Pub Date : 2008-07-27DOI: 10.1109/PICMET.2008.4599828
M. Dissel, D. Probert, R. Mitchell
To understand the potential value of a technology a wide range of techniques is available. Examples are quantitative techniques such as discounted cash-flow, real options and decision trees and qualitative techniques such as roadmaps and scoring cards. However, very little has been written about their integrated use and more particularly over the life cycle of a technology. Whereas many companies have their own processes in place often combining qualitative and quantitative techniques, very few empirical studies have been performed to learn from these industry practices and provide an overall view on the process of valuing technologies. In this paper we propose an integrated approach, combining both qualitative and quantitative techniques. Based on ongoing case study research we will elaborate on the use of both qualitative and quantitative methods, and will provide a conceptual basis for integrating these techniques. By seamlessly integrating the qualitative foundations with quantitative projections, judgements can be turned into justification models (using for example decision trees and real options thinking), and scoring mechanisms can turn the collected gut feel into educated approximations for probabilities and financial projections. Although we do not assume a generic decision making process can be defined, the integrated logic provides a more consistent guide for R&D managers and adds to the body of literature, more particularly empirical studies, on the selection and use of a diverse set of valuation tools.
{"title":"From gut feel to educated approximations: Towards an integrated approach for technology valuation","authors":"M. Dissel, D. Probert, R. Mitchell","doi":"10.1109/PICMET.2008.4599828","DOIUrl":"https://doi.org/10.1109/PICMET.2008.4599828","url":null,"abstract":"To understand the potential value of a technology a wide range of techniques is available. Examples are quantitative techniques such as discounted cash-flow, real options and decision trees and qualitative techniques such as roadmaps and scoring cards. However, very little has been written about their integrated use and more particularly over the life cycle of a technology. Whereas many companies have their own processes in place often combining qualitative and quantitative techniques, very few empirical studies have been performed to learn from these industry practices and provide an overall view on the process of valuing technologies. In this paper we propose an integrated approach, combining both qualitative and quantitative techniques. Based on ongoing case study research we will elaborate on the use of both qualitative and quantitative methods, and will provide a conceptual basis for integrating these techniques. By seamlessly integrating the qualitative foundations with quantitative projections, judgements can be turned into justification models (using for example decision trees and real options thinking), and scoring mechanisms can turn the collected gut feel into educated approximations for probabilities and financial projections. Although we do not assume a generic decision making process can be defined, the integrated logic provides a more consistent guide for R&D managers and adds to the body of literature, more particularly empirical studies, on the selection and use of a diverse set of valuation tools.","PeriodicalId":168329,"journal":{"name":"PICMET '08 - 2008 Portland International Conference on Management of Engineering & Technology","volume":"66 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":"127237963","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.2008.4599685
Min-Seok Cha, Zong-Tae Bae
Entrepreneurial journey of new business creation starts when a business opportunity is discovered by nascent entrepreneurs. There are many obstacles along the journey, and must be an 'internal driving force' to create entrepreneurial actions for problem solving. This paper develops a new concept of 'entrepreneurial intent' as an internal driving force of opportunity realization with 'drive' (sense of crisis) and 'directivity' (sense of opportunity). Furthermore, it presents a theory of the underlying entrepreneurial process with entrepreneurial intent. Case study methods and grounded theory building are utilized. The results based on cases from high-tech venture firms in Korea show that entrepreneurial intent toward a new opportunity is emerged to collective actions for combining new resources to create new values. The entrepreneurial intent is the extreme level of achievement motivation which is comprised of arousal, direction, and duration (reducing the cognition gap), and drives 3C effects such as 'channeling', 'concentrating' and 'continuing' of entrepreneurial actions. The entrepreneurial actions, in turn, make more chances of serendipity in the external process of networking and gaining resources (reducing the resource gap), and the internal process of value creation. Value creation finally converts discovered opportunities into realized opportunities to complete the entrepreneurial journey.
