when compared to the easily observable financial and engineering factors. The current study is aiming to explore the effects of leadership factors on innovation performance. Most empirical studies examining the success of organizational structure have focused on technological tools and financial performance. The present study seeks a different perspective by examining the effects of leadership style on the organizational success and innovation performance. This knowledge may assist managers to improve the performances of their organizations. Several researches support that there are clear and easily identifiable effects of leaders on organizations. The problem is complex and needs to be thoroughly understood, but the crux of this dissertation focuses on how technology leaders must behave and adapt to technological changes. The objective of this study is that it takes qualitative view about the effects of leadership styles on innovation performance with a comparison of R&D and P&D. The theoretical framework for this study is developed upon several perspectives including leadership theory, innovation and TM literature.","PeriodicalId":168329,"journal":{"name":"PICMET '08 - 2008 Portland International Conference on Management of Engineering & Technology","volume":"731 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133630975","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 : 2008-07-27DOI: 10.1109/PICMET.2008.4599662
C. Schutte, N. D. Preez
Innovation is important for competitiveness. It thrives on the availability of NEW public and private domain knowledge. Thus the ability to access, analyze, synthesize, share, and re-use knowledge is important. These activities grow the available pool of knowledge. It also facilitates learning from mistakes, capturing and enhancing opportunities for future innovation. Formally networking resources improves the ability of any participating enterprise to use/re-use knowledge, in a growing knowledge base. Such a "Knowledge Network" (KN)' enhances knowledge sharing between individuals, groups, and organizations in informal and formal ways. How to successfully design and deploy a successful KN is a challenge and has been researched in the past decade. It requires understanding of social processes and how people learn and share knowledge. KN management requires a proactive, systematic approach to the planning and deployment of formalized networks for knowledge creation and transfer. It includes promoting and improving conditions to cultivate informal and formal networking within a larger network of enterprises. This paper presents a refined methodology for initiating, deploying, managing and operating an Innovation Project KN within the Global Competitiveness Centre in Engineering of the Stellenbosch University. The network involves about 300 users, some 180 projects, and 50 odd generic roadmaps and resides collectively on 6 servers in 4 countries. It incorporates concepts of generic, partial and specific roadmaps, best practise, templates and examples and allows individual teams to capture knowledge about specific projects and expertise in context for later re-use.
{"title":"Knowledge networks for managing innovation projects","authors":"C. Schutte, N. D. Preez","doi":"10.1109/PICMET.2008.4599662","DOIUrl":"https://doi.org/10.1109/PICMET.2008.4599662","url":null,"abstract":"Innovation is important for competitiveness. It thrives on the availability of NEW public and private domain knowledge. Thus the ability to access, analyze, synthesize, share, and re-use knowledge is important. These activities grow the available pool of knowledge. It also facilitates learning from mistakes, capturing and enhancing opportunities for future innovation. Formally networking resources improves the ability of any participating enterprise to use/re-use knowledge, in a growing knowledge base. Such a \"Knowledge Network\" (KN)' enhances knowledge sharing between individuals, groups, and organizations in informal and formal ways. How to successfully design and deploy a successful KN is a challenge and has been researched in the past decade. It requires understanding of social processes and how people learn and share knowledge. KN management requires a proactive, systematic approach to the planning and deployment of formalized networks for knowledge creation and transfer. It includes promoting and improving conditions to cultivate informal and formal networking within a larger network of enterprises. This paper presents a refined methodology for initiating, deploying, managing and operating an Innovation Project KN within the Global Competitiveness Centre in Engineering of the Stellenbosch University. The network involves about 300 users, some 180 projects, and 50 odd generic roadmaps and resides collectively on 6 servers in 4 countries. It incorporates concepts of generic, partial and specific roadmaps, best practise, templates and examples and allows individual teams to capture knowledge about specific projects and expertise in context for later re-use.","PeriodicalId":168329,"journal":{"name":"PICMET '08 - 2008 Portland International Conference on Management of Engineering & Technology","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131271529","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 : 2008-07-27DOI: 10.1109/PICMET.2008.4599855
A.N. Gun, B. Badur
Assortment optimization is not just selecting the best products according to the sales performance under a certain category, but also an execution method to apply retailers commercial strategy into market considering all strategies which retailer want to play. Regarding millions of data saved in databases and explosive growth of data leads to a situation in which it is increasingly difficult for retailers to understand the right information. To cope with this problem we are planning to use association algorithms to put in place data mining in product selection. It should also be considered that selecting best and suitable products for assortment of retailer need not only sophisticated algorithms to take decisions but also business perspective to embed into decision system. In this study, we approach the assortment selection problem, by improving the PROFSET model and GENERALIZED PROFSET model, which is based on a microeconomic framework. We improved the basic model by introducing additional method of profit allocation over frequent item sets, constraints about categories and sold quantities. Finally we empirically test our model with sample retailer data. While doing this we will also take into consideration the retail industry characteristics and consumer and customer perceptions.