{"title":"Entrepreneurial journey: Emergence from entrepreneurial intent to opportunity realization","authors":"Min-Seok Cha, Zong-Tae Bae","doi":"10.1109/PICMET.2008.4599685","DOIUrl":"https://doi.org/10.1109/PICMET.2008.4599685","url":null,"abstract":"Entrepreneurial journey of new business creation starts when a business opportunity is discovered by nascent entrepreneurs. There are many obstacles along the journey, and must be an 'internal driving force' to create entrepreneurial actions for problem solving. This paper develops a new concept of 'entrepreneurial intent' as an internal driving force of opportunity realization with 'drive' (sense of crisis) and 'directivity' (sense of opportunity). Furthermore, it presents a theory of the underlying entrepreneurial process with entrepreneurial intent. Case study methods and grounded theory building are utilized. The results based on cases from high-tech venture firms in Korea show that entrepreneurial intent toward a new opportunity is emerged to collective actions for combining new resources to create new values. The entrepreneurial intent is the extreme level of achievement motivation which is comprised of arousal, direction, and duration (reducing the cognition gap), and drives 3C effects such as 'channeling', 'concentrating' and 'continuing' of entrepreneurial actions. The entrepreneurial actions, in turn, make more chances of serendipity in the external process of networking and gaining resources (reducing the resource gap), and the internal process of value creation. Value creation finally converts discovered opportunities into realized opportunities to complete the entrepreneurial journey.","PeriodicalId":168329,"journal":{"name":"PICMET '08 - 2008 Portland International Conference on Management of Engineering & Technology","volume":"164 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":"127419339","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.2008.4599780
O. Dedehayir, S. Mäkinen
Maximizing the performance evolution of a technology system relies on optimizing investments in the appropriate sub-systems. This approach subsequently minimizes the impact of a sub-system that trails in technological performance and hinders systemic development, referred to as the reverse salient. In this paper, we developed a performance gap and a time gap measure to analyze reverse salience and applied this measurement technique to an empirical study of the personal computer (PC) technology systempsilas graphics processing unit (GPU) and PC game sub-systems with special focus on the systempsilas overall computational performance in game play. Our measurements of the temporal behavior of reverse salience with the above measures indicate that the PC game sub-system is the reverse salient, continuously trailing behind the technological performance of the GPU sub-system from 1996 through 2006. Additionally, our results highlight the fact that whereas the time gap measure reveals a fairly consistent three-year period of the PC game sub-system closing the performance differential to the GPU sub-system, the performance gap measure shows an increasing disparity between the sub-systems over the same period. We discuss our empirical findings by elaborating on possible underlying causes and by providing managerial implications.
{"title":"Empirical study of the evolving PC technology system and the measurement of its performance divide","authors":"O. Dedehayir, S. Mäkinen","doi":"10.1109/PICMET.2008.4599780","DOIUrl":"https://doi.org/10.1109/PICMET.2008.4599780","url":null,"abstract":"Maximizing the performance evolution of a technology system relies on optimizing investments in the appropriate sub-systems. This approach subsequently minimizes the impact of a sub-system that trails in technological performance and hinders systemic development, referred to as the reverse salient. In this paper, we developed a performance gap and a time gap measure to analyze reverse salience and applied this measurement technique to an empirical study of the personal computer (PC) technology systempsilas graphics processing unit (GPU) and PC game sub-systems with special focus on the systempsilas overall computational performance in game play. Our measurements of the temporal behavior of reverse salience with the above measures indicate that the PC game sub-system is the reverse salient, continuously trailing behind the technological performance of the GPU sub-system from 1996 through 2006. Additionally, our results highlight the fact that whereas the time gap measure reveals a fairly consistent three-year period of the PC game sub-system closing the performance differential to the GPU sub-system, the performance gap measure shows an increasing disparity between the sub-systems over the same period. We discuss our empirical findings by elaborating on possible underlying causes and by providing managerial implications.","PeriodicalId":168329,"journal":{"name":"PICMET '08 - 2008 Portland International Conference on Management of Engineering & Technology","volume":"24 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":"133748021","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.2008.4599745
J. McCreery, L. Bown, S. Eubanks
Bringing biotechnology products to market is a challenging endeavor. Relative to other industries, investment in R&D is quite high in the biotech industry [Technology Review, 2005]. In addition, the biotech industry is critically dependent on manufacturing process innovation [Pisano, 1997; Lim et al., 2006]. The manufacturing processes used to produce these complex medicines must satisfy stringent regulatory and quality requirements. These manufacturing processes are developed through the execution of large capital investment projects. The projects are characterized by long lead times, high levels of complexity and coordination, intensive use of resources, and sizable technical, financial, and regulatory risks. With all these challenges, it is clear that concentrated management attention and excellent project practices are critical to success. This study will describe the efforts of a biotech firm to create a project office center of excellence. We will examine how the project office implemented a comprehensive capital project phase model, as well as providing details on the phase model itself. A range of organizational, technical, and behavioral obstacles will be discussed, along with the approaches used to overcome these obstacles. We will offer lessons learned on how to implement change and improve project performance.
将生物技术产品推向市场是一项具有挑战性的工作。相对于其他行业，生物技术行业的研发投入相当高[技术评论，2005]。此外，生物技术产业严重依赖于制造工艺创新[Pisano, 1997;Lim et al.， 2006]。用于生产这些复杂药物的制造工艺必须满足严格的法规和质量要求。这些制造过程是通过大型资本投资项目的执行而发展起来的。这些项目的特点是交付周期长，复杂性和协调性高，资源的密集使用，以及相当大的技术、财务和监管风险。面对所有这些挑战，很明显，集中的管理注意力和优秀的项目实践是成功的关键。本研究将描述一家生物技术公司为建立卓越的项目办公中心所做的努力。我们将研究项目办公室如何实施一个全面的资本项目阶段模型，并提供阶段模型本身的细节。将讨论一系列组织、技术和行为障碍，以及用于克服这些障碍的方法。我们将提供关于如何实施变更和改进项目绩效的经验教训。
{"title":"Implementing a project office and phase model for biotechnology capital projects","authors":"J. McCreery, L. Bown, S. Eubanks","doi":"10.1109/PICMET.2008.4599745","DOIUrl":"https://doi.org/10.1109/PICMET.2008.4599745","url":null,"abstract":"Bringing biotechnology products to market is a challenging endeavor. Relative to other industries, investment in R&D is quite high in the biotech industry [Technology Review, 2005]. In addition, the biotech industry is critically dependent on manufacturing process innovation [Pisano, 1997; Lim et al., 2006]. The manufacturing processes used to produce these complex medicines must satisfy stringent regulatory and quality requirements. These manufacturing processes are developed through the execution of large capital investment projects. The projects are characterized by long lead times, high levels of complexity and coordination, intensive use of resources, and sizable technical, financial, and regulatory risks. With all these challenges, it is clear that concentrated management attention and excellent project practices are critical to success. This study will describe the efforts of a biotech firm to create a project office center of excellence. We will examine how the project office implemented a comprehensive capital project phase model, as well as providing details on the phase model itself. A range of organizational, technical, and behavioral obstacles will be discussed, along with the approaches used to overcome these obstacles. We will offer lessons learned on how to implement change and improve project performance.","PeriodicalId":168329,"journal":{"name":"PICMET '08 - 2008 Portland International Conference on Management of Engineering & Technology","volume":"34 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":"124585281","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.2008.4599644
Chia-Han Yang, Jou-Chen Chen, J. Z. Shyu, G. Tzeng
This research aims to offer an overview of policy instruments identified within the small and medium enterprises (SMEs) development. The decision making trial and evaluation laboratory (DEMATEL) method is also used to draw a directed graph for better capturing the causal relationship visibly between multiple innovative policies. A structural graph will be devise to portray a contextual relationship among twelve policy instruments of policy system including supply, demand, and environmental side, in which the arrow direction of graph represents the influence strength of different policy instrument. The research results reveal that education and public enterprise are both significant factors affecting other instruments and play main roles within policy application for SMEs. In the meanwhile, scientific & technical and information are the factors intensely affected by other policies.