{"title":"Assortment planning using data mining algorithms","authors":"A.N. Gun, B. Badur","doi":"10.1109/PICMET.2008.4599855","DOIUrl":"https://doi.org/10.1109/PICMET.2008.4599855","url":null,"abstract":"Assortment optimization is not just selecting the best products according to the sales performance under a certain category, but also an execution method to apply retailers commercial strategy into market considering all strategies which retailer want to play. Regarding millions of data saved in databases and explosive growth of data leads to a situation in which it is increasingly difficult for retailers to understand the right information. To cope with this problem we are planning to use association algorithms to put in place data mining in product selection. It should also be considered that selecting best and suitable products for assortment of retailer need not only sophisticated algorithms to take decisions but also business perspective to embed into decision system. In this study, we approach the assortment selection problem, by improving the PROFSET model and GENERALIZED PROFSET model, which is based on a microeconomic framework. We improved the basic model by introducing additional method of profit allocation over frequent item sets, constraints about categories and sold quantities. Finally we empirically test our model with sample retailer data. While doing this we will also take into consideration the retail industry characteristics and consumer and customer perceptions.","PeriodicalId":168329,"journal":{"name":"PICMET '08 - 2008 Portland International Conference on Management of Engineering & Technology","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131424604","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 : 2008-07-27DOI: 10.1109/PICMET.2008.4599684
Haeng A. Seo, Junghua Han, N. Cho
This research focus on entrepreneurial orientation (EO) of technology spin-offs as they are expected to reduce the gap between their technology and the market. Entrepreneurial orientation is an organizational activity or process that redistributes or combines resources in an innovative way and takes risk to create new values. It helps improve the level of organizational innovation to deal with uncertainty. An empirical study was performed to analyze EO of spin-offs established by university faculty and Institute Researchers in Korea. Antecedent variables to EO are hypothesized to include public policy for university faculty and institute researchers, the relationship with incubating organization, and the level of social network with other firms. The relationship EO and technological performance are also hypothesized. Data from the total of 121 spin-off organizations were collected and a series of multiple regressions were performed. The performance variable included both technological performance such as the number of newly marketed products and new technology and subjective performance such as the level of satisfaction with sales amount and profitability. Several important conclusions were drawn from this study. First, university and institute's policy has a significant effect on the level of innovativeness, while government policy is not related to EO. Second, high percentage of man power from the incubating organization has a negative effect on risk taking. The level of cooperation with incubating organization also is not related to Entrepreneurial Orientation. Third, the intensity of the cooperative network with other firms has a significant effect on risk-taking. Network relationship with government related organizations is not related to Entrepreneurial Orientation. This study analyzed the importance and role of university and institute's policy and network with other firms to improve EO. It also suggested that a high composition of man power from the incubating organization has a negative relationship with EO.
{"title":"Entrepreneurial orientation of spin-offs created by university faculties and institute researchers in Korea","authors":"Haeng A. Seo, Junghua Han, N. Cho","doi":"10.1109/PICMET.2008.4599684","DOIUrl":"https://doi.org/10.1109/PICMET.2008.4599684","url":null,"abstract":"This research focus on entrepreneurial orientation (EO) of technology spin-offs as they are expected to reduce the gap between their technology and the market. Entrepreneurial orientation is an organizational activity or process that redistributes or combines resources in an innovative way and takes risk to create new values. It helps improve the level of organizational innovation to deal with uncertainty. An empirical study was performed to analyze EO of spin-offs established by university faculty and Institute Researchers in Korea. Antecedent variables to EO are hypothesized to include public policy for university faculty and institute researchers, the relationship with incubating organization, and the level of social network with other firms. The relationship EO and technological performance are also hypothesized. Data from the total of 121 spin-off organizations were collected and a series of multiple regressions were performed. The performance variable included both technological performance such as the number of newly marketed products and new technology and subjective performance such as the level of satisfaction with sales amount and profitability. Several important conclusions were drawn from this study. First, university and institute's policy has a significant effect on the level of innovativeness, while government policy is not related to EO. Second, high percentage of man power from the incubating organization has a negative effect on risk taking. The level of cooperation with incubating organization also is not related to Entrepreneurial Orientation. Third, the intensity of the cooperative network with other firms has a significant effect on risk-taking. Network relationship with government related organizations is not related to Entrepreneurial Orientation. This study analyzed the importance and role of university and institute's policy and network with other firms to improve EO. It also suggested that a high composition of man power from the incubating organization has a negative relationship with EO.","PeriodicalId":168329,"journal":{"name":"PICMET '08 - 2008 Portland International Conference on Management of Engineering & Technology","volume":"38 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131676897","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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