{"title":"Causal relationship analysis based on DEMATEL technique for innovative policies in SMEs","authors":"Chia-Han Yang, Jou-Chen Chen, J. Z. Shyu, G. Tzeng","doi":"10.1109/PICMET.2008.4599644","DOIUrl":"https://doi.org/10.1109/PICMET.2008.4599644","url":null,"abstract":"This research aims to offer an overview of policy instruments identified within the small and medium enterprises (SMEs) development. The decision making trial and evaluation laboratory (DEMATEL) method is also used to draw a directed graph for better capturing the causal relationship visibly between multiple innovative policies. A structural graph will be devise to portray a contextual relationship among twelve policy instruments of policy system including supply, demand, and environmental side, in which the arrow direction of graph represents the influence strength of different policy instrument. The research results reveal that education and public enterprise are both significant factors affecting other instruments and play main roles within policy application for SMEs. In the meanwhile, scientific & technical and information are the factors intensely affected by other policies.","PeriodicalId":168329,"journal":{"name":"PICMET '08 - 2008 Portland International Conference on Management of Engineering & Technology","volume":"46 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":"114762498","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.2008.4599852
Wen-Hsiang Lai, Chien-Tzu Tsai
In the face of the era of speedy revolution of high technology, the advanced technology becomes one of the key drivers to enhance productivity in a firm or even in a country. In order to compete in the global environment, the ability and effectiveness of acquiring new technology are essential for firms, especially for the traditional machinery industry. In Taiwan, the societal structure is built on the foundation of small-medium enterprises (SMEs). Thus most new technologies need and depend on the technology transfer (TT) from international firms and research institutes. Due to the complicity of influence factors of TT, such as features of industry, technology, organization, and talent, difficulties are encountered in evaluating the effectiveness of TT. This study develops a rule-based decision support mechanism using fuzzy set theory and the method of Analytic Hierarchy Process (AHP) to evaluate the effectiveness of TT. The characteristic of adopting fuzzy set theory is to construct the membership function for those features of influence factors and differentiate the indistinct linguistic terms in order to match true conditions. Finally this study discusses the hierarchical influence factors of TT and provides suggestions for machinery firms with respect to TT effectiveness.
{"title":"Analyzing influence factors of technology transfer using fuzzy set theory","authors":"Wen-Hsiang Lai, Chien-Tzu Tsai","doi":"10.1109/PICMET.2008.4599852","DOIUrl":"https://doi.org/10.1109/PICMET.2008.4599852","url":null,"abstract":"In the face of the era of speedy revolution of high technology, the advanced technology becomes one of the key drivers to enhance productivity in a firm or even in a country. In order to compete in the global environment, the ability and effectiveness of acquiring new technology are essential for firms, especially for the traditional machinery industry. In Taiwan, the societal structure is built on the foundation of small-medium enterprises (SMEs). Thus most new technologies need and depend on the technology transfer (TT) from international firms and research institutes. Due to the complicity of influence factors of TT, such as features of industry, technology, organization, and talent, difficulties are encountered in evaluating the effectiveness of TT. This study develops a rule-based decision support mechanism using fuzzy set theory and the method of Analytic Hierarchy Process (AHP) to evaluate the effectiveness of TT. The characteristic of adopting fuzzy set theory is to construct the membership function for those features of influence factors and differentiate the indistinct linguistic terms in order to match true conditions. Finally this study discusses the hierarchical influence factors of TT and provides suggestions for machinery firms with respect to TT effectiveness.","PeriodicalId":168329,"journal":{"name":"PICMET '08 - 2008 Portland International Conference on Management of Engineering & Technology","volume":"22 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":"115131972","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.2008.4599888
E. Diniz, Marlei Pozzebon, Martin Jayo, Ewandro Araujo
Finding ways to efficiently down scale micro finance services is one of the current challenges of Brazilian commercial banks. As commercial banks do not have strong tradition or know-how in this market, the expansion of such operations still depends on the building of specific capabilities and creation of business and technological architectures. This paper discusses how the use of correspondent banking (CB) arrangements can help Brazilian banks to face this challenge and increase their micro credit operations in an efficient way. The particular model of CB adopted in Brazil since 2000 has created an ICT-based business structure for banks down scale financial services out of traditional branches, typically in retail stores such as supermarkets, drugstores, lottery shops, post offices, and so on. The discussion is on how this ICT-based channel can be adapted to scale micro credit delivery. To address the discussion, we focus on one particular case, involving a CB arrangement between Banco do Brasil, one of the most important Brazilian banking institutions, and Banco Palmas, an accredited micro finance institution. This specific case provides an elucidating example of how the Brazilian ICT-based CB model can be used to help scaling up micro finance services, especially micro credit.
如何有效地缩小小额金融服务的规模是巴西商业银行当前面临的挑战之一。由于商业银行在这一市场上没有强大的传统或专业知识，因此此类业务的扩展仍然依赖于特定能力的建设和业务和技术架构的创建。本文讨论了代理银行(CB)安排如何帮助巴西银行应对这一挑战，并有效地增加其小额信贷业务。自2000年以来，巴西采用的商业银行模式为银行创造了一种基于信息通信技术的业务结构，使传统分支机构(通常是超市、药店、彩票店、邮局等零售商店)的金融服务规模缩小。讨论的重点是如何调整这种基于信息通信技术的渠道，以扩大小额信贷的发放。为了解决这一讨论，我们将重点关注一个特定案例，涉及巴西最重要的银行机构之一巴西银行(Banco do Brasil)与获得认可的小额金融机构帕尔马斯银行(Banco Palmas)之间的转债安排。这一具体案例提供了一个说明性的例子，说明如何利用巴西基于信息通信技术的商业往来模式来帮助扩大小额金融服务，特别是小额信贷。
{"title":"The role of information and communication technologies (ICT) in improving microcredit: The case of correspondent banking in Brazil","authors":"E. Diniz, Marlei Pozzebon, Martin Jayo, Ewandro Araujo","doi":"10.1109/PICMET.2008.4599888","DOIUrl":"https://doi.org/10.1109/PICMET.2008.4599888","url":null,"abstract":"Finding ways to efficiently down scale micro finance services is one of the current challenges of Brazilian commercial banks. As commercial banks do not have strong tradition or know-how in this market, the expansion of such operations still depends on the building of specific capabilities and creation of business and technological architectures. This paper discusses how the use of correspondent banking (CB) arrangements can help Brazilian banks to face this challenge and increase their micro credit operations in an efficient way. The particular model of CB adopted in Brazil since 2000 has created an ICT-based business structure for banks down scale financial services out of traditional branches, typically in retail stores such as supermarkets, drugstores, lottery shops, post offices, and so on. The discussion is on how this ICT-based channel can be adapted to scale micro credit delivery. To address the discussion, we focus on one particular case, involving a CB arrangement between Banco do Brasil, one of the most important Brazilian banking institutions, and Banco Palmas, an accredited micro finance institution. This specific case provides an elucidating example of how the Brazilian ICT-based CB model can be used to help scaling up micro finance services, especially micro credit.","PeriodicalId":168329,"journal":{"name":"PICMET '08 - 2008 Portland International Conference on Management of Engineering & Technology","volume":"14 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":"124078812","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.2008.4599801
C. Chang
Globalization is here to stay, as United Nations predicts that by 2020 four of the five largest national economies will be located in Asia. Some developing countries in South America and Eastern Europe are also expected to advance their economies rapidly in the near future. It was forecast by Goldman Sachs that the GDP of BRIC nations (Brazil, Russia, India and China) will surpass that of G6 (United States, Japan, Germany, United Kingdom and Italy) in year 2038. During this rapid advancement period, engineering managers in the West will play different roles than those in the East. Managers in the West will surely try to explore the high growth mid-tier market opportunities offered in the East. This paper offers a comparison between the economies of the West and East, discusses the different business models the West and East apply, and highlights the new challenges ahead. A set of new "EMIDE" strategies are then suggested for engineering managers in developing economies to meet the new challenges ahead. These strategies include: (1) Excel in internalizing conditions and acquiring unique insights related to local culture, custom and business practices (e.g., value of employees, nature of collectivist, power distance, practices of uncertainty avoidance, and femininity styles), (2) Manage local resources (e.g., assemble product with low cost labor, improve products by reverse engineering) and practice engineering management functions effectively, (3) Innovate differentiable capabilities by practicing creative thinking strategies, pursuing open innovation paradigm, assembling new knowledge bases, and applying expertise residing in regional supply chains, (4) Develop marketable product/service offerings well-suited to targeted market segments, considering the needs and affordability of local customers, and (5) Effectuate a fast response to marketplace challenges by taking advantage of acquired global market knowledge (e.g., internal globalization orientation and external globalization drivers) to achieve long- term profitability. Companies in the West will pursue the new growth markets in the East. The suggested EMIDE strategic model of "acting locally and thinking globally" assists engineering managers in the developing economies to successfully capture these new growth opportunities and expand beyond.
{"title":"Engineering management in developing economies: The EMIDE strategies to meet the new challenges","authors":"C. Chang","doi":"10.1109/PICMET.2008.4599801","DOIUrl":"https://doi.org/10.1109/PICMET.2008.4599801","url":null,"abstract":"Globalization is here to stay, as United Nations predicts that by 2020 four of the five largest national economies will be located in Asia. Some developing countries in South America and Eastern Europe are also expected to advance their economies rapidly in the near future. It was forecast by Goldman Sachs that the GDP of BRIC nations (Brazil, Russia, India and China) will surpass that of G6 (United States, Japan, Germany, United Kingdom and Italy) in year 2038. During this rapid advancement period, engineering managers in the West will play different roles than those in the East. Managers in the West will surely try to explore the high growth mid-tier market opportunities offered in the East. This paper offers a comparison between the economies of the West and East, discusses the different business models the West and East apply, and highlights the new challenges ahead. A set of new \"EMIDE\" strategies are then suggested for engineering managers in developing economies to meet the new challenges ahead. These strategies include: (1) Excel in internalizing conditions and acquiring unique insights related to local culture, custom and business practices (e.g., value of employees, nature of collectivist, power distance, practices of uncertainty avoidance, and femininity styles), (2) Manage local resources (e.g., assemble product with low cost labor, improve products by reverse engineering) and practice engineering management functions effectively, (3) Innovate differentiable capabilities by practicing creative thinking strategies, pursuing open innovation paradigm, assembling new knowledge bases, and applying expertise residing in regional supply chains, (4) Develop marketable product/service offerings well-suited to targeted market segments, considering the needs and affordability of local customers, and (5) Effectuate a fast response to marketplace challenges by taking advantage of acquired global market knowledge (e.g., internal globalization orientation and external globalization drivers) to achieve long- term profitability. Companies in the West will pursue the new growth markets in the East. The suggested EMIDE strategic model of \"acting locally and thinking globally\" assists engineering managers in the developing economies to successfully capture these new growth opportunities and expand beyond.","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":"125824663","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.2008.4599717
G. Büyüközkan, O. Feyzioğlu
The increase in the number of companies seeking knowledge management (KM) solutions, in order to gain significant business advantages, has created the need for a decision-aid approach in choosing appropriate KM tools. The objective of this paper is then to aid decision makers to identify the most appropriate KM tool to improve the effectiveness of their organization. To achieve this, several evaluation criteria have been identified and existing leading KM tools have been investigated. In order to rate competing systems of different vendors, we use a decision framework based on the Choquet integral aggregation, that takes into account interaction among evaluation criteria, which is generally less involved issue in other multicriteria decision making methods. Finally, a case study is given to demonstrate the potential of the methodology.
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Pub Date : 2008-07-27DOI: 10.1109/PICMET.2008.4599878
C. D. Solomon, A. Thal
The rapidly changing global security environment that todaypsilas military operates within requires an ever increasing ability to quickly adapt to non-traditional threats. This has forced the U.S. to re-examine the traditional means of equipping its forces to ensure more agile acquisition practices are available to the science and technology (S&T) and acquisition communities. While there have been significant efforts to look towards industry for potential solutions, the heavily bureaucratic and restrictive government environment has made this difficult. To effectively implement rapid reaction approaches within the government context, research into organizations facing similar constraints must be conducted. This research focused on interviewing innovative pockets across the government with proven track records for rapidly acquiring new technologies to cross-pollinate measures for success. Through the use of various qualitative measures, innovative practices and methodologies were identified that keep these organizations on the cutting edge of rapid product delivery. The recommendations of this research can be broadly applied to organizations chartered with rapidly responding to customer needs.
